ADOPTED
Annual Operating BUDGET
fiscal year 2014-2015
Prepared by the City of Greenville OďŹƒce of Management and Budget
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City of Greenville, South Carolina Adopted Operating Budget Fiscal Year July 1, 2014 through June 30, 2015 Knox H. White Mayor Amy Ryberg Doyle Council Member (District 1) Lillian Brock Flemming Council Member (District 2) Jil M. Littlejohn Council Member (District 3) J. David Sudduth Council Member (District 4) Susan Reynolds Council Member (At Large) Gaye G. Sprague Council Member (At Large) John F. Castile City Manager
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Greenville, 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, as an operations guide, as a financial plan, and as a communications device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
TABLE OF CONTENTS FY 2014-15 ADOPTED OPERATING BUDGET Executive Summary .................................. A-1 City Manager’s Budget Message ................ A-3 Executive Summary ............................. A-10 Summary of All Funds ........................... A-21
Human Resources ..................................... D-47 Overview .......................................... D-48 Human Resources ................................ D-50 Occupational Health ............................ D-52
Introduction ........................................... B-1 Community Profile ............................... B-3 Downtown Greenville ............................ B-8 City Government Overview .................... B-10 City Organization Chart ........................ B-13 Fund Relationships .............................. B-14 Long-Term Financial Management ............ B-15 Budget Development Calendar ................ B-18 Principal Revenue Sources ..................... B-21
Office of Management and Budget ................ D-55 Overview .......................................... D-56 Administration ................................... D-58 Accounting ........................................ D-59 Revenue ........................................... D-60 Purchasing ........................................ D-61 Information Technology ........................ D-62 Geographic Information Systems ............. D-63
Strategic Initiatives .................................. C-1 General Fund .......................................... D-1 General Fund Overview ......................... D-3 General Fund Balance ........................... D-4 General Fund Revenues ......................... D-5 General Fund Expenditures .................... D-11 General Fund Expenditures By Type ......... D-14 Capital Outlay in Operating Budget .......... D-15 Summary of Personnel Changes ............... D-16 Legislative and Administrative ..................... D-17 Overview .......................................... D-18 Mayor and Council ............................... D-21 City Attorney’s Office .......................... D-22 Municipal Court .................................. D-23 City Manager’s Office ........................... D-25 City Clerk’s Office ............................... D-26 Non-Departmental ............................... D-27 General Debt Service ........................... D-28 Public Information and Events ..................... D-29 Overview .......................................... D-30 Public Information............................... D-32 Special Events .................................... D-34 Economic and Community Development ......... D-37 Overview .......................................... D-38 Economic Development ........................ D-40 Building and Property Maintenance .......... D-42 Planning and Zoning............................. D-44
TABLE OF CONTENTS
Police Department ................................... D-65 Overview .......................................... D-66 Police Chief’s Office ............................ D-68 Administration ................................... D-70 Operations ........................................ D-72 Support ........................................... D-75 Communications Section ....................... D-77 Fire Department ...................................... D-79 Overview .......................................... D-81 Fire Administration.............................. D-83 Fire Prevention .................................. D-84 Fire Suppression ................................. D-85 Fire Services ...................................... D-86 Public Works Department ........................... D-87 Overview .......................................... D-88 Administration ................................... D-90 Traffic Engineering .............................. D-91 Engineering ....................................... D-92 Construction Inspection ........................ D-94 Streets ............................................. D-96 Building Services ................................. D-97 Trolley Operations .............................. D-99 Downtown Infrastructure Maintenance .... D-100 Parks and Recreation Department ............... Overview ........................................ Administration ................................. Recreation ...................................... Parks Maintenance ........................... Rights-of-Way .................................. Beautification .................................. Tree Maintenance ............................. Falls Park Crew ................................
D-101 D-103 D-105 D-107 D-110 D-112 D-113 D-115 D-116
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Internal Service Funds .............................. E-1 Health Benefits ....................................E-3 Risk Management ..................................E-5 Fleet Services ......................................E-7 Special Revenue Funds .............................. F-1 Community Development ........................F-3 HOME Program .....................................F-5 HOPWA Program ...................................F-6 Hospitality Tax .....................................F-8 Sunday Alcohol Permits ........................ F-10 State Accommodations Tax .................... F-11 Local Accommodations Tax .................... F-13 Admissions Tax ................................... F-15 Victim Witness ................................... F-17 Utility Undergrounding ......................... F-18
List of Maps Major Roads ....................................... B-2 Downtown Government Buildings.............. B-9 Council Districts ................................. D-20 Police Beats ...................................... D-74 Fire Districts ...................................... D-80 Popular Parks ................................... D-102 Recreation Centers ............................ D-109 Garbage Collection Days ....................... G-19 FEMA Floodplain ................................. G-24 Downtown Public Parking ...................... G-30 Greenlink Bus Routes ........................... G-43 Tax Increment Financing Districts ............ H-7
Enterprise Funds ..................................... G-1 Event Management ............................... G-4 TD Convention Center ........................... G-8 Wastewater ....................................... G-12 Solid Waste ....................................... G-16 Stormwater Management ...................... G-22 Parking ............................................ G-27 City Parking Inventory ....................... G-29 Greenville Zoo ................................... G-32 Public Transportation Dept. Overview ....... G-40 Transit ............................................. G-41 Tax Increment Funds ................................ H-1 Downtown Infrastructure ....................... H-3 West End Tax Increment ........................ H-5 Viola Street Tax Increment ..................... H-6 Capital Improvement and Debt Management .... I-1 Capital Improvement Program .................. I-3 CIP Summary Schedule By Project ............. I-10 CIP Summary By Funding Source ............... I-17 Strategic Goal Implementation ................ I-22 Comprehensive Plan Implementation ......... I-23 Unfunded Projects ............................... I-25 Debt Management ................................ I-26 Summary of Debt Payments .................... I-27 Summary of Debt Outstanding ................. I-29 Compliance with Debt Mgmt. Policy .......... I-32 Appendices ............................................. J-1 A. Appropriation Ordinance ..................... J-3 B. Authorized Staffing ........................... J-7 C. Financial Policies ............................ J-29 D. Glossary and Commonly Used Acronyms. J-43
TABLE OF CONTENTS
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FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
EXECUTIVE SUMMARY
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FY 2014-15 OPERATING BUDGET
EXECUTIVE SUMMARY
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE A-2
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
July 1, 2014 The Honorable Knox H. White Members of City Council City of Greenville, South Carolina Dear Mayor White and City Council Members: It is a pleasure to present to the citizens of Greenville, members of City Council, and other interested readers the adopted FY 2014-15 operating budget for the City of Greenville, South Carolina. The budget for all funds is $156,306,313, including a General Fund budget of $74,646,927. This represents an overall total budgetary increase of 13.1% and a General Fund increase of 10.2% from the adopted FY 2013-14 operating budget. The General Fund millage rate for FY 2014-15 is 89.4 mills, representing an increase of 4 mills over the current rate of 85.4 mills. The millage rate increase will be used to support the construction and staffing of a new fire station in the Verdae/Woodruff area of the City in order to provide enhanced fire protection and suppression services. The millage increase represents the first such increase since 1993. A summary of all funds is included at the end of the Executive Summary section. FY 2013-14 General Fund Year-End Outlook In looking ahead to FY 2014-15, it is important to consider where the City will finish in FY 2013-14. The current fiscal year continues to reflect an improving economy locally and nationally with a number of funds exceeding revenue expectations, including the General Fund. The original FY 2013-14 General Fund budget contained an General Fund Projection (March 2014) appropriation of fund balance in the amount of $1.8 million – FY 13/14 Beginning Balance 21,404,538 about $1 million for CIP projects and another $800,000 for vehicle and equipment replacement backlog that occurred Projected FY 13/14 Revenues 69,117,880 during the Great Recession as the City curtailed its Projected FY 13/14 Expenditures (69,533,880) replacement program. The budget has since been modified by another $1.7 million (representing a total of $3.5 million Projected FY 13/14 Surplus (Deficit) (416,000) in fund balance appropriation) for contractual encumbrance budget rolls, the Central Business District (CBD) security 20,988,538 enhancements and supplemental capital. In the General Projected FY 13/14 Ending Balance Fund, we are projecting to finish the current year with a 14,929,385 modest deficit of $416,000 based on the most recent revenue 20% Reserve Requirement and expenditure projections. Given that the current 6,059,153 amended FY 2013-14 budget contains a fund balance Amount Above/Below Requirement appropriation of $3,500,867, this modest deficit represents a significant favorable variance in connection with the projected budgeted use of fund balance. This is an improvement from the projections OMB presented during the CIP process (which anticipated a deficit of about $1 million). This improvement provides City Council with slightly more fund balance available to fund one-time projects or expenditures. It is important to note the General Fund’s revenue is a projection, as the insurance business license, which represents about $9 million, is not received until late June. While the current projection reflects a fund balance of about $6.0 million in excess of the 20% requirement, the Council’s capital improvement program contains several significant projects, including
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FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
the construction of a new Public Works Operations Center and improvements to the City’s aging and antiquated fire stations that will require major contributions from fund balance. The forecast presented to Council in February 2014 projects significant withdrawals from the reserve within the next two to three years as the required funding levels for these and other critical projects become clearer. The budget for FY 2014-15 begins the drawdown of the excess fund balance with an appropriation of $3 million for the funding of the general capital improvement program as well as fire station improvements to be discussed later in this transmittal letter. FY 2014-15 Budget Principles As anticipated performance in FY 2013-14 indicates, the local economy is continuing its recovery. While this is a positive development from the past several years, it challenges the City to continue the effort begun in FY 2013-14 to address deferred capital, the increasing cost of service delivery and the accumulated impact of increasing service and work load requirements on the City’s workforce. As was discussed during the City Council retreat, the budget emphasizes the following principles: 1) Continued investment in people to retain talented employees and assure the organization has an adequate workforce, both in terms of quality and quantity, to do the ever increasing public’s business. 2) Continued reinvestment in the City’s infrastructure and equipment in a sustainable manner to protect our existing investments, avoid higher costs in the future, and provide greater budgetary flexibility in subsequent years. 3) Make targeted investments that provide Greenville with a bright future through economic development and productivity improvements. 4) Reserve financial capacity for signature projects so that once the City has the required data and analysis it has a path forward for their execution. This FY 2014-15 budget provides a reasoned approach to addressing these priorities and I believe, positions us well for future investments. FY 2014-15 Revenues In the General Fund, the budget contains $71,590,027 in estimated revenues reflecting about $5.7 million or an 8.7% increase over the FY 2013-14 budget amount of $65.8 million. Approximately $1.3 million of the increase is attributable to the millage adjustment. Excluding debt proceeds, actual General Fund revenues totaled $67.5 million in FY 2012-13, are projected at about $68.8 million in FY 2013-14, and the adopted budget for FY 2014-15 is $70.6 million, an increase of $1.8 million or 2.62%. It is important to note that there are several significant revenue sources (3rd and 4th quarter franchise fees, annual insurance business license) representing about $13 million or 18% of the General Fund budget that accrue in the final quarter of the fiscal year. In previous years, these revenue sources have proven to be extremely volatile. It is for this reason that the FY 2014-15 revenue budget estimate, while growing significantly over the original FY 2013-14 budget (about $5.7 million more, of which, $1.3 million relates to the millage rate increase), has been conservatively estimated pending the receipt of these revenues that constitute such a significant portion of the City’s General Fund budget. Accounting for a slightly more conservative FY 2013-14 year end projection due to the timing and nature of the franchise fees and insurance business licenses, the FY 2014-15 budget includes a 8.1% increase in property tax revenues and a 7.0% increase in license and permit revenues –these projected increases being based on the projected FY 2013-14 receipts as well as approved increases in the tax millage rate and certain building permit and plan review fees. Other revenue categories such as fees and charges and court fines are expected to have little change from the FY 2013-14 adopted budget.
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FY 2014-15 OPERATING BUDGET
We have incorporated the Aid-to-Subdivision allocation as reflected in the State House and Senate budget bills. While both bills have the same level of funding, the House bill provides an increase to the base funding with less nonrecurring funding than the Senate’s version. We have also assumed that the insurance business license will remain substantially similar to FY 2012-2013 levels. As mentioned in the previous paragraph, this revenue source represents a significant portion of General Fund revenues, is highly volatile, and is completely unforecastable due to the unavailability of trending data and its annual remittance in June of each year. While a portion of fund balance is being used for the CIP, the budget before you remains well above the existing 20% fund balance requirement.
CITY OF GREENVILLE, SOUTH CAROLINA
General Fund FY 2014-15 Budget FY 14/15 Beginning Balance
20,988,538
Projected FY 14/15 Revenues
71,590,027
Projected FY 14/15 Expenditures
(74,646,927)
Projected FY 14/15 Surplus (Deficit)
(3,056,900)
Projected FY 14/15 Ending Balance
17,931,638
20% Reserve Requirement
14,929,385
Amount Above/Below Requirement
3,002,253
The budget does contain several fee increases in the areas of building permits, parks and recreation, wastewater, and stormwater. Those fee adjustments are discussed in greater detail in the Executive Summary section. FY 2014-15 Expenditures The budget was impacted by several factors:
Merit Increase: The budget includes a 3.0% pool for a merit increase effective October 1, 2014 for employees to remain market competitive and to retain a quality workforce. The total cost of this adjustment for all funds is about $1,125,000 with approximately $900,000 attributable to the General Fund. To pay for this, the City is continuing the 2.25% vacancy factor across all funds that was incorporated into the budget last year. Based on the payroll trends experienced in the current year’s budget, we believe this vacancy factor is achievable. While the City’s vacancy rate over the past three years has been approximately 4% to 5% annually, our experience in connection with payroll expenditures is that our expenditures run at about 2%-2.5% under budget. This variance is the result of leave payouts upon terminations and retirements and the use of temporary services during vacancies. The merit increase will not be implemented until October when the results from FY 2013-14 are completed and affirm our financial projections.
Pension Costs: PEBA has announced an increase to the employer and employee share of the South Carolina Retirement System (SCRS) and Police Officers Retirement System (PORS). SCRS contributions will increase from 10.6% to 10.9% while PORS contributions will increase from 12.84% to 13.41%. The combined impact of these two rate adjustments on the employer contribution totals about $160,000. Employee contributions to SCRS will increase from 7.5% to 8.0% with PORS increasing from 7.84% to 8.41% - about 7.0% increase for both systems.
Health Insurance: In January 2014, the City migrated from a fully funded medical, vision and dental plan to a self-funded model. The budget assumes that the financing model change will provide sufficient flexibility in the City’s current rate structure for both the employer and employees through renewal in January 2015, thereby not requiring rate adjustments. As the City approaches renewal in the fall of 2014, should our medical cost trends change unfavorably, we will look to plan modifications, to minimize cost increases.
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FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Additional Positions: The adopted budget contains 24 additional full and part-time 725 positions (total cost of approximately $1.14 715 705 million) with 12 of the positions reflected in 695 the General Fund at a cost of approximately 685 675 $612,000. The 24 positions do not include 665 the eight additional Central Business District 655 645 (CBD) police officers added mid-year for 635 enhanced public safety presence in the CBD. The full year cost of the 8 officers adds about $200,000 to the General Fund’s FY 2014-15 operating budget. The chart on the left reflects General Fund positions over a 10 year period. Total position counts for the General Fund reached a peak over the three year period FY 2008-10, declined in FY 2010-11 as part of the City’s response to the economy and the Great Recession; and with the budget for FY 2014-15 recovers to levels experienced prior to the economic downturn. The approved new positions in FY 2014-15 include four in Building and Property Maintenance, reflecting significant increases in building permit and plan activity, three firefighters to address call load volume and minimum staffing levels, four maintenance technicians to provide for improved appearance of the City, three mechanics to address staffing level deficiencies in maintenance of the City’s fleet, four parking attendants at RiverPlace to address parking space utilization during the construction of the new garage, an engineering technician in Construction Inspection, and one full-time and one part-time Civil Engineer in Stormwater. A complete listing of the additional positions and their cost is included on Page D-16. General Fund Positions
FY2015
FY2014
FY2013
FY2012
FY2011
FY2010
FY2009
FY2008
FY2007
FY2006
East Area Fire Station (Verdae/Woodruff area). As mentioned in the introduction, the adopted budget contains a path forward in connection with the construction of a Verdae/Woodruff fire station on the east side of the City. The need for the Verdae/Woodruff fire station is well documented. The ICAR, Verdae, and Woodruff Road corridors, principally served by the Laurens Road at Waite Street and Pelham Road fire stations, have emergency response times that are well outside of the national standard of 4:00 minutes or less 90% of the time. The response times for the stations on Augusta Street and Stone Avenue are also negatively impacted by the absence of a station in the east side as these two stations backfill the Laurens and Pelham Road stations. The Verdae/Woodruff station has appeared in every annual operating and capital improvement budget of the City since at least FY 2007-08. The issuance of General Obligation Bonds for the construction of the station have appeared in 2008, 2010, 2012 and 2013 – and every year the issuance of the debt and construction of the Verdae/Woodruff station has been deferred to another year. The budget contains a 4 mill increase for this initiative, provides funding for the repayment of debt service ($3.8 million G.O. Bond) in connection with the construction of the station, the staffing of 12 firefighters, and the purchase of fire apparatus. The funding methodology, due to the timing of equipment purchases, staffing and debt issuance, provides some one-time funding capacity in the approximate amount of $1 million to address needed improvements in some of the existing six fire stations.
Existing Station Improvements. The City has six fire stations with an average age of 42 years. The facilities are virtually unchanged since their construction and have experienced minor renovations and repairs and system upgrades. The City has commissioned two comprehensive facility assessments within the past 12-18 months. One study recommended the demolition and replacement of the two oldest facilities (Augusta and Stone which were constructed over 60 years ago) along with substantial renovations of the remaining four stations. Both studies have reached very similar conclusions – the stations are significantly smaller than modern prototype station programming needs and lack the area to accommodate offices, living areas, and apparatus storage needed in a modern fire service. Additionally, none of the station sites are designed for or meet
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FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
the current stormwater retention and treatment regulations. This initiative, funded with an appropriation of fund balance in the amount of $2 million combined with the one-time $1 million from the Verdae initiative, provides $3 million to address a portion of the critical improvements to the City’s existing fire stations. In addition, this budget works to implement the direction given by City Council at its retreat including:
Continued reinvestment in Equipment: The budget includes $6,976,912 across all funds for vehicle and equipment replacement and acquisition – contrasted with FY 2013-14’s amount of $3,396,069. The FY 2014-15 amount includes $950,000 for the lease purchase of a Fire/Suppression 100’ “Quintuple Combination Pumper” or “Quint” - a fire service apparatus that serves the dual purpose of an engine and a ladder truck. The City currently has three Quint’s – two active and one in reserve. Due to the limited quantity of this specialized equipment in our fleet and the frequency of replacement, we are recommending the apparatus be purchased using a lease purchase. The FY 2014-15 capital equipment budget also includes over $3.3 million in funding set aside for equipment and other capital costs for the Verdae/Woodruff Fire Station and other Fire Station improvements. The FY 2014-15 capital equipment budget, net of the Quint purchase and other Fire Department set-asides, totals $2,683,759. The FY 2013-14 budget across all funds totaled $3.4 million and included a $550,000 fire pumper; leaving a net capital and equipment replacement budget of $2,846,069 in FY 2013-14. The FY 2014-15 funding level, net of fire department capital outlay (Quint and new Fire Initiatives) , is $2,683,759 and on par when compared to the previous year’s investments in replacement capital of $2.8 million. The budget includes the replacement of 36 police vehicles compared to last year’s 42 vehicles. The vehicle and equipment investments made this year, and approved for next year, will result in significant improvements in reducing the age and maintenance costs of the City’s fleet.
Continued reinvestment in Infrastructure: The budget reflects the $9,139,450 appropriation from the adopted Capital Improvement Program (CIP). The CIP makes several steps to reinvest in the City’s infrastructure including: o o o o o o o o o o
$1,100,000 for wastewater rehabilitation projects. (Includes funding from Greenville Water System and Greenville Local Development Corporation) $1,475,000 for stormwater rehabilitation projects. $1,000,000 for the trail expansion project. $1,225,000 for City Park Phase I improvements. $650,000 for the technology infrastructure, network and cameras to support the replacement and enhancement of the City’s public safety camera system. $600,000 for street resurfacing and NSTEP. $835,000 for various streetscape projects. $950,000 for the GWS property swap and development of the Mayberry Street Maintenance Facility $685,000 for various economic development projects including One Plaza, commercial corridors, public/private developments. $100,000 for neighborhood park improvements.
Targeted Investments: The budget includes funding to make investments that position Greenville for an even brighter future. These include: o o
$410,000 for the Information Technology Improvement Program which makes investments in solutions that improve the City’s efficiency and effectiveness. $35,000 in consulting services for Parking.
EXECUTIVE SUMMARY
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FY 2014-15 OPERATING BUDGET
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CITY OF GREENVILLE, SOUTH CAROLINA
Continued funding to maintain the landscaping and grounds of the City’s major gateways, as well as additional funding to maintain the landscaping and grounds of the Swamp Rabbit Trail, Peace Center and One Plaza. $70,000 for the replacement of the West Greenville Community Center roof. $166,000 in facility improvements at the Greenville Zoo (detailed on Page G-34)
FY 2014-15 and Beyond While no immediate action needs to be taken, the City Council should be cognizant of several issues that may affect the City’s financial position in future years.
Legislative Changes to Revenue Structure: During the current session of the SC General Assembly, staff has monitored legislation that would negatively impact business licenses, property tax assessments, and long-term debt financing. While we believe no bills will pass this year, we should anticipate future legislation that impacts our ability to manage our own affairs.
Pension Costs: It is likely – as new accounting standards emerge – that the costs for both the City and its employees associated with the South Carolina Retirement System, the Police Officers Retirement System, and the Greenville City Firefighters Pension will continue to mount.
Road Reform: The current Secretary of Transportation has made clear the SC Department of Transportation (SCDOT) seeks to devolve more roads and road maintenance onto local governments. The SC House budget version contains a roads “buy back” proviso that would allow cities to request recurring road maintenance funds from the 25 percent of C Funds that are currently required to be used exclusively on state roads. The Greenville Citizens Roads Advisory Commission, formed in November 2013 by the County Council, issued its report on March 26, 2014, containing priorities regarding road improvement projects, bridges, pedestrian amenities and resurfacing. As the State and County Council consider road funding and reforms, it is critical that the City, with the 3rd largest road network in Greenville County, be fairly represented in funding decisions.
Wastewater Capacity: The City’s aging wastewater system continues to pose challenges to the City’s growth and development, especially as we reach capacity in certain sections of the City. Unfortunately, the existing revenue rate structure in the Wastewater Fund is marginally adequate to support rehabilitation of the system much less capacity improvements. Efforts must be taken to identify alternative revenue streams to support improvements in capacity.
Recreation District Consolidation: Discussions continue between Greenville County and the City regarding the dissolution of the Greenville County Recreation District, the imposition of 4.6 mills by the County within the corporate limits of the City and “revenue sharing” as well as consolidating operations and programs. We will continue those discussions carefully so that the new delivery model is beneficial to City residents.
Fleet Review: During the FY 2013-14 budget we funded a study of the City’s fleet operations to identify opportunities to improve the City’s efficiency and effectiveness in this key support function. The report identified several matters regarding governance and organizational, business and financial modeling. During the next 12 months, Public Works and OMB will work on developing and implementing a work plan to implement the report’s key initiatives and recommendations.
Public Works Relocation: In 2012, the City purchased property on Fairforest Way as a first step to relocating Public Works out of its current location on Hudson Street. In the current budget year, an architectural firm was selected to provide schematic design services and, along with the construction manager at risk, provide the City with a highly probable estimate of Phase 1 project
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CITY OF GREENVILLE, SOUTH CAROLINA
costs. As that effort continues, it is likely that an eventual relocation will have an impact on the City’s future budgets and fund balance.
Parking Operations Review: The parking system has experienced remarkable growth in utilization levels in a short time period creating unexpected stress on customer satisfaction and operations management of the system. Additionally, with the construction of two new parking facilities more operational demands will likely be placed on the parking system. Funds have been included in the budget to conduct an assessment of parking system staffing and organization including an evaluation of the current parking management program, with an assessment of parking management “best practices” gathered from around the country. The study areas will likely include a review of parking facilities and resource allocation, a review of existing off-street facilities and equipment, and special parking programs.
Solid Waste: Two of the Green Ribbon Advisory Committee’s 2014 goals are to manage solid waste in a manner that minimizes adverse impacts on the environment and to increase the recycling and reuse of materials across all sectors. During this upcoming budget year, Public Works, Parks and Recreation (as the liaison to the Advisory Committee), and OMB will formulate recommendations for Council’s consideration regarding waste stream reduction, pricing models and incentives, and operational/equipment efficiencies. The choices may require capital investments (with high return on investments) as well as alignments with our customers.
Conclusion The FY 2014-15 budget continues the heightened investments begun last year in our people, provides additional personnel to address backlogs in the delivery of quality municipal services, reinvests in infrastructure and equipment, and positions the City for a brighter future through targeted investments. With your continued leadership, we can make Greenville an even greater community in which to live, work, and play. Sincerely,
John F. Castile, City Manager
EXECUTIVE SUMMARY
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FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
EXECUTIVE SUMMARY The expenditure budget for all funds is $156,306,313, including a General Fund budget of $74,646,927. This represents an overall budgetary increase of 13.1% and a General Fund increase of 10.2% from the adopted FY 2013-14 operating budget. A summary of all funds outlining the changes is included at the end of the Executive Summary section.
GENERAL FUND The General Fund accounts for the revenues and expenditures necessary to carry out basic governmental activities of the City such as police patrol, fire protection, recreation, and legal and administrative services. All financial transactions not accounted for in other funds are recorded in the General Fund. General Fund Revenues General Fund recurring revenues in FY 2014-15 are projected to be 8.7% more than the FY 2013-14 adopted budget. The budget also includes a fund balance appropriation of $3,019,450 for capital projects.
GENERAL FUND REVENUES Taxes Licenses and Permits Intergovernmental Fees and Charges Fines and Costs Other Revenue Other Sources/Transfers TOTAL GEN. FUND REVENUES
$
$
2011-12 Actual 28,263,770 27,084,896 2,239,245 835,664 409,301 1,085,727 5,155,978 65,074,581
2012-13 Actual 29,390,665 29,209,795 2,427,445 854,601 379,153 1,148,721 15,589,567 78,999,947
2013-14 Budget 29,145,520 28,106,514 2,434,390 778,800 382,200 1,018,232 3,984,982 65,850,638
2014-15 Percent Budget Change 31,516,941 8.1% 30,077,705 7.0% 2,448,410 0.6% 870,083 11.7% 347,750 -9.0% 981,877 -3.6% 5,347,261 34.2% 71,590,027 8.7%
Property taxes comprise 44.0% of all General Fund revenues (excluding fund balance appropriated) and represent the City’s largest revenue source. The tax levy on a particular piece of property is determined by market value, assessment ratio, and millage rate. Market value is determined by the Greenville County Assessor's Office using a variety of factors BUSINESS LICENSES such as size, condition, location, and recent selling Excluding Insurance Companies and Franchise Fees prices of comparable properties. The assessment $14,000,000 ratio is a percentage which is multiplied by the $12,000,000 appraised market value of a property to determine $10,000,000 the assessed value. Owner-occupied residences $8,000,000 $6,000,000 are assessed at 4%, commercial properties and $4,000,000 motor vehicles at 6%, personal property at 10%, $2,000,000 and industrial and utilities at 10.5%. The estimate $0 for FY 2014-15 is $31,516,941 based on improving 02- 03- 04- 05- 06- 07- 08- 09- 10- 11- 1203 04 05 06 07 08 09 10 11 12 13 real property assessments and a millage rate increase of 4 mills. This is 8.1% more than the FY 2013-14 property tax budget of $29,145,520.
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FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Licenses and permits represent the second largest revenue source for the City, comprising approximately 42.0% of all General Fund revenues (excluding fund balance appropriated). The most significant source is the business license tax, which is levied based upon each $1,000 of gross receipts, sales, or premiums of business conducted within the corporate limits of the City during the preceding calendar year. The projection of $12,963,165 in business license receipts (excluding insurance companies and telecommunications) is 5.7% more than the FY 2013-14 adopted budget of $12,265,750. Business licenses are among the most economically sensitive revenues. As the economy recovers, current year-to-date collections indicate that this revenue source is improving along with economic conditions. Under the licenses and permits category, the City will also receive an estimated $8,794,749 in revenue from businesses which generate health, $10,000,000 life, and fire insurance premiums within the City. $8,000,000 The revenue, which is based on a rate of .75% of $6,000,000 gross premiums for life and health insurance, and $4,000,000 2.75% of gross premiums for fire insurance $2,000,000 premiums, is collected on the City’s behalf by the $0 Municipal Association of South Carolina. The 02- 03- 04- 05- 06- 07- 08- 09- 10- 11- 12projection recognizes an 8.8% increase from the 03 04 05 06 07 08 09 10 11 12 13 FY 2013-14 adopted budget of $8,086,464. These revenues are not received until after the budget is adopted, making accurate projections difficult. In addition, the Municipal Association collects a telecommunications business license on behalf of the City. The City will receive an estimated $749,844, a decrease of $18,156, or -2.4%, from the FY 2013-14 adopted budget of $768,000. This is consistent with recent collections over the past three fiscal years. INSURANCE COMPANIES Collection History
Non-business permits, which include building and BUILDING PERMITS other permits, are collected from new Collection History construction and renovation projects. $1,500,000 Recognizing the recovery of the building industry and local permit activity, non-business permits $1,000,000 have a revenue estimate of $1,662,364 This $500,000 recognizes an increase of 31.0% from the FY 201314 adopted budget of $1,269,300. This is $0 consistent with current permit activity and 02- 03- 04- 05- 06- 07- 08- 09- 10- 11- 1203 04 05 06 07 08 09 10 11 12 13 anticipated construction projects in the next fiscal year, and includes 10% increases in fees for Building, HVAC, Plumbing and Electrical permits, as well as a 10% increase in Plan Review fees. The chart below represents total fees for a $238,461/1,800 square foot home, a typical recent permit.
Jurisdiction City of Myrtle Beach City of Spartanburg Georgetown County City of Greenville (Proposed) City of North Charleston City of Greenville (Current) Greenville County Spartanburg County City of Easley Clemson Charleston City of Greer City of Columbia City of North Myrtle Beach
EXECUTIVE SUMMARY
Residential Building Fees $238,461 Home (1,800 Total Fees (Building, HVAC, Plumbing, Electrical, Plan Review) $1,900.50 $1,866.75 $1,866.75 $1,702.14 $1,557.00 $1,548.32 $1,486.00 $1,244.00 $1,171.00 $1,162.00 $1,073.00 $1,009.50 $997.00 $914.00
PAGE A-11
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Other revenues in the licenses and permits category include franchise fees for electric, gas, and cable television. The rate structure is based $5,000,000 upon a certain percentage of gross receipts in each $4,000,000 case, and the basis of each forecast is trend $3,000,000 $2,000,000 analysis along with current market conditions. $1,000,000 Projected revenues from all franchise fees are $0 $5,907,583, and include $4,105,852 for Duke 02- 03- 04- 05- 06- 07- 08- 09- 10- 11- 12Energy collections. This represents an anticipated 03 04 05 06 07 08 09 10 11 12 13 increase of $190,583, or 3.3%, from the FY 2013-14 adopted budget of $5,717,000. The primary reasons for the projected increase are increasing Piedmont Natural Gas and Cable TV franchise fees. DUKE POWER FRANCHISE FEE Collection History
Intergovernmental revenue includes grants and AID TO SUBDIVISIONS allocations from County, State, and Federal Collection History governments. State-shared revenue is generally $2,000,000 distributed on a pro-rata basis according to $1,500,000 population or other set formula. The single $1,000,000 largest source is Aid-to-Subdivisions, distributed quarterly from the Local Government Fund and $500,000 funded by a transfer of 4.5% of State General $0 Fund revenues. Counties receive 83.28% and 02- 03- 04- 05- 06- 07- 08- 09- 10- 11- 12municipalities 16.72% of the distribution. The 03 04 05 06 07 08 09 10 11 12 13 revenue forecast from Aid-to-Subdivisions is expected to be $1,269,414 for FY 2014-15.This recognizes the latest projected version of the State budget that suspends the distribution formula Local Government Fund allocations. In addition to receiving State Aid-to-Subdivisions, the City also receives an annual reimbursement in the amount of $857,976 for the City’s granted exemption of the Merchant’s Inventory Tax from property taxation. This amount is based on the value of the City’s merchant inventory when the value was frozen in 1987 and the tax was eliminated from the ad valorem process. Fees and charges in the General Fund include plan reviews, alarm fees, fire protection fees, and various recreation fees. In FY 2014-15, revenues from these sources are estimated at $870,083, an increase of 11.7% from the FY 2013-14 adopted budget of $778,800. Fees are based on a fixed dollar rate, and the revenue forecast for these sources is based on historical trends. This revenue category has CRIMINAL AND TRAFFIC FINES increased primarily due to increases in Parks and Collection History Recreation fees. $600,000 $400,000 $200,000
$0 02- 03- 04- 05- 06- 07- 08- 09- 10- 11- 1203 04 05 06 07 08 09 10 11 12 13
Fines and forfeitures consist of fines imposed and collected by the Municipal Court for misdemeanor crimes, moving traffic violations, and court costs. The forecast of $347,750 is a decrease of $34,450 from the FY 2013-14 figure of $382,200. The 9.0% decrease is being driven by current year collections.
Other revenues include the sale of surplus equipment, external reimbursements, and interest earnings. In FY 2014-15, revenues from these sources are estimated to be $981,877, a decrease of 3.6% from the FY 2013-14 adopted budget. The City is forecasting interest earnings of $39,154 based on trend analysis.
EXECUTIVE SUMMARY
PAGE A-12
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Other sources and transfers consist of interfund transfers and debt proceeds from planned capital leases. Interfund transfers are set up to transfer funds based on statutory requirement or to recover indirect costs rendered on the fund’s behalf by the General Fund. Additional background information on General Fund revenue sources may be found under the “Principal Revenue Sources” section in the Introduction following this budget overview.
INTEREST - POOLED $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 02- 03- 04- 05- 06- 07- 08- 09- 10- 11- 1203 04 05 06 07 08 09 10 11 12 13
Fund balance appropriated totals $3,056,900. This is for one-time expenditures related to non-recurring capital improvements. Fund balance is not being used for recurring expenditures. General Fund Expenditures A summary of General Fund expenditures for FY 2014-15 is shown in the following table along with the percent change from the adopted FY 2013-14 operating budget. Total expected expenditures for FY 201415 are above budgeted expenditures for FY 2013-14 by 10.2%.
GENERAL FUND EXPENDITURES Legislative and Administrative Non-Departmental Public Information and Events Economic and Community Dev. Human Resources Office of Management and Budget Police Department Fire Department Public Works Department Parks and Recreation SUBTOTAL, GEN FUND EXPEND.
$
$
2011-12 Actual 3,602,705 1,312,264 945,455 2,061,979 1,355,130 4,855,286 18,629,220 11,934,343 7,897,487 6,220,097 58,813,966
2012-13 Actual 3,620,068 1,594,492 917,737 2,092,382 1,255,585 4,711,756 18,726,105 10,729,158 7,853,760 6,552,676 58,053,719
2013-14 Budget 3,872,506 1,911,490 955,987 2,492,579 1,431,269 4,742,270 20,131,676 11,581,624 8,323,847 7,184,599 62,627,847
2014-15 Budget 3,939,558 2,068,890 949,926 2,790,141 1,460,574 4,768,191 20,640,640 15,681,603 8,708,030 7,513,243 68,520,796
Percent Change 1.7% 8.2% -0.6% 11.9% 2.0% 0.5% 2.5% 35.4% 4.6% 4.6% 9.4%
Transfers Debt Service
$
2,972,704 1,615,771
4,146,881 12,997,096
3,513,450 1,566,373
4,393,660 1,732,471
25.1% 10.6%
TOTAL GEN. FUND EXPEND.
$
63,402,441
75,197,696
67,707,670
74,646,927
10.2%
Fund Balance Accumulated/ (Appropriated)
$
1,672,140
3,802,251
(1,857,032)
(3,056,900)
EXECUTIVE SUMMARY
PAGE A-13
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Funding Highlights General
Builds a budget that: 1) Invests in people to attract and retain a quality workforce. 2) Reinvests in the City’s existing equipment and infrastructure. 3) Makes targeted investments to provide Greenville an even better future.
Personnel Changes
A compensation pool for a merit adjustment is included to maintain the City’s competitive position in recruiting and retaining employees. The merit adjustments will be paid with a vacancy factor across all funds.
A net increase of 24 positions across all funds is included in the budget with a net increase of 12 positions in General Fund.
Assumes no increase in health insurance premiums for employees. The City has moved to selfinsurance and pool options alongside its existing fully-insured model, as well as plan modifications, to minimize cost increases.
Includes increases in employer and employee contributions to Increases to both employer and employee shares of the South Carolina Retirement System (SCRS) and Police Officers Retirement System (PORS). SCRS employer contributions increase from 10.6% to 10.9%, employee contributions increase from 7.5% to 8.0%. PORS employer contributions increase from 12.84% to 13.41%, employee contributions increase from 7.84% to 8.41%. The combined impact of rate adjustments for employer contributions totals approximately $160,000
Departmental Highlights City Manager
The non-departmental budget includes a $2,127,308 transfer to the Solid Waste Fund, a $650,000 contribution to the City’s post-employment medical benefits liability, and $80,000 for public safety camera poles.
Also included in the Non-Departmental budget is $410,000 for an Information Technology Improvement Program. This will allow the City to comprehensively select and identify technology improvements that can improve the City’s efficiency and effectiveness.
In the General Debt Service budget, the projected annual debt service payments are $1,732,471.
Economic Development
The Economic Development budget includes funding for three additional positions in the Building and Property Maintenance division, including a Permit Technician, and two inspectors, as well as one additional Zoning Officer in the Planning and Zoning Division.
Human Resources
The Human Resources budget includes $10,000 in funding for outside legal assistance and one additional Administrative Assistant position funded from the Health Benefits internal service fund.
EXECUTIVE SUMMARY
PAGE A-14
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Police Department
The Police Administration budget includes $50,143 in additional funding to cover increased costs for Greenville County Department of Public Safety Juvenile Detention charges and $10,000 for outside legal counsel to review General Orders. The department budget includes full-year funding for the additional Central Business District officers added since the adoption for the FY 13-14 budget The Operations Budget includes funding to replace 27 police vehicles. The Support division budget includes funding to replace 9 police vehicles, and replaces a vacant Investigative Services Specialist position with a Central Business District Compliance Inspector position (PT).
Fire Department
The Fire Administration budget includes $6,750 for accreditation fees. The Fire Suppression budget includes funding for three additional Firefighter II positions and the necessary equipment, as well as a $50,000 increase in overtime pay to accurately reflect actual costs incurred. The Fire Suppression budget also includes capital outlay of $950,000 from current revenue to replace a “Quintuple Combination Pumper”, or Quint, as well as $57,000 to replace two additional vehicles. $3,343,152 in current revenue is included for equipment and other capital costs for Verdae/Woodruff Fire Station Construction and other Fire Station improvements.
Public Works
The Traffic Engineering division includes $41,667 in funding for one-third of the cost of upgrades to the City’s traffic signal software, and $55,000 to replace two vehicles. The Construction Inspection division includes funding for one additional Senior Engineering Technician position and the necessary supplies. The Streets Bureau includes funding for two additional Street Cleaning Technician II positions. These additional positions are partially offset by a $70,000 reduction in overtime expenditures incurred by the Downtown Infrastructure Maintenance division. The Streets Bureau also includes $191,000 for replacement of a backhoe, sand spreader and a dump truck.
Parks and Recreation
The Recreation division includes $70,000 for the replacement of the West Greenville Community Center roof. The Parks Maintenance division budget includes $22,000 for replacement of a front-mount mower, as well as $67,000 for an annual maintenance contract for the Swamp Rabbit Trail. The Beautification division includes $58,000 to replace two vehicles and $3,025 for a cemetery plot maintenance contract. The Falls Park Work Crew includes $25,000 for the purchase of a new vehicle, $22,400 for seasonal labor, $15,000 for janitorial services for the One Plaza restrooms, $30,000 for landscape maintenance at the Peace Center, $27,000 for Liberty Bridge lighting, $27,000 for Liberty Bridge Inspection and funding for two additional maintenance positions and the necessary equipment.
EXECUTIVE SUMMARY
PAGE A-15
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Internal Service Funds Internal Service Funds are used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City on a cost reimbursement basis. The City has established Internal Service Funds for health benefits, fleet services and risk management. The following table provides the projected operating results for these funds. Detailed operating statements for each of the Internal Service Funds are presented in the Internal Service Funds section of the budget.
Revenues Expenses Net Income
Health Benefits $12,003,138 12,003,138 $0
Risk Management $2,399,990 2,399,990 $0
Fleet Services $5,195,764 5,195,764 $0
Health Benefits The Health Benefits Fund accounts for all financial activities of the City’s health, dental, life, disability, and pharmacy programs. The Health Benefits Fund was established in January 2014 when the City converted to a self-insured model from a fully-insured model. Risk Management The Risk Management Fund accounts for all financial activities related to workers’ compensation, automobile liability, general liability, public officials liability, law enforcement liability, and automobile physical damage. The City self-funds all workers’ compensation losses up to $550,000 per occurrence for public safety and $400,000 per occurrence for all other employees. In addition, the City maintains a selfinsured retention of $100,000 for automobile liability, general liability, law enforcement liability, and public officials’ liability. Program expenses and reserve requirements are allocated to the operating agencies. The FY 2014-15 expense budget is $2,399,990, an increase of 6.2% from FY 2013-14. Fleet Services The Fleet Services Fund is used to account for the maintenance of the City’s rolling stock. Costs related to repairs, parts, and fuel are charged back to the departments that use those products and services. The goal is to encourage more economical use of the City’s vehicles to encourage fuel conservation and to provide a total cost of operating a department. In FY 2014-15, the expense budget is $5,195,764, an increase of 4.4% from the FY 2013-14 budget.
Special Revenue Funds Special revenue funds are used to account for the proceeds of specific revenue sources that are restricted by law or administrative action to expenditures for specific purposes. Annual budgets are established for the following special revenue funds: Community Development, HOME Program, HOPWA Program, Hospitality Tax, Sunday Alcohol Permits, State Accommodations Tax, Local Accommodations Tax, Admissions Tax, Victim Witness, and Utility Undergrounding.
EXECUTIVE SUMMARY
PAGE A-16
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Community Development The Community Development Fund is used to record receipts and expenditures of Community Development Block Grant funds which are used to fund improvements and activities in low to moderate income neighborhoods. The budget for FY 2014-15 is $789,740. HOME Program The HOME Program Fund is used to record financial activities related to the HOME Program grant. This federal program aims to expand the supply of decent affordable housing for low-income citizens. The budget for FY 2014-15 is $222,825. HOPWA The Housing Opportunities for Persons with AIDS (HOPWA) program provides housing assistance to persons with HIV/AIDS. This program is administered through a contract with the State of South Carolina. The budget for FY 2014-15 is $360,394. Hospitality Tax The City has a 2% local hospitality tax on prepared meals and beverages in the City, and the proceeds are used for tourist-related improvements and facilities as required by State law. Hospitality Tax revenue is estimated to be $8,710,900, an increase of $860,900 or 11.0% from the FY 2013-14 Adopted Budget. The FY 2014-15 estimate is based on current collections in FY 2013-14. The FY 2014-15 budget provides $60,000 in continued funding for the “Yeah, That Greenville” campaign; $2,475,000 for capital projects; the transfer of $2,636,347 to the General Fund; $2,354,553 for debt service; a transfer of $946,953 to the TD Convention Center; and $395,127 to the Zoo Enterprise Fund. Sunday Alcohol Permits Since a favorable 1999 referendum vote, permits have been issued by the State for the sale of alcoholic beverages on Sunday. Proceeds from these permits are disbursed to the City. The revenue may be used only for certain purposes, including tourism-related capital improvements and festivals having a demonstrable impact on tourism. The revenue estimate of $264,300 for FY 2014-15 is based on the issuance of 88 annual permits at $3,000 each and $300 in interest earnings. Expenditures in FY 2014-15 include $75,000 for Art in Public Places, $100,000 for capital projects, and $20,000 for a City Council reserve. State Accommodations Tax The State Accommodations Tax Fund is used to record the allocations of a 2% tax imposed on all accommodations by the State. Revenue collected from the tax is divided among localities based on the amount of revenue generated within each jurisdiction. The proceeds must be spent for tourism promotion and related expenditures. State Accommodations Tax revenue is estimated to be $1,821,000, an increase of $333,000, or 22.4%, from the FY 2013-14 Adopted Budget. The FY 2014-15 budget estimate is based on current collections. The budget includes a transfer of $114,800 to the General Fund and $538,800 to VisitGreenvilleSC for tourism promotion as required by State law. Of the remaining discretionary amount, $50,000 is set aside per the City’s Grant-in-Aid policy, and $1,200,000 is provided for tourism-related expenditures.
EXECUTIVE SUMMARY
PAGE A-17
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Local Accommodations Tax The Local Accommodations Tax represents a 3% levy that is collected from accommodation facilities located within the locality’s jurisdiction. Of this amount, 2.3% of the fee is for debt service payments for the Bon Secours Wellness Arena (formerly the Bi-Lo Center) and other tourism-related expenditures, and the remaining 0.7% is dedicated to VisitGreenvilleSC for tourism promotion. Local Accommodations Tax revenue is estimated to be $2,773,000, an increase of $270,750, or 10.8%, from the FY 2013-14 Adopted Budget. The FY 2014-15 budget estimate is based on current collections. Based on these commitments, the FY 2014-15 Budget allocates the revenue as follows: $1,226,555 to the Bon Secours Wellness Arena; $621,130 to VisitGreenvilleSC; $185,000 to the TD Convention Center Fund for capital projects and furnishing, fixtures, and equipment; and $303,116 to the General Fund for collection costs and other tourism-related expenditures. Admissions Tax The Tourism Infrastructure Admissions Tax Act allows 50% of the State Admissions Tax to be directed to qualified tourism establishments for the purpose of public infrastructure improvements. Of this amount, half is directed to the municipality where the facility is located and half is placed in a special fund to be distributed based on an application made by the local government. The City has one qualifying facility – Fluor Field. The revenue for FY 2014-15 is $40,200. Victim Witness The Victim Witness Fund is used to record receipts from special court revenues and incur expenditures related to the victim assistance program. The FY 2014-15 revenue estimate is $108,002 based on current year collections and includes a $46,902 General Fund transfer to maintain services. FY 2014-15 budgeted expenditures are $108,002 and are related to two victim witness advocates. Utility Undergrounding The Utility Undergrounding Fund is used to account for costs related to burying utility lines in the municipal limits. It is funded by a 1% franchise fee on Duke Energy use in the City. A match from Duke equal to 0.5% of its gross receipts subject to the franchise fee will be provided as projects get underway. The revenue estimate for FY 2014-15 is $1,026,463.
Enterprise Funds Enterprise funds are used to account for operations that are financed and operated in a manner similar to private business enterprises. The intent is that the costs of providing goods or services to the general public and other local governments on a continuing basis will be financed or recovered primarily through user charges. Annual budgets are established for Event Management, TD Convention Center, Wastewater, Solid Waste, Stormwater Management, Parking, Greenville Zoo, and Transit. Event Management In FY 2009-10, the City assumed management of events formerly run by Main Street Events. The Event Management Fund was set up to record revenues and expenses related to the management of those events. The expense budget for FY 2014-15 is $610,338, which includes additional funding for Adobe Creative Cloud software and wristbands for events.
EXECUTIVE SUMMARY
PAGE A-18
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
TD Convention Center An enterprise fund was established in FY 2001-02 to account for the revenues and expenses associated with the TD Convention Center. Operating revenues are projected to be $5,234,600 in FY 2014-15. Projected operating expenses, capital, and debt service total $6,772,218. To offset the operating deficit and debt service costs, the City is transferring $946,953 from the Hospitality Tax Fund. In addition, a $185,000 transfer from the Local Accommodations Tax Fund is made for capital projects and furnishings, fixtures, and equipment replacement. Wastewater The wastewater fee, which finances the wastewater operation, is increased by 5.0% in FY 2014-15. The fee is based on meter size, and ranges from a monthly charge of $4.56 for residential users that consume less than 3,000 gallons of water to $1,217.63 for an 8" commercial connection. Based on historical trends and a relatively fixed number of commercial and residential units in the City, this revenue source is projected at $4,535,544 for FY 2014-15. The Wastewater operating budget is $2,790,524. Debt service consists of $1,292,159 in principal and interest payments. The budget includes $500,000 in capital projects and a $229,500 General Fund transfer for support services rendered by the General Fund. This budget includes $250,000 for equipment purchases. Solid Waste The City accounts for solid waste collection, recycling, and maintenance of the former City landfill through an enterprise fund. Operating revenues include $2,451,917 generated by the solid waste fee and $220,510 provided by the sale of recyclables. The solid waste fee is $13.50 per month. Operating expenses are $5,299,903. The fund is subsidized by a General Fund transfer of $2,127,308. The FY 201415 budget reflects an estimated decrease in revenue of $151,000 due to the elimination of commercial solid waste collection. This revenue loss is offset somewhat by decreased material costs, but a net revenue loss of $79,970 is projected. This budget includes $160,000 for a new rear loader, $160,000 for an automated leaf vacuum truck, $75,000 for a walking floor trailer, and $47,350 to maintain compensation competitiveness. Stormwater Management The stormwater fee, which is levied to support the stormwater management program, increases by 1.6% in FY 2014-15. The fee is based on impervious surface areas of residential and commercial property. Effective for 2014-15, the basic rate structure is $39.41 per year for developed residential with an impervious area of 1,640 sq. ft. or less, $69.19 per year for developed residential with an impervious area of greater than 1,640 sq. ft., and $69.19 for developed commercial/industrial property for each equivalent residential unit. The FY 2014-15 revenue estimate of $5,041,498 is based on a combination of the rate structure and calculated impervious area in the City. Budgeted operating expenses for FY 201415 are $2,972,263. Also included is $1,475,000 for capital projects, $323,052 for a General Fund transfer for support services rendered by the General Fund, and $578,216 for funding principal and interest payments associated with debt issues. This budget includes $187,000 to replace a mini excavator, tractor loader and vehicle, as well as full-year funding for a PT Senior Civil Engineer, and the addition of one Civil Engineer-Environmental. Parking Parking fees support the operations of the City’s parking facilities. There are 10 parking garages and 3 parking lots providing approximately 6,500 spaces. Parking garage rates are $69.70 for monthly parkers and $.75 to $6.00, respectively, for hourly and daily parkers. Monthly rates for the three primary parking
EXECUTIVE SUMMARY
PAGE A-19
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
lots, which provide 190 spaces, range from $41.50 to $51.80. Volume discounts are also available for bulk users. The projected parking revenue estimate of $6,408,403 in FY 2014-15 is based on the number of available spaces, current monthly and daily rates, and occupancy rate estimates, as well as interest income and transfers. Projected expenses for all parking facilities total $8,481,845. Of those expenses, $4,893,759 is for servicing debt, $2,858,669 is for general parking operations, $329,417 for the General Fund transfer for support services rendered by the General Fund, and $400,000 is for capital improvements. This budget includes $35,000 for consultant services and the addition of four parking attendant/cashier positions for the RiverPlace Garage. Greenville Zoo The City accounts for the activities of the Greenville Zoo through an enterprise fund. The FY 2014-15 expense budget of $2,762,209 is supported by revenues from admissions, gate and concession sales, membership fees, and a transfer from the Hospitality Tax Fund of $395,127. This budget includes $11,000 to replace one clubcar, $20,000 for Colobus den and caging service and maintenance, $20,000 for Orangutan netting repair, $71,000 for Siamang caging upgrade, $16,000 for clinic caging for large primates, $12,000 for giraffe shade structures, and $16,000 for a walk-in freezer for animal food. Transit In FY 2007-08, the City assumed day-to-day management of transit operations in the Greenville area. Contracting with the Greenville Transit Authority (GTA), the City provides fixed route, demand response, and maintenance functions. The Transit Fund is used to record the receipt of contract revenues from GTA and to recognize expenses associated with operations. The budget for FY 2014-15 is $5,150,011 and includes two new positions.
Tax Increment Funds The City of Greenville has issued tax increment bonds as a means of financing capital projects in specific redevelopment areas. Funds for each redevelopment area are accounted for in their own special revenue fund. Downtown Infrastructure Fund The Downtown Infrastructure Fund is a tax increment fund established in 1987 to account for the retirement of principal and interest on tax increment revenue bonds issued by the City for various improvements in the Central Business District. In FY 2014-15, $2,795,138 in debt service payments are budgeted. In addition, a transfer of $417,275 to the General Fund is included to support long-term maintenance of infrastructure improvements. The fund also includes $985,000 in capital projects and $100,000 for the downtown office recruiting initiative. West End Tax Increment A tax increment fund was established in 1991 to account for the retirement of principal and interest on tax increment revenue bonds issued by the City for various improvements in the West End District. In FY 2014-15, $265,841 in debt service payments and fiscal agent fees are budgeted. Viola Street Tax Increment A tax increment fund was established in 1998 to account for the retirement of principal and interest on tax increment revenue bonds issued by the City for various improvements in the Viola Street neighborhood. In FY 2014-15 no expenditures are budgeted.
EXECUTIVE SUMMARY
PAGE A-20
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
SUMMARY OF ALL FUNDS 2011-2012
2012-2013
2013-2014
2014-2015
Percent
Actual
Actual
Budget
Budget
Change
28,263,770
29,390,665
29,145,520
31,516,941
8.1%
27,084,896
29,209,795
28,106,514
30,077,705
7.0%
2,239,245
2,427,445
2,434,390
2,448,410
0.6%
Fees and Charges
835,664
854,601
778,800
870,083
11.7%
Fines and Costs
409,301
379,153
382,200
347,750
-9.0%
GENERAL FUND Revenues Taxes
$
Licenses and Permits Intergovernmental
Other Revenue Sources
1,085,727
1,148,721
1,018,232
981,877
-3.6%
Other Sources/Transfers
5,155,978
15,589,567
3,984,982
5,347,261
34.2%
65,074,581
78,999,947
65,850,638
71,590,027
8.7%
Legislative and Administrative
3,602,705
3,620,068
3,872,506
3,939,558
1.7%
Non-Departmental
1,312,264
1,594,492
1,911,490
2,068,890
8.2%
TOTAL GENERAL FUND REVENUES Expenditures
Public Information and Events
945,455
917,737
955,987
949,926
-0.6%
Economic and Community Dev.
2,061,979
2,092,382
2,492,579
2,790,141
11.9%
Human Resources
1,355,130
1,255,585
1,431,269
1,460,574
2.0%
Office of Management and Budget
4,855,286
4,711,756
4,742,270
4,768,191
0.5%
Police Department
18,629,220
18,726,105
20,131,676
20,640,640
2.5%
Fire Department
11,934,343
10,729,158
11,581,624
15,681,603
35.4%
Public Works Department
7,897,487
7,853,760
8,323,847
8,708,030
4.6%
Parks and Recreation
6,220,097
6,552,676
7,184,599
7,513,243
4.6%
Transfers
2,972,704
4,146,881
3,513,450
4,393,660
25.1%
1,615,771
12,997,096
1,566,373
1,732,471
10.6%
63,402,441
75,197,696
67,707,670
74,646,927
10.2%
(1,857,032)
(3,056,900)
Debt Service TOTAL GENERAL FUND EXP. REVENUES LESS EXPENDITURES
$
1,672,140
3,802,251
INTERNAL SERVICE FUNDS Revenues/Transfers In Health Benefits
$
0
0
0
12,003,138
0.0%
Risk Management
2,309,766
2,483,880
2,260,074
2,399,990
6.2%
Fleet Services
4,602,388
4,414,956
4,975,550
5,195,764
4.4%
TOTAL REVENUES/TRANSFERS IN
6,912,154
6,898,836
7,235,624
19,598,892
170.9%
Expenses/Transfers Out Health Benefits
0
0
0
12,003,138
0.0%
Risk Management
2,391,035
2,709,014
2,260,074
2,399,990
6.2%
Fleet Services
4,602,388
4,399,872
4,975,550
5,195,764
4.4%
TOTAL EXP./TRANSFERS OUT
6,993,423
7,108,886
7,235,624
19,598,892
170.9%
(81,269)
(210,050)
REVENUES LESS EXPENSES
$
EXECUTIVE SUMMARY - SUMMARY OF ALL FUNDS
0
0
PAGE A-21
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2011-2012 Actual SPECIAL REVENUE FUNDS Revenues/Transfers In Community Development HOME Program HOPWA Program Hospitality Tax Sunday Alcohol Permits State Accommodations Tax Local Accommodations Tax Admissions Tax Victim Witness Utility Undergrounding TOTAL REVENUES/TRANSFERS IN
$
ENTERPRISE FUNDS Revenues/Transfers In Event Management TD Convention Center Wastewater Solid Waste Stormwater Management Greenville Zoo Parking Transit TOTAL REVENUES/TRANSFERS IN
2014-2015 Budget
Percent Change
678,995 217,039 256,081 12,092,453 239,728 1,644,876 2,396,132 280,715 110,509 996,566 18,913,094
784,834 218,606 282,356 7,850,000 246,200 1,488,000 2,502,250 311,000 100,642 1,051,000 14,834,888
789,740 222,825 360,394 8,710,900 264,300 1,821,000 2,773,000 40,200 108,002 1,026,463 16,116,824
0.6% 1.9% 27.6% 11.0% 7.4% 22.4% 10.8% -87.1% 7.3% -2.3% 8.6%
1,229,120 653,819 0 7,496,510 289,833 1,324,981 1,642,749 266,177 108,420 487,033 13,498,642
666,866 202,586 232,834 11,497,208 135,000 1,420,639 2,178,103 225,804 109,867 1,964,435 18,633,342
786,945 218,606 282,356 8,908,781 485,000 1,467,050 3,716,643 266,000 113,025 1,781,566 18,025,972
789,740 222,825 360,394 8,867,980 195,000 1,903,600 2,485,801 250,000 108,002 1,146,269 16,329,611
0.4% 1.9% 27.6% -0.5% -59.8% 29.8% -33.1% -6.0% -4.4% -35.7% -9.4%
$
891,817
279,752
(3,191,084)
(212,787)
$
547,179 6,488,930 4,380,220 4,990,141 4,747,188 2,525,026 6,240,510 3,438,844 33,358,038
619,336 6,891,593 4,652,361 4,911,937 4,859,419 2,841,707 7,923,075 3,803,508 36,502,936
587,500 6,907,495 5,836,000 4,740,308 4,912,000 2,606,116 5,983,090 4,894,700 36,467,209
601,500 6,772,218 4,541,544 4,799,735 5,053,498 2,607,763 8,387,988 5,150,011 37,914,257
2.4% -2.0% -22.2% 1.3% 2.9% 0.1% 40.2% 5.2% 4.0%
548,947 6,290,469 3,627,496 4,568,828 3,515,365 2,300,938 5,458,219 3,434,834 29,745,096
556,559 6,695,353 3,150,578 4,628,741 3,019,227 2,636,570 5,693,229 3,806,681 30,186,938
576,811 6,907,495 6,046,615 5,240,952 3,931,407 2,678,078 6,027,561 4,894,700 36,303,619
610,338 6,772,218 4,812,183 5,299,903 5,348,891 2,768,371 8,481,845 5,150,011 39,243,760
5.8% -2.0% -20.4% 1.1% 36.1% 3.4% 40.7% 5.2% 8.1%
3,612,942
6,315,998
Expenses/Transfers Out Event Management TD Convention Center Wastewater Solid Waste Stormwater Management Greenville Zoo Parking Transit TOTAL EXP./TRANSFERS OUT REVENUES LESS EXPENSES
2013-2014 Budget
1,165,176 652,735 0 7,313,648 279,509 1,355,905 2,254,208 311,353 83,575 974,350 14,390,459
Expenditures/Transfers Out Community Development HOME Program HOPWA Program Hospitality Tax Sunday Alcohol Permits State Accommodations Tax Local Accommodations Tax Admissions Tax Victim Witness Utility Undergrounding TOTAL EXP./TRANSFERS OUT REVENUES LESS EXPENDITURES
2012-2013 Actual
$
EXECUTIVE SUMMARY - SUMMARY OF ALL FUNDS
163,590
(1,329,503)
PAGE A-22
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2011-2012 Actual TAX INCREMENT FUNDS Revenues/Transfers In Downtown Infrastructure West End Tax Increment Viola Street Tax Increment TOTAL REVENUES/TRANSFERS IN
$
Expenditures/Transfers Out Downtown Infrastructure West End Tax Increment Viola Street Tax Increment TOTAL EXP./TRANSFERS OUT REVENUES LESS EXPENDITURES TOTALS - ALL FUNDS (Memorandum only) Revenues Expenditures REVENUES LESS EXPENDITURES
2012-2013 Actual
2013-2014 Budget
2014-2015 Budget
Percent Change
22,705,034 1,200,123 439,896 24,345,053
7,073,231 3,746,844 436,933 11,257,008
6,903,000 1,179,000 459,000 8,541,000
7,188,900 1,442,200 502,500 9,133,600
4.1% 22.3% 9.5% 6.9%
25,050,393 1,451,660 43,599 26,545,652
7,063,871 2,948,135 1,242,339 11,254,345
8,186,607 156,281 609,246 8,952,134
6,221,282 265,841 0 6,487,123
-24.0% 70.1% -100.0% -27.5%
$
(2,200,599)
$
144,080,285 140,185,254
$
3,895,031
2,663
152,571,821 142,381,207 10,190,614
(411,134)
2,646,477
132,929,359 138,225,019
154,353,600 156,306,313
(5,295,660)
(1,952,713)
16.1% 13.1%
STATEMENT OF CHANGES IN GOVERNMENTAL FUND BALANCES FY 2013-14 Fund Balance at 6/30/13 per CAFR
Budgeted Revenues/ Transfers In
21,404,538
65,850,638
67,707,670
Community Development HOME Program HOPWA Program Hospitality Tax Sunday Alcohol Permits State Accommodations Local Accommodations Admissions Tax Victim Witness Utility Undergrounding Total Special Revenue
94,075 139,451 23,247 5,275,692 268,428 393,829 393,829 211,680 12,383 1,204,553 8,017,167
784,834 218,606 282,356 7,850,000 246,200 1,488,000 2,502,250 311,000 100,642 1,051,000 14,834,888
786,945 218,606 282,356 8,908,781 485,000 1,467,050 3,716,643 266,000 113,025 1,781,566 18,025,972
Downtown Infrastructure West End Tax Increment Viola St. Tax Increment Total Tax Increment
2,904,524 1,557,516 544,346 5,006,386
6,903,000 1,179,000 459,000 8,541,000
34,428,091
89,226,526
Fund Name Total General
Total Governmental Funds Appropriated
FY 2014-15
Budgeted Budgeted Fund Expenditures/ Balance at Transfers Out 6/30/14
Budgeted Budgeted Fund Expenditures/ Balance at Transfers Out 6/30/15
71,590,027
74,646,927
91,964 139,451 23,247 4,216,911 29,628 414,779 (820,564) 256,680 473,987 4,826,083
789,740 222,825 360,394 8,710,900 264,300 1,821,000 2,773,000 40,200 108,002 1,026,463 16,116,824
789,740 222,825 360,394 8,867,980 195,000 1,903,600 2,485,801 250,000 108,002 1,146,269 16,329,611
91,964 139,451 23,247 4,059,831 98,928 332,179 (533,365) 46,880 354,181 4,613,296
8,186,607 156,281 609,246 8,952,134
1,620,917 2,580,235 394,100 4,595,252
7,188,900 1,442,200 502,500 9,133,600
6,221,282 265,841 6,487,123
2,588,535 3,756,594 896,600 7,241,729
94,685,776
28,968,841
96,840,451
97,463,661
28,345,631
EXECUTIVE SUMMARY - SUMMARY OF ALL FUNDS
19,547,506
Budgeted Revenues/ Transfers In
16,490,606
PAGE A-23
FY 2014-15 OPERATING BUDGET
EXECUTIVE SUMMARY - SUMMARY OF ALL FUNDS
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE A-24
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
INTRODUCTION
INTRODUCTION
PAGE B-1
FY 2014-15 OPERATING BUDGET
INTRODUCTION
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE B-2
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
COMMUNITY PROFILE The City of Greenville, located in the Upstate region of South Carolina, is the sixth largest city in the state with a population of 61,915 based on the 2013 Metropolitan Area Profile. The City is part of the Greenville-Mauldin-Easley Metropolitan Statistical Area (MSA) and has become the economic hub of the southern portion of the Piedmont plateau. The area of the City covers approximately 28.8 square miles (see map on page B-2). Although restricted in its ability to expand, the City draws on a population of over 1,438,550 within a 30-mile radius of its location. The area is consistently cited as one of the fastest growing urban regions in the country. The region has experienced tremendous growth and prosperity over the past decade, with Greenville being one of the fastest-growing communities. Since the 1960’s, Greenville has transformed from the textile capital of the world to a corporate office, warehousing, and distribution location. Located along the I-85 corridor approximately equidistant from Charlotte and Atlanta, the City of Greenville is uniquely positioned in the heart of this growing region. The City has become a major hub, offering many opportunities for economic development, and the highly favorable industrial climate makes this area attractive to migrating capital and industry.
Source: ESRI Data
The City’s climate, natural assets, and economic diversity have combined to reinforce its role as a regional center for both the state of South Carolina and the Southeast. The City is recognized as one of the Southeast’s most progressive local governments and has amassed a notable record of success. It is characterized by active involvement in support of economic development, provision of high quality services, fiscal conservatism, and a pro-business climate. GENERAL CITY STATISTICS Date of incorporation ............................................................................................. 1831 Millage rate......................................................................................................... 89.4 Area in square miles .............................................................................................. 28.8 Miles of City streets ................................................................................................ 253 Miles of wastewater lines ......................................................................................... 332 Miles of storm drains ............................................................................................... 123 Number of fire stations ............................................................................................... 6 Fire ISO insurance rating (1 to 9 scale, with 1 being best) ..................................................... 2 Building code BCESG rating (1 to 10 scale, with 1 being best) ................................................. 3 Flood insurance FEMA rating (1 to 10 scale, with 1 being best) ............................................... 7 Park acreage ........................................................................................................ 322
INTRODUCTION
PAGE B-3
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
CITY DEMOGRAPHICS Population ...................................................................................................... 61,915 Race White ........................................................................................................ 38,488 African-American .......................................................................................... 18,418 Asian ............................................................................................................ 918 Other .......................................................................................................... 3,365 Ethnicity (of any race) Non-Hispanic ................................................................................................ 57,509 Hispanic ....................................................................................................... 4,406 Source: ESRI Market Data Profile 2013
Number of households ....................................................................................... 26,848 Average household size ......................................................................................... 2.09 Income per household $0-$24,999 .................................................................................................... 9,906 $25,000-$49,999 ............................................................................................. 6,389 $50,000-$74,999 ............................................................................................. 4,000 $75,000-$99,999 ............................................................................................. 2,309 $100,000-$149,999 .......................................................................................... 2,148 $150,000-$199,999 ............................................................................................ 993 $200,000 & up ............................................................................................... 1,101 Median household ........................................................................................ $36,229
 Source: ESRI Market Data Profile 2013
INTRODUCTION
PAGE B-4
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
CLIMATE The average annual temperature is 60 degrees Fahrenheit (F) with an average rainfall of 49 inches and an average snowfall of 1.2 inches per year. Average January minimum ............................................................................. 30 degrees F Average July maximum ................................................................................. 88 degrees F Days with maximum of 90 degrees F or above ................................................................. 36 Days with minimum of 32 degrees F or below .................................................................. 64 COMMERCE The City continues to benefit from strong economic fundamentals. Private investment, as measured by the valuation of building permits, exceeded $100 million for 14 of the past 15 years. The strength of the local economy and the City’s role in facilitating improvements have resulted in significant regional and national attention from respected publications, and in AAA bond ratings from Standard and Poor’s and Fitch Ratings. TRANSPORTATION Air: Greenville-Spartanburg International Airport is located 12 miles from downtown Greenville off Interstate 85. The terminal building has over 226,000 square feet and provides 13 departure gates. Over 1.75 million passengers per year are served to 18 major U.S. cities. With a runway of 11,101 feet, the airport is also home to a 120,000 square foot Federal Express facility. The Greenville Downtown Airport, operated by the Greenville Airport Commission, offers a full range of general aviation services. Located within the municipal limits, it is the busiest general aviation airport in South Carolina with nearly 80,000 take-offs and landings per year. Bus/Transit: The Greenville Transit Authority (GTA) is an independent authority appointed by the City, Greenville County, and the local legislative delegation. The City of Greenville, under contract to GTA, operates Greenlink which provides bus service throughout the City and County, Monday through Saturday. Interstate bus travel is provided by Greyhound Bus lines. Automobiles: Situated in the northwest corner of South Carolina, Greenville is accessible from Interstates 85, 185, and 385. Four U.S. highways pass through Greenville: 25, 29, 123, and 276. Ports: The Port of Charleston and the Port of Georgetown are located three to four hours from Greenville. These ports are operated by the South Carolina State Ports Authority and provide container loading facilities. The South Carolina Inland Port, opened in October 2013, is located approximately 14.6 miles from Downtown Greenville in Greer. The Inland Port, served by Norfolk Southern Railroad, boosts efficiency for international freight movements between the Port of Charleston and companies located across the Southeast. The project is expected to create additional economic investment in the South Carolina Upstate. EDUCATION City residents are served by the Greenville County School District. With an enrollment of over 72,000 students, it is the largest school district in South Carolina and the 48th largest in the United States. Moreover, 29 Greenville schools have been identified as “Schools of Excellence” by the U.S. Department of Education, and 21 have received the “Palmetto’s Finest” award presented to the state’s top schools. The district’s arts program has been named as “tops in the nation” by the Kennedy Center/National School Boards Association. There are eight elementary schools, four middle schools, and three high schools within the City limits.
INTRODUCTION
PAGE B-5
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Located in the City’s West End District overlooking the Reedy River, the South Carolina Governor’s School for the Arts and Humanities provides a residential high school program for artistically gifted junior and senior high school students from across South Carolina. In addition, the Governor’s School provides summer programs for state residents not in the residential program. The school is not affiliated with any school district and reports to the State Department of Education. The City of Greenville is also the home of two institutions of higher learning: Bob Jones University, a private four-year institution, and Greenville Technical College, a two-year technical college. In addition, the City is home to the University Center – a consortium of seven universities that provides 75 undergraduate and graduate degree programs. Clemson University also opened the Carroll A. Campbell Graduate Engineering Center at the International Center for Automotive Research (ICAR) and its Master of Business Administration program in downtown. In fall 2012, the University of South Carolina opened a branch of its School of Medicine in the City on the Greenville Memorial Hospital campus. In addition to these facilities, Greenville County is home to Furman University and North Greenville University, two private four-year universities. The University of South Carolina – Upstate, located in Spartanburg County, and Clemson University, located in Pickens County, are the nearest public universities. LIBRARY Greenville has a countywide library system with a main library downtown and ten branches. A law library is located at the Greenville County Courthouse. Nearly one million items are available for circulation, including films and audiovisual materials. Outreach, bookmobile, and online services are available. The library undertook a 13-year building program from 1997 - 2010, which included construction of a new main library and ten new branches. RECREATION The City Parks and Recreation Department maintains over 322 acres of public parklands at 39 locations. Shuffleboard courts, picnic shelters, and ball fields are available throughout the City, as well as bicycle/jogging trails and a miniature golf course. Five community centers offer ongoing recreational, social, cultural, and educational activities. The Special Events Division stages over 100 public events each year, which draw more than 1 million visitors to Greenville. The Greenville Zoo sits on 14 acres in downtown Greenville and is home to over 300 animals. In 2006, the Greenville Drive, a Class A affiliate of the Boston Red Sox, began playing in a new downtown stadium located in the City’s West End. Greenville County Parks, Recreation & Tourism manages over 55 parks and facilities throughout Greenville County for use by city residents. The department also operates the Pavilion, a public ice skating venue; Riverbend, a 74-acre equestrian park; and Westside Aquatic Center, South Carolina’s only 50-meter public indoor swimming facility. There are several State parks in close proximity to the greater Greenville area, including the 1,540acre Paris Mountain State Park and the 3,083-acre Table Rock State Park. Jones Gap and Caesar’s Head State Parks combine to form the 11,000-acre Mountain Bridge Wilderness Area, with more than 48 miles of hiking trails near the North Carolina border. The Cherokee Foothills Scenic Highway (SC Highway 11) traverses the northern part of Greenville County, providing a majestic view of the foothills of the Blue Ridge Mountains. Other State park facilities in the area include: KeoweeToxaway (1,000 acres), Croft State Park (7,054 acres), and Oconee State Park (1,165 acres).
INTRODUCTION
PAGE B-6
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
In addition to the aforementioned recreation activities, Lakes Hartwell, Keowee, and Jocassee are all within a 45-minute drive from Greenville and provide a wide range of fishing and water sport activities. TD CONVENTION CENTER Located on a 39-acre campus, the TD Convention Center is one of the largest convention and conference centers in the Southeast. The annual economic impact of the TD Convention Center is estimated at more than $50 million. The TD Convention Center includes 280,000 square feet of exhibit space and 60,000 square feet of meeting and conference space. CULTURAL ACTIVITIES The Peace Center for the Performing Arts is the cornerstone of the artistic and cultural activity for the City of Greenville and the greater Greenville community. The Peace Center features a 2,100seat concert hall, as well as a 400-seat theater. The Peace Center hosts over 300 events a year including traveling productions of Broadway shows, the Greenville Symphony Orchestra, and nationally renowned performers. The Greenville County Museum of Art offers three major exhibits, as well as traveling exhibitions. Its respected Southern Collection chronicles American art from colonial times to the present. It is home to the Andrew Wyeth Collection, featuring works from all eras of his career. Since its inception, the museum has sought to build its Contemporary Collection, which includes works by artists such as Andy Warhol and Jasper Johns. Located on the campus of Bob Jones University, the Bob Jones University Museum and Gallery houses one of the world’s finest and best known collections of old master religious art. The museum contains over 25 galleries displaying more than 1,500 pieces of work from the 14th to the 19th centuries. Such artists as Rubens, van Dyck, Tintoretto, Veronese, Cranach, Gerard David, Ribera, Honthorst, Doré, and Murillo are on display. The University also operates a satellite location in downtown Greenville at Heritage Green. Greenville is also home to many other cultural activities. The Shoeless Joe Jackson Museum and Baseball Library, dedicated to one of Greenville’s most famous residents, houses records, artifacts, photographs, and a film about Jackson, as well as a book collection devoted to baseball and its role in American life. The Upcountry History Museum at Heritage Green provides a look at the fifteen counties in upstate South Carolina through its permanent exhibits, oral histories, and educational programs for students. The 80,000-square foot Greenville Children’s Museum at Heritage Green is one of the largest children’s museums in the United States. The Children’s Museum houses eighteen permanent exhibits focused on hands-on learning for children, including a test kitchen, hospital, grocery store, and construction site.
INTRODUCTION
PAGE B-7
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
DOWNTOWN GREENVILLE Greenville’s downtown is the preeminent business center of the Upstate region with over 3 million square feet of office space. Downtown Greenville is the leading financial and corporate center in the Upstate. There are over 150,000 employees located within a five-mile radius of downtown. Bounded by the Hyatt on one end and Fluor Field on the other, Main Street has been transformed into the heart of the City, offering fine dining, shopping, entertainment, and excellent job opportunities. Downtown Greenville is also the home of many annual festivals and events such as Downtown Alive, the TD Bank Reedy River Run, Fall for Greenville, and Artisphere - the International Arts Festival of Greenville. The Bon Secours Wellness Arena, with its 15,000-seat capacity, provides the Upstate with other forms of entertainment and sporting attractions. Featured events include concerts, special events, and college basketball games. Another section of downtown that has been revitalized is the West End, centered at the intersection of South Main and Augusta Streets. Deemed the new arts and entertainment district, it is the home of the South Carolina Governor’s School for the Arts and the Warehouse Theater. In 2006, Fluor Field at the West End – home of the Greenville Drive Class A affiliate of the Boston Red Sox – opened to packed crowds who welcomed baseball back to downtown Greenville. The new stadium is surrounded by office and residential developments and acts as a catalyst for extending economic development in the West End. The cornerstone of the West End renovation is the $13 million Falls Park which opened in 2004. The park includes large flower gardens, walking trails, and a seven-story pedestrian bridge spanning the Reedy River, which offers visitors a breathtaking view of the Reedy River Falls.
INTRODUCTION
PAGE B-8
FY 2014-15 OPERATING BUDGET
INTRODUCTION
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE B-9
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
CITY GOVERNMENT OVERVIEW The City of Greenville was incorporated in 1831 and adopted the Council-Manager form of government by ordinance in 1976 pursuant to Section 5-5-10 of the Code of Laws of South Carolina. The governing body is comprised of a mayor elected at-large and six council members, two of whom are elected at-large and four who are elected from their respective districts. As contained in Section 2-32 of the Code of Ordinances of the City of Greenville, the City Council shall fix the policies of the City and the City Manager shall administer such policies. GOVERNMENT ORGANIZATION The City Council appoints the City Manager, the City Attorney, and the Municipal Judge. The City Manager directs and coordinates the day-to-day operations of the City. In FY 2014-15, 979 employees will work for the City, providing a wide range of local government services. Certain public services, including the hospital, public schools, public housing, the airport, and water and sewage treatment, are handled through agencies that are external to City government. The City influences each of these agencies, either through appointments to the governing boards or through liaison relationships maintained by the City Manager. Electric, natural gas, and cable television services are provided by private companies. The principal functional areas of City government are summarized below and in the organizational chart that follows the descriptions. These functions are designed to provide governmental services in an efficient and effective manner while promoting quality customer service. The Legislative and Administrative departments are comprised of both elected and non-elected officials. Included within this area are the functions of Mayor and City Council, City Manager, City Clerk, City Attorney, and Municipal Court. The Public Information and Events Department is comprised of Public Information, Special Events, and Event Management. The Public Information Division manages all citizen interactions with the City including Greenville Cares, neighborhood services, and public information. The Special Events Division encourages and regulates festivals, events, and other community activities in Greenville. The Event Management Fund is also included in this department and is responsible for producing major community events and the Saturday Market. The Economic and Community Development Department is responsible for encouraging and managing private development in the municipal limits. Included in this area are Economic Development, Building and Property Maintenance, and Planning and Zoning. Also included in Economic and Community Development is Community Development, which is reported in the Community Development, HOME, and HOPWA funds. The Human Resources Department is responsible for the City’s recruitment, retention, and compensation programs. In addition, it is home to Occupational Health which provides numerous employee screenings. Included within Human Resources is management of the City’s program for health and dental benefits, and Health Benefits fund.
INTRODUCTION
PAGE B-10
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
The Office of Management and Budget (OMB) is responsible for financial management and information technology. Included in this department are Budget and Internal Audit, Revenue, Accounting, Purchasing, Risk Management, Geographic Information Services, Information Technology, and administration of the outsourced management contract for the TD Convention Center. The Police Department provides a variety of public safety services, including mobile patrol, crime prevention, crime investigations, warrant detail, and traffic enforcement. Included within this department are the following divisions:
Chief’s Office (administration and internal affairs) Administration (budget, human resources, and accreditation) Operations (patrol, mobile response, traffic enforcement, and accident investigation) Support (criminal investigations, drug cases, and surveillance) Communications Section (call-taking and dispatch) Victim Witness
The Fire Department provides fire suppression services and conducts an aggressive inspection program designed to prevent fires. Divisions include:
Chief’s Office (administration) Prevention (enforcement of fire protection codes and investigations) Suppression (response to calls for service) Services (training and equipment/vehicle maintenance)
The Public Works Department encompasses those areas related to the maintenance of the City’s infrastructure and solid waste collection. Organizationally, Public Works includes the following:
Administration (oversight of all Public Works functions) Traffic Engineering (infrastructure design and review, traffic design and control) Engineering (management of all functions associated with civil engineering and capital improvement design including construction, streets, stormwater, wastewater, and traffic operations) Streets (resurfacing, street sweeping, and sidewalk repair) Wastewater (cleaning and repair of sanitary sewer lines) Solid Waste (collection of residential solid waste, including recycling services) Stormwater Management (improvement and maintenance of the storm drain system) Fleet and Safety Services (maintenance of the City’s rolling stock) Construction Inspection (responsible for large construction and renovation projects, and inspection of various Capital Improvement Program (CIP) projects along with the road resurfacing and sidewalk rehabilitation programs) Building Services (oversight and maintenance of all City-owned and operated buildings) Downtown Infrastructure Maintenance (formerly named the CBD Work Crew) Parking (oversight of parking facilities owned and operated by the City and public parking in general) Utility Undergrounding (program management and implementation)
INTRODUCTION
PAGE B-11
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
The Parks and Recreation Department manages the City’s parks, recreation, and beautification efforts and encompasses the following functions:
Administration (oversight of all Parks and Recreation functions) Recreation Greenville Zoo Parks Maintenance Rights-of-Way Maintenance Beautification Tree Maintenance Falls Park
The Public Transportation Department includes the City’s contract with the Greenville Transit Authority for all transit functions related to the operation of Greenlink, the community’s bus system.
INTRODUCTION
PAGE B-12
FY 2014-15 OPERATING BUDGET
INTRODUCTION
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE B-13
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FUND RELATIONSHIPS Management and Budget
Human Resources
Economic and Community Development
Fire
Police
Parks and Recreation
Public Works
Public Information and Events
Health Benefits
Risk Management
General Fund
Fleet Services Community Development
HOME Program
HOPWA Program
Hospitality Tax
Sunday Alcohol Permits
State Accommodations Tax
Local Accommodations Tax
Admissions Tax
Victim Witness
Utility Undergrounding
Event Management
TD Convention Center
Wastewater
Solid Waste
Stormwater Management
Parking
Greenville Zoo
Transit Tax Increment Funds INTRODUCTION
Public Transportation
Non-Departmental
The following illustrates the relationship between the various City funds and the departments listed on the organizational chart on the preceding page.
PAGE B-14
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
LONG-TERM FINANCIAL MANAGEMENT
The City of Greenville maintains an integrated financial management process to incorporate longterm financial planning into its annual budgeting and reporting documents. By implementing a process with a longer-term perspective, it allows the City to proactively address major opportunities and challenges, to avoid short-term fixes, and to project capacity for debt issuance and pay-as-yougo capital projects. Each process is described in the City’s budget management policy (found in the appendix). Each year, the City prepares four documents to implement its financial management process as described in its policies. FIVE-YEAR FINANCIAL FORECAST In planning its longer-term operational and capital needs, each January, the Office of Management and Budget prepares a five-year financial forecast on the City’s fiscal health in the following funds:
General Fund Parking Fund Stormwater Fund Wastewater Fund Greenville Zoo Fund TD Convention Center Fund Solid Waste Fund Transit Fund Event Management Fund Hospitality Tax Fund Sunday Alcohol Permits Fund State Accommodations Tax Fund Local Accommodations Tax Fund
INTRODUCTION
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FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Admissions Tax Fund Utility Undergrounding Fund Downtown Infrastructure Fund West End Tax Increment Fund Viola Street Tax Increment Fund
Using historic data from the Comprehensive Annual Financial Report (CAFR) for historic trends, and current-year budgets from the Annual Operating Budget and CIP, the forecast projects revenues and expenditures over five years based on historic trends and projected development. OMB will then grade the funds on how they meet established benchmarks (fund balance goals, subsidy reduction, or bond coverage ratios). The forecast is presented to City Council (in a separate document) at its annual retreat, and includes policy options that the Council may consider towards achieving each fund’s benchmarks and to maintain the positive fiscal condition of the City. From its discussion, the City Council will give guidance to staff on preferred options in preparing the Capital Improvement Program and the Annual Operating Budget with an eye towards maintaining or improving the City’s long-term financial position. Staff will then make recommendations to City Council in both the CIP and Operating Budget that seek to maintain or improve the City’s financial position. CAPITAL IMPROVEMENT PROGRAM Described fully in the Capital Improvement Program (CIP) and Debt Management section, the CIP is a five-year financial plan that encompasses capital construction for projects exceeding $100,000. The first year of the CIP becomes the capital budget for the coming fiscal year, and the subsequent four years are planning years subject to future appropriation. Projects are proposed by departments based on needs and feedback received from stakeholders over the course of the year. The Five-Year Financial Forecast provides the foundation for projecting available debt capacity and balances for pay-as-you-go projects. The impact of the CIP on the Annual Operating Budget is reflected in three areas:
Pay-as-you-go financing reflected in the Operating Budget which impacts fund balance or available funds for operating needs; Debt service payment on any debt instrument that may be issued to finance capital improvements; and Staffing and other operating expenditures that may be required once a capital facility is completed.
OPERATING BUDGET The Annual Operating Budget is the vehicle through which the City Council authorizes the government to fund operations during a specific fiscal year for specific purposes, and which establishes the economic resources that are required to support these activities. The Budget is a fiscal, planning, and policy document which reflect the allocation of limited revenues among competing uses. These allocations are provided for only after considerable time and analysis are devoted to weighing and balancing the demands for public services with available resources. It incorporates feedback and direction resulting from the Five-Year Financial Forecast and Capital Improvement Program processes. Legal provisions for adoption of the annual budget are contained in Article X, Section 7 of the Constitution of the State of South Carolina, Section 5-13-90 of the South Carolina Code of Laws of 1970, and Section 2-196 of the Greenville Municipal Code. INTRODUCTION
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The main body of the budget document is organized by fund, then by department/function. Each department/function, in turn, is broken down into one or more divisions. At this level, detailed information is presented for staffing, programs and activities, and expenditures by major category of expense. Finally, the appendix includes authorized staffing positions, appropriation ordinances, budgetary policies, and a glossary of key terms. Annual budgets are legally adopted for the General Fund, Health Benefits Fund, Risk Management Fund, Fleet Services Fund, State Accommodations Tax Fund, Local Accommodations Tax Fund, Community Development Fund, HOME Program Fund, HOPWA Program Fund, Hospitality Tax Fund, Sunday Alcohol Permits Fund, Admissions Tax Fund, Victim Witness Fund, Utility Undergrounding Fund, Event Management Fund, Stormwater Management Fund, Wastewater Fund, Parking Fund, Greenville Zoo Fund, TD Convention Center Fund, Solid Waste Fund, Transit Fund, and the Debt Service Funds. An annual budget is not adopted for the Capital Projects Fund, the Law Enforcement Fund, or the Miscellaneous Grants Fund, whose expenditures are budgeted on a project-duration basis. BUDGET PROCESS The budget process begins in January of each year for the forthcoming fiscal year which runs from July 1 to June 30 (see budget calendar on page B-18). Utilizing direction from City Council’s retreat regarding the five-year financial forecast, the Office of Management and Budget projects fixed operating costs, vehicle replacement, and salary and fringe benefits costs for currently budgeted staffing and service levels. Departments develop objectives and service enhancement requests. This information is assimilated by the Office of Management and Budget in February along with current financial results. In January and February, the Office of Management and Budget projects revenues for all funds based on current tax rates and fee structures. Certain growth assumptions are made based on analysis of local and regional economic trends. In March and April, the City Manager meets with department heads to review funding requests, prioritize program needs, and establish consensus on objectives. Based on the most recent revenue estimates available, the City Manager and the Office of Management and Budget modify funding requests according to prioritized service levels. A preliminary budget document is then prepared and submitted to Council by May 1. City Council may deliberate on the preliminary budget during the month of May and into early June. No later than the end of June, Council adopts an appropriation ordinance for all funds following formal readings. The City Council must approve the budget by July 1 prior to any expenditure being made in the new fiscal year. Balanced Budget: By state law, the City is required to adopt a balanced budget. For the purposes of this document, the City defines a balanced budget as current revenues plus fund balance appropriated equals or exceeds approved expenditures. A capital budget and five-year Capital Improvement Program are presented prior to the submission of the formal operating budget. City Council held first reading on the capital budget and five-year CIP on April 28, 2014. A second reading was held concurrently with budget adoption on June 9, 2014. The operating budget does not contain funding for capital improvements, except for small equipment, rolling stock, and other items of a recurring nature. These items are generally of a small dollar amount and are usually under $100,000 in value. Please see the CIP/Debt Management section for details on capital budgeting. The Community Development budget cycle follows the same process with the addition of Citizens Advisory Committee recommendations and required public hearings.
INTRODUCTION
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FY 2014-15 BUDGET DEVELOPMENT CALENDAR Task
Lead Agency
Timeframe
Product
BASELINE BUDGET PREPARATION Property taxes estimated
Budget/Revenue
Jan. 13 - Feb. 7
Permits & licenses estimated
Budget/Revenue
Jan. 13 - Feb. 7
User fees estimates
Budget/Revenue
Jan. 13 - Feb. 7
Other revenues
Budget/Revenue
Jan. 13 - Feb. 7
Preliminary
Salary projections
Budget/Human Resources
Jan. 13 - Feb. 7
Budget
Operating expenses
Budget/applicable agency
Jan. 13 - Feb. 7
Estimate
Capital outlay
Budget/applicable agency
Jan. 13 - Feb. 7
Vehicle replacement
Fleet Services/Budget
Jan. 13 - Feb. 7
Fleet Fund allocation
Fleet Services/Budget
Jan. 13 - Feb. 7
Risk Fund allocation
Risk Mgmt./Budget
Jan. 13 - Feb. 7
Departments prepare requests
Applicable Agency
Feb. 10 - Mar. 3
Department
Departments revise narratives and strategic initiatives
Applicable Agency
Feb. 10 - Mar. 3
Modifications
Budget Office
Mar. 3 - Mar. 7
OMB meetings with
Budget/applicable agency
Mar. 10 - Mar. 14
OMB
Departments on requests Revenue modifications, based on Feb. postings
Budget Office
Mar. 10 - Mar. 14
Recom. Budget
OMB prepares recommendation
Budget Office
Mar. 17 - Mar. 21
DEPARTMENT PREPARATION
OMB REVIEW AND MODIFICATION OMB reviews department funding requests
to City Manager CITY MANAGER REVIEW AND MODIFICATION City Manager meetings with City Manager Departments on requests
Mar. 24 - Mar. 28
Revenue modifications, based on Mar. postings
Budget Office
Apr. 1 - Apr. 2
Balanced budget
Changes in funding mix, based on City Mgr. initiatives & strategic priorities
City Manager
Apr. 3 - Apr. 4
Budget Office
Apr. 7 - Apr. 9
Proposed
Budget Office
Apr. 10 - May 1
document
PROPOSED BUDGET DOCUMENT Incorporate final CIP decisions into the Operating Budget Compilation/printing
budget
Legislative Action Committee of the Whole
May 5
Committee of the Whole
May 12
Committee of the Whole and Public Hearing (notice required) 1st reading 2nd reading and adoption
May 19 May 19 Jun. 9
INTRODUCTION
Adopted budget
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CITY OF GREENVILLE, SOUTH CAROLINA
FUND ACCOUNTING The City’s basis of budgetary focus is through the fund. Government resources are allocated to and accounted for in individual funds based on the purpose for which they are to be spent and the means by which spending activities are controlled. The operations of each fund are accounted for with a separate set of self-balancing accounts, and each fund is considered a separate accounting activity. Accordingly, budgeted revenues and expenditures are grouped by the following fund types:
General Fund - used to account for all revenues and expenditures applicable to general operations of the City and to record all financial transactions not required to be accounted for in another fund. The general fund is the major fund that accounts for the day-to-day operations of the City.
Internal Service Funds - used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City on a cost reimbursement basis. Expenses of these funds are included in the budgets of the respective agencies that use the services. Internal service funds have been established for the functions of health benefits, risk management, and fleet services.
Special Revenue Funds - used to account for the proceeds of specific revenue sources that are restricted by law or administrative action to be expended for specified purposes. Special revenue funds include Community Development, HOME, HOPWA, Local Accommodations Tax, Hospitality Tax, Sunday Alcohol Permits, State Accommodations Tax, Admissions Tax, Victim Witness, and Utility Undergrounding.
Enterprise Funds - used to account for operations that are financed and operated in a manner similar to private business enterprises. The intent is that the costs (including depreciation) of providing services to the general public are recovered primarily through user charges. Enterprise funds have been established for Event Management, TD Convention Center, Wastewater, Solid Waste, Stormwater Management, Parking, Greenville Zoo and Transit.
Tax Increment Funds - used to account for the accumulation of resources for, and the payment of long-term debt principal, interest, and related costs. Three tax increment funds have been established to account for debt service on bonds issued by the City for improvements in the Central Business (Downtown Infrastructure), West End, and Viola Street Districts.
Capital Projects Fund - used to account for financial resources appropriated for the acquisition or construction of major capital facilities. Sources of financing for capital projects primarily include proceeds from the sale of general obligation and tax increment bonds, and transfers from the General Fund. Major capital requirements are addressed separately in a capital planning process and included in the Capital Improvement Program.
Basis of Accounting - refers to the point in time at which revenues and expenditures are recognized in the accounts and reported in the financial statements. All governmental and fiduciary funds are accounted for using the modified accrual basis of accounting in which revenues are recognized when they become measurable and available as net assets, and expenditures are recognized when the related fund liability is incurred. Enterprise funds and internal service funds are accounted for using the full accrual basis in which revenues are recognized when earned and expenses when incurred.
INTRODUCTION
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CITY OF GREENVILLE, SOUTH CAROLINA
Basis of Budgeting – the budgets for governmental funds are adopted on a modified accrual basis, consistent with Generally Accepted Accounting Principles (GAAP). City Council adopts annual budgets for the City’s General Fund, Special Revenue Funds, and Debt Service Funds. Budgets for Capital Projects funds are adopted based on project length. Budgets for proprietary funds, including Enterprise Funds and the Internal Services Funds, are adopted on a full accrual basis, but are not consistent with GAAP. The major differences used for budgeting proprietary funds are:
Repayments on debt are budgeted as expenses rather than as a reduction in liabilities. Depreciation expense on fixed assets is not included in the budget as an expense. Capital construction and equipment are considered expenses, rather than a conversion of a current asset to a fixed asset.
Appropriations for governmental and proprietary funds lapse at year-end with the exception of any appropriations for capital projects and grant funds where appropriations are carried forward until such time as each project is completed. Encumbrances - appropriations in governmental funds are encumbered upon issuance of purchase orders, contracts, or other forms of legal commitments. While appropriations lapse at the end of a fiscal year for all operating funds, the subsequent year's budget specifically provides for the reappropriation of year-end encumbrances via ordinance. Outstanding encumbrances at year-end represent the estimated amount of expenditures the City will incur if unperformed contracts in process and outstanding purchase orders at year-end are completed. BUDGET EXECUTION AND AMENDMENTS Upon passage of the budget, departments are responsible for executing their budgets under the terms of the City’s appropriation ordinance and the Budget Policy (listed in the appendix). During the course of the fiscal year, the budget is modified through three methods: Encumbrance Rollover – the appropriation ordinance allows for unexpended encumbrances to be reappropriated in the subsequent fiscal year. Upon completion of year-end processing, budget authority is increased to cover the cost of unexpended encumbrances. Budget Transfers – the City Manager has authority to move appropriation authority within and between departments in the operating budget and between like capital projects. Per ordinance, the City Manager is required to notify City Council of any transfer in excess of $25,000 between projects or departments. Transfers outside of the scope given to the City Manager may be executed upon a resolution approved by a majority of City Council. Supplemental Appropriations – can be passed by City Council authorizing the use of funds not previously included in the budget. This requires an ordinance passed by City Council. COMPREHENSIVE ANNUAL FINANCIAL REPORT Upon completion of the fiscal year, all transactions are reported through the Comprehensive Annual Financial Report (CAFR). Prior year data shown in the operating budget is reconciled to the CAFR and data within the CAFR is used to provide historic trends and analysis for inclusion in the subsequent Five-Year Forecasts.
INTRODUCTION
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CITY OF GREENVILLE, SOUTH CAROLINA
PRINCIPAL REVENUE SOURCES The cost to provide City services requires financing sources of an equal dollar amount. Local revenues are generated from a number of sources, including property taxes, user fees, business licenses, franchise fees, fines, permits, and state-shared revenue. Revenue forecasting is facilitated by the annual production of a Revenue Manual, which provides legislative authority, current rate structure, seven-year collection pattern, and basis of calculation for each primary revenue source. Major revenue classifications are described below. Property taxes are the City's largest revenue source, comprising roughly 44.0% of all General Fund revenues. Property taxes are levied on all residential, commercial, and personal property in the City of Greenville. The tax levy on a particular piece of property is determined by three factors: market value, assessment ratio, and millage rate.
Market value is determined by the Greenville County Assessor's Office using a variety of factors such as size, condition, location, and recent selling prices of comparable properties.
Assessment ratio is a percentage which is multiplied by the appraised market value of a property to determine the assessed value. Owner-occupied residences are assessed at 4%. Commercial properties and motor vehicles are generally assessed at 6% and personal property at 10.5%.
Millage is a term used to describe the rate of taxes levied. A mill is calculated at one dollar per one thousand dollars of assessed value: $1 of tax = .001 $1,000 assessed value
= 1 mill
The South Carolina State Code of Laws limits the annual percentage increase in the millage rate to the increase in the Consumer Price Index plus the annual projected increase in population, with the exception that a municipality may utilize any allowed, but unused millage rate increase for the three previous tax years. For property taxes to be fair and uniform, property values need to be updated to reflect market values for every property. State law requires reassessment every five years. In FY 2010-11, property was reassessed in Greenville County, and the next reassessment is scheduled for FY 2015-16.
Calculation of City tax on a $100,000 owneroccupied residence, using proposed City millage (for illustration only): Market value x Assessment ratio Assessed value x Millage rate Tax bill
INTRODUCTION
$100,000 x .04 $ 4,000 .0894 $ 357.60
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CITY OF GREENVILLE, SOUTH CAROLINA
Below is a list of the principal taxpayers located within the City, their assessed value and the percent of total assessed valuation as of June 30, 2013. Taxpayer
Current Assessed Valuation
Duke Energy Corporation Simon Haywood LLC & Bellwether TD Bank NA A USA Corporation Verdae Properties, Inc. Bellsouth Telecomm, Inc. Windstream Nuvox Comm Inc. Daniel International Corporation FRI Greenville II LLC Riverside Shops at Greenridge LLC Hubbell Lighting, Inc. TOTALS Source: Comprehensive Annual Financial Report for the
% of Total Assessed Valuation
$5,942,340 $5,496,390 $4,230,080 $4,185,310 $3,693,800 $3,613,510 $3,478,370 $2,919,050 $2,758,390 $2,217,790 $38,535,030 year ending June 30, 2013.
1.6% 1.5% 1.1% 1.1% 1.0% 1.0% 0.9% 0.8% 0.7% 0.6% 10.30%
Licenses and permits represent the second largest revenue source for the City, comprising approximately 42.0% of all General Fund revenues. The most significant source is the business license fee, a levy based upon each $1,000 of gross receipts, sales, or premiums of business done within the corporate limits of the City. There are rate categories established for over 250 business classifications. The base rate in most categories ranges from $80 to $135 for the first $2,000 in receipts, and $.25 to $2 per $1,000 for all receipts above $2,000. The City also receives revenue from companies which issue health, life, and fire insurance premiums in the City. This revenue, based on a rate of .75% of gross premiums for life/health insurance and 2.75% of gross premiums for fire insurance, is collected and disbursed by the Municipal Association of South Carolina. Other revenues in the licenses and permits category include franchise fees for electric, gas, and cable television. The rate structure is based upon a certain percentage of gross receipts in each case, and the basis of each forecast is trend analysis which generally parallels the rate of inflation. Intergovernmental revenue includes grants and allocations from county, state, and federal governments. State-shared revenue is generally distributed on a pro-rata basis according to population or other set formula. The single largest source is Aid-to-Subdivisions, distributed quarterly from the Local Government Fund and funded by a transfer of 4.5% of State General Fund revenues. Counties receive 83.278% and municipalities 16.722% of the distribution. However, the Local Government Fund has not been fully funded by the State Legislature since 2008, as portions of this revenue source have been redirected to cover shortfalls in the State budget. The forecast FY 1415 Local Government Fund revenue of $1.26 million is well below the statutory funding level, which would exceed $1.5 million. The City also receives an annual reimbursement in the amount of $857,976 for the City’s granted exemption of the Merchant’s Inventory Tax from property taxation. This amount is based on the value of the City’s merchant inventory when the value was frozen in 1987 and the tax was taken out of the ad valorem process. Fees and charges are levied for services based on the premise that the cost of the service should be borne by those who directly benefit from the service. In the General Fund, user fees include plan reviews, alarm fees, fire protection fees, and various recreation fees. Fees are based on a fixed dollar rate, and the revenue forecast for these sources is based on historical trends. INTRODUCTION
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Certain user fees established by the City are deposited in special revenue funds or enterprise funds to support the respective operations. These include wastewater fees, parking fees, stormwater fees, and solid waste fees.
Wastewater (sewer) user fees finance the wastewater operation and are recorded in an enterprise fund. The levy, based on meter size, will range from a monthly charge of $10.06 for a 5/8" residential connection to $1,217.63 for an 8" commercial connection for rates effective July 1st, 2014. Based on historical trends and a relatively fixed number of commercial and residential units in the City, this revenue source is estimated to generate $4,535,544 in FY 2014-15.
Parking fees support the operations of the City parking facilities and are recorded in an enterprise fund. There are ten parking garages or decks providing a total of over 6,000 spaces. Parking garage rates are $69.70 for unreserved monthly parkers and $.75 to $6.00, respectively, for hourly and daily parkers. Volume discounts are available for bulk purchasers. The projected parking revenue in any given year is based on the number of available spaces, current monthly and daily rates, and occupancy rate estimates.
Stormwater fees support the stormwater management program and are recorded in an enterprise fund. The fee is based on impervious surface areas of residential and commercial property. Effective July 1st, 2014, the basic rate structure will be $39.41 per year for developed residential with impervious area of 1,640 sq. ft. or less, $69.19 per year for developed residential with impervious area of greater than 1,640 sq. ft., and $69.19 for developed commercial/industrial property for each equivalent residential unit. The current revenue estimate of $5,041,498 is based on a combination of historical trends, the rate schedule, and the database for residential impervious area.
Solid waste fees are levied through a $13.50 monthly charge collected from approximately 15,000 residential units. Revenues are based on the number of units and the projected growth in single family units.
Fines and forfeitures consist of fines imposed and collected by the Municipal Court for misdemeanor crimes, moving traffic violations, and court costs. The forecast is based on historical trends and adjusted for any known changes in police arrest or prosecution policies, and/or changes in court jurisdictions and fine limitations. Other revenues include the following:
Interest earnings, which are dependent upon prevailing market rates, the City's fund balance, the timely receipt of taxes, effective cash management practices, and the amount of funds actually available for investment throughout the year.
External service reimbursements reflect reimbursements by outside agencies for in-kind services performed by the City, or for pre-existing contractual arrangements. The revenue received is offset by expenditures related to services performed.
Interfund transfers consist of redirecting monies from one accounting fund to another, rather than the receipt of "new" revenue.
INTRODUCTION
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CITY OF GREENVILLE, SOUTH CAROLINA
CASH MANAGEMENT AND INVESTMENTS Following collection, but prior to disbursement of funds, the City of Greenville pursues an investment policy that seeks to preserve capital, liquidity, and yield. The City’s investment policy is designed to operate within the existing statutes for the State of South Carolina and its political subdivisions. Pursuant to State law, the City may invest in the following: a) Obligations of the United States and agencies thereof; b) General obligations of the State of South Carolina or any of its political units; c) Savings and Loan Associations to the extent that the same are insured by an agency of the Federal government; d) Certificates of Deposit and funds in deposit accounts with banking institutions provided that such certificates and funds in deposit accounts are collaterally secured by securities of the type described in (a) and (b) above, held by a third party as escrow agent, or custodian of a market value, not less than the amount of the certificates or funds in deposit accounts so secured, including interest; provided, however, such collateral shall not be required to the extent the same are insured by an agency of the federal government; e) Collateralized repurchase agreements when collateralized by securities as set forth in (a) and (b) above and held by the governmental entity or a third party as escrow agent or custodian; and f) No-load open-end or closed-end management type investment companies or investment trusts registered under the Investment Company Act of 1940, as amended, where the investment is made by a bank or trust company or savings and loan association or other financial institution when acting as trustee or agent for a bond or other debt issue of that local government, political subdivision, or county treasurer if the particular portfolio of the investment company or investment trust in which the investment is made (1) is limited to obligations listed in (a), (b), and (e), and (2) has among its objectives the attempt to maintain a constant net asset value of one dollar a share and to that end, value its assets by the amortized cost method. The City largely invests its cash reserves in obligations of the United States and related agencies, open-ended mutual funds that invest in short-term obligations of the United States governments and its agencies, and through participation in the South Carolina Pooled Investment Fund. The South Carolina Pooled Investment Fund is managed by the State Treasurer’s Office and is an investment trust fund where public monies of political subdivisions may be invested. Its investments are restricted to the categories listed above. The City’s policy is to maintain a General Fund balance of 20% in order to maintain adequate cash reserves in anticipation of the receipt of tax and business license revenues which largely are collected during the third quarter of the fiscal year. This avoids the need for a revenue anticipation note or other short-term debt instrument.
INTRODUCTION
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STRATEGIC INITIATIVES
STRATEGIC INITIATIVES
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STRATEGIC INITIATIVES
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STRATEGIC GOVERNANCE The City’s budget process is linked through a strategic vision and long-term goals developed by City Council in 2006 and 2008. The vision and goals provide guidance to new initiatives and spending decisions and are demonstrated throughout the document to show the linkages between high-level goals and on-the-ground implementation. VISION STATEMENT In 2006, the City Council developed a vision statement of Greenville in the year 2021. This vision statement provides a high-level direction of the kind of community the City Council desires Greenville to become. The vision states: Greenville is a beautiful green, welcoming, world-class City. Greenville is a community of neighborhoods, has a vibrant downtown, and has a growing economy. Greenville is an inclusive, diverse community, with engaged citizens and leaders. Greenville is a great place to live and call home. COMMUNITY GOALS Taking that vision and direction from City Council, staff developed a series of Strategic Goals that better define what is necessary for Greenville to become the City described in the vision statement. These goals, confirmed by the City Council in a Council work session, emphasize the elements of quality of life valued by this community and emphasize all elements of direct City services. They are: Greenville is a SAFE CITY where citizens and visitors are safe and feel confident that a response will be there at all times. Greenville is a SUSTAINABLE CITY that protects and conserves its water, air, and green space, and promotes public health and wellbeing. Greenville is a PROSPEROUS CITY that promotes the expansion of economic activity in its downtown and commercial corridors, fosters a healthy climate for new and existing businesses, and provides economic opportunities for all residents. Greenville is a CITY OF NEIGHBORHOODS with quality housing for all incomes and engaged communities. Greenville is a MOBILE CITY with a comprehensive transportation network that allows connectivity through multimodal options. Greenville is a CITY OF CULTURE AND RECREATION with an emphasis on the arts, recreation opportunities, and community events. Greenville is an INCLUSIVE CITY that celebrates diversity from a variety of backgrounds and cultures, and supports our children, families, and seniors. LINKAGE TO BUDGET PROCESS Over the past six years, the Strategic Goals have been integrated into the budget and CIP processes in order to achieve the City Council’s vision. Capital Improvement Program: All projects submitted through the Capital Improvement Program are linked to one of the Strategic Goals (noted on page I-23). In addition, as part of the project STRATEGIC INITIATIVES
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justification and ranking process, alignment to achieving one of the Strategic Goals is a criterion for project selection. Annual Operating Budget Submissions: As part of their submissions, departments are asked to align their annual budget requests and work plans to the Strategic Goals in a number of ways: 1) Strategic Initiatives: As part of their work plans submitted to OMB, departments are asked to align their goals and objectives for the coming year to one of the Strategic Goals. This is noted throughout each department’s narratives in subsequent detail sections. 2) Outcome Measurement: The City has developed a series of high-level outcome measures to describe how the City is achieving its Strategic Goals. These measures were confirmed in principle by the City Council during a work session in 2008. In addition, each department – as part of its work plan – lists how it is going to improve one of the measures through its activities in the coming year. Those are compiled and distilled into the analysis/discussion section of each outcome measure. OUTCOME MEASUREMENT Performance measurement is the process of determining, by use of objective metrics, an organization’s success in meeting its goals and objectives. It allows an organization to quantify what it is doing and how well it is doing it, and provides a means of examining how to improve services. Performance measurement is particularly important in evaluating public services. Decision-making processes in the public sector, in contrast to those in the private sector, rarely can be evaluated by a profit/loss margin or equivalent “bottom line” metric. Government programs require other objective measures to determine success in implementing those programs. Generally, there are four types of performance measures:
Workload Measures: Focus on the amount of work done. Efficiency Measures: Focus on the work done and the cost to perform it. Effectiveness Measures: Focus on how well the work is performed. Outcome Measures: Focus on the desired result of a particular service.
The City of Greenville’s performance measurement effort emphasizes the development and use of outcome measures. Outcome measures are preferred for two reasons:
Outcome measures focus on why services are performed, as opposed to how services are performed. While other measures can focus on a particular management technique, outcome measures focus on the results as demonstrated in the community. Outcome measures focus on the overall organization, as opposed to a particular line unit or function. This recognizes that many of the most pressing issues facing the organization are not solely the responsibility of one department.
The City developed a series of outcome measures for each of the Strategic Goals that was confirmed by City Council in work session. The measures are listed on the subsequent pages.
STRATEGIC INITIATIVES
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SAFE CITY Greenville is a SAFE CITY where citizens and visitors are safe and feel confident that a response will be there at all times. MEASURES Violent crimes (per 1,000 residents). Non-violent crimes (per 1,000 residents). Annual fire loss (as a percentage of total market valuation).
2012 8.9
2013 7.8
57.1
55.1
0.03%
0.01%
ANALYSIS/DISCUSSION: Protecting the public’s well-being is the most important City function. The measures developed for this report examine three elements of public safety. The violent and non-violent crime rates are used to quantify how successful the City has been in maintaining a safe community for its inhabitants. The violent crime rate includes the most serious crimes that are reported within City limits. The non-violent crime rate represents the per capita number of property and nuisance crimes reported. Violent crimes per 1,000 residents and non-violent crimes per 1,000 residents decreased between 2012 and 2013. The annual fire loss statistic is intended to measure the Fire Department’s ability to minimize the property damage from building fires. There were 55 such fires in 2013, down from 57 such fires in 2012, which is a 3.5% decrease. In order to reduce response times with a goal of reducing fire losses, a new station alerting system will be implemented in FY 2014-15. SUSTAINABLE CITY Greenville is a SUSTAINABLE CITY that protects and conserves its water, air, and green space, and promotes public health and wellbeing. MEASURES Recycled municipal solid waste (as a percentage of total solid waste). Acres of green space held in public trust (per capita).
2012
2013
17.1%
17.5%
0.017
0.017
Annual gallons of water used (per capita). Average value particulate matter count (micrograms per cubic meter). Number of main wastewater system overflows.
53,053
47,969
9.6
9.0
14
21
Population per square mile.
2,067
2,154
ANALYSIS/DISCUSSION: The City assesses its sustainability through measures designed to evaluate the use and disposal of materials, the preservation of natural resources, and the development of a sustainable urban environment. Data on recycled municipal solid waste provides a measure of the volume of waste recycled as a percentage of total garbage collected from City residents. Until the year 2012, the percentage of
STRATEGIC INITIATIVES
PAGE C-5
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
total waste that is recycled has consistently remained above 25%, but the slight increase from 17.1% in 2012 to 17.5% in 2013 was due to an increase in total yard waste disposed at the landfill. The measure of acreage of green space held in public trust per capita captures the proportion of permanently-conserved green space that is kept available to the City as it grows and develops. The amount of public green space per capita has remained largely the same. This measure includes various categories of undeveloped public space, including land dedicated to public parks, cemeteries, and public schools, as well as land owned by conservation groups. The City’s ability to preserve the quality of its air can be examined by measuring the particulate matter count. The City is awaiting validation of the 2013 statistics from South Carolina Department of Health and Environment Control for this measure, but the estimate from them indicates that air quality has increased due to decreased pollution in the air. This metric is on average particulate matter count which decreased this past year showing improved air quality. The annual water use metric is intended to show how effective the community has been in conserving water on a per capita basis. The annual water consumption for 2013 is 9.6% lower because water use was down across the City. The number of wastewater (sanitary sewer) manhole overflows is a measure that allows the City to track main line wastewater system failures. There was a 50% increase in the number of overflows from 2012 to 2013, which is attributable to the record amount of rainfall that caused numerous washouts of lines adjacent to creeks and several large trees along streams that fell across and damaged creek crossings. Population density increased slightly from 2,067 persons per square mile in 2012 to 2,154 persons per square mile in 2013. This measure increased because the population increased more than the area of the City, even though both increased. PROSPEROUS CITY Greenville is a PROSPEROUS CITY that promotes the expansion of economic activity in its downtown and commercial corridors, fosters a healthy climate for new and existing businesses, and provides economic opportunities for all residents. MEASURES
2012
2013
Number of resident business licenses per year.
5,348
5,514
$6,021,991,444
$6,412,233,143
Annual business license renewal rate.
96.0%
98.0%
City of Greenville unemployment rate.
6.9%
5.9%
$202,792,495
$250,188,647
870
953
Local accommodations tax gross receipts per year.
$78,921,410
$80,790,271
Hospitality tax collections per year.
$7,605,390
$7,843,173
Total business license gross receipts reported per year.
Annual buildings permit value. Annual buildings permit volume.
STRATEGIC INITIATIVES
PAGE C-6
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
ANALYSIS/DISCUSSION: Encouraging business activity is of vital importance for the City. In order to measure its performance in supporting business activity and development, the City measures eight key areas of economic activity. Business license gross receipts are an indicator of whether local businesses are expanding or contracting. As expected, the numbers improved in 2013 for economic activity as the broader economy continued to recover. There was an increase in the number of business licenses issued in 2012 as well as a 6.5% increase in the total business license gross receipts. In addition, the business license renewal rate increased from 96.0% in 2012 to 98.0% in 2013. The business license renewal rate is an important predictor of the condition of the economy, as it indicates the “survival rate” of local businesses. The fall in the unemployment rate serves as another promising indicator of a growing economy. Greenville’s unemployment rate is below the regional, state, and national averages. As the economy has improved, Greenville has seen a significant increase in annual building permit value of 23.4% from 2012 to 2013. In addition, annual building permit volume increased 9.5% from 2012 levels. With this increase, the City will continue its plans to promote and coordinate construction-related projects to bolster growth. Local Accommodations Tax gross receipts and Hospitality Tax collections both increased in 2013. Gross receipts of the local accommodations tax shows the dollar value of gross receipts from the hotels in the City. This measure increased by 2.4% in 2013, indicating an increase in tourism-related activity. Hospitality tax collections show the dollar value of taxes collected on prepared food sold in the City and can serve as a proxy indicator of the economic health of the community. This measure increased by 2.76% in 2013. CITY OF NEIGHBORHOODS Greenville is a CITY OF NEIGHBORHOODS with quality housing for all incomes and engaged communities. MEASURES Number of new housing units developed in the City per year (net of demolitions). Percentage of new housing units developed in the City that are affordable. Percentage of existing housing units that are owneroccupied.
2012
2013
563
309
11.7%
8.1%
37.3%
36.8%
ANALYSIS/DISCUSSION: Developing a residential community for all City residents is another important goal. To assess this goal, three measures were developed that aim to determine the accessibility of housing for City of Greenville residents. The net number of new housing units developed in Greenville is one measure of the City’s success in encouraging the development of new housing. In 2013, 309 residential units were built in the City net of residential demolitions, compared to 563 the prior year. The percentage of affordable housing units built decreased from 11.7% in 2012 to 8.1 % in 2013. In 2013, both the number of affordable housing units developed in the City and the total number of STRATEGIC INITIATIVES
PAGE C-7
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
housing units decreased from 2012. The affordable housing statistic can be defined as the fraction of housing units that are affordable for households earning less than 80% of median family income. The number is intended to indicate if the existing housing stock can support workforce level housing, as well as housing for the poorest members of the community. The percentage of existing housing units that are owner-occupied represents the number of housing units that have filed for 4% taxation (primary residence) with the County Assessor’s office. The impact of stable housing versus transitory housing is well documented as a positive externality on the community, and this number attempts to quantify that social benefit. The percentage of owneroccupied houses decreased from 37.3% in 2012 to 36.8% in 2013. The apartment building boom in the City has contributed to the decrease in the percentage of home-ownership. MOBILE CITY Greenville is a MOBILE CITY with a comprehensive transportation network that allows connectivity through multimodal options. MEASURES
2012
2013
831,288
998,000
5.8
5.4
Percentage of roadways with a sidewalk or bicycle lane.
48.8%
48.0%
Percentage of residential units within one-quarter mile of a trail or greenway.
19.9%
19.8%
Number of transit riders per year. Average street rating on a scale from 2-10.
ANALYSIS/DISCUSSION: Offering a variety of transportation options is critical to improving quality of life for residents. Four measures were developed to demonstrate opportunities available for creating a Mobile City. The 20.1% increase in transit ridership is linked to an overall increase of daily ridership on all public transportation routes offered. The City’s transit system also has emphasized an on-timeperformance strategy that has vastly improved the public’s perception of Greenlink’s reliability, along with making them the state’s top transportation provider as named by SCDOT. Adding the Mauldin-Simpsonville route for the last 65 days of the year increased transit ridership by 38,168 and will contribute to even higher ridership in future years. Average street ratings have been used by the City to rate the quality of City roads. Pavement quality reports are prepared by a third party organization every few years in order to give the City the most accurate representation of pavement conditions. The scale ranges from two to ten, with a score of ten corresponding with the highest quality of pavement. In 2013, the average street rating decreased from 5.8 to 5.4. The City anticipates this rating to increase once numerous capital projects are completed as a result of enhanced street resurfacing funding in FY 2014-15. Determining the portion of roadways with a non-motorized vehicle feature allows the City to evaluate the accessibility of its streets to pedestrians and cyclists. The proximity of residential units to trails and greenways shows how many residents are able to utilize the City’s trail and greenway system. This measure decreased from 19.9% to 19.8%.
STRATEGIC INITIATIVES
PAGE C-8
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
CITY OF CULTURE AND RECREATION Greenville is a CITY OF CULTURE AND RECREATION with an emphasis on the arts, recreation opportunities, and community events. MEASURES
2012
2013
1,627,180
1,606,659
622,643
645,336
Percentage of events that welcome a diverse population or facilitate the exchange of diverse backgrounds and heritages.
19.2%
18.0%
Percentage of residential units within one-quarter mile of a park or recreational facility
33.6%
32.3%
Annual attendance at arts and other performance events. Annual attendance at cultural facilities.
ANALYSIS/DISCUSSION: Promoting citizen satisfaction through its cultural and recreational opportunities is another component of City goals. In order to measure Greenville’s performance in these areas, four measures were developed to determine the availability and usage of parks, recreation, and events in the City. Attendance at cultural facilities and arts and performance events indicates if the community draws a significant number of cultural attendees into its corporate limits. Several of Greenville’s foremost recreational venues were targeted to participate in surveys in which they disclosed the attendance numbers necessary to construct these measures.1 Annual attendance at cultural facilities increased 3.6% since 2012 while attendance at arts and performance events decreased slightly. The increase in attendance at the Greenville Children’s Museum as a result of their traveling exhibits and Greenville County Museum of Art led significantly to the large overall increase in cultural facility attendance. Measuring the diversity of cultural events is one way to assess whether the community is appropriately catering to the diverse needs of a multi-cultural community. This measure decreased from 19.2% in 2012 to 18.0% in 2013. The City is better able to document this measure by prompting event organizers to document, as part of the permit application process, whether and how their proposed event will target a broad audience with diverse backgrounds. The percentage of residential units located within one-quarter mile of a park or recreational facility aims to describe how accessible the City’s parks are to its residents.
1
The surveyed performance and arts facilities were: Peace Center, Bon Secours Wellness Arena, Fluor Field, Warehouse Theater, TD Convention Center, Greenville Little Theatre, and Centre Stage; the cultural facilities surveyed were the Greenville Zoo, Greenville County Museum of Art, Bob Jones Museum and Gallery, Upcountry History Museum, Shoeless Joe Jackson Museum and Baseball Library, American Legion Museum, the Roper Mountain Science Center, and the Greenville Children’s Museum.
STRATEGIC INITIATIVES
PAGE C-9
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
INCLUSIVE CITY Greenville is an INCLUSIVE CITY that celebrates diversity from a variety of backgrounds and cultures, and supports our children, families, and seniors. MEASURES Percentage of employees from a racial or ethnic minority. Annual M/WBE utilization rate.
2012
2013
29.1%
29.1%
24.3%
23.4%
ANALYSIS/DISCUSSION: An inclusive city welcomes and accommodates all members of its community. The City of Greenville assessed the success of its efforts to be an inclusive city by measuring how well it has included and reached out to the diverse community it serves. The first measure, the percentage of City employees who are minority, is used to assess whether the City has done an effective job in recruiting diverse talent from the community it serves. Since its 2006 Equal Employment Opportunity submission, the City has made substantial progress in reducing underutilization rates for its employees. In particular, the City has utilized job fairs hosted by minority groups to market City jobs, and has targeted local radio stations to launch job campaigns at different demographic groups. As a result of these efforts, the percentage of minority employees remained the same at 29.1% between 2012 and 2013. The M/WBE utilization rate monitors the percentage of City purchases that are made from minority and women-owned business enterprises (M/WBEs). The City’s historical goal has been to maintain an M/WBE level of at least 10%; that is, the City desires to make 10% of its discretionary purchases from minority and woman-owned vendors. In 2013, the City exceeded this goal with an M/WBE utilization rate of 23.4% in 2013, a decrease of 3.6% from 24.3% in 2012. To promote M/WBE utilization in the future, the City will continue providing opportunities for these businesses through individual meetings and by allowing minority business owners to register their businesses on the City website. The City also expects to further its outreach efforts to encourage and support M/WBEs.
STRATEGIC INITIATIVES
PAGE C-10
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
GENERAL FUND The General Fund is used to account for all revenues and expenditures applicable to general operations of the City and is used to record all financial transactions not required to be accounted for in other funds. The General Fund accounts for the revenues and expenditures necessary to carry out basic governmental activities of the City such as police protection, fire protection, recreation, and legal and administrative services. Appropriations are made from the fund annually.
GENERAL FUND
PAGE D-1
FY 2014-15 OPERATING BUDGET
GENERAL FUND
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE D-2
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 GENERAL FUND ALL EXPENDITURES AND REVENUES GENERAL FUND REVENUES Taxes Licenses and Permits Intergovernmental Fees and Charges Fines and Costs Other Revenue Other Sources/Transfers TOTAL GEN. FUND REVENUES
$
GENERAL FUND EXPENDITURES Legislative and Administrative $ Non-Departmental Public Information and Events Economic and Community Dev. Human Resources Office of Management and Budget Police Department Fire Department Public Works Department Parks and Recreation SUBTOTAL GEN. FUND EXPEND. Transfers Debt Service TOTAL GEN. FUND EXPEND. Excess (deficiency) of revenues over expenditures
GENERAL FUND
$
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
28,263,770 27,084,896 2,239,245 835,664 409,301 1,085,727 5,155,978 65,074,581
29,390,665 29,209,795 2,427,445 854,601 379,153 1,148,721 15,589,567 78,999,947
29,145,520 28,106,514 2,434,390 778,800 382,200 1,018,232 3,984,982 65,850,638
31,516,941 30,077,705 2,448,410 870,083 347,750 981,877 5,347,261 71,590,027
3,602,705 1,312,264 945,455 2,061,979 1,355,130 4,855,286 18,629,220 11,934,343 7,897,487 6,220,097 58,813,966
3,620,068 1,594,492 917,737 2,092,382 1,255,585 4,711,756 18,726,105 10,729,158 7,853,760 6,552,676 58,053,719
3,872,506 1,911,490 955,987 2,492,579 1,431,269 4,742,270 20,131,676 11,581,624 8,323,847 7,184,599 62,627,847
3,939,558 2,068,890 949,926 2,790,141 1,460,574 4,768,191 20,640,640 15,681,603 8,708,030 7,513,243 68,520,796
2,972,704 1,615,771
4,146,881 12,997,096
3,513,450 1,566,373
4,393,660 1,732,471
63,402,441
75,197,696
67,707,670
74,646,927
1,672,140
3,802,251
(1,857,032)
(3,056,900)
PAGE D-3
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(FY 2014-15 GENERAL FUND ALL EXPENDITURES AND REVENUES CONTINUED)
FUND BALANCE Fund Balance, Beginning of Year
$
Fund Balance, End of Year Assigned For: Vehicle / Equip. Purchases Other Purposes Unreserved: Designated/Fund Balance Policy Unassigned $
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
15,930,147
17,602,287
21,404,538
19,547,506
17,602,287
21,404,538
19,547,506
16,490,606
600,000 342,000
1,857,032 1,195,434
3,056,900 0
0 0
13,104,947 3,555,340 17,602,287
13,541,534 4,810,538 21,404,538
14,929,385 1,561,221 19,547,506
14,929,385 1,561,221 16,490,606
Note: In FY 2013-14, subsequent appropriations provided for an additional $447,766 of the fund balance to be used for capital equipment purchases and capital projects expenditures. These appropriations reduced the projected unassigned fund balance at the end of FY 2013-14 to $3,827,025. FUND BALANCE POLICY Fund Balance is the excess of a fund’s assets over its liabilities, which may include reserves and designations. Pursuant to City Ordinance, City Council will set aside in a designated reserve 20% of the next year’s General Fund appropriations. The General Fund balance is budgeted to be in compliance with the requirement at the end of FY 2014-15.
GENERAL FUND
PAGE D-4
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 GENERAL FUND REVENUES $71,590,027 FEES AND CHARGES 1.2%
LICENSES AND PERMITS 42.0%
OTHER SOURCES 7.5%
TAXES 44.0% INTERGOVER. 3.4% OTHER REVENUE 1.4%
TAXES Real Property Residential Homestead Tax Exemption Commercial Mobile Homes Personal Property Boats Aircraft Boat Motors Business Furniture
GENERAL FUND
$
FINES AND COSTS 0.5%
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
7,400,210 539,752 12,117,185 16 20,057,163
7,559,976 545,026 12,480,863 16 20,585,881
7,803,376 545,000 12,953,628 16 21,302,020
8,170,417 538,604 13,968,620 14 22,677,655
47,066 30,691 8,672 383,389 469,818
46,453 27,206 8,949 0 82,608
46,872 14,086 9,753 0 70,711
50,595 17,233 10,627 0 78,455
PAGE D-5
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
95,136 94,689 1,129,760 103,666 140,803 1,049,366 2,613,420
125,633 108,678 1,559,864 0 135,820 1,012,442 2,942,437
125,761 223,654 1,651,755 0 93,693 1,049,000 3,143,863
125,236 229,638 1,789,073 0 133,817 1,101,900 3,379,664
1,596,461
1,494,753
1,457,926
1,262,197
Prior Year Taxes
843,785
1,431,154
500,000
925,811
Penalties
134,772
127,052
150,000
111,710
2,548,351
2,726,780
2,521,000
3,081,449
28,263,770
29,390,665
29,145,520
31,516,941
3,897,399 720,835 666,469 63,582 6,625 158,049 5,512,959
3,986,264 845,533 686,628 0 5,000 205,035 5,728,460
4,146,000 682,000 681,000 0 5,000 203,000 5,717,000
4,105,852 868,944 714,368 0 5,100 213,319 5,907,583
768,306 7,981,740 3,255,633 816,424 2,910,028 677,200 1,705,654 186,719 64,479 1,257,140 150,334
752,840 8,836,962 3,376,104 919,796 2,944,447 709,209 1,659,300 220,991 63,985 1,682,882 119,371
768,000 8,086,464 3,530,000 958,000 2,984,000 709,000 1,673,000 220,000 60,000 1,320,000 158,000
749,844 8,794,749 3,738,125 1,021,760 3,171,188 787,500 1,687,080 252,000 59,160 1,465,450 117,300
Department of Revenue Rail/Pipelines Mfg./Pers. Prop. Furniture/Fixtures Furn./Fixt. Penalty Mfg. Real Property FILO
Public Utilities
Vehicles TOTAL TAXES LICENSES AND PERMITS Franchise Fees Duke Energy Piedmont Gas Cable TV AT&T Dukenet AT&T Video Service Business Licenses Telecommunications Insurance Companies Retail Wholesale Service Hotels/Amusements Professional Restaurants/Bars Finance Companies Contractors Media
GENERAL FUND
PAGE D-6
FY 2014-15 OPERATING BUDGET
Business Licenses (Continued) Commercial Properties Office Maintained Group Event Licenses Coin Amusement Licenses Prior Year Fees Exhibitions Other Anniversary Discount Refunds Business License Penalties Non-Business Permits Building Permits Plumbing Permits Electrical Permits HVAC Permits Occupancy Permits Sign Permits Street Cut Permits Encroachment Permits Blasting Sprinkler Alarm Misc. Fire Permits Miscellaneous Taxi Driver Permits
TOTAL LICENSES AND PERMITS INTERGOVERNMENTAL State Merchants Inventory Aid to Subdivisions Other County Road Improvements
TOTAL INTERGOVERNMENTAL
GENERAL FUND
CITY OF GREENVILLE, SOUTH CAROLINA
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
328,987 0 15,905 1,813 123,630 0 4,000 0 131,772 20,379,764
342,907 61,749 12,145 1,825 42,038 20,253 4,000 -70,774 210,290 21,910,320
338,000 66,000 16,000 1,750 40,000 21,000 4,000 0 167,000 21,120,214
351,230 77,250 12,885 1,936 44,599 23,690 4,000 -75,085 223,097 22,507,758
750,572 92,949 94,670 79,477 32,690 36,961 55,431 6,981 2,800 25,700 7,000 3,052 3,890 1,192,173
933,385 145,976 145,655 142,285 33,280 46,910 54,939 14,421 0 41,200 7,600 2,339 3,025 1,571,015
752,000 116,000 128,000 113,000 32,000 40,000 39,000 7,000 2,800 25,000 8,000 2,500 4,000 1,269,300
1,072,264 140,215 120,842 137,529 34,278 48,317 56,587 14,853 0 23,909 7,828 2,626 3,116 1,662,364
27,084,896
29,209,795
28,106,514
30,077,705
857,976 1,068,030 1,926,006
857,976 1,260,188 2,118,164
857,976 1,269,414 2,127,390
857,976 1,269,414 2,127,390
313,239 313,239
309,281 309,281
307,000 307,000
321,020 321,020
2,239,245
2,427,445
2,434,390
2,448,410
PAGE D-7
FY 2014-15 OPERATING BUDGET
FEES AND CHARGES General Government Reinspection Fees Plan Reviews Zoning Fees Driveway Cut Fees Check Service Charge Cemetery Fees REWA Admin. Fee Planning Commission Fees Board of Zoning Appeals Fees Design and Preservation Com. Fees CVB Information Tech. Services Miscellaneous Public Safety False Burglar Alarm Fees Burglar Alarm Registration Wrecker Service Fire Protection False Fire Alarm Fees Fire Alarm Monitoring Fees Cert. of Necessity - Taxicab Code Enforcement Violations Recreation and Event Fees Comm. Center - Pearse Comm. Center - Hellams Comm. Center - Butler Comm. Center - Nicholtown Comm. Center - W. Greenville Super Summer Athletics League Fees Picnic Shelters Special Events
GENERAL FUND
CITY OF GREENVILLE, SOUTH CAROLINA
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
3,920 124,973 9,035 2,456 600 21,300 29,125 11,200 11,540 15,950 13,200 32,863 276,162
5,080 168,154 12,550 4,999 660 14,850 42,125 9,950 14,810 17,900 12,100 36,403 339,581
4,000 140,000 9,500 2,300 500 14,000 23,000 10,000 14,000 17,500 13,200 25,350 273,350
5,232 193,354 12,927 2,369 515 19,650 30,893 12,065 10,471 18,437 12,463 20,057 338,433
104,740 8,870 15,000 114,349 800 150 9,650 42,928 296,487
69,260 8,170 15,000 113,307 650 0 11,220 29,305 246,912
74,000 8,000 15,000 113,000 500 0 9,750 32,000 252,250
61,200 6,151 15,000 115,573 677 0 12,561 32,680 243,842
410 1,430 105 1,730 12,078 29,094 5,072 86,464 36,030 24,404
768 445 105 1,568 9,315 25,349 3,358 97,762 47,851 24,680
100 100 0 1,000 9,000 30,000 3,000 86,000 38,000 24,000
799 463 0 1,631 9,691 26,373 3,494 101,712 54,085 25,676
PAGE D-8
FY 2014-15 OPERATING BUDGET
Recreation and Event Fees (Continued) Falls Park Special Events Wristbands Misc. Recreation Fees
TOTAL FEES AND CHARGES FINES AND COSTS Criminal and Traffic Fines Miscellaneous
TOTAL FINES AND COSTS OTHER REVENUE Interest Earnings Interest - Pooled Interest - Other Rents and Royalties Fire Training City Hall Roof PCS/Cellular Tower Falls Park - Overlook Grill International Center Miscellaneous Rentals Sales Property Sales Surplus Equipment Miscellaneous Sales
GENERAL FUND
CITY OF GREENVILLE, SOUTH CAROLINA
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
19,859 46,339 0 263,015
12,139 44,768 0 268,108
15,000 47,000 0 253,200
16,407 46,577 900 287,808
835,664
854,601
778,800
870,083
405,121 4,180 409,301
375,779 3,374 379,153
379,000 3,200 382,200
344,240 3,510 347,750
409,301
379,153
382,200
347,750
27,424 1,415 28,839
27,390 13,114 40,504
20,000 0 20,000
28,496 10,658 39,154
5,997 20,735 32,400 12,398 5,040 8,916 85,486
12,825 21,047 32,940 5,034 0 7,844 79,690
13,000 21,625 33,900 0 0 1,000 69,525
5,100 21,897 34,271 5,136 0 5,620 72,024
0 79,150 443 79,593
15,651 51,339 15 67,005
0 50,000 0 50,000
0 53,413 15 53,428
PAGE D-9
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
External Reimbursements Emergency Preparedness Vacant Lot Clearing Event Permits State Traffic Division Greenville County School District Health/Dental Premiums* Employee Tobacco Surcharge Miscellaneous
TOTAL OTHER REVENUE OTHER SOURCES/TRANSFERS Stormwater Fund Wastewater Fund Parking Enterprise Fund Law Enforcement Fund Miscellaneous Grants Utility Undergrounding Fund Hospitality Tax Fund State Accommodations Tax Local Accommodations Tax Downtown Infrastructure Fund GO Bond Proceeds Capital Leases
TOTAL OTHER SOURCES/TRANSFERS
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
4,057 5,130 271,466 237,030 248,000 2,625 54,046 69,455 891,809
5,301 8,550 284,796 235,942 248,000 888 49,552 128,493 961,522
4,400 8,600 260,000 236,000 248,000 0 47,207 74,500 878,707
5,515 5,100 268,260 243,452 248,000 0 0 46,944 817,271
1,085,727
1,148,721
1,018,232
981,877
298,079 244,710 275,120 0 0 20,060 2,374,921 241,504 21,035 371,868 0 1,308,681 5,155,978
289,458 275,747 321,960 21,490 3,806 32,182 2,490,607 255,957 22,189 418,905 11,457,266 0 15,589,567
341,801 225,000 373,676 0 0 50,513 2,380,416 98,150 23,360 492,066 0 0 3,984,982
323,052 229,500 329,417 0 0 43,754 2,636,347 114,800 303,116 417,275 0 950,000 5,347,261
5,155,978
15,589,567
3,984,982
5,347,261
TOTAL GENERAL FUND
$
65,074,581
78,999,947
65,850,638
71,590,027
FUND BALANCE APPROPRIATED
$
0
0
1,857,032
3,056,900
GENERAL FUND
PAGE D-10
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 GENERAL FUND EXPENDITURES $74,646,927 LEGISLATIVE AND ADMIN. 5.3%
PARKS & RECREATION 10.1%
NON-DEPART. / TRANSFER / DEBT SERVICE 11.0%
PUBLIC WORKS 11.7%
PUBLIC INFORMATION 1.3% HR 2.0%
OMB 6.4% FIRE 21.0% POLICE 27.7%
Legislative and Administrative Mayor and Council City Attorney's Office Municipal Court City Manager's Office City Clerk's Office
Non-Departmental Non-Dept: Operations
Public Information and Events Public Information Division Special Events
GENERAL FUND
$
ECON. AND COMM. DEV. 3.7%
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
288,358 888,477 1,477,952 776,676 171,242 3,602,705
271,107 939,905 1,481,560 746,482 181,014 3,620,068
292,863 957,612 1,595,073 813,560 213,398 3,872,506
293,720 982,884 1,632,738 844,382 185,834 3,939,558
1,312,264 1,312,264
1,594,492 1,594,492
1,911,490 1,911,490
2,068,890 2,068,890
513,590 431,865 945,455
499,820 417,917 917,737
529,047 426,940 955,987
523,389 426,537 949,926
PAGE D-11
FY 2014-15 OPERATING BUDGET
Economic and Community Dev. Economic Development Building and Prop. Maintenance Planning and Zoning
Human Resources Human Resources Occupational Health
Office of Management and Budget Administration Division Accounting Division Revenue Division Purchasing Division Geographic Information Systems Information Technology
Police Department Police Chief's Office Administration Division Support Division Operations Division Communications Section
Fire Department Fire Administration Division Fire Prevention Division Fire Suppression Division Fire Services Division
GENERAL FUND
CITY OF GREENVILLE, SOUTH CAROLINA
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
566,440 1,088,643 406,896 2,061,979
581,299 1,097,556 413,527 2,092,382
785,813 1,220,398 486,368 2,492,579
788,801 1,433,230 568,110 2,790,141
882,370 472,760 1,355,130
806,057 449,528 1,255,585
945,973 485,296 1,431,269
940,124 520,450 1,460,574
433,140 473,408 666,747 401,655 400,005 2,480,331 4,855,286
453,548 529,108 692,344 421,140 410,772 2,204,844 4,711,756
419,554 501,033 723,491 422,497 416,614 2,259,081 4,742,270
414,940 484,838 752,685 430,760 392,435 2,292,533 4,768,191
416,477 1,140,221 6,151,407 9,099,232 1,821,883 18,629,220
431,277 1,348,795 6,375,955 8,746,225 1,823,853 18,726,105
423,224 1,338,726 6,719,066 9,728,331 1,922,329 20,131,676
435,811 1,606,651 7,317,605 9,274,105 2,006,468 20,640,640
236,213 429,219 10,633,958 634,953 11,934,343
236,937 584,258 9,268,938 639,025 10,729,158
228,359 588,566 10,036,300 728,399 11,581,624
243,597 579,571 14,146,888 711,547 15,681,603
PAGE D-12
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Public Works Department Public Works Administration Traffic Engineering Division Engineering Division Construction Inspection Bureau Streets Division Building Services Division Trolley Operations Downtown Infrastructure Maintenance
Parks and Recreation Parks and Recreation Administration Recreation Division Parks Maintenance Division Rights-of-Way Division Beautification Division Tree Maintenance Division Falls Park Crew
Transfers Transfers Debt Service TOTAL GENERAL FUND
GENERAL FUND
$
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
410,593 2,309,944 657,489 583,639 2,104,194 1,296,579 140,623 394,426 7,897,487
414,677 2,350,824 698,710 533,112 2,088,603 1,269,247 155,915 342,672 7,853,760
433,421 2,382,532 736,406 637,086 2,259,707 1,382,629 0 492,066 8,323,847
441,030 2,489,746 777,723 703,918 2,544,767 1,384,366 0 366,480 8,708,030
668,247 1,166,353 1,436,909 548,516 1,205,822 454,660 739,590 6,220,097
720,853 1,289,796 1,669,189 556,160 1,036,405 493,752 786,521 6,552,676
781,521 1,505,460 1,728,221 625,242 1,142,209 547,374 854,572 7,184,599
797,406 1,629,960 1,710,234 628,819 1,195,263 480,820 1,070,741 7,513,243
2,972,704 1,615,771
4,146,881 12,997,096
3,513,450 1,566,373
4,393,660 1,732,471
63,402,441
75,197,696
67,707,670
74,646,927
PAGE D-13
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 GENERAL FUND EXPENDITURES BY TYPE EXPENDITURES BY TYPE FY 2011-12 THROUGH FY 2014-15
$50,000,000 $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 11-12 Actual
12-13 Actual
Personnel Services
13-14 Budget
Operating Expenditures
14-15 Budget
Capital Outlay
Other
SUMMARY SCHEDULE BY EXPENDITURE TYPE
Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay Transfers Debt Service
$
$
GENERAL FUND
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
43,183,553 9,932,932 2,120,881 1,329,086 2,247,514 2,972,704 1,615,771 63,402,441
43,329,702 10,379,141 2,305,090 1,359,264 680,522 4,146,881 12,997,096 75,197,696
45,001,454 11,206,592 2,349,120 1,505,093 2,565,588 3,513,450 1,566,373 67,707,670
46,830,255 11,793,877 2,195,172 1,618,580 6,082,912 4,393,660 1,732,471 74,646,927
PAGE D-14
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 CAPITAL OUTLAY IN THE OPERATING BUDGET Department/Division PIE/Public Information OMB/Information Technology Police/Operations Police/Support Fire/Suppression Fire/Suppression Fire/Suppression
Capital Item(s) Replace 1 Vehicle Computer Replacements and Upgrades Replace 27 Vehicles Replace 9 Vehicles Replace 2 Vehicles Replace 1 Quint* Verdae/Woodruff Station Construction and Other Fire Station Improvements
Public Works/Traffic Engineering Public Works/Traffic Engineering Public Works/Streets Public Works/Streets Public Works/Streets Parks and Rec./Parks Maintenance Parks and Rec./Beautification Parks and Rec./Falls Park Crew Total, General Fund Capital Outlay
Replace 2 Vehicles Upgrade Signal Software Replace 1 Tractor Backhoe Replace 1 Sand Spreader Replace 1 Dump Truck Replace 1 Front Mount Mower Replace 2 Vehicles Purchase 1 Vehicle
Amount Budgeted $25,000 $165,000 $862,569 $287,523 $57,000 $950,000 $3,343,153
$55,000 $41,667 $85,000 $16,000 $90,000 $22,000 $58,000 $25,000 $6,082,912
Enterprise Funds (These capital items are captured in each individual Enterprise Fund, and are not included in the General Fund. They are included here for informational purposes only.) Fund Wastewater Wastewater Wastewater Solid Waste Solid Waste Solid Waste Stormwater Stormwater Stormwater Greenville Zoo Greenville Zoo Total, Enterprise Funds Capital Outlay
Capital Item(s) Replace 1 Track Skid Steer Loader Replace 1 Mini Excavator Replace 1 Dump Truck Replace 1 Garbage Rear Loader Purchase 1 Automated Leaf Truck Replace 1 Walking Floor Trailer Replace 1 Mini Excavator Replace 1 Tractor Loader Replace 1 Vehicle Purchase 1 Walk-in Freezer Replace 1 Clubcar
Amount Budgeted $80,000 $90,000 $80,000 $160,000 $160,000 $75,000 $65,000 $87,000 $35,000 $16,000 $11,000 $859,000
Internal Service Funds (These capital items are captured in each individual Internal Service Fund, and are not included in the General Fund. They are included here for informational purposes only.) Capital Item Fund Fleet Services Replace 1 Vehicle Total, Internal Service Funds Capital Outlay
Amount Budgeted $35,000 $35,000
*Purchased through a lease-purchase agreement
GENERAL FUND
PAGE D-15
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 SUMMARY OF PERSONNEL CHANGES Department/Division ED / Building and Prop. Maint. ED / Building and Prop. Maint. ED / Planning and Zoning Police / Support
Position(s) Addition - 2 Addition - 1 Addition - 1 Addition - 1 Inspector
Police / Support
Reduction - 1 Investigative Services Specialist
($44,385)
Fire / Fire Suppression PW / Streets PW / Construction Inspection
Addition - 3 Firefighter II's Addition - 2 Streets Cleaning Tech II's Addition - 1 Senior Engineering Technician
$144,268 $93,017 $67,837
Parks and Rec. / Falls Park Crew
Addition - 1 Parks and Rec. Maintenance Tech. II
$40,495
Parks and Rec. / Falls Park Crew
Addition - 1 Parks and Rec. Maintenance Tech. I
$36,271
Inspectors Permit Technician Zoning Officer PT CBD Compliance
Total, General Fund Personnel Changes
Amount Budgeted $135,674 $44,397 $56,773 $38,051
$612,398
Internal Service Funds (These personnel are captured in each individual Internal Service Fund, and are not included in the General Fund. They are included here for informational purposes only.) Fund Position(s) Health Benefits 1 Administrative Assistant Fleet Services 3 Mechanic II's Total, Internal Service Fund Personnel Changes
Amount Budgeted $42,371 $140,526 $182,897
Enterprise Funds (These personnel are captured in each individual Enterprise Fund, and are not included in the General Fund. They are included here for informational purposes only.) Fund Position(s) Parking / RiverPlace Addition - 4 Stormwater/Administration Addition - 1 Stormwater/Administration Addition - 1 Transit / Demand Response Addition - 1 Transit / Non-Vehicle Maintenance Addition - 1 Total, Enterprise Funds Personnel Changes
GENERAL FUND
Attendants PT Sr. Civil Engineer Civil Engineer Dispatcher Bus Shelter Servicer
Amount Budgeted $139,943 $48,155 $75,124 $40,148 $40,148 $343,518
PAGE D-16
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
LEGISLATIVE AND ADMINISTRATIVE
GENERAL FUND
PAGE D-17
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
LEGISLATIVE AND ADMINISTRATIVE OVERVIEW The Legislative and Administrative classification consists primarily of the legislative and executive branches of City government, Municipal Court, and the City Attorney’s Office. Also reflected in this classification is the Non-Departmental account which funds contracts, programs, transfers, and other expenditures not directly related to specific departmental operations.
MAYOR & COUNCIL (07 FT) ADMIN. SUPPORT (03 FT)
OMB
POLICE
ECONOMIC AND COMMUNITY DEVELOPMENT
CITY ATTORNEY (08 FT)
CITY MANAGER (04 FT)
MUNICIPAL COURT (17 FT) (2 PT)
PUBLIC WORKS
PARKS & RECREATION
FIRE
HUMAN RESOURCES
LEGISLATIVE AND ADMINISTRATIVE FY 2014-15 PERSONNEL SUMMARY 2011-12 2012-13 2013-14 Actual Actual Budget Authorized Staffing Mayor and Council City Attorney's Office Municipal Court City Manager's Office City Clerk's Office TOTAL STAFFING
GENERAL FUND
8 8 19 4 2 41
8 8 19 4 2 41
8 8 19 4 2 41
PUBLIC INFORMATION AND EVENTS
PUBLIC TRANSPORTATION
2014-15 Budget
Total Change FY15 - FY14
8 8 19 4 2 41
0 0 0 0 0 0
PAGE D-18
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 LEGISLATIVE AND ADMINISTRATIVE OPERATING BUDGET $7,740,919 City Clerk's Office 5% City Manager's Office 21%
Mayor and Council 7% City Attorney's Office 25%
Municipal Court 42%
LEGISLATIVE AND ADMINISTRATIVE FY 2014-15 OPERATING BUDGET SUMMARY
Divisions Mayor and Council City Attorney's Office Municipal Court City Manager's Office City Clerk's Office Subtotal, Divisions
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
% Change FY15 - FY14
288,358 888,477 1,477,952 776,676 171,242 3,602,705
271,107 939,905 1,481,560 746,482 181,014 3,620,068
292,863 957,612 1,595,073 813,560 213,398 3,872,506
293,720 982,884 1,632,738 844,382 185,834 3,939,558
0.3% 2.6% 2.4% 3.8% -12.9% 1.7%
1,615,771 1,312,264
12,997,096 1,594,492
1,566,373 1,911,490
1,732,471 2,068,890
10.6% #DIV/0!8.2%
$
6,530,740
18,211,656
7,350,369
7,740,919
5.3%
$
2,772,540 2,099,743 1,578 41,108 0 1,615,771 6,530,740
2,904,554 2,258,985 2,790 41,027 7,204 12,997,096 18,211,656
2,970,286 2,762,667 1,824 42,540 6,679 1,566,373 7,350,369
3,065,794 2,898,322 3,151 41,181 0 1,732,471 7,740,919
3.2% 4.9% 72.8% -3.2% -100.0% 10.6% 5.3%
$
$
Debt Service Non-Dept: Operations TOTAL Expenditure Category Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay Debt Service TOTAL EXP. BY CATEGORY
GENERAL FUND
$
PAGE D-19
FY 2014-15 OPERATING BUDGET
GENERAL FUND
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE D-20
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
MAYOR AND COUNCIL Under the Council-Manager form of government, Section 5-13-10 et seq., of the South Carolina Code, the City Council is the governing body of the City of Greenville. Its membership includes the Mayor, elected at large, and six Council members elected to staggered four-year terms. The Mayor serves as the presiding officer at City Council meetings and as an ex-officio member of all standing committees. The Mayor represents the City in a variety of functions, holds those emergency powers provided by City code, and exercises political leadership to develop consensus and form coalitions on issues of community interest. Legislative policy direction is provided to the City Manager who is directly responsible for the operations of City government. Regular City Council meetings are held on the second and fourth Mondays of each month.
MAYOR AND CITY COUNCIL 2011-12 Actual EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2012-13 Actual
2013-14 Budget
2014-15 Budget
$213,134 67,805 1,578 5,841 0 $288,358
215,197 47,158 2,790 5,962 0 271,107
$220,302 63,816 1,824 6,921 0 $292,863
$223,221 60,436 3,151 6,912 0 $293,720
8
8
8
8
FY 2014-15 BUDGET HIGHLIGHTS The Mayor and City Council budget increases 0.3% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $2,919 in personnel services primarily attributable to compensation adjustments. • A reduction net reduction of $3,380 in operating expenditures primarily due to a decrease of $4,000 for election and inauguration costs from the prior year.
GENERAL FUND
PAGE D-21
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
CITY ATTORNEY’S OFFICE The City Attorney’s Office provides legal counsel to the Mayor, City Council, City Manager, operating departments, and boards and commissions. The City Attorney also provides litigation services in all State and Federal courts, prosecutes cases before Municipal Court, and coordinates the jury trial docket to dispose of cases in a timely and equitable manner. Other legal services include: monitoring risk exposure and revising related policies and procedures, verifying property titles and ownerships, conducting contract negotiations, drafting contracts, reviewing draft ordinances and resolutions, assessing and advising on enforcement issues, responding to citizen inquiries and complaints, and processing various claims.
CITY ATTORNEY'S OFFICE 2011-12 Actual EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2012-13 Actual
2013-14 Budget
2014-15 Budget
$822,788 57,328 0 8,361 0 $888,477
873,882 57,536 0 8,487 0 939,905
$880,360 68,010 0 9,242 0 $957,612
$903,272 71,010 0 8,602 0 $982,884
8
8
8
8
FY 2014-15 BUDGET HIGHLIGHTS The City Attorney’s budget increases 2.6% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $22,912 in personnel services primarily attributable to compensation adjustments and changes in health benefits elections. • A reduction of $5,000 due to one-time costs to upgrade the defense attorney software. • An increase of $8,000 in operating expenditures for office furniture for the new City Attorney.
GENERAL FUND
PAGE D-22
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
MUNICIPAL COURT Municipal Court schedules and adjudicates municipal offenses and State criminal cases of less than a $500 fine and 30-day jail term and conducts preliminary hearings for State cases. The Municipal Court budget also includes the expenditure of prisoner housing at the Greenville County Detention Center.
MUNICIPAL COURT 2011-12 Actual EXPENDITURES Personnel Services Operating Expenditures County Prisoner Detention Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff Part-Time Staff TOTAL STAFFING
2012-13 Actual
2013-14 Budget
2014-15 Budget
$1,021,763 63,633 376,187 0 16,369 0 $1,477,952
1,076,756 35,283 352,867 0 16,654 0 1,481,560
$1,128,676 53,266 395,000 0 18,131 0 $1,595,073
$1,166,233 54,426 395,000 0 17,079 0 $1,632,738
16 3 19
16 3 19
17 2 19
17 2 19
FY 2014-15 BUDGET HIGHLIGHTS The Municipal Court budget increases 2.4% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $37,557 in personnel services primarily due to compensation adjustments and employee turnover. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Continue working with the Police Department and other City departments to promote the effective administration of justice through a variety of programs and methods.
Continue to collaborate with the community, law enforcement, and stakeholders to promote public safety and work toward continued reduction of criminal behavior.
GENERAL FUND
PAGE D-23
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(MUNICIPAL COURT CONTINUED) SUSTAINABLE CITY
Completed Initiative
FY 14-15 Initiative
Focus on a clean and green community with law enforcement and codes, as well as all other stakeholders, to promote a clean and healthy environment. PROSPEROUS CITY
Completed Initiative
FY 14-15 Initiative
Through a variety of sentencing programs, promote civil behavior, education and employment, while minimizing drug and alcohol abuse and other forms of criminal behavior. CITY OF NEIGHBORHOODS
Completed Initiative
FY 14-15 Initiative
Provide a welcoming and positive environment for all cultures and customers of the court. This includes improved access, interpretation services, and assistance by all staff members whenever appropriate and necessary.
GENERAL FUND
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Continue, in collaboration with law enforcement, to enhance safe traffic flow and minimized congestion and unsafe behavior of drivers. INCLUSIVE CITY
Ongoing Initiative
Continue collaboration with law enforcement and other departments to keep Greenville a city of thriving, safe, and productive neighborhoods. MOBILE CITY
Ongoing Initiative
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-24
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
CITY MANAGER’S OFFICE The City Manager, the Chief Executive Officer of the City under the Council-Manager form of government, provides the Mayor and Council with professional guidance on policy issues and directs all operations of City government. The City Manager executes and administers City policies and procedures effectively and efficiently, and maintains professional relationships with other government officials, corporate officers, community leaders, neighborhood groups, and private citizens.
CITY MANAGER'S OFFICE 2011-12 Actual EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2012-13 Actual
2013-14 Budget
2014-15 Budget
$560,642 207,437 0 8,597 0 $776,676
579,571 151,754 0 7,953 7,204 746,482
$581,286 226,585 0 5,689 0 $813,560
$611,573 226,560 0 6,249 0 $844,382
4
4
4
4
FY 2014-15 BUDGET HIGHLIGHTS The City Manager’s Office budget increases 3.8% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $30,287 in personnel services primarily due to compensation adjustments.
GENERAL FUND
PAGE D-25
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
CITY CLERK’S OFFICE The City Clerk serves as liaison between City Council and its constituents and is custodian of City Council’s legislative history and other official records of the City including the City charter, City code, City seal, minutes, ordinances, resolutions, annexations, and council district and zoning maps. The City Clerk is appointed by the City Manager and works closely with the City Attorney, the Mayor and members of City Council. Functions of the City Clerk include, but are not limited to, administrative and legislative, boards and commissions, archives and records management, and elections.
CITY CLERK'S OFFICE 2011-12 Actual EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2012-13 Actual
2013-14 Budget
2014-15 Budget
$154,213 15,089 0 1,940 0 $171,242
159,148 19,895 0 1,971 0 181,014
$159,662 44,500 0 2,557 6,679 $213,398
$161,495 22,000 0 2,339 0 $185,834
2
2
2
2
FY 2014-15 BUDGET HIGHLIGHTS The City Clerk’s Office budget decreases 12.9% from the FY 2013-14 Adopted Budget and reflects: • A net increase of $1,833 in personnel services primarily due to compensation adjustments. • Reduction of $22,500 due to one-time costs to update the City Code. STRATEGIC INITIATIVES INCLUSIVE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Provide administrative support to City Council; prepare and record official legislative actions and manage distribution of such records to internal and external customers.
Maintain and administer supplements and codifications of Code of Ordinance; serve as custodian of City Council records and ensure storage, preservation, and distribution of such records.
Serve as election officer for the City and as staff liaison to the Municipal Election Commission; coordinate election activities; prepare, distribute, and publish notices of filing dates and deadlines for elections.
GENERAL FUND
PAGE D-26
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
NON-DEPARTMENTAL City contractual commitments, memberships, programs, transfers, and other expenditures not directly related to specific departmental operations are reflected here.
NON-DEPARTMENTAL 2011-12 Actual EXPENDITURES Operating Expenditures TRANSFERS Capital Projects Fund Miscellaneous Grants Fund Victim Witness Fund Wastewater Fund Solid Waste Fund Total Transfers TOTAL EXPENDITURES
2012-13 Actual
2013-14 Budget
2014-15 Budget
$1,312,264
1,594,492
$1,911,490
$2,068,890
646,000 22,233 0 0 2,304,471 2,972,704
1,625,000 0 34,292 414,377 2,073,212 4,146,881
1,526,000 0 20,142 0 1,967,308 3,513,450
2,219,450 0 46,902 0 2,127,308 4,393,660
$4,284,968
5,741,373
$5,424,940
$6,462,550
FY 2014-15 BUDGET HIGHLIGHTS The Non-Departmental budget increases 19.1% over the FY 2013-14 Adopted Budget and reflects: • Operating expenditures includes the contribution to SC ORBET for post-employment retiree benefits to comply with GASB 45 and the City’s retiree medical benefit payment. The total combined cost is $650,000. • $410,000 has been budgeted in operating expenditures to fund the Information Technology Improvement Program which will allow the City to comprehensively select, from an organization-wide perspective, solutions that improve the City’s effectiveness and efficiency. FY 2014-15 OPERATING EXPENDITURE DETAIL Retiree Medical Benefit Payments / SC ORBET Information Technology Improvement Program GTA Subsidy For Routes Wade Hampton Fire District Agreement GTA Subsidy For Trolley Public Safety Camera Poles Verdae Public Improvements Contingency Taxes Miscellaneous Parker Fire District Agreement Richland Cemetery Tower Revenue Sharing TOTAL OPERATING EXPENDITURES
GENERAL FUND
$650,000 410,000 355,000 190,000 105,000 80,000 78,000 75,000 60,000 46,000 16,500 3,390 $2,068,890
PAGE D-27
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
GENERAL DEBT SERVICE Debt service for general government facilities and equipment are recorded in the General Debt Service Account. This includes general obligation bonds and capital lease payments. Details on specific debt issuances can be found in the CIP/Debt Management Section.
GENERAL DEBT SERVICE 2011-12 Actual EXPENDITURES Principal Retirement Interest Charges Fiscal Charges Pmt. to Refund. Debt Escrow Bond Issuance Costs TOTAL EXPENDITURES
$1,157,338 456,433 2,000 0 0 $1,615,771
2012-13 Actual 1,371,096 242,811 1,734 11,203,450 178,005 12,997,096
2013-14 Budget $1,244,065 319,808 2,500 0 0 $1,566,373
2014-15 Budget $1,417,186 312,785 2,500 0 0 $1,732,471
FY 2014-15 BREAKDOWN OF PRINCIPAL AND INTEREST
PRINCIPAL 2014 Capital Lease Principal (Phone Replacement Project) 2012 GO Bond Principal 2012 Capital Lease Principal 2010 Capital Lease Principal 2010 Qualified Energy Conservation Bonds Principal TOTAL PRINCIPAL INTEREST 2014 Capital Lease Interest (Phone Replacement Project) 2012 GO Bond Interest 2012 Capital Lease Interest 2010 Capital Lease Interest 2010 Qualified Energy Conservation Bonds Interest TOTAL INTEREST
GENERAL FUND
139,000 845,000 261,834 153,232 18,120 $1,417,186
26,410 253,375 13,074 4,344 15,582 $312,785
PAGE D-28
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PUBLIC INFORMATION AND EVENTS Mission Statement The mission of Public Information and Events is to create public awareness and understanding about City government as well as serve as an internal communication resource for City employees. To solicit, plan, and produce events that aid in achieving the City's strategic goals while providing an entertaining experience for residents and visitors to the city.
GENERAL FUND
PAGE D-29
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PUBLIC INFORMATION AND EVENTS OVERVIEW The Public Information and Events Department provides coordinated and accurate material to the general public, the media, and City personnel so they can have the information they need in a timely manner. Public Information and Events is responsible for coordinating and overseeing all aspects of communications and public relations as it relates to the City’s many constituencies, as well as administering, regulating, and producing community events. The department also researches grants, awards, and other exterior funding opportunities in support of City activities and projects, and facilitates the application process.
CITY MANAGER
DIRECTOR OF PUBLIC INFORMATION AND EVENTS (01 FT)
PUBLIC INFORMATION (07 FT)
*Event Management (06 FT)
SPECIAL EVENTS (04 FT)
*Event Management is an Enterprise Fund and not included in the total Public Information and Events position count reflected in the table below.
Authorized Staffing Public Information Division Special Events TOTAL STAFFING
GENERAL FUND
PUBLIC INFORMATION AND EVENTS FY 2014-15 PERSONNEL SUMMARY 2011-12 2012-13 2013-14 Actual Actual Budget
2014-15 Budget
Total Change FY15 - FY14
7 5 12
7 5 12
0 0 0
7 5 12
7 5 12
PAGE D-30
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 PUBLIC INFORMATION AND EVENTS OPERATING BUDGET $949,926
Special Events 45% Public Information Division 55%
PUBLIC INFORMATION AND EVENTS FY 2014-15 OPERATING BUDGET SUMMARY
Divisions Public Information Division Special Events Subtotal, Divisions Expenditure Category Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXP. BY CATEGORY
GENERAL FUND
$ $
$
$
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
% Change FY15 - FY14
513,590 431,865 945,455
499,820 417,917 917,737
529,047 426,940 955,987
523,389 426,537 949,926
-1.1% -0.1% -0.6%
809,885 99,357 4,159 11,170 20,884 945,455
832,521 68,299 5,550 11,367 0 917,737
846,803 79,838 5,828 13,518 10,000 955,987
829,845 80,424 1,847 12,810 25,000 949,926
-2.0% 0.7% -68.3% -5.2% 150.0% -0.6%
PAGE D-31
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PUBLIC INFORMATION DIVISION The Public Information Division is responsible for coordinating and overseeing all aspects of communications and public relations as it relates to the City’s many constituencies, including residents, media outlets and their representatives, business owners, visitors, and elected officials. The staff develops messaging and programs that effectively communicate the City’s goals, accomplishments, and projects. The Public Information Division works with all City departments to provide public relations support, as well as to create fresh ideas, graphics, and new perspectives for print and collateral pieces. The division also maintains the City’s websites (greenvillesc.gov, greenvillezoo.com, saturdaymarketlive.com, police.greenvillesc.gov, fallspark.com, iceonmain.com, connections.greenvillesc.gov, greenvillesc2014.com, fallforgreenville.net). In addition, Public Information provides customer service and information to the citizens of Greenville through direct personal contact (Greenville Cares), neighborhood and community meetings, e-mail, media, telephone, and numerous e-newsletters. The division also researches grants, awards, and other exterior funding opportunities in support of City activities and projects, and facilitates the application process.
PUBLIC INFORMATION DIVISION 2011-12 Actual EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2012-13 Actual
2013-14 Budget
2014-15 Budget
$451,030 30,990 4,159 6,527 20,884 $513,590
456,021 31,602 5,550 6,647 0 499,820
$471,963 33,500 5,828 7,756 10,000 $529,047
$456,023 33,340 1,847 7,179 25,000 $523,389
7
7
7
7
FY 2014-15 BUDGET HIGHLIGHTS The Public Information budget decreases 1.1% from the FY 2013-14 Adopted Budget and reflects: • A net decrease of $15,940 in personnel services primarily attributable to changes in health benefits elections. • $25,000 is budgeted to replace one vehicle.
GENERAL FUND
PAGE D-32
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(PUBLIC INFORMATION DIVISION CONTINUED) STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Aiding police and fire efforts to ensure public safety through citizens’ use of Greenville Cares and by creating video segments that promote tip lines and public safety. SUSTAINABLE CITY
Completed Initiative
FY 14-15 Initiative
Support City departments by producing marketing materials (media releases, brochures, flyers, video segments, door hangers, web pages) that communicate the City’s efforts to protect the environment and support citizens’ efforts to do the same. PROSPEROUS CITY
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Identify and highlight (through press releases, events, video, and web sites) key news stories that are of national, regional, or local interest and that promote the City’s business climate and quality of life. CITY OF NEIGHBORHOODS
Ongoing Initiative
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Manage citizen problems, questions, and issues through Greenville Cares and route them to the appropriate City department.
Support neighborhood involvement and initiatives through a dedicated neighborhood liaison.
Make the City and its departments more visible to the public by effectively communicating the impact the City has on the community.
GENERAL FUND
PAGE D-33
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
SPECIAL EVENTS DIVISION The Special Events Division provides administration for all events held on public property, sidewalk encroachments, and other public property uses. Special Events organizes community events that emphasize family participation, promote the City’s leisure facilities, and encourage tourism. Special Events is responsible for planning, marketing, and permitting over 150 city-wide public events, which include 40 races and parades, 47 single-day events, 77 concert series events, 15 neighborhood block parties, and 16 festivals.
SPECIAL EVENTS DIVISION 2011-12 Actual EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES
2012-13 Actual
2013-14 Budget
2014-15 Budget
$358,855 68,367 0 4,643 0 $431,865
376,500 36,697 0 4,720 0 417,917
$374,840 46,338 0 5,762 0 $426,940
$373,822 47,084 0 5,631 0 $426,537
5
5
5
5
STAFFING Full-Time Staff
FY 2014-15 BUDGET HIGHLIGHTS The Special Events Division budget decreases 0.1% from the FY 2013-14 Adopted Budget and reflects: • A net decrease of $1,018 in personnel services primarily attributable to changes in health benefits elections. MAJOR EVENTS SCHEDULED FOR FY 2014-15 Month Event July Red, White, and Blue Festival April Para-cycling Championship June-Aug. Reedy River Concert Series April-Sept. Downtown Alive/Street Party April-Sept. Main St. Fridays/Street Party May-Oct. Saturday Market
GENERAL FUND
Month October December January September May May
Event Fall for Greenville Greenville Poinsettia Parade The Greenville News Run D’town Euphoria Food and Wine Festival Highland Games Parade Artisphere
PAGE D-34
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(SPECIAL EVENTS DIVISION CONTINUED) STRATEGIC INITIATIVES PROSPEROUS CITY
Completed Initiative
FY 14-15 Initiative
Work with VisitGreenvilleSC and other organizations to promote Greenville to out of town visitors. MOBILE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Administer downtown sidewalk encroachment regulations. CITY OF CULTURE AND RECREATION
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Oversee and facilitate various City-wide events by providing the administration of 150 event permit applications.
Provide regulation of downtown news racks.
INCLUSIVE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Develop and implement marketing strategies to attract new audiences to Greenville and planned events.
Plan and produce family-oriented special events while implementing programming to promote diversity.
GENERAL FUND
PAGE D-35
FY 2014-15 OPERATING BUDGET
GENERAL FUND
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE D-36
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
ECONOMIC AND COMMUNITY DEVELOPMENT Mission Statement It is the mission of Economic and Community Development to encourage economic development, consistent with the Comprehensive Plan, which 1) expands the long-term tax base, 2) provides quality housing for all, 3) encourages jobs and upward mobility for all citizens, 4) enhances the experience and stay of visitors, and 5) improves the quality of life for all residents.
GENERAL FUND
PAGE D-37
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
ECONOMIC AND COMMUNITY DEVELOPMENT OVERVIEW The Economic and Community Development Department includes the Economic Development Division, the Building and Property Maintenance Division, and the Planning and Zoning Division. These divisions are responsible for the orderly development of the City through land use planning, code enforcement, business recruitment and retention, neighborhood revitalization, annexation, and infill development. DEPUTY CITY MANAGER
DIRECTOR OF ECONOMIC AND COMMUNITY DEVELOPMENT (01 FT)
ECONOMIC DEVELOPMENT (06 FT)
BUILDING AND PROP. MAINT. (18 FT)
PLANNING AND ZONING (07 FT)
*COMMUNITY DEV. (SPECIAL REVENUE) (08 FT)
ECONOMIC AND COMMUNITY DEVELOPMENT FY 2014-15 PERSONNEL SUMMARY 2011-12 2012-13 2013-14 Actual Actual Budget Authorized Staffing Economic Development Building and Prop. Maintenance Planning and Zoning TOTAL STAFFING
7 16 6 29
7 16 6 29
7 15 6 28
2014-15 Budget
Total Change FY15 - FY14
7 18 7 32
0 3 1 4
*Funding and positions within Community Development are reflected in the Community Development, HOME Special Revenue, and Miscellaneous Grants Funds.
GENERAL FUND
PAGE D-38
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 ECONOMIC AND COMMUNITY DEVELOPMENT OPERATING BUDGET $2,790,141 Planning and Zoning 20%
Economic Development 28%
Building and Prop. Maintenance 52%
ECONOMIC AND COMMUNITY DEVELOPMENT FY 2014-15 OPERATING BUDGET SUMMARY
Divisions Economic Development Building and Prop. Maintenance Planning and Zoning Subtotal, Divisions Expenditure Category Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXP. BY CATEGORY
GENERAL FUND
$
$
$
$
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
% Change FY15 - FY14
566,440 1,088,643 406,896 2,061,979
581,299 1,097,556 413,527 2,092,382
785,813 1,220,398 486,368 2,492,579
788,801 1,433,230 568,110 2,790,141
0.4% 17.4% 16.8% 11.9%
1,769,199 220,934 15,331 38,820 17,695 2,061,979
1,732,672 305,362 14,881 39,467 0 2,092,382
2,010,950 392,582 20,005 69,042 0 2,492,579
2,307,188 394,296 14,819 73,838 0 2,790,141
14.7% 0.4% -25.9% 6.9% 0.0% 11.9%
PAGE D-39
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
ECONOMIC DEVELOPMENT DIVISION Economic Development promotes a variety of activities and programs designed to obtain a healthy balance of strategic growth and improved quality of life. This is addressed by facilitating private development, implementing programs for business retention, pursuing annexation opportunities, developing and implementing plans and strategies for revitalization, recruiting businesses, and cultivating residential development opportunities citywide. This office also oversees the functions of Community Development, whose grant-funded activities are reflected in a special revenue fund.
ECONOMIC DEVELOPMENT 2011-12 Actual EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2012-13 Actual
2013-14 Budget
2014-15 Budget
$461,677 97,993 0 6,770 0 $566,440
471,989 102,432 0 6,878 0 581,299
$612,478 166,139 0 7,196 0 $785,813
$615,694 166,153 0 6,954 0 $788,801
7
7
7
7
FY 2014-15 BUDGET HIGHLIGHTS The Economic Development budget increases 0.4% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $3,216 in personnel services primarily due to staff changes and compensation adjustments, offset by employee health benefits elections changes. STRATEGIC INITIATIVES PROSPEROUS CITY Continue to strengthen partnerships with Clemson University’s programs including the business school and CU-ICAR. Continue to assist developers and property owners on several large development projects including the Point, Magnolia Park, Verdae, and CUICAR. Continue to implement recommendations of the West Washington market study, Green Avenue/Dunbar Street market study, and Reedy River Master Plan.
GENERAL FUND
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-40
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(ECONOMIC DEVELOPMENT DIVISION CONTINUED) PROSPEROUS CITY
Completed Initiative
FY 14-15 Initiative
Partner with other Upstate area economic development organizations to recruit appropriate investments into the City and create appropriate marketing packages for the objective. Continue implementation of the countywide economic development strategy in conjunction with the Chamber of Commerce and Greenville Area Development Corporation (GADC).
Ongoing Initiative
Continue partnerships with VisitGreenvilleSC, Upstate Alliance, GADC, and Chamber of Commerce.
Continue development and implementation of programs focusing on the establishment of high technology growth companies through the NEXT program.
Continue partnering with the Chamber, the GADC W.I.B., and Greenville Tech Greenville Works to support local businesses and identify expansion and retention opportunities along with job training potential.
Implement strategies and incentives to attract office development to the downtown and West End.
Strengthen the downtown retail market through recruitment and marketing efforts.
Continue redevelopment in the West End including areas surrounding the baseball stadium and mixed use projects.
Encourage revitalization of areas such as Augusta Street, Laurens Road, Haywood Road, Stone Avenue, Pleasantburg Drive, and Wade Hampton Boulevard through commercial corridor programs.
Continue implementation of the recommendations from the Downtown Master Plan study.
Continue to work with Augusta Road property owners and businesses to implement a marketing strategy for the Augusta Road Business Association.
Continue to work with key businesses and property owners in the Haywood Road area to implement short-term recommendations of the Master Plan.
Continue to support ACCESS (Chamber’s small business collaborative).
CITY OF NEIGHBORHOODS Assist with the development of residential development projects throughout the City including creation of additional affordable housing opportunities.
GENERAL FUND
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-41
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
BUILDING AND PROPERTY MAINTENANCE DIVISION The Building and Property Maintenance Division works to promote and provide sound construction in new and existing structures for the health, safety, and welfare of the general public and the citizens of the City of Greenville. This will be accomplished through enforcement of state mandated building codes and local ordinances. To this end, the department will strive for excellence in educating its employees to provide quality inspections and to make customer service the foremost objective.
BUILDING AND PROPERTY MAINTENANCE DIVISION 2011-12 Actual EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2012-13 Actual
2013-14 Budget
2014-15 Budget
$939,110 90,112 15,331 26,395 17,695 $1,088,643
882,956 172,877 14,881 26,842 0 1,097,556
$981,679 189,877 20,005 28,837 0 $1,220,398
$1,209,867 191,727 14,819 16,817 0 $1,433,230
16
16
15
18
FY 2014-15 BUDGET HIGHLIGHTS The Building and Property Maintenance Division budget increases 17.4% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $228,188 in personnel services primarily due to the addition of two inspectors ($135,674) and one permit technician ($44,397); combined with increases related to compensation adjustments and changes in employee health benefits elections. BCEGS RATING The Building Code Effectiveness Grading Schedule (BCEGS) establishes criteria for grading how well a community enforces its building code requirements. The rating system, initiated in 1995 and administered by the Insurance Services Office, uses a 1 to 10 scale to indicate the relative effectiveness of a community’s loss-mitigation efforts, with “1" being the best classification. Insurers may apply the BCEGS ratings in determining insurance rates for individual properties. The City’s BCEGS rating improved from “5" to “3" in 1998.
GENERAL FUND
PAGE D-42
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(BUILDING AND PROPERTY MAINTENANCE DIVISION CONTINUED) STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Maintain the current Building Codes Effectiveness Grading Schedule of “3” and seek opportunities to improve the department’s classification.
Seek and provide educational opportunities for staff that will provide effective enforcement of the State mandated Building Codes and will promote departmental cross training.
Encourage and provide the necessary materials for inspection staff to achieve at least one additional certification.
Focus efforts to cross-train staff to cover multiple positions.
Explore new programs and initiatives to enhance Property Maintenance Code enforcement for aging building stock through the development and support of a state-wide Property Maintenance Code Enforcement Association which will foster networking opportunities.
SUSTAINABLE CITY
Completed Initiative
FY 14-15 Initiative
Focus efforts to research and implement programs that will make use of electronic filing and minimize the use of paper and printing.
Educate staff to efficiently use the current data management system and promote interdepartmental usage through focused training.
PROSPEROUS CITY
Completed Initiative
Review the current business processes within the division to provide a clear, customer-friendly development process.
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Utilize property maintenance inspections to reduce substandard housing and revitalize nonconforming properties.
Research options and develop strategies that will encourage landlord corporation in maintaining rental property compliant with adopted standards.
GENERAL FUND
Ongoing Initiative
Review business processes and interaction within City divisions involved in the permit and plan review process to ensure clear, understandable ordinances and processes for development. Coordinate an all-inclusive, multidepartment, computer data management system that will centralize the record keeping objectives and promote consistency throughout the City. Expand the current data management system to include a web application which will allow public access to project plan review management, realtime inspection results and online permitting. Focus resources to outfit the department’s field inspectors with mobile devices that will give them access to the computer data management system and will increase productivity and time in the field. CITY OF NEIGHBORHOODS
FY 14-15 Initiative
Ongoing Initiative
Ongoing Initiative
PAGE D-43
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PLANNING AND ZONING DIVISION The Planning and Zoning Division was created in FY 2005-06 and is organizationally located within the Economic and Community Development Department. Duties of this division include comprehensive urban planning and implementing land use ordinances.
PLANNING AND ZONING DIVISION 2011-12 Actual EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2012-13 Actual
2013-14 Budget
2014-15 Budget
$368,412 32,829 0 5,655 0 $406,896
377,727 30,053 0 5,747 0 413,527
$416,793 36,566 0 33,009 0 $486,368
$481,627 36,416 0 50,067 0 $568,110
6
6
6
7
FY 2014-15 BUDGET HIGHLIGHTS The Planning and Zoning Division budget increases 16.8% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $35,384 in personnel services primarily due to the addition of one Zoning Officer ($56,773) and 50% funding for a position ($29,450) that was previously grant funded, and compensation adjustments offset by changes related to employee turnover. STRATEGIC INITIATIVES PROSPEROUS CITY
Completed Initiative
FY 14-15 Initiative
Provide support services to the Planning Commission, the Design and Preservation Commission, and the Board of Zoning Appeals.
Develop corridor revitalization plans.
Improve the appearance and vitality of corridors through targeted code enforcement.
Update Central Business District Guidelines.
GENERAL FUND
Ongoing Initiative
PAGE D-44
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(PLANNING AND ZONING DIVISION CONTINUED) CITY OF NEIGHBORHOODS Implement Single Family Infill regulations.
Completed Initiative
FY 14-15 Initiative
Continue implementation of the Comprehensive Plan. Modify multifamily and nonresidential design guidelines. Continue to revise the new land management ordinance to fulfill the goals of the Comprehensive Plan.
GENERAL FUND
Ongoing Initiative
PAGE D-45
FY 2014-15 OPERATING BUDGET
GENERAL FUND
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE D-46
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
HUMAN RESOURCES Mission Statement It is the mission of Human Resources to recruit, develop and retain a diversified workforce of skilled, competent employees, cultivate an organizational culture that ensures a safe and healthy work environment, promote employee wellness, provide attractive compensation and benefits, and apply Human Resource policies and practices in an ethical, consistent, and respectful manner.
GENERAL FUND
PAGE D-47
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
HUMAN RESOURCES OVERVIEW The Human Resources Department includes the Human Resources Division and Occupational Health Division. The department is responsible for recruitment, benefits administration, compensation, training and organization development, and administration of the health and wellness program for employees.
CITY MANAGER
DIRECTOR OF HUMAN RESOURCES (01 FT)
HUMAN RESOURCES (05 FT)
Occupational Health (03 FT)
*HEALTH BENEFITS (INTERNAL SERVICE) (01 FT)
*Health Benefits is an Internal Service Fund and not included in the total Human Resources position count reflected in the table below.
HUMAN RESOURCES FY 2014-15 PERSONNEL SUMMARY 2011-12 2012-13 2013-14 Actual Actual Budget Authorized Staffing Human Resources Occupational Health TOTAL STAFFING
GENERAL FUND
6 3 9
6 3 9
6 3 9
2014-15 Budget
Total Change FY15 - FY14
6 3 9
0 0 0
PAGE D-48
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 HUMAN RESOURCES OPERATING BUDGET $1,460,574 Occupational Health 36%
Human Resources 64%
HUMAN RESOURCES FY 2014-15 OPERATING BUDGET SUMMARY
Divisions Human Resources Occupational Health Subtotal, Divisions Expenditure Category Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXP. BY CATEGORY
GENERAL FUND
$ $
$
$
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
% Change FY15 - FY14
882,370 472,760 1,355,130
806,057 449,528 1,255,585
945,973 485,296 1,431,269
940,124 520,450 1,460,574
-0.6% 7.2% 2.0%
827,428 514,081 0 8,396 5,225 1,355,130
782,900 464,151 0 8,534 0 1,255,585
929,109 492,586 0 9,574 0 1,431,269
904,839 546,337 0 9,398 0 1,460,574
-2.6% 10.9% 0.0% -1.8% 0.0% 2.0%
PAGE D-49
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
HUMAN RESOURCES The Human Resources Division provides and maintains systems to attract, motivate, develop, and retain employees and to maximize their performance. Services provided include recruitment, salary administration, position control, employee benefits coordination, training and development, preemployment testing, personnel records administration, and health services.
HUMAN RESOURCES 2011-12 Actual EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2012-13 Actual
2013-14 Budget
2014-15 Budget
$609,570 267,086 0 5,714 0 $882,370
558,288 241,963 0 5,806 0 806,057
$701,344 237,999 0 6,630 0 $945,973
$670,773 262,840 0 6,511 0 $940,124
6
6
6
6
FY 2014-15 BUDGET HIGHLIGHTS The Human Resources budget decreases 0.6% from the FY 2013-14 Adopted Budget and reflects: • A net decrease of $30,571 in personnel services primarily due to a reduction of $54,000 in expected unemployment insurance claims; offset by a $3,000 increase in tuition reimbursement and compensation adjustments. • A net increase of $24,841 in operating expenditures includes $10,000 related to increased costs for outside legal counsel. STRATEGIC INITIATIVES PROSPEROUS CITY
Completed Initiative
FY 13-14 Initiative
Ongoing Initiative
Develop and conduct annual custom benchmark benefit and salary survey. Research and participate in additional salary surveys providing free results for participants to increase the source data used for salary planning. Analyze and provide recommendations for salary planning based on this information. Ensure competitiveness of the City’s benefit programs, as well as compliance with the Affordable Care Act.
Continue collaborative efforts with the South Carolina Department of Employment and Workforce and other similar organizations to advertise and support recruitment efforts within the Greenville community.
Use available information (turnover data, application statistics, vacancy rates, etc.) to target departments and/or vacant positions requiring additional assistance with recruiting. Provide assistance as needed by expanding recruiting efforts, advertising efforts, and/or engaging new or creative recruitment options.
GENERAL FUND
PAGE D-50
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(HUMAN RESOURCES CONTINUED) INCLUSIVE CITY
Completed Initiative
FY 13-14 Initiative
Ongoing Initiative
Continue updating Human Resources Personnel Policy Manual to ensure compliance with regulatory requirements.
Expand diversity recruitment outreach and advertisement vehicles to build a workforce that reflects the cultural, ethnic, and racial diversity of the community the City serves.
Continue to monitor minority utilization across City departments and work with department heads to address any areas of concern.
Provide continuous diversity training and implement awareness initiatives to support the creation of an inclusive work environment.
GENERAL FUND
PAGE D-51
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
OCCUPATIONAL HEALTH The Occupational Health Division is located organizationally within Human Resources. Proactive activities include nursing services, physical fitness testing, and wellness programs that are designed to decrease absenteeism, minimize occupational injuries and illnesses, and decrease City and employees' health care costs. Annual physicals are provided for every City employee, and drug testing is conducted as required by City policy to comply with Department of Transportation standards. The Health Center offers free tetanus and flu vaccines to all employees. Hepatitis B vaccines are given to employees with high risk to potential exposure of blood-borne pathogens. The Health Center provides initial treatment and follow-up treatment for all workers’ compensation claims. Employees are referred to counseling through the employee assistance program (EAP) and to other free community resources.
OCCUPATIONAL HEALTH 2011-12 Actual EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2012-13 Actual
2013-14 Budget
2014-15 Budget
$217,858 246,995 0 2,682 5,225 $472,760
224,612 222,188 0 2,728 0 449,528
$227,765 254,587 0 2,944 0 $485,296
$234,066 283,497 0 2,887 0 $520,450
3
3
3
3
FY 2014-15 BUDGET HIGHLIGHTS The Occupational Health budget increases 7.2% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $6,301 in personnel services primarily due to compensation adjustments. • A net increase of $28,910 in operating expenditures primarily due to reflecting the Employee Assistance Program (EAP) costs ($27,123) in the Occupational Health budget which were previously budgeted in the Risk Management Fund. The budget for the EAP service also includes a price increase. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Ensure ongoing compliance with regulations related to OSHA, DOT, FTA, FMLA, etc., including updating of relevant policies.
Continue tracking and monitoring all Fire and Police stress testing/blood work and follow-up with employees as health indicators demand.
GENERAL FUND
PAGE D-52
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(OCCUPATIONAL HEALTH CONTINUED) SAFE CITY
Completed Initiative
FY 14-15 Initiative
Continue proactive implementation of innovative and award-winning wellness initiatives to promote employee health and wellness. Utilize datamining to identify aggregate employee health issues and design targeted wellness interventions to include tobacco cessation programs, weight loss, fitness and wellness challenges. Continue removing employees from performing high-risk jobs when health issues pose a threat to safety of self and/or others, providing appropriate support and accountability. Ensure safety by tracking, monitoring, and reporting to all departments monthly.
GENERAL FUND
Ongoing Initiative
PAGE D-53
FY 2014-15 OPERATING BUDGET
GENERAL FUND
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE D-54
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
OFFICE OF MANAGEMENT AND BUDGET Mission Statement It is the mission of the Office of Management and Budget to provide comprehensive financial management and information technology services to City Council, employees, and citizens in order to promote fiscal accountability, enhance public services, and ensure accurate financial reporting consistent with governmental standards and regulations.
GENERAL FUND
PAGE D-55
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
OFFICE OF MANAGEMENT AND BUDGET OVERVIEW The Office of Management and Budget (OMB) includes Accounting, Purchasing, Risk Management, Budget, Geographic Information Systems (GIS), Information Technology (IT), Internal Audit, Revenue, and administration of the outsourced management contract for the TD Convention Center. Details on Risk Management can be found in Section E – Internal Service Funds, and the TD Convention Center budget can be found in Section G – Enterprise Funds. Reporting responsibilities include updating fiscal conditions, identifying related trends, and evaluating alternative revenue sources to support operations and capital improvements. Administrative support is also provided to the Accommodations Tax Advisory Committee.
CITY MANAGER
OMB ADMINISTRATION (01 FT) (02 PT)
ACCOUNTING (06 FT)
PURCHASING (05 FT)
GIS (05 FT)
IT (09 FT)
BUDGET / INTERNAL AUDIT (02 FT)
*RISK MANAGEMENT (INTERNAL SERVICE) (01 FT)
REVENUE (11 FT)
*Risk Management is an Internal Service Fund and not included in the total Office of Management and Budget position count reflected in the table below.
OFFICE OF MANAGEMENT AND BUDGET FY 2014-15 PERSONNEL BUDGET SUMMARY 2011-12 2012-13 2013-14 Actual Actual Budget Authorized Staffing Administration Division Accounting Division Revenue Division Purchasing Division Information Technology Geographic Information Systems TOTAL STAFFING
GENERAL FUND
5 6 11 5 9 5 41
5 6 11 5 9 5 41
4 6 11 5 9 5 40
2014-15 Budget
Total Change FY15 - FY14
5 6 11 5 9 5 41
1 0 0 0 0 0 0
PAGE D-56
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 OFFICE OF MANAGEMENT AND BUDGET OPERATING BUDGET $4,768,191 Administration Accounting 9% 10% IT 48% Revenue 16% GIS 8%
Purchasing 9%
OFFICE OF MANAGEMENT AND BUDGET FY 2014-15 OPERATING BUDGET SUMMARY
Divisions Administration Division Accounting Division Revenue Division Purchasing Division Geographic Information Systems Information Technology TOTAL Expenditure Category Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXP. BY CATEGORY
GENERAL FUND
$
$
$
$
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
% Change FY15 - FY14
433,140 473,408 666,747 401,655 400,005 2,480,331 4,855,286
453,548 529,108 692,344 421,140 410,772 2,204,844 4,711,756
419,554 501,033 723,491 422,497 416,614 2,259,081 4,742,270
414,940 484,838 752,685 430,760 392,435 2,292,533 4,768,191
-1.1% -3.2% 4.0% 2.0% -5.8% 1.5% 0.5%
2,564,469 1,890,508 2,351 89,505 308,453 4,855,286
2,685,725 1,766,178 2,439 90,167 167,247 4,711,756
2,815,232 1,738,236 2,306 60,496 126,000 4,742,270
2,838,714 1,725,486 723 38,268 165,000 4,768,191
0.8% -0.7% -68.6% -36.7% 31.0% 0.5%
PAGE D-57
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
ADMINISTRATION DIVISION The Office of Management and Budget Administration Division oversees the management of OMB and also includes the functions of budget and internal audit. The Budget Office prepares the City’s operating budget, monitors expenditures to help ensure compliance with appropriated funding levels, compiles a revenue manual, prepares the capital improvement program, develops the use of outcome indicators to evaluate the effectiveness of City operations, and prepares operating and capital budget status reports. The internal audit function conducts financial compliance audits that examine the adequacy and effectiveness of financial and operational controls, determines the extent of compliance with established policies and procedures, and recommends improvements.
ADMINISTRATION DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$335,966 40,835 0 56,339 0 $433,140
$377,936 18,369 0 57,243 0 $453,548
$356,790 36,700 0 26,064 0 $419,554
$375,218 34,762 0 4,960 0 $414,940
3 2 5
3 2 5
4 0 4
3 2 5
STAFFING Full-Time Staff Part-Time Staff TOTAL STAFFING
FY 2014-15 BUDGET HIGHLIGHTS The Administration budget decrease 1.1% from the FY 2013-14 Adopted Budget and reflects: • A net increase of $18,428 in personnel services primarily due to compensation adjustments and changes in health benefits elections. • The conversion of a full-time position into two part-time positions which occurred during FY 2013-14. STRATEGIC INITIATIVES PROSPEROUS CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Issue the operating budget and capital improvement budget within the applicable time frames.
Coordinate audits of selected areas based on a formalized assessment of priorities for financial compliance and operational controls.
Apply for, and receive, the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA).
GENERAL FUND
PAGE D-58
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
ACCOUNTING DIVISION The Accounting Division ensures accurate maintenance of the City’s general accounting records in accordance with local, state, and federal regulations; prepares bi-weekly payroll direct deposits and maintains individual earnings records for over 900 employees; prepares approximately 15,600 accounts payable checks annually; maintains the City’s fixed asset inventory records; monitors cash flow and invests City funds as appropriate; provides financial information to the City Manager and operating departments; and prepares the Comprehensive Annual Financial Report (CAFR) following an audit conducted by external independent auditors. In addition, the Accounting Division provides monthly review of GTA financial statements and annual financial statements.
ACCOUNTING DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$382,424 85,474 0 5,510 0 $473,408
$409,844 113,662 0 5,602 0 $529,108
$416,158 79,050 0 5,825 0 $501,033
$401,431 77,900 0 5,507 0 $484,838
6
6
6
6
STAFFING Full-Time Staff
FY 2014-15 BUDGET HIGHLIGHTS The Accounting Division budget decreases 3.2% from the FY 2013-14 Adopted Budget and reflects: • A decrease of $14,727 in personnel services primarily attributable to employee turnover and changes in health benefits elections. STRATEGIC INITIATIVES PROSPEROUS CITY
Completed Initiative
FY 14-15 Initiative
Focus on strong treasury management to ensure the safety of funds, cash liquidity, timely payments, and maintaining a good credit rating.
Receive the GFOA’s Certificate of Achievement for the CAFR. MOBILE CITY
Completed Initiative
FY 14-15 Initiative
Review monthly and annual financial data to the Greenville Transit Authority. SUSTAINABLE CITY Implement electronic timekeeping software and employee self-serve to replace paper timesheets and direct deposit pay stubs.
GENERAL FUND
Ongoing Initiative
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-59
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
REVENUE DIVISION The Revenue Division is responsible for the administration and collection of business licenses, hospitality taxes, and other revenues in accordance with local, state and federal laws. The Business License area is responsible for field inspections, approximately 8,000 business license renewals annually, and conducting business license audits to ensure proper compliance with City code. The Hospitality area oversees collection compliance for approximately 470 food and beverage-related businesses. The Other Revenue area is responsible for billings of encroachments, false fire alarms, and insurance. Revenue is also responsible for the setoff debt program and the collections of other miscellaneous revenues.
REVENUE DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$559,212 98,107 0 9,428 0 $666,747
$578,871 103,879 0 9,594 0 $692,344
$604,083 109,474 0 9,934 0 $723,491
$630,891 112,074 0 9,720 0 $752,685
11
11
11
11
STAFFING Full-Time Staff
FY 2014-15 BUDGET HIGHLIGHTS The Revenue Division budget increases 4.0% over the FY 2013-14 Adopted Budget and reflects: • The net increase of $26,808 in personnel services primarily attributable to employee turnover, compensation adjustments, and changes in health benefits elections. STRATEGIC INITIATIVES PROSPEROUS CITY Provide timely administration, collection, and compliance of the City’s various revenues.
GENERAL FUND
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-60
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PURCHASING DIVISION Purchasing is responsible for procuring materials, services, and equipment at the lowest possible cost consistent with quality and quantity demands; and for disposing of surplus material and equipment on a timely basis. Purchasing evaluates and updates/reissues existing City service contracts. Purchasing is responsible for administering the City’s Minority-Owned and Woman-Owned Business Enterprise (M/WBE) program. Purchasing is also responsible for administration and safeguarding of contracts, for general records management, and for mail service.
PURCHASING DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$300,124 94,675 2,351 4,505 0 $401,655
$318,006 96,287 2,439 4,408 0 $421,140
$316,553 98,800 2,306 4,838 0 $422,497
$323,989 101,300 723 4,748 0 $430,760
5
5
5
5
STAFFING Full-Time Staff
FY 2014-15 BUDGET HIGHLIGHTS The Purchasing Division budget increases 2.0% over the FY 2013-14 Adopted Budget and reflects: • The net increase of $7,436 in personnel services primarily due to compensation adjustments. • A $2,500 increase in postage related to a higher volume of outgoing mail combined with a Postal Service rate increase. STRATEGIC INITIATIVES PROSPEROUS CITY
Completed Initiative
FY 14-15 Initiative
Update and improve procurement and contract policies and procedures. INCLUSIVE CITY Continue efforts to develop and nurture minority and woman-owned businesses as defined in the City’s M/WBE policy.
GENERAL FUND
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-61
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
INFORMATION TECHNOLOGY The Information Technology (IT) Division recommends, implements, and supports technology that enables City departments to provide superior services to constituents. The Division works collaboratively with customers to understand and respond to the business needs of the organization and utilizes technology tools that are reliable, secure, and effective.
INFORMATION TECHNOLOGY (IT)
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$601,165 1,561,530 0 9,183 308,453 $2,480,331
$604,659 1,424,234 0 8,704 167,247 $2,204,844
$719,451 1,404,712 0 8,918 126,000 $2,259,081
$736,949 1,381,950 0 8,634 165,000 $2,292,533
9
9
9
9
FY 2014-15 BUDGET HIGHLIGHTS The Information Technology budget increases 1.5% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $17,498 in personnel services primarily attributable to employee turnover, compensation adjustments, and changes in health benefits elections. • A $14,500 reduction for one-time costs related to rewriting of the MapIt software to make it compatible with modern systems. • A reduction of $8,000 for travel and training costs that were moved to the GIS Division. • $165,000 is budgeted for computer replacements and annual upgrades. STRATEGIC INITIATIVES SAFE CITY Improve, and bring up-to-date, aging network infrastructure. This will allow the city to continue to communicate, utilize essential applications, and fulfill constituent requests with a much more stable base. Replace entire phone system with VoIP phone system. This will replace the aged system in place now and open up a plethora of new features and capabilities. Continue to work with PIE and other departments to better enable staff to work from the field. This includes, but is not limited to, Fire, Building and Property Maintenance, and Police.
GENERAL FUND
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-62
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
GEOGRAPHIC INFORMATION SYSTEMS The Geographic Information Systems (GIS) Division is a professional technology service function supporting improved City services through leadership in the creation, maintenance, utilization, and analysis of geographic information, and by facilitating access to that information by end users.
GEOGRAPHIC INFORMATION SYSTEMS (GIS)
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$385,578 9,887 0 4,540 0 $400,005
$396,409 9,747 0 4,616 0 $410,772
$402,197 9,500 0 4,917 0 $416,614
$370,236 17,500 0 4,699 0 $392,435
5
5
5
5
STAFFING Full-Time Staff
FY 2014-15 BUDGET HIGHLIGHTS The Geographic Information Systems budget decreases 5.8 % from the FY 2013-14 Adopted Budget and reflects: • A net decrease of $31,961 in personnel services primarily attributable employee turnover and changes in health benefits elections. • An increase of $8,000 in travel and training costs that were moved over from the IT Division. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Further develop mobile public safety information and mapping viewer for Police and Fire departments. Establish and maintain centralized apartment complex unit level detail information and map book products for first responders. SUSTAINABLE CITY
Completed Initiative
FY 14-15 Initiative
Maintain storm drain inventory and stormwater-related GIS data for fee calculations and annual billing process. PROSPEROUS CITY Continue to maintain an accurate and up-to-date inventory of City property, structures, addresses, roads, and other physical features.
GENERAL FUND
Ongoing Initiative
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-63
FY 2014-15 OPERATING BUDGET
GENERAL FUND
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE D-64
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
POLICE DEPARTMENT Mission Statement TO SERVE All of our citizens and all who have put their faith and trust in us … with courtesy, ability, knowledge, training, and courage. TO PROTECT Their lives and worldly possessions to the best of our ability … by forever challenging ourselves and raising our standards, by developing new and innovative methods in our quest for excellence. TO CARE For everyone … by showing kindness, compassion, respect, dignity and equality for all, and by providing a work place where everyone is valued as a team member and rewarded for excellence and perseverance.
GENERAL FUND
PAGE D-65
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
POLICE DEPARTMENT OVERVIEW The Police Department has been the primary provider of law enforcement services for the City of Greenville since 1845. The men and women of the Police Department are sworn professionals dedicated to the mission of serving, protecting, and caring for the City. The department offers a wide range of services and employment opportunities with a staff of 243 employees. For enhanced services, the department is divided into three Divisions: Administration, Operations, and Support. Commanders of these divisions report directly to the Chief of Police to ensure that all services are rendered in a timely and efficient manner. The streets of Greenville are patrolled through Operations on a 24-hour, 365-day basis, utilizing a patrol schedule that divides the City into three sectors for enhanced response. The Support Division works in conjunction with the Operations Division in providing the overall effectiveness of services rendered to those residing in and visiting the City of Greenville.
City Manager
Police Chief (02 FT) Internal Affairs (03 FT)
Administration (14 FT)
Operations (108 FT)
Communications Section (31 FT)
Support (85 FT)
Victim Witness* (Special Revenue) (02 FT)
*Victim Witness is a Special Revenue Fund and not included in the total Police Department position count reflected in the table below.
POLICE DEPARTMENT FY 2014-15 PERSONNEL BUDGET SUMMARY 2011-12 2012-13 2013-14 Actual Actual Budget Authorized Staffing Police Chief's Office Administration Division Support Division Operations Division Communications Section TOTAL STAFFING
GENERAL FUND
5 14 76 110 30 235
5 12 71 117 30 235
5 12 75 113 30 235
2014-15 Budget
Total Change FY15 - FY14
5 14 85 108 31 243
0 2 10 -5 1 8
PAGE D-66
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 POLICE DEPARTMENT OPERATING BUDGET $20,640,640 Police Chief's Office 2%
Communications Section 10%
Operations Division 45%
Support Division 35% Administration Division 8%
POLICE DEPARTMENT FY 2014-15 OPERATING BUDGET SUMMARY Divisions Police Chief's Office Administration Division Support Division Operations Division Communications Section TOTAL Expenditure Category Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXP. BY CATEGORY
GENERAL FUND
$
$
$
$
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
% Change FY15 - FY14
416,477 1,140,221 6,151,407 9,099,232 1,821,883 18,629,220
431,277 1,348,795 6,375,955 8,746,225 1,823,853 18,726,105
423,224 1,338,726 6,719,066 9,728,331 1,922,329 20,131,676
435,811 1,606,651 7,317,605 9,274,105 2,006,468 20,640,640
3.0% 20.0% 8.9% -4.7% 4.4% 2.5%
15,321,655 880,442 1,232,874 667,552 526,697 18,629,220
15,222,285 1,221,679 1,260,450 683,980 337,711 18,726,105
15,493,649 1,079,312 1,384,872 680,609 1,493,234 20,131,676
16,223,903 1,223,752 1,270,277 772,616 1,150,092 20,640,640
4.7% 13.4% -8.3% 13.5% -23.0% 2.5%
PAGE D-67
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
POLICE CHIEF’S OFFICE The Police Chief’s Office ensures an effective and efficient police operation by establishing and enforcing police policy, promoting police professionalism, maintaining strong public support, and ensuring administrative support of police operations. This office monitors the accreditation program established by CALEA and maintains departmental policies and procedures in conformance with the 436 standards established by the accreditation program. The Police Chief’s Office includes the Internal Affairs Section. The Internal Affairs Section is responsible for accepting, assigning, and/or investigating all complaints of alleged misconduct against employees of the Police Department. The fundamental purpose of Internal Affairs is to assure the protection of rights and fair treatment of the public, while maintaining the integrity of the Police Department employees. The Section reports directly to the Chief of Police. POLICE CHIEF'S OFFICE
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$407,192 4,346 0 4,939 0 $416,477
$422,497 3,937 0 4,843 0 $431,277
$414,187 3,937 0 5,100 0 $423,224
$427,005 3,937 0 4,869 0 $435,811
5
5
5
5
STAFFING Full-Time Staff
FY 2014-15 BUDGET HIGHLIGHTS The Police Chief’s Office budget increases 3.0% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $12,818 in personnel services primarily attributable to compensation adjustments. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Utilize the bi-weekly COMPSTAT Program to prevent crime through the analysis of time sensitive data.
Reduce the incidence of Part One crimes through state-of-the-art investigative methods with improved technology.
GENERAL FUND
PAGE D-68
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(POLICE CHIEF’S OFFICE CONTINUED) PROSPEROUS CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Manage the public safety camera system in the Central Business District while analyzing for future expansion.
Solicit innovative ideas for improving the processes of Police Department performance through proven re-engineering team format.
CITY OF NEIGHBORHOODS
Completed Initiative
FY 14-15 Initiative
Allocate Crime Reduction Team personnel within neighborhoods based on crime analysis through the COMPSTAT Program. MOBILE CITY
Completed Initiative
FY 14-15 Initiative
Manage and coordinate the deployment of mobile data terminals within patrol vehicles. CITY OF CULTURE AND RECREATION
Conduct thorough and unbiased investigations of all complaints in a timely manner to ensure accountability, integrity, and public trust.
GENERAL FUND
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Work hand-in-hand with other City departments to ensure that recreational activities within the city are conducted safely and provide the best possible experience for citizens and guests. INCLUSIVE CITY
Ongoing Initiative
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-69
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
ADMINISTRATION DIVISION The Administration Division is responsible for managing, administering, coordinating, and overseeing all departmental administrative functions including purchasing, accounting, payroll, budget, grants, special events, dignitary protection, crime prevention, crime reduction unit, crime analysis, chaplain program, accreditation, recruitment, hiring, media relations, business watch program, public safety camera system, training, field training officer program, communications, and other special projects. ADMINISTRATION DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$824,362 254,718 48,405 12,736 0 $1,140,221
$891,304 415,377 28,833 13,281 0 $1,348,795
$869,175 408,709 40,692 20,150 0 $1,338,726
$1,082,687 477,235 33,110 13,619 0 $1,606,651
14
12
12
14
FY 2014-15 BUDGET HIGHLIGHTS The Administration Division budget increases 20.0% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $213,512 in personnel services primarily attributable to the move of one Captain, one Sergeant, and one Officer from the Operations Division; combined with the move of the Alarm Coordinator to the Communications Section, which occurred during FY 2013-14. • Operating expenditures increase by $68,526 due to an increase of $50,143 for juvenile detention fees paid to Greenville County, a $10,000 increase in training costs, and a $10,000 increase in legal fees; offset by a reduction in utility costs. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Manage COMPSTAT program holding bi-weekly meetings through the crime analysis function, and implementing enforcement efforts towards crime reduction.
Conduct sufficient in-service training classes for all sworn employees to maintain state certification.
Develop and implement an online information sharing vehicle to provide relevant information to the public and City leaders regarding criminal justice statistics and enforcement efforts by the department.
GENERAL FUND
PAGE D-70
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(ADMINISTRATION DIVISION CONTINUED) SUSTAINABLE CITY
Completed Initiative
FY 14-15 Initiative
Department personnel within this division are tasked with identifying new and cost-effective ways of deploying law enforcement resources in order to ensure that public access to the City’s greenways and trails system are safe and secure. PROSPEROUS CITY
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Review work schedules, performance ratings, salary levels, organizational structure, and civilianization to improve efficiency.
Work with County Records and the E911 office to provide continued support of the Records Management System and Computer Aided Dispatch Systems for optimum results working towards a paperless records system in the future.
CITY OF NEIGHBORHOODS
Completed Initiative
FY 14-15 Initiative
Provide on-site surveys for City residences and businesses that promote crime prevention; while implementing innovative strategies through partnerships with neighborhood associations. MOBILE CITY
Completed Initiative
FY 14-15 Initiative
Obtain, install, and manage in-car camera and mobile data terminals in patrol vehicle projects for all first responders, thus keeping officers in assigned areas for enhanced response times. CITY OF CULTURE AND RECREATION
The department actively recruits individuals from various backgrounds in an effort to ensure the agency’s personnel are a direct reflection of the communities it serves.
GENERAL FUND
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Manage public safety efforts for all special events. INCLUSIVE CITY
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-71
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
OPERATIONS DIVISION The Operations Division is responsible for the management, administration, fiscal responsibility, and supervision of patrol services functions including coordination of all patrol districts, S.W.A.T. functions, hostage negotiation, central business district officers, color guard unit, and emergency management. The Operations Division is responsible for day-to-day patrol operations and provides call response 24-hours a day, 7-days a week. OPERATIONS DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$7,145,220 214,581 763,495 449,375 526,561 $9,099,232
$6,779,665 327,724 892,240 452,490 294,106 $8,746,225
$6,903,213 234,871 955,166 453,222 1,181,859 $9,728,331
$6,718,654 309,353 824,393 559,136 862,569 $9,274,105
110
117
113
108
FY 2014-15 BUDGET HIGHLIGHTS The Operations Division budget decreases 4.7% from the FY 2013-14 Adopted Budget and reflects: • A net decrease of $184,559 primarily for the move of one Captain, one Sergeant, and one Officer to the Administration Division; and the move of one Sergeant and one Corporal to the Support Division. • A $61,152 increase in professional services for enhanced security in Falls Park and the central business district. • A $10,530 increase in clothing and uniforms related to additional police officers that were hired in FY 2013-14. • Capital outlay is budgeted at $862,569 to replace 27 vehicles. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Plan for adequate manpower to cover workload by using estimated call-forservice projections and manpower distribution charts.
Provide adequate 24-hour/7-day uniform patrol coverage to answer all calls for service in as short a time as possible. SUSTAINABLE CITY Departmental initiatives, such as increased bike patrols within the downtown area, offer ways for officers to interact with the public and lessen the carbon footprint within the City.
GENERAL FUND
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-72
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(OPERATIONS DIVISION CONTINUED) PROSPEROUS CITY
Completed Initiative
FY 14-15 Initiative
Officers respond quickly to criminal complaints in order to identify those individuals that threaten the economic interest and physical safety of businesses and citizens. CITY OF NEIGHBORHOODS
Completed Initiative
FY 14-15 Initiative
Resource officers within schools provide a positive example to youth and provide a direct link between administrators, parents, and law enforcement. MOBILE CITY
Completed Initiative
FY 14-15 Initiative
The department actively recruits individuals from various backgrounds in an effort to ensure the agencies personnel are a direct reflection of the communities it serves.
GENERAL FUND
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
The Police Department is charged with providing public safety and traffic control assistance for numerous special events that occur throughout the year within the City. INCLUSIVE CITY
Ongoing Initiative
Traffic enforcement officers maintain a vigilant eye on thoroughfares to ensure traffic collisions are addressed quickly and cleared from the roadway in order to limit the impact on citizens and businesses. CITY OF CULTURE AND RECREATION
Ongoing Initiative
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-73
FY 2014-15 OPERATING BUDGET
GENERAL FUND
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE D-74
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
SUPPORT DIVISION The Support Division is responsible for the management, administration, fiscal responsibility, and supervision of support services functions including criminal investigations, traffic collision reconstruction and selective enforcement, animal control, warrants/security, vice/narcotics, crime victim advocates, crime stoppers, accreditation, and supply/property management. SUPPORT DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$5,433,668 146,381 420,974 150,248 136 $6,151,407
$5,585,276 252,696 339,377 162,664 35,942 $6,375,955
$5,618,067 227,359 389,014 173,251 311,375 $6,719,066
$6,222,377 227,663 412,774 167,268 287,523 $7,317,605
76
71
75
85
FY 2014-15 BUDGET HIGHLIGHTS The Support Division budget increases 8.9% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $604,310 in personnel services related to the addition of eight new Officer positions created during FY 2013-14, combined with the addition of two positions from the Operations Division. In addition, one vacant FT Investigative Services Specialist position is replaced with one PT CBD Compliance Inspector. • $287,523 in capital outlay is budgeted for the replacement of nine vehicles. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Continue participation in initiatives to reduce specific crimes such as autobreak-ins, burglaries, robberies, and auto theft in conjunction with COMPSTAT.
Conduct underage alcohol enforcement partnership with Greenville County Drug and Alcohol Commission.
Conduct periodic staff inspections to ensure compliance with accreditation standards and general orders.
GENERAL FUND
PAGE D-75
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(SUPPORT DIVISION CONTINUED) CITY OF NEIGHBORHOODS
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Increase proactive measures in schools and neighborhoods to reduce crime.
Utilize crime analysis data, radar speed board, and media blitzes to analyze problem areas and educate the public by encouraging voluntary compliance with traffic laws.
MOBILE CITY Provide selective traffic enforcement based on analysis of traffic flow, collision data, citizen concerns, and other factors.
GENERAL FUND
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-76
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
COMMUNICATIONS SECTION The Communications Section, housed in the Administration Division, is the Public Safety Answering Point (PSAP) for the City of Greenville. The Communications Section answers all calls for police, fire, and medical emergencies in the City of Greenville and dispatches approximately 95,000 calls for service per year. The Communications Section follows the standards and guidelines of the Association of Public Safety Communications Officials (APCO). The Communications Section has become one of the most technologically advanced communications centers in the Upstate by having equipment for computer aided dispatching, interoperable radio equipment, reverse 911 capabilities, and the public safety camera system. COMMUNICATIONS SECTION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$1,511,213 260,416 0 50,254 0 $1,821,883
$1,543,543 221,945 0 50,702 7,663 $1,823,853
$1,689,007 204,436 0 28,886 0 $1,922,329
$1,773,180 205,564 0 27,724 0 $2,006,468
30
30
30
31
FY 2014-15 BUDGET HIGHLIGHTS The Communications budget increases 4.4% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $84,173 in personnel services primarily due to compensation adjustments and changes in employee health benefits elections. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Coordinate public safety camera system in parking garages and on the streets located in the Central Business District, Haywood Mall, RiverPlace, and Fluor Field.
Manage Police/Fire communications for dispatching functions in a combined Dispatch Center at the LEC.
GENERAL FUND
PAGE D-77
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(COMMUNICATIONS SECTION CONTINUED) SUSTAINABLE CITY
Completed Initiative
FY 14-15 Initiative
Maintain records of alarm activities and invoice for false alarms accordingly utilizing cutting edge computer software to enhance efficiency. PROSPEROUS CITY
Completed Initiative
FY 14-15 Initiative
The Communications Section provides rapid access to fire, police, and emergency medical services in order to promote the best possible climate to attract and maintain commercial business interests as well as residential growth. CITY OF NEIGHBORHOODS
Completed Initiative
FY 14-15 Initiative
Completed Initiative
FY 14-15 Initiative
The communications section utilizes technology and outside resources to ensure that staff members have the necessary tools to communicate with disabled individuals and those that may be unfamiliar with the English language.
GENERAL FUND
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Department personnel are always available to provide members of the public and the media with up-to-the-minute information related to special events and their impact on public safety and transportation infrastructure. INCLUSIVE CITY
Ongoing Initiative
Communications specialists strive to constantly monitor numerous information feeds from the public, news organizations, federal agencies, and public safety surveillance systems in order to ensure private and public transportation systems are operating at maximum efficiency within the city. CITY OF CULTURE AND RECREATION
Ongoing Initiative
The elder care program maintained by communications personnel provides reassurance that no member of the community will be abandoned in their time of need through the use of an automated phone system that is supported by physical welfare checks when required. MOBILE CITY
Ongoing Initiative
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-78
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FIRE DEPARTMENT Mission Statement It is the mission of the Greenville City Fire Department to enhance the quality of life of the citizens we serve by minimizing the loss of life and property, and by enhancing the safety of our environment through the provision of effective fire, rescue, and hazardous materials response services, and fire prevention code enforcement and public fire safety education programs.
GENERAL FUND
PAGE D-79
FY 2014-15 OPERATING BUDGET
GENERAL FUND
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE D-80
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FIRE DEPARTMENT OVERVIEW The Greenville City Fire Department primarily provides fire, rescue, medical first responder, and hazardous materials response services. The Fire Prevention Division conducts code inspections, plan reviews, and permit inspections to assist in the reduction and prevention of fires. The Fire Services Division provides budgetary and logistical support to the entire department including training, fleet maintenance, and procurement. The Fire Suppression Division consists of three platoons who staff six engine companies, two quint/ladder companies, two medium duty rescue companies, one HAZMAT response unit, and two battalion-level command units. These forces operate from six strategically located fire stations to provide emergency response services 24-hours a day.
CITY MANAGER
FIRE CHIEF (02 FT)
FIRE SERVICES (06 FT)
FIRE PREVENTION (07 FT)
FIRE SUPPRESSION (132 FT)
“A” PLATOON
“B” PLATOON
“C” PLATOON
FIRE DEPARTMENT FY 2014-15 PERSONNEL SUMMARY 2011-12 2012-13 2013-14 Actual Actual Budget Authorized Staffing Fire Administration Division Fire Prevention Division Fire Suppression Division Fire Services Division TOTAL STAFFING
GENERAL FUND
2 4 132 5 143
2 7 129 5 143
2 7 129 6 144
2014-15 Budget
Total Change FY15 - FY14
2 7 132 6 147
0 0 3 0 3
PAGE D-81
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 FIRE DEPARTMENT OPERATING BUDGET $15,681,603 Fire Services Division 5%
Fire Administration Division 2%
Fire Prevention Division 4%
Fire Suppression Division 89%
FIRE DEPARTMENT FY 2014-15 OPERATING BUDGET SUMMARY
Divisions Fire Administration Division Fire Prevention Division Fire Suppression Division Fire Services Division TOTAL Expenditure Category Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXP. BY CATEGORY
GENERAL FUND
$
$
$
$
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
% Change FY15 - FY14
236,213 429,219 10,633,958 634,953 11,934,343
236,937 584,258 9,268,938 639,025 10,729,158
228,359 588,566 10,036,300 728,399 11,581,624
243,597 579,571 14,146,888 711,547 15,681,603
6.7% -1.5% 41.0% -2.3% 35.4%
9,818,526 570,062 117,491 174,013 1,254,251 11,934,343
9,708,037 521,641 277,828 179,417 42,235 10,729,158
9,924,561 653,175 130,693 217,695 655,500 11,581,624
10,339,967 658,550 142,858 190,075 4,350,153 15,681,603
4.2% 0.8% 9.3% -12.7% 563.6% 35.4%
PAGE D-82
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FIRE ADMINISTRATION DIVISION The Fire Chief’s Office plans for, directs, and establishes policy, direction, and leadership to ensure effective fire and rescue services within the City of Greenville. The Fire Chief also serves as the City’s Emergency Management Coordinator.
FIRE ADMINISTRATION DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$203,093 31,138 0 1,982 0 $236,213
$186,764 48,160 0 2,013 0 $236,937
$188,394 37,850 0 2,115 0 $228,359
$195,512 46,025 0 2,060 0 $243,597
2
2
2
2
STAFFING Full-Time Staff
FY 2014-15 BUDGET HIGHLIGHTS The Fire Administration budget increases 6.7% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $7,118 in personnel services primarily due to compensation adjustments. • A net increase of $8,175 in operating expenditures primarily due to an increase in accreditation fees ($6,750). STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Conduct a community Risk Assessment.
Maintain a Class 2 ISO rating. The rating varies from 9 to 1 (1 being the best score) and may be used in the calculation of property insurance premiums.
Safe City
Completed Initiative
FY 14-15 Initiative
Enhance current Community Risk Reduction efforts. Ensure the effective and fair enforcement of all applicable fire codes as adopted by City Council. Safe City Develop and implement policies to provide for effective emergency response to protect life, property, and the environment for the public.
GENERAL FUND
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-83
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FIRE PREVENTION DIVISION The Fire Prevention Division is responsible for minimizing the loss of life and property through the enforcement of the International Fire Codes. Fire Prevention also investigates all fires for cause and origin and provides public fire and life safety, as well as on-site fire prevention supervision at public events.
FIRE PREVENTION DIVISION 2011-12 2012-13 Actual Actual EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2013-14 Budget
2014-15 Budget
$392,585 11,829 15,262 5,300 4,243 $429,219
$487,933 26,361 21,986 5,743 42,235 $584,258
$503,744 22,550 19,653 8,619 34,000 $588,566
$525,751 22,774 21,993 9,053 0 $579,571
4
7
7
7
FY 2014-15 BUDGET HIGHLIGHTS The Fire Prevention budget decreases 1.5% from the FY 2013-14 Adopted Budget and reflects: • A net increase of $22,007 in personnel services primarily due compensation adjustments. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Ensure that all fires are investigated for cause.
Respond to all code compliance complaints within a 24-hour period.
PROSPEROUS CITY Ensure life safety code compliance in all high hazard occupancies.
GENERAL FUND
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-84
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FIRE SUPPRESSION DIVISION The Fire Suppression Division is responsible for emergency response to all reports of fires, technical rescue, and hazardous materials incidents. All fire apparatuses are staffed with a minimum of three firefighters on a 24-hour, 365-day basis.
FIRE SUPPRESSION DIVISION 2011-12 Actual EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES
$8,767,641 389,822 98,887 160,435 1,217,173 $10,633,958
STAFFING Full-Time Staff
2012-13 Actual
2013-14 Budget
2014-15 Budget
$8,584,408 $8,716,899 $9,080,135 266,822 429,749 430,049 251,817 106,367 115,060 165,891 196,785 171,491 0 586,500 4,350,153 $9,268,938 $10,036,300 $14,146,888
132
129
129
132
FY 2014-15 BUDGET HIGHLIGHTS The Fire Suppression budget increases 41.0% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $363,236 in personnel services primarily due to the addition of three Firefighter positions ($144,268), compensation adjustments ($147,573), and a $50,000 increase in projected overtime costs. • Capital outlay includes $3,343,153 for fire station improvements, including construction costs related to the Verdae/Woodruff Fire Station. • Capital outlay also includes the replacement of two vehicles at $57,000 and the replacement of one Quint at $950,000. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Provide an effective response to fires and other emergencies within four minutes or less travel time 90% of the time.
Implement action plans outlined in the Fire Department strategic plan for improved response capabilities.
PROSPEROUS CITY Enhance public education programs to include home safety inspections.
GENERAL FUND
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-85
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FIRE SERVICES DIVISION The Fire Services Division provides the staff support necessary to maintain operations in procurement, supply, equipment management, vehicle and equipment maintenance, departmental training, communications, station maintenance, and budget preparation and execution. The Fire Services Division is located at the TD Convention Center. The Fire Academy Training Facility is located at 688 Mauldin Road.
FIRE SERVICES DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$455,207 137,273 3,342 6,296 32,835 $634,953
$448,932 180,298 4,025 5,770 0 $639,025
$515,524 163,026 4,673 10,176 35,000 $728,399
$538,569 159,702 5,805 7,471 0 $711,547
5
5
6
6
FY 2014-15 BUDGET HIGHLIGHTS The Fire Services budget decreases 2.3% from the FY 2013-14 Adopted Budget and reflects: • A net increase of $23,045 in personnel services primarily attributable to compensation adjustments. • A decrease of $3,324 in operating expenditures due to a decrease in projected utilities costs. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Provide effective training and technical support to all fire department divisions.
Assure compliancy with all federal and state laws and industry best practices.
GENERAL FUND
PAGE D-86
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PUBLIC WORKS Mission Statement It is the mission of the Greenville Department of Public Works to protect and enhance the community quality of life through effective environmental and infrastructure management.
GENERAL FUND
PAGE D-87
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PUBLIC WORKS OVERVIEW The Public Works Department is responsible for maintenance of the City’s infrastructure and for the collection and disposal of residential solid waste. Departmental activities recorded in the General Fund include civil engineering, traffic engineering, streets maintenance, construction inspection, and building maintenance. Departmental activities recorded in other funds include wastewater (enterprise fund), stormwater management (enterprise fund), solid waste management (enterprise fund), parking (enterprise fund), and fleet services (internal service fund).
CITY MANAGER
PUBLIC WORKS ADMINISTRATION (02)
ASST. PUBLIC WORKS DIRECTOR (01)
ENGINEERING (01)
CONSTRUCTION INSPECTION (08)
OPERATIONS
MAINTENANCE
SOLID WASTE (ENTERPRISE FUND)
STORMWATER ENG. (ENTERPRISE FUNDS) (09)
STREETS DIVISION (29)
COLLECTION (52)
TRAFFIC ENG. (15)
STORMWATER OPS. (ENTERPRISE FUND) (19)
CIVIL
ENGINEERING
(7.5)
BUILDING SERVICES (10)
UTILITY UNDERGROUNDING (SPECIAL REVENUE) (1.5)
AND
FLEET SERVICES FUND (INTERNAL SERVICE) (17)
PARKING (ENTERPRISE FUND) (30)
RECYCLING (10)
WASTEWATER OPS. (ENTERPRISE FUND) (24)
LANDFILL
DOWNTOWN INFRASTRUCTURE MAINTENANCE (04)
PUBLIC WORKS DEPARTMENT FY 2014-15 PERSONNEL SUMMARY 2011-12 2012-13 2013-14 Actual Actual Budget Authorized Staffing Public Works Administration Traffic Engineering Division Engineering Division Construction Inspection Bureau Streets Division Building Services Division Downtown Infrastructure Maintenance TOTAL STAFFING
GENERAL FUND
3 15 8 7 27 10 4 74
3 15 9 7 27 10 4 75
3 15 8.5 7 27 10 4 74.5
2014-15 Budget
Total Change FY15 - FY14
3 15 8.5 8 29 10 4 77.5
0 0 0 1 2 0 0 3.0
PAGE D-88
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 PUBLIC WORKS DEPARTMENT OPERATING BUDGET $8,708,030 Downtown Infs. Maint. 4%
Building Services 16%
Streets 29%
Public Works Administration 5%
Traffic Engineering 29%
Construction Inspection 8%
Engineering 9%
PUBLIC WORKS DEPARTMENT FY 2014-15 OPERATING BUDGET SUMMARY
Divisions Public Works Administration Traffic Engineering Division Engineering Division Construction Inspection Bureau Streets Division Building Services Division Trolley Operations Downtown Infrastructure Maintenance TOTAL Expenditure Category Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXP. BY CATEGORY
GENERAL FUND
$
$
$
$
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
% Change FY15 - FY14
410,593 2,309,944 657,489 583,639 2,104,194 1,296,579 140,623 394,426 7,897,487
414,677 2,350,824 698,710 533,112 2,088,603 1,269,247 155,915 342,672 7,853,760
433,421 2,382,532 736,406 637,086 2,259,707 1,382,629 0 492,066 8,323,847
441,030 2,489,746 777,723 703,918 2,544,767 1,384,366 0 366,480 8,708,030
1.8% 4.5% 5.6% 10.5% 12.6% 0.1% 0.0% -25.5% 4.6%
4,938,564 2,323,195 418,078 151,425 66,225 7,897,487
4,958,136 2,297,354 420,567 153,120 24,583 7,853,760
5,106,324 2,445,573 415,590 265,329 91,031 8,323,847
5,300,666 2,442,526 400,543 276,628 287,667 8,708,030
3.8% -0.1% -3.6% 4.3% 216.0% 4.6%
PAGE D-89
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PUBLIC WORKS ADMINISTRATION Public Works Administration provides general supervision of Public Works activities including engineering, construction inspection, wastewater, streets, solid waste, storm drains, building maintenance, parking, and fleet and safety services.
PUBLIC WORKS ADMINISTRATION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$343,407 63,204 28 3,954 0 $410,593
$349,481 61,126 233 3,837 0 $414,677
$355,904 70,890 593 6,034 0 $433,421
$359,560 70,059 4,761 6,650 0 $441,030
3
3
3
3
STAFFING Full-Time Staff
FY 2014-15 BUDGET HIGHLIGHTS The Public Works Administration budget increases 1.8% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $3,656 in personnel services primarily due to compensation adjustments. STRATEGIC INITIATIVES PROSPEROUS CITY
Completed Initiative
FY 14-15 Initiative
Work closely with Economic Development to promote business growth within the City. MOBILE CITY
Completed Initiative
FY 14-15 Initiative
Undertake an aggressive street maintenance and pot hole repair program. Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Promote recycling at all levels. CITY OF NEIGHBORHOODS Continue to work intercity neighborhoods with street maintenance, sidewalk maintenance, solid waste and recycling.
GENERAL FUND
Ongoing Initiative
Work with SCDOT to coordinate all aspects of transportation.
SUSTAINABLE CITY
Ongoing Initiative
PAGE D-90
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
TRAFFIC ENGINEERING DIVISION Traffic Engineering manages the safe and efficient traffic flow throughout the City of Greenville with the use of pavement markings, traffic signal system operations, and traffic flow analysis. Over 235 traffic signals, school zone flashers, and flashing beacons are maintained by City crews. Approximately 10,000 traffic signs are maintained, including street name, directional, and stop signs. Technical support is provided on roadway projects funded through the Capital Improvement Program. This account also funds the utilities cost to operate over 7,200 streetlights.
TRAFFIC ENGINEERING DIVISION
EXPENDITURES Personnel Services Operating Expenditures Utilities - Electricity Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$1,033,117 102,523 1,071,450 47,503 18,851 36,500 $2,309,944
$1,052,136 105,347 1,123,440 51,321 18,031 549 $2,350,824
$1,056,168 117,354 1,125,000 65,065 18,945 0 $2,382,532
$1,081,534 116,872 1,121,200 54,445 19,028 96,667 $2,489,746
15
15
15
15
STAFFING Full-Time Staff
FY 2014-15 BUDGET HIGHLIGHTS The Traffic Engineering Division budget increases 4.5% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $25,366 in personnel services primarily due to compensation adjustments. • $96,667 in capital outlay includes $55,000 for the replacement of two vehicles; and $41,667 for one-third of the cost to upgrade the City’s traffic signal software. The total cost to upgrade the software (estimated at $125,000), is being spread out over a three-year period. STRATEGIC INITIATIVES MOBILE CITY
Completed Initiative
FY 14-15 Initiative
Maintain adequate traffic flow along the City’s major corridors. Provide and maintain an adequate traffic infrastructure. Continue to promote bicycling as a means of transportation. SAFE CITY Review street lighting levels throughout the city, particularly residential areas.
GENERAL FUND
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-91
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
ENGINEERING DIVISION The Engineering Division includes Civil Engineering and provides managerial oversight for Environmental Engineering, Traffic Engineering, and Construction Inspection. Engineering assists in guiding development of the City through effective measures of planning, design review, construction plan approval, permitting process review, and code compliance. Engineering designs, inspects, and manages the construction of City infrastructure, economic and community development projects, pavement rehabilitation, and sidewalk construction. The Division also coordinates design services on roadway projects funded through the Capital Improvement Program, and ensures that private development and public improvements are in compliance with the City's development ordinances and design criteria.
ENGINEERING DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$604,679 28,260 3,876 20,674 0 $657,489
$645,708 25,943 6,632 20,427 0 $698,710
$673,172 38,086 7,314 17,834 0 $736,406
$708,911 37,795 5,266 25,751 0 $777,723
8
9
8.5
8.5
FY 2014-15 BUDGET HIGHLIGHTS The Engineering Division budget increases 5.6% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $35,739 in personnel services primarily due to compensation adjustments and changes to health benefits elections. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Evaluate unsafe roadway conditions and make recommendations on repairs.
Provide safe pedestrian and bicycling facilities adjacent to roadways.
GENERAL FUND
PAGE D-92
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(ENGINEERING DIVISION CONTINUED) STRATEGIC INITIATIVES SUSTAINABLE CITY
Completed Initiative
FY 14-15 Initiative
Recycle and reuse materials on projects to reduce new resource consumption. PROSPEROUS CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Improve the permit process to encourage good development.
CITY OF NEIGHBORHOODS
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Assist Community Development with capital and development projects.
Link neighborhoods with sidewalks and trails.
MOBILE CITY
Improve handicap accessibility through permit process and capital projects.
GENERAL FUND
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-93
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
CONSTRUCTION INSPECTION BUREAU The Construction Inspection Bureau provides inspection services to ensure quality, efficiency, and safety to the public, as well as adherence to plans and value engineering on all capital projects, including infrastructure-related projects. Construction Inspection manages the City’s right-of-way encroachment permit program and the sidewalk rehabilitation program, inspects all site-grading permits, and ensures that all private development-installed infrastructure meets development ordinance and design requirements to be accepted into the City’s system. Construction Inspection responds to environmental issues such as erosion and sediment control, and enforces regulations required by the Department of Health and Environmental Control (DHEC) and the Environmental Protection Agency (EPA). Construction Inspection performs project inspection and project management on capital projects for Public Works and other departments as well. This includes federally funded projects, administered through SCDOT.
CONSTRUCTION INSPECTION BUREAU
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$491,154 60,106 20,264 12,115 0 $583,639
$482,451 11,976 25,778 12,907 0 $533,112
$520,433 80,590 27,418 8,645 0 $637,086
$591,616 83,361 20,616 8,325 0 $703,918
7
7
7
8
FY 2014-15 BUDGET HIGHLIGHTS The Construction Inspection Bureau budget increases 10.5% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $71,183 in personnel services primarily due to the addition of one Senior Engineering Technician ($67,837). • A $2,771 increase in operating expenditures primarily related to supplies for the new Senior Engineering Technician. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Enforce ADA requirements, as well as standard specifications and drawings. Provide inspection and management of road rehabilitation projects.
Manage the sidewalk rehabilitation program, which eliminates trip hazards. Inspect the resurfacing program.
GENERAL FUND
PAGE D-94
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(CONSTRUCTION INSPECTION BUREAU CONTINUED) SUSTAINABLE CITY
Completed Initiative
FY 14-15 Initiative
Enforce environmental requirements of developers and contractors. Encourage more environmentally friendly practices in the construction industry. PROSPEROUS CITY
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Work with developers and contractors to provide quality developments.
Provide support to other departments to help facilitate projects.
CITY OF NEIGHBORHOODS
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Assist Community Development with inspection of development agreements.
Inspect all infrastructure on new subdivisions for compliance, as well as road and culvert improvements.
MOBILE CITY Inspect and manage road and culvert projects. Inspect all encroachments in the right-of-way, including utility installations.
GENERAL FUND
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-95
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
STREETS DIVISION The Streets Bureau maintains 250 miles of City streets, performs construction/rehabilitation work on 263 miles of sidewalks and 185 miles of curb and gutter sections, and assists in the maintenance of 77 miles of State roads within the City. Pavement maintenance activities include roadway patching, driveway tie-ins, and raising manhole covers. The Streets Bureau is also responsible for sweeping the City's parking garages and parking lots on a scheduled basis, sweeping all arterial streets leading into downtown, and all neighborhood streets with curbs and gutters.
STREETS DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$1,450,652 264,629 282,189 76,999 29,725 $2,104,194
$1,426,626 313,477 245,520 78,946 24,034 $2,088,603
$1,544,001 267,481 270,393 162,632 15,200 $2,259,707
$1,661,699 268,377 257,531 166,160 191,000 $2,544,767
27
27
27
29
FY 2014-15 BUDGET HIGHLIGHTS The Streets Division budget increases 12.6% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $117,698 in personnel services primarily due to the addition of two Streets Cleaning Tech II positions ($93,017) to service the downtown and surrounding areas. A portion of one of the positions will be funded by a transfer from the Downtown Infrastructure Fund. These additional positions are partially offset by a $70,000 reduction in overtime expenditures incurred by the Downtown Infrastructure Maintenance division. • $191,000 in capital outlay is budgeted for the replacement of one tractor backhoe, one sand spreader, and one dump truck. STRATEGIC INITIATIVES SUSTAINABLE CITY Pressure wash downtown sidewalks at least once a year along with litter program. Flush down streets when needed and sweep curb and gutter in neighborhoods. Help with clean-up following after hour special events.
GENERAL FUND
Completed Initiative
FY 13-14 Initiative
Ongoing Initiative
PAGE D-96
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
BUILDING SERVICES DIVISION Building Services provides maintenance, repair, and renovation services for all City-owned buildings, and provides technical support and assistance to departments in new facility construction. This division administers contracts for janitorial service, elevator service, pest control, termite inspection, fire alarms, fire sprinkler service, fire extinguisher inspection service, and overhead crane inspection. Building Services also provides assistance to Greenlink Transit with installation and maintenance of shelters at bus stops and other related equipment. The division also assists Grounds Maintenance with lighting at all City owned ball fields.
BUILDING SERVICES DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$627,830 639,263 15,605 13,881 0 $1,296,579
$636,597 598,253 20,278 14,119 0 $1,269,247
$645,007 671,172 21,438 45,012 0 $1,382,629
$651,904 669,862 17,213 45,387 0 $1,384,366
10
10
10
10
FY 2014-15 BUDGET HIGHLIGHTS The Building Services Division budget increases 0.1% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $6,897 in personnel services primarily due to compensation adjustments offset by changes in health benefits elections. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Maintain all City facilities to provide Citizens and City employees with a quality environment to work and meet. SUSTAINABLE CITY Use materials when replacing roofing, and in the construction of new facilities, that will help to reduce the City’s carbon foot print on the environment.
GENERAL FUND
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-97
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(BUILDING SERVICES DIVISION CONTINUED) PRINCIPAL CITY BUILDINGS (EXCLUDING PARKING)
Bldg. Description
Address
Acres
Sq. Ft.
Year Built/Acquired
General: Building Maintenance Shop City Hall Fleet Service Center Municipal Court TD Convention Center Parks & Grounds Shop Public Works Supply Bldg. Public Works/Sanitation Bldg. Public Works Building Traffic Engineering Bldg. Fire Station #2 - West End Fire Station #3 - Augusta St. Fire Station #4 - Stone Avenue Fire Station #5 - Pleasantburg Fire Station #6 - Eastside Fire Station #7 - N. Main St.
65 Mayberry St. 206 S. Main St. 348 S. Hudson St. 426 N. Main St. One Exposition Drive 423 E. Park Ave. 40 Mayberry St. 360 S. Hudson St. 325 S. Hudson St. 26 Woods Lake Road 125 N. Leach St. 2101 Augusta St. 880 E. Stone Ave. 30 Waite St. 14 Pelham Rd. 801 Rutherford Rd.
2.34 0.13 16.27 21.42 39 2.4 (a) 1.6 2.35 1.04 0.9 0.32 0.59 0.89 0.63 2.5
6,500 100,000 32,638 26,800 563,000 7,673 6,000 10,752 9,600 7,950 7,825 7,740 7,740 9,835 5,500 12,041
1990 1972 1970 1940 1964 1951 1987 1991 1969 2005 1969 1950 1951 1967 1989 2006
Leased to Other Party: Army Reserve Building A. Wilkes Women's Home Falls Cottage Kilgore Lewis House United Ministries Women's Club
Laurens Road 614 Pendleton St. 615 S. Main St. 560 N. Academy 600 Pendleton St. 7 Bennett St.
3.42 0.37 0.53 (b) 0.07 0.53
31,994 4,500 1,800 5,000 4,242 5,864
1962 1900 1936 1838 1960 1890
(a) Included in 16.27 acres for Fleet Service Center (b) Included in 21.42 acres for Municipal Court.
GENERAL FUND
PAGE D-98
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
TROLLEY OPERATIONS Beginning in FY 2013-14 Trolley Operations have been assumed by the Greenville Transit Authority and are recorded in the Transit Enterprise Fund.
TROLLEY OPERATIONS
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES
GENERAL FUND
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$98,636 12,000 29,987 0 0 $140,623
$94,059 12,000 49,856 0 0 $155,915
$0 0 0 0 0 $0
$0 0 0 0 0 $0
PAGE D-99
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
DOWNTOWN INFRASTRUCTURE MAINTENANCE The Downtown Infrastructure Maintenance Crew provides street and sidewalk maintenance and improvements within the downtown area. Personnel provide long-term maintenance of infrastructure improvements funded through proceeds generated from the Downtown Infrastructure Fund.
DOWNTOWN INFRASTRUCTURE MAINTENANCE
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$289,089 81,760 18,626 4,951 0 $394,426
$271,078 45,792 20,949 4,853 0 $342,672
$311,639 75,000 23,369 6,227 75,831 $492,066
$245,442 75,000 40,711 5,327 0 $366,480
4
4
4
4
FY 2014-15 BUDGET HIGHLIGHTS The Downtown Infrastructure Maintenance budget decreases 25.5% from the FY 2013-14 Adopted Budget and reflects: • A net decrease of $66,197 in personnel services primarily attributable to a $70,000 decrease in overtime charges due to the addition of two positions in the Streets Division that will assume a portion of these duties. STRATEGIC INITIATIVES PROSPEROUS CITY Continue annual pressure washing of all sidewalks on Main Street in the downtown area.
GENERAL FUND
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-100
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PARKS AND RECREATION Mission Statement It is the mission of the Parks and Recreation Department to improve the quality of life of Greenville citizens by providing high-quality parks and recreation services, improving neighborhoods, and maintaining public facilities at a high standard.
GENERAL FUND
PAGE D-101
FY 2014-15 OPERATING BUDGET
GENERAL FUND
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE D-102
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PARKS AND RECREATION OVERVIEW The Parks and Recreation Department oversees the maintenance of 39 parks occupying more than 322 acres within the City, schedules and coordinates year-round athletic and youth programs, operates five community centers that offer general leisure activities and special summer programs, maintains over 500 beautification sites totaling 75 acres, and maintains trees on rights-of-way and public park land. The Parks and Recreation Department is also responsible for urban design projects including streetscape design, bicycle facility design, and the design of public open space, trail design and construction management, sustainability planning and initiatives including staffing the newly established Green Ribbon Committee, and the Greenville Zoo, which is operated as an enterprise fund. CITY MANAGER
PARKS & RECREATION DIRECTOR (01 FT)
RECREATION (13 FT) (12 PT)
PARKS
ADMINISTRATION (07 FT)
AND
GREENVILLE ZOO (ENTERPRISE FUND) (33 FT)
GROUNDS
PARKS MAINT. DIVISION (20 FT)
RIGHTS-OF-WAY DIVISION (08 FT)
BEAUTIFICATION DIVISION (15 FT)
TREE MAINT. DIVISION (05 FT)
FALLS PARK CREW (13 FT)
PARKS AND RECREATION DEPARTMENT FY 2014-15 PERSONNEL SUMMARY 2011-12 2012-13 2013-14 Actual Actual Budget Authorized Staffing Parks and Recreation Administration Recreation Division Parks Maintenance Division Rights-of-Way Division Beautification Division Tree Maintenance Division Falls Park Crew TOTAL STAFFING
GENERAL FUND
7 24 18 8 18 5 11 91
8 24 20 8 15 5 11 91
8 25 20 8 15 5 11 92
2014-15 Budget
Total Change FY15 - FY14
8 25 20 8 15 5 13 94
0 0 0 0 0 0 2 2
PAGE D-103
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 PARKS AND RECREATION DEPARTMENT OPERATING BUDGET $7,513,243 Administration 11%
Falls Park Crew 14%
Recreation 22%
Tree Maintenance 6%
Beautification 16% Rights-of-Way 8%
Parks Maintenance 23%
PARKS AND RECREATION DEPARTMENT FY 2014-15 OPERATING BUDGET SUMMARY
Divisions Parks and Recreation Administration Recreation Division Parks Maintenance Division Rights-of-Way Division Beautification Division Tree Maintenance Division Falls Park Crew TOTAL Expenditure Category Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXP. BY CATEGORY
GENERAL FUND
$
$
$
$
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
% Change FY15 - FY14
668,247 1,166,353 1,436,909 548,516 1,205,822 454,660 739,590 6,220,097
720,853 1,289,796 1,669,189 556,160 1,036,405 493,752 786,521 6,552,676
781,521 1,505,460 1,728,221 625,242 1,142,209 547,374 854,572 7,184,599
797,406 1,629,960 1,710,234 628,819 1,195,263 480,820 1,070,741 7,513,243
2.0% 8.3% -1.0% 0.6% 4.6% -12.2% 25.3% 4.6%
4,361,287 1,334,610 329,019 147,097 48,084 6,220,097
4,502,872 1,475,492 320,585 152,185 101,542 6,552,676
4,904,540 1,562,623 388,002 146,290 183,144 7,184,599
5,019,339 1,824,184 360,954 203,766 105,000 7,513,243
2.3% 16.7% -7.0% 39.3% -42.7% 4.6%
PAGE D-104
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PARKS AND RECREATION ADMINISTRATION The Parks and Recreation Administration division provides administrative oversight and support for all department divisions including recreational services, parks and grounds operations, and the Greenville Zoo. The Administration Division also funds positions that manage greenway developments, City sustainability and climate action efforts, capital project management, and urban design services for streetscapes, parks, and public spaces. This division also funds the personnel and expenditures needed to maintain the department’s fleet of mowers and other equipment used for park and facility maintenance.
PARKS AND RECREATION ADMINISTRATION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$506,138 155,470 105 6,534 0 $668,247
$564,157 144,119 5,648 6,929 0 $720,853
$587,767 159,711 5,366 28,677 0 $781,521
$606,900 156,335 2,159 32,012 0 $797,406
7
8
8
8
FY 2014-15 BUDGET HIGHLIGHTS The Parks and Recreation Administration budget increases 2.0% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $19,133 in personnel services primarily attributable to compensation adjustments and changes in employee health benefits elections. STRATEGIC INITIATIVES SAFE CITY Provide administrative oversight that ensures all department facilities and services are safely managed.
GENERAL FUND
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-105
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(PARKS AND RECREATION ADMINISTRATION CONTINUED) SUSTAINABLE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Provide administrative oversight to ensure that all department operations use the best management practices in protecting and conserving natural resources and reducing organizational waste.
Assist and support the Parks and Recreation divisions in developing “green” programs that educate the general public on protecting the City’s natural resources.
CITY OF NEIGHBORHOODS
Completed Initiative
FY 14-15 Initiative
Engage neighborhood residents to solicit input on improvement projects at neighborhood facilities. MOBILE CITY
Completed Initiative
FY 14-15 Initiative
Develop plans and manage projects that extend the development of the City’s trail system. CITY OF CULTURE AND RECREATION
Ongoing Initiative
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Develop, with recreation staff, introductory and advanced learning opportunities through recreational, athletic, educational, arts, and cultural programs.
Develop a strategic plan that advances the development of the regional park planned for the City.
INCLUSIVE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Provide administrative oversight that ensures that programs, services, and facilities are available to all residents.
Initiate a review of all department policies and procedures that allows all residents an equal opportunity to reserve park and recreational facilities through consistently applied processes.
GENERAL FUND
PAGE D-106
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
RECREATION DIVISION The Recreation Division is responsible for the oversight and management of the City’s community centers and athletic programs. The division operates five community centers located throughout Greenville, with programs and services for preschoolers to senior adults. These centers provide important recreational, educational, and cultural services to City residents including four special emphasis neighborhoods. Children, teens, and families have numerous opportunities to participate in a variety of classes, fitness, travel, sports, cultural, arts, after-school, and summer programs. In addition the Division develops, delivers, and administers a variety of recreational opportunities for youth and adults. Year-round programs and activities include basketball, soccer, t-ball, special events, tennis, football, softball, volleyball, skills development, and instructional sports leagues.
RECREATION DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff Part-Time Staff TOTAL STAFFING
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$864,225 262,675 19,157 20,296 0 $1,166,353
$950,118 295,847 22,332 21,499 0 $1,289,796
$1,093,873 334,807 32,588 44,192 0 $1,505,460
$1,099,284 412,530 32,487 85,659 0 $1,629,960
12 12 24
12 12 24
13 12 25
13 12 25
FY 2014-15 BUDGET HIGHLIGHTS The Recreation Division budget increases 8.3% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $5,411 in personnel services primarily attributable to compensation adjustments and changes in employee health benefits elections. • $70,000 is budgeted in operating expenditures to replace the roof at the West Greenville Community Center.
GENERAL FUND
PAGE D-107
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(RECREATION DIVISION CONTINUED) SAFE CITY
Completed Initiative
FY 14-15 Initiative
Provide safe and structured programs for youth and adults that meet the appropriate instructor/participant ratio. SUSTAINABLE CITY
Completed Initiative
FY 14-15 Initiative
Continue programming for youth and adults that promotes the public’s health and well-being. CITY OF NEIGHBORHOODS
Ongoing Initiative
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Enhance athletic programs that are based in neighborhood community centers.
Facilitate quarterly PlayStreet events in different neighborhoods throughout the City.
CITY OF CULTURE AND RECREATION
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Continue collaborating with organizations to offer adult athletic programs and continue to improve the ongoing youth athletic programs facilitated by staff.
Grow the Let’s Move program in an effort to introduce more kids to healthy lifestyles.
INCLUSIVE CITY Develop and support initiatives that are initiated through the Youth Commission.
GENERAL FUND
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-108
FY 2014-15 OPERATING BUDGET
GENERAL FUND
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE D-109
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PARKS MAINTENANCE DIVISION The Parks Maintenance Division maintains over 322 acres of public park lands at 39 locations containing 13 sports fields, 19 tennis courts, 25 basketball courts, and 35 playgrounds. The Parks Maintenance Division operates in a district system with three geographic maintenance districts (North, Central, and South), with a separate City-wide team assigned to playgrounds, athletic fields, and park amenities. The Parks Maintenance Division also assumes responsibility for the City’s trail system (Swamp Rabbit Trail) and cemeteries (Richland and Springwood).
PARKS MAINTENANCE DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$805,148 447,465 105,106 57,952 21,238 $1,436,909
$897,269 554,874 101,363 59,475 56,208 $1,669,189
$973,198 531,153 122,504 21,866 79,500 $1,728,221
$959,109 600,814 105,396 22,915 22,000 $1,710,234
18
20
20
20
FY 2014-15 BUDGET HIGHLIGHTS The Parks Maintenance Division budget decreases 1.0% from the FY 2013-14 Adopted Budget and reflects: • A net decrease of $14,089 in personnel services primarily attributable to compensation adjustments related to turnover. • A $67,600 increase in operating expenditures for a trail-maintenance contract to maintain the Swamp Rabbit Trail within the City. • $22,000 in capital outlay is budgeted for the replacement of one front mount mower. STRATEGIC INITIATIVES SAFE CITY Provide routine inspections of playgrounds to ensure compliance with national safety standards.
GENERAL FUND
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-110
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(PARKS MAINTENANCE DIVISION CONTINUED) SUSTAINABLE CITY
Completed Initiative
FY 14-15 Initiative
Provide a high quality park system while minimizing the amount of chemicals and fertilizer applied. CITY OF NEIGHBORHOODS
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Provide consistent maintenance services at all neighborhood parks and playgrounds.
Continue rehabilitation of neighborhood playgrounds with available funding.
MOBILE CITY
Completed Initiative
FY 14-15 Initiative
Preserve and maintain the City trails system that provides a safe and effective means of travel. CITY OF CULTURE AND RECREATION
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Protect and enhance the historic and cultural landscape elements of the City’s parks and cemeteries.
Continue improvements at Springwood and Richland Cemeteries.
GENERAL FUND
PAGE D-111
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
RIGHTS-OF-WAY DIVISION The Rights-of-Way Division (ROW) maintains 354 miles of medians and rights-of-way, as well as 36 alleyways; and assists in maintaining the Mauldin Road Landfill Site. It is also responsible for ICAR, I385, and Carolina Point Parkway. The ROW Division also operates the community service program, which utilizes individuals who have been assigned community service hours to pick up litter on City rights-of-way, and mows delinquent properties cited by Code Enforcement. In addition, this division manages volunteers working in park facilities or ROW areas, as well as manages adopt-a-road programs that are established during the fiscal year.
RIGHTS-OF-WAY DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$416,413 81,146 40,674 10,283 0 $548,516
$417,160 79,176 49,186 10,638 0 $556,160
$444,868 92,660 56,280 9,434 22,000 $625,242
$467,272 92,660 60,124 8,763 0 $628,819
8
8
8
8
FY 2014-15 BUDGET HIGHLIGHTS The Rights-of-Way Division budget increases 0.6% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $22,404 in personnel services primarily attributable compensation adjustments and changes in employee health benefits elections. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Eliminate sight distance issues along roadways. SUSTAINABLE CITY Continue maintenance of rights-of-way at a high level while minimizing the amount of chemicals and fertilizer applied.
GENERAL FUND
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-112
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
BEAUTIFICATION DIVISION The Beautification Division maintains over 500 beautification sites and locations totaling 75 acres and assists garden councils and clubs with horticultural concerns. Depending upon budget funds and donations to the Greenville Tree Foundation, beautification crews generally plant 300 to 400 trees and 15,000 annuals/perennials at the various beautification sites each year.
BEAUTIFICATION DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$903,715 163,662 86,830 24,769 26,846 $1,205,822
$757,650 167,940 85,336 25,479 0 $1,036,405
$842,507 179,880 89,793 19,029 11,000 $1,142,209
$860,680 182,237 76,004 18,342 58,000 $1,195,263
18
15
15
15
FY 2014-15 BUDGET HIGHLIGHTS The Beautification Division budget increases 4.6% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $18,173 in personnel services primarily attributable compensation adjustments and changes in employee health benefits elections. • A net increase of $2,357 in operating expenditures primarily for a $3,025 increase in maintenance contracts offset by a reduction in communications costs. • Continued funding for landscape maintenance on City’s gateway corridors. • $58,000 in Capital Outlay is budgeted for the replacement of two vehicles. STRATEGIC INITIATIVES SUSTAINABLE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Continue planting 300+ trees each year through the Tree Foundation.
Maintain garden areas and streetscapes at a high level while minimizing the amount of chemicals and fertilizer applied.
GENERAL FUND
PAGE D-113
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(BEAUTIFICATION DIVISION CONTINUED) PROSPEROUS CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Preserve and maintain the landscaping and streetscapes throughout the City of Greenville.
Continue the Main Street tree revitalization.
CITY OF NEIGHBORHOODS Continue beautification efforts at neighborhood community centers as funding allows.
MAJOR BEAUTIFICATION SITES Confederate Memorial Wells Fargo Courtyard Stone Park Municipal Court Rutherford Road Streetscape Shaw Garden Canal Insurance 400 North Main Pete Hollis Highway Market Point
GENERAL FUND
Crescent Avenue Hessie Morrah Greenway McPherson Park Peace Center Rock Quarry Garden Sue Simpson Garden Trexler Stone Avenue Streetscape Church Street Carolina Point
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Greenville Transit Authority Law Enforcement Center Woodruff Road One Plaza Rockwood Median Tower Drive Islands Vietnam Memorial TD Convention Center Fairforest Way Anderson Memorial
PAGE D-114
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
TREE MAINTENANCE DIVISION The Tree Maintenance Division maintains trees on rights-of-way and public park land and provides routine pruning and removal of unsafe trees. This division performs emergency tree trimmings and removals and enforces the City's tree ordinance. Additional responsibilities include hanging banner displays, special events, and Christmas lights.
TREE MAINTENANCE DIVISION
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$357,036 39,152 44,836 13,636 0 $454,660
$359,391 39,190 35,912 13,925 45,334 $493,752
$379,953 41,309 45,190 10,278 70,644 $547,374
$374,541 40,635 55,614 10,030 0 $480,820
5
5
5
5
STAFFING Full-Time Staff
FY 2014-15 BUDGET HIGHLIGHTS The Tree Maintenance Division budget decreases 12.2% from the FY 2013-14 Adopted Budget and reflects: • A net decrease of $5,412 in personnel services primarily attributable compensation adjustments related to position turnover and changes in employee health benefits elections. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Continue routine pruning and removal of unsafe trees. PROSPEROUS CITY Continue maintenance of Christmas lights and pole banners throughout downtown as funding allows.
GENERAL FUND
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-115
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FALLS PARK CREW The Falls Park Crew maintains Falls Park on the Reedy River, the Peace Center, Central Business District (including Main Street from Academy to the Greenville Drive Stadium), and associated improvements along the Reedy River waterfront. Falls Park features scenic overlooks, nature trails, picnic areas, excavated mill ruins, six landscaped garden areas, and the Reedy River waterfalls.
FALLS PARK CREW
EXPENDITURES Personnel Services Operating Expenditures Fleet Charges Risk Charges Capital Outlay TOTAL EXPENDITURES STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
$508,612 185,040 32,311 13,627 0 $739,590
$557,127 194,346 20,808 14,240 0 $786,521
$582,374 223,103 36,281 12,814 0 $854,572
$651,553 338,973 29,170 26,045 25,000 $1,070,741
11
11
11
13
FY 2014-15 BUDGET HIGHLIGHTS The Falls Park Crew budget increases 25.3% over the FY 2013-14 Adopted Budget and reflects: • A net increase of $69,179 in personnel services primarily attributable to the addition of two Maintenance Technician positions ($76,766); offset by changes related to position turnover and changes in employee health benefits elections. • Operating expenditures increase by $115,870 for the following: o $13,470 for equipment and supplies for the new crew, o $15,000 for a cleaning services for the One Plaza Restrooms, o $22,400 for seasonal labor for maintenance of Falls Park and Central Business District, o $30,000 for weekly landscaping maintenance at the Peace Center, o $27,000 for one-time costs to replace the lights on the Liberty Bridge, o $27,000 for the Liberty Bridge inspection which occurs every other year, and o a reduction of $19,000 for one-time costs to re-paint the Liberty Bridge. • $25,000 is budgeted for the purchase of a vehicle for the new crew. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Ensure that Falls Park remains safe, attractive, and inviting for public use by establishing a regular program of grounds maintenance and continually upgrading or replacing park amenities. PROSPEROUS CITY Maintain Falls Park as a centerpiece attraction for the community and for bringing additional visitors to Greenville.
GENERAL FUND
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE D-116
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
INTERNAL SERVICE FUNDS Internal Service Funds are used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City on a cost reimbursement basis. Expenses of these funds are included in the budgets of the respective departments and agencies that use the services. Internal Service Funds have been established for the following functions: Health Benefits Fund Risk Management Fund Fleet Services Fund
INTERNAL SERVICE FUNDS
PAGE E-1
FY 2014-15 OPERATING BUDGET
INTERNAL SERVICE FUNDS
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE E-2
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
HEALTH BENEFITS FUND The Health Benefits Fund accounts for all financial activities of the City’s health, dental, life, disability, and pharmacy programs. The Health Benefits Fund was established in January 2014 when the City converted to a self-insured model from a fully-insured model. HEALTH BENEFITS FUND 2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
Revenues Employer Health Premiums $ Employee Health Premiums Retiree Medical Benefit Payments Retiree Health Premiums Employer Dental Premiums Employee Dental Premiums Life and Disability Ins. Premiums Interest/Other TOTAL REVENUES
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
7,613,760 2,342,762 650,000 361,956 510,744 174,370 349,546 0 12,003,138
Expenses Salaries and Benefits FSA Admin. Fee Health Ins. Admin. Fee Health Ins. Stop Loss Health Claims Health Claims Reserve Dental Ins. Admin. Fee Dental Claims Health Medicare Supplement Life and Disability Insurance Vision Insurance SC ORBET Payment TOTAL EXPENSES
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0
42,371 12,000 491,892 784,557 8,465,408 695,856 41,568 643,546 183,429 349,546 105,000 187,965 12,003,138
Change in net assets
0
0
0
0
Total net assets, beginning of year
0
0
0
0
0
0
0
0
0
0
0
1
Total net assets, end of year STAFFING Full-Time Staff
INTERNAL SERVICE FUNDS
$
PAGE E-3
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(HEALTH BENEFITS FUND CONTINUED) FY 2014-15 BUDGET HIGHLIGHTS The Health Benefits Fund was established in January 2014 and FY 2014-15 represents the first full year of self-insured funding. The fund includes the establishment of one Administrative Assistant position organizationally located in the Human Resources Department. The fund’s $12 million dollar budget is based on full employment of the City’s workforce. Turnover rates of approximately 5% reduce both Health Premium revenues and projected Health Claims; the Health Claims Reserve reflects this adjustment in the amount of $695,856. All other expense amounts are based on current participating levels of active and retired employees in the benefit program.
INTERNAL SERVICE FUNDS
PAGE E-4
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
RISK MANAGEMENT FUND The Risk Management Fund accounts for all financial activities related to workers’ compensation, automobile liability, general liability, employment practices liability, public officials liability, law enforcement liability, property, and automobile physical damage. Revenues are based on a cost allocation system that reflects each division’s forward looking risk exposure (number of employees, percentage of payroll, and number of vehicles) and its five-year historical claims experience. The City is self-insured for all workers’ compensation losses up to $550,000 per occurrence for public safety and $400,000 per occurrence for all other employees; maintains a self-insured retention of $100,000 for general liability, employment practices liability, law enforcement liability, and public officials liability; and a $25,000 deductible for property losses. Program expenses and reserve funding requirements are allocated to the operating agencies. An actuarial report is prepared annually to determine the adequacy of fund reserves. Oversight is provided by the Risk Manager who monitors claims and expenses, and evaluates the adequacy of reserves. RISK MANAGEMENT FUND
REVENUES Transfers: General Fund Other Funds Reimbursements TOTAL REVENUES
$
EXPENSES Personnel and Operating Workers' Comp - Claims Premiums - Liability/Property Claims - Liability/Property TOTAL EXPENSES Operating Income Non-operating revenue Interest earnings
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
1,329,086 680,794 291,798 2,301,678
1,359,264 692,836 425,347 2,477,447
1,505,093 620,493 128,488 2,254,074
1,618,580 662,910 112,500 2,393,990
124,484 643,132 759,349 864,070 2,391,035
120,055 974,399 706,892 907,668 2,709,014
134,488 793,819 801,767 530,000 2,260,074
118,500 818,213 805,277 658,000 2,399,990
(89,357)
(231,567)
(6,000)
(6,000)
6,000
6,000
8,088
6,433
Change in net assets
(81,269)
(225,134)
Total net assets, beginning of year
751,419
670,150
445,016
445,016
670,150
445,016
445,016
445,016
1
1
1
1
Total net assets, end of year STAFFING Full-Time Staff
INTERNAL SERVICE FUNDS
$
0
0
PAGE E-5
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(RISK MANAGEMENT FUND CONTINUED) FY 2014-15 BUDGET HIGHLIGHTS The Risk Management Fund expense budget increases 6.2% over the FY 2013-14 Adopted Budget and reflects: • Operating decrease of $18,000 for the reallocation of the costs associated with the Employee Assistance Program (EAP) to the Occupational Health Division in the General Fund. • An increase of $24,394 in workers’ compensation expenses. • An increase of $128,000 in property and liability claims based on actuarial projections. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Maintain a reserve in the Risk Management Fund that is adequate to fund expected liabilities at a 50% probability level (i.e., funds will be sufficient to cover liabilities five years out of ten).
Continue activities to identify hazards, and assess and control risks to meet both regulatory obligations and reduce risk of loss to the City of Greenville.
Maintain risk management monitoring to create a culture that promotes awareness and departmental accountability for accidents and injuries.
INTERNAL SERVICE FUNDS
PAGE E-6
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FLEET SERVICES FUND Organizationally located in the Public Works Department, Fleet Services is responsible for management and maintenance of the City’s fleet of vehicles and rolling stock. This division also manages the Public Works safety and training operations; and also manages the cell phones for the Public Works Department. FLEET SERVICES FUND 2011-12 Actual REVENUES Transfers: General Fund Other Funds Reimbursements Other Revenues TOTAL REVENUES
$
EXPENSES Personnel Services Operating Expenses Parts Fuel Outside Repairs Risk Charges Capital Outlay TOTAL EXPENSES Operating Income Change in net assets Adjustments-CAFR Depreciation Change in net assets, adjusted Total net assets, beginning of year Total net assets, end of year STAFFING Full-Time Staff
INTERNAL SERVICE FUNDS
$
2012-13 Actual
2013-14 Budget
2014-15 Budget
2,138,992 2,313,857 43,959 105,580 4,602,388
2,162,154 2,190,729 29,447 32,626 4,414,956
2,349,120 2,502,187 44,243 80,000 4,975,550
2,195,172 2,964,957 20,635 15,000 5,195,764
746,881 179,140 885,802
672,875 223,409 749,819
813,347 160,175 914,937
962,499 170,428 779,737
2,232,854 502,905 54,806 0 4,602,388
2,293,311 404,858 55,600 0 4,399,872
2,606,670 459,111 21,310 0 4,975,550
2,733,991 471,737 42,372 35,000 5,195,764
0
15,084
0
0
0
15,084
0
0
(15,345)
(15,550)
0
0
(15,345)
(466)
0
0
77,742
62,397
61,931
61,931
62,397
61,931
61,931
61,931
13.5
13.5
14
17
PAGE E-7
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(FLEET SERVICES FUND CONTINUED) FY 2014-15 BUDGET HIGHLIGHTS The Fleet Services budget increases 4.4% over the FY 2013-14 Adopted Budget and includes: • An increase of $149,152 in personnel services primarily due to the addition of three Fleet Mechanic positions in order to meet current demand and to incorporate recommendations of the Fleet Study. • Parts costs decrease $135,200 due to decreased usage. • Fuel costs increase $127,321 based on current consumption. • Outside repairs costs increase $12,626 due to projected usage. • $35,000 is budgeted to replace one service truck. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Provide a safe and efficient fleet of vehicles and communications equipment. PROSPEROUS CITY
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Increase the return on salvaged vehicles by using internet auctions.
Reduce the cost of mobile communications by performing more in-house programming and repairs on mobile radio systems.
INTERNAL SERVICE FUNDS
PAGE E-8
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
SPECIAL REVENUE FUNDS Special Revenue Funds are used to account for the proceeds of specific revenue sources (other than major capital projects) that are restricted by law or administrative action to expenditures for specified purposes. Annual budgets are established for the following Special Revenue Funds:
Community Development
State Accommodations Tax
HOME Program
Local Accommodations Tax
HOPWA Program
Admissions Tax
Hospitality Tax
Victim Witness
Sunday Alcohol Permits
Utility Undergrounding
SPECIAL REVENUE FUNDS
PAGE F-1
FY 2014-15 OPERATING BUDGET
SPECIAL REVENUE FUNDS
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE F-2
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
COMMUNITY DEVELOPMENT The Community Development Fund is a special revenue fund used to record the receipt and expenditure of Community Development Block Grant (CDBG) monies. The Community Development program strives to upgrade the living conditions of low and moderate income persons in targeted areas within the City of Greenville. A number of projects are funded by CDBG monies, including lowinterest rehabilitation loans, new home ownership, housing assistance programs, and the offering of financial and administrative support to various public improvements and human service projects.
COMMUNITY DEVELOPMENT 2011-12 2012-13 Actual Actual REVENUES Entitlement Interest Other TOTAL REVENUES
$
EXPENDITURES Administration Projects TOTAL EXPENDITURES
2013-14 Budget
2014-15 Budget
1,121,794 1,347 42,035 1,165,176
663,909 849 14,237 678,995
779,834 0 5,000 784,834
784,740 5,000 0 789,740
481,105 748,015 1,229,120
381,937 284,929 666,866
447,783 339,162 786,945
415,886 373,854 789,740
Excess (deficiency) of revenues over expenditures
(63,944)
12,129
(2,111)
Fund balance, beginning of year
145,890
81,946
94,075
91,964
81,946
94,075
91,964
91,964
9
8
8
8
Fund balance, end of year STAFFING Full-Time Staff
$
0
*Two positions for the Community Challenge Grant are paid for out of the Miscellaneous Grants Fund, but are recorded here for organizational purposes only.
SPECIAL REVENUE FUNDS
PAGE F-3
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(COMMUNITY DEVELOPMENT CONTINUED) FY 2014-15 COMMUNITY DEVELOPMENT PROGRAMS Owner-Occupied Home Ownership Rehabilitation Citywide Property Acquisition Comprehensive Jobs Training (LADDER Program) After School Tutorial (City Comm. Centers Bureau) Comprehensive Housing Counseling (KEY Program) Microloan Program Grant Assistance Partnership for Special Emphasis Neighborhood Association Activities (G.A.P.) Fair Housing (Human Relations Comm. Fair Housing Program) Housing Assistance Administration Administration (20%) Total Community Development Programs and Activities
$134,000 102,154 55,700 25,000 15,000 20,000 13,000 9,000 258,938 156,948 $789,740
STRATEGIC INITIATIVES Completed Initiative
PROSPEROUS CITY
FY 14-15 Initiative
Create economic development opportunities through the Comprehensive Jobs Training/Improvement and Placement Program (LADDER).
Ongoing Initiative
Completed Initiative
CITY OF NEIGHBORHOODS
FY 14-15 Initiative
Ongoing Initiative
Support residential development through acquisition of vacant and deteriorated properties.
Increase affordable housing opportunities and improvements through a comprehensive housing counseling program (KEY Program), rental rehabilitation loan program, partnerships with community housing development organizations, and partnerships with nonprofit and private developers.
Increase affordable housing opportunities. Develop public and private partnerships for financing capital improvement projects.
HOUSING ACCOMPLISHMENTS PROGRAM
2009
2010
2011
2012
2013
Housing Rehabilitation
27 units
24 units
20 units
22 units
21 units
New Housing Construction
27 units
48 units
26 units
16 units
16 units
Rehabilitation Loans and Grants
5 households
12 households
7 households
7 households
9 households
Fair Housing
188 persons assisted
602 persons assisted
205 persons assisted
180 persons assisted
160 persons assisted
Self Sufficiency for Residents
142 in KEY and LADDER programs
126 in KEY and LADDER programs
155 in KEY and LADDER programs
164 in KEY and LADDER Programs
156 in KEY and LADDER Programs
SPECIAL REVENUE FUNDS
PAGE F-4
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
HOME PROGRAM The HOME Program Fund is used to record receipts and expenditures related to the HOME Program grant. This program is aimed at expanding the supply of decent affordable housing for low-income residents, with most of the projects designated for five Community Development target areas.
REVENUES Grant Other TOTAL REVENUES
$
EXPENDITURES Program Expenditures TOTAL EXPENDITURES Excess (deficiency) of revenues over expenditures Fund balance, beginning of year Fund balance, end of year
$
HOME PROGRAM 2012-13 2011-12 Actual Actual
2013-14 Budget
2014-15 Budget
652,424 311 652,735
217,039 0 217,039
218,606 0 218,606
222,825 0 222,825
653,819 653,819
202,586 202,586
218,606 218,606
222,825 222,825
(1,084)
14,453
0
0
126,082
124,998
139,451
139,451
124,998
139,451
139,451
139,451
FY 2014-15 HOME PROGRAMS Administration Owner-Occupied Repair Genesis Homes – Greenline-Spartanburg/Nicholtown Allen Temple CEDC Total HOME Program Activities
$22,282 80,543 60,000 60,000 $222,825
STRATEGIC INITIATIVES CITY OF NEIGHBORHOODS Leverage funding for the construction of three rental units by Genesis Homes.
Completed Initiative
FY 14-15 Initiative
Leverage funding for the rehabilitation of 25 owner-occupied units in the City’s Special Emphasis Neighborhoods. Leverage funding for the development of four rental units by Allen Temple CEDC.
SPECIAL REVENUE FUNDS
Ongoing Initiative
PAGE F-5
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
HOPWA PROGRAM Housing Opportunities for Persons with AIDS The Housing Opportunities for Persons with AIDS (HOPWA) Fund was established in FY 2002-03 to record receipts and expenditures related to the HOPWA program. This program, under Code of Federal Regulations Title 24 (Housing and Urban Development), Part 574 (Housing Opportunities for Persons with AIDS), allows for funds to be used to assist in all forms of housing and supportive services to prevent homelessness. Assistance includes emergency financial assistance, rent, utilities, mortgage, prescriptions, transportation, and counseling for persons with HIV/AIDS. Allocation of funding is based upon number the number of HIV/ AIDS cases identified in the Eligible Metropolitan Statistical Area (EMSA) which includes Anderson, Greenville, Pickens, and Laurens Counties. The City received State funds until FY 2008-09 and the EMSA has since met the threshold of HIV/AIDS cases to become an entitlement community and receive direct federal funding.
HOUSING OPPORTUNITIES FOR PERSONS WITH AIDS (HOPWA) 2011-12 2012-13 2013-14 Actual Actual Budget REVENUES Grant TOTAL REVENUES
2014-15 Budget
0 0
256,081 256,081
282,356 282,356
360,394 360,394
EXPENDITURES Program expenditures TOTAL EXPENDITURES
0 0
232,834 232,834
282,356 282,356
360,394 360,394
Excess (deficiency) of revenues over expenditures
0
23,247
0
0
$
Fund balance at beginning of year Fund balance at end of year
$
0
0
23,247
23,247
0
23,247
23,247
23,247
FY 2014-15 HOPWA PROGRAMS Administration AID Upstate Upper Savannah Care Services Total HOME Program Activities
SPECIAL REVENUE FUNDS
$10,811 319,631 29,952 $360,394
PAGE F-6
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(HOPWA CONTINUED) STRATEGIC INITIATIVES CITY OF NEIGHBORHOODS
Completed Initiative
Prevent homelessness by providing services to nearly 300 people living with HIV/AIDS in Greenville, Laurens, and Pickens counties. INCLUSIVE CITY The City of Greenville will administer HOPWA funding on behalf of two organizations: AID Upstate (serving Greenville and Pickens counties) and Upper Savannah Care Services (serving Laurens County).
SPECIAL REVENUE FUNDS
FY 14-15 Initiative
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE F-7
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
HOSPITALITY TAX By City Ordinance No. 2000-79, the City of Greenville enacted a 2% hospitality tax on prepared meals and beverages in the City. The proceeds are to be used for tourist-related activities, improvements, and facilities as allowed under state law. HOSPITALITY TAX 2011-12 Actual REVENUES / TRANSFERS IN Hospitality Tax Penalties/Late Fees Interest Bond Proceeds External Reimbursements Transfers In
$
EXPENDITURES / TRANSFERS OUT Operating Expenditures 2004 COPs Principal 2004 COPs Interest 2011 Revenue Bond Principal 2011 Revenue Bond Interest 2012 Revenue Bond Principal 2012 Revenue Bond Interest Other Debt Service Costs Payment to Refunded Debt Escrow Agent Transfer to Miscellaneous Grants Transfer to TD Convention Center Transfer to Capital Projects Fund Transfer to Parking Fund Transfer to Zoo Enterprise Fund Transfer To G'ville Public Facilities Corp. Transfer to General Fund Excess (deficiency) of revenues over expenditures Fund balance, beginning of year Reclassification due to GASB 61 Fund balance, end of year Fund Balance Reserved for debt service reserve fund Reserved for debt service monthly deposits Fund Balance Reserve Restricted for Tourism Related Expend.
$
$
SPECIAL REVENUE FUNDS
2013-14 Budget
2014-15 Budget
7,088,246 14,311 38,886 0 22,205 150,000 7,313,648
7,815,817 27,356 3,027 3,967,000 0 279,253 12,092,453
7,825,000 20,000 5,000 0 0 0 7,850,000
8,695,320 12,480 3,100 0 0 0 8,710,900
75,000 280,000 194,105 1,065,000 908,865 0 0 5,184 0 0 853,959 707,476 557,000 475,000 0 2,374,921 7,496,510
8,000 0 0 1,200,000 764,136 191,000 42,088 15,500 112,699 1,019 1,142,321 1,193,981 0 457,417 3,878,440 2,490,607 11,497,208
100,000 0 0 1,235,000 730,311 312,000 63,814 6,000 0 0 936,998 2,581,000 48,000 395,127 0 2,500,531 8,908,781
60,000 0 0 1,285,000 683,011 322,000 58,542 6,000 0 0 946,953 2,475,000 0 395,127 0 2,636,347 8,867,980
(182,862)
$
2012-13 Actual
595,245
(1,058,781)
(157,080)
5,300,117 0 5,117,255
5,117,255 (436,808) 5,275,692
5,275,692 0 4,216,911
4,216,911 0 4,059,831
2,008,372 661,800 500,000 1,947,083 5,117,255
1,512,701 585,060 500,000 2,677,931 5,275,692
1,512,701 585,060 500,000 1,619,150 4,216,911
1,512,701 585,060 500,000 1,462,070 4,059,831
PAGE F-8
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(HOSPITALITY TAX CONTINUED) FY 2014-15 BUDGET HIGHLIGHTS The Hospitality Tax Fund budget reflects: • The FY 2013-14 Adopted Budget was amended for $120,115 for the new Falls Park and downtown security measures that were implemented during the year. • Hospitality tax revenues (not including delinquents or penalties) are projected to increase by 11.1% over the FY 2013-14 budget estimate. This is due to better than anticipated year-todate collections in FY 2013-14 which are estimated at $8,361,000 for the year. • The transfer to the TD Convention Center Fund is $946,953 to offset the facility’s operating loss, management and incentive fee, QECB debt service costs, and risk management costs. • The transfer to the Zoo Fund is $395,127. This transfer offsets the operating loss at that facility. • $2,636,347 is transferred to the General Fund to offset operating expenditures associated with special events and tourism. This transfer is used primarily for public safety and parks and recreation, as well as other staff support for special events and tourism. Funding also includes collection costs. • $2,475,000 is for the following capital projects: o City Park Phase I ($1,225,000) o Trail Expansion ($1,000,000) o Public Safety Cameras ($250,000) • The City’s contribution to the “Yeah, That Greenville” campaign is $60,000; a reduction of $40,000 from FY 2013-14. The campaign will still receive the same total funding as the prior year across all funding sources. • Maintains $500,000 fund balance reserve to account for unanticipated opportunities and potential fluctuations in the revenue stream.
SPECIAL REVENUE FUNDS
PAGE F-9
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
SUNDAY ALCOHOL PERMITS As approved by City voters in 1999, special permits are issued by the State Department of Revenue for the sale of alcoholic beverages on Sundays in the City of Greenville. The revenue may be used only for capital improvements to tourism-related buildings; the purchase or renovation of buildings which are historic properties; festivals with an impact on tourism; and open space preservation. The revenue may not be used for operating expenses of tourism-related buildings. The revenue estimate for FY 2014-15 is based on the issuance of 88 annual permits at $3,000 each. SUNDAY ALCOHOL PERMITS 2011-12 Actual REVENUES Permit Fee Interest Transfers In TOTAL REVENUES
$
EXPENDITURES / TRANSFERS OUT Transfer to Hospitality Tax Fund Transfer to Parking Fund Transfer to Capital Projects Fund Art in Public Places City Council Reserve TOTAL EXPENDITURES
2012-13 Actual
2013-14 Budget
2014-15 Budget
279,300 209 0 279,509
239,300 428 0 239,728
246,000 200 0 246,200
264,000 300 0 264,300
100,000 0 170,000 0 19,833 289,833
100,000 0 20,000 0 15,000 135,000
0 350,000 40,000 75,000 20,000 485,000
0 0 100,000 75,000 20,000 195,000
Excess (deficiency) of revenues over expenditures
(10,324)
104,728
(238,800)
69,300
Fund balance, beginning of year
174,024
163,700
268,428
29,628
163,700
268,428
29,628
98,928
Fund balance, end of year
$
FY 2014-15 BUDGET HIGHLIGHTS The Sunday Alcohol Permits Fund budget reflects: • The FY 2013-14 Adopted Budget was amended for a transfer of $350,000 to the Parking Fund for construction of new parking garages. • $75,000 is included for Art in Public Places. • A contingency of $20,000 set up for tourism-related festivals. • $100,000 is transferred to the Capital Projects Fund for the Augusta Street at Fluor Field Streetscape Project. CHANGE IN FUND BALANCE The projected increase in fund balance from $29,628 to $98,928, or 233.9%, is attributable to accumulating funds for future capital projects proposed in the planning years of the FY 2015-2019 Capital Improvement Program. SPECIAL REVENUE FUNDS
PAGE F-10
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
STATE ACCOMMODATIONS TAX By a 1984 act of the General Assembly, a 2% tax is imposed on all accommodations in the State of South Carolina. These monies are collected by the State and distributed to counties and municipalities. The proceeds must be spent for tourism promotion and tourism-related expenditures. Projects are reviewed by an Accommodations Tax Advisory Committee. State law provides that (a) the first $25,000 must be allocated to the City’s General Fund for general purpose use; (b) 5% of the balance must also be allocated to the City’s General Fund; (c) 30% of the balance must be allocated for the purpose of advertising and promotion of tourism; and (d) the remaining balance must be used for tourism-related expenditures. The City Council adopted a Grant-In-Aid Policy that stipulates the establishment of a City Council reserve for unanticipated events, festivals, and other opportunities. This budget includes $50,000 for the Council’s contingency. STATE ACCOMMODATIONS TAX 2011-12 2012-13 Actual Actual REVENUES Intergovernmental Interest TOTAL REVENUES
$
EXPENDITURES / TRANSFERS OUT Operating Expenditures Transfer to General Fund Transfer to Hospitality Tax Fund City Council Reserve - Grant-In-Aid Policy Tourism Promotions - VisitGreenvilleSC Tourism Projects TOTAL EXPENDITURES Excess (deficiency) of revenues over expenditures Fund balance, beginning of year Fund balance, end of year
$
2013-14 Budget
2014-15 Budget
1,355,081 824 1,355,905
1,644,141 735 1,644,876
1,488,000 0 1,488,000
1,821,000 0 1,821,000
202 241,504 50,000 33,000 399,025 601,250 1,324,981
190 255,957 50,000 50,000 485,742 578,750 1,420,639
0 98,150 0 50,000 438,900 880,000 1,467,050
0 114,800 0 50,000 538,800 1,200,000 1,903,600
30,924
224,237
20,950
(82,600)
138,668
169,592
393,829
414,779
169,592
393,829
414,779
332,179
FY 2014-15 BUDGET HIGHLIGHTS The State Accommodations Tax budget reflects: • Budgeted revenues increase 22.4% over FY 2013-14 budget revenues due to an increase in overnight hotel stays and a trend of increased revenues during FY 2013-14. • The FY 2013-14 estimated State Accommodations Tax receipts is approximately $1,751,000, representing an increase of 6.5% over FY 2012-13 Actual. The budget estimate for FY 2014-15 of $1,821,000 is approximately 4% higher than the estimated receipts for FY 2013-14. SPECIAL REVENUE FUNDS
PAGE F-11
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(STATE ACCOMMODATIONS TAX CONTINUED) FY 2014-15 ALLOCATION OF STATE ACCOMMODATIONS TAX REVENUES Total Revenues First $25,000 to General Fund
$1,821,000 ($25,000) $1,796,000
5% of Balance to General Fund 30% to Tourism Promotion Subtotal
($89,800) ($538,800) $1,167,400 ($50,000) $1,117,400
Set Aside - City Council Reserve Current Revenues Available for Tourism Expenditures
DISBURSEMENT OF FUNDING (TOURISM-RELATED EXPENDITURES)
VisitGreenvilleSC (CVB) VisitGreenvilleSC (CVB) - "Yeah, That Greenville" Campaign VisitGreenvilleSC (CVB) - City Hall Visitor's Center VisitGreenvilleSC (CVB) - City Manager Approval VisitGreenvilleSC (CVB) - TD Center Marketing VisitGreenvilleSC (CVB) - Bassmasters Metropolitan Arts Council Notus Sports - Paracycling BMW Charity Pro-Am Euphoria Children's Museum of the Upstate Artisphere College All Star Bowl Greenville Restaurant Week Downtown Brochures, Kiosks, and Maps Greenville Airport Commission - Playground Scottish Games Fall For Greenville Spinx Run Fest Marathon Upcountry History Museum Discover Upcountry Marketing Transportation Museum of the World - Miniature World of Trains The International Music and Dance Festival Black Expo Greenville Chautauqua Society Indie Craft Parade TOTAL
FY 13/14 Budget $200,000 131,250 33,000 18,750 17,000 0 250,000 15,000 15,000 30,000 35,000 30,000 0 20,000 25,000 0 10,000 0 10,000 10,000 0 0 0 10,000 10,000 10,000 $880,000
FY 14/15 Budget $440,000 Inc. Above Inc. Above Inc. Above Inc. Above 60,000 367,500 50,000 40,000 40,000 35,000 25,000 25,000 25,000 20,000 15,000 15,000 10,000 10,000 10,000 5,000 5,000 2,500 0 0 0 $1,200,000
CHANGE IN FUND BALANCE The projected decrease in fund balance from $414,779 to $332,179, or 19.9%, reflects spending down accumulated balances in the fund due to higher than anticipated revenues the past two years. SPECIAL REVENUE FUNDS
PAGE F-12
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
LOCAL ACCOMMODATIONS TAX By City Ordinance No. 1994-27, the City of Greenville in 1994 enacted a local accommodations tax of 2.3%. The proceeds of this 2.3% are to be used primarily to repay debt incurred for the construction of the Bon Secours Wellness Arena (Arena) (formerly named the Bi-Lo Center) and are subject to annual appropriation of City Council. By City Ordinance No. 2004-48, the City in 2004 extended the authorization of the local accommodations tax of 0.7%. The proceeds of this 0.7% are to be used to defray the cost of tourism marketing services, subject to annual appropriation by City Council. The appropriation provides for the distribution of accommodations taxes for tourism marketing services, excluding a 4% collection cost. Per the Code of Ordinances, any excess revenues from the 2.3% or 0.7% may be used at the City Council’s discretion for any use eligible under state law.
LOCAL ACCOMMODATIONS TAX 2011-12 2012-13 Actual Actual REVENUES 2.3% tax 0.7% tax Other/Penalties TOTAL REVENUES
$
2013-14 Budget
2014-15 Budget
1,727,758 526,167 283 2,254,208
1,837,008 559,056 68 2,396,132
1,918,000 584,000 250 2,502,250
2,125,890 647,010 100 2,773,000
1,116,868 504,846 0 21,035 0 0 1,642,749
1,562,303 532,526 11,085 22,189 0 50,000 2,178,103
1,303,643 560,640 150,000 23,360 1,229,000 450,000 3,716,643
1,226,555 621,130 150,000 303,116 0 185,000 2,485,801
Excess (deficiency) of revenues over expenditures
611,459
218,029
(1,214,393)
287,199
Fund balance, beginning of year
638,228
1,249,687
1,467,716
253,323
1,249,687
1,467,716
253,323
540,522
EXPENDITURES / TRANSFERS OUT Auditorium District VisitGreenvilleSC (CVB) Operating Transfer to General Fund Transfer to Parking Fund Transfer to TDCC Fund TOTAL EXPENDITURES
Fund balance, at end of year
SPECIAL REVENUE FUNDS
$
PAGE F-13
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(LOCAL ACCOMMODATIONS TAX CONTINUED) FY 2014-15 BUDGET HIGHLIGHTS The Local Accommodations Tax budget reflects: The FY 2013-14 Adopted Budget was amended for a transfer of $1,229,000 to the Parking Fund to fund a portion of the construction of parking garages related to tourism activities and events. A payment of $1,226,555 to the Auditorium District for debt service costs. $277,236 is transferred to the General Fund for expenditures incurred in the Parks and Recreation Department in support of operations and maintenance of tourism related venues. Of this transfer, $27,000 represents one-time costs to replace the lights on the Liberty Bridge with LED lights and $27,450 represents one-time costs to purchase a vehicle and equipment in the Falls Park Crew division for a new crew. $25,880 is transferred to the General Fund for 4% collection cost allocation. $150,000 is transferred for Arena District Payment for the Arena year 18 of 20. $135,000 is being transferred to the TD Convention Center Fund for improvements to the Conference Center, and $50,000 is to replace furnishings, fixtures, and equipment. CHANGE IN FUND BALANCE The projected increase in fund balance from $253,323 to $540,522, or 113.4%, reflects accumulating reserves in anticipation of future capital projects.
SPECIAL REVENUE FUNDS
PAGE F-14
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
ADMISSIONS TAX The Tourism Infrastructure Admissions Tax Act allows 50% of the State Admissions Tax to be directed to qualified tourism establishments for the purpose of public infrastructure improvements. If a facility meets the requirements of an establishment, the admissions tax will be subject to the provisions of the law for a 15 year benefit period. Of this amount, half is directed to the municipality where the facility is located and half is placed in a special infrastructure development fund (SIDF) to be distributed based on an application made by the local government. The City has one qualifying facility within its boundaries: Fluor Field. The City applied to and received approval from the Department of Commerce to access the special infrastructure development funds for this facility. Revenues associated with Fluor Field are currently accumulating in anticipation of public improvements to areas adjoining the stadium. The Fluor Field benefit is scheduled to end in 2023. Prior to September 2013, the City had two qualifying facilities within its boundaries: the Bon Secours Wellness Arena (formerly the BiLo Center) and Fluor Field. The Bon Secours Wellness Arena (Arena) portion of the tax ended in September 2013.
REVENUES Arena Grant (SIDF) Fluor Field Grant (SIDF) Arena Tax Fluor Field Tax Transfers In TOTAL REVENUES
$
EXPENDITURES / TRANSFERS OUT Auditorium District Transfer to Cap. Proj. Fund TOTAL EXPENDITURES
2014-15 Budget 0 20,100 0 20,100 0 40,200
225,804 0 225,804
266,000 0 266,000
45,176
54,911
45,000
(209,800)
111,593
156,769
211,680
256,680
$
156,769
211,680
256,680
46,880
$
156,769 156,769
211,680 211,680
256,680 256,680
46,880 46,880
Fund balance, beginning of year
Fund Balance Fluor Field Reserve
SPECIAL REVENUE FUNDS
2013-14 Budget 133,000 22,500 133,000 22,500 0 311,000
266,177 0 266,177
Excess (deficiency) of revenues over expenditures
Fund balance, at end of year
ADMISSIONS TAX 2011-12 2012-13 Actual Actual 141,020 111,631 9,591 22,829 125,155 114,173 35,587 25,899 0 6,183 311,353 280,715
0 250,000 250,000
PAGE F-15
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(ADMISSIONS TAX CONTINUED) FY 2014-15 BUDGET HIGHLIGHTS The Admissions Tax budget reflects: The Bon Secours Wellness Arena (Arena) portion of the tax ended in September 2013. $250,000 is transferred to the Capital Projects Fund for the Augusta Street at Fluor Field Streetscape Project. CHANGE IN FUND BALANCE The projected decrease in fund balance from $256,680 to $46,880, is due to utilizing accumulated revenues to fund improvements in the Fluor Field area.
SPECIAL REVENUE FUNDS
PAGE F-16
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
VICTIM WITNESS The Victim Witness Fund is used to record receipts from special court revenue and expenditures associated with the Victim Assistance Program mandated by the State of South Carolina. The funds are used to support two staff members within the Support Division of the Police Department who provide support to victims of violent crimes. A staff member is on-call 24-hours a day. Victims are educated about the process of the criminal justice system and are referred to counseling if necessary.
VICTIM WITNESS FUND 2011-12 2012-13 Actual Actual REVENUES Fees General Fund Transfer TOTAL REVENUES
$
2013-14 Budget
2014-15 Budget
83,575 0 83,575
76,217 34,292 110,509
80,500 20,142 100,642
61,100 46,902 108,002
EXPENDITURES Program Expenditures TOTAL EXPENDITURES
108,420 108,420
109,867 109,867
113,025 113,025
108,002 108,002
Excess (deficiency) of revenues over expenditures
(24,845)
Fund balance, beginning of year Fund balance, end of year STAFFING Full-Time Staff
36,586
$
11,741
2
642
11,741
12,383
2
(12,383)
0
12,383
0
0
0
2
2
FY 2014-15 BUDGET HIGHLIGHTS The Victim Witness budget reflects: • An increase in the General Fund transfer due to a consistent decrease in revenues from fees.
SPECIAL REVENUE FUNDS
PAGE F-17
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
UTILITY UNDERGROUNDING The Utility Undergrounding Fund is used to record a 1% Duke Energy franchise fee dedicated to utility undergrounding projects. When a project is selected, Duke Energy will match the City’s effort up to an amount equal to 0.5% of Duke revenues. The fund will be used to pay for undergrounding and relocation of utility lines throughout the City in order to minimize power outages.
UTILITY UNDERGROUNDING FUND 2011-12 2012-13 Actual Actual REVENUES 1% Franchise Fee TOTAL REVENUES
$
2013-14 Budget
2014-15 Budget
974,350 974,350
996,566 996,566
1,051,000 1,051,000
1,026,463 1,026,463
EXPENDITURES / TRANSFERS OUT Personnel and Operating Utility Undergrounding Transfer to General Fund Tfr. to Capital Proj. Fund TOTAL EXPENDITURES
92,843 374,130 20,060 0 487,033
75,977 1,807,276 32,182 49,000 1,964,435
96,476 1,634,577 50,513 0 1,781,566
102,515 1,000,000 43,754 0 1,146,269
Excess (deficiency) of revenues over expenditures
487,317
(967,869)
(730,566)
(119,806)
1,685,105
2,172,422
1,204,553
473,987
2,172,422
1,204,553
473,987
354,181
1
1
1.5
1.5
Fund balance, beginning of year Fund balance, end of year STAFFING Full-Time Staff
$
FY 2014-15 BUDGET HIGHLIGHTS The Utility Undergrounding Fund budget reflects: • The FY 2013-14 Adopted Budget was amended by $451,275 for unspent funds in the Camperdown Way project authorized in FY 2012-13 and $279,291 in connection with the Haywood Road Phase II undergrounding project. The budget for Haywood is $1,002,500. • Revenues from the Duke Franchise Fee are projected to decrease 2.3% from the FY 2013-14 budget estimate based on current year collections. • Approximately $820,000 of the $1 million for Utility Undergrounding is available for commercial undergrounding projects. CHANGE IN FUND BALANCE The projected decrease in fund balance from $473,987 to $354,181, or -25.3%, is due to utilizing existing fund balance for new undergrounding projects. SPECIAL REVENUE FUNDS
PAGE F-18
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
ENTERPRISE FUNDS Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises. The intent is that the costs of providing goods or services to the general public and other local governments on a continuing basis be financed or recovered primarily through user charges. Annual budgets are established for the following Enterprise Funds: Event Management TD Convention Center
ENTERPRISE FUNDS
Stormwater Management Parking
Wastewater
Greenville Zoo
Solid Waste
Transit
PAGE G-1
FY 2014-15 OPERATING BUDGET
ENTERPRISE FUNDS
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE G-2
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PUBLIC INFORMATION AND EVENTS Mission Statement The mission of Public Information and Events is to create public awareness and understanding about City government as well as serve as an internal communication resource for City employees. To solicit, plan, and produce events that aid in achieving the City's strategic goals while providing an entertaining experience for residents and visitors to the City.
ENTERPRISE FUNDS
PAGE G-3
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
EVENT MANAGEMENT The Event Management Fund organizes, promotes, and professionally manages events that enhance tourism, economic development, and community pride. The mission of the Event Management Division is to be the premier producer of events which enhance quality of life, build a sense of belonging, and invite involvement in the community. In FY 2014-15, the Event Management Division will plan and produce Main Street Fridays, the Saturday Market, and the Red, White, and Blue Festival. The Event Management Division will also contract with Metropolitan Arts Council and Fall for Greenville to plan, produce, and manage Downtown Alive and Fall for Greenville, respectively.
EVENT MANAGEMENT 2011-12 2012-13 Actual Actual REVENUES Event Fees Other Revenues TOTAL REVENUES
$
EXPENSES Personnel Services Operating TOTAL EXPENSES Transfer to Misc. Grants Fund
2013-14 Budget
2014-15 Budget
547,179 0 547,179
615,557 3,779 619,336
587,500 0 587,500
601,500 0 601,500
321,244 227,703 548,947
341,372 215,187 556,559
338,872 237,939 576,811
362,128 248,210 610,338
0 0
(1,649) (1,649)
0 0
0 0
Excess (deficiency) of revenues over expenses
(1,768)
Net assets, beginning of year
34,412
32,644
93,772
104,461
32,644
93,772
104,461
95,623
6
6
6
6
Net assets, end of year STAFFING Full-Time Staff
$
61,128
10,689
(8,838)
FY 2014-15 BUDGET HIGHLIGHTS The Event Management budget increases by 5.8% from the FY2013-14 Adopted Budget and reflects: A net increase of $23,256 in personnel services primarily attributable to cost of living adjustments. An operating increase of $10,271 includes $9,600 for Adobe Creative Cloud software/training and wristbands for events.
ENTERPRISE FUNDS
PAGE G-4
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(EVENT MANAGEMENT FUND CONTINUED) STRATEGIC INITIATIVES PROSPEROUS CITY
Completed Initiative
FY 14-15 Initiative
Use events as an attraction for visitors, while working with the Greenville CVB and downtown hotels to promote overnight stays. Plan events to draw residents and visitors to Greenville, while encouraging attendees to patronize local restaurants and businesses. CITY OF CULTURE AND RECREATION
Plan a diverse mix of high quality, successful special events throughout the year. INCLUSIVE CITY Work with event planners to include entertainment and activities that welcome diverse populations to events. The City will make plans to include diverse audiences for events it plans and manages.
ENTERPRISE FUNDS
Ongoing Initiative
Completed Initiative
Completed Initiative
FY 14-15 Initiative
FY 14-15 Initiative
Ongoing Initiative
Ongoing Initiative
PAGE G-5
FY 2014-15 OPERATING BUDGET
ENTERPRISE FUNDS
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE G-6
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
OFFICE OF MANAGEMENT AND BUDGET Mission Statement It is the mission of the Office of Management and Budget to provide comprehensive financial management and information technology services to City Council, employees, and citizens in order to promote fiscal accountability, enhance public services, and ensure accurate financial reporting consistent with governmental standards and regulations.
ENTERPRISE FUNDS
PAGE G-7
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
TD CONVENTION CENTER Located on a 39-acre campus, the TD Convention Center is one of the largest convention and conference centers in the Southeast. The annual economic impact of the TD Convention Center is estimated at more than $50 million. The facility includes 280,000 square feet of exhibit space and 60,000 square feet of meeting and conference space. TD CONVENTION CENTER 2011-12 2012-13 Actual Actual OPERATING REVENUES Rental Income Food and Beverage Services Ancillary Show Management Miscellaneous External Reimbursements
$
1,204,565 2,972,226 89,323 660,587 379,100 17,874 0 5,323,675
1,148,503 2,889,291 86,612 606,992 376,500 16,650 0 5,124,548
1,189,118 2,942,500 86,612 620,160 385,560 10,650 0 5,234,600
2,960,548 196,247 95,097 310,644 102,944 119,742 209,098 668,135 844,366 16,139 11,387 144,897 117,311 5,796,555
3,103,435 383,766 112,728 268,499 82,198 94,738 224,823 693,068 840,206 24,588 11,095 147,360 23,556 6,010,060
3,264,385 258,603 119,382 285,651 90,870 89,415 118,977 609,880 838,627 23,305 13,080 149,878 1,131 5,863,184
3,216,056 269,407 143,534 285,655 116,190 88,874 118,977 622,300 920,972 27,780 11,955 152,426 (a) 1,289 (a) 5,975,415
(542,989)
(686,385)
(738,636)
(740,815)
$
853,959 0 300,153 (215,823) (82,512) 81,252 (46,060) (98,919) 0 0 (50,600) 741,450
1,142,321 50,000 300,153 (241,976) (67,821) 75,444 (96,689) (104,127) (50,000) (70,880) (53,800) 882,625
936,998 450,000 328,983 (270,309) (58,674) 66,966 (103,537) (100,100) (50,000) (400,000) (61,691) 738,636
946,953 185,000 342,142 (300,984) (41,158) 63,523 (110,426) (94,954) (50,000) (135,000) (64,281) 740,815
$
198,461
196,240
$
Change in Net Assets
ENTERPRISE FUNDS
2014-15 Budget
1,125,340 2,971,018 88,829 621,921 397,053 43,249 6,156 5,253,566
OPERATING EXPENSES Personnel Administrative Professional Services Show Management Advertising Expense Rental Expense Materials and Supplies Food and Beverage Repairs and Maintenance Travel and Training Expense Miscellaneous Management Fee Incentive Fee Operating Income (Loss) Other financing sources (uses): Transfer In - Hospitality Tax Fund Transfer In - Local Accomm. Tax Fund Naming Rights Revenue Naming Rights Principal Naming Rights Interest QECB Interest Subsidy QECB Principal QECB Interest Furnishings, Fixtures, and Equipment Capital Projects Transfer Out - Risk Management Fund
2013-14 Budget
0
0
PAGE G-8
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(TD CONVENTION CENTER CONTINUED)
Adjustments - CAFR (b) Bond Principal Depreciation/Contra Capital
Change in Net Assets, Adjusted
$
2011-12 Actual
2012-13 Budget
2013-14 Budget
2014-15 Budget
261,883 (815,999) (554,116)
338,665 (1,089,316) (750,651)
0 0 0
-
(355,655)
(554,411)
0
-
(a) The agreement between the City and SMG provides a base fee of $120,000 adjusted annually for inflation. OMB estimates inflation to be 1.7%. In addition, the City and SMG have an agreement to reduce the annual operating deficit (not including management fee, debt service, or capital expenses). The agreement sets a target of $675,000 (minus $83,604 utility adjustment) in FY15. The agreement provides for an incentive payment in the amount of 30% for the first $250,000 of savings below the target, and 40% for savings beyond $250,000. This budget includes $1,289 should SMG achieve the deficit reduction target. (b) In accordance with generally accepted accounting principles on the treatment of enterprise funds, the operating statement in the Comprehensive Annual Financial Report (CAFR) includes depreciation as an expense and excludes principal payment on debt service. The schedule above adds back these two items in order to reconcile with the operating statement in the CAFR.
FY 2014-15 BUDGET HIGHLIGHTS The TD Convention Center budget reflects: A net increase of $110,052 in operating revenues primarily related to a projected increase in food and beverage sales. A net increase of $112,231 in operating expenses primarily due to increased food and beverage costs, and increased repairs and maintenance expenses; these increases are offset slightly by reduction in personnel expenses. A transfer in of $185,000 from the Local Accommodations Tax includes $135,000 for improvements to the TD Convention Center Conference Center, and $50,000 for furnishings, fixtures, and equipment at the facility. STRATEGIC INITIATIVES CITY OF CULTURE AND RECREATION Market the TD Convention Center as a viable convention and conference center.
ENTERPRISE FUNDS
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-9
FY 2014-15 OPERATING BUDGET
ENTERPRISE FUNDS
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE G-10
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PUBLIC WORKS Mission Statement It is the mission of the Greenville Department of Public Works to protect and enhance the community quality of life through effective environmental and infrastructure management.
ENTERPRISE FUNDS
PAGE G-11
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
WASTEWATER A special revenue fund was established in FY 1997-98 to record the receipts and expenses related to the City’s wastewater program. The fund is financed by a wastewater charge that is based on meter size. The fund was reclassified as an enterprise fund in FY 2003-04 to comply with GASB 34 reporting standards. Wastewater fees reflect a 5% rate adjustment to be carried for a 5-year period which started FY 2013-14. WASTEWATER 2011-12 Actual Operating Revenues Wastewater Fee
$
Operating Expenses Personnel Expenses Operating/Capital Expenses
Operating Income (Loss) Non-Operating Revenue (Expense) Interest Income Principal Expense Interest Expense/Fiscal Agent Fees Proceeds from Debt Issuance Equipment Sales Intergovernmental Capital Contributions Transfers In Transfers to General Fund Transfer to Capital Proj. Fund Capital Improvement Program (b)
Change in Net Assets Adjustments-CAFR (a) Bond Principal Depreciation/Contra Capital
Change in Net Assets, Adjusted
ENTERPRISE FUNDS
2014-15 Budget
4,117,073
4,275,000
4,535,544
1,384,671 1,021,108 2,405,779
1,547,726 348,391 1,896,117
1,417,457 1,155,903 2,573,360
1,450,507 1,340,017 2,790,524
1,699,347
2,220,956
1,701,640
1,745,020
6,000 (620,695) (262,560) 1,555,000 0 0 0 0 (225,000) 0 (2,365,000) (1,912,255)
6,000 (861,048) (431,111) 0 0 0 0 0 (229,500) 0 (500,000) (2,015,659)
(210,615)
(270,639)
752,724
689,000 (508,191) 180,809 $
2013-14 Budget
4,105,126
3,744 (689,000) (288,007) 0 0 271,350 0 0 (244,710) 0 0 (946,623) $
2012-13 Actual
933,533
5,687 (624,250) (297,464) 0 (910) 228,650 300,951 519,008 (275,747) (57,000) 0 (201,075) 2,019,881
624,250 (528,458) 95,792 2,115,673
0 0 0 (210,615)
0 0 0 (270,639)
PAGE G-12
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(WASTEWATER CONTINUED) (a) In accordance with generally accepted accounting principles on the treatment of enterprise funds, the operating statement in the Comprehensive Financial Annual Report (CAFR) includes depreciation as an expense and excludes principal payment on debt service. The schedule above adds back these two items in order to reconcile with the operating statement in the CAFR. (b) During FY 2013-14, a supplemental ordinance for the East Park Sewer project provided for transfers-in from the Viola TIF ($183,246) and the Downtown Infrastructure Fund ($183,246) to fund a portion of this project. These amounts are not shown in the above Adopted Budget presentation. (c) Projects appropriated as part of the FY 2014-15 Capital Improvement Program include: Basin 16 Rehabilitation Haywood Sewer Upgrades Wastewater System Survey and Model TOTAL
$250,000 $150,000 $100,000 $500,000
WASTEWATER OVERVIEW Wastewater, organizationally located in the Public Works Department, is responsible for maintaining 336 miles of wastewater lines. This bureau also oversees a program of remedial repairs to the City system, which is designed to reduce inflow into the Mauldin Road treatment plant. Operations are financed by a wastewater charge that is based on meter size. The Mauldin Road trunk sewer system receives flow from seven sewer sub-districts with each owning and maintaining individual sewage collection systems. The total length of the collection system within the Mauldin Road service area is 574 miles. All of these collection systems convey sewage to the 74 miles of main trunk sewer system that are owned and maintained by Renewable Water Resources (ReWa). FY 2014-15 WASTEWATER RATE STRUCTURE Rate Class Residential Residential Commercial Commercial Commercial Commercial Commercial Commercial Commercial Commercial
Meter Size less than 3K gallons more than 3K gallons 5/8� and 3/4" 1" 1 1/2" 2" 3" 4" 6" 8"
Monthly Fee $4.56 $10.06 $18.32 $48.80 $91.35 $243.55 $304.41 $608.85 $913.99 $1,217.63
NOTE: Wastewater fees reflect a 5.0% rate adjustment in FY 2014-15.
ENTERPRISE FUNDS
PAGE G-13
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
WASTEWATER OPERATIONS Wastewater Operations is responsible for maintaining 336 miles of wastewater lines by cleaning and repairing wastewater mains, repairing manholes, maintaining lift stations, installing lines, and by carrying out a comprehensive preventive maintenance schedule. This division also oversees a program of remedial repairs to the City’s wastewater system to reduce inflow and infiltration. WASTEWATER OPERATIONS 2011-12 2012-13 Actual Actual EXPENSES Personnel Services Operating Expenses Debt Service Fleet Charges Risk Charges Transfer to General Fund Transfer to Cap. Proj. Fund Capital Improvement Program Capital Outlay TOTAL EXPENSES
$
$
2013-14 Budget
2014-15 Budget
1,165,697 318,812 288,007 219,368 48,500 244,710 0 0 401,164 2,686,258
1,173,740 28,703 297,464 207,730 49,546 275,747 57,000 0 26,384 2,116,314
1,417,457 827,890 883,255 188,088 64,925 225,000 0 2,365,000 75,000 6,046,615
1,450,507 828,212 1,292,159 198,297 63,508 229,500 0 500,000 250,000 4,812,183
20
20
24
24
STAFFING Full-Time Staff
FY 2014-15 BUDGET HIGHLIGHTS The Wastewater Operations budget decreases 20.4% from the FY 2013-14 Adopted Budget and reflects: Reduction in Capital Improvement Program compared to FY 2013-14. Capital outlay of $250,000 is included to replace one track skid steer loader, one mini excavator, and one dump truck. STRATEGIC INITIATIVES SUSTAINABLE CITY
Completed Initiative
FY 14-15 Initiative
Continue three-year wastewater system preventative maintenance plan. Minimize number of preventable wastewater overflows. Maintain wastewater lines to extend useful life of the utility. PROSPEROUS CITY Planning for the wastewater utility to support growth within the City.
ENTERPRISE FUNDS
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-14
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
WASTEWATER CONSTRUCTION CREW The Wastewater Construction Crew has been consolidated into the Wastewater Division. The prior year financials are shown for historical purposes. WASTEWATER CONSTRUCTION CREW
EXPENSES Personnel Services Operating Expenses Risk Charges Capital Outlay TOTAL EXPENSES
$
$
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
218,974 30,046 3,218 0 252,238
373,986 32,751 3,277 0 410,014
0 0 0 0 0
0 0 0 0 0
4
4
0
0
STAFFING Full-Time Staff
ENTERPRISE FUNDS
PAGE G-15
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
SOLID WASTE The Solid Waste Enterprise Fund accounts for all solid waste operations. The Solid Waste Division, organizationally located in the Public Works Department, oversees solid waste and recycling collection in the City. Currently, six crews provide service once per week for residential customers. The fund is supported by a solid waste fee, costs recovered from the sale of recyclables, and a General Fund transfer. Solid waste fees are charged monthly by the Greenville Water System. The rate for FY 2014-15 is set at $13.50 per month. SOLID WASTE 2011-12 Actual OPERATING REVENUES Solid Waste Fees Property Sales
$
OPERATING EXPENSES Personnel Services Operating/Capital Expenses
Operating Income (Loss) Non-Operating Revenue (Expense) Gain (Loss) on Sale of Cap. Assets Principal Expense Interest Expense Capital Improvement Program Transfer In - General Fund Transfer In - Capital Projects Transfer Out - Capital Projects Change in Net Assets
$
Adjustments-CAFR (a) Bond Principal Depreciation/Contra Capital
Change in Net Assets, Adjusted
$
2012-13 Actual
2013-14 Budget
2014-15 Budget
2,425,771 209,899 2,635,670
2,606,804 231,921 2,838,725
2,539,000 234,000 2,773,000
2,451,917 220,510 2,672,427
2,405,605 2,070,100 4,475,705
2,355,042 2,055,846 4,410,888
2,549,545 2,691,407 5,240,952
2,672,748 2,627,155 5,299,903
(1,840,035)
(1,572,163)
(2,467,952)
(2,627,476)
0 (49,710) (2,625) (40,788) 2,304,471 50,000 0 2,261,348
0 (51,258) (1,046) (59,549) 2,073,212 0 (106,000) 1,855,359
0 0 0 0 1,967,308 0 0 1,967,308
0 0 0 0 2,127,308 0 0 2,127,308
421,313
283,196
(500,644)
(500,168)
49,710 (249,227) (199,517)
51,258 (207,434) (156,176)
221,796
127,020
0 0 0 (500,644)
0 0 0 (500,168)
(a) In accordance with generally accepted accounting principles on the treatment of enterprise funds, the operating statement in the Comprehensive Annual Financial Report (CAFR) includes depreciation as an expense. The schedule above adds back this item in order to reconcile with the operating statement in the CAFR.
ENTERPRISE FUNDS
PAGE G-16
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
RESIDENTIAL COLLECTION DIVISION The Residential Collection Division provides weekly collection services to approximately 18,000 units. Residential Collection provides garbage, trash, and yard waste collection services. RESIDENTIAL COLLECTION 2011-12 2012-13 Actual Actual EXPENSES Personnel Services Operating Expenses Fleet Charges Risk Charges Capital Outlay TOTAL EXPENSES
$
$
STAFFING Full-Time Staff Part-Time Staff TOTAL STAFFING
2013-14 Budget
2014-15 Budget
2,039,247 265,773 1,277,424 182,334 286,229 4,051,007
2,022,382 427,778 1,142,790 185,921 220,617 3,999,488
2,205,939 592,814 1,322,001 154,833 500,644 4,776,231
2,298,145 550,493 1,377,482 182,854 395,000 4,803,974
52 0 52
51 1 52
51 1 52
51 1 52
FY 2014-15 BUDGET HIGHLIGHTS The Residential Collection budget increases 0.6% from the FY 2013-14 Adopted Budget and reflects: A net increase of $92,206 in personnel services is primarily attributable to changes in employee health benefit elections, but also includes an investment of $47,350 for compensation competitiveness. A net decrease of $42,321 in operating expenses reflects a decrease in the tipping fee budget as the fee increase anticipated from Greenville County in FY 2013-14 did not occur. Capital outlay of $395,000 is included to purchase an automated leaf truck and a rear loader, and to replace one walking floor trailer. This budget assumes a loss of $151,000 in revenue from elimination of commercial solid waste collection, and is offset partially by an Operating Expense decrease of $59,750 for reduced disposal fees and material costs. STRATEGIC INITIATIVES SUSTAINABLE CITY Convert equipment and operational procedures to better serve customers and reduce the overall cost to provide this service. The Division will operate in a manner where citizens are safe and feel confident at all times The Division will continue to find ways to divert materials from the garbage waste stream to increase sustainability efforts.
ENTERPRISE FUNDS
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-17
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(RESIDENTIAL COLLECTION DIVISION CONTINUED) CITY OF NEIGHBORHOODS
Completed Initiative
FY 14-15 Initiative
The Division will continue to support neighborhood efforts for special cleanup projects throughout the year. CITY OF CULTURE AND RECREATION The Solid Waste Division will continue to provide support services for Special Events programs.
ENTERPRISE FUNDS
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-18
FY 2014-15 OPERATING BUDGET
ENTERPRISE FUNDS
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE G-19
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
RECYCLING DIVISION The Recycling Division provides weekly curbside recycling collection services. The Recycling Division provides recyclables collection, processing, and hauling. The cost of this operation is partially offset by the sale of recyclables collected. RECYCLING DIVISION
EXPENSES Personnel Services Operating Expenses Risk Charges Capital Outlay TOTAL EXPENSES
$
$
STAFFING Full-Time Staff
2011-12
2012-13
2013-14
2014-15
Actual
Actual
Budget
Budget
366,358 50,104 8,236 0 424,698
332,660 71,045 7,695 0 411,400
343,606 73,257 47,858 0 464,721
374,603 61,803 59,523 0 495,929
10
10
10
10
FY 2014-15 BUDGET HIGHLIGHTS The Recycling budget increases 6.7% over the FY 2013-14 Adopted Budget and reflects: A net increase of $30,997 in personnel services is primarily attributable to changes in employee health benefit elections. This budget reflects $11,750 in reduced material costs related to the elimination of commercial solid waste collection. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Greenville is a SAFE City where citizens and visitors are safe and feel confident that response will be there at all times. SUSTAINABLE CITY
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Maintain weekly recycling collection for all customers and improve the recycling participation rate through enhanced recycling education initiatives.
Continue outreach and education programs. City recycling programs and staff have been recognized with multiple awards.
The Recycling Division will continue to increase awareness of ongoing “green” initiatives to promote efforts to re-use, recycle and reduce materials throughout the year.
ENTERPRISE FUNDS
PAGE G-20
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(RECYCLING DIVISION CONTINUED) PROSPEROUS CITY
Completed Initiative
FY 14-15 Initiative
The Recycling Division open a 2nd recycling drop off center that features an education facility that will increase growth of the programs. CITY OF NEIGHBORHOODS
Completed Initiative
FY 14-15 Initiative
The Recycling Division will participate in neighborhood outreach programs to educate citizens about the benefits of recycling. CITY OF CULTURE AND RECREATION The Recycling Division has an active presence at all City sponsored Special Events taking place in the Greenville area.
ENTERPRISE FUNDS
Ongoing Initiative
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-21
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
STORMWATER MANAGEMENT In 1991, under the Stormwater Management and Sediment Reduction Act, authority was granted to local governments to establish a stormwater utility to fund such activities as watershed master planning, facility retrofitting, and facility maintenance. Greenville City Council adopted a permanent fee in 1995, with the rate structure based on impervious surface areas of individual tax parcels. A special revenue fund was established in FY 1995-96 to record the receipts and expenditures related to the stormwater management program. The fund was reclassified as an Enterprise Fund in FY 2003-04 to comply with GASB 34 reporting standards. Currently, the operational aspects of the stormwater program include basin master planning, remedial repairs to selected basins, and maintenance of open ditches and piped drainage in City rights-of-way and easements. STORMWATER MANAGEMENT 2011-12 2012-13 Actual Actual OPERATING REVENUES Stormwater Fees
$
OPERATING EXPENSES Personnel Services Operating/Capital Expenses
Operating Income (Loss) Non-Operating Revenue (Expense) Interest Income Principal Expense Interest Expense Transfer to General Fund Transfer to Wastewater Fund Transfer to Capital Proj. Fund Capital Improvement Program (b)
Change in Net Assets Adjustments-CAFR (a) Bond Principal Depreciation/Contra Capital Change in Net Assets, Adjusted
ENTERPRISE FUNDS
4,846,781
4,900,000
5,041,498
1,317,515 871,699 2,189,214
1,268,862 827,503 2,096,365
1,542,622 1,278,848 2,821,470
1,656,418 1,316,205 2,972,623
2,537,864
2,750,416
2,078,530
2,068,875
12,000 (236,000) (65,136) (341,801) 0 0 (467,000) (1,097,937)
12,000 (454,000) (124,216) (323,052) 0 0 (1,475,000) (2,364,268)
980,593
(295,393)
1,231,823
220,000 (515,958) (295,958) $
2014-15 Budget
4,727,078
20,110 (220,000) (80,722) (298,079) 0 (727,350) 0 (1,306,041) $
2013-14 Budget
935,865
12,638 (228,000) (73,722) (289,458) (104,631) (76,000) (151,051) (910,224) 1,840,192
228,000 (577,733) (349,733) 1,490,459
0 0 0 980,593
0 0 0 (295,393)
PAGE G-22
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(STORMWATER MANAGEMENT OVERVIEW CONTINUED) (a) In accordance with generally accepted accounting principles on the treatment of enterprise funds, the operating statement in the Comprehensive Financial Annual Report (CAFR) includes depreciation as an expense and excludes principal payment on debt service. The schedule above adds back these two items in order to reconcile with the operating statement in the CAFR. (B) Projects appropriated as part of the FY2014-15 Capital Improvement Program include: Reedy River (Cleveland Park) Bank Stabilization Reedy River Watershed Planning and 5R Gower Estates Stormwater Rehabilitation Richland Creek Water Quality Master Plan TOTAL
$250,000 $275,000 $100,000 $850,000 $1,475,000
FY 2014-15 STORMWATER RATE STRUCTURE Type Developed Residential Under 1,640 sq. ft. Developed Residential Over 1,640 sq. ft. Undeveloped Residential Developed Commercial and Industrial (per ERU) Undeveloped Commercial and Industrial
Annual Fee $39.41 $69.19 $39.41 $69.19 $69.19
NOTE: Stormwater fees reflect a 1.6% rate adjustment to correspond with the change in the Consumer Price Index.
ENTERPRISE FUNDS
PAGE G-23
FY 2014-15 OPERATING BUDGET
ENTERPRISE FUNDS
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE G-24
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
STORMWATER ADMINISTRATION Stormwater Administration is responsible for developing watershed master plans, coordinating improvements to the City’s watershed basins, and complying with State/Federal mandates related to stormwater management and water quality design. STORMWATER ADMINISTRATION 2011-12 2012-13 Actual Actual EXPENSES Personnel Services Operating Expenses Debt Service TOTAL EXPENSES
$
$
STAFFING Full-Time Staff Part-Time Staff TOTAL STAFFING
471,290 122,849 300,722 894,861
504,952 258,179 301,722 1,064,853
6 0 6
2013-14 Budget 559,028 300,340 301,136 1,160,504
6 0 6
2014-15 Budget 666,784 307,740 578,216 1,552,740
6 1 7
7 2 9
FY 2014-15 BUDGET HIGHLIGHTS The Stormwater Administration budget increases 33.8% over the FY 2013-14 Adopted Budget and reflects: An increase of $107,756 in personnel services for a part-time Sr. Civil Engineer position, which was previously budgeted as a temporary position in operating expenses, as well as the addition of a full-time Civil Engineer- Environmental position. An increase of $277,141 for increased debt service on 2011 and 2013 revenue bonds. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Respond to calls from citizens with flooding issues in an expedited manner and meet the property owner’s onsite to address their concerns. SUSTAINABLE CITY
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Continued effort to lower the City’s rating in FEMA’s National Flood Insurance Program (NFIP) by implementing good floodplain management programs.
Continue to implement an NPDES Phase II water quality program that addresses the six minimum measures outlined by the EPA.
Continued compliance with the requirements of the NFIP by reviewing ongoing development and addressing questions regarding floodplain development.
Review proposed developments for compliance with stormwater ordinances and review for compliance with SCDHEC sediment control regulations.
ENTERPRISE FUNDS
PAGE G-25
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
STORMWATER OPERATIONS The Stormwater Operations Division controls the flow of surface water through the maintenance of open ditches and piped drainage, and through the installation of storm drain pipe. Remedial and capital rehabilitation of stormwater basins in priority areas is funded in this account. The ongoing remedial program upgrades the drainage in small select areas where the cumulative impact will have a positive effect on restraining stormwater run-off. The Division also manages the 30-year postclosure plan for stormwater drainage at the Mauldin Road landfill. STORMWATER OPERATIONS 2011-12 Actual EXPENSES Personnel Services Operating Expenses Fleet Charges Risk Charges Capital Outlay Remedial Improvements Transfer to General Fund Transfer to Wastewater Fund Transfer to Cap. Proj. Fund Capital Improvement Program TOTAL EXPENSES STAFFING Full-Time Staff
$
$
846,225 252,046 191,762 62,372 86,812 155,858 298,079 0 727,350 0 2,620,504
2012-13 Actual 763,910 229,380 157,177 63,965 0 118,802 289,458 104,631 76,000 151,051 1,954,374
17
2013-14 Budget 983,594 235,253 186,347 103,908 203,000 250,000 341,801 0 0 467,000 2,770,903
17
2014-15 Budget 989,634 232,423 229,718 109,324 187,000 250,000 323,052 0 0 1,475,000 3,796,151
19
19
FY 2014-15 BUDGET HIGHLIGHTS The Stormwater Operations budget increases 37.0% from the FY 2013-14 Adopted Budget and reflects: Capital outlay of $187,000 is included to replace one mini excavator at $65,000, one tractor loader at $87,000, and one vehicle at $35,000. Capital Improvement Program investment of $1,475,000 that includes Reedy River (Cleveland Park) Bank Stabilization, Reedy River Watershed Planning and 5R, Gower Estates Stormwater Rehabilitation and Richland Creek Water Quality Master Plan. STRATEGIC INITIATIVES SUSTAINABLE CITY
Keep the stormwater system open and free of obstructions with regular maintenance activities. The Stormwater Operations Division initiatives will allow the City to maintain its current level of water quality and ensure a high level of water quality as future development occurs.
ENTERPRISE FUNDS
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-26
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PARKING The Parking Division oversees the operation of all City garages and parking lots. Currently, the parking system includes ten garages, which provide 6,333 spaces, and three parking lots, which provide another 190 spaces. An enterprise fund was established in 1995 to account for the operation of the parking system including parking garages and lots, tag districts, and parking fines and enforcement. PARKING 2011-12 Actual OPERATING REVENUES Commons Garage Hyatt Guest Parking Church Street Garage Liberty Square Garage South Spring Street Garage Poinsett Parking Garage Richardson Street Garage Parking Fines Parking Lots and Meters North Laurens Street Deck River Street Garage RiverPlace Garage Hampton Inn Guest Parking Parking Validation Tickets Miscellaneous
$
OPERATING EXPENSES Administration Garage Maintenance Commons Garage Church Street Garage Liberty Square Garage South Spring Street Garage Richardson Street Garage North Laurens Street Deck Poinsett Parking Garage River Street Garage RiverPlace Garage Parking Lots Enforcement $ Operating Income (Loss)
ENTERPRISE FUNDS
2012-13 Actual
2013-14 Budget
2014-15 Budget
327,662 199,972 350,820 587,968 894,366 944,707 387,875 396,589 205,557 218,747 222,933 555,124 160,157 132,266 51,845 5,636,588
502,632 196,626 373,619 557,770 864,150 986,983 458,210 383,335 189,517 253,187 229,919 581,213 157,592 144,360 484,521 6,363,634
557,200 185,000 470,500 697,500 609,000 971,500 583,800 379,500 174,360 210,000 218,400 549,700 155,000 142,000 39,200 5,942,660
629,500 207,800 370,509 667,971 639,519 1,024,649 664,856 369,421 277,700 263,307 263,713 609,569 177,363 177,363 82,237 6,425,477
1,085,214 270,841 32,031 334,000 36,874 68,623 57,834 18,368 91,156 28,524 69,753 59,279 217,491 2,369,988
1,238,584 264,316 44,756 342,175 39,697 92,474 67,714 17,565 85,489 34,468 55,479 44,652 225,161 2,552,530
1,246,485 290,820 44,761 171,150 52,771 71,599 69,238 26,413 55,580 41,570 95,732 69,838 252,549 2,488,506
1,492,258 272,023 51,709 168,221 54,536 70,274 70,373 22,273 54,073 37,400 209,494 90,628 265,407 2,858,669
3,266,600
3,811,104
3,454,154
3,566,808
PAGE G-27
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(PARKING CONTINUED)
Non-Operating Revenue (Expense) Interest Income Gain/Loss on Assets/Exchange QECB Interest Subsidy Principal Expense Interest and Fiscal Agent Expense Transfers In - D-town Infra. Fund Transfers In - Hospitality Tax Capital Improvement Program Transfers Out - General Fund Transfers Out - Hosp. Tax Fund Transfers Out - D-town Infra. Fund
Change in Net Assets Adjustments - CAFR (a) Bond Principal Depreciation/Contra Capital Change in Net Assets, Adjusted STAFFING Full-Time Staff Part-Time Staff TOTAL STAFFING
$
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
7,628 125 39,169 (1,337,205) (1,361,311) 0 557,000 0 (275,120) 0 (114,595) (2,484,309)
9,140 (6,067) 36,368 (1,476,610) (1,323,466) 1,520,000 0 0 (321,960) (18,663) 0 (1,581,258)
6,500 0 33,930 (1,594,911) (938,468) 0 0 (632,000) (373,676) 0 0 (3,498,625)
9,139 0 29,503 (3,533,232) (1,360,527) 1,923,869 0 (400,000) (329,417) 0 0 (3,660,665)
782,291
2,229,846
(44,471)
(93,857)
1,337,205 (1,602,566) (265,361)
1,476,610 (1,691,898) (215,288)
516,930
2,014,558
21.5 5 26.5
21 5 26
0 0 0
0 0 0
(44,471)
(93,857)
21 5 26
29 1 30
(a) In accordance with generally accepted accounting principles on the treatment of enterprise funds, the operating statement in the Comprehensive Financial Annual Report (CAFR) includes depreciation as an expense and excludes principal payment on debt service. The schedule above adds back these two items in order to reconcile with the operating statement in the CAFR. (b) During FY 2013-14, a supplemental ordinance for the RiverPlace IIB Garage project provided for transfers-in from the Downtown Infrastructure Fund ($1,005,331), Hospitality Tax Fund ($48,000), Sunday Alcohol Permits Fund ($350,000), and the Local Accommodations Tax Fund ($1,229,000) to fund a portion of this project. These amounts are not shown in the above Adopted Budget presentation.
FY 2014-15 BUDGET HIGHLIGHTS The Parking Enterprise Fund budget reflects: The increase in principal and interest expense is attributable to the installment purchase payments associated with the construction of Project ONE and Riverplace 2B garages. The transfer in of $1,923,869 represents the Downtown Infrastructure Fund’s investment in the purchase payments. A net operating expense increase of $370,163 includes four additional positions for the RiverPlace Garage to manage utilization levels during the construction of the garage addition/expansion. A net operating revenue increase of $482,817 reflects increased revenue from most garages. ENTERPRISE FUNDS
PAGE G-28
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(PARKING CONTINUED) STRATEGIC INITIATIVES Completed Initiative
PROSPEROUS CITY
Provide for a well-managed parking system of adequate capacity to support continued downtown development.
FY 14-15 Initiative
Ongoing Initiative
ďƒž
CITY OF GREENVILLE PARKING INVENTORY Description PARKING GARAGES Commons Garage W. Washington Deck N. Laurens Deck S. Spring Street Garage Liberty Square Garage River Street Garage RiverPlace Garage Richardson St. Garage Church Street Garage Poinsett Garage TOTAL SPACES PARKING LOTS Brown Street Rhett Street University Street TOTAL SPACES TOTAL PUBLIC SPACES
Levels
Spaces
Address
6 1 2 6 9 5 2 8 6 6
817 56 184 912 926 268 440 909 978 843 6,333
60 Beattie Pl. 101 W. Washington St. 210 Laurens St. 316 S. Spring St. 65 Beattie Pl. 414 River St. 300 River St. 66 N. Richardson St. 320 N. Church St. 25 W. McBee Ave.
33 82 75 190
210 N. Brown St. Rhett and River Street 8 University St.
Year Built % of Occupancy (a) 1982 1990 1988 2003 1984 2005 2005 1997 1998 1999
64% 100% 88% 47% 91% 77% 94% 53% 35% 93%
100% 92% 61%
6,523
(a) Percentage of Occupancy reflects the number of spaces reserved for monthly pass holders July 2013 thru April 2014
ENTERPRISE FUNDS
PAGE G-29
FY 2014-15 OPERATING BUDGET
ENTERPRISE FUNDS
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE G-30
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PARKS AND RECREATION Mission Statement It is the mission of the Parks and Recreation Department to improve the quality of life of Greenville citizens by providing high-quality parks and recreation services, improving neighborhoods, and maintaining public facilities at a high standard.
ENTERPRISE FUNDS
PAGE G-31
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
GREENVILLE ZOO The Greenville Zoo is a 14-acre facility located in Cleveland Park in downtown Greenville. The Zoo is accredited through the Association of Zoos and Aquariums (AZA) and is home to over 300 animals. Over 300,000 people visit the Greenville Zoo annually. GREENVILLE ZOO 2011-12 Actual OPERATING REVENUES Gift and Concession Sales Gate Admissions Education Programs Memberships Special Events Rentals Miscellaneous Income Research Enrichment Research Conservation Restricted Donations External Reimbursements
$
OPERATING EXPENSES Zoo Administration Education Programs Zoo Public Services
Operating Income (Loss) Non-Operating Revenue (Expense) Grants and Contributions Interest Income Equipment Sales Transfer from Hospitality Tax Fund QECB Principal and Interest
Change in Net Assets
ENTERPRISE FUNDS
$
2012-13 Actual
2013-14 Budget
2014-15 Budget
423,239 870,992 93,093 283,535 139,927 42,902 10,267 725 51,739 125,846 901 2,043,166
539,271 1,095,316 124,582 325,069 165,280 22,204 2,159 1,885 63,616 38,922 41 2,378,345
400,000 1,093,301 96,036 320,000 150,000 12,000 23,500 5,000 50,000 55,000 0 2,204,837
465,000 1,065,000 108,500 308,000 138,500 20,000 14,500 500 47,000 40,000 0 2,207,000
1,483,908 217,947 594,733 2,296,588
1,547,006 229,097 854,442 2,630,545
1,573,847 257,290 840,832 2,671,969
1,688,353 256,131 817,725 2,762,209
(253,422)
(252,200)
(467,132)
(555,209)
466 6,394 0 475,000 (4,350) 477,510
121 5,824 (29,851) 457,417 (6,025) 427,486
0 6,152 0 395,127 (6,109) 395,170
0 5,636 0 395,127 (6,162) 394,601
(71,962)
(160,608)
224,088
175,286
PAGE G-32
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(GREENVILLE ZOO CONTINUED)
Adjustments-CAFR (a) Bond Principal Depreciation/Contra Capital Change in Net Assets, Adjusted
$
2011-12
2012-13
2013-14
2014-15
Actual
Actual
Budget
Budget
1,382 (112,043) (110,661)
2,901 (122,473) (119,572)
113,427
55,714
0 0 0 (71,962)
0 0 0 (160,608)
a) In accordance with generally accepted accounting principles on the treatment of enterprise funds, the operating statement in the Comprehensive Financial Annual Report (CAFR) includes depreciation as an expense. The schedule above adds back this item in order to reconcile with the operating statement in the CAFR.
FY 2014-15 ZOO FEE STRUCTURE Admissions Type Child Adult Group (Child) Group (Adult)
FY 13-14 $5.50 $8.75 $4.00 $6.25
FY14-15 $5.50 $8.75 $4.00 $6.25
Membership Type Individual Grandparent Household Household Plus Friends Society Friends Patron Friends Gallery Friends Benefactor Friends Conservationist Circle of Friendship
FY 2013-14 $39.00 $49.00 $57.00 $77.00 $112.00 $250.00 $500.00 $1,000.00 $2,500.00 $5,000.00
FY 2014-15 $39.00 $49.00 $57.00 $77.00 $112.00 $250.00 $500.00 $1,000.00 $2,500.00 $5,000.00
Education Program Types
FY 2013-14 Members* $35.00 $80.00 $95.00 $95.00 $40.00 $40.00 $15.00 $15.00 $15.00
FY 2014-15 Members* $35.00 $80.00 $95.00 $95.00 $40.00 $40.00 $15.00 $15.00 $15.00
Zoo Camp (Age 3) Zoo Camp (Age 4-5) Zoo Camp (Age 6-8) Zoo Camp (Age 9-11) Zoo Camp (Teen - Day) Overnight Program (per participant) Zoo Tots Greenville Zoo Explorers Saturday Safari *Cost for non-members is higher for some programs.
ENTERPRISE FUNDS
PAGE G-33
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
ZOO ADMINISTRATION DIVISION The Zoo Administration Division is responsible for Zoo administration, veterinary and animal care, grounds maintenance, and animal care operations. ZOO ADMINISTRATION EXPENSES Personnel Services Operating Expenses Fleet Charges Risk Charges Capital Outlay TOTAL EXPENSES
$
$
STAFFING Full-Time Staff TOTAL STAFFING
2011-12 Actual 981,578 345,641 7,198 149,120 371 1,483,908
2012-13 Actual 982,370 406,358 8,618 149,660 0 1,547,006
2013-14 Budget 1,004,958 502,804 11,354 31,894 22,837 1,573,847
2014-15 Budget 1,030,653 584,825 13,077 32,798 27,000 1,688,353
20 20
20 20
19 19
19 19
FY 2014-15 BUDGET HIGHLIGHTS The Greenville Zoo Administration Division budget increases 7.2% over the FY 2013-14 Adopted Budget and reflects: A net increase of $25,695 in personnel services primarily due to personnel adjustments. The following one-time items are included in operating expenses: o $20,000 is included for colobus den and caging service and maintenance, o $20,000 is included for orangutan netting repair, o $71,000 is included for siamang caging upgrades, o $16,000 is included for clinic caging for large primates, and o $12,000 is included for giraffe shade structures. Capital Outlay includes $16,000 for a walk-in freezer for animal food and $11,000 for the replacement of one Clubcar. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Ensure that appropriate staff is properly trained in the use of firearms.
Ensuring all staff is trained in CPR/AED and first aid.
Ensure that all animal cages are secure and meet or exceed the level of security required for individual species.
Ensure all staff is fully aware of Emergency Protocols and their role during an emergency.
Ensure that all staff is trained in prevention and transmittal of zoonotic diseases.
ENTERPRISE FUNDS
PAGE G-34
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(ZOO ADMINISTRATION CONTINUED) SUSTAINABLE CITY Ensure that all plumbing fixtures in the Zoo are functioning as designed to reduce the overall amount of water used.
Completed Initiative
FY 14-15 Initiative
Continually looking at ways to expand upon current recycling and reuse programs. MOBILE CITY
Completed Initiative
FY 14-15 Initiative
Develop means of accommodating those unable to traverse the zoo campus so that they can share the same or similar experience as others.
ENTERPRISE FUNDS
Ongoing Initiative
Ensure the electric car charging stations remain operational. INCLUSIVE CITY
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-35
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
ZOO EDUCATION DIVISION The Zoo Education Division is responsible for developing and implementing school, family, overnights, and outreach programs. ZOO EDUCATION EXPENSES Personnel Services Operating Expenses TOTAL EXPENSES
$ $
2011-12 Actual 185,342 32,605 217,947
2012-13 Actual 196,036 33,061 229,097
2013-14 Budget 218,326 38,964 257,290
2014-15 Budget 217,721 38,410 256,131
3 1 4
3 1 4
4 0 4
4 0 4
STAFFING Full-Time Staff Part-Time Staff TOTAL STAFFING
FY 2014-15 BUDGET HIGHLIGHTS The Greenville Zoo Education Division budget decreases 0.5% from the FY 2013-14 Adopted Budget and reflects: Minor adjustments to personnel services and slight reduction in operating expenses. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
Ensure that all staff is trained in prevention and transmittal of zoonotic diseases. Completed Initiative
FY 14-15 Initiative
Increase partnering with the Recreation Department to reach out to the community centers and the neighborhoods that support them.
Completed Initiative
FY 14-15 Initiative
Promote local conservation through formal educational classes and through conservation outposts throughout the Zoo designed to demonstrate conservation measures that can be taken at home. INCLUSIVE CITY Develop signs and brochures that will be printed in Spanish to better serve Greenville’s Hispanic population.
ENTERPRISE FUNDS
Ongoing Initiative
Partnering with other not-for-profit cultural entities in the community to provide an enhanced learning opportunity. SUSTAINABLE CITY
Ongoing Initiative
Ensuring all staff is trained in adult and child CPR/AED and first aid.
CITY OF NEIGHBORHOODS
FY 14-15 Initiative
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-36
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
ZOO PUBLIC SERVICES DIVISION The Zoo Public Services Division is responsible for managing the Zoo’s concessions and gift shop, managing memberships (approximately 6,400 members), admissions, conservation funds, and special events. The Public Services Division is also responsible for overseeing all public relations for the Greenville Zoo. ZOO PUBLIC SERVICES EXPENSES Personnel Services Operating Expenses Capital Outlay TOTAL EXPENSES
$
$
STAFFING Full-Time Staff
2011-12 Actual 225,145 368,274 1,314 594,733
2012-13 Actual 294,100 552,301 8,041 854,442
2013-14 Budget 380,517 460,315 0 840,832
2014-15 Budget 404,650 413,075 0 817,725
7
7
10
10
FY 2014-15 BUDGET HIGHLIGHTS The Greenville Zoo Public Services budget decreases 2.8 % from the FY 2013-14 Adopted Budget and reflects: A net increase of $24,133 in personnel services due to changes in employee health benefit elections. A net decrease of $47,240 in operating expenses due mostly to decreased materials and supply costs. STRATEGIC INITIATIVES SAFE CITY
Completed Initiative
Ensure that all staff is trained in prevention and transmittal of zoonotic diseases.
FY 14-15 Initiative
Ensuring all staff is trained in CPR/AED and first aid. Ensure all staff is fully aware of Emergency Protocols and their role during an emergency.
Ensure staff is trained and understand proper food handling techniques. SUSTAINABLE CITY
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Make local conservation grants to support regional conservation programs. CITY OF CULTURE AND RECREATION Establish ongoing community events designed to engage regular guests as well as introduce new guests to the Zoo who might not otherwise attend. INCLUSIVE CITY The Zoo will provide gate brochures that have been translated into Spanish.
ENTERPRISE FUNDS
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-37
FY 2014-15 OPERATING BUDGET
ENTERPRISE FUNDS
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE G-38
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PUBLIC TRANSPORTATION Mission Statement The City of Greenville’s Public Transportation Department’s Mission is to provide safe, reliable, courteous, and friendly transit services to customers in the greater Greenville area using environmentally responsible and innovative technologies and methods.
ENTERPRISE FUNDS
PAGE G-39
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PUBLIC TRANSPORTATION DEPARTMENT OVERVIEW The Public Transportation Department is responsible for transit and is recorded in an enterprise fund. The Transit Fund is responsible for the operations and maintenance of Greenlink, a transit service provided by the City of Greenville on behalf of the Greenville Transit Authority.
City Manager
Director of Public Transportation (01 FT)
Downtown Trolley (03 PT)
Transit Administration (04 FT) (01 PT)
ENTERPRISE FUNDS
CU-ICAR Shuttle (02 FT)
Fixed Route (20.5 FT) (07 PT)
GTA Board of Directors
MauldinSimpsonville Route (06 FT)
Demand Response (08 FT)
Clemson Connector (01 FT) (01 PT)
Non-Vehicle Maintenance (1.5 FT)
Clemson Commuter (04 FT)
Vehicle Maintenance (09 FT)
PAGE G-40
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
TRANSIT On March 31, 2008, the City of Greenville began providing transit operations services to the Greenville Transit Authority (GTA). Pursuant to the City’s contract with GTA, the City renamed the service “Greenlink” and began operation of fixed route and demand response bus services for GTA. GTA remains a separate operating entity and retains ownership of all system assets. The City serves as the day-to-day operator of the transit system under a transportation director appointed by the City Manager. Transit operations are recorded in the Transit Enterprise Fund, which includes all operating expenses and records the receipt of GTA’s payment for operating the system.
TRANSIT 2011-12 Actual OPERATING REVENUES GTA Contract Miscellaneous
$
OPERATING EXPENSES Personnel Services Operating Expenses
Operating Income (Loss) Change in Net Assets
ENTERPRISE FUNDS
$
2012-13 Actual
2013-14 Budget
2014-15 Budget
3,434,833 4,011 3,438,844
3,806,682 (3,174) 3,803,508
4,894,700 0 4,894,700
5,150,011 0 5,150,011
2,075,577 1,359,257 3,434,834
2,384,848 1,421,833 3,806,681
2,968,658 1,926,042 4,894,700
3,130,966 2,019,045 5,150,011
4,010
(3,173)
0
0
4,010
(3,173)
0
0
PAGE G-41
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
TRANSIT ADMINISTRATION Transit Administration is responsible for day-to-day transit operations. It maintains liaison relationships with the Federal Transit Administration (FTA), the State, Greenville County, and other City departments. Responsibilities also include financial management, including all compliance activities related to the FTA. TRANSIT ADMINISTRATION
EXPENSES Personnel Services Operating Expenses Risk Charges TOTAL EXPENSES
$
$
STAFFING Full-Time Staff Part-Time Staff TOTAL STAFFING
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
383,575 21,372 953 405,900
458,730 18,656 956 478,342
555,891 12,810 19,271 587,972
448,647 18,063 1,833 468,543
4 2 6
5 2 7
7 1 8
5 1 6
FY 2014-15 BUDGET HIGHLIGHTS The Transit Administration budget decreases 20.3% from the FY 2013-14 Adopted Budget and reflects: A net decrease of $107,244 in personnel services due primarily to the allocation of the Manager of Transit Operations and Information Specialist positions to the Fixed Route division. A net increase of $5,253 in operating expenses primarily due to an increase in communications. STRATEGIC INITIATIVES SUSTAINABLE CITY
Completed Initiative
FY 14-15 Initiative
Encourage the use of multimodal transportation and transit-oriented development in a manner that will conserve space and energy. MOBILE CITY
Ongoing Initiative
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
Create and nurture private/public partnerships that will continue to assist in the development and enhancement of multimodal transportation.
Provide monthly and annual financial data to the Greenville Transit Authority (GTA).
ENTERPRISE FUNDS
PAGE G-42
FY 2014-15 OPERATING BUDGET
ENTERPRISE FUNDS
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE G-43
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FIXED ROUTE OPERATIONS Fixed Route Operations is responsible for providing services on 10 routes that service the City and the adjoining unincorporated areas of Greenville County. Buses run Monday through Friday, with Saturday service provided on selected routes. FIXED ROUTE OPERATIONS
EXPENSES Personnel Services Operating Expenses Fleet Fuel Risk Charges TOTAL EXPENSES
$
$
STAFFING Full-Time Staff Part-Time Staff TOTAL STAFFING
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
1,008,744 111,985 552,864 67,080 1,740,673
928,510 37,703 609,688 67,091 1,642,992
1,013,022 116,335 559,445 46,670 1,735,472
1,116,734 117,862 633,686 16,291 1,884,573
21 8 29
18.5 8 26.5
18.5 7 25.5
20.5 7 27.5
FY 2014-15 BUDGET HIGHLIGHTS The Fixed Route budget increases 8.6% over the FY 2013-14 Adopted Budget and reflects: A net increase of $103,712 in personnel services due primarily to the allocation of the Manager of Transit Operations and Information Specialist positions from Transit Administration. A net increase of $1,527 in operating expenses primarily due to moving the oil budget from the Fleet Fuel line to Operating Expenses. Risk charges decreased by 65% due to positive changes in five-year claim experience. STRATEGIC INITIATIVES MOBILE CITY
Provide timely and regular service to commuters using the fixed-route system at regular intervals during the day.
ENTERPRISE FUNDS
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-44
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
DEMAND RESPONSE OPERATIONS Demand Response Operations operates para-transit buses for individuals who, because of their disability, are unable to use Greenlink's fixed route bus service. DEMAND RESPONSE OPERATIONS
EXPENSES Personnel Services Operating Expenses Fleet Fuel Risk Charges TOTAL EXPENSES
$
$
STAFFING Full-Time Staff Part-Time Staff TOTAL STAFFING
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
203,154 5,126 35,544 932 244,756
244,520 2,492 36,482 935 284,429
297,741 7,138 32,138 836 337,853
347,816 8,138 56,864 820 413,638
3.5 1 4.5
5 1 6
7 0 7
8 0 8
FY 2014-15 BUDGET HIGHLIGHTS The Demand Response Operations budget increases 22.4% over the FY 2013-14 Adopted Budget and reflects: A net increase of $50,075 in personnel services primarily due to the addition of one Dispatcher position. A net increase of $1,000 in operating expenses primarily due to moving the oil budget from the Fleet Fuel line to Operating Expenses. STRATEGIC INITIATIVES MOBILE CITY Provide timely and regular service to disabled customers in the transit service area to grant them greater accessibility.
ENTERPRISE FUNDS
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-45
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
VEHICLE MAINTENANCE Vehicle Maintenance is responsible for maintaining all transit vehicles to ensure that they operate safely and effectively. VEHICLE MAINTENANCE
EXPENSES Personnel Services Operating Expenses Fleet Fuel Risk Charges TOTAL EXPENSES
$
$
STAFFING Full-Time Staff
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
457,867 478,203 19,903 1,986 957,959
505,466 179,328 264,267 1,992 951,053
504,552 437,903 9,569 1,961 953,985
524,085 455,057 12,139 1,547 992,828
9.5
8.5
9
9
FY 2014-15 BUDGET HIGHLIGHTS The Vehicle Maintenance budget increases 4.1% over the FY 2013-14 Adopted Budget and reflects: A net increase of $19,533 in personnel services due to a cost of living adjustment and changes in health benefits elections. A net increase of $17,154 in operating expenses. STRATEGIC INITIATIVES MOBILE CITY Maintain all transit vehicles in proper condition to ensure safe and effective operations.
ENTERPRISE FUNDS
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-46
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
NON-VEHICLE MAINTENANCE Non-Vehicle Maintenance records all expenses related to upkeep of the Washington Street transfer center, bus shelters, and existing Transit facilities. NON-VEHICLE MAINTENANCE 2011-12 2012-13 Actual Actual EXPENSES Personnel Services Operating Expenses Risk Charges TOTAL EXPENSES
$
$
2013-14 Budget
2014-15 Budget
22,237 63,309 0 85,546
19,826 90,617 0 110,443
33,899 67,293 129 101,321
74,325 84,200 91 158,616
0
0.5
0.5
1.5
STAFFING Full-Time Staff
FY 2014-15 BUDGET HIGHLIGHTS The Non-Vehicle Maintenance budget increases 56.5% over the FY 2013-14 Adopted Budget and reflects: A net increase of $40,426 in personnel services primarily due to the addition of one Bus Shelter Servicer position. A net increase of $16,907 in operating expenses due to a $12,000 increase in maintenance contracts and a $4,907 increase in materials and supplies. STRATEGIC INITIATIVES MOBILE CITY Provide regular maintenance on transit facilities and bus stops.
ENTERPRISE FUNDS
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-47
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
CU-ICAR SHUTTLE This accounts for expenses related to the operation of the CU-ICAR Shuttle, which serves Verdae, ICAR, Woodruff Road, and the Millennium Campus through a public-private partnership made possible through the Job Access and Reverse Commute (JARC) grant. CU-ICAR SHUTTLE 2011-12 Actual EXPENSES Personnel Services Operating Expenses Fleet Fuel Risk Charges TOTAL EXPENSES
$
$
STAFFING Full-Time Staff
2012-13 Actual
2013-14 Budget
2014-15 Budget
0 0 0 0 0
65,969 230 12,900 0 79,099
71,913 6,018 27,630 785 106,346
86,646 6,018 31,060 223 123,947
0
2
2
2
FY 2014-15 BUDGET HIGHLIGHTS The CU-ICAR budget increases 16.6% over the FY 2013-14 Adopted Budget and reflects: A net increase of $14,733 in personnel services primarily due to changes in employee benefits elections. STRATEGIC INITIATIVES MOBILE CITY Provide regular service to the growing job center around CU-ICAR, Woodruff Road, and Verdae.
ENTERPRISE FUNDS
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-48
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
MAULDIN-SIMPSONVILLE ROUTE This accounts for expenses related to the operation of the Mauldin-Simpsonville service that Greenlink provides on behalf of the Cities of Mauldin and Simpsonville. MAULDIN-SIMPSONVILLE ROUTE 2011-12 2012-13 Actual Actual EXPENSES Personnel Services Operating Expenses Fleet Fuel Risk Charges TOTAL EXPENSES
$
$
STAFFING Full-Time Staff
2013-14 Budget
2014-15 Budget
0 0 0 0 0
161,827 19,109 79,387 0 260,323
252,618 17,200 92,400 253 362,471
234,997 106,000 123,085 659 464,741
0
6
6
6
FY 2014-15 BUDGET HIGHLIGHTS The Mauldin-Simpsonville budget increases 28.2% over the FY 2013-14 Adopted Budget and reflects: A net decrease of $17,621 in personnel services primarily due to employee turnover and changes in employee benefits elections. An increase of $88,800 in operating expenses due to including the maintenance costs for this route directly in this division instead of the Vehicle Maintenance division due to reimbursement requirements. STRATEGIC INITIATIVES MOBILE CITY Provide a regular connection from the existing route structure to the growing suburban communities of Mauldin and Simpsonville.
ENTERPRISE FUNDS
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-49
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
DOWNTOWN TROLLEY This accounts for expenses related to the operation of the Downtown Trolley service that Greenlink provides in downtown Greenville. DOWNTOWN TROLLEY
EXPENSES Personnel Services Operating Expenses Fleet Fuel Risk Charges TOTAL EXPENSES
$
$
STAFFING Part-Time Staff
2011-12
2012-13
2013-14
2014-15
Actual
Actual
Budget
Budget
0 0 0 0 0
0 0 0 0 0
54,965 58,988 13,381 0 127,334
64,024 60,246 11,258 199 135,727
0
0
3
3
FY 2014-15 BUDGET HIGHLIGHTS The Downtown Trolley budget increases 6.6% over the FY 2013-14 Adopted Budget. STRATEGIC INITIATIVES MOBILE CITY Provide a trolley shuttle in downtown Greenville Thursday to Sunday and on Greenville Drive game days.
ENTERPRISE FUNDS
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
ďƒž
PAGE G-50
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
CLEMSON CONNECTOR This accounts for expenses related to the operation of a Connector route between the Clemson University campuses within the Greenville area. At the beginning of FY 2013-14, the Clemson Connector and Clemson Commuter routes were combined as the Clemson Shuttle Division. During FY 2013-14 they were broken out so the expenses of each route can be tracked more accurately. CLEMSON CONNECTOR
EXPENSES Personnel Services Operating Expenses Fleet Fuel Risk Charges TOTAL EXPENSES
$
$
STAFFING Full-Time Staff Part-Time Staff TOTAL STAFFING
2011-12
2012-13
2013-14
2014-15
Actual
Actual
Budget
Budget
0 0 0 0 0
0 0 0 0 0
184,057 102,406 295,483 0 581,946
67,772 21,170 58,000 235 147,177
0 0 0
0 0 0
5 1 6
1 1 2
FY 2014-15 BUDGET HIGHLIGHTS The Clemson Shuttle budget was broken out to form the Clemson Connector and Clemson Commuter Divisions. No additional personnel were added. STRATEGIC INITIATIVES MOBILE CITY Provide a shuttle service to connect Clemson’s satellite campuses throughout the City of Greenville.
ENTERPRISE FUNDS
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-51
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
CLEMSON COMMUTER This accounts for expenses related to the operation of an express route between Clemson University in Pickens County and CU-ICAR on the millennium campus in Greenville. There is one stop in between, which serves the City of Easley. At the beginning of FY 2013-14, the Clemson Connector and Clemson Commuter routes were combined as the Clemson Shuttle Division. During FY 2013-14 they were broken out so the expenses of each route can be tracked more accurately. CLEMSON COMMUTER
EXPENSES Personnel Services Operating Expenses Fleet Fuel Risk Charges TOTAL EXPENSES
$
$
STAFFING Full-Time Staff
2011-12
2012-13
2013-14
2014-15
Actual
Actual
Budget
Budget
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
165,920 51,830 142,000 471 360,221
0
0
0
4
FY 2014-15 BUDGET HIGHLIGHTS The Clemson Shuttle budget was broken out to form the Clemson Connector and Clemson Commuter Divisions. No additional personnel were added. STRATEGIC INITIATIVES MOBILE CITY Provide a shuttle service to connect Clemson’s main campus with downtown Greenville.
ENTERPRISE FUNDS
Completed Initiative
FY 14-15 Initiative
Ongoing Initiative
PAGE G-52
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
TAX INCREMENT FUNDS Tax Increment Funds are used to account for the repayment of principal and interest on bonds issued for redevelopment projects. Annual budgets are established for the following tax increment funds: Downtown Infrastructure Fund, to account for the retirement of principal and interest on tax increment revenue bonds issued for infrastructure improvements in the Central Business District. West End Tax Increment Fund, to account for the retirement of principal and interest on tax increment revenue bonds issued for various improvements in the West End redevelopment area. Viola Street Tax Increment Fund, to account for the retirement of principal and interest on a tax increment revenue bond issued for infrastructure improvements in the Viola Street neighborhood.
TAX INCREMENT FUNDS
PAGE H-1
FY 2014-15 OPERATING BUDGET
TAX INCREMENT FUNDS
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE H-2
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
DOWNTOWN INFRASTRUCTURE FUND The Downtown Infrastructure Fund was established in 1987 to account for the retirement of principal and interest on tax increment bonds issued for various improvements in the Central Business District redevelopment area. The bonds are repaid from the incremental taxes produced by the incremental increase in assessed property values within the tax increment district. In accordance with the redevelopment plan, tax revenues are also dedicated to pay-as-you-go improvements within the designated project area. The tax increment finance district expires in 2021. DOWNTOWN INFRASTRUCTURE FUND 2011-12 2012-13 2013-14 2014-15 Actual Actual Budget Budget REVENUES / TRANSFERS IN Property Taxes $ 6,573,771 6,950,646 6,900,000 7,185,900 Interest/Other 30,668 29,508 3,000 3,000 Refunding Bond Proceeds 15,986,000 0 0 0 Transfer from Parking Fund 114,595 0 0 0 Transfer from Capital Proj. Fund 0 1,459 0 0 Transfer from Misc. Grants Fund 0 91,618 0 0 TOTAL REVENUES 22,705,034 7,073,231 6,903,000 7,188,900 EXPENDITURES / TRANSFERS OUT Falls Park Improvements Materials and Supplies Downtown Office Promotion Principal Retirement Interest and Fiscal Charges Bond Issuance Cost Pmt. to Refunded Debt Escrow Transfer to General Fund Transfer to Misc. Grants Fund Transfer to Wastewater Fund Transfer to Capital Projects Fund Transfer to Parking Fund TOTAL EXPENDITURES Excess (deficiency) of revenues over expenditures Fund balance, beginning of year Fund balance, end of year Fund balance: Restricted for debt service Unreserved/Undesignated
TAX INCREMENT FUNDS
$
0 0 39,716 1,984,000 937,507 166,285 15,769,328 371,868 (2,352) 0 5,784,041 0 25,050,393
0 0 61,500 2,141,000 679,139 24,387 0 418,905 0 0 2,218,940 1,520,000 7,063,871
(2,345,359)
9,360
65,000 30,000 100,000 2,226,000 571,295 0 0 492,066 0 183,246 3,513,669 1,005,331 8,186,607
(1,283,607)
0 0 100,000 2,309,000 486,138 0 417,275 0 0 985,000 1,923,869 6,221,282
967,618
5,240,523
2,895,164
2,904,524
1,620,917
2,895,164
2,904,524
1,620,917
2,588,535
1,082,098 1,813,066 2,895,164
1,107,549 1,796,975 2,904,524
1,107,549 513,368 1,620,917
1,107,549 1,480,986 2,588,535 PAGE H-3
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
(DOWNTOWN INFRASTRUCTURE FUND CONTINUED) FY 2014-15 BUDGET HIGHLIGHTS The Downtown Infrastructure Fund budget reflects: The FY 2013-14 Adopted Budget was amended for the following: East Park Avenue Sewer ($183,246), Public Space Improvements at RiverPlace ($2,651,669), Parking Garages ($1,005,331), East McBee Avenue ($35,000), downtown furniture and fixture replacements ($30,000). $2,795,138 in debt service payments and fiscal agent fees on outstanding tax increment bonds. $985,000 in Capital Projects Fund transfer for the One Plaza Public Restrooms ($200,000), the Main Street Tree Rehabilitation project ($150,000), the River at Broad Street project ($250,000), the Church Street Streetscape ($275,000), and the Spring/Falls Streetscape project ($110,000). $1,923,869 is transferred to the Parking fund to pay for a portion of the debt service on two parking garages issued by the Greenville Public Facilities Corporation. $417,275 in General Fund transfer to support the Downtown Infrastructure Work Crew. CHANGE IN FUND BALANCE The projected increase in unreserved/undesignated fund balance from $513,368 to $1,480,986, or 188.5%, is attributable to accumulating fund balance for anticipated economic development projects, approximately $575,000 of the $1.4 million is required for working capital purposes; leaving a balance available for development projects of approximately $900,000.
TAX INCREMENT FUNDS
PAGE H-4
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
WEST END TAX INCREMENT FUND The West End Tax Increment Fund was established in 1991 to account for the retirement of principal and interest on tax increment revenue bonds issued by the City for various improvements in the West End redevelopment area. The bonds are repaid from the incremental taxes produced by the incremental increase in assessed property values within the tax increment district. In accordance with the redevelopment plan, tax revenues are also dedicated to pay-as-you-go improvements to further the redevelopment of the West End. The tax increment finance district expires in 2022.
WEST END TAX INCREMENT FUND 2011-12 2012-13 Actual Actual REVENUES Property Taxes Interest Proceeds from Debt Refunding TOTAL REVENUES
$
EXPENDITURES / TRANSFERS OUT Operating Expenditures Bond Principal Bond Interest Payment Refunding Debt. Escrow Bond Issuance Costs Transfer to Capital Projects Fund TOTAL EXPENDITURES Excess (deficiency) of revenues over expenditures
1,237,540 2,304 2,507,000 3,746,844
1,076 200,000 84,584 0 0 1,166,000 1,451,660
0 243,000 23,135 2,451,067 55,933 175,000 2,948,135
(251,537)
Fund balance, beginning of year Fund balance, end of year
1,198,993 1,130 0 1,200,123
$
2013-14 Budget 1,178,000 1,000 0 1,179,000
0 234,000 33,281 0 0 (111,000) 156,281
2014-15 Budget 1,440,700 1,500 0 1,442,200
0 236,000 29,841 0 0 0 265,841
798,709
1,022,719
1,176,359
1,010,344
758,807
1,557,516
2,580,235
758,807
1,557,516
2,580,235
3,756,594
FY 2014-15 BUDGET HIGHLIGHTS The West End TIF budget reflects:  $265,841 in debt service payments on outstanding tax increment bonds. CHANGE IN FUND BALANCE The projected increase in fund balance from $2,580,235 to $3,756,594, or 45.6%, is attributable to accumulating reserves for anticipated capital improvement projects.
TAX INCREMENT FUNDS
PAGE H-5
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
VIOLA STREET TAX INCREMENT FUND The Viola Street Tax Increment Fund was established in 1998 to account for the retirement of principal and interest on a $400,000 tax increment revenue bond issued to finance infrastructure improvements in the Viola Street redevelopment area. In accordance with the redevelopment plan, tax revenues are also dedicated to pay-as-you-go improvements to further the redevelopment of Viola Street and the surrounding district. The tax increment finance district expires in 2026.
VIOLA STREET TAX INCREMENT FUND 2011-12 2012-13 Actual Actual REVENUES Property Taxes Interest Transfer from Cap. Projects Fund TOTAL REVENUES EXPENDITURES / TRANSFERS OUT Fund balance, end of year Operating Expenditures Bond Principal Bond Interest Transfer to Wastewater Fund Transfer to the Cap. Proj. Fund TOTAL EXPENDITURES
2013-14 Budget
2014-15 Budget
$
436,928 2,968 0 439,896
434,182 2,751 0 436,933
456,000 3,000 0 459,000
499,700 2,800 0 502,500
$
1,349,752 0 40,000 3,599 0 0 43,599
544,346 3,542 40,000 1,797 0 1,197,000 1,242,339
394,100 0 0 0 183,246 426,000 609,246
896,600 0 0 0 0 0 0
(150,246)
502,500
544,346
394,100
Excess (deficiency) of revenues over expenditures
396,297
Fund balance, beginning of year
953,455
(805,406) 1,349,752
FY 2014-15 BUDGET HIGHLIGHTS The Viola Street TIF budget reflects: The FY 2013-14 Adopted Budget was amended for the East Park Avenue Sewer project ($183,246) which provides additional sewer capacity in the Viola TIF. There is no debt service payment as all maturities from the 1998 bond have been redeemed. CHANGE IN FUND BALANCE The projected increase in fund balance from $395,100 to $897,600, or 127.2%, is attributable to accumulating reserves for anticipated capital improvement projects.
TAX INCREMENT FUNDS
PAGE H-6
FY 2014-15 OPERATING BUDGET
TAX INCREMENT FUNDS
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE H-7
FY 2014-15 OPERATING BUDGET
TAX INCREMENT FUNDS
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE H-8
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
CAPITAL IMPROVEMENT PROGRAM AND DEBT MANAGEMENT
CIP AND DEBT MANAGEMENT
PAGE I-1
FY 2014-15 OPERATING BUDGET
CIP AND DEBT MANAGEMENT
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE I-2
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
CAPITAL IMPROVEMENT PROGRAM Projec ts Funded
$25,000,000 $20,000,000 $15,000,000 $17,925,000
$10,000,000 $5,000,000 $0
$7,245,000 $3,450,000
$19,295,000 $9,139,450 FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
The Capital Improvement Program (CIP) is a five-year fiscal planning instrument that is used to identify needed capital projects and select the appropriate financing and timing for those projects. Projects budgeted in the CIP generally include: • • • •
Acquisition of land. Construction of a new facility or an expansion of an existing facility. A non-recurring rehabilitation or a major repair to all or part of a building or its grounds. This should have a cost exceeding $100,000 and a useful life exceeding 10 years. Planning, design, or engineering related to a capital improvement or other program.
The CIP is prepared annually based on submissions from the City’s various departments. Projects are evaluated based on how each project meets Council goals, objectives, and requirements, as well as criteria such as improving public safety and increasing organizational efficiency. Using the evaluation criteria, a financing strategy is developed by the Office of Management and Budget based on the Five-Year Financial Forecast. By City ordinance, the CIP must be presented to City Council 120 days prior to the start of the new fiscal year. The first year of the plan serves as the coming year’s capital budget and encompasses the appropriations needed for the next fiscal year. The subsequent four years of the plan are planning years and subject to annual appropriation by City Council. The following section summarizes the Capital Improvement Program. A separate document has been prepared with specific details on existing and planned projects and can be reviewed in the Office of Management and Budget or on the City’s website. Please note that capital equipment such as fire apparatus, heavy equipment, and other vehicles are not planned in the CIP process. These expenditures are planned and budgeted through the operating budget process. CAPITAL IMPROVEMENT PROGRAM PROCESS DEPARTMENT PREPARATION (AUGUST-OCTOBER): Departments prepare requests for projects based on identified needs in the City. Projects submitted include continuation projects as well as new projects determined to be needed by the department.
CIP AND DEBT MANAGEMENT
PAGE I-3
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
REVIEW AND RANKING (NOVEMBER-DECEMBER): The Office of Management and Budget reviews all project requests and validates the full operating impact associated with each project. A Leadership Team committee is convened to review and rank all projects. Its efforts are guided by the following criteria: • Mitigates Risk to Public Safety or Health • Improves Deteriorated Infrastructure • Systematic Replacement of Existing Infrastructure • Improves Operational Efficiency • Coordinates with Other Projects and Requirements • Equitable Provision of Services and Facilities • Protects and Conserves Resources • Provides New or Substantially Expanded Facility • Promotes Economic Development FIVE-YEAR FORECAST (JANUARY): The Office of Management and Budget presents to City Council a five-year financial forecast on the major governmental and proprietary funds with an impact on operating and capital expenditures. This forecast includes projected revenues, projected operating expenditures, and the adopted CIP to show the impact current trends will have on the City’s financial health. The Office of Management and Budget uses this forecast as its basis for determining pay-as-you-go financing and the ability of the City to handle additional debt service related to capital projects. FINANCING DEVELOPED (FEBRUARY): Based on the data contained in the five-year financial forecast, the Office of Management and Budget prepares a financing strategy for the proposed CIP based on projected pay-as-you-go funds and debt service capacity. The financing strategy is proposed to the City Manager and is refined based on the feedback received from the City Manager. Once complete, the document is prepared for delivery to City Council. COUNCIL DELIBERATION AND APPROVAL (MARCH-JUNE): The CIP is delivered to City Council, which refers the document to the Planning Commission. Upon finding that the CIP meets the intent of the City’s Comprehensive Plan, the City Council holds several work sessions to discuss, review, and modify the proposed CIP. City Council adopts the CIP concurrently with the Operating Budget and appropriates the first year of the CIP by ordinance. As the second through fifth years of the CIP are subject to future appropriation, the City Council adopts the plan through a resolution of intent.
CIP AND DEBT MANAGEMENT
PAGE I-4
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 CAPITAL BUDGET REVENUES The funding for the FY 2014-15 Capital Budget totals $9,139,450 and is derived from the following sources:
TOTAL FY 2014-15 CAPITAL BUDGET REVENUES: $9,139,450 Enterprise Funds/Bonds, 3,225,000 , 35%
General Fund, 2,219,450 , 24%
Tourism Taxes, TIFs, Other, 3,695,000 , 41%
Fund availability is determined through the City’s Five-Year Financial Forecast. Estimates of current year and future year funding are based on historic trends. Projects are also scheduled to maintain established benchmarks on fund health (fund balance requirements, coverage ratios, etc.). The amounts in the chart above have been listed in each specific fund. Debt Issuances The City anticipates issuing its 2015 General Obligation Bond for the construction of the Verdae/Woodruff Fire Station in the summer of 2015.
CIP AND DEBT MANAGEMENT
PAGE I-5
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
FY 2014-15 CAPITAL BUDGET EXPENDITURES
TOTAL FY 2014-15 CAPITAL BUDGET EXPENDITURES: $9,139,450
Other, $2,285,000 , 25%
Roads and Bridges, $969,450 , 11% Streetscapes, $835,000 , 9% Wastewater, $1,100,000 , 12%
Parks and Recreation, $2,475,000 , 27%
Stormwater, $1,475,000 , 16%
Roads and Bridges (Total FY 2014-15 Funding: $969,450) NSTEP - New Sidewalk Targeted Expansion Program ($300,000): Project continues effort to construct sidewalks on one side of every street. Street Resurfacing ($300,000): This will appropriate $300,000 to match the Greenville County Transportation Committee’s resurfacing match program. The FY 2014-15 budget would provide for the resurfacing of four lane miles. Calhoun Street Connection ($244,450): Funding of this project will provide maintenance and improvements to be made along Calhoun Street. The addition of new bicycle lanes, gutters, and sidewalk crossing will improve the amount of bike and foot traffic. North Main Street Road Diet and Restriping ($125,000): Project provides funding to reduce North Main Street from a four-lane road to a two lane road, with one through-lane in each direction. The second lane in each direction will be converted into a bike lane, and will include some auxiliary space for yard waste, solid waste, walking, and/or safety zones. Streetscapes (Total FY 2014-15 Funding: ($835,000) Village of West Greenville ($100,000): This project will provide a ready source of funding for streetscape improvement projects associated with private development opportunities for the Art's District. Augusta Street Streetscaping (Baseball Stadium) ($350,000): This project would encourage redevelopment and infill for this corridor. Spring/Falls Streetscape ($110,000): This project would provide streetscape design improvements on Spring Street and Falls Street between East North Street and East Camperdown Way, in order to improve the appearance, functionality and sustainability of this corridor. CIP AND DEBT MANAGEMENT
PAGE I-6
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Church Street Streetscape ($275,000): Project will fund realignment of travel lanes along North Church Street to allow for increased sidewalk and landscaping on the west side of North Church Street. Wastewater (Total FY 2014-15 Funding: $1,100,000) Wastewater System Survey and Model ($100,000): This is a multi-year project to provide a detailed survey and flow capacity model for the City’s wastewater system. Basin 16 Sewer Rehabilitation ($250,000): This project will provide funding remedial improvements in Basin 16. Haywood Sewer Upgrades ($750,000): Project provides for wastewater system rehabilitation in the Haywood Mall area to address capacity issues. Stormwater (Total FY 2014-15 Funding: $1,475,000) Reedy River (Cleveland Park) Bank Stabilization ($250,000): This project will stabilize the banks of the Reedy River and unnamed tributaries to the Reedy River within Cleveland Park. The improvements are near Woodland Way, Cleveland Park Drive, Lakehurst Street, Richland Way, and Ridgeland Drive. Reedy River Watershed Planning and 5R ($275,000): Project provides for the City’s share of a watershed plan to reduce nutrient loading of Phosphorus, Nitrogen and Chlorophyll A and pH concentrations. Gower Estates Stormwater Improvements ($100,000): Project provides for the installation of a storm drainage system, curb and gutter, and roadway resurfacing and sewer pipe rehabilitation, along Shelburne, Carolina Avenue, Don Drive and Charlbury Street. Richland Creek Water Quality Master Plan ($850,000): Project provides funding to study improvements in water quality along Richland Creek now that flooding improvements are underway. Parks and Recreation (Total FY 2014-15 Funding: $2,475,000) Main Street Tree Rehabilitation ($150,000): Funding is part of a multi-year program to gradually replace the tree canopy along Main Street. This project will also repair buckled and broken sidewalks along Main Street caused by tree roots. Trail Expansion ($1,000,000): Project provides matching funds to support Greenville County’s TIGER Discretionary Grants Program Application to construct the Greenlink Greenway. Of the additional $2.375 million in funding provided for in FY 2015-16, $1.5 million will be used to meet additional matching requirements. Neighborhood Park Improvements ($100,000): The project includes improvements at the Nicholtown and David Hellams Community Centers as follows: • Nicholtown Community Center - replace the playground equipment. • David Hellams Community Center – resurface the basketball court, athletic field improvements, and parking lot improvements. City Park Phase I ($1,225,000): Project provides for Phase I of the City Park which encompasses open lawns, playing fields, community gardens, and parking for the Swamp Rabbit Trail and the City Park. CIP AND DEBT MANAGEMENT
PAGE I-7
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Economic Development (Total FY 2014-15 Funding: $685,000) One City Plaza Public Restrooms ($200,000): Project constructs new public restroom facilities near One City Plaza due to the growth of Downtown Greenville. Commercial Corridors ($100,000): This will provide funding for streetscaping, landscaping, and other public infrastructure improvements to revitalize the City’s streets and commercial corridors. River at Broad Street (250,000): Project provides for streetscape improvements on the corner of River and Broad Streets in downtown Greenville at the site of a new 145-unit apartment building which will have ground floor commercial space. TD Convention Center Conference Center ($135,000): This project designs multiple aesthetic upgrades to the Center including caulking, divider wall repairs, and floor resurfacing. Public Safety (Total FY 2014-15 Funding: $650,000) Public Safety Cameras and Infrastructure ($650,000): In FY 2014-15, this project will add six cameras downtown and replace 23 cameras downtown and at Haywood Mall. General Government (Total FY 2014-15 Funding: $950,000) Mayberry Street Maintenance Facility ($650,000): Funding allows for the renovation of the Mayberry Street facility for it to become the location for the Parks and Recreation Beautification Division’s Operations Center. GWS Property Swap ($300,000): The City of Greenville and Greenville Water will be swapping properties. The City will be exchanging 100 Oscar Street for property owned by Greenville Water at 77 and 87 Mayberry Street. The Mayberry Street facility will be renovated to become the location for the Parks and Recreation Beautification Division’s Operations Center. RELATIONSHIP TO OPERATING BUDGET The City's Operating Budget provides for services of a recurring nature and funds these services with recurring revenues. Some of these expenditures are for "operating" capital outlays, defined as any item with a useful life greater than two years and a unit cost of $5,000 or more. The nature of capital items such as vehicles and equipment requires that they be planned for and replaced on a recurring basis. The Operating Budget is the medium chosen for their replacement. The impact of the CIP on the Operating Budget is reflected in three areas: • • •
Pay-as-you-go financing reflected in the Operating Budget, which impacts fund balance or available funds for operating needs; Debt service payments on any bond instrument that may be issued to finance capital improvements; and Staffing and other operating expenses that may be required once a capital improvement is completed.
CIP AND DEBT MANAGEMENT
PAGE I-8
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
PROJECTED OPERATING BUDGET IMPACT The Capital Improvement Program projected that the following personnel and operating expenses might be necessary to maintain and operate the projects in the CIP. Please note that not all items listed in the subsequent schedules were funded due to the availability of funds. The subsequent schedules are solely a projection and are subject to appropriation by City Council and the availability of funds. SUMMARY OF ADDITIONAL OPERATING COSTS
Project
FY 14/15
TOTAL
OPERATING
ADD. OPER.
COSTS
FY 15/16
FY 16/17
FY 17/18
FY 18/19
COSTS
Fairforest Way Rehabilitation
70,826
72,950
75,139
77,394
79,715
376,024 92,454
Salters Road Improvements
16,732
17,569
18,447
19,369
20,337
East McBee Avenue Improvements
15,000
15,750
16,500
17,292
18,000
82,542
Rhett/Camperdown Street Improvements
48,050
65,953
84,750
88,988
93,437
381,178
Augusta Street Improvements Washington Street Improvements
1,545
1,591
1,639
1,688
1,739
8,202
25,000
25,750
26,523
27,000
28,138
132,411
Augusta Street Streetscape (Baseball Stadium)
8,487
8,740
9,005
9,275
9,555
45,062
Broad Street Pedestrian Lighting
3,708
3,820
3,935
6,078
4,175
21,716 42,560
Downtown Streetscapes
7,780
8,125
8,525
8,930
9,200
North Main Street - Landmark Building
2,455
2,530
2,610
2,690
2,770
13,055
Spring/Falls Streetscape
5,435
5,715
6,045
6,382
6,575
30,152
West Camperdown Way
2,455
2,530
2,610
2,690
2,770
13,055
0
50,000
51,500
53,045
54,636
209,181 457,529
RiverPlace IIB Public Space Imrpovements Reedy River Trail Expansion
83,149
87,307
91,672
96,256
99,145
River Street Underpass
3,150
3,308
3,473
3,580
3,690
17,201
Cancer Survivors Park
63,000
66,150
69,458
72,930
75,120
346,658
Hudson Street Trailhead
13,300
13,787
14,293
14,819
15,265
71,464
5,000
5,150
5,305
5,465
5,630
26,550
City Park Phase I City Park Phase II
0
0
0
0
412,123
412,123
51,500
53,045
54,636
55,729
57,400
272,310
One Plaza Public Restrooms
8,000
15,000
16,000
16,000
17,000
72,000
Hyatt Public Improvements
15,750
16,500
17,250
18,000
18,750
86,250
5,500
6,000
6,500
7,000
7,500
32,500
River at Broad Street
5,000
6,000
7,000
8,000
9,000
35,000
Mt. Eustis Street Improvements
1,050
1,103
1,158
1,216
1,252
5,779
Verdae/Woodruff Fire Station
0
561,447
1,063,984
1,095,903
1,119,779
3,841,113
Spring Street Garage Expansion
0
0
0
0
23,800
23,800
Project One Garage
0
117,094
118,771
120,498
122,277
478,640 384,095
Piazza Bergamo
Rhett at Wardlaw Improvements
RiverPlace IIB Garage Phone System Replacement TOTAL, Additional Operating Costs
CIP AND DEBT MANAGEMENT
$
0
94,495
95,494
96,523
97,583
50,000
50,000
50,000
50,000
50,000
250,000
511,872
1,377,409
1,922,222
1,982,740
2,466,361
8,260,604
PAGE I-9
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA SUMMARY OF ADDITIONAL PERSONNEL FY 2015-2019 **********Planning Years Only**********
FY 14/15
TOTAL
ADDITIONAL FTEs
Project
ADDITIONAL FY 15/16
FY 16/17
FY 17/18
FY 18/19
FTEs
Reedy River Trail Expansion
0.0
2.0
0.0
0.0
0.0
2.0
Cancer Survivors Park
0.0
2.0
0.0
0.0
0.0
2.0
City Park Phase II
0.0
0.0
0.0
0.0
4.0
4.0
Verdae/Woodruff Fire Station
0.0
12.0
0.0
0.0
0.0
12.0
Project One Garage
0.0
0.5
0.0
0.0
0.0
0.5
RiverPlace IIB Garage
0.0
0.5
0.0
0.0
0.0
0.5
TOTAL, Additional FTEs
0.0
17.0
0.0
0.0
4.0
21.0
CIP SUMMARY SCHEDULE BY PROJECT FY 14/15 Project/Funding Source
COMMITTED
CAPITAL
FUNDING
BUDGET
**********Planning Years Only**********
TOTAL PROJECT
FY 15/16
FY 16/17
FY 17/18
FY 18/19
COST
ROADS AND BRIDGES NSTEP (New Sidewalk Targeted Expansion Program) General Fund Transfer
629,582
300,000
500,000
500,000
500,000
500,000
2,929,582
Totals
629,582
300,000
500,000
500,000
500,000
500,000
2,929,582
Street Resurfacing General Fund Transfer
881,082
300,000
500,000
500,000
500,000
500,000
3,181,082
Totals
881,082
300,000
500,000
500,000
500,000
500,000
3,181,082
5,600,000
Fairforest Way Rehabilitation Federal Appropriation - SAFETEA-LU State Revenue Greenville Water System
5,600,000
0
0
0
0
0
49,275
0
0
0
0
0
49,275
500,000
0
0
0
0
0
500,000
General Obligation Bond - 2006
706,000
0
0
0
0
0
706,000
Property Sales
116,338
0
0
0
0
0
116,338
6,971,613
0
0
0
0
0
6,971,613
Totals Salters Road Improvements
61,875
0
0
0
0
0
61,875
General Fund Transfer
Property Sales
360,000
0
0
0
0
0
360,000
Totals
421,875
0
0
0
0
0
421,875
Main Street Resurfacing State "C" Funds
266,100
0
0
0
0
0
266,100
Downtown Infrastructure Fund
342,500
0
0
0
0
0
342,500
Totals
608,600
0
0
0
0
0
608,600
Calhoun Street Connection General Fund Transfer
0
244,450
0
0
0
0
244,450
Totals
0
244,450
0
0
0
0
244,450
North Main Street Road Diet and Restriping General Fund Transfer
0
125,000
0
0
0
0
125,000
Totals
0
125,000
0
0
0
0
125,000
Haywood Road Sidewalks General Fund Transfer
0
0
115,000
0
0
0
115,000
Totals
0
0
115,000
0
0
0
115,000
Woodruff Road Sidewalks General Fund Transfer
0
0
120,000
0
0
0
120,000
Totals
0
0
120,000
0
0
0
120,000
9,512,752
969,450
1,235,000
1,000,000
1,000,000
1,000,000
14,717,202
TOTAL ROADS AND BRIDGES
CIP AND DEBT MANAGEMENT
PAGE I-10
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA FY 14/15
Project/Funding Source
**********Planning Years Only**********
COMMITTED
CAPITAL
FUNDING
BUDGET
FY 15/16
FY 16/17
FY 17/18
TOTAL PROJECT FY 18/19
COST
STREETSCAPES East McBee Avenue Improvements Property Sales
14,704
0
0
0
0
0
14,704
Downtown Infrastructure Fund
781,667
0
0
0
0
0
781,667
Totals
796,371
0
0
0
0
0
796,371
3,403,396
0
2,635,000
0
0
0
6,038,396
30,004
0
0
0
0
0
30,004
3,433,400
0
2,635,000
0
0
0
6,068,400
Downtown Infrastructure Fund
200,000
0
0
0
0
0
200,000
Totals
200,000
0
0
0
0
0
200,000
Rhett/Camperdown Street Improvements West End Tax Increment Fund Property Sales Totals Cultural Corridor Urban Trail
Village of West Greenville Improvements General Fund Transfer
0
100,000
100,000
100,000
100,000
100,000
500,000
Hospitality Tax Fund
100,000
0
0
0
0
0
100,000
Totals
100,000
100,000
100,000
100,000
100,000
100,000
600,000
Capital Projects Fund
175,000
0
0
0
0
0
175,000
Totals
175,000
0
0
0
0
0
175,000
500,000
0
0
0
0
0
500,000
32,000
0
0
0
0
0
32,000
532,000
0
0
0
0
0
532,000
Augusta Street Improvements
Washington Street Improvements Downtown Infrastructure Fund State "C" Funds Totals Augusta Street Streetscaping (Baseball Stadium) Admissions Tax Fund
0
250,000
0
0
0
0
250,000
Sunday Alcohol Permits Fund
40,000
100,000
0
0
0
0
140,000
Totals
40,000
350,000
0
0
0
0
390,000
Downtown Infrastructure Fund
128,000
0
0
0
0
0
128,000
Totals
128,000
0
0
0
0
0
128,000
Downtown Infrastructure Fund
165,000
0
0
0
0
0
165,000
Totals
165,000
0
0
0
0
0
165,000
161,500
0
0
0
0
0
161,500
27,500
0
0
0
0
0
27,500
189,000
0
0
0
0
0
189,000
Downtown Infrastructure Fund
25,000
110,000
0
0
0
0
135,000
Totals
25,000
110,000
0
0
0
0
135,000
Viola Street Tax Increment Fund
280,000
0
0
0
0
0
280,000
Totals
280,000
0
0
0
0
0
280,000
West End Tax Increment Fund
250,000
0
0
0
0
0
250,000
Totals
250,000
0
0
0
0
0
250,000
Downtown Infrastructure Fund
0
275,000
0
0
0
0
275,000
Totals
0
275,000
0
0
0
0
275,000
Broad Street Pedestrian Lighting
Downtown Streetscapes
North Main Street - Landmark Building Downtown Infrastructure Fund State "C" Funds Totals Spring/Falls Streetscape
Viola Streetscaping
West Camperdown Way
Church Street Streetscape
RiverPlace IIB Public Space Improvements Downtown Infrastructure Fund
2,651,669
0
0
0
0
0
2,651,669
Totals
2,651,669
0
0
0
0
0
2,651,669
8,965,440
835,000
2,735,000
100,000
100,000
100,000
12,835,440
TOTAL STREETSCAPES
CIP AND DEBT MANAGEMENT
PAGE I-11
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA FY 14/15
Project/Funding Source
**********Planning Years Only**********
COMMITTED
CAPITAL
FUNDING
BUDGET
FY 15/16
FY 16/17
TOTAL PROJECT
FY 17/18
FY 18/19
COST
409,000
WASTEWATER Haynie-Sirrine Wastewater System Rehabilitation Wastewater Fund
409,000
0
0
0
0
0
Sanitary Sewer Revenue Bond - 2002
96,000
0
0
0
0
0
96,000
Sanitary Sewer Revenue Bond - 2013
1,695,000
0
0
0
0
0
1,695,000
State Clean Water Revolving Loan Fund
1,811,773
0
0
0
0
0
1,811,773
Totals
4,011,773
0
0
0
0
0
4,011,773
Wastewater System Rehabilitation Wastewater Fund
300,000
0
0
0
0
0
300,000
Sanitary Sewer Revenue Bond - 2013
1,000,000
0
0
0
0
0
1,000,000
Totals
1,300,000
0
0
0
0
0
1,300,000
Wastewater Fund
0
0
0
0
500,000
500,000
1,000,000
Totals
0
0
0
0
500,000
500,000
1,000,000
Wastewater Fund
265,000
100,000
100,000
100,000
100,000
0
665,000
Totals
265,000
100,000
100,000
100,000
100,000
0
665,000
Wastewater System Rehabilitation II
Wastewater System Survey and Model
Basin 7 Sewer Rehabilitation 595,000
0
0
0
0
0
595,000
Sanitary Sewer Revenue Bond - 2013
1,555,000
0
0
0
0
0
1,555,000
Totals
2,150,000
0
0
0
0
0
2,150,000
Wastewater Fund
650,000
0
0
0
0
0
650,000
Totals
650,000
0
0
0
0
0
650,000
Wastewater Fund
0
250,000
0
0
0
0
250,000
Sanitary Sewer Revenue Bond - 2016
0
0
2,000,000
0
0
0
2,000,000
Totals
0
250,000
2,000,000
0
0
0
2,250,000
Wastewater Fund
0
0
250,000
0
0
0
250,000
Sanitary Sewer Revenue Bond - 2017
0
0
0
2,000,000
0
0
2,000,000
Totals
0
0
250,000
2,000,000
0
0
2,250,000
Wastewater Fund
Basin 15 Sewer Rehabilitation
Basin 16 Sewer Rehabilitation
Basin 25 Sewer Rehabilitation
East Park Wastewater Improvements Greenville Water Commission
756,350
0
0
0
0
0
756,350
Greenville Development Corporation
150,000
0
0
0
0
0
150,000
Wastewater Fund
127,158
0
0
0
0
0
127,158
Downtown Infrastructure Fund
183,246
0
0
0
0
0
183,246
Viola Street Tax Increment Fund
183,246
0
0
0
0
0
183,246
1,400,000
0
0
0
0
0
1,400,000
Wastewater Fund
0
150,000
0
0
0
0
150,000
Greenville Development Corporation
0
100,000
0
0
0
0
100,000
Greenville Water Commission
0
500,000
0
0
0
0
500,000
Totals
0
750,000
0
0
0
0
750,000
9,776,773
1,100,000
2,350,000
2,100,000
600,000
500,000
16,426,773
Totals Haywood Sewer Upgrades
TOTAL WASTEWATER STORMWATER Pinehurst Culvert Crossing Improvement Stormwater Fund
435,000
0
0
0
0
0
435,000
Totals
435,000
0
0
0
0
0
435,000
Pettigru Street Improvements Stormwater Fund
395,963
0
0
0
0
0
395,963
Totals
395,963
0
0
0
0
0
395,963
CIP AND DEBT MANAGEMENT
PAGE I-12
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA FY 14/15
Project/Funding Source
COMMITTED
CAPITAL
FUNDING
BUDGET
**********Planning Years Only**********
TOTAL PROJECT
FY 15/16
FY 16/17
FY 17/18
FY 18/19
COST
Reedy River (Cleveland Park) Bank Stabilization Stormwater Fund
650,000
250,000
0
0
0
0
900,000
Totals
650,000
250,000
0
0
0
0
900,000
Reedy River Watershed Planning and 5R Stormwater Fund
0
275,000
275,000
275,000
275,000
275,000
1,375,000
Totals
0
275,000
275,000
275,000
275,000
275,000
1,375,000
White Oak Basin Phase II Stormwater Fund
2,195,000
0
0
0
0
0
2,195,000
Totals
2,195,000
0
0
0
0
0
2,195,000
Gower Estates Stormwater Improvements Wastewater Fund
231,000
0
0
0
0
0
231,000
Stormwater Fund
1,659,000
100,000
0
0
0
0
1,759,000
Totals
1,890,000
100,000
0
0
0
0
1,990,000
263,000
Swanson Court Stormwater Fund
263,000
0
0
0
0
0
Wastewater Fund
21,000
0
0
0
0
0
21,000
284,000
0
0
0
0
0
284,000
Totals Richland Creek Water Quality Master Plan Stormwater Fund
450,000
850,000
0
0
0
0
1,300,000
Totals
450,000
850,000
0
0
0
0
1,300,000
North Hills Area Stormwater Improvements Stormwater Fund
100,000
0
1,000,000
0
0
0
1,100,000
Totals
100,000
0
1,000,000
0
0
0
1,100,000
TOTAL STORMWATER
6,399,963
1,475,000
1,275,000
275,000
275,000
275,000
9,974,963
PARKS AND RECREATION Community Center Building Improvements Property Sales
467,500
0
0
0
0
0
467,500
Capital Projects Fund
100,000
0
0
0
0
0
100,000
General Fund Transfer
750,000
0
0
0
0
0
750,000
72,500
0
0
0
0
0
72,500
1,390,000
0
0
0
0
0
1,390,000
General Obligation Bond - 2003 Totals Main Street Tree Rehabilitation CBD Tax Increment Bond - 2002
11,870
0
0
0
0
0
11,870
CBD Tax Increment Bond - 2003
14,313
0
0
0
0
0
14,313
Downtown Infrastructure Fund
1,061,985
150,000
150,000
150,000
150,000
75,000
1,736,985
Totals
1,088,168
150,000
150,000
150,000
150,000
75,000
1,763,168
655,766
Cleveland Park Repairs and Neighborhood Access 655,766
0
0
0
0
0
State Grants
Hospitality Tax Fund
65,464
0
0
0
0
0
65,464
Property Sales
10,396
0
0
0
0
0
10,396
Capital Projects Fund
119,192
0
0
0
0
0
119,192
Totals
850,818
0
0
0
0
0
850,818
Reedy River Trail Expansion Hospitality Tax Fund
325,000
0
0
0
0
0
325,000
Hospitality Tax Bond - Series 2011
675,000
0
0
0
0
0
675,000
State Grants Totals
240,000
0
0
0
0
0
240,000
1,240,000
0
0
0
0
0
1,240,000
Trail Expansion Hospitality Tax Fund
0
1,000,000
2,375,000
0
0
0
3,375,000
Totals
0
1,000,000
2,375,000
0
0
0
3,375,000
CIP AND DEBT MANAGEMENT
PAGE I-13
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA FY 14/15
Project/Funding Source
COMMITTED
CAPITAL
FUNDING
BUDGET
**********Planning Years Only**********
TOTAL PROJECT
FY 15/16
FY 16/17
FY 17/18
FY 18/19
COST
Park Restrooms Capital Projects Fund
180,000
0
0
0
0
0
180,000
Downtown Infrastructure Fund
153,479
0
0
0
0
0
153,479
Hospitality Tax Fund
218,000
0
0
0
0
0
218,000
Totals
551,479
0
0
0
0
0
551,479
Hospitality Tax Fund
350,000
0
0
0
0
0
350,000
Downtown Infrastructure Fund
265,000
0
0
0
0
0
265,000
Totals
615,000
0
0
0
0
0
615,000
River Street Underpass
Heritage Green Master Plan Greenville County
1,508,000
0
0
0
0
0
1,508,000
Totals
1,508,000
0
0
0
0
0
1,508,000
McPherson Park Bridge Rehabilitation Downtown Infrastructure Fund
135,000
0
0
0
0
0
135,000
Totals
135,000
0
0
0
0
0
135,000
Cancer Survivors Park Hospitality Tax Fund
724,000
0
0
0
0
0
724,000
Totals
724,000
0
0
0
0
0
724,000
Hospitality Tax Fund
681,000
0
0
0
0
0
681,000
Totals
681,000
0
0
0
0
0
681,000
State Grants
109,801
0
0
0
0
0
109,801
Hospitality Tax Fund
608,000
0
0
0
0
0
608,000
Totals
717,801
0
0
0
0
0
717,801
Greenville County
25,000
0
0
0
0
0
25,000
General Fund Transfer
75,000
0
0
0
0
0
75,000
100,000
0
0
0
0
0
100,000
NEXT Trail Connector
Falls Park Improvements
Greenville Dog Parks
Totals Hudson Street Trailhead Hospitality Tax Fund
225,000
0
0
0
0
0
225,000
Totals
225,000
0
0
0
0
0
225,000
Hospitality Tax Fund
145,000
0
0
0
0
0
145,000
Totals
145,000
0
0
0
0
0
145,000
General Fund Transfer
0
100,000
0
0
0
0
100,000
Totals
0
100,000
0
0
0
0
100,000
Hospitality Tax Fund
0
1,225,000
2,100,000
0
0
0
3,325,000
Totals
0
1,225,000
2,100,000
0
0
0
3,325,000
Hospitality Tax Fund
0
0
0
0
2,000,000
0
2,000,000
Totals
0
0
0
0
2,000,000
0
2,000,000
Zoo Fund
0
0
1,000,000
0
0
0
1,000,000
Hospitality Tax Fund
0
0
0
1,000,000
1,000,000
0
2,000,000
Totals
0
0
1,000,000
1,000,000
1,000,000
0
3,000,000
5,625,000
1,150,000
3,150,000
Swamp Rabbit Trail Rubber Surface
Neighborhood Park Improvements
City Park Phase I
City Park Phase II
Zoo Master Plan
TOTAL PARKS AND RECREATION
CIP AND DEBT MANAGEMENT
9,971,266
2,475,000
75,000
22,446,266
PAGE I-14
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA FY 14/15
Project/Funding Source
COMMITTED
CAPITAL
FUNDING
BUDGET
**********Planning Years Only**********
TOTAL PROJECT
FY 15/16
FY 16/17
FY 17/18
FY 18/19
COST
ECONOMIC DEVELOPMENT Piazza Bergamo / One City Plaza Downtown Infrastructure Fund Greenville Water System Piedmont Natural Gas Grant Property Sales Totals
5,310,000
0
0
0
0
0
5,310,000
228,650
0
0
0
0
0
228,650
30,000
0
0
0
0
0
30,000
342,000
0
0
0
0
0
342,000
5,910,650
0
0
0
0
0
5,910,650
One City Plaza Public Restrooms Downtown Infrastructure Fund
0
200,000
0
0
0
0
200,000
Totals
0
200,000
0
0
0
0
200,000
378,556
Commercial Corridors Capital Projects Fund State Revenue General Fund Transfer
378,556
0
0
0
0
0
16,960
0
0
0
0
0
16,960
300,000
100,000
100,000
100,000
100,000
100,000
800,000
Greenville County
34,357
0
0
0
0
0
34,357
Property Sales
70,000
0
0
0
0
0
70,000
799,873
100,000
100,000
100,000
100,000
100,000
1,299,873
Totals Peace Center Downtown Infrastructure Fund
2,582,000
0
0
0
0
0
2,582,000
Totals
2,582,000
0
0
0
0
0
2,582,000
Hyatt Public Improvements Property Sales
896,847
0
0
0
0
0
896,847
Totals
896,847
0
0
0
0
0
896,847
Rhett at Wardlaw Improvements Stormwater Fund
37,000
0
0
0
0
0
37,000
Utility Undergrounding Fund
49,000
0
0
0
0
0
49,000
West End Tax Increment Fund
175,000
0
0
0
0
0
175,000
Totals
261,000
0
0
0
0
0
261,000
River at Broad Street Downtown Infrastructure Fund
0
250,000
0
0
0
0
250,000
Totals
0
250,000
0
0
0
0
250,000
TD Convention Center Conference Center Local Accommodations Tax Fund
100,000
135,000
475,000
450,000
170,000
0
1,330,000
Totals
100,000
135,000
475,000
450,000
170,000
0
1,330,000
Local Accommodations Tax Fund
0
0
0
0
500,000
0
500,000
Totals
0
0
0
0
500,000
0
500,000
10,550,370
685,000
575,000
550,000
770,000
100,000
13,230,370
TD Convention Center Parking Lots
TOTAL ECONOMIC DEVELOPMENT NEIGHBORHOOD REVITALIZATION Mt. Eustis Street Improvements Capital Projects Fund
401,000
0
0
0
0
0
401,000
General Fund Transfer
226,372
0
0
0
0
0
226,372
General Obligation Bond - 2006
85,000
0
0
0
0
0
85,000
Wastewater Fund
56,000
0
0
0
0
0
56,000
Stormwater Fund
63,000
0
0
0
0
0
63,000
Totals
831,372
0
0
0
0
0
831,372
0
0
0
0
0
831,372
TOTAL NEIGHBORHOOD REVITALIZATION
CIP AND DEBT MANAGEMENT
831,372
PAGE I-15
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA FY 14/15
Project/Funding Source
COMMITTED
CAPITAL
FUNDING
BUDGET
**********Planning Years Only**********
TOTAL PROJECT
FY 15/16
FY 16/17
FY 17/18
FY 18/19
COST
PUBLIC SAFETY Verdae/Woodruff Fire Station 75,000
0
0
0
0
0
75,000
General Obligation Bond - 2015
Property Sales
3,881,000
0
0
0
0
0
3,881,000
Totals
3,956,000
0
0
0
0
0
3,956,000
Fire Facilities Assessment Capital Projects Fund
70,000
0
0
0
0
0
70,000
Totals
70,000
0
0
0
0
0
70,000
Public Safety Cameras and Infrastructure 0
400,000
0
0
0
0
400,000
Hospitality Tax Fund
Parking Enterprise Fund
500,000
250,000
250,000
250,000
250,000
250,000
1,750,000
Totals
500,000
650,000
250,000
250,000
250,000
250,000
2,150,000
Station Alerting System General Fund Transfer
180,000
0
0
0
0
0
180,000
Totals
180,000
0
0
0
0
0
180,000
650,000
250,000
250,000
250,000
250,000
6,356,000
TOTAL PUBLIC SAFETY
4,706,000
PARKING Parking Garage Rehabilitation Parking Enterprise Fund
0
0
500,000
500,000
500,000
500,000
2,000,000
Totals
0
0
500,000
500,000
500,000
500,000
2,000,000
Parking Enterprise Fund
0
0
0
1,500,000
600,000
650,000
2,750,000
Totals
0
0
0
1,500,000
600,000
650,000
2,750,000
Spring Street Garage Expansion
Project One Garage Parking Enterprise Fund - GPFC
11,830,552
0
0
0
0
0
11,830,552
Totals
11,830,552
0
0
0
0
0
11,830,552
6,259,876
RiverPlace IIB Garage Parking Enterprise Fund - GPFC Hospitality Tax Fund Sunday Alcohol Permits Fund
6,259,876
0
0
0
0
0
48,000
0
0
0
0
0
48,000
350,000
0
0
0
0
0
350,000
Local Accommodations Tax Fund
1,229,000
0
0
0
0
0
1,229,000
Parking Enterprise Fund
1,408,000
0
0
0
0
0
1,408,000
Downtown Infrastructure Fund Totals TOTAL PARKING
1,005,331
0
0
0
0
0
1,005,331
10,300,207
0
0
0
0
0
10,300,207
22,130,759
0
500,000
2,000,000
1,100,000
1,150,000
26,880,759
GENERAL GOVERNMENT Phone System Replacement Installment Lease Purchase - 2014
695,000
0
0
0
0
0
695,000
Totals
695,000
0
0
0
0
0
695,000
Public Works Operations Center Stormwater Fund General Fund Transfer
0
0
2,250,000
500,000
0
0
2,750,000
220,766
0
2,500,000
2,500,000
0
0
5,220,766
Stormwater Revenue Bond - 2016
0
0
0
7,500,000
0
0
7,500,000
Stormwater Revenue Bond - 2013
3,100,000
0
0
0
0
0
3,100,000
Totals
3,320,766
0
4,750,000
10,500,000
0
0
18,570,766
Mayberry Street Maintenance Facility General Fund Transfer
0
650,000
0
0
0
0
650,000
Totals
0
650,000
0
0
0
0
650,000
GWS Property Swap General Fund Transfer
0
300,000
0
0
0
0
300,000
Totals
0
300,000
0
0
0
0
300,000
TOTAL GENERAL GOVERNMENT TOTAL, ALL PROJECTS
CIP AND DEBT MANAGEMENT
4,015,766 86,860,461
950,000 9,139,450
4,750,000 19,295,000
10,500,000 17,925,000
0 7,245,000
0 3,450,000
20,215,766 143,914,911
PAGE I-16
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
CIP SUMMARY SCHEDULE BY FUNDING SOURCE FY 14/15
**********Planning Years Only**********
COMMITTED FUNDING
CAPITAL BUDGET
FY 15/16
FY 16/17
FY 17/18
FY 18/19
TOTAL FUNDING
Admissions Tax Fund Augusta Street Streetscaping (Baseball Stadium) Subtotal, Admissions Tax Fund
0 0
250,000 250,000
0 0
0 0
0 0
0 0
250,000 250,000
Capital Projects Fund Mt. Eustis Street Improvements Commercial Corridors Park Restrooms Cleveland Park Repairs and Neighborhood Access Community Center Building Improvements Augusta Street Improvements Fire Facilities Assessment Subtotal, Capital Projects Fund
401,000 378,556 180,000 119,192 100,000 175,000 70,000 1,423,748
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
401,000 378,556 180,000 119,192 100,000 175,000 70,000 1,423,748
CBD Tax Increment Bond - 2002 Main Street Tree Rehabilitation Subtotal, CBD Tax Increment Bond - 2002
11,870 11,870
0 0
0 0
0 0
0 0
0 0
11,870 11,870
CBD Tax Increment Bond - 2003 Main Street Tree Rehabilitation Subtotal, CBD Tax Increment Bond - 2003
14,313 14,313
0 0
0 0
0 0
0 0
0 0
14,313 14,313
1,061,985 781,667 153,479 342,500 265,000 2,582,000 5,310,000 183,246 135,000 200,000 500,000 128,000 165,000 161,500 25,000 0 1,005,331 2,651,669 0 0 15,651,377
150,000 0 0 0 0 0 0 0 0 0 0 0 0 0 110,000 275,000 0 0 250,000 200,000 985,000
150,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 150,000
150,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 150,000
150,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 150,000
75,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 75,000
1,736,985 781,667 153,479 342,500 265,000 2,582,000 5,310,000 183,246 135,000 200,000 500,000 128,000 165,000 161,500 135,000 275,000 1,005,331 2,651,669 250,000 200,000 17,161,377
5,600,000 5,600,000
0 0
0 0
0 0
0 0
0 0
5,600,000 5,600,000
Funding Source/Project
Downtown Infrastructure Fund Main Street Tree Rehabilitation East McBee Avenue Improvements Park Restrooms Main Street Resurfacing River Street Underpass Peace Center Piazza Bergamo / One City Plaza East Park Wastewater Improvements McPherson Park Bridge Rehabilitation Cultural Corridor Urban Trail Washington Street Improvements Broad Street Pedestrian Lights Downtown Streetscapes North Main Street - Landmark Building Spring/Falls Streetscape Church Street Streetscape RiverPlace IIB Garage RiverPlace IIB Public Space Improvements River at Broad One City Plaza Public Restrooms Subtotal, Downtown Infrastructure Fund Federal Appropriation - SAFETEA-LU Fairforest Way Rehabilitation Subtotal, Fed. Appropriation - SAFETEA-LU
CIP AND DEBT MANAGEMENT
PAGE I-17
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA FY 14/15
**********Planning Years Only**********
COMMITTED FUNDING
CAPITAL BUDGET
FY 15/16
FY 16/17
FY 17/18
FY 18/19
TOTAL FUNDING
629,582 881,082 750,000 360,000 0 0 226,372 0 0 0 0 0 220,766 75,000 0 300,000 180,000 3,622,802
300,000 300,000 0 0 244,450 125,000 0 650,000 300,000 0 0 100,000 0 0 100,000 100,000 0 2,219,450
500,000 500,000 0 0 0 0 0 0 0 115,000 120,000 100,000 2,500,000 0 0 100,000 0 3,935,000
500,000 500,000 0 0 0 0 0 0 0 0 0 100,000 2,500,000 0 0 100,000 0 3,700,000
500,000 500,000 0 0 0 0 0 0 0 0 0 100,000 0 0 0 100,000 0 1,200,000
500,000 500,000 0 0 0 0 0 0 0 0 0 100,000 0 0 0 100,000 0 1,200,000
2,929,582 3,181,082 750,000 360,000 244,450 125,000 226,372 650,000 300,000 115,000 120,000 500,000 5,220,766 75,000 100,000 800,000 180,000 15,877,252
General Obligation Bond - 2003 Community Center Building Improvements Subtotal, General Obligation Bond - 2003
72,500 72,500
0 0
0 0
0 0
0 0
0 0
72,500 72,500
General Obligation Bond - 2006 Mt. Eustis Street Improvements Fairforest Way Rehabilitation Subtotal, General Obligation Bond - 2006
85,000 706,000 791,000
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
85,000 706,000 791,000
General Obligation Bond - 2015 Verdae/Woodruff Fire Station Subtotal, General Obligation Bond - 2015
3,881,000 3,881,000
0 0
0 0
0 0
0 0
0 0
3,881,000 3,881,000
Greenville County Heritage Green Master Plan Greenville Dog Parks Commercial Corridors Subtotal, Greenville County
1,508,000 25,000 34,357 1,567,357
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
1,508,000 25,000 34,357 1,567,357
150,000 0 150,000
0 100,000 100,000
0 0 0
0 0 0
0 0 0
0 0 0
150,000 100,000 250,000
500,000 0 756,350 228,650 1,485,000
0 500,000 0 0 500,000
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
500,000 500,000 756,350 228,650 1,985,000
675,000 675,000
0 0
0 0
0 0
0 0
0 0
675,000 675,000
Funding Source/Project
General Fund Transfer NSTEP (New Sidewalk Targeted Expansion Program) Street Resurfacing Community Center Building Improvements Salters Road Improvements Calhoun Street Connection North Main Street Road Diet and Restriping Mt. Eustis Street Improvements Mayberry Street Maintenance Facility GWS Property Swap Haywood Road Sidewalks Woodruff Road Sidewalks Village of West Greenville Improvements Public Works Operations Center Greenville Dog Parks Neighborhood Park Improvements Commercial Corridors Station Alerting System Subtotal, General Fund Transfer
Greenville Local Development Corporation East Park Wastewater Improvements Haywood Sewer Upgrades Subtotal, Greenville Local Development Corporation Greenville Water System Fairforest Way Rehabilitation Haywood Sewer Upgrades East Park Wastewater Improvements Piazza Bergamo / One City Plaza Subtotal, Greenville Water System Hospitality Tax Bond - Series 2011 Reedy River Trail Expansion Subtotal, Hospitality Tax Bond - Series 2011
CIP AND DEBT MANAGEMENT
PAGE I-18
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA FY 14/15
**********Planning Years Only**********
COMMITTED FUNDING
CAPITAL BUDGET
FY 15/16
FY 16/17
FY 17/18
FY 18/19
TOTAL FUNDING
655,766 325,000 0 218,000 48,000 724,000 681,000 608,000 100,000 225,000 350,000 145,000 0 0 0 500,000 4,579,766
0 0 1,000,000 0 0 0 0 0 0 0 0 0 1,225,000 0 0 250,000 2,475,000
0 0 2,375,000 0 0 0 0 0 0 0 0 0 2,100,000 0 0 250,000 4,725,000
0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,000,000 250,000 1,250,000
0 0 0 0 0 0 0 0 0 0 0 0 0 2,000,000 1,000,000 250,000 3,250,000
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 250,000 250,000
655,766 325,000 3,375,000 218,000 48,000 724,000 681,000 608,000 100,000 225,000 350,000 145,000 3,325,000 2,000,000 2,000,000 1,750,000 16,529,766
695,000 695,000
0 0
0 0
0 0
0 0
0 0
695,000 695,000
Local Accommodations Tax Fund RiverPlace IIB Garage TD Convention Center Conference Center TD Convention Center Parking Lots Subtotal, Local Accommodations Tax Fund
1,229,000 100,000 0 1,329,000
0 135,000 0 135,000
0 475,000 0 475,000
0 450,000 0 450,000
0 170,000 500,000 670,000
0 0 0 0
1,229,000 1,330,000 500,000 3,059,000
Parking Enterprise Fund RiverPlace IIB Garage Public Safety Cameras and Infrastructure Parking Garage Rehabilitation Spring Street Garage Expansion Subtotal, Parking Fund
1,408,000 0 0 0 1,408,000
0 400,000 0 0 400,000
0 0 500,000 0 500,000
0 0 500,000 1,500,000 2,000,000
0 0 500,000 600,000 1,100,000
0 0 500,000 650,000 1,150,000
1,408,000 400,000 2,000,000 2,750,000 6,558,000
30,000 30,000
0 0
0 0
0 0
0 0
0 0
30,000 30,000
11,830,552 6,259,876 18,090,428
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
11,830,552 6,259,876 18,090,428
Property Sales Community Center Building Improvements Piazza Bergamo / One City Plaza Rhett/Camperdown Street Improvements Verdae/Woodruff Fire Station Cleveland Park Repairs and Neighborhood Access East McBee Avenue Improvements Salters Road Improvements Commercial Corridors Hyatt Public Improvements Fairforest Way Rehabilitation Subtotal, Property Sales
467,500 342,000 30,004 75,000 10,396 14,704 61,875 70,000 896,847 116,338 2,084,664
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0
467,500 342,000 30,004 75,000 10,396 14,704 61,875 70,000 896,847 116,338 2,084,664
Sanitary Sewer Revenue Bond - 2002 Haynie-Sirrine Wastewater System Rehabilitation Subtotal, Sanitary Sewer Revenue Bond - 2002
96,000 96,000
0 0
0 0
0 0
0 0
0 0
96,000 96,000
Funding Source/Project
Hospitality Tax Fund Cleveland Park Repairs and Neighborhood Access Reedy River Trail Expansion Trail Expansion Park Restrooms RiverPlace IIB Garage Cancer Survivors Park NEXT Trail Connector Falls Park Improvements Village of West Greenville Improvements Hudson Street Trailhead River Street Underpass Swamp Rabbit Trail Rubber Surface City Park Phase I City Park Phase II Zoo Master Plan Public Safety Cameras and Infrastructure Subtotal, Hospitality Tax Fund Installment Lease Purchase Agreement - 2013 Phone System Replacement Subtotal, Installment Lease Purchase Agree. - 2013
Piedmont Natural Gas Piazza Bergamo / One City Plaza Parking Enterprise Fund-GPFC Project One Garage RiverPlace IIB Garage Subtotal, Parking Fund
CIP AND DEBT MANAGEMENT
PAGE I-19
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA FY 14/15
**********Planning Years Only**********
COMMITTED FUNDING
CAPITAL BUDGET
FY 15/16
FY 16/17
FY 17/18
FY 18/19
TOTAL FUNDING
1,695,000 1,000,000 1,555,000 4,250,000
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
1,695,000 1,000,000 1,555,000 4,250,000
Sanitary Sewer Revenue Bond - 2016 Basin 16 Rehabilitation Subtotal, Sanitary Sewer Revenue Bond - 2016
0 0
0 0
2,000,000 2,000,000
0 0
0 0
0 0
2,000,000 2,000,000
Sanitary Sewer Revenue Bond - 2017 Basin 25 Rehabilitation Subtotal, Sanitary Sewer Revenue Bond - 2016
0 0
0 0
0 0
2,000,000 2,000,000
0 0
0 0
2,000,000 2,000,000
266,100 32,000 27,500 325,600
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
266,100 32,000 27,500 325,600
1,811,773 1,811,773
0 0
0 0
0 0
0 0
0 0
1,811,773 1,811,773
65,464 109,801 240,000 415,265
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
65,464 109,801 240,000 415,265
49,275 16,960 66,235
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
49,275 16,960 66,235
Stormwater Fund Pettigru Street Improvements Reedy River (Cleveland Park) Bank Stabilization Reedy River Watershed Planning and 5R Pinehurst Culvert Crossing White Oak Basin Phase II Gower Estates Stormwater Rehabilitation Swanson Court Richland Creek Water Quality Master Plan Mt. Eustis Street Improvements Public Works Operation Center Rhett at Wardlaw Improvements North Hills Area Stormwater Subtotal, Stormwater Fund
395,963 650,000 0 435,000 2,195,000 1,659,000 263,000 450,000 63,000 0 37,000 100,000 6,247,963
0 250,000 275,000 0 0 100,000 0 850,000 0 0 0 0 1,475,000
0 0 275,000 0 0 0 0 0 0 2,250,000 0 1,000,000 3,525,000
0 0 275,000 0 0 0 0 0 0 500,000 0 0 775,000
0 0 275,000 0 0 0 0 0 0 0 0 0 275,000
0 0 275,000 0 0 0 0 0 0 0 0 0 275,000
395,963 900,000 1,375,000 435,000 2,195,000 1,759,000 263,000 1,300,000 63,000 2,750,000 37,000 1,100,000 12,572,963
Stormwater Revenue Bond - 2013 Public Works Operations Center Subtotal, Stormwater Revenue Bond - 2012
3,100,000 3,100,000
0 0
0 0
0 0
0 0
0 0
3,100,000 3,100,000
Stormwater Revenue Bond - 2016 Public Works Operations Center Subtotal, Stormwater Revenue Bond - 2012
0 0
0 0
0 0
7,500,000 7,500,000
0 0
0 0
7,500,000 7,500,000
350,000 40,000 390,000
0 100,000 100,000
0 0 0
0 0 0
0 0 0
0 0 0
350,000 140,000 490,000
49,000 49,000
0 0
0 0
0 0
0 0
0 0
49,000 49,000
Funding Source/Project
Sanitary Sewer Revenue Bond - 2013 Haynie-Sirrine Wastewater System Rehabilitation Wastewater Rehabilitation Basin 7 Rehabilitation Subtotal, Sanitary Sewer Revenue Bond - 2013
State "C" Funds Main Street Resurfacing Washington Street Improvements North Main Street - Landmark Building Subtotal, State "C" Funds State Clean Water Revolving Loan Fund Haynie-Sirrine Wastewater System Rehabilitation Subtotal, State Clean Water Revolving Loan Fund State Grants Cleveland Park Repairs and Neighborhood Access Falls Park Improvements Reedy River Trail Expansion Subtotal, State Grants State Revenue Fairforest Way Rehabilitation Commercial Corridors Subtotal, State Revenue
Sunday Alcohol Permits Fund RiverPlace IIB Garage Augusta Street Streetscaping (Baseball Stadium) Subtotal, Sunday Alcohol Permits Fund Utility Undergrounding Fund Rhett at Wardlaw Improvements Subtotal, Utility Undergrounding Fund
CIP AND DEBT MANAGEMENT
PAGE I-20
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA FY 14/15
**********Planning Years Only**********
COMMITTED FUNDING
CAPITAL BUDGET
FY 15/16
FY 16/17
FY 17/18
FY 18/19
TOTAL FUNDING
183,246 280,000 463,246
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
183,246 280,000 463,246
Wastewater Fund Haynie-Sirrine Wastewater System Rehabilitation Mt. Eustis Street Improvements Wastewater System Rehabilitation Wastewater System Rehabilitation II Wastewater System Survey and Model Basin 7 Rehabilitation Basin 15 Rehabilitation Basin 16 Rehabilitation Basin 25 Rehabilitation East Park Wastewater Improvements Haywood Sewer Upgrades Gower Estates Stormwater Rehabilitation Swanson Court Subtotal, Wastewater Fund
409,000 56,000 300,000 0 265,000 595,000 650,000 0 0 127,158 0 231,000 21,000 2,654,158
0 0 0 0 100,000 0 0 250,000 0 0 150,000 0 0 500,000
0 0 0 0 100,000 0 0 0 250,000 0 0 0 0 350,000
0 0 0 0 100,000 0 0 0 0 0 0 0 0 100,000
0 0 0 500,000 100,000 0 0 0 0 0 0 0 0 600,000
0 0 0 500,000 0 0 0 0 0 0 0 0 0 500,000
409,000 56,000 300,000 1,000,000 665,000 595,000 650,000 250,000 250,000 127,158 150,000 231,000 21,000 4,704,158
West End Tax Increment Fund Rhett at Wardlaw Improvements West Camperdown Way Rhett/Camperdown Street Improvements Subtotal, West End Tax Increment Fund
175,000 250,000 3,403,396 3,828,396
0 0 0 0
0 0 2,635,000 2,635,000
0 0 0 0
0 0 0 0
0 0 0 0
175,000 250,000 6,038,396 6,463,396
0 0
0 0
1,000,000 1,000,000
0 0
0 0
0 0
1,000,000 1,000,000
86,860,461
9,139,450
19,295,000
17,925,000
7,245,000
3,450,000
143,914,911
Funding Source/Project
Viola Street Tax Increment Fund East Park Wastewater Improvements Viola Streetscaping Subtotal, Viola Street Tax Increment Fund
Zoo Fund Zoo Master Plan Subtotal, Zoo Fund TOTAL, ALL FUNDING SOURCES
CIP AND DEBT MANAGEMENT
PAGE I-21
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
STRATEGIC GOAL IMPLEMENTATION All projects in the Capital Improvement Program were linked to one of the seven strategic goals to show how the City is furthering its long-term strategic vision. Safe City Broad Street Pedestrian Lighting Verdae/Woodruff Fire Station Fire Facilities Assessment North Main Street Dieting and Restriping
Phone System Replacement Public Safety Cameras and Infrastructure Station Alerting System
Sustainable City Park Restrooms Augusta Street Streetscaping (Baseball Stadium) Basin 7 Sewer Rehabilitation Pettigru Street Improvements Pinehurst Culvert Crossing Improvements Basin 15 Sewer Rehabilitation Public Works Operations Center Basin 16 Sewer Rehabilitation Basin 25 Sewer Rehabilitation Reedy River (Cleveland Park) Bank Stabilization Reedy River Watershed Planning and 5R City Park Phase I City Park Phase II Richland Creek Water Quality Master Plan Spring/Falls Streetscape Downtown Streetscapes Swanson Court East Park Wastewater Improvements Gower Estates Stormwater Improvements Viola Streetscaping Haynie-Sirrine Wastewater System Rehabilitation Wastewater System Rehabilitation Haywood Sewer Upgrade Wastewater System Rehabilitation II Main Street Tree Rehabilitation Wastewater System Survey and Model North Hills Area Stormwater Improvements West Camperdown Way White Oak Basin Phase II North Main Street - Landmark Building Prosperous City Augusta Street Improvements Church Street Streetscape Commercial Corridors East McBee Avenue Improvements GWS Property Swap Hyatt Public Improvements Mayberry Street Maintenance Facility Piazza Bergamo / One City Plaza
Rhett at Wardlaw Improvements Rhett/Camperdown Improvements River at Broad RiverPlace IIB Public Space Improvements TD Convention Center Conference Center TD Convention Center Parking Lots Village of West Greenville Improvements Washington Street Improvements
City of Neighborhoods Calhoun Street Connection Mt. Eustis Street Improvements NSTEP Community Center Building Improvements
CIP AND DEBT MANAGEMENT
PAGE I-22
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA Mobile City
Cancer Survivors Park Fairforest Way Rehabilitation Haywood Road Sidewalks Main Street Resurfacing Parking Garage Rehabilitation Project One Garage
RiverPlace IIB Garage Salters Road Improvements Spring Street Garage Expansion Street Resurfacing Woodruff Road Sidewalks
City of Culture and Recreation Cleveland Park Repairs and Neighborhood Access Cultural Corridor Urban Trail Falls Park Improvements Greenville Dog Parks Heritage Green Master Plan Hudson Street Trailhead McPherson Park Bridge Rehabilitation Neighborhood Park Improvements
NEXT Trail Connector One City Plaza Public Restrooms Peace Center Reedy River Trail Expansion River Street Underpass Trail Expansion Swamp Rabbit Trail Rubber Surface Replacement Zoo Master Plan
Inclusive City No projects.
COMPREHENSIVE PLAN IMPLEMENTATION All projects in the Capital Improvement Program were linked to one of the principles listed in the “Framework for a Better Future” listed in the City’s Comprehensive Plan. Basin 7 Sewer Rehabilitation Basin 15 Sewer Rehabilitation Basin 16 Sewer Rehabilitation Basin 25 Sewer Rehabilitation GWS Property Swap Mayberry Street Maintenance Facility Pettigru Street Improvements
Encourage Water Conservation and Water Quality Public Works Operations Center Reedy River (Cleveland Park) Bank Stabilization Reedy River Watershed Planning and 5R Richland Creek Water Quality Master Plan Wastewater System Rehabilitation Wastewater System Rehabilitation II White Oak Basin Phase II Encourage Sustainable Growth
Main Street Tree Rehabilitation Create Safe, Walkable Spaces and Accessible Destinations Cancer Survivors Park NSTEP Church Street Streetscape Rhett/Camperdown Improvements Cultural Corridor Urban Trail River Street Underpass Downtown Streetscapes Spring/Falls Streetscape East McBee Avenue Improvements Trail Expansion Haywood Road Sidewalks Viola Streetscaping Hudson Street Trailhead Washington Street Improvements Hyatt Public Improvements West Camperdown Way North Main Street - Landmark Building Woodruff Road Sidewalks
CIP AND DEBT MANAGEMENT
PAGE I-23
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Create a Healthy Environment for all Greenville Citizens McPherson Park Bridge Rehabilitation City Park Phase I City Park Phase II Neighborhood Park Improvements Park Restrooms Cleveland Park Repairs and Neighborhood Access Community Center Building Improvements Reedy River Trail Expansion Swamp Rabbit Trail Rubber Surface Replacement Falls Park Improvements Encourage Redevelopment and Infill for Commercial Corridors Project One Garage Augusta Street Improvements RiverPlace IIB Garage Augusta Street Streetscaping (Baseball Stadium) Spring Street Garage Expansion Commercial Corridors Village of West Greenville Improvements East Park Wastewater Improvements Haywood Sewer Upgrades
Calhoun Street Connection NEXT Trail Connector
Provide Linkages Between All Transportation Options Salters Road Improvements
Gower Estates Stormwater Improvements North Hills Area Stormwater Improvements Pinehurst Culvert Crossing Improvements
Enhance and Protect Residential Areas Street Resurfacing Swanson Court
Encourage a Wide Variety of Transportation Modes Fairforest Way Rehabilitation
Broad Street Pedestrian Lighting Verdae/Woodruff Fire Station Fire Facilities Assessment North Main Road Dieting and Restriping
Main Street Resurfacing One City Plaza Public Restrooms Parking Garage Rehabilitation Piazza Bergamo / One City Plaza
Greenville Dog Parks Heritage Green Master Plan
Create a Safe Environment Phone System Replacement Public Safety Cameras and Infrastructure Station Alerting System
Maintain Quality of Redeveloped Areas RiverPlace IIB Public Space Improvements TD Convention Center Conference Center TD Convention Center Parking Lots
Emphasize Unique Community Characteristics Peace Center Zoo Master Plan
Coordinate Housing Development with Infrastructure Haynie-Sirrine Wastewater System Rehabilitation River at Broad Mt. Eustis Street Improvements Wastewater System Survey and Model Rhett at Wardlaw Improvements
CIP AND DEBT MANAGEMENT
PAGE I-24
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
UNFUNDED PROJECTS Not all project requests submitted could be funded with the current and projected availability of funds. The subsequent table lists all project requests not included in this CIP. **********Planning Years Only********** FY 14/15
PROJECT
REQUEST
TOTAL FY 15/16
FY 16/17
FY 17/18
FY 18/19
REQUEST
0 NFS 488,000 0 0 0
0 NFS 0 0 0 0
0 0 0 0 0 0
705,000 0 1,038,000 225,000 250,000 3,000,000 350,000
PROJECT DOES NOT APPEAR IN CIP - NO FUNDING (REQUESTED AMOUNT SHOWN) Briar Street Extension Children's Theater Church Street Trail Connector Cleveland Park Horse Stables Cleveland Street Sidewalk Cultural Corridor
705,000 NFS 310,000 225,000 250,000 0
Datacenter Safety Renovation
350,000
Downtown Convention Center
NFS
East McBee Avenue Improvements
375,000
Fire Stations Rehabilitation
NFS
0 NFS 240,000 0 0 3,000,000 0
0
0
0
NFS
NFS
NFS
0
0
0
0
0
750,000
NFS
NFS
0
0
0
0
0
1,900,000
375,000 NFS
Market Pointe Drive Connector
150,000
1,750,000
Markley at Rhett Street Improvements
475,000
100,000
0
0
0
575,000
79,000
104,000
104,000
139,000
0
426,000
400,000
0
0
0
0
400,000
90,000
75,000
80,000
75,000
0
320,000
Park Playgrounds
150,000
98,000
78,000
0
0
326,000
Park Restrooms
400,000
165,000
0
0
0
565,000 0
Neighborhood Park Improvements * Park Avenue Gym Acquisition Park Parking Lot Improvements
Public Private Partnerships
NFS
NFS
NFS
NFS
0
Reedy Square
NFS
NFS
NFS
NFS
0
0
0
0
0
0
125,000
Re-striping on City Roads
125,000
Salters Road Improvements
540,000
0
0
0
0
540,000
Sidewalk Gap
350,000
350,000
350,000
700,000
0
1,750,000
TD Convention Center Infrastructure Upgrades Traffic Signalization Software * West Greenville Community Center * Woodruff Road Parallel Environmental Study TOTAL UNFUNDED PROJECTS
$
0
0
0
675,000
0
675,000
150,000
0
0
0
0
150,000
65,000
600,000
0
0
0
665,000
200,000
0
0
0
0
200,000
5,389,000
6,857,000
1,100,000
1,589,000
0
14,935,000
*Limited funding provided in Operating Budget NFS - No funding specified.
CIP AND DEBT MANAGEMENT
PAGE I-25
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
DEBT MANAGEMENT The City maintains an active debt management program to facilitate achieving the City’s long-term goals, reinvest in capital infrastructure, and promote public-private partnerships. The City’s use of long-term debt and pay-as-you-go financing allows the City to have a flexible Capital Improvement Program that allows the organization to achieve its goals, while protecting its long-term financial position. As a result of prudent debt management, the City maintains high General Obligation bond ratings from each major rating agency: Moody’s Investors Service: Aaa Standard and Poor’s: AA+ Fitch Ratings: AAA The City’s debt management practices are governed by the City’s debt management policy (see page J-31), which promotes judicious use of debt. The City’s debt management policy proscribes all policies and procedures related to debt to assure compliance with all applicable laws and to protect the City’s financial position. CONSTITUTIONAL DEBT LIMIT Title 5, Chapter 21, Article 1 of the Code of Laws of the State of South Carolina states that “the constitutional debt limit of a municipality may not exceed 8 percent of the locality’s assessed valuation. Debt in excess of the limit must be authorized by a majority of qualified electors.” This limitation applies only to General Obligation indebtedness. bonds, and capital leases are not subject to this limitation.
Revenue bonds, tax increment
LEGAL DEBT MARGIN
Assessed value Merchants' inventory for debt purposes Total assessed value
$
Statutory debt limit based on 8% of total assessed value Less, amount of debt applicable to debt limit Legal debt margin
CIP AND DEBT MANAGEMENT
$
6/30/2013 Actual
6/30/2014 Estimate
6/30/2015 Estimate
365,078,200 9,169,930 374,248,130
373,680,143 9,169,930 382,850,073
380,894,969 9,169,930 390,064,899
29,939,850
30,628,006
31,205,192
9,915,000
9,095,000
12,131,000
20,024,850
21,533,006
19,074,192
PAGE I-26
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
SUMMARY OF DEBT PAYMENTS Debt service is budgeted in the applicable fund for repayment. The following chart summarizes the principal and interest budgeted this year for each of the City’s debt issues: SUMMARY OF DEBT PAYMENTS
GENERAL FUND 2014 Lease Purchase Principal 2014 Lease Purchase Interest 2012 GO Bond Principal 2012 GO Bond Interest 2012 Lease Purchase Principal 2012 Lease Purchase Interest 2011 G.O. Bond Principal 2011 G.O. Bond Interest 2010 Lease Purchase Principal 2010 Lease Purchase Interest 2010 Energy Conservation Bond Principal 2010 Energy Conservation Bond Interest 2008 Lease Purchase Principal 2008 Lease Purchase Interest 2006 G.O. Bond Principal 2006 G.O. Bond Interest 2003 G.O. Bond Principal 2003 G.O. Bond Interest TOTAL HOSPITALITY TAX FUND 2012 Revenue Bond Principal 2012 Revenue Bond Interest 2011 Revenue Bond Principal 2011 Revenue Bond Interest 2004 COPs Principal 2004 COPs Interest TOTAL STORMWATER FUND 2013 Revenue Bond 2013 Revenue Bond 2011 Revenue Bond 2011 Revenue Bond TOTAL
Principal Interest Principal Interest
CIP AND DEBT MANAGEMENT
$
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
0 0 0 0 0 0 543,376 66,339 143,284 14,291 0 0 40,678 2,234 80,000 257,231 350,000 116,338 1,613,771
0 0 915,000 190,493 251,818 23,089 0 0 146,526 11,049 15,866 17,216 41,886 964 0 0 0 0 1,613,907
0 0 820,000 277,975 257,234 17,673 0 0 149,841 7,734 16,990 16,426 0 0 0 0 0 0 1,563,873
139,000 26,410 845,000 253,375 261,834 13,074 0 0 153,232 4,344 18,120 15,582 0 0 0 0 0 0 1,729,971
0 0 1,065,000 908,865 280,000 194,105 2,447,970
191,000 42,088 1,200,000 764,136 0 0 2,197,224
312,000 63,814 1,235,000 730,311 0 0 2,341,125
322,000 58,542 1,285,000 683,011 0 0 2,348,553
0 0 220,000 73,820 293,820
0 0 228,000 67,220 295,220
136,000 27,460 236,000 62,136 461,596
212,000 66,097 242,000 55,119 575,216
PAGE I-27
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
0 0 0 0 164,000 171,066 65,000 64,037 275,000 8,663 747,766
0 0 60,079 44,437 454,000 163,534 70,000 61,672 0 0 853,722
0 0 81,695 43,074 464,000 152,689 75,000 59,798 0 0 876,256
212,500 188,859 83,548 41,221 485,000 137,911 80,000 57,120 0 0 1,286,159
49,710 2,625 52,335
51,558 1,046 52,604
0 0 0
0 0 0
ZOO FUND 2010 Energy Conservation Bond Principal 2010 Energy Conservation Bond Interest TOTAL
1,382 2,968 4,350
2,901 3,124 6,025
3,106 3,003 6,109
3,313 2,849 6,162
TD CONVENTION CENTER FUND 2010 Energy Conservation Bond Principal 2010 Energy Conservation Bond Interest 2007 Naming Rights Principal 2007 Naming Rights Interest TOTAL
46,060 98,919 215,823 82,512 443,314
96,689 104,127 241,976 67,821 510,613
103,537 100,100 270,309 58,674 532,620
110,426 94,954 300,984 41,158 547,522
PARKING FUND 2014 Revenue Bond Principal* 2014 Revenue Bond Interest* 2013 Revenue Bond Principal* 2013 Revenue Bond Interest* 2010 Energy Conservation Bond Principal 2010 Energy Conservation Bond Interest 2009 Limited Obligation Bond Interest 2005B Revenue Bond Principal 2005B Revenue Bond Interest TOTAL
0 0 0 0 22,205 47,685 652,563 1,315,000 364,121 2,401,574
0 0 0 0 46,610 50,196 652,563 1,430,000 297,891 2,477,260
0 0 0 0 49,911 48,255 652,563 1,545,000 232,350 2,528,079
650,000 156,500 1,170,000 343,590 53,232 45,774 652,563 1,660,000 155,100 4,886,759
WASTEWATER FUND 2014 Revenue Bond Principal 2014 Revenue Bond Interest 2012 SRF Loan Principal 2012 SRF Loan Interest 2011 Revenue Bond Principal 2011 Revenue Bond Interest 2008 Revenue Bond Principal 2008 Revenue Bond Interest 2002 Revenue Bond Principal 2002 Revenue Bond Interest TOTAL SOLID WASTE FUND 2008 Lease Purchase Principal 2008 Lease Purchase Interest TOTAL
$
*Debt in the name of Greenville Public Facilities Corporation, a blended component unit of the City of Greeenville.
CIP AND DEBT MANAGEMENT
PAGE I-28
FY 2014-15 OPERATING BUDGET
DOWNTOWN INFRASTRUCTURE FUND 2011 Tax Increment Bond Principal 2011 Tax Increment Bond Interest 2006 Tax Increment Bond Principal 2006 Tax Increment Bond Interest 2003 Tax Increment Bond Principal 2003 Tax Increment Bond Interest 2002 Tax Increment Bond Principal 2002 Tax Increment Bond Interest 1998 Tax Increment Bond Principal 1998 Tax Increment Bond Interest TOTAL
CITY OF GREENVILLE, SOUTH CAROLINA
$
WEST END TAX INCREMENT FUND 2012 Tax Increment Bond Principal 2012 Tax Increment Bond Interest 2003 Tax Increment Bond Principal 2003 Tax Increment Bond Interest TOTAL VIOLA STREET TAX INCREMENT FUND 1998 Tax Increment Bond Principal 1998 Tax Increment Bond Interest TOTAL TOTAL ALL FUNDS
$
2011-12 Actual
2012-13 Actual
2013-14 Budget
2014-15 Budget
129,000 163,297 125,000 75,388 255,000 249,096 570,000 178,586 905,000 233,299 2,883,666
766,000 359,954 125,000 70,376 265,000 10,865 30,000 16,295 955,000 186,055 2,784,545
1,051,000 342,566 135,000 65,363 0 0 35,000 15,095 1,005,000 136,271 2,785,295
1,074,000 318,708 140,000 59,950 0 0 35,000 13,660 1,060,000 83,820 2,785,138
0 0 200,000 84,584 284,584
243,000 23,135 0 0 266,135
234,000 33,281 0 0 267,281
236,000 29,841 0 0 265,841
40,000 3,599 43,599
40,000 1,797 41,797
0 0 0
0 0 0
11,216,749
11,099,052
11,362,234
14,431,321
SUMMARY OF DEBT OUTSTANDING Bonds payable in FY 2014-15 are comprised of the following issues: 6/30/2013 Balance
6/30/2014 Balance
6/30/2015 Balance
0
0
3,881,000
9,915,000
9,095,000
8,250,000
9,915,000
9,095,000
12,131,000
General Obligation Bonds $3,881,000 - series 2015 - used for Verdae/Woodruff Fire Station project
$
$10,830,000 - series 2012 - used to refund series 2003, 2006 and 2011. Bonds are due in annual installments of $620,000 to $915,000 through April 2026. General Obligation Bonds Total
CIP AND DEBT MANAGEMENT
$
PAGE I-29
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
6/30/2013 Balance
6/30/2014 Balance
6/30/2015 Balance
0
0
950,000
0
695,000
556,000
$1,308,681 - series 2012 - used to finance fire apparatus.
1,056,863
799,629
537,795
$3,712,954 - Qualified Energy Conservation Bonds used to finance energy-efficient improvements at City facilities.
3,473,684
3,300,140
3,115,048
380,982
231,141
77,909
$
4,911,529
5,025,910
5,236,752
$
905,467
635,158
334,174
$
905,467
635,158
334,174
$
0
0
6,260,000
$11,980,000 - series 2013 Revenue Bond to construct a parking garage
0
11,980,000
10,810,000
$3,100,000 - series 2013 Stormwater Bond to acquire a new Public Works site.
0
3,100,000
2,964,000
$2,000,000 - series 2014 Sewer Bond for wastewater system improvements.
0
0
2,000,000
$4,250,000 - series 2014 Sewer Bond for wastewater system improvements at various locations through the City.
0
4,250,000
4,037,500
1,242,768
1,159,220
1,075,672
Capital Leases $950,000 - series 2014 - used to finance fire apparatus.
$
$695,000 - series 2014 - used to finance phone system replacement.
$741,195 - series 2010 - used to finance fire apparatus. Capital Leases Total Promissory Note $2,043,130 - used to finance TDCC renovations through 2007 Naming Rights agreement. Promissory Note Total Revenue Bonds $6,260,000 - series 2014 Revenue Bond to construct a parking garage
$2,004,989 - series 2012 SRF Loan to finance wastewater system improvements at Haynie-Sirrine and Faris Circle due in quarterly installments of $19,914 to $31,018 through July 2031.
CIP AND DEBT MANAGEMENT
PAGE I-30
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
6/30/2013 Balance
6/30/2014 Balance
6/30/2015 Balance
$2,576,000 - series 2011 Stormwater Bond to refund 2001 Stormwater Bond.
2,090,000
1,854,000
1,612,000
$5,612,000 - series 2011 Sewer Bond to refund 1999 and 2002 Sewer Bonds.
4,794,000
4,330,000
3,845,000
$17,715,000 - series 2011 Hospitality Tax Bond to refund the 2001 Certificates of Participation and for improvements on the City's convention center and trails.
15,450,000
14,215,000
12,930,000
$15,440,000 - series 2009 Limited Obligation Bond to refinance 2005A Parking Bonds. By design, principal will not be paid until completion of principal payments on the series 2005 B issue.
15,440,000
15,440,000
15,440,000
$1,990,000 - series 2008 - used to finance wastewater system improvements in Basin G12D. Bonds are due in annual installments of $55,000 to $155,000 through April 2028.
1,675,000
1,600,000
1,520,000
$15,370,000 - series 2005B - used to refund the series 2002, 1997A, 1997, and 1996 parking revenue bonds.
5,445,000
3,900,000
2,240,000
$3,967,000 - series 2012 Hospitality Tax Bond to refund the 2004 Certificates of Participation Bonds are due in annual installments of $191,000 to $371,000 through April 2024.
3,776,000
3,464,000
3,142,000
$
49,912,768
65,292,220
67,876,172
$
15,091,000
14,040,000
12,966,000
$2,330,000 - series 2006 - used to finance improvements in the CBD. Bonds are due in annual installments of $60,000 to $390,000 through October 2021.
1,630,000
1,495,000
1,355,000
$2,507,000 - series 2012 - used to refund outstanding series 2003 West End TIF bonds.
2,264,000
2,030,000
1,794,000
Revenue Bonds Total Tax Increment Bonds $15,986,000 - series 2011 - used to refund the 2002 and 2003 CBD TIF bonds.
CIP AND DEBT MANAGEMENT
PAGE I-31
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
$11,010,000 - series 2002 - used to refund outstanding series 2000 and series 1994 bonds. Also used to finance various redevelopment projects in the CBD. Bonds are due in annual installments of $245,000 to $840,000 through April 2021. $9,580,000 - series 1998 - used to finance the construction of the Poinsett Parking Garage. Bonds are due in annual installments of $660,000 to $1,120,000 through November 2015.
6/30/2013 Balance
6/30/2014 Balance
6/30/2015 Balance
315,000
280,000
245,000
3,185,000
2,180,000
1,120,000
Tax Increment Bonds Total
$
22,485,000
20,025,000
17,480,000
TOTAL DEBT OUTSTANDING
$
88,129,764
100,073,288
103,058,098
COMPLIANCE WITH DEBT MANAGEMENT POLICY Since adoption of the revised Debt Management Policy, the City is in compliance of the following features: 1. Total debt-related expenditures in the General Fund are below 20% (2.46%). 2. General Obligation debt has not been used to support enterprise functions. 3. Current General Obligation debt outstanding is below the 8% legal margin required by State law. 4. No debt has been issued to support operating deficits. 5. Long-term debt service has been modeled in the five-year financial forecast and all new longterm debt issues have been included in the Capital Improvement Program. 6. The City has complied with all arbitrage requirements and no rebate was necessary. 7. The City has met its disclosure requirements to applicable parties.
CIP AND DEBT MANAGEMENT
PAGE I-32
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
APPENDICES A.
Appropriation Ordinance
B.
Authorized Staffing
C.
Financial Policies
D.
Glossary and Commonly Used Acronyms
APPENDICES
PAGE J-1
FY 2014-15 OPERATING BUDGET
APPENDICES
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE J-2
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
APPENDIX – A Appropriation Ordinance
APPENDICES
PAGE J-3
FY 2014-15 OPERATING BUDGET
APPENDICES
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE J-4
FY 2014-15 OPERATING BUDGET
APPENDICES
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE J-5
FY 2014-15 OPERATING BUDGET
APPENDICES
CITY OF GREENVILLE, SOUTH CAROLINA
PAGE J-6
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
APPENDIX – B Authorized Staffing 2011-12 2012-13 2013-14 2014-15
Net Change
GENERAL FUND LEGISLATIVE AND ADMINISTRATIVE Mayor and Council Mayor Council Members Executive Assistant to the Mayor City Attorney's Office City Attorney Assistant City Attorney Legal Assistant Paralegal Legal Administrative Assistant Administrative Assistant III Administrative Assistant Legal Office Administrator Legal Office Coordinator Municipal Court Municipal Court Judge Assistant Municipal Court Judge (FT) Assistant Municipal Court Judge (PT) Court Services Associate Deputy Clerk of Court Deputy Clerk of Court (PT) Clerk of Court Clerk of Operations Assistant Clerk of Court Clerk of Finance Principal Deputy Clerk of Court Court Services Coordinator Ministerial Recorder Ministerial Recorder (PT)
APPENDICES
1 6 1 8
1 6 1 8
1 6 1 8
1 6 1 8
0
1 3 2 0 1 0 0 0 1 8
1 3 1 1 0 0 1 0 1 8
1 3 0 2 0 1 0 1 0 8
1 3 0 2 0 1 0 1 0 8
0
1 1 2 0 6 1 1 0 1 0 2 0 4 0 19
1 1 2 0 5 1 1 0 1 0 3 0 4 0 19
1 1 2 6 0 0 0 1 0 1 0 3 4 0 19
1 1 2 6 0 0 0 1 0 1 0 3 4 0 19
0
PAGE J-7
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2012-13 2012-13 2013-14 2014-15 City Manager's Office City Manager Deputy City Manager Intergovernmental Manager Executive Assistant to the City Manager City Clerk's Office City Clerk Deputy City Clerk Subtotal Full-Time Legislative and Administrative Subtotal Part-Time Legislative and Administrative Total Personnel
Net Change
1 1 1 1 4
1 1 1 1 4
1 1 1 1 4
1 1 1 1 4
0
1 1 2
1 1 2
1 1 2
1 1 2
0
38 3 41
38 3 41
39 2 41
39 2 41
0 0 0
0 1 1 1 1 1 0 0 1 1 7
0 1 1 1 1 1 0 0 1 1 7
0 1 1 1 1 1 0 0 1 1 7
1 1 1 0 1 1 1 1 0 0 7
0
1 1 0 1 1 1 5
1 1 0 1 1 1 5
1 0 1 1 1 1 5
1 0 1 1 1 1 5
0
12 0 12
12 0 12
12 0 12
12 0 12
0 0 0
PUBLIC INFORMATION AND EVENTS Public Information Division Public Information Administrator Graphics Manager Video Manager Web Manager Grants Coordinator Communications Manager CS Rep - Greenville Cares CS Rep - City Hall Customer Service Coordinator - Greenville Cares Customer Service Representative - Greenville Cares Special Events Division Director of Public Information and Events Accountant Sr. Accounting Technician Sales and Marketing Manager Special Events Manager Special Events Coordinator Subtotal Full-Time Public Information and Events Subtotal Part-Time Public Information and Events Total Personnel
APPENDICES
PAGE J-8
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2012-13 2012-13 2013-14 2014-15
Net Change
ECONOMIC AND COMMUNITY DEVELOPMENT Economic Development Director of Economic and Community Development Project Manager Downtown Development Manager Downtown Manager Economic Development Manager Economic Development Analyst Economic Development Representative Administrative Assistant III Administrative Assistant Planning and Zoning Division Planning and Development Manager Zoning Administrator Zoning Officer Zoning Coordinator Development Planner Administrative Assistant II Secretary Building and Property Maintenance Division Building Codes Administrator Chief of Inspections Assistant Building Codes Administrator Plans Examiner Permit and License Specialist Permit Technician Plan Review Coordinator Permitting Manager Paralegal Clerk Administrative Assistant I Inspector I, II, III Code Enforcement Supervisor Code Enforcement Officer Subtotal Full-Time Economic Development Subtotal Part-Time Economic Development Total Personnel
APPENDICES
1 1 1 0 1 1 1 0 1 7
1 1 1 0 1 1 1 0 1 7
1 0 0 1 1 1 2 1 0 7
1 0 0 1 1 1 2 1 0 7
0
1 1 1 0 2 0 1 6
1 1 1 0 2 0 1 6
1 1 0 1 2 1 0 6
1 1 1 1 2 1 0 7
1
1 1 0 1 1 0 0 0 1 0 6 1 4 16
1 1 0 1 1 0 0 0 1 0 6 1 4 16
1 1 0 1 0 0 1 0 0 1 6 1 3 15
1 0 1 1 0 1 0 1 0 1 8 1 3 18
3
29 0 29
29 0 29
28 0 28
32 0 32
4 0 4
PAGE J-9
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Net Change
2012-13 2012-13 2013-14 2014-15 HUMAN RESOURCES Human Resources Director of Human Resources Benefits Administrator Benefits Analyst Compensation Manager EEO / Employment Administrator Human Resources Assistant HR Generalist Training and Organizational Development Specialist Occupational Health Health Clinic Administrator Registered Nurse I Registered Nurse II Medical Assistant Subtotal Full-Time Human Resources Subtotal Part-Time Human Resources Total Personnel
1 1 0 1 1 1 0 1 6
1 0 1 1 1 1 1 0 6
1 0 1 1 1 1 1 0 6
1 0 1 1 1 1 1 0 6
0
1 1 1 0 3
1 1 1 0 3
1 1 1 0 3
1 1 1 0 3
0
9 0 9
9 0 9
9 0 9
9 0 9
0 0 0
1 0 2 1 1 5
1 0 2 1 1 5
1 1 0 1 1 4
1 0 2 1 1 5
1
1 3 1 0 1 6
1 3 1 0 1 6
1 3 0 1 1 6
1 3 0 1 1 6
0
OFFICE OF MANAGEMENT AND BUDGET (OMB) Administration Division Director of Management and Budget Accounting Technician Accounting Technician (PT) Budget Administrator Budget Analyst / Auditor Accounting Division Comptroller Senior Accountant Accountant Sr. Accounting Technician Payroll Accountant
APPENDICES
PAGE J-10
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2012-13 2012-13 2013-14 2014-15 Revenue Division Revenue Administrator Business License Auditor Business License Officer Business License Field Supervisor Revenue Coordinator Revenue Specialist Revenue Technician Accounting Technician Permit and License Technician Purchasing Division Purchasing Administrator Records Management Coordinator Mail Services Clerk Buyer Information Technology (IT) Information Technology Manager Technical Services Manager Enterprise Applications Manager Support Center Manager Network / Security Administrator Server Administrator Sr. Support Center Technician Support Center Technician Geographic Information Systems (GIS) GIS Administrator GIS Technical Manager GIS Analyst III GIS Analyst II GIS Analyst I Senior GIS Analyst GIS Analyst Subtotal Full-Time OMB Subtotal Part-Time OMB Total Personnel
APPENDICES
Net Change
1 1 2 1 1 1 1 0 3 11
1 1 2 1 1 1 1 0 3 11
1 1 2 1 1 1 1 0 3 11
1 1 2 1 1 1 1 0 3 11
0
1 1 1 2 5
1 1 1 2 5
1 1 1 2 5
1 1 1 2 5
0
1 0 1 1 0 1 4 1 9
1 1 0 0 1 1 0 5 9
1 1 0 0 1 1 0 5 9
1 1 0 0 1 1 0 5 9
0
1 0 0 0 0 1 3 5
1 0 0 0 0 1 3 5
1 0 1 2 1 0 0 5
0 1 1 2 1 0 0 5
0
39 2 41
39 2 41
40 0 40
39 2 41
(1) 2 1
PAGE J-11
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2012-13 2012-13 2013-14 2014-15
Net Change
POLICE DEPARTMENT Police Chief's Office Police Chief Police Lieutenant Police Sergeant Administrative Assistant III Administrative Assistant II Administrative Assistant Administration Division Police Captain Sr. Accounting Technician Accounting Technician Fiscal Specialist Payroll Specialist Police Corporal Police Sergeant Police Lieutenant Police Officer Property and Compliance Manager Crime Analyst Administrative Assistant II Data Entry Operator Operations Division Police Major Police Captain Police Lieutenant Police Sergeant Master Patrolman Police Corporal Police Officer Training and Certification Coordinator Administrative Assistant II Administrative Assistant
APPENDICES
1 1 1 0 0 2 5
1 1 1 0 0 2 5
1 1 1 0 2 0 5
1 1 1 1 1 0 5
0
1 0 0 1 1 4 2 1 0 1 2 0 1 14
0 0 0 1 1 3 1 1 1 1 2 0 1 12
0 1 1 0 0 3 1 1 1 1 2 0 1 12
1 1 0 0 0 3 2 1 2 1 2 1 0 14
2
1 2 4 9 0 18 75 0 0 1 110
1 2 5 10 0 14 84 0 0 1 117
1 2 5 10 0 8 86 0 1 0 113
1 1 5 10 1 3 85 1 1 0 108
(5)
PAGE J-12
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2012-13 2012-13 2013-14 2014-15 Support Division Police Major Police Captain Police Lieutenant Police Sergeant Master Patrolman Police Corporal Police Officer Investigative Services Specialist CBD Compliance Inspector (PT) Animal Control Officer Crime Stopper Specialist Administrative Assistant I Secretary Communications Section Communication Bureau Administrator Alarm Coordinator Asst. Communication Bureau Administrator Communications Specialist I, II, III Subtotal Full-Time Police Subtotal Part-Time Police Total Personnel
Net Change
1 0 4 8 0 45 13 1 0 2 1 0 1 76
1 1 3 8 0 29 24 1 0 2 1 0 1 71
1 1 3 7 0 25 33 1 0 2 1 1 0 75
0 1 3 7 2 22 46 0 1 2 0 1 0 85
10
1 0 1 28 30
1 0 1 28 30
1 0 1 28 30
1 1 1 28 31
1
235 0 235
235 0 235
235 0 235
242 1 243
7 1 8
1 0 1 2
1 0 1 2
1 1 0 2
1 1 0 2
0
0 1 1 0 0 2 4
0 1 1 0 0 5 7
1 0 1 1 3 1 7
1 0 1 4 0 1 7
0
FIRE DEPARTMENT Administration Fire Chief Administrative Assistant III Administrative Assistant Fire Prevention Division Administrative Assistant II Administrative Assistant Fire Marshal Fire Inspector II Fire Inspector I Deputy Fire Marshal
APPENDICES
PAGE J-13
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Net Change
2012-13 2012-13 2013-14 2014-15 Fire Suppression Division Assistant Fire Chief Fire Battalion Chief Fire Captain Fire Lieutenant Firefighter Fire Specialist Fire Services Division Assistant Fire Chief Deputy Fire Chief Chief of Training Training Instructor Deputy Chief of Training Chief Fire Mechanic Chief Mechanic - Fire Resource Management Officer Assistant Fire Mechanic Assistant Chief Mechanic Subtotal Full-Time Fire Subtotal Part-Time Fire Total Personnel
3 3 6 24 75 21 132
3 3 6 24 72 21 129
3 3 6 24 72 21 129
3 3 6 24 75 21 132
3
1 0 0 0 1 0 1 1 0 1 5
0 1 0 0 1 0 1 1 0 1 5
0 1 1 1 0 1 0 1 1 0 6
0 1 1 1 0 1 0 1 1 0 6
0
143 0 143
143 0 143
144 0 144
147 0 147
3 0 3
1 1 0 1 3
1 1 0 1 3
1 1 1 0 3
1 1 1 0 3
0
PUBLIC WORKS DEPARTMENT Administration Director of Public Works Assistant Public Works Director Administrative Assistant III Administrative Assistant
APPENDICES
PAGE J-14
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2012-13 2012-13 2013-14 2014-15 Traffic Engineering Division Assistant City Engineer - Traffic Traffic Control Supervisor Traffic Operations Engineer Senior Signal System Technician Senior Traffic Control Technician Senior Sign Supply/Traffic Control Technician Traffic Control Technician Engineering Technician I Traffic Engineering Technician Administrative Assistant II Administrative Assistant Engineering Division Engineering Services Manager Assistant City Engineer - Civil Senior Civil Engineer Civil Engineer Engineering Technician I Engineering Technician City Surveyor Office Manager Administrative Assistant II Administrative Assistant I Secretary Administrative Assistant
APPENDICES
Net Change
1 1 1 1 4 1 4 0 1 0 1 15
1 1 1 1 4 1 4 0 1 0 1 15
1 1 1 1 4 1 4 1 0 1 0 15
1 1 1 1 4 1 4 1 0 1 0 15
0
1 1 2 0 0 1 1 0 0 0 1 1 8
1 1 3 0 0 1 1 0 0 0 1 1 9
1 1 2 0.5 1 0 1 1 0 1 0 0 8.5
1 1 2 0.5 1 0 1 1 1 0 0 0 8.5
0
PAGE J-15
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2012-13 2012-13 2013-14 2014-15 Streets Division Superintendent of Streets Office Manager Operations Assistant Supply Services Manager Supply Services Assistant Concrete Supervisor Pavement Supervisor Streets Cleaning Supervisor Supervisor Asphalt Pavement Technician II Asphalt Pavement Technician I Streets Cleaning Technician II Streets Concrete Technician II Streets Concrete Technician I Skilled Laborer Semi-Skilled Laborer Motor Equipment Operator Construction Inspection Bureau Capital Projects Manager Construction and Inspection Manager Senior Engineering Technician Senior Public Works Inspector Engineering Technician II Public Works Inspector Administrative Assistant II Administrative Assistant
APPENDICES
Net Change
1 0 1 1 1 0 0 0 5 0 0 0 0 0 3 2 13 27
1 0 1 1 1 0 0 0 5 0 0 0 0 0 3 1 14 27
1 1 0 1 1 3 1 1 0 2 1 5 6 3 0 1 0 27
1 1 0 1 1 3 1 1 0 2 1 7 6 3 0 1 0 29
2
1 1 0 3 0 1 0 1 7
1 1 0 3 0 1 0 1 7
1 1 3 0 1 0 1 0 7
1 1 4 0 1 0 1 0 8
1
PAGE J-16
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2012-13 2012-13 2013-14 2014-15 Building Services Division Building Maintenance Superintendent Building Maintenance Technician Building Maintenance Supervisor Downtown Infrastructure Maintenance Concrete Supervisor Supervisor Streets Concrete Technician II Motor Equipment Operator Streets Concrete Technician I Skilled Laborer Subtotal Full-Time Public Works Subtotal Part-Time Public Works Total Personnel
Net Change
1 8 1 10
1 8 1 10
1 8 1 10
1 8 1 10
0
0 1 0 2 0 1 4
0 1 0 2 0 1 4
1 0 2 0 1 0 4
1 0 2 0 1 0 4
0
74 0 74
75 0 75
74.5 0 74.5
77.5 0 77.5
3 0 3
0 1 0 0 0 1 1 1 1 0 0 0 1 1 7
0 1 1 1 0 1 0 1 1 0 0 2 0 0 8
0 1 1 1 1 0 0 1 1 1 1 0 0 0 8
1 0 1 1 1 0 0 1 1 1 1 0 0 0 8
0
PARKS AND RECREATION DEPARTMENT Parks and Recreation Administration Director of Parks, Recreation, and Sustainability Director of Parks and Recreation Parks and Recreation Business Administrator Urban Designer Operations Coordinator Administrative Assistant-Exempt Greenways and Sustainability Manager Shop Superintendent Small Engine Mechanic Administrative Assistant III Administrative Assistant II Administrative Assistant Operations Assistant Secretary
APPENDICES
PAGE J-17
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Net Change
2012-13 2012-13 2013-14 2014-15 Recreation Division Asst. Community Center Supervisor Community Center Supervisor Assistant Community Programs Manager Recreation Operations Administrator Recreation Programs Manager Custodian Custodian (PT) Recreation Leader Recreation Leader (PT) Community Programs Manager Athletic Program Coordinator Athletic Program Leader Parks Maintenance Division Assistant Parks and Grounds Administrator Supervisor Park District Manager Parks Maintenance Supervisor Cemetery Maintenance Supervisor Motor Equipment Operator Parks and Rec. Maintenance Tech. II Parks and Rec. Maintenance Tech. I Semi-Skilled Laborer Skilled Laborer Rights-of-Way Division Community Service Manager Right-of-Way Manager Parks and Rec. Maintenance Tech. II Parks and Rec. Maintenance Tech. I Motor Equipment Operator Semi-Skilled Laborer
APPENDICES
1 5 1 0 0 2 1 0 11 1 1 1 24
1 4 0 1 1 2 1 0 11 1 1 1 24
2 4 0 1 1 2 1 0 11 1 1 1 25
0 4 0 1 1 2 1 4 9 1 1 1 25
0
1 0 3 1 0 4 0 0 8 1 18
1 1 3 1 0 5 0 0 8 1 20
1 0 3 1 1 0 5 9 0 0 20
1 0 3 1 1 0 5 9 0 0 20
0
1 1 0 0 4 2 8
1 1 0 0 4 2 8
1 1 4 2 0 0 8
1 1 4 2 0 0 8
0
PAGE J-18
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Net Change
2012-13 2012-13 2013-14 2014-15 Beautification Division Parks and Grounds Administrator Deputy Director of Parks and Recreation Superintendent of Grounds Assistant Superintendent of Grounds Sr. Landscape Architect Urban Designer Beautification Supervisor Supervisor Parks and Rec. Maintenance Tech. II Parks and Rec. Maintenance Tech. I Motor Equipment Operator Semi-Skilled Laborer Tree Maintenance Division Superintendent of Trees Sr. Tree Service Technician Tree Service Technician II Tree Service Technician Motor Equipment Operator Falls Park Crew Public Garden Manager Asst. Public Garden Manager Fountain Technician Public Garden Supervisor Supervisor Semi-Skilled Laborer Public Garden Technician Parks and Rec. Maintenance Tech. II Parks and Rec. Maintenance Tech. I Subtotal Full-Time Parks and Rec. Subtotal Part-Time Parks and Rec. Total Personnel Total Full Time General Fund Total Part Time General Fund Total Personnel General Fund
APPENDICES
1 0 1 1 0 1 0 5 0 0 5 4 18
0 1 1 0 1 0 0 4 0 0 4 4 15
0 1 1 0 1 0 4 0 4 4 0 0 15
0 1 1 0 1 0 4 0 4 4 0 0 15
0
1 0 0 2 2 5
1 0 0 2 2 5
1 2 2 0 0 5
1 2 2 0 0 5
0
1 1 1 0 3 2 3 0 0 11
1 1 1 0 3 2 3 0 0 11
1 1 1 3 0 0 3 0 2 11
1 1 1 3 0 0 3 1 3 13
2
79 12 91
79 12 91
80 12 92
84 10 94
4 (2) 2
658 17 675
659 17 676
661.5 14 675.5
681.5 15 696.5
20 1 21
PAGE J-19
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Net Change
2012-13 2012-13 2013-14 2014-15
INTERNAL SERVICE FUNDS HEALTH BENEFITS FUND Administrative Assistant
0
0
0
1
0 0 0
0 0 0
0 0 0
1 0 1
1
1
1
1
1 0 1
1 0 1
1 0 1
1 0 1
0 0 0
0.5 1 1 1 0 7 1 0 1 0 1 13.5
0.5 1 1 1 1 6 1 0 1 0 1 13.5
1 1 1 1 1 6 1 1 0 0 1 14
1 1 1 1 1 9 1 1 0 1 0 17
3
Subtotal Full-Time Fleet Internal Service Fund Subtotal Part-Time Fleet Internal Service Fund Total Personnel
13.5 0 13.5
13.5 0 13.5
14 0 14
17 0 17
3 0 3
Total Full Time Internal Service Funds Total Part Time Internal Service Funds Total Personnel Internal Service Funds
14.5 0 14.5
14.5 0 14.5
15 0 15
19 0 19
4 0 4
1 1 1 1 4
1 0 1 0 2
1 0 1 0 2
1 0 1 0 2
0
Subtotal Full-Time Health Benefits Fund Subtotal Part-Time Health Benefits Fund Total Personnel RISK MANAGEMENT FUND Risk Manager Subtotal Full-Time Risk Management Fund Subtotal Part-Time Risk Management Fund Total Personnel FLEET SERVICES FUND Fleet and Safety Services Administrator Garage Superintendent Parts Technician Safety Training Officer Shop Foreman Mechanic I, II, III Parts Supervisor Administrative Assistant II Operations Assistant Service Writer / Relief Mechanic Service Writer
1 0 1
SPECIAL REVENUE FUNDS COMMUNITY DEVELOPMENT Community Development Division Community Development and Relations Administrator Housing Programs Coordinator Community Planner Financial Analyst / Grants Manager
APPENDICES
PAGE J-20
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2012-13 2012-13 2013-14 2014-15 Community Development Projects Community Development Project Manager Neighborhood Planner Construction Coordinator Livability Educator Community Challenge and Brownsfields Coordinator Administrative Assistant II Administrative Assistant Subtotal Full Time Community Development Subtotal Part Time Community Development Total Personnel VICTIM WITNESS FUND Victim Witness Advocate/Civilian Total Full Time Victim Witness Fund Total Part Time Victim Witness Fund Total Personnel UTILITY UNDERGROUNDING FUND Engineering Utility Program Manager Utility Program Marketing Coordinator Civil Engineer Total Full Time Utility Undergrounding Fund Total Part Time Utility Undergrounding Fund Total Personnel Total Full Time Special Revenue Funds Total Part Time Special Revenue Funds Total Personnel
Net Change
1 1 1 0 1 0 1 5
1 1 1 1 1 0 1 6
1 1 1 1 1 1 0 6
1 1 1 1 1 1 0 6
0
9 0 9
8 0 8
8 0 8
8 0 8
0 0 0
2 2
2 2
2 2
2 2
0
2 0 2
2 0 2
2 0 2
2 0 2
0
1 0 0 1
1 0 0 1
0 1 0.5 1.5
0 1 0.5 1.5
0
1 0 1
1 0 1
1.5 0 1.5
1.5 0 1.5
0
12 0 12
11 0 11
11.5 0 11.5
11.5 0 11.5
0 0 0
1 0 1 3 0 1 6
1 0 1 3 0 1 6
1 0 1 3 0 1 6
0 1 1 2 1 1 6
0
6 0 6
6 0 6
6 0 6
6 0 6
0
ENTERPRISE FUNDS EVENT MANAGEMENT Event Management Event Operations Manager Event Administrator Volunteer Services Coordinator Special Events Coordinator Special Event Finance Coordinator Sales and Marketing Coordinator Total Full Time Event Management Fund Total Part Time Event Management Fund Total Personnel
APPENDICES
PAGE J-21
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2012-13 2012-13 2013-14 2014-15
Net Change
WASTEWATER Wastewater Operations Assistant City Engineer - Wastewater Wastewater Assessment Supervisor Wastewater Maintenance Supervisor Wastewater Repair Supervisor WW Inspection and Rehabilitation Supv. Supervisor Utilities and Services Inspector Utility Locator Video Inspector II Video Inspector I Video Inspector Wastewater Technician II Wastewater Combination Truck Operator Motor Equipment Operator Wastewater Technician I Skilled Laborer Semi-Skilled Laborer Subtotal Full Time Wastewater Fund Subtotal Part Time Wastewater Fund Total Personnel
1 0 0 0 0 5 1 1 0 0 3 0 0 10 0 2 1 24
1 0 0 0 0 5 1 1 0 0 3 0 0 10 0 2 1 24
1 1 1 2 1 0 1 1 1 2 0 7 4 0 1 0 1 24
1 1 1 2 1 0 1 1 1 2 0 7 4 0 1 0 1 24
0
24 0 24
24 0 24
24 0 24
24 0 24
0 0 0
1 1 0 0 3 10 0 4 6 1 4 3 3 16 52
1 0 1 0 3 10 0 4 6 1 4 3 3 16 52
1 0 1 3 0 9 1 4 6 1 4 3 3 16 52
1 0 1 3 0 9 1 4 6 1 4 3 3 16 52
0
SOLID WASTE Residential Collection Division Solid Waste Administrator Customer Service Representative Customer Service Representative PT Solid Waste Supervisor Supervisor Flatbed Cart Delivery Operator Flatbed Operator Non-CDL Clam Operator Rear Loader Operator Roll-off Operator Tractor Operator Tractor Trailer Operator Automated Leaf Vacuum Operator Solid Waste Collector
APPENDICES
PAGE J-22
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Net Change
2012-13 2012-13 2013-14 2014-15 Recycling Division Solid Waste Collector Recycling Driver Recycling Coordinator Subtotal Full Time Solid Waste Fund Subtotal Part Time Solid Waste Fund Total Personnel
6 3 1 10
6 3 1 10
6 3 1 10
6 3 1 10
0
62 0 62
61 1 62
61 1 62
61 1 62
0 0 0
1 1 1 0 0 2 0 1 6
1 1 1 0 0 2 0 1 6
1 1 1 1 0 2 1 0 7
1 1 2 0 2 2 1 0 9
2
1 0 1 0 3 0 0 7 0 3 2 17
1 0 1 0 4 0 0 6 0 3 2 17
1 1 0 4 0 6 1 0 4 0 2 19
1 1 0 4 0 7 1 0 3 0 2 19
0
23 0 23
23 0 23
25 1 26
26 2 28
1 1 2
STORMWATER Stormwater Administration Assistant City Eng.- Environmental GIS Technician Civil Engineer Civil Engineer (PT) Senior Civil Engineer (PT) Senior Civil Engineer Engineering Tech II Public Works Inspector Stormwater Operations Superintendent of Storm Water GIS Analyst III Public Works Analyst Stormwater Supervisor Supervisor Stormwater Technician II Streets Cleaning Technician II Motor Equipment Operator Stormwater Technician I Skilled Laborer Semi-Skilled Laborer Subtotal Full Time Stormwater Fund Subtotal Part Time Stormwater Fund Total Personnel
APPENDICES
PAGE J-23
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
Net Change
2012-13 2012-13 2013-14 2014-15 PARKING Parking Division Director of Public Transportation General Manager of Parking Parking Operations Superintendent Parking Call Center and Events Manager Parking Attendant Sr. Parking Facilities Specialist Parking Facilities Specialist Parking Facilities Specialist (PT) Parking Administration Supervisor Billing Technician Accounting Technician Customer Relations Coordinator Parking Enforcement Parking Enforcement Supervisor Parking Control Specialist Parking Control Specialist (PT) Parking Maintenance Parking Maintenance Supervisor Parking Maintenance Technician Parking Maintenance Specialist Subtotal FT Parking Enterprise Fund Subtotal PT Parking Enterprise Fund Total Personnel
APPENDICES
0.5 1 0 1 0 1 4 4 1 1 1 1 15.5
0 1 0 1 0 1 4 4 1 1 1 1 15
0 1 0 1 0 1 4 4 1 0 2 1 15
0 1 0 1 4 1 8 0 1 0 2 1 19
4
1 4 1 6
1 4 1 6
1 4 1 6
1 4 1 6
0
1 1 3 5
1 1 3 5
1 1 3 5
1 1 3 5
0
21.5 5 26.5
21 5 26
21 5 26
29 1 30
8 (4) 4
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FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2012-13 2012-13 2013-14 2014-15
Net Change
GREENVILLE ZOO Zoo Administration Zoo Administrator Zoo Deputy Administrator for Animal Health Elephant Manager Reptile Curator Veterinary Technician General Curator Zookeeper Zoo Maintenance Supervisor Maintenance Supervisor Zoo Maintenance Technician Parks and Rec. Maintenance Tech. I Semi-Skilled Laborer Public Services Manager, Zoo Zoo Education Zoo Education Curator Zoo Education Instructor (PT) Zoo Education Instructor Zoo Public Services Zoo Business Administrator Public Services Manager, Zoo Zoo Public Services Coordinator Zoo Membership and Volunteer Coordinator Administrative Assistant II Administrative Assistant Accounting Technician (PT) Zoo Public Services Attendant Subtotal Full Time Zoo Fund Subtotal Part Time Zoo Fund Total Personnel
APPENDICES
1 1 1 1 1 1 9 0 1 1 0 2 1 20
1 1 1 1 1 1 9 0 1 1 0 2 1 20
1 1 1 1 1 1 9 1 0 1 2 0 0 19
1 1 1 1 1 1 9 1 0 1 2 0 0 19
0
1 1 2 4
1 1 2 4
1 0 3 4
1 0 3 4
0
0 0 1 0 0 1 1 4 7
0 0 1 0 0 1 1 4 7
0 1 1 1 1 0 1 5 10
1 0 1 1 1 0 1 5 10
0
29 2 31
29 2 31
32 1 33
32 1 33
0 0 0
PAGE J-25
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2012-13 2012-13 2013-14 2014-15
Net Change
TRANSIT Transit Administration Director of Public Transportation Manager of Transit Administration Transit Planner / Grants Manager Manager of Transit Operations General Manager of Transit Senior Accountant Planning and Grants Assistant (PT) Information Specialist Administrative Assistant III Administrative Assistant Marketing and Program Specialist Program Coord. - JARC / New Freedom (PT) Fixed Route Operations Manager of Transit Operations Information Specialist Assistant Manager of Transit Operations Transit Operations Superintendent Transit Shift Supervisor Transit Shift Leader Fixed Route Bus Operator Fixed Route Bus Operator (PT) Demand Response Van Operator (PT) Demand Response Operations Information Specialist Dispatcher Transit Shift Leader Transit Shift Supervisor Fixed Route Bus Operator Fixed Route Bus Operator (PT) Demand Response Van Operator
APPENDICES
0.5 0 1 0 1 0 1 0.5 0 1 0 1 6
1 0 1 0 1 0 1 1 0 1 0 1 7
1 0 1 1 0 1 1 1 1 0 1 0 8
1 1 0 0 0 1 1 0 1 0 1 0 6
0 0 0 1 1 1 18 7 1 29
0 0 0 0.5 0.5 0.5 17 7 1 26.5
0 0 0.5 0 2 0 16 7 0 25.5
1 1 0.5 0 2 0 16 7 0 27.5
2
1.5 0 0 0 1 1 1 4.5
1 0 0.5 0.5 2 1 1 6
1 0 0 1 3 0 2 7
1 1 0 1 4 0 1 8
1
(2)
PAGE J-26
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
2012-13 2012-13 2013-14 2014-15 Vehicle Maintenance Fleet and Safety Services Administrator Garage Superintendent Shop Foreman Mechanic I, II, III Bus Servicer Lead Bus Servicer Parts Technician - Transit Non-Vehicle Maintenance Assistant Manager of Transit Operations Transit Operations Superintendent Bus Shelter Servicer CU-ICAR Shuttle Fixed Route Bus Operator Mauldin-Simpsonville Route Mechanic I, II, III Fixed Route Bus Operator Downtown Trolley Fixed Route Bus Operator (PT) Clemson Connector (Shuttle) Fixed Route Bus Operator Fixed Route Bus Operator (PT) Clemson Commuter Fixed Route Bus Operator Subtotal Full Time Transit Enterprise Fund Subtotal Part Time Transit Enterprise Fund Total Personnel Total Full Time Enterprise Funds Total Part Time Enterprise Funds Total Personnel Enterprise Funds
Total Full Time All Funds Total Part Time All Funds Total Personnel All Funds
APPENDICES
Net Change
0.5 1 2 3 1 1 1 9.5
0.5 1 2 2 1 1 1 8.5
0 1 2 3 1 1 1 9
0 1 2 3 1 1 1 9
0
0 0 0 0
0 0.5 0 0.5
0.5 0 0 0.5
0.5 0 1 1.5
1
0 0
2 2
2 2
2 2
0
0 0 0
1 5 6
1 5 6
1 5 6
0
0 0
0 0
3 3
3 3
0
0 0 0
0 0 0
5 1 6
1 1 2
(4)
0 0
0 0
0 0
4 4
4
38 11 49
45.5 11 56.5
55 12 67
57 12 69
2 0 2
203.5 18 221.5
209.5 19 228.5
224 20 244
235 17 252
11 (3) 8
888 35 923
894 36 930
912 34 946
947 32 979
35 (2) 33
PAGE J-27
FY 2014-15 OPERATING BUDGET
APPENDICES
CITY OF GREENVILLE, SOUTH CAROLINA
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APPENDIX - C RELEVANT FINANCIAL POLICIES AND PROCEDURES OMB 8: BUDGET ADMINISTRATION POLICY AND PROCEDURES Policy I.
Purpose. The purpose of this policy is to assign responsibility and define the procedures for planning and administration of the City of Greenville's Operating and Capital Budgets, as well as debt management and oversight of economic development incentives, responsibility for which has been assigned to the Office of Management and Budget (OMB).
II.
Operating Budget. The annual operating budget is the vehicle through which City Council authorizes City government to fund operations during a specific fiscal year for specific purposes and which establishes the economic resources that are required to support these activities. The budget is a fiscal, planning, and policy document, reflecting the allocation of limited revenues among diverse uses.
III.
Capital Budget. The capital budget includes major capital requirements, culminating in the adoption of a fiveyear Capital Improvement Program (ClP). These types of capital investments usually focus on the construction, development, and acquisition of major facilities and may rely on long-term debt instruments for financing. General Fund revenue, user fees, and other streams of revenue are typical sources of revenue allocated to the retirement of long-term debt.
IV.
Responsiveness to Council Areas of Focus. Projects, programs, and services included within the operating and capital budgets must be responsive to the areas of focus identified by the City Council using various processes, with the assistance and advice of the City Manager and staff.
Procedures I.
Revenues A. The City will strive to maintain a diversified and stable revenue stream to minimize the impact of short-term fluctuations in any one revenue source. B. The City will annually prepare a revenue manual detailing each major revenue, its historical collections, the statutory authority creating the revenue, the rate schedule, and the basis of estimate. C. The City will establish and maintain a process for annually reviewing and analyzing each major revenue source to ensure that receipts are maximized. D. Whenever possible, revenue sources will be designed or modified to allow collections
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to keep pace with the cost of providing the service. E. The City will maintain effective collection systems and aggressive enforcement strategies to maximize revenues from available sources. II.
Expenditures A. Essential City services and programs designed to carry out primary Council Areas of Focus will receive priority funding. B. The City will balance current year expenditures with current year revenues. C. The City will continue to support a scheduled level of maintenance and replacement of its infrastructure, including streets, sewers, stormwater, and sidewalks. Such replacement is to be made according to a designated schedule and funding availability. D. The City will strive to support investments that reduce future operating costs. E. The City's annual operating budget provides funding for recurring services with recurring revenues. While the operating budget does include funding for certain capital expenditures, the nature of such capital requires that they be planned for and replaced on a recurring basis (example: vehicles).
III.
Five-Year Forecast A. On an annual basis, OMB will prepare a five-year financial forecast to City Council on the financial health of all major funds. The forecast will assess the financial implications of current and proposed policies, programs, and assumptions. The forecast will include potential alternatives to improving the long-term financial health of the City.
IV.
Strategic Planning A. Annually, in advance of preparing the Operating and Capital Budgets, the City Manager will engage the City Council in discussions of issues facing the City to determine areas of focus that the City Council would like to address with appropriate action. Possible actions could consist of appropriations, development or redevelopment priorities, specific initiatives, policy development, and/or directed research needed to fuel further discussion. B. The areas of focus identified in Council discussions will be documented in a Strategic Plan adopted by Council. C. Through preparation and discussion of the City's operating and capital budgets, the City Manager, OMB and department heads will make recommendations for actions needed to address the Strategic Plan.
V.
Performance Measures A. A key responsibility of the City government is to develop and manage services, programs, and resources as efficiently and effectively as possible, and to communicate the results of these efforts to the public.
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B. OMB, working with departments, will develop performance measures for incorporation into Council discussions of Strategic Planning. Performance measures will: 1. Be based on progress towards a goal or area of focus identified by City Council. 2. Emphasize desired outcomes resulting from City services and regulation. 3. Provide for comparisons over time to facilitate exploration of continuous improvement. 4. Be reliable, verifiable, and understandable. 5. Be reported at least annually, both internally and externally. 6. Be monitored and used in decision-making processes. 7. Be limited to a manageable number of meaningful measures that can be used to track achievements, impacts, and outcomes of key projects or services. VI.
Operating Budget Process A. OMB will develop and promulgate procedures and a schedule for development of a proposed operating budget, which must be submitted to City Council by May 1 of each fiscal year. B. City Council must approve the budget by July 1 each year, prior to any expenditure being made in the new fiscal year.
VII.
Operating Budget Administration A. Departmental Accountability 1. Budget accountability rests primarily with the operating departments of the City. In accomplishing the programs and objectives for which the budget was authorized, department heads ensure that their respective budgets stay within the prescribed funding levels. 2. For each assigned account, the department must stay within budget by each major expense category of personnel, operating, and capital. Within each of these three categories, the department may exceed the available balance in an element/object code if the department head ensures that a sufficient balance exists in another element/object code within the same expenditure category. Departments are not authorized to use salary savings to purchase unbudgeted items or to cover overruns in operating/capital expenditures, without approval by the OMB Director. 3. Budget transfers within the same department or fund are used during the fiscal year as City priorities develop and change and to accurately reflect a department's expenditure needs between divisions and bureaus. Budget transfers between accounts within the same division must be approved by the Budget Administrator. Budget transfers between divisions must be authorized by the OMB Director. Budget transfers between departments must be authorized by the City Manager.
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B. OMB supports budget accountability by: 1. Providing accurate, detailed regular expenditure reports to departments/divisions. 2. Ensuring that purchases are allowable and appropriate and are charged to the proper account code. 3. Auditing expenditures on a regular basis and advising departments of any current or pending expenditure overrun of a significant amount; at any time during the fiscal year. 4. Reporting to the City Manager significant budget issues that emerge as a result of auditing or significant budget variances that cannot be reconciled with the agency responsible for incurring the variance. C. Supplemental Appropriations (Budget Amendments) 1. Due to changing scope or external factors that are beyond the control of City departments, cost increases may occur after Council adopts the operating budget. 2. After determining that there are insufficient funds within a department's budget to finance an activity or acquisition, the department head, after consultation with OMB and the City Manager, will develop a Request for Council Action proposing a supplemental appropriation and will forward the Request to OMB for review. After review, OMB will forward OMB's recommendation to the City Manager and will inform the requesting department head of any adverse recommendation from OMB. If the City Manager approves the proposal, the City Manager will place the Request on a future Council Meeting agenda for consideration. VIII.
Fund Balance. A. Pursuant to City Ordinance, City Council will set aside in a designated reserve 20% of the next year's General Fund appropriations. B. The OMB Director shall prepare the necessary reports and documents to document the degree of compliance with this fund balance policy. C. It is the City Council’s longer-term goal to increase the designated reserve to 25% of the next year’s General Fund appropriations.
IX.
Capital Improvement Program (CIP) Process. A. OMB will annually develop and promulgate procedures and a schedule for development of a proposed CIP, to be submitted to City Council 120 days prior to the start of each fiscal year. B. Pursuant to City Ordinance, a copy of the CIP shall be presented to the Planning Commission. The Planning Commission shall review the CIP and make a determination that the CIP is in conformance with the Comprehensive Plan. This shall be done 105 days prior to the start of each fiscal year. C. Pursuant to City Ordinance, City Council is required to have first reading of the CIP and Capital Budget by 75 days prior to the start each fiscal year to allow sufficient
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time for OMB to incorporate debt service and other operating expenses into the annual operating budget. The CIP and the annual operating budget shall have second reading concurrently. D. The impact of the CIP on the annual operating budget is reflected in: 1. Debt service payments on any general obligation, or revenue bonds that may be issued to finance capital improvements. 2. Staffing and other operating expenses that may be required once a capital facility is completed. E. CIP Development 1. Capital investments included in the CIP are generally defined as having a useful life of greater than five years and whose cost exceeds $100,000. 2. The City establishes an appropriate mix of bonded debt and pay-as-you-go financing in the funding of capital projects. 3. Projects included in the CIP must be consistent with the City's Strategic Plan. 4. Facilities whose construction or acquisition results in new or substantially increased operating costs are considered only after an assessment indicates a clear need for the project and that recurring resources for funding the increased operating costs are available. All projects submitted to Council for approval shall include a fiscal impact analysis, including the projected annual operating costs (if any). 5. The following criteria are used to evaluate the relative priority of a proposed project: a. Mitigates risk to public health or safety. b. Improves deteriorated infrastructure. c. Replaces existing infrastructure systematically. d. Improves operational efficiency. e. Coordinates with other projects or requirements. f. Provides equitable services and facilities. g. Protects and conserves resources. h. Provides new or substantially improved facilities. i. Promotes economic development. F. All proposals for the expenditure of capital funds are formulated and presented to Council within the framework of a CIP. Except in circumstances of an extraordinary opportunity or emergency, appropriations of capital funds will not be considered outside the CIP process. APPENDICES
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G. OMB will prepare a regular status report on active projects approved in the CIP. X.
Capital Improvement Program (CIP) Administration A. Project Manager Accountability 1. Each project shall have a designated project manager who will be responsible for all aspects of project management and financial control. 2. Capital budget accountability rests primarily with the assigned project manager. In accomplishing the project for which the budget was authorized, project managers ensure that their respective budgets stay within the prescribed funding levels. 3. For each assigned project, the project manager must stay within budget allotted through the appropriation ordinance. 4. Budget transfers within a project are used to accurately reflect a project's expenditures across line items. These transfers must be approved by the Budget Administrator. Budget transfers between projects of the same functional category are permitted under the current appropriation ordinance. Budget transfers between similar projects must be authorized by the OMB Director and the City Manager. B. OMB supports budget accountability by: 1. Providing accurate, detailed regular expenditure reports to project managers. 2. Ensuring that purchases are allowable and appropriate and are charged to the proper account code. 3. Auditing expenditures on a regular basis and advising project managers of any current or pending expenditure overrun of a significant amount; at any time during the fiscal year. 4. Reporting to the City Manager significant capital budget issues that emerge as a result of auditing or significant budget variances that cannot be reconciled with the agency responsible for incurring the variance. C. Supplemental Appropriations (Budget Amendments) 1. Due to changing project scope or external factors that are beyond the control of City departments, cost increases may occur after Council adopts the CIP. 2. After determining that there are insufficient funds within a project's budget to finance an activity or acquisition, the project manager, after consultation with OMB and the City Manager, will develop a Request for Council Action proposing a supplemental appropriation and will forward the Request to OMB for review. After review, OMB will forward OMB's recommendation to the City Manager and will inform the requesting department head of any adverse recommendation from OMB. If the City Manager approves the proposal, the City Manager will place the Request on a future Council Meeting agenda for consideration.
APPENDICES
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D. Project Close-Out 1. Project managers must complete projects in a timely manner. Retainage and warranty issues must be resolved shortly after a project is complete. 2. Project managers will notify OMB upon completion that the project is ready for close-out. a. If the project is under-budget, OMB retains authority to determine where unspent balances shall be directed. b. If the project is over-budget, the project manager, in conjunction with OMB, will determine the appropriate course of action to resolve the project deficit. 3. OMB will prepare all necessary accounting adjustments needed to close out a project.
APPENDICES
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OMB 15: DEBT MANAGEMENT POLICY AND PROCEDURES Policy I.
Purpose. The purpose of this policy is to establish policies and procedures for the effective management of the City’s debt. Judicious use of debt helps facilitate the City’s strategic goals, while protecting the City’s long-term financial interests.
II.
Short-Term Debt Defined. For the purposes of this policy, short-term debt is defined as debt obligations with a payment term of five years or less used to manage cash flow in anticipation of revenue or to finance capital equipment with a useful life of five years or less. This includes debt instruments including, but not limited to, revenue/tax anticipation notes and short-term lease purchase agreements.
III.
Long-Term Debt Defined. For the purposes of this policy, long-term debt is defined as debt obligations with a payment term longer than five years used to finance capital improvements. This includes debt instruments including, but not limited to, general obligation bonds, revenue bonds, tax increment bonds, certificates of participation, and other long-term lease purchase agreements. Long-term debt is issued as a means of allocating the expense of capital projects' use to those actually benefitting from them, over the useful life of the project. The City will issue debt to provide financial support to capital facility needs. The debt will be issued in a way that helps ensure the long-term fiscal health of the City. Long-term debt financing will not be used to support current operating expenditures or deficits.
IV.
Types of Short-Term Debt. Upon approval of the City Council, the City is authorized to issue the following forms of shortterm debt: A. Revenue/Tax Anticipation Notes. Revenue/tax anticipation notes are short-term instruments with a payment term of less than one year and are used to provide liquidity due to the irregular timing of City revenues. 1. As a matter of practice, the City shall not issue a revenue/tax anticipation note except in situations of emergency or when a large and unforeseen expenditure has been incurred. B. Short-Term Lease Purchase Agreements. Short-term lease purchase agreements are debt instruments with a payment term of five years or less and are used to finance capital equipment with useful life of five years or less. Short-term lease purchase agreements are authorized and appropriated through the City’s annual operating budget.
APPENDICES
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1. The City may finance equipment with substantial value and irregular replacement schedules. This is generally defined as equipment with a value exceeding $100,000, such as fire apparatus. V.
Types of Long-Term Debt. Upon approval of the City Council, the City is authorized to issue the following forms of longterm debt: A. General Obligation Bonds. General obligation bonds are backed by the full faith and credit of the City of Greenville and shall be used to support governmental-purpose facilities and improvements. 1. General obligation bonds are subject to the State Constitutional debt limit of eight percent of assessed taxable value of the locality. At no time shall the City’s bonded indebtedness backed by the full faith and credit of the City exceed this limit without a referendum approving the additional general obligation bonds above such limit. 2. Annual general obligation debt service payments shall not exceed 20 percent of the General Fund’s budgeted expenditures. 3. General obligation debt will not be used to support enterprise activities when a revenue bond is feasible, except when extraordinary market conditions provide compelling cost savings and revenues from enterprise activities are sufficient to reimburse the General Fund for payment of principal and interest on the associated bonds. B. Revenue Bonds. Revenue bonds are backed by a pledge of specific revenues such as sewer fees, stormwater fees, parking fees, hospitality taxes, local accommodations taxes, etc. 1. The City shall utilize revenue bonds when practicable for all user-fee supported activities. 2. The City shall utilize revenue bonds for restricted revenues including, but not limited to hospitality taxes and accommodations taxes, as permitted under state law. 3. The City shall prepare its revenue and expenditure budgets in a manner that allows the City to meet all required covenants. C. Tax Increment Bonds. Tax increment bonds are revenue bonds backed by the incremental increase in ad valorem property value in a defined tax increment district. 1. The amount of debt allowed is defined in the redevelopment plan for each tax increment district as approved by the affected taxing districts. The City shall not exceed the debt allowed in the redevelopment plan.
APPENDICES
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D. Certificates of Participation and Long-Term Lease Purchase Agreements. Certificates of participation and other long-term lease agreements are debt instruments backed by the facility or equipment purchased with a term exceeding five years. Due to the higher interest rate carried on these instruments, lease-purchase issuances exceeding five years in duration are limited to the following situations: 1. When state law does not permit the issuance of a revenue bond against a specific revenue. 2. For the purchase of capital equipment and other facility improvements supported by a contractor-guaranteed savings on utility use. 3. When it is determined that it will be more beneficial, either economically or from a policy perspective after the useful life of the project, the terms and conditions of the lease, the direct impact on bond capacity, and budget flexibility have been evaluated. Procedures I.
Five-Year Forecast. Prior to proposing any debt issuance, OMB will prepare a five-year financial forecast on the impact that debt issuance has on affected funds. The forecast shall evaluate the impact any debt issuance has on projected fund balance, and on existing and proposed debt obligations. It will also consider debt service maturities, repayment structure, and the City’s “pay-as-yougo” strategy. The forecast shall also be used to present policy alternatives to City Council to mitigate potential situations where projections indicate fund balance dropping below target levels or in violation of debt covenants.
II.
Capital Improvement Program. Long-term debt originates from the adoption of a Capital Improvement Program which identifies capital project needs, funding sources, and the debt instrument(s) required to finance the plan. The ordinance approving the Capital Improvement Program shall include language authorizing the debt issuances contained therein.
III.
Method of Sale. State law requires that all general obligation bonds larger than $1,500,000 or maturing longer than 10 years be sold through a competitive sale. All other debt instruments may be sold either through a competitive sale or through a negotiated sale in light of financial market, transaction-specific, and issuer-related conditions. If City staff and its financial advisor determine that a competitive sale would not result in the best outcome for the City, then a negotiated sale, private placement, or other method may be chosen.
IV.
Debt Structure. The City shall structure debt in a manner that protects the City’s long-term financial interests and produces the most cost effective financing.
APPENDICES
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A. Debt Security. Debt shall be issued with the necessary level of security to assure investors that the City shall repay its debt in a timely and complete manner. 1. The City shall purchase credit enhancement either through bond insurance or a letter of credit only in situations where the true interest cost of the enhanced debt is lower than the true interest cost of comparable unenhanced credit offerings. B. Fixed Rate and Variable Rate Debt. As a matter of practice, fixed rate debt is preferred to provide budget certainty and to protect against short term interest rate increases. Variable rate debt will be considered to provide flexibility in managing the City’s debt portfolio and in certain circumstances to lower the City’s overall debt service requirements. 1. Derivative instruments should generally be considered, depending on the particular circumstances, primarily in situations where they are designed with the aim of providing anticipated economic or other benefits to the City taking into account the applicable risks. Derivative instruments should be entered only after review of their general terms and risks with the City Council, the City Manager, and OMB. C. Maturity Schedule. The City shall design a maturity schedule that matches useful life of the item financed with the term of the bond. The bond term shall not exceed the useable life of the facility or project being financed. The City may elect to use term bonds, serial bonds, or a combination to improve marketability of the issue and to provide the lowest possible borrowing cost to the City. D. Premiums and Discounts. If it is demonstrable that structuring the bond with a premium or discount provides the City with a lower true interest cost, the City shall be allowed issue a bond with a premium or discount. 1. The City shall not issue zero coupon or capital appreciation bonds unless market conditions provide a compelling cost savings versus more traditional structures. E. Redemption Provisions. Debt issued by the City shall include an optional redemption provision in order to provide the ability to achieve interest cost savings, remove or change burdensome covenants, or to restructure debt service payments. The City shall select the earliest possible redemption date at the lowest possible penalty as allowed by the market. 1. The effectiveness of an advance refunding will be determined by the achievement of a minimum net present value savings.
APPENDICES
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V.
CITY OF GREENVILLE, SOUTH CAROLINA
Debt Administration. Debt issuances will be timed to coincide as best as possible with the acquisition and construction schedules associated with the project or item being financed. OMB shall review expenditures monthly and make regular draws to maximize cash flow. A. Arbitrage and Yield Restriction Requirements. OMB will monitor the arbitrage requirements of Section 148 of the Internal Revenue Code of 1986, as amended (the “Code”), and related IRS Regulations in regard to all of its federally tax-exempt obligations as well as for any of its obligations which receive a federal subsidy or federal tax credit pursuant to Section 54A of the Code. To this end, the City currently retains the services of a firm that specializes in arbitrage rebate calculations to annually review all of the obligations issued by the City to calculate any potential arbitrage liability related to such obligations to ensure compliance with Sections 148 and 54A of the Code. B. Qualified Energy Conservation Bonds. OMB will monitor the expenditure of available project proceeds of its qualified energy conversation bonds (QECB) in order to ensure compliance with the spend-down requirements of Section 54A of the Code. Accordingly, on the third anniversary date of the closing of any QECB issued by the City, the Director of the OMB will make a determination as to whether all available project proceeds have been spent for that particular QECB. If there remains unspent available project proceeds on such third anniversary date, then the OMB Director will take the necessary steps to use such unspent available project proceeds to redeem all or a portion of the outstanding QECB within ninety (90) days after the end of such expenditure period. For any QECB issued by the City, the City will file or cause to be filed for each interest payment date a Form 8038-CP with the Internal Revenue Service approximately 45 to 90 days prior to each such interest payment due date.
VI.
Disclosure A. Rating Agencies The City shall maintain an ongoing relationship with each rating agency. The City shall provide regular updates regarding ongoing financial matters and projected financial plans. B. SEC Requirements The City shall provide all necessary documents required by bond documents including copies of the comprehensive annual financial report and the annual operating budget. This will be filed with the Municipal Securities Rulemaking Board’s Electronic Municipal Market Access (“EMMA”) system. The City shall immediately disclose any material events to EMMA that could negatively impact buyers of City bonds on the secondary resale market.
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VII.
CITY OF GREENVILLE, SOUTH CAROLINA
Bond Covenants and Laws The City shall comply with all covenants and requirements of bond ordinances, and with state and federal laws authorizing the issuance and administration of debt obligations.
VIII.
Disclaimer This debt management policy outlines various policy guidelines with respect to financing obligations entered or proposed to be entered by the City. This debt management policy should in no event, however, be construed as limiting or otherwise affecting the validity or effectiveness of any authority granted, delegated, or otherwise set forth in any ordinance or resolution of the City. In no case shall any person or entity (including without limitation the City or its elected officials, employees, agents, bondholders, borrowers or any other person or entity) have any basis to assert that any financing obligation should be deemed invalid, ineffective, limited or otherwise affected due to noncompliance or any other matter with respect to this debt management policy. Compliance of any ordinance or resolution or financing obligation with all aspects of this debt management policy shall, in all cases, be deemed conclusively presumed (and legal counsel to the City shall be entitled to conclusively rely thereon) upon the adoption of any such ordinance or resolution or the entering into of any such financing obligation or related agreement, respectively, and in the event of any conflict between the ultimate procedures actually undertaken, findings actually made and agreements actually entered into, on the one hand, and any part of this debt management policy, on the other hand, then the ultimate actual ordinance or resolution, findings and financing documents shall nonetheless be deemed in satisfaction hereof in all respects such that this debt management policy shall in no manner operate to limit any such ordinance or resolution, findings and financing documents or the effectiveness, validity and enforceability thereof. In the event of any conflict between an ordinance or resolution or the documentation effectuating a financing obligation and this debt management policy, the terms and conditions of the ordinance or resolution or such documentation, as applicable shall control. Except for such rights for conclusive presumption set forth in the preceding paragraph, there shall be deemed no third party beneficiaries of this debt management policy.
APPENDICES
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APPENDICES
CITY OF GREENVILLE, SOUTH CAROLINA
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FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
APPENDIX - D Glossary and Commonly Used Acronyms Accrual Accounting - A basis of accounting in which revenues are recognized when earned and expenses when incurred. Activity - The smallest unit of budgetary accountability which defines specific and distinguishable lines of work performed by a department or division for the purpose of accomplishing a particular service. Aid-to-Subdivisions- Historically, a collection of local taxes collected by the State and re-allocated to counties and municipalities. The mechanics have been replaced by the Local Government Fund (LGF) appropriation, but the revenue is still recognized under the same name. APCO - The Association of Public-Safety Communications Officials. Serves the needs of public safety communications practitioners worldwide by providing complete expertise, professional development, technical assistance, advocacy and outreach. Appropriation - An authorization made by City Council to incur obligations against and to make expenditures of governmental resources. Appropriations are usually made for fixed amounts and are typically granted for a one year period, except in the instance of capital projects where they are granted for the duration of the project. Assessed Valuation - A valuation set upon real estate or other property by the County Assessor as a basis for levying taxes. Assessment Ratio - A percentage which is multiplied by the appraised market value of a property to determine the assessed value. Assets – Resources with present service capacity that the government presently controls. BCEGS- Building Code Effectiveness Grading Schedule. Assesses the building codes in effect in a particular community and how the community enforces its building codes, with special emphasis on mitigation of losses from natural hazards. Budget - A plan of financial operation embodying an estimate of proposed expenditures for a given period of time and the proposed means of financing them. Capital Improvement Program (CIP) - A schedule of capital expenditures to be incurred over a fiveyear period to carry out the City's program of public improvements. Capital Budget - The first year of the CIP as approved by City Council. Capital Improvement Project - An item whose construction or other acquisition represents a physical improvement to the community and adds to the total physical worth of the City. The improvement should have a useful life of not less than 10 years, and normally will exceed $100,000 in total cost.
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Capital Outlay - In the operating budget, refers to any item which has an expected useful life of greater than 3 years and an estimated unit cost of $5,000 or more. CBD - Central Business District. CD - Community Development Division. CDBG - Community Development Block Grant. A program of the U.S. Department of Housing and Urban Development that provides annual grants to states and local governments for the purpose of promoting greater community development. CPI – Consumer Price Index. An average measure of change in price levels over time using a predetermined market basket of consumer goods and services as a basis. The index is widely used as a measure of inflation. CVB - Convention and Visitors Bureau. Has been re-named VisitGreenvilleSC. A city-specific organization responsible for marketing the city as a travel and meeting destination. Debt Service - Payment of interest and principal on an obligation resulting from the issuance of bonds. DHEC - Department of Health and Environmental Control. protection of public health and the environment.
A state agency responsible for the
DOT - Department of Transportation. A government agency at the federal and state levels that is responsible for promoting safe and efficient transportation through the administration of mass transit services and the construction and maintenance of roads and bridges. Downtown Infrastructure Fund (DIF) – the former Central Business District Tax Increment Fund. Encumbrance - Funds not yet expended, but which are obligated or set aside in anticipation of expenditures. Enterprise Fund - An accounting entity used to account for operations in which the cost of providing services to the public on a continuing basis is financed primarily through user charges. Fiscal Year (FY) - 12 month period beginning with July 1 and ending with June 30 of the fiscal year designated. Full-Time Position (FT) – A regular, full-time employee whose normal work schedule is 40 hours per week, or greater. Regular employees are eligible to participate in the benefits plan and leave programs offered by the City. Fund - A fiscal and accounting tool with a self balancing set of accounts to record revenues and expenditures. Fund Balance - The excess of an entity’s assets over its liabilities, which may include reserves and designations.
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GAAP - Generally Accepted Accounting Practices. A set of accounting guidelines that establish a standardized procedure for recording accounting information and preparing financial statements. GASB - Governmental Accounting Standards Board. A private organization funded and regulated by the Financial Accounting Foundation that is involved in the creation and improvement of GAAP. General Fund - An accounting entity used to account for all revenue and expenditures applicable to general operations of governmental agencies of the City, and to record all financial transactions not properly accounted for in another fund. GFOA - Government Finance Officers Association. A non-profit organization comprised of government finance officers dedicated to helping governments maintain high financial standards. GIS - Geographic Information Systems. A software system that analyzes and interprets geographically-oriented data in a manner in which relationships and patterns are easily identified. G. O. Bond - General Obligation Bond. A municipal bond issued by a state or local government that is secured by the full faith and credit of the issuer. GTA - Greenville Transit Authority. HOME Program – The largest federal block grant to state and local governments designed exclusively to create affordable housing for low-income households. HOPWA Program – Housing Opportunities for Persons with Aids. This program allows for funds to be used to assist in all forms of housing and supportive services to prevent homelessness. HR - Human Resources Department. HUD - Federal Department of Housing and Urban Development. A Cabinet Department created in order to support community growth through affordable housing and consumer protection. ISO - Insurance Services Office. A provider of insurance-related information including premiums, claims, and loss data that are used to calculate insurance policy prices. Liability – Present obligations to sacrifice resources that the government has little or no discretion to avoid. Local Government Fund (LGF) – A State appropriation statutorily based on 4.5% of the State’s General Fund revenue from the previous year. County governments receive 83.278 percent of the LGF, and municipal governments get 16.722 percent, which represents the percentage of Aid-toSubdivisions distributed between county and municipal governments in 1990. Mill - A unit of value calculated at one dollar per one thousand dollars of assessed value. Millage - A term used to describe the rate of taxes levied. Modified Accrual Accounting - A basis of accounting in which revenues are recognized when they become measurable and available as net assets, and expenditures are recognized when the related
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fund liability is incurred. Modified accrual accounting is recommended as the standard for most governmental funds. Municipal Association of South Carolina (MASC)- A membership association of municipal governments that offers the services, programs and tools to provide municipal officials the knowledge and experience for enabling the most efficient and effective operation of their municipalities in the complex world of municipal government. NFPA - National Fire Protection Association. A fire safety organization that publishes minimum safety standards and regulations pertaining to fire prevention and suppression. Net Assets – Assets less liabilities. Object of Expenditure - A specific type of expenditure for which a unique identification number and title is given; represents the most detailed level of budgeting and recording expenditures. Also referred to as a line item. Objective - A clearly described, output-oriented, target or accomplishment which can be measured and achieved within a given timeframe. Achievement of the objective advances the organization toward a corresponding goal. OMB- The Office of Management and Budget, a department of the City of Greenville. Operating Expense - General category of expense that includes fixed costs (e.g., insurance and utilities) and non fixed costs (e.g., materials and contractual services) of a recurring nature. PEBA – South Carolina Public Employee Benefit Authority. Manages retirement plans for South Carolina's public workforce by serving as the fiduciary stewards of the contributions and disbursements of the pension trust funds. Permanent Part-Time Position (PT) – A permanent part-time employee is one who regularly and consistently works less than a full-time schedule (40 hours per week). Permanent part-time employees who annually work an average of 1040 hours, or more, per year are eligible to participate in the medical and dental benefits plan and leave programs offered by the City. Personnel Service - General category of expense that includes full time and part time salaries, overtime, supplemental pay, and fringe benefits. PORS – Police Officers Retirement System. A defined benefit retirement plan administered by South Carolina Public Employee Benefit Authority (PEBA) Retirement Benefits. Productivity - A measure of service output compared to the per-unit of resource input invested. QECB – Qualified Energy Conservation Bond. Federally-subsidized debt instruments that enable state, tribal, and local government issuers to borrow money to fund a range of qualified energy conservation projects ReWa – Renewable Water Resources, formerly the Western Carolina Regional Sewer Authority, a special purpose district responsible for wastewater treatment within Greenville County.
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Tax Rate - The amount of tax levied for each $1,000 assessed valuation. TDCC – The TD Convention Center (formerly the Carolina First Center) – the City’s only convention center. User Fee - Payment of a fee for direct receipt of a public service by the party benefiting from the service. Variance - The difference between a budgeted or planned revenue/expenditure and the actual amount realized/incurred. VisitGreenvilleSC - A city-specific organization responsible for marketing the city as a travel and meeting destination. Previously called the Convention and Visitors Bureau (CVB).
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