Photo Background: Glencairn Garden’s beautifully landscaped lawns and walkways have made it a popular attraction among residents and visitors to Rock Hill for many years. What started as the backyard garden of David & Hazel Bigger in 1928 is now an 11 acre paradise located in the heart of Rock Hill ... and it continues to grow. The Cascade Fountain and Pond are shown here, with the Bigger House in the background.
Photo Credit: Katie Quinn
Budget Adopted June 24, 2013
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Rock Hill, South Carolina for its annual budget for the fiscal year beginning July 1, 2012. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, an operations guide, a financial plan, and a communications device. This award is valid for a period of one year only. As we believe our current budget continues to conform to program requirements, we are submitting it to GFOA to determine its eligibility for another award.
2
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
The City of Rock Hill’s accountability and transparency efforts earned a 2011 Award for Excellence in Government Finance from the Government Finance Officers Association of the United States and Canada. The City also received the 2013 Certificate of Excellence Award from the International City/County Management Association. Learn about our efforts on pages 42-43.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
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Mayor and City Council A. Douglas Echols, Jr. Mayor John A. Black III Mayor Pro Tem, Ward 4 Sandra D. Oborokumo Councilmember, Ward 1 Kathy S. Pender Councilmember, Ward 2 James C. Reno, Jr. Councilmember, Ward 6 Osbey Roddey Councilmember, Ward 5 Kevin Sutton Councilmember, Ward 3
City Staff City Management David B. Vehaun City Manager Gerald E. Schapiro Deputy City Manager James Bagley Deputy City Manager
Management Team Mike Blackmon Fire Chief Kevin Bronson General Services Administrator Paul Carlisle Public Works Director Monica Croskey Strategy & Performance Manager Phyllis Fauntleroy Human Resources Director Steven Gibson Office of Management & Budget Director
4
Anne Harty Chief Financial Officer William Meyer Planning and Development Director Scott Motsinger Utilities Director John Taylor Parks, Recreation, and Tourism Director Stephen Turner Economic and Urban Development Director Chris Watts Police Chief Jason Weil Housing and Neighborhood Services Director Spencer & Spencer, P.A. City Attorney
Budget Staff Lisa M. Brown Management Analyst
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
City of Rock Hill Organization Chart Citizens of Rock Hill Mayor and City Council Boards & Commissions
City Attorney
City Manager Deputy City Manager
Deputy City Manager
Operations Administration
Police
Solicitor’s Office*
Information Technology
Fire
Municipal Court*
Utilities
Planning & Development
Housing & Neighborhood Services
Public Works
Economic & Urban Development
Parks, Recreation, and Tourism
Human Resources
Finance Office of Management & Budget
General Services Administrator General Services*
Fleet/Purchasing*
Cemetery Services*
Airport*
Grants*
Building Maintenance* Custodial Services*
*Denotes divisions within the organization
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
5
Table of Contents INTRODUCTORY SECTION City Manager’s Budget Message
9
Budget Highlights
12
Rock Hill at a Glance
13
Budget Process
19
Budgetary Fund Structure
20
Budget Calendar
21
Financial Policies and Strategies
22
Sources and Uses of Funds
24
REVENUE SUMMARY Revenue Summary
27
EXPENDITURE SUMMARY Expenditure Summary
39
PERFORMANCE BUDGETS
6
Introduction to Performance Budgets
44
Fiscal Year 2012 Performance Results Summary
44
Accountability & Transparency Efforts
45
General Government
46
Office of Management and Budget
51
Human Resources
53
Planning and Development
55
Housing and Neighborhood Services
58
Police
61
Fire
64
Public Works
67
Finance
71
Parks, Recreation, and Tourism
75
Economic and Urban Development
78
Housing Authority
80
Stormwater Fund
81
Electric Fund
82
Water Fund
86
Wastewater Fund
89
Statement of Revenues, Expenses, and Changes in Fund Balance/Net Assets
92
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Table of Contents FY2013—2015 Strategic Plan
100
Quality Services
103
Quality Places
113
Quality Community
119
BOND SCHEDULES Debt Service Narrative
127
Revenue Bonds
128
General Obligation Bonds
133
Tax Increment Financing Bonds
136
Stormwater Bonds
141
Hospitality Tax Revenue Bonds
143
New Market Recovery Bonds
146
Equipment Lease Purchase
148
Summary of Total Debt Service Requirements
151
CAPITAL SUMMARY Capital Summary
153
Process and Expense Impact
154
Routine Capital Projects
155
Long-term Enterprise Funds
157
Downtown Snapshot
160
PERSONNEL SUMMARY Personnel Summary
163
APPENDIX Budget Ordinance
183
Glossary of Terms
189
Glossary of Acronyms
196
Financial Policies
197
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
7
FY2013/2014 Approved Budget
Monitor Rock Hill’s financial and strategic plan progress by visiting the City’s Financial and Performance Dashboards located on the City’s transparency webpage at: cityofrockhill/transparency.
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City of Rock Hill, South Carolina—Fiscal Year 2014/2015
City Manager’s Letter It is my privilege to present you with the balanced budget for the fiscal year beginning July 1, 2013 and ending June 30, 2014 which totals $192,409,564. The annual budget is the policy document that communicates the financial policies of the City for the fiscal year. The budget is prepared each year with the support and policy input of our elected officials and hard work from our departments to ensure that we are preparing the leanest budget possible while still providing high quality services through excellent service delivery. The The Fiscal Year 2014 balanced recovering economy continues to present a few challenges during the development budget maintains the level of of the Fiscal Year 2014 budget, however, as a result of years of fiscal prudence and service that Rock Hill citizens efficient management of operations, the City of Rock Hill was well positioned to have grown to appreciate and respond to those challenges. Factors Affecting This Year’s Budget In preparing the annual budget, there are a few main factors that have greatly impacted the decision making process. The City’s health insurance costs have been steadily increasing over the past few years. As a self-insured organization, the City is responsible for paying for any gaps in funding between claims and premiums collected. Last year, health insurance claims exceed premiums by over $1.5 million dollars. In order to bridge this shortfall this budget year, the City budgeted an additional $750,000 contribution to health insurance. Additionally, plan changes have been implemented to reduce costs including a hard deductible, generic medication changes, and surcharges for tobacco users to make up the other $750,000 shortfall.
expect while continuing the City’s tradition of fiscal prudence and efficient operations. The approved budget reflects the City’s priorities as outlined in the Strategic Plan. This budget document provides useful information about the City’s financial and performance plans, goals, and policies.
Another factor influencing the 2014 fiscal year budget is an increasing demand for public safety. As our population continues to grow, there is a greater need for more Police and Fire personnel. This fiscal year, the City fully funded six new Police Officers for Street Crimes and Community Service, as well as a new Police Officer for courtroom security. In making public safety a key priority for this year, the budget also includes a new Fire Inspector position to assist in making sure businesses and restaurants throughout our City are meeting code requirements. The City has also continued to focus on business friendly initiatives this fiscal year. City Management and elected officials continue to meet with the small business leadership group, developers, and community members to determine what ways the City can best assist businesses. The City continues to offer a 10% discount on business license fees to those who pay on time. Additionally, a non-conformity ordinance was extended through this budget year that allows new businesses to occupy non-conforming sites and for existing businesses to expand on non-conforming sites. The City is also carrying on the local preference policy that gives an advantage to our local contractors in matching the lowest bid on City projects. Finally, the city is keeping the business friendly initiative of reimbursing contractors who upsize water and sewer lines. Strategic Planning Last year, Rock Hill’s City Council and staff developed a set of strategic initiatives and a strategic plan. Our strategic plan provides a blueprint for the City’s future by outlining ambitions, setting priorities, and providing performance targets to ensure adequate progress toward making the vision a reality. This Strategic Plan will continue to guide the City through June 30, 2015. As Rock Hill is a city committed to quality, this year’s budget continues to support providing quality services, developing quality places, and fostering a quality community. Quality Services: This focus area includes some of the most fundamental responsibilities we have as being the local provider for services such as fire, police, water, sewer, electricity, public works, economic development, customer service, and parks, recreation, and tourism. Quality Places: This focus area involves ensuring that the City offers quality development and places for businesses and community life to flourish. This includes having a vibrant downtown and managing transformative development projects within our community, such as Riverwalk and Textile Corridor projects. Quality Community: This focus area addresses several quality of life initiatives such as supporting neighborhoods within our City, fostering a diverse and inclusive community, building public trust, and encouraging public engagement. Additional information on the Strategic Plan can be found in the Performance Budget section of this document.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
9
City Manager’s Letter Funding by Strategic Initiative Our approved budget distributes Fiscal Year 2014 financial resources by departments and across strategic initiatives in the following manner: Services Places Community Total General Government $8,739,505 $207,633 $8,947,138 Office of Management & Budget $1,678,891 $1,678,891 Human Resources $834,644 $834,644 Planning & Develop. $2,913,836 $2,913,836 Housing & Neighborhood Services $1,518,953 $1,518,953 Police $13,810,861 $13,810,861 Fire $8,075,988 $8,075,988 Public Works $8,001,466 $8,001,466 Finance $3,118,966 $3,118,966 Parks, Recreation & Tourism $3,201,015 $3,544,471 $6,745,486 Housing Authority $1,518,953 $1,518,953 Economic & Urban Dev. $1,536,229 $407,928 $1,944,157 Stormwater $1,923,402 $1,923,402 Utilities $108,091,607 $108,091,607 Debt Service $16,431,970 $1,796,215 $18,228,185 Non-Departmental $4,988,396 $68,635 $5,057,031 Total $180,432,940 $5,817,249 $6,159,375 $192,409,564 A Few Budget Highlights: New Personnel There are 12 new positions included in the Fiscal Year 2014 budget. Of the 12 new positions, 8 are for public safety. These public safety personnel include: 3 Police Officers added to the Street Crimes Unit, 3 Police Officers as Community Service Officers, 1 Police Officer for additional Courtroom Security, and 1 Fire Inspector. These new positions will uphold our strategic focus areas of providing quality services, places, and community. With the opening of the Presbyterian Sports Medicine BMX Supercross Track scheduled for Spring 2014, two new positions have been added to the Parks, Recreation, and Tourism Department: a Recreation Coordinator, who is responsible for the daily operations of the track, and a Crew Worker II, who is responsible for maintaining the Rock Hill Outdoor Center. The last two positions are two part-time Senior Projects Interns in the Grants Divisions. These positions will help to support our increasingly successful grants program. Fiscal Prudence The City has spent the past few years implementing policies that uphold financially prudent practices. A commitment has been made to maintain a healthy fund balance, particularly by increasing the unassigned portion of the fund balance. Each adopted budget includes resources specifically designated for this purpose. Additionally, City Management has enforced a utility transfer policy that reflects what a privately owned utility would be paying in taxes and fees. These types of policies have not only led to a higher “quality” in our City, but also a higher bond rating. Standard & Poor’s recently upgraded the City’s general obligation bonds one notch to ‘AA-’ from ‘A+’ which has led to a decrease in interest rates. Budget Summary The Fiscal Year 2014 approved budget totals $192,409,564, a 5.01% increase over last fiscal year. The proposed Fiscal Year 2015 budget totals $200,757,627, a 4.34% increase over Fiscal Year 2014. Successful business recruitment efforts in our area have resulted in increased business license fees. In Fiscal Year 2013 there was a 14% increase in the business license fees collected when compared to Fiscal Year 2012. There has also been modest growth in real and personal property taxes. However, the electric, water, and wastewater revenues were not as strong as projected due to mild weather patterns. Given some improvements in the economy, for the second time in four years the approved Fiscal Year 2014 budget includes a modified pay-for-performance base wage increase for employee. Financial prudence requires us to carefully evaluate our ability to sustain employee pay-for-performance increases for Fiscal Year 2015. Additionally, fiscal years 2014 and 2015 budgets reflect a continued restoration of the City’s established equipment and vehicle replacement schedule.
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City of Rock Hill, South Carolina—Fiscal Year 2014/2015
City Manager’s Letter Taxpayer Concentration General Fund The approved Fiscal Year 2014 General Fund budget 2009-2012 totals $53,475,881, an increase of 3.5% when compared to last year’s approved budget. The proposed Fiscal Total Assessed Year 2015 General Fund budget totals $54,363,670 a Tax Year Value 1.7% increase when compared to Fiscal Year 2014. The revenues in the General Fund are predominately property taxes (43%), charges for services (21%), and licenses/permits (14%). The property tax rate remains at 93.5 mills. The City’s taxpayer concentration remains favorable; there is no significant exposure among any certain taxpayer.
Assessed Value of Top 10 Taxpayers
% Top 10 Total Assessed Value
2012
242,372,603
18,559,617
7.66%
2011
228,345,160
17,396,594
7.60%
2010
223,396,488
17,801,217
7.97%
2009
213,443,497
17,835,172
8.3%
Utility Enterprise Fund The Utility Enterprise Fund consists of the electric, water, wastewater, stormwater, and water/wastewater impact fee funds. Fiscal Year 2013 expenditures for the Utility Enterprise Fund total $138,933,683 a 11% increase over last year’s approved budget. The proposed 2015 budget is $146,393,956 which represents a 5.4% increase over Fiscal Year 2014. Maintaining aging infrastructure, expanding infrastructure into growing areas, and using technology to enhance service delivery are priorities for our Utility Fund. The Fiscal Year 2014 approved budget includes a 6% electric rate increase to cover a 6.7% wholesale electric rate increase. This increase is effective July 1, 2013 and represents a $6.59 increase in the average residential customer’s monthly utility bill. Over the past twenty years, the City’s electric system has absorbed over $166 million worth of rate increases from PMPA. Although we seek to minimize rate increases of any kind to our citizens, this year’s rate increase was a necessity to keep our system in good standing. Fortunately, there are no other rate increases included in this budget.
Our accountability and transparency efforts won the Government Finance Officers Association’s 2011 Award for Excellence in Government.
The proposed Fiscal Year 2015 budget includes a 5% electric rate increase to cover a projected 6.7% wholesale power rate increase.
Conclusion Despite the challenges presented with balancing the Fiscal Year 2014 and Fiscal Year 2015 budgets, Rock Hill’s tradition of fiscal prudence has allowed us to continue with progress on accomplishing the goals outlined in the Strategic Plan and enhancing the overall quality of service delivery to our community. I invite you to monitor our financial and strategic plan progress throughout the year by visiting the City’s performance and financial dashboards located on the City’s transparency webpage— cityofrockhill.com/ transparency. Respectfully submitted,
David B. Vehaun City Manager
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
The International City/ County Management Association recognized our performance management program, comparative analysis, and transparency in awarding us the 2013 Certificate of Excellence Award.
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Budget Highlights During Fiscal Year 2014, the City’s strategic goals will continue to guide our focus on maintaining Rock Hill as a city known for quality. The following funding highlights are included in the adopted budget: Quality Services
The approved budget includes funding to assist with addressing the Stormwater Plan implementation strategies. The budget also provides for increased funding for road paving in our community. The approved Fiscal Year 2014 budget also allows for continued restoration of the City’s vehicle replacement plan . A few of the replacements include: a paving machine, six sanitation trucks, and 28 police vehicles.
Quality Places
Funding for capital improvement work in the Downtown East Park is included in the approved Fiscal Year 2014 budget. The approved budget also includes funding for certain operations of the BMX Supercross track.
Quality Community
The Fiscal Year 2014 budget includes funding for the continuation of the successful Weed & Seed program which is a comprehensive approach to community revitalization that uses coordinated crime reduction activities combined with a mix of social, economic, and housing improvement programs in targeted neighborhoods.
Budget Challenges this year:
City Financial Profile 2011/2012
2012/2013
2013/2014
Total Budget
$179,210,645
$183,222,542
$192,409,564
General Fund Budget
$50,354,619
$51,641,018
$53,475,881
Total Employees
900
900
912
Property Tax Millage Rate
93.5
93.5
93.5
Fully funding Health care -Claims exceeded premiums by over $1.5 million dollars last calendar year. -The City budgeted an extra $750,000 to help cover increased health care costs. -Changes to our plan were made to bridge the other $750,000 gap.
Increasing Public safety -Increased need for more public safety personnel -6 New Police Officers were funded for the Street Crimes and Community Service units and an additional officer was added for a new court room. -New Fire Inspector position also added to complete inspections within the targeted 12month time period.
Continuing Business friendly initiatives -Continued reduction of business license fees by 10% if paid on time -Extension of the Local Preference policy for purchasing to give local contractors an ad vantage for City jobs. - Developers are reimbursed for the cost of upsizing water and sewer lines.
Quick Numbers
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Millage Rate remains at 93.5 mills
6% Electric Rate increase; $6.57 increase for average residential customer
Business License Discount offers a 10% reduction for on-time payment.
Fiscal Year 2013-2014 Budget- $192,409,564
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Rock Hill at a Glance Rock Hill was founded in 1852 when the Charlotte/Columbia/Augusta Railroad line was being constructed through the area. Rail crews encountered a small, flinty hill and dubbed the spot “Rock Hill.” The village was incorporated in 1892. Rock Hill is a business-savvy blend of historic charm and responsibly implemented expansion. The city is located in the north-central area of South Carolina approximately 20 miles south of Charlotte, North Carolina along the I-77 corridor. The City operates under the council-manager form of government. Under this organizational structure, the Mayor and Council set policy direction and appoint a city manager who is responsible for implementing those policies efficiently and effectively. The governing board is composed of a mayor elected at large and six council members elected by ward, each for four-year staggered terms. All officials are elected on a non-partisan basis.
Educational Profile Rock Hill is served by Rock Hill School District 3 and is home to three colleges and universities. With a student enrollment of over 17,400 and 2,400 employees, Rock Hill School District 3 is the largest of York County’s four school systems. Winthrop University has been a Rock Hill landmark since 1886. Winthrop’s 100-acre tree-lined main campus is complemented by a nearby 450 acre sports and recreation facility. Winthrop has an Area Vicinity Map estimated enrollment of 6,170 students with approximately 18% of these students pursuing post graduate degrees. York Technical College is a public institution offering both technical and college transfer courses. The College is one of 16 statefunded technical colleges. Under the supervision of the AME Zion Church, Clinton Junior College (founded in 1894) offers associate degrees in business, divinity, and liberal arts.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Community Arts Profile The arts are an important part of the quality of life in any community. In Rock Hill, the Arts Council of Rock Hill and York County serves as the hub of cultural activities. The Arts Council provides a network for cooperation between cultural organizations and provides the public with a central location for information and tickets. Through the School of Visual and Performing Arts, Winthrop University offers a variety of arts programs each year. Winthrop Galleries, located in Rutledge Building and McLaurin Hall, exhibits the work of local, regional and national artists. The Department of Music and the Department of Theatre and Dance schedule campus performances by guest artists, faculty, and students throughout the year. The Rock Hill Community Theatre (RHCT) is dedicated to providing quality theatrical entertainment for the residents of York County. The RHCT annually stages between four and six performances. The 80-voice York County Choral Society (YCCS) is annually accompanied by members of the Charlotte Symphony and provides 4-6 performances. Finally, the York County Concert Ballet offers two fulllength ballets each year. Additionally, the Old Town Association hosts the The Old Town Amphitheater Concert Series. The Concert Series offers national entertainment, on a local level scale, in its 1,200 capacity outdoor concert/event facility.
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Rock Hill at a Glance Demographics Profile The United States Census Bureau’s July 1, 2012 population estimate for Rock Hill is 68,718.
Rock Hill Population U.S. Census Bureau Estimates 75,000
67,339 66,154
70,000 65,000
Population
60,000 55,000 50,000
53,014
54,916 56,427
64,858 61,620 59,554 57,991
68,718
64,858 67,423
45,000 40,000 35,000
2012
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
30,000
Year
The following table sets forth the 10 largest manufacturing/distribution/office related employers located in the County. Major Employers in York County Unemployment Rate for Employer 1. Wells Fargo Home Mortgage
2,419
2. Ross Distribution
1,419
3. Duke Power– Catawba Nuclear Station
1,228
4. CitiFinancial
1,100
5. Schaffer Group USA, Inc.
1,000
6. Resolute Forest Products
811
5. U.S. Foodservice, Inc.
750
8. Stanley/Black & Decker
500
9. TE Connectivity
451
10. Muzak
450
Source: York County Economic Development http://www.ycedb.com/ExistingIndustry/LeadingIndustry/tabid/65/default.aspx
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Rock Hill
Number of Employees Year
Unemployment Rate
2003
8.8%
2004
8.6%
2005
8.0%
2006
7.4%
2007
6.3%
2008
8.1%
2009
15.0%
2010
17.4%
2011
15.8%
2012
12.8%
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Rock Hill at a Glance Economics Profile Real Property
Personal Property
Total
Tax Levy Year
Assessed Value
Estimated Actual Value
Assessed Value
Estimated Actual Value
Assessed Value
Estimated Actual Value
2012^ 2011* 2010 2009 2008 2007 2006* 2005 2004 2003
189,417,598 186,482,809 175,709,840 167,855,603 158,437,437 154,070,543 129,105,803 120,531,406 119,951,208 114,518,584
4,056,693,558 3,853,110,908 3,777,761,558 3,608,895,467 3,316,099,627 3,224,700,346 2,702,188,890 2,355,935,382 2,300,609,615 2,203,116,261
57,652,810 55,889,794 52,635,320 55,540,885 55,006,000 52,326,124 46,873,797 48,473,002 42,252,247 42,820,555
635,525,162 592,206,186 575,525,917 608,761,825 614,380,306 584,447,242 523,557,505 503,565,564 426,134,477 415,140,812
247,070,408 242,372,603 228,345,160 223,396,488 213,443,497 206,396,667 175,979,600 169,004,408 162,203,455 157,339,139
4,692,218,720 4,445,317,094 4,353,287,475 4,217,657,292 3,930,479,933 3,809,147,588 3,225,746,395 2,859,500,946 2,726,744,092 2,726,744,092
___________________ * Year of Reassessment ^ Projected
Classification of Property
2012 Assessed Value*
Real Property (Non-manufacturing)
189,417,598
Vehicles
21,103,770
Manufacturing (Real/Personal)
11,071,740
Marine/Aircraft
763,304
Business Personal Property
17,348,141
Utilities
7,365,855
Total
$247,070,408
*projected
Computation of General Fund Legal Debt Margin* 2012/2013 Total Assessed Value
248,318,614
Debt Limit– 8% of Total Assessed Value
19,865,489
Total Amount of Debt Applicable to Debt Limit Legal Debt Margin
(16,405,000) $3,460,489
*projected
Note: The City is authorized by state statute to exceed the legal debt margin of 8% , if such additional debt is approved by citizens of the City of Rock Hill.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
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Rock Hill at a Glance Economics Profile City Financial Profile 2010/2011
2011/2012
2012/2013
2013/2014
Total Budget
$167,844,800
$179,210,645
$183,222,542
$192,409,564
Total General Fund Budget
$50,361,644
$50,354,619
$51,641,018
$53,475,881
891
900
900
912
Total Employees per 1,000 Population
13.47
13.35
13.09
13.27*
Property Tax Millage Rate
95
93.5
93.5
93.5
Total Employees
*population estimated
Property Tax Rates Direct and Overlapping Governments Last Ten Tax Years
City General Fund
Rock Hill School District #3 and County* Purpose
2013*
93.5
286
379.5
2012
93.5
286
379.5
2011
93.5
286
379.5
2010
95.0
289
384.0
2009
95.0
286
381.0
2008
95.0
284
379.0
2007
95.0
275
370.0
2006
102.0
262
364.0
2005
102.0
271
373.0
2004
98.0
255
353.0
Year
Total
* County rate estimated
Top Five Taxpayers Taxpayer
16
2012 Property Taxes
Assessed Value
Rock Hill Telephone Company
$526,991
$5,636,270
AMISUB of SC Inc.
$321,137
$3,434,616
Atotech USA Inc.
$185,211
$1,953,701
Piedmont Medical Center
$177,829
$1,901,910
Transaxel Manufacturing
$103,601
$1,108,030
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Rock Hill at a Glance Utility System Profile The combined utility system, which provides electrical, water, and sewer services within the City and its surrounding areas, is municipally owned and operated. Rates are set by City Council. The system presently serves approximately 95,000 people, including residential and commercial customers of the City and its suburbs. The Rock Hill City Council is the rate setting body for all utilities– no State or other authority regulates the City’s utility rates.
Electric System
Water System
The City has operated the electric system since 1911. The electric system consists of six substations which serve 21 distribution feeder circuits of 25,000 volts and four substations which serve 17 distribution feeder circuits at 4,160 volts. The City purchases electric power from Piedmont Municipal Power Agency (PMPA) and Southeastern Power Administration at wholesale rates and retails to local consumers through the City-owned distribution lines. A mutual assistance agreement with 20 other members provides for mutual assistance in extreme emergencies.
The City withdraws water from Lake Wylie, a Duke Energy Company lake constructed in 1915. The distribution system serves an area of approximately 69.43 square miles, including 4.32 square miles outside the City limits. Within the water system, 4.5 million gallons of elevated storage and 3.0 million gallons of ground storage is provided. The water system serves both residential and industrial customers.
Number of Customers - Electric System
Number of Customers - Water System
Last Ten Fiscal Years
Last Ten Fiscal Years
2004
29,398
2004
24,921
2005
30,127
2005
25,903
2006
31,156
2006
26,927
2007
32,409
2007
28,075
2008
32,917
2008
28,688
2009
32,873
2009
28,779
2010
33,204
2010
29,288
2011
33,126
2011
29,209
2012
33,142
2012
29,427
2013
33,548
2013
29,950
Wastewater System The City’s waste and a significant amount of waste collected by York County is treated at the Manchester Creek Treatment Facility. Manchester is a combination trickling filter and activated sludge plant with a 24 million gallons per day capacity. The peak maximum metered flow was 34 million gallons per day, measured in 2003. Number of Customers - Wastewater System Last Ten Fiscal Years 2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
25,120
26,427
27,735
28,828
29,541
29,786
30,286
30,561
30,824
31,296
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
17
Rock Hill at a Glance
Monthly Impact of Tax & Utility Rates on Typical Residential Household 2009/2010
2010/2011
2011/20121
2012/2013
2013/2014
Electricity2
$97.05
$100.93
$104.97
$109.19
$115.76
Sanitation including recycling
$18.59
$18.59
$18.59
$18.59
$18.59
Water3
$19.47
$20.44
$21.46
$21.46
$21.46
4
$38.34
$42.22
$42.22
$44.33
$44.33
Taxes5
$32.00
$32.00
$31.16
$31.16
$31.16
Total
$205.40
$214.09
$218.40
$224.71
$231.30
Sewer
Assumptions 1 Reassessment year and rollback of millage rate 2 Usage of 1,000 kWh 3 Usage of 7,500 gallons 4 Charged on 7,500 gallons 5 Based on a home valued at $100,000
Monthly Impact of Tax & Utility Rates on Typical Business 2009/2010
2010/2011
2011/20121
2012/2013
2013/2014
$2,175.93
$2,262.98
$2,353.50
$2,447.64
$2,594.50
$388.96
$388.96
$388.96
$388.96
$388.96
$59.94
$62.94
$66.09
$66.09
$66.09
$124.00
$136.40
$136.40
$143.22
$143.22
Taxes
$127.50
$127.50
$118.75
$118.75
$118.75
Business License7
$87.49
$87.49
$74.37
$78.74
$78.74
$2,963.82
$3,066.27
$3,138.07
$3,243.40
$3,390.26
Electricity
2
Sanitation3 Water
4
Sewer5 6
Total
Assumptions 1 Reassessment year and rollback of millage rate 2 Usage of 24,000 kWh 3 Five day pick up and 8 cu yd container 4 Usage of 38,700 gallons. Rock Hill uses a conservation water rate structure in which there is a lower charge per kgal during non-peak months (November through April); reflects a typical bill during a non-peak month. 5 Charged on 38,700 gallons 6 Based on a business structured valued at $250,000 7 Based on $1,000,000 in sales and includes the ‘On-Time Payment Discount’ of 10%
18
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Budget Process Each year, the City of Rock Hill’s budget is developed in conjunction with the Mayor and City Council, the Office of Management and Budget (OMB), and all other city departments, with opportunities for citizen feedback. Budget Process Developing the Budget Strategic planning sessions precede the official budget process. During these sessions, Council and staff discuss goals and priorities. Every three years these goals and priorities are evaluated and modified extensively with only minor adjustments occurring in the other years. Information from these sessions are then carried over to the budgeting process. The budget process begins in January with a special, comprehensive work session in which OMB meets with all departments to discuss current and future trends, needs, and goals of the City. During this meeting, the City’s budget calendar is reviewed. Departments are then responsible for preparing requests for programs, projects, and initiatives they would like to have considered for the upcoming budget year. The Strategic Plan serves as a guide by which each department prepares its expenditure requests. During this time, OMB prepares revenue estimates for both the current and upcoming two fiscal years. Each department meets individually with OMB to review program budgets and expenditure requests. During these meetings, the goals of each department are reviewed and expenditure requests are evaluated to determine their alignment with the strategic goals and the fiscal resources necessary to fund the requests.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Following these meetings, the Office of Management and Budget meets to prepare a draft budget for submission to City Council being sure that the priorities and goals discussed in the strategic planning sessions are appropriately reflected in the recommended budget. This draft budget is submitted to the Mayor and Council at formal budget workshops held in April and May.
Adopting the Budget The public has an opportunity to comment on the budget during the first and second reading of the ordinance to adopt the budget. Two public hearings and two readings are required for formal adoption of the budget. State law requires the City Council to adopt a balanced budget, in which current revenues equal current expenditures, prior to June 30 of each year. Amendments to the budget are allowable under South Carolina law and are made throughout the year as necessary. The budget calendar is provided on the following page. Two-Year Budgeting The City of Rock Hill uses a two-year budgeting process with the governing body approving the year one budget and being made aware of the projected budget for year two. The two-year budgeting process has several benefits; one of the most obvious benefits is demonstrating how financial decisions in one year affects the future.
19
Budgetary Fund Structure The annual budget is comprised of many different types of funds. In creating the annual budget, the City appropriates funds for the General Fund, various Enterprise Funds, and a few Impact Fee Funds. Although there are other funds, like debt service or special revenue, they have specific revenues/expenditures that limit their uses. Therefore, the chart below only includes funds for which the City allocated its funds.
NON-ENTERPRISE FUNDS The General Fund accounts for all financial resources that are not accounted for in other funds. This includes the com
mon City functions such as Police, Fire, Finance, Public Works, etc. The Tax Increment Surplus Fund accounts for special districts throughout the City. This Fiscal Year includes the following districts: Downtown, Textile Corridor, and Riverwalk. State Accommodations Tax is a 2% tax on overnight lodging throughout the state of South Carolina. These monies can be spent on tourism related expenses. The Local Option Hospitality Tax is a City tax on lodging, food and beverage sales. The proceeds of this tax are used to fund tourism related activities including local festivals and tourism facilities.
ENTERPRISE FUNDS The Stormwater Utility Fund maintains and operates the City’s stormwater system. The Electric Utility Fund maintains and operates the City’s electrical system. The Water Utility Fund maintains and operates the City’s public water supply. The Wastewater Utility Fund maintains and operates the City’s wastewater system. IMPACT FEE FUNDS Fire Impact Fees are collected on new development projects to pay for additional capital expenditures related to the Fire
Master Plan. Water Impact Fees are collected on new development projects to pay for additional water system capital expenditures. Wastewater Impact Fees are collected on new development projects to pay for additional wastewater system capital expenditures.
Non-Enterprise Funds
Enterprise Funds
General Fund
Tax Increment Surplus
Stormwater
Water
State Accommodations
Local Option Hospitality Tax
Electric
Wastewater
Impact Fees
Fire
Water
Wastewater
20
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Budget Calendar FISCAL YEAR 2014 & FISCAL YEAR 2015 BUDGET DEVELOPMENT CALENDAR January 15, 2013
Budget kick-off meeting
February 5, 2013
Personnel confirmations & edits due
February 18, 2013
Issue papers due Requests for new positions to be added to the Pay and Classification manual due Requests for reorganizations due Requests for reclassifications due
February 20, 2013
Departments provided expenditure baselines and if applicable, revenue projections
February 25, 2013
Risk Management provides Office of Management and Budget the citywide FY2012, FY2013, and FY2014 projected costs for property, auto, liability, and works compensation insurance
March 4, 2013
Revenue and Expenditure data due. This includes: -January through June 2012 revenue projections (if applicable) -January through June 2012 expenditure projections -FY2013 & FY2014 revenue projections (if applicable) -FY2013 & FY2014 expenditure baseline reallocations
21
March 11, 2013
Capital Improvement Program requests and updates
March 20 - April 5, 2013
Departmental budget reviews with Office of Management and Budget
April 8 - April 22, 2013
Budget Office prepares draft budget for submission to City Council
April 25, 2013
First City Council Workshop
May 8, 2013
Second City Council Workshop
May 24, 2013
Advertise projected budget totals in newspaper
June 10, 2013
Public hearing and budget ordinance first reading at regular City Council meeting
June 24, 2013
Budget ordinance for second reading and adoption
July 1, 2013
New fiscal year begins
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Financial Policies & Strategies Rock Hill budget and financial polices and strategies are governed by South Carolina state law, the City Charter, and generally accepted accounting principles. These laws, strategies, principles, and policies describe ways to amend the budget after adoption, provide for budget controls and budget reporting, and identify appropriate methods for budgeting, accounting, and reporting. Budget Amendments
Enterprise Fund Transfer to General Fund: Percent of Gerneral Fund Expenditures Covered 35.0% 31.0%
Percentage of General Fund Expenses Covered
The City Manager is authorized to transfer any sum from one budget line item to another, or from one department or division to another department or division; provided, however, that no such transfer shall (1) be made from one fund to another fund, (2) conflict with any existing Bond Ordinance, or (3) conflict with any previously adopted policy of the City Council. Any change in the budget which would increase or decrease the total of all authorized expenditures must be approved by City Council.
partments and adhering to the established financial policies, the City has been able to reduce the General Fund’s dependency on the utilities fund transfer. From a 1992 high of covering 42% of general fund expenditures, the Fiscal Year 2014 budgeted
30.0% 25.0% 20.0% 15.0% 10.0%
28.0% 23.0% 17.5%
13.4% 13.1% 12.7% 12.9% 12.7% 12.3% 12.6% 10.8% 12.0% 10.0% 11.7% 12.3% 11.2% 11.0% 8.4%
5.0% 0.0%
96 97 98 99 00 01 02 03 04 005 006 007 008 009 010 011 012 013 014 19 19 19 19 20 20 20 20 20 2 2 2 2 2 2 2 2 2 2 5/ 96/ 97/ 98/ 99/ 00/ 01/ 02/ 03/ 04/ 05/ 06/ 07/ 08/ 09/ 10/ 11/ 12/ 13/ 9 19 19 19 19 19 20 20 20 20 20 20 20 20 20 20 20 20 20 20
Budget Controls & Reporting All excess revenue collected by the City of Rock Hill that exceeds the projected budget revenue figure from a specific revenue category for each fiscal reporting period must be reported to City Council on a monthly basis. The expenditure of any and all excess revenue will be at Council’s discretion and cannot be utilized within the City budget without Council’s approval. Likewise, all expenditures that exceed the projected budget expense figures in excess of $5,000 on a departmental level must be reported to Council in writing by the next scheduled Council meeting. Expenditures that would cause an increase above the $5,000 cap on a departmental level cannot be made without prior approval of Council. Cost savings that may occur within a specific department can be utilized within that particular department; however, this cost savings cannot be transferred to another department without prior approval of Council. Enterprise Fund Transfers & Year Ending Condition In addition to building cash reserves, the City has also successfully met its goal of reducing the amount of transfers from the enterprise fund to the general fund. By aggressively containing costs in General Fund de-
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Year
utilities transfer adheres to the policy and covers 12.3% (6,584,372) of general fund expenditures. The Fiscal Year 2015 budgeted transfer is $6,753,211 which will cover 12.3% of General Fund Expenditures. Budgetary & Accounting Systems The accounting policies of the City of Rock Hill conform to generally accepted accounting principles (GAAP) as applicable to governmental units. The Governmental Accounting Standards Board (GASB) is the accepted body for establishing governmental accounting and financial reporting principles. The following is a summary of the more significant policies applicable to revenues and expenditures. Fund Accounting The accounts of the City are organized on the basis of funds and account groups, each of which is considered a separate accounting entity. Fund accounting is designed to demonstrate legal compliance and to aid financial management by segregating transactions related to certain government functions or activities. The operations of each fund are accounted for with a separate set of self-balancing accounts that com-
22
Financial Policies & Strategies The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures or expenses, as appropriate. Funds Governmental Funds are used to account for all or most of a government's general activities. Examples of these activities include public safety, parks, and sanitation services. These revenues come from property taxes, user fees, licenses, and permits. Within the category of Governmental Funds, Rock Hill maintains General, Special Revenue, and Capital Projects Funds. General Fund- The General Fund is the City's general operating fund and is used to account for all financial transactions except those required to be accounted for in another fund. Principal sources of revenue are property taxes, licenses and permits, intergovernmental revenues, and sanitation service charges. The expenditures in the General Fund are administration, budget, finance, economic development, fleet maintenance, public safety, general government, public works, housing authority, and parks and recreation. Special Revenue Fund- The Special Revenue Fund is used to account for the proceeds from specific revenue sources (other than funding for major capital projects) that are legally restricted to expenditures for specified purposes. The City does not adopt a budget for the Special Revenue Fund because it primarily serves as a pass-through for federal grants. Capital Projects Fund- The Capital Projects Fund accounts for financial resources, including bond proceeds and intergovernmental grants, used for the acquisition, construction, or improvement of major general government facilities. The City does not adopt a formal budget for the Capital Projects Fund, although particular projects are detailed within this budget in the "Bond Schedule" section. Enterprise Funds are used to account for the businesstype activities of a government. These are activities which are financed and operated in a manner where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges. The funds include the Electric, Water, Wastewater, Stormwater, and Impact Fee funds.
23
Basis of Accounting The accounting and financial reporting applied to a fund are determined by its measurement focus. All governmental funds are accounted for using a current financial resources measurement focus. Only current assets and current liabilities generally are included on the balance sheet. Governmental fund revenues and expenditures are recognized on the modified accrual basis. Revenues are deemed susceptible to accrual and are recognized in the period when they become measurable and available. Expenditures are recognized when the fund liability is incurred, except principal and interest on general long-term debt which is recognized when due or when funds have been made available for payment. The proprietary fund is accounted for on a flow of economic resources measurement focus. With this measurement focus, all assets and liabilities associated with the operation of these funds are included on the balance sheet. Unlike modified accrual basis, this basis includes depreciation, amortization, capital assets donated by private parties, and capital asset purchases are treated as expenses. Fund equity is segregated into contributed capital and retained earnings components. Proprietary fundtype operating statements present increases (revenues) and decreases (expenses) in net total assets. Basis of Budgeting In accordance with the General Statutes of the State of South Carolina, the City Council is required by state statute to adopt an annual balanced budget ordinance for the Combined General and Enterprise Operating Funds prior to July 1. Project ordinances are adopted for the Special Revenue and Capital projects funds when necessary. All budgets are prepared using the modified accrual basis of accounting. City Council has the authority to amend the budget ordinance. Appropriations lapse at the end of the budget year. Appropriations are authorized in the annual budget ordinance generally at the department level. The legal level of budgetary control is at the fund level; however, in practice, the City maintains control at the department level. Administrative control is further maintained through more detailed lineitem budgets. The City adopts this budget for the General Fund (Fund 500) and the Enterprise Fund (Fund 700). City of Rock Hill, South Carolina窶認iscal Year 2014/2015
City of Rock Hill, South Carolina窶認iscal Year 2014/2015 500,000
100,000 2,449,375
94,176,956
14,578,718
19,654,393
Non-Departmental
1,844,927
$53,475,881 $500,000 $1,844,927
$53,475,881 $500,000 $1,844,927
TOTAL USES OF FUNDS
1,359,740
TOTAL EXPENDITURES/ EXPENSES
Debt Service
Operating Transfer
(3,599,286)
1,060,892
Parks, Recreation & Tourism
General and Administrative Transfer
6,745,486
$4,486,575
$4,486,575
1,888,727
$2,449,375
$2,449,375
515,815
300,000
$300,000
$300,000
2,190,273
4,200,469
3,102,206
1,650,388
20,600
225,000
$94,568,922 $14,578,939 $19,654,945 $225,000
$94,568,922 $14,578,939 $19,654,945 $225,000
4,845,270
1,291,893 2,780,141
1,001,873
20,600 947,025
1,793,958
72,530,476
325,000
$325,000
$325,000
$192,409,564
$192,409,564
18,285,089
6,584,372
0
5,493,898
7,245,486
72,530,476
41,897,947
Purchased Power
14,760,716
23,084,979 10,681,282
17,287,317
$192,409,564
8,001,466
6,520,923
$325,000
Public Works
464,713
$94,568,922 $14,578,939 $19,654,945 $225,000
23,084,979
2,597,848
$300,000
16,822,604
1,933,560
$2,449,375
Public Safety
500,000
$4,486,575
General Government
EXPENDITURES/EXPENSES:
$53,475,881 $500,000 $1,844,927
Miscellaneous Revenues
TOTAL SOURCES OF FUNDS
938,001 1,212,799
552
820,060
Fines and Forfeitures
221
938,001 391,966
6,584,372
6,584,372
3,107,038 146,355,587
Operating Transfers
4,386,575
2,507,038 11,109,570
Intergovernmental Revenue
Charges for Services
705,000 8,250,000
325,000
7,400,000
Licenses and Permits
225,000
266,650
24,990,117
Water Wastewater Total FY 13/14 Impact Impact Fee Budget Fee Fund Fund
705,000 300,000
Local Hosp. Stormwater Fire Impact Wastewater Electric Fund Water Fund Fee Fund Fund Fee Fund Fund
266,650
1,844,927
Tax Inc. Surplus Fund
Franchise Fees
23,145,190
Accom. Tax Fund
Non-ad valorem Taxes
Taxes: Property Taxes-Ad Valorem (.935 Millage per $1,000)
ESTIMATED REVENUES:
General Fund
BUDGET SUMMARY Fiscal Year 2013/2014 SOURCES AND USES OF FUNDS
Sources & Uses of Funds
24
25 500,000
100,000 2,479,117
100,440,036
14,981,545
20,048,578
227,813
329,003
25,674,714
Water Im- Wastewater Total FY 14/15 pact Fee Impact Fee Budget Fund Fund
500,000
$500,000
$500,000
$54,363,670
$54,363,670
TOTAL EXPENDITURES/ EXPENSES
TOTAL USES OF FUNDS
Debt Service
1,375,479
(3,596,213)
General and Administrative Transfer
Operating Transfer
6,872,985
1,075,375
Parks, Recreation & Tourism
Non-Departmental
Purchased Power
2,010,228
2,814,448
515,815
$2,010,228 $4,684,920 $2,479,117
$2,010,228 $4,684,920 $2,479,117
1,870,472
300,000
$300,000
$300,000
4,253,746
3,184,023
1,649,054
21,218
$100,831,965 $14,981,770 $20,049,141
$100,831,965 $14,981,770 $20,049,141
5,034,033
2,260,452
1,308,736 2,818,160
1,000,856
21,218 946,303
1,794,171
78,747,039
227,813
329,003
$227,813
$227,813
$329,003
$329,003
$200,757,627
$200,757,627
18,734,749
6,753,211
0
5,726,430
7,372,985
78,747,039
42,467,827
Public Works
10,941,100
23,607,208 6,665,211
8,152,105
14,746,109
23,607,208
17,348,178
$200,757,627
16,876,731
1,963,302
$329,003
Public Safety
471,447
$227,813
General Government
EXPENDITURES/EXPENSES:
563
$100,831,965 $14,981,770 $20,049,141
225
1,212,739
$2,010,228 $4,684,920 $2,479,117
391,929
Miscellaneous Revenues
$300,000
820,022
Fines and Forfeitures
$500,000
958,801
958,801
TOTAL SOURCES OF FUNDS $54,363,670
6,753,211
6,753,211
3,692,028 153,794,484
Operating Transfers
4,584,920
2,535,212
11,260,288
Licenses and Permits
Charges for Services
7,400,000
Intergovernmental Revenue
705,000 7,700,000
705,000
266,650
300,000
Wastewater Fund
266,650
2,010,228
Water Fund
Franchise Fees
23,664,486
Accom. Tax Tax Inc. Local Hosp. Stormwater Fire Impact Electric Fund Fund Surplus Fund Fee Fund Fund Fee Fund
Non-ad valorem Taxes
Property Taxes-Ad Valorem (.935 Millage per $1,000)
Taxes:
ESTIMATED REVENUES:
General Fund
BUDGET SUMMARY Fiscal Year 2014/2015 SOURCES AND USES OF FUNDS
Sources & Uses of Funds
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
FY2013/2014 Approved Budget
Monitor Rock Hill’s financial and strategic plan progress by visiting the City’s Financial and Performance Dashboards located on the City’s transparency webpage at: cityofrockhill/transparency.
26
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Revenue Summary Revenue Sources: General Fund
Fiscal Year 2014 The General Fund is budgeted at $53,475,881 for Fiscal Year 2014. This represents a 3.55% increase over the Fiscal Year 2013 adopted budget. There are no general fund rate increases for Fiscal Year 2014. The budget projects increases in general property tax and business license revenue. A summary of the Fiscal Year 2014 General Fund revenue by source is provided in the chart on the right.
General Fund Revenues FY2014/2015- Total $54,363,670
Licenses/Permits 14% Intergovernmental 5% Charges for Services 21% Franchise Fees 1%
Fiscal Year 2015 Fines 2%
Miscellaneous 2%
Property Taxes 43%
Operating Transfers 12%
The General Fund is budgeted at $54,363,670 for Fiscal Year 2015. This represents a 1.67% increase from the Fiscal Year 2014 adopted budget. There are no general fund rate increases proposed for Fiscal Year 2015. The proposed Fiscal Year 2015 budget includes modest increases in property taxes and business licenses revenue. A summary of the Fiscal Year 2015 General Fund revenue by source is provided on the left.
Major General Fund Revenue Sources Major revenue sources for the General Fund, property taxes, charges for services, and licenses and permits are discussed on the following page.
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
27
Revenue Summary Major Revenue Sources: General General Property Taxes
95
95
95
93.5
93.5
2012/2013
100
2011/2012*
Tax Rate (in mills)
Rock Hill SC Property Tax Rates 93.5
93.5
80 60 40 20
2014/2015^
0
General property taxes account for 44% of General Fund revenue in fiscal years 2014 and 2015. South Carolina law allows local governments to levy taxes on real and personal property valuations as assessed and equalized according to statutory guidelines (Code of Laws of South Carolina, Chapter 12, Article 3, Section 38 12-43-220). The tax rate remains at 93.5 mills in the adopted Fiscal Year 2014 and recommended Fiscal Year 2015 budgets.
2013/2014
2010/2011
2009/2010
2008/2009
Additional History The local tax rate remained steady at 100 mills until 1998 when it was increased to 104 mills to meet the cost of Public Safety initiatives. An additional two mill tax inFiscal Year *Year of Reassessment crease was included in the Fiscal Year 2001 budget. Reas^ Recommended sessment was completed by York County and the rollback millage, with a two mill rate increase, brought the City’s total millage for Fiscal Year 2002 down to 98 mills. A four mill tax increase was included in the Fiscal Year 2005 budget to cover the cost of adding Firefighters to the new fire station. In Fiscal Year 2007, a three mill tax increase funded the addition of a Street Crimes Unit in the Police Department and construction of a new fire station. In Fiscal Year 2012, the tax rate was decreased to 93.5 mills to provide a revenue neutral budget as a result of reassessment.
Charges for Services
Operating Transfers
Charges for Services, such as sanitation fees, cemetery fees, and recreation fees, significantly support many city government operations. In Fiscal Year 2014, charges for services represent approximately 21% of total General Fund revenue. Revenue projections are based on historical trend analysis of each revenue account and additional information provided by city departments.
The operating transfer is comprised of franchise fees, payments in lieu of taxes, and rates of return that are levied on the City’s publicly owned utility as though it were privately held. The City has a financial policy, discussed on page 195, that governs operating transfers. Operating transfers account for 12% of all General Fund revenue in fiscal years 2014 and 2015.
Licenses and Permits
28
$7.4
$7.3
$7.4
Fiscal Year
2014/2015
2013/2014
$6.4
2012/2013*
$6.9
2011/2012
$6.9
2010/2011
$7.2
2008/2009
$8.0 $7.5 $7.0 $6.5 $6.0 $5.5
2009/2010
Rock Hill SC Business License Revenue Revenue (in millions)
The Business License Fee, which is imposed on any business, occupation, or profession, in whole or in part, within the City limits, is the major source of revenue within this category and accounts for 14% of the General Fund revenues in Fiscal Years 2014 and 2015. The fee consists of a base rate plus a percentage of gross income and varies according to the business classification. License and permit projections are based primarily on historical trend analysis. Beginning in Fiscal Year 2012, the City implemented a 10% reduction of business license fees for businesses who paid their fees before the due date. This practice is projected to continue through Fiscal Year 2014 and Fiscal Year 2015 due to its promotion of job growth.
*Projected
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Revenue Summary Revenue Sources: Utility Funds Utility Funds Revenue FY2013/2014 Total $131,802,181
Fiscal Year 2014
Wastewater Stormwater 15% 2%
The Fiscal Year 2014 budget includes a 6% electric rate increase to Rock Hill customers effective July 1, 2013 to partially cover a 6.7% wholesale rate increase from the City’s power provider—Piedmont Municipal Power Agency (PMPA). The approved budget does not include any other rate increases.
Water 11%
Impact Fees 0.33%
Electric 72%
Utility Funds Revenue FY2014/2015- Total $138,898,809
Fiscal Year 2015 Stormwater 2%
Was tewater 14%
A summary of the Fiscal Year 2014 Utility Fund revenue by source is provided on the left. A 5% electric rate increase is included in the recommended Fiscal Year 2015 budget to cover a 6.7% anticipated PMPA wholesale power rate increase.
Water 11%
Electric 73%
Impact Fees 0.32%
Utility Fund Revenue Sources Utility fund revenue are discussed in greater detail on the following pages.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
29
Revenue Summary Major Revenue Sources: Utility
Wastewater Fund Wastewater fees represent the second largest source of utility revenues for the City. The budget estimates are based on historical trends of customer growth. These fees comprise approximately 15% of all Enterprise revenues. There is no wastewater rate increase included in the Fiscal Year 2014 or Fiscal Year 2015 budget.
Rock Hill, SC: Electric Sales Revenue
15 ^
14 ^
FY 20
13 *
FY 20
11
12
FY 20
FY 20
09
10
FY 20
FY 20
FY 20
08
800,000 600,000 400,000 200,000 0
FY 20
Impact Fees Revenue
15 ^ FY 20
14 ^ FY 20
13 * FY 20
12 FY 20
11 FY 20
10 FY 20
$96.8
$90.4
$84.9
$78.2
Fiscal Year
* projected ^ budgeted
Utility Impact Fees: Water & Wastewater
30
$78.1
$73.7
$69.9
09
* projected ^ budgeted
Water Fund Water revenue estimates are based on historical trends of customer growth and customer water usage patterns. Water revenues account for approximately 11% of all Enterprise revenue. There is no water rate increase included in fiscal years 2014 and 2015 budgets.
* projected ^ budgeted
$100 $90 $80 $70 $60 $50
FY 20
Revenue (in millions)
Electric Fund Electric sales represent the single largest source of revenue for the City of Rock Hill. The City monitors the Electric revenues closely on a week to week basis in order to project with great accuracy. Fiscal Years 2014 and 2015 estimates are based on historical trends of customer growth that is applied to rate schedules. Electric revenue account for approximately 72% of all Enterprise Fund revenues. A 6% rate increase is included in the approved budget to cover a PMPA rate increase. A 5% electric rate increase is projected for Fiscal Year 2015 to cover an anticipated PMPA wholesale power rate increase.
Stormwater Fund Stormwater fees are imposed on residential and nonresidential customers inside the City limits. Currently, residential properties with gross land area less than 10,000 square feet (including apartments) are charged $2.38 per month and residential properties with gross land area more than 10,000 square feet are charged $2.88 per month. Fees for nonresidential property are based on size of property and impervious surface area and vary among properties.
Impact Fees In Fiscal Year 2004 the City began implementing fire, water and wastewater impact fees to ensure that growth pays for related infrastructure improvements. The water and wastewater impact fees are being used to offset a $50 million utility revenue bond. This bond issue has funded over $18.7 million in water improvements, mainly at the water treatment plant, and over $17.9 million in wastewater projects. Although revenues declined during the economic downturn, impact fees have almost fully recovered.
Fiscal Year water
wastewater
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Revenue Detail Revenue Detail The following pages provided more detailed information regarding revenue sources. 2010/2011.
2011/2012.
2012/2013.
2012/2013.
2013/2014.
2014/2015.
Actual
Actual
Budget
Estimated
Approved
Proposed
19,006,978 1,691,255 215,080 57,566 689,328 21,660,207
19,764,006 1,819,160 216,634 0 694,149 22,493,949
20,000,000 1,830,000 225,002 110,000 710,007 22,875,009
20,284,358 2,057,273 215,618 0 812,817 23,370,066
20,704,000 2,100,000 221,190 120,000 0 23,145,190
21,116,080 2,205,000 223,403 120,001 0 23,664,484
Property Taxes - not on assess value Manufacturer's Exemptions Merchants Inventory Taxes Total Property Taxes - not on assess value
70,396 194,824 265,220
71,778 146,118 217,896
50,000 194,826 244,826
76,828 146,118 222,946
71,800 194,850 266,650
71,800 194,850 266,650
Other Taxes Franchise Taxes Total Other Taxes
686,251 686,251
684,465 684,465
670,013 670,013
720,142 720,142
705,000 705,000
705,000 705,000
Business Licenses & Permits Business Licenses Other Total Business Licenses & Permits
6,988,728 729 6,989,457
7,324,483 650 7,325,133
6,449,318 500 6,449,818
8,315,851 870 8,316,721
7,400,000 500 7,400,500
7,400,000 500 7,400,500
Intergovernmental Aid to Subdivisions Total Intergovernmental
1,222,733 1,222,733
900,963 900,963
1,264,196 1,264,196
1,427,289 1,427,289
1,437,738 1,437,738
1,450,000 1,450,000
Federal Grants Police - COPS R.F.A.T.S. Federal Transit Grants FTA 5307 Grant SC-90-x235 Operating-Categorical Total Federal Grants
254,193 210,429 0 176,692 5,679 646,993
216,126 245,040 0 180,496 0 641,662
120,664 225,000 0 179,868 0 525,532
127,372 191,670 0 205,554 0 524,596
0 200,000 0 193,300 0 393,300
0 200,000 0 202,965 0 402,965
State Government Grants State Grant Planning SMTF Recreation - PARD Total State Government Grants
(23,985) 618 (23,367)
69,409 12,565 81,974
118,137 10,000 128,137
97,482 83,143 180,625
124,950 10,000 134,950
131,197 10,000 141,197
(500) GENERAL FUND General Property Taxes Real Property Taxes Personal Property Taxes Manchester/Tech Park LMD Assessment Revenue Manchester/Tech Park Total General Property Taxes
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
31
Revenue Detail 2010/2011. Actual Local Government- Payment in Lieu of Taxes Housing Authority 44,187 Total Local Gov - Pmt in Lieu of Taxes 44,187
2011/2012.
2012/2013.
2012/2013.
2013/2014.
2014/2015.
Actual
Budget
Estimated
Approved
Proposed
52,432 52,432
40,000 40,000
56,678 56,678
60,000 60,000
60,000 60,000
Charges for Services Grave Fees Monument Marker Placement Fee Sale of Cemetery Lots Zoning Permits & Fees Plan Checking Fees Planning Printing/Duplicating Building Permits Plumbing Permits Electrical Permits Gas Permits Mechanical Permits Occupancy Inspection Reinspection Fees Maint & Security (Tech Park) Total Charges for Services
114,698 1,900 111,818 18,970 10,993 0 456,490 12,033 14,832 4,200 22,988 5,005 7,710 3,550 785,187
122,386 2,040 151,953 25,965 15,289 0 898,889 10,774 13,721 3,010 23,265 4,915 5,020 3,550 1,280,777
125,000 2,000 110,000 26,000 10,000 0 700,000 11,000 13,000 3,000 25,500 4,000 10,000 3,550 1,043,050
143,648 2,160 109,633 19,985 85,589 (34) 653,250 7,630 6,111 1,670 12,947 5,655 7,080 3,550 1,058,874
120,000 2,000 120,000 26,000 10,000 0 730,000 12,000 13,000 3,000 25,501 4,000 8,000 3,550 1,077,051
120,000 2,000 120,000 26,001 10,000 0 740,000 12,000 13,000 3,000 25,501 4,000 8,000 3,550 1,087,052
General Government Other Revenues - All Others Winthrop Fuel Purchases Miscellaneous Planning Revenue Total General Government
68,950 204,373 5,255 278,578
23,429 231,844 1,631 256,904
75,002 200,000 2,000 277,002
94,259 180,410 603 275,272
75,002 210,000 2,000 287,002
75,003 225,000 2,000 302,003
Public Safety Special Fire Protection Services Juvenile Restitution-County Cl Jail Telephone Revenue Police Revenue - Records Unit Parking Tickets Victim Assistance Police Rev Police False Alarms Fire False Alarms Failure to register alarms Reinspection Fee Total Public Safety
83,367 7,708 19 3,157 5,075 56,921 65,050 0 8,250 0 229,547
82,109 11,950 239 3,019 3,915 0 35,350 875 0 0 137,457
83,500 0 200 5,501 5,000 0 35,000 0 10,000 0 139,201
87,520 12,199 361 4,260 938 0 40,050 3,625 0 0 148,953
84,000 0 200 5,500 5,000 0 45,000 800 0 60,000 200,500
84,000 0 200 5,500 5,000 0 45,000 800 0 60,000 200,500
Sanitation Refuse Charges - Residential Refuse Charges - Commercial Refuse Charges - Miscellaneous Refuse Chrgs-Apts w/Dumpsters Cardboard
4,150,595 1,683,505 0 491,697 143,073
4,163,503 1,771,437 0 583,763 145,326
4,338,655 1,725,000 0 550,000 97,231
4,203,079 1,813,558 56 596,181 133,838
4,392,889 1,850,000 0 600,413 97,232
4,458,782 1,875,000 0 610,000 97,233
32
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Revenue Detail 2010/2011.
2011/2012.
2012/2013.
2012/2013.
2013/2014.
2014/2015.
Cardboard Container Rental Comingle Newsprint RHSD Recycling Sale of Refuse Containers Demolition Total Sanitation
Actual 43,470 8,502 43,731 0 28,000 85,055 6,677,628
Actual 30,683 17,348 82,901 0 27,107 11,129 6,833,197
Budget 44,000 8,800 60,000 130,000 25,000 12,000 6,990,686
Estimated (13,353) 10,950 18,504 0 24,290 15,300 6,802,403
Approved 44,001 8,800 60,001 0 25,001 12,000 7,090,337
Proposed 44,001 8,800 60,001 0 25,001 12,000 7,190,818
Recreation Gate admission fee PRT Programs - General PRT Programs - Athletics Vending Concessions Regional Park Concessions Rentals Other Recreation Revenues Special events - athletics York County Rec assistance Accom tax gen fund portion Total Recreation
112,859 167,908 192,713 598 209,655 106,805 6,507 3,793 472,423 40,110 1,313,371
105,155 231,124 191,539 661 204,706 110,913 (338) 5,740 475,824 0 1,325,324
120,000 200,000 180,000 500 200,000 90,001 2,000 4,000 475,824 42,001 1,314,326
119,349 237,423 219,841 677 226,209 91,919 (3,021) 15,578 491,050 0 1,399,025
120,001 200,002 190,000 550 205,000 93,000 500 12,000 491,050 50,000 1,362,103
120,003 200,004 190,002 550 210,000 95,000 500 12,000 491,050 50,000 1,369,109
General Fund Charge-Offs Charge Off Collections Total General Fund Charge-Offs
27,070 27,070
(31,048) (31,048)
37,261 37,261
(16,486) (16,486)
38,006 38,006
38,766 38,766
Court Fines Court Fines Victim Assistance Court Rev Victim Assistance Rev-All Total Court Fines
601,660 56,921 0 658,581
604,233 0 113,132 717,365
570,000 0 110,000 680,000
679,791 0 116,003 795,794
670,000 0 115,000 785,000
690,000 0 115,000 805,000
Investment Earnings Interest Revenues-General Interest Rev-Bond Trustees Total Investment Earnings
3,362 0 3,362
0 117 117
0 20,000 20,000
513 0 513
0 20,001 20,001
0 20,001 20,001
40,524 20,568 111,371 23,062 15,197 6,450 109 39,667 0 54,443 17,798 329,189
26,696 44,859 107,544 21,224 16,082 3,343 89 40,589 600 40,184 13,114 314,324
30,000 35,000 115,004 23,000 19,000 6,000 100 38,000 0 50,001 20,000 336,105
26,020 57,703 111,406 21,329 15,454 3,600 97 31,641 200 34,319 20,287 322,056
30,001 35,001 111,540 21,923 16,800 3,600 200 33,461 200 50,001 20,000 322,727
30,001 35,001 111,540 22,362 17,640 3,600 200 33,461 200 50,002 20,000 324,007
Rents and Royalties Rent City Real Property-Bldgs Rent - Downtown Parking Fixed Base Operator-Arpt Rent Aircraft Storage and Access Fuel Flow Revenue Concession Fees Owner Service Area Non-Aviation Rents Miscellaneous Revenue Reserved-Sullivan Tennis Reserved Clean & Green Total Rent and Royalties
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
33
Revenue Detail 2010/2011. Actual
2011/2012. Actual
2012/2013. Budget
2012/2013. Estimated
2013/2014. Approved
2014/2015. Proposed
Proceeds- Cap Asset Disposition Sale of Surplus, Scrap, Etc Sale of City Property - Land Sale of Inventory Capital Leases Total Proceeds
689,549 (371) 3,628 1,789,667 2,482,473
366,329 21,752 600 1,901,332 2,290,013
650,000 5,000 2,000 0 657,000
522,165 (15,293) 0 4,416,973 4,923,845
600,000 5,000 2,000 0 607,000
600,000 5,000 2,000 0 607,000
Operating Transfers From Utilities Funds Total Operating Transfers
7,107,995 7,107,995
6,504,240 6,504,240
6,362,164 6,362,164
6,362,172 6,362,172
6,584,372 6,584,372
6,753,211 6,753,211
Other Revenue Other Miscellaneous Discounts 3rd Party Damages Recovered 3rd Party Damages Recov-Police Reimbursement - HA Costs Police Mortgage Loan Pymts Total Other Revenue
690 73 25,799 3,449 1,642,853 1,946 1,674,810
570 0 24,140 12,151 1,602,114 2,326 1,641,301
1,000 1,500 35,001 0 1,545,691 3,500 1,586,692
630 0 37,664 58,520 1,433,834 1,317 1,531,965
1,000 0 35,001 0 1,518,953 3,500 1,558,454
1,000 0 35,002 0 1,535,905 3,500 1,575,407
$53,059,472
$53,668,445
$51,641,018
$58,423,449
372,435 $372,435
289,422 $289,422
395,000 $395,000
386,505 $386,505
500,000 $500,000
500,000 $500,000
97,945 105,985 0 298,371 299,470 476,987 $1,278,758
108,046 136,166 (5,056) 330,377 356,254 856,987 $1,782,774
100,710 106,001 0 296,003 300,003 840,000 $1,642,717
101,089 95,734 0 309,105 361,988 888,014 $1,755,930
132,481 122,000 0 340,000 360,446 890,000 $1,844,927
200,228 130,000 0 350,000 440,000 890,000 $2,010,228
TOTAL GENERAL FUND
$53,475,881 $54,363,670
(502) ACCOMMODATIONS TAX FUND Intergovernmental Accommodations Fee-State TOTAL ACCOMMODATIONS FUND
(504) TAX INCREMENT SURPLUS FUND Downtown - City Textile Corridor - City LMD Assessment Revenue Downtown - County Textile Corridor - County Riverwalk Assessment Revenue TOTAL ACCOMMODATIONS FUND
34
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Revenue Detail 2010/2011.
2011/2012.
2012/2013.
2012/2013.
2013/2014.
2014/2015.
Actual
Actual
Budget
Estimated
Approved
Proposed
14,426 0 604,524 3,040,054 66,540 3,999 44,313 $3,773,856
7,773 0 684,137 3,345,018 90,340 0 0 $4,127,268
60,000 97,808 642,000 3,242,174 79,000 10,000 0 $4,130,982
73,853 93,553 793,574 3,488,897 27,560 0 3,479 $4,480,916
60,001 100,000 767,103 3,469,471 80,000 10,000 0 $4,486,575
60,001 100,000 791,974 3,642,945 80,000 10,000 0 $4,684,920
230,765 $230,765
381,751 $381,751
256,080 $256,080
242,306 $242,306
300,000 $300,000
300,000 $300,000
11,726 2,322,395 63,025 0 6 $2,397,152
(18,717) 2,397,496 81,929 0 0 $2,460,708
0 2,350,000 65,000 0 0 $2,415,000
(16,486) 2,467,047 69,440 0 0 $2,520,001
0 2,379,375 70,000 0 0 $2,449,375
0 2,409,117 70,000 0 0 $2,479,117
(271,754) 78,109,884 (2,200) 67,488 16,990 1,223,554 344,256 34,250 (7,132) (509,074) 282,452 16,440 30,561 817,726 30,630 107,694 363,042 42,504 90 115,426 0
(873,034) 78,236,905 (42,479) 55,568 17,590 1,321,863 346,924 20,100 16,402 172,411 (122,888) (15,417) 30,799 802,048 25,860 52,913 138,510 79,936 0 265,000 24,000
0 84,975,513 (2,000) 32,473 25,000 1,339,403 357,000 25,000 0 155,000 310,000 15,000 0 907,200 35,700 50,000 0 40,000 0 265,003 0
310,086 80,501,613 (20,134) 59,572 56,950 1,413,235 374,896 26,450 (4,804) 0 (145,819) (16,549) 0 837,765 27,690 40,836 0 34,204 0 265,044 0
220,592 90,408,669 (2,040) 59,000 25,500 1,366,191 364,140 25,500 0 158,100 316,200 15,300 0 925,344 36,414 50,001 0 40,000 0 265,005 0
0 96,827,684 (2,081) 59,000 26,010 1,393,515 371,423 26,010 0 161,262 322,524 15,606 0 943,852 37,142 50,001 0 40,000 0 265,008 0
(506) LOCAL OPTION HOSPITALITY TAX FUND Admissions tax RZDB Subsidy Lodging Restaurants LOP Sunday Alcohol Sales Interest Revenues-General IF Transfers in-____ Fund TOTAL HOSPITALITY FUND (553) FIRE IMPACT FEE Impact fees - Fire TOTAL FIRE IMPACT FEE FUND (700) STORMWATER FUND Charge Off Collections Stormwater Revenues Stormwater Erosion Control Rev Interest Revenues-General Interest Rev-Bond Trustees TOTAL STORMWATER FUND (725)ELECTRIC FUND York Co - Pennies for Progress Electric Sales Smart Switch Other Electric Revenue Electric Underground Security Lights Service Connection Fees Utility Theft Fee Charge Off Collections Traffic Signalization Reimb Charge Off Collections Penalty-Charge Offs Forward Purchase Contracts Late Pymt Fee Service Chrg-Returned Checks Interest Revenues-General Interest Rev-Prem. Amort. Riverwalk Assessment Revenue Reserved-Capital Lease Restricted Land Sale Revenues Sale of Assets- Contra Acct
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
35
Revenue Detail
Insured Damages Recovered 3rd Party Damages Recovered Contrib to Util Oper York Cty TOTAL ELECTRIC FUND
2010/2011.
2011/2012.
2012/2013.
2012/2013.
2013/2014.
2014/2015.
Actual
Actual
Budget
Estimated
Approved
Proposed
124,488 29,230 265,000 $81,231,545
0 51,027 265,000 $80,869,038
0 30,000 265,003 $88,825,295
0 37,664 265,000 $84,063,699
0 0 30,001 30,001 265,005 265,008 $94,568,922 $100,831,965
0 12,289,523 386,780 85,806 12,984 184,118 301 47 83,906 36,802 0 $13,080,267
0 12,599,580 299,656 73,105 8,775 195,373 1,021 28 76,789 (43,776) 1,826 $13,212,377
0 12,954,534 358,572 75,000 375,332 170,000 1,082 216 204,000 30,600 0 $14,169,336
0 12,573,057 270,096 97,877 16,950 169,608 0 0 203,391 (39,770) 455 $13,291,664
349,573 349,573 13,363,106 13,748,611 365,743 373,058 76,500 78,030 10,000 10,200 173,400 176,868 1,104 1,126 221 225 208,080 212,242 31,212 31,836 0 0 $14,578,939 $14,981,769
17,532,479 33,168 4,552 1,957 0 17,877 2,274 84,251 138 0 55,713 1,961 $17,734,370
17,536,668 69,494 5,840 2,110 0 0 39,972 108,749 67 0 (70,055) (1,532) $17,691,313
19,094,065 35,700 10,200 2,000 0 0 0 92,007 541 20,000 30,600 0 $19,285,113
18,701,318 13,757 13,140 0 4,151 0 0 93,193 0 0 (72,296) 0 $18,753,263
19,480,476 19,871,183 36,414 37,142 10,404 10,612 2,040 2,081 0 0 0 0 0 0 93,847 95,724 552 563 0 0 31,212 31,836 0 0 $19,654,945 $20,049,141
104,856 $104,856
169,456 $169,456
178,500 $178,500
225,798 $225,798
225,000 $225,000
227,813 $227,813
165,775 $165,775
254,982 $254,982
283,500 $283,500
364,999 $364,999
325,000 $325,000
329,003 $329,003
(726) WATER FUND BABS Water Sales Irrigation sales Water Tap Fees Other Water Revenues Cellular antenna rents Water Surcharge Interest Surcharge Fort Mill Debt Service Charge Off Collections 3rd Party Damages Recovered TOTAL WATER FUND (727) WASTEWATER FUND Sewer Charge Sewer Charge-BOD/TSS Sewer Service Connections Sewer Surcharge Sewer Capacity Fee - Red River Sewer Capacity Fee Tools Fork Sewer Capacity Fee - I-77 Sampling & Monitoring Fee Interest Surcharge Reinspection Fee Charge Off Collections Interest Rev-Bond Trustees TOTAL WASTEWATER FUND
(735) WATER IMPACT FEE FUND Impact fees - water TOTAL WATER IMPACT FEE FUND (736) WASTEWATER IMPACT FEE FUND Impact fees - sewer TOTAL WASTEWATER IMPACT FEE FUND
36
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Revenue Detail ALL FUNDS REVENUE SUMMARY
2010/2011 Actual
2011/2012 Actual
2012/2013 Budget
2012/2013 Estimated
2013/2014 Approved
2014/2015 Proposed
General Fund Accommodations Tax Tax Increment Surplus Local Hospitality Tax Fire Impact Fee Stormwater Fund Electric Fund Water Fund Wastewater Fund Water Impact Fee Wastewater Impact Fee Fund
$53,059,472 $372,435 $1,278,758 $3,773,856 $230,765 $2,397,152 $81,231,545 $13,080,267 $17,734,370 $104,856 $165,775
$53,668,445 $289,422 $1,782,774 $4,127,268 $381,751 $2,460,708 $80,869,038 $13,212,377 $17,691,313 $169,456 $254,982
$51,641,018 $395,000 $1,642,717 $4,130,982 $256,080 $2,415,000 $88,825,295 $14,169,336 $19,285,113 $178,500 $283,500
$58,423,449 $386,505 $1,755,930 $4,480,916 $242,306 $2,520,001 $84,063,699 $13,291,664 $18,753,263 $225,798 $364,999
$53,475,881 $500,000 $1,844,927 $4,486,575 $300,000 $2,449,375 $94,568,922 $14,578,939 $19,654,945 $225,000 $325,000
$54,363,670 $500,000 $2,010,228 $4,684,920 $300,000 $2,479,117 $100,831,965 $14,981,769 $20,049,141 $227,813 $329,003
Total Revenues
$173,429,251 $174,907,534 $183,222,541 $184,508,530 $192,409,564 $200,757,626
Approved Fiscal Year 2014 Rate and Fee Changes
Electric Rate
6% increase to cover 6.7% purchased power wholesale rate increase
Business License Fee
10% on-time payment discount
Projected Fiscal Year 2015 Rate and Fee Changes Electric Rate
37
5% increase to cover projected purchased power wholesale rate increase
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
FY2013/2014 Approved Budget
Monitor Rock Hill’s financial and strategic plan progress by visiting the City’s Financial and Performance Dashboards located on the City’s transparency webpage at: cityofrockhill/transparency.
38
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Expenditure Summary Expenditure Observations General Fund
Enterprise Funds
General Fund departments continue to control costs to reduce the dependency on the Enterprise Fund transfer. The transfer for Fiscal Year 2014 covers approximately 12% of General Fund expenses, down from as much as 42% in 1990.
Despite the current challenges, the outlook for our region is still favorable and the City continues to plan for the future. The enterprise fund outlook includes several capital projects in the Electric, Water, and Wastewater Funds over the next five years. Many of these projects will be funded from rate increases in the corresponding funds. The others will be funded with revenue bonds. The Capital Improvement Plan section provides more information on these projects.
General Fund expenditures for Fiscal Year 2014 are budgeted at $53,475,881 a 3.55% increase when compared to Fiscal Year 2013. Personnel expenditures (salaries and salary additives) make up 71% of the total general fund expenditures ($38 million). The Fiscal Year 2014 budget reflects a modified payfor-performance program with a 1.5% performance compensation base wage increase. Personnel expenses have also increased as a result of increasing health costs. The approved Fiscal Year 2014 budget reflects a 8.44% increase in capital spending when compared to Fiscal Year 2013. This is partially due to the continued efforts to restore the City’s equipment and vehicle replacement plan following years of modified implementation. Also, the City is continuing to invest in infrastructure and economic development projects.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Enterprise Fund expenditures are budgeted at $124,506,745, a 4.97% increase compared to Fiscal Year 2013. Similar to the General Fund, personnel expenditures have greatly increased with healthcare costs and the modified employee payfor-performance program. The Fiscal Year 2014 approved budget includes a 6% electric rate increase to cover a 6.7% PMPA wholesale rate increase.
39
Expenditure Summary Expenditures Summary 2010/2011 Actual
2011/2012 Actual
2012/2013 Budget
2012/2013 Estimated
2013/2014 Approved Budget
2014/2015 Projected
52,748,814 347,793 1,480,771 3,546,222 230,765 2,540,456 83,161,426 15,416,216 15,419,808 104,856
55,037,021 299,916 1,823,202 3,849,792 236,496 1,168,475 85,373,016 14,028,356 12,549,870 150,000
51,641,018 395,000 1,642,717 4,130,982 256,080 2,415,000 88,825,295 14,169,337 19,285,113 178,500
58,423,449 386,505 1,755,930 4,480,916 242,306 2,520,001 84,063,699 13,291,664 18,753,263 225,798
53,475,880 500,000 1,844,927 4,486,575 300,000 2,449,375 94,568,922 14,578,940 19,654,945 225,000
54,363,669 500,000 2,010,228 4,684,920 300,000 2,479,117 100,831,965 14,981,770 20,049,141 227,813
165,775 $175,162,901
225,000 $174,741,144
283,500 $183,222,542
364,999 $184,508,530
325,000 $192,409,564
329,003 $200,757,626
FUND LEVEL SUMMARY General Fund Accommodations Tax Tax Increment Surplus Local Hospitality Tax Fire Impact Fee Stormwater Fund Electric Fund Water Fund Wastewater Fund Water Impact Fee Wastewater Impact Fee Fund Total Expenditures
*Fund totals include non-departmental and debt service.
Fiscal Year 2014 General Fun d Expenditures by Category
Capi tal Expens e, 7% Ope rating Expen se, 22%
Personnel Expense, 71%
Fis cal Year 2014 Enterprise Fund Expenditures by Category
Non-Operating Expense, 17%
Pe rsonnel Expe nse, 8%
Capital Ex pense, 6%
Operating Expense, 69%
40
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Expenditure Summary 2011/2012 Actual
2012/2013 Budget
2012/2013 Estimated
2013/2014 Approved Budget
2014/2015 Projected
Personnel Operating Capital Total
2,941,656 1,548,880 70,353 $4,560,889
2,896,775 1,729,818 22,745 $4,649,339
3,153,121 1,730,595 11,974 $4,895,689
3,055,529 1,525,073 153,072 $4,733,675
3,084,616 1,585,476 172,157 $4,842,248
Personnel Operating Capital Total
1,050,310 411,599 29,870 $1,491,779
1,141,881 463,174 59,426 $1,664,480
1,300,603 433,173 34,715 $1,768,492
1,148,638 483,828 46,425 $1,678,891
1,156,483 484,358 39,822 $1,680,663
Personnel Operating Capital Total
612,727 191,177 0 $803,904
630,975 178,287 0 $809,262
689,211 180,667 0 $869,878
646,420 188,224 0 $834,644
651,957 178,369 0 $830,326
Personnel Operating Capital Total
6,823,360 877,856 361,177 $8,062,392
6,735,088 711,358 321,216 $7,767,662
7,110,894 837,497 301,781 $8,250,173
6,960,863 756,749 358,377 $8,075,988
7,020,225 729,914 432,492 $8,182,631
Personnel Operating Capital Non-operating Total
10,160,168 1,945,351 700,268 11,959 $12,817,746
10,052,108 1,837,221 597,630 25,751 $12,512,709
10,305,250 2,292,500 543,074 25,715 $13,166,539
10,702,572 2,155,580 926,958 25,751 $13,810,861
10,918,508 2,103,335 1,159,525 25,751 $14,207,119
Personnel Operating Capital Total
3,251,016 3,287,148 1,176,540 $7,714,703
3,253,327 2,918,441 1,764,739 $7,936,506
3,482,778 3,170,341 1,582,400 $8,235,520
3,411,414 2,939,378 1,650,674 $8,001,466
3,445,197 2,942,899 1,764,008 $8,152,105
Personnel Operating Capital Total
2,427,402 720,849 0 $3,148,251
2,379,740 767,958 34,000 $3,181,698
2,537,439 704,460 41,147 $3,283,045
2,265,980 804,986 48,000 $3,118,966
2,285,014 819,379 0 $3,104,393
Personnel Operating Capital Total Economic & Urban Development Personnel Operating Capital Total
3,382,828 3,079,961 225,501 $6,688,290
3,592,218 2,900,000 270,814 $6,763,032
3,655,869 3,119,549 246,573 $7,021,989
3,607,948 2,940,243 167,295 $6,715,486
3,715,618 2,938,988 188,379 $6,842,985
988,962 757,693 57,865 $1,804,520
1,046,001 786,074 55,000 $1,887,074
1,098,988 716,656 45,350 $1,860,994
1,087,634 801,522 55,000 $1,944,157
1,086,633 801,572 55,000 $1,943,206
DEPARTMENTAL LEVEL SUMMARY
General Government
Management & Budget
Human Resources
Fire
Police
Public Works
Finance
Parks, Recreation, Tourism
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
41
Expenditure Summary 2011/2012 Actual
2012/2013 Budget
2012/2013 Estimated
2013/2014 Approved Budget
2014/2015 Projected
1,550,931 52,323 0 $1,603,254
1,483,514 59,262 0 $1,542,776
1,559,032 57,098 0 $1,616,130
1,461,041 57,913 0 $1,518,953
1,477,992 57,913 0 $1,535,905
1,886,992 670,746 0 $2,557,738
2,076,782 789,641 40,410 $2,906,833
1,960,234 625,558 39,978 $2,625,772
2,086,999 770,837 56,000 $2,913,836
2,112,804 771,197 2,000 $2,886,001
959,304 197,288 112,724 $1,269,316
944,538 327,466 43,000 $1,315,004
988,388 185,738 -5,839 $1,168,286
932,814 326,798 43,000 $1,302,612
944,556 326,888 25,000 $1,296,444
638,773 301,985 193,231
768,316 468,629 639,352
734,000 404,793 492,712
830,887 566,143 536,530
840,230 495,693 627,379
Non-operating* Total
34,486 $1,168,475
538,703 $2,415,000
518,239 $2,149,74
515,815 $2,449,375
515,815 $2,479,117
Personnel Operating Purchased Power Capital
4,690,999 12,522,033
4,906,162 8,136,857
5,382,097 7,064,74
5,556,515 8,074,882
5,615,259 8,034,642
60,910,535 2,292,906
68,872,110 1,585,167
74,140,704 1,437,990
74,127,833 1,490,633
80,344,396 1,464,468
Non-operating* Total
5,002,863 $85,419,336
5,324,999 $88,825,295
4,579,080 $92,604,615
5,319,059 $94,568,922
5,373,199 $100,831,964
2,275,780 2,696,358 921,012
2,147,753 2,529,723 1,436,965
2,066,561 3,023,230 1,381,888
2,029,178 2,688,132 1,589,214
2,055,024 2,815,295 1,628,108
8,135,205 $14,028,356
7,866,896 $13,981,337
8,511,885 $14,983,564
8,037,416 $14,343,940
8,295,341 $14,793,768
2,117,840 4,621,361 3,578,056
2,034,215 4,457,739 4,655,013
2,190,933 4,453,359 3,786,054
2,202,956 4,452,689 4,046,237
2,220,648 4,519,686 4,221,984
2,226,599 $12,543,855
8,138,145 $19,285,113
3,676,669 $14,107,015
8,953,063 $19,654,945
9,086,823 $20,049,141
DEPARTMENTAL LEVEL SUMMARY Housing Authority Personnel Operating Capital Total Planning and Development Personnel Operating Capital Total Housing & Neighborhood Svcs Personnel Operating Capital Total Stormwater Personnel Operating Capital
Electric
Water Personnel Operating Capital Non-operating* Total Wastewater Personnel Operating Capital Non-operating* Total *Includes non-departmental and debt service. Divisional level expenditure information is available on pages 44-90.
42
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Performance Budget Overview Performance Budgets Performance Budget Overview Introduction to Performance Budgets
44
FY2013 Performance Results
44
Accountability & Transparency Efforts
45
Performance Budgets General Government
46
Office of Management & Budget
51
Human Resources
53
Planning and Development
55
Housing and Neighborhood Services
58
Police
61
Fire
64
Public Works
67
Finance
71
Parks, Recreation, and Tourism
75
Economic and Urban Development
78
Housing Authority
80
Stormwater Fund
81
Electric Fund
82
Water Fund
86
Wastewater Fund
89
Statement of Revenues, Expenses, and Changes in Fund Balance/Net Assets
92
FY2013—2015 Strategic Plan City of Rock Hill Strategic Plan
100
Quality Services
103
Quality Places
113
Quality Community
119
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
43
Performance Budget Overview Introduction to Performance Budgets This section of the budget document details how the City of Rock Hill will allocate financial and personnel resources. The City’s Strategic Plan assists with the allocation of resources by reminding City leaders and staff of the established priorities, consequently improving the City’s ability to accomplish its goals. There are four sub-sections included in the Performance Budget section: FY2013 Year-End Performance Results Summary—provides a high level summary of the City’s progress at accomplishing performance goals that were due within Fiscal Year 2013. The full report is available at cityofrockhill.com/transparency. Accountability & Transparency Efforts– provides information on the various efforts the City has undertaken to champion open and accessible government. Our efforts earned the Government Finance Officers Association’s (GFOA) 2011 Award for Excellence in Government and the Alliance for Innovation’s 2010 Outstanding Achievement in Innovation Award. Performance Budgets— provides high level summaries of performance measurement, expenditure, and personnel information for departments and divisions. FY2013—FY2015 Strategic Plan—while the performance budget section highlights a few performance measures, the Strategic Plan section provides the City’s official Strategic Plan in its entirety. Our Strategic Plan and Performance Dashboard earned the International City/County Management Association (ICMA) 2013 Certificate of Excellence for Performance Management.
Fiscal Year 2013 Performance Results Summary The City met 72% of the performance targets that were due in Fiscal Year 2013. The Year-End results suggest that the City experienced both successes and challenges. The results further solidify that the Strategic Plan’s goals and targets were developed with appropriate rigor. During Fiscal Year 2014, the City will continue to use its resources to address the priorities set forth in the FY2013-2015 Strategic Plan. FY2013 Performance Results Strategic Focus Area
Targets Met (Percent)
Targets Not Met (Percent)
Unavailable
All Focus Areas
80%
17%
3%
Quality Services
84%
15%
1%
Quality Places
64%
23%
14%
Quality Community
84%
16%
0%
The City’s Year-End Performance Report is available at cityofrockhill.com/transparency.
44
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets Accountability & Transparency Efforts To assist with providing the community with updates on revenues, expenditures, and progress at addressing the goals and meeting the targets within the Strategic Plan, the City has Performance and Financial Dashboards available on our website. What are the Dashboards? The Performance Dashboard is a tool to communicate and track the City’s progress on addressing many of the performance targets included in the Strategic Plan. The Financial Dashboard communicates revenue and expenditure information specific to Rock Hill. What information is provided on the Dashboards? Information on the City’s progress at meeting performance targets ranging from reducing crime to meeting milestone dates for major projects is included on the Performance Dashboard. Summaries of expenditures by department and revenues by source are included on the Financial Dashboard. Progress is communicated using various types of graphs and timelines with narrative information. When available, historical performance data are included to offer added context.
How often are the Dashboards updated? The Financial Dashboard is updated monthly. The Performance Dashboard as a whole is updated monthly, however, the frequency of updates for individual performance targets vary. Some targets are evaluated and updated on a monthly basis (e.g., tax base growth), while others are evaluated quarterly (e.g., stormwater master planning, public safety response times) or annually (e.g., code enforcement voluntary compliance rate).
How to access the Dashboards? Visit cityofrockhill.com/transparency.
The City of Rock Hill is committed to using performance measurement to provide data to complement decision making, improve performance, communicate progress, and provide accountability.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
45
Performance Budgets Divisional Chart and Core Processes & Outputs
General Government Department Description City Council is responsible for directing the government through policy actions and legislative decisions. The Municipal Court strives to render fair, impartial judicial decisions on all traffic violations and certain criminal offenses which occur within City limits. The Solicitor’s Office works to secure safety and justice for the citizens of Rock Hill and prosecutes cases in the Municipal Court, including jury trials and environmental code violations. The Grants division is responsible for securing grants for various City operations and ensuring compliance with grant requirements. The Purchasing/Fleet division oversees bid management and fleet maintenance for the entire organization. The City Attorney is a contracted service which provides legal support to all City Departments, Council, Boards, and Commissions; to ensure City property is well maintained; to provide professional cemetery services to the public. Building Maintenance and Custodial Services maintain the cleanliness and upkeep of City buildings. The Airport division is responsible for operating the municipal airport. Fiscal Year 2014 Key Issues The planned expansion to the Law Center is underway in Fiscal Year 2014. This expansion will allow for the Solicitor’s Office and Municipal Court to function more efficiently and effectively . With aging infrastructure in many City owned buildings, Building Maintenance will continue to balance needed improvements and budget constraints. Purchasing and Fleet continues to seek out environmentally friendly options while restoring the modified vehicle/ equipment replacement plan.
Mayor & City Council
Cemetery Services
Municipal Court
Airport Solicitor’s Office General Government
Custodial Services
City Attorney
Building Maintenance
General Election Purchasing & Fleet
Mayor & City Council Review and adopt budget Enact ordinances and resolutions Municipal Court Maintain jury docket Render judicial decisions Solicitor’s Office Maintain jury trial scheduling Victim advocacy Building Maintenance Preventive maintenance Airport Planning and development Hangars, facilities, runways
Grants
Grants Secure grant funding Purchasing & Fleet Bid management/purchase orders Vehicle maintenance City Attorney Legal services Custodial Services Maintain building cleanliness Cemetery Services Grounds upkeep
GENERAL GOVERNMENT DEPARTMENT PROGRAM EXPENDITURES TOTAL
Expenditures by Category Personnel Operating Capital Total Personnel Count Full Time Part Time Total
46
2010/2011 Actual 3,014,814 1,414,975 28,623 $4,458,411
2011/2012 Actual
2012/2013 Budget
2012/2013 Estimated
2,941,656
2,896,775
3,153,121
1,548,880 70,353 $4,560,889
1,729,818 22,745 $4,649,339
1,730,595 11,974 $4,895,689
2013/2014 2014/2015 Approved Projected Budget 3,055,529 3,084,616 1,525,073 153,072 $4,733,675
1,585,476 172,157 $4,842,248
17 7
51 8
51 8
51 8
52 10
52 10
24
59
59
59
62
62
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets General Government (continued) Target
FY2011 Actual
FY2012 Actual
FY2013 Actual
Objective: Provide effective services in the Solicitor’s Office Effectively manage caseload Number of jury trial cases processed
Number processed
1,559
1,811
1,137
Dispose of jury trials within 180 days
50%
68%
68%
47%
15
12
12
N/A
265
267
267
N/A
Objective: Provide for efficient operations in the Municipal Court Number of weeks with multiple jury trials held
Objective: Promote practices to improve air quality Maintain the number of vehicles and equipment using alternative fuel
CITY COUNCIL EXPENDITURES (DIVISION - 1101) 2011 2012 2013 Actual Actual Budget Expenditures
Division: City Council Mission: To serve the citizens of Rock Hill as the governing body of the City; responsible for formulating and enacting public policy which provides for the growth and development of the community and directs the government to provide services which meet the needs of the citizens and enhance the quality of life.
Actual
Actual
129,090
115,915
126,708
119,776
120,406
Operating
90,329
70,526
86,855
76,806
87,857
87,877
0
0
0
0
0
0
$270,628
$199,616
$202,770
$203,514
$207,633
$208,282
Capital Total Expenditures Personnel Full-time
7
7
7
7
7
7
Part-time
0
0
0
0
0
0
Total Personnel
7
7
7
7
7
7
Budget
2013
2014
2015
Projected
Approved
Proposed
Division: Municipal Court
545,831
582,293
563,502
597,986
577,279
582,437
Operating
155,940
185,126
188,161
213,278
188,430
196,000
15,657
0
0
0
0
0
$717,428
$767,418
$751,664
$811,264
$765,708
$778,437
Total Expenditures Personnel Full-time Part-time Total Personnel
2015 Proposed
180,299
Personnel
Capital
2014 Approved
Personnel
MUNICIPAL COURT EXPENDITURES (DIVISION - 1201) 2011 2012 2013 Expenditures
2013 Projected
10 0
10 0
10 0
10 0
10 0
10 0
10
10
10
10
10
10
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Mission: To serve the public in the administration of law; to render judicial decisions fairly and impartially; and to administer the Municipal Court in a dignified, professional, customer focused and efficient manner consistent with the expectations of the citizens of Rock Hill.
47
Performance Budgets General Government (continued) SOLICITOR'S OFFICE EXPENDITURES (DIVISION - 1202)
Division: Solicitor’s Office Mission: To provide professional and responsive prosecution of criminal cases in the Rock Hill Municipal Court; to approach each citizen who has been the victim of a crime with a sense of compassion and understanding; to work in cooperation with the Rock Hill Police Department and other law enforcement agencies, including Winthrop University Police, in the preparation, presentation, and disposition of criminal cases and provide legal assistance to all departments of the City.
Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel Operating
384,650
380,631
329,412
333,765
377,698
384,228
48,996
61,481
96,233
106,348
54,724
54,794
Capital Total Expenditures
0
0
0
0
0
0
$433,646
$442,112
$425,644
$440,113
$432,422
$439,021
Personnel Full-time
5
5
5
5
5
5
Part-time Total Personnel
0
0
0
0
0
0
5
5
5
5
5
5
PURCHASING & FLEET EXPENDITURES (DIVISION - 4305) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel Operating Capital Total Expenditures
960,909
1,012,897
995,027
1,047,528
995,363
1,003,873
117,052
148,685
87,101
89,129
-15,563
-15,533
12,889
0
0
0
0
57,156
$1,090,849
$1,161,582
$1,082,129
$1,136,657
$979,800
$1,045,496
Division: Purchasing & Fleet Mission: To provide competitive and timely purchase of supplies, materials, equipment and services which meet the needs of departments and adhere to state and municipal procurement guidelines and regulations and to ensure the safe and reliable use of City vehicles by providing quality, cost-effective fleet maintenance services.
Personnel Full-time
18
18
18
18
18
18
Part-time
1
1
1
1
1
1
Total Personnel
19
19
19
19
19
19
Division: Grants Mission: The Grants Division has the responsibility of researching, writing, and administering grants for the City of Rock Hill as well as coordinating the annual federal legislative program. Responsibilities associated with this include working in collaboration with City staff and project stakeholders on needs, and fostering positive relationships with funders and United Sates Congressional delegation.
48
GRANTS EXPENDITURES (DIVISION - 1320)
Expenditures
Personnel
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
203,629
238,439
182,559
239,184
207,091
207,525
51,602
50,950
68,175
47,790
68,257
66,932
0
0
0
0
0
0
$255,231
$289,389
$250,734
$286,974
$275,348
$274,457
Operating Capital Total Expenditures Personnel Full-time
3
3
3
3
3
3
Part-time Total Personnel
0
0
0
0
2
2
3
3
3
3
5
5
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets General Government (continued) CITY ATTORNEY EXPENDITURES (DIVISION - 1601)
Division: City Attorney Expenditures
Mission: To serve as legal counsel and provide legal services to City Council, City Manager, Municipal Personnel Clerk, boards and commissions, and Operating Capital all departments of the City.
Total Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
0
0
0
0
0
0
317,588
313,088
288,995
353,726
288,998
288,998
0
0
0
0
0
0
$317,588
$313,088
$288,995
$353,726
$288,998
$288,998
GENERAL ELECTION EXPENDITURES (DIVISION - 1401) Expenditures Personnel Operating Capital Total Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
0
0
0
0
0
0
509
4,031
0
0
5,000
5,000
0
0
0
0
0
0
$509
$4,031
$0
$0
$5,000
$5,000
Division: Elections
BUILDING MAINTENANCE EXPENDITURES (DIVISION - 3310; PRIOR TO FY12 DIVISION 4320) Expenditures
Division: Buildings Maintenance Mission: To provide effective maintenance of all City facilities to ensure their optimal use by employees and the public.
Personnel Operating Capital Total Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
241,818
290,633
281,903
297,655
290,543
292,700
478,059
625,202
447,824
545,010
526,071
579,836
41,730
0
10,000
0
140,536
79,776
$761,606
$915,836
$739,728
$842,665
$957,150
$952,312
Personnel Full-time
4
4
4
4
4
4
Part-time
0
0
0
0
0
0
Total Personnel
4
4
4
4
4
4
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
49
Performance Budgets General Government (continued) CEMETERY SERVICES EXPENDITURES (DIVISION - 3315; PRIOR TO FY12 DIVISION 4325) Expenditures
Division: Cemetery Services Mission: To provide professional cemetery services at a cost that is reasonable to the public and responsive to customer needs.
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
109,546
159,012
107,891
133,620
114,294
115,199
Operating
219,552
248,671
241,747
216,907
242,801
243,021
77
8,801
12,745
11,974
12,536
35,225
$329,175
$416,483
$362,382
$362,500
$369,631
$393,445
Capital Total Expenditures Personnel Full-time
2
2
2
2
2
2
Part-time Total Personnel
0
0
0
0
0
0
2
2
2
2
2
2
CUSTODIAL SERVICES EXPENDITURES (DIVISION - 3320; PRIOR TO FY12 DIVISION 4330) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
314,975
318,637
320,566
376,675
373,485
378,248
Operating
69,253
82,501
78,529
81,601
78,500
78,552
0
0
0
0
0
0
$384,228
$401,137
$399,095
$458,276
$451,984
$456,800
Capital Total Expenditures
Division: Custodial Services Mission: To provide custodial services in a manner that ensures clean buildings.
Personnel Full-time
9
9
9
9
9
9
Part-time Total Personnel
0
0
0
0
0
0
9
9
9
9
9
9
AIRPORT EXPENDITURES (DIVISION - 2405; PRIOR TO FY12 DIVISION 1825)
Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Division: Airport Mission: To promote, operate, and maintain the City’s airport to ensure the facility is safe and up-to-date to attract air travelers to the area.
Personnel Operating Capital Total Expenditures
81,383
84,751
81,683
97,268
85,820
86,560
262,283
237,795
254,641
246,470
256,608
257,033
10,906
22,638
50,920
26,724
38,036
31,433
$354,572
$345,183
$387,244
$370,463
$380,464
$375,026
Personnel Full-time
1
1
1
1
1
Part-time 0 0 0 0 0 Total Person1 1 1 1 1 nel Prior to Fiscal Year 2014, the Airport was included in the Office of Management and Budget.
50
1 0 1
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets Office of Management and Budget Divisional Chart and Core Processes & Outputs
Department Description The Administration division provides professional leadership and direction in the administration and execution of all polices, supervises City departments to ensure high quality community services, and communicates public information to keep the public informed on City programs, policies, and initiatives.
Office of Management and Budget
The Budget Office is responsible for developing and managing the City’s budget, capital improvement plan, and strategic planning efforts. Budget Office
Administration
Fiscal Year 2014 Key Issues The Airport will continue addressing its capital improvement plan to enhance the infrastructure at the airport. The Office of Management and Budget (OMB) will continue to manage the City’s budget and performance efforts. OMB will seek out opportunities to enhance communications and accessibility to City services and data, including revamping the City’s website.
Administration Policy direction Communicate public information Develop communication plans Provide television broadcasts
Budget Office Budget preparation Capital Improvement Plan Strategic planning Performance measurement
OFFICE OF MANAGEMENT AND BUDGET PROGRAM EXPENDITURES TOTAL 2010/2011 Total
Expenditures by Category Personnel Operating Capital Total
1,058,593 435,868 10,906 $1,505,366
2011/2012 Total 1,050,310 411,599 29,870 $1,491,779
2012/2013 Budget 1,141,881 463,174 59,426 $1,664,480
2012/2013 2013/2014 Estimated Approved Budget 1,300,603 1,148,638 433,173 483,828 34,715 46,425 $1,768,492 $1,678,891
2014/2015 Projected 1,156,483 484,358 39,822 $1,680,663
Personnel Count Full Time Part Time Total
10 1 11
10 1 11
10 1 11
10 1 11
9 1 11
9 1 11
*The Office of Management and Budget was created in Fiscal Year 2012. The financial and personnel information shown for fiscal years 2010 and 2011 are reflective of the divisions that are now included in the Office of Management and Budget. The Airport was moved from the Office of Management and Budget to General Government in Fiscal Year 2014.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
51
Performance Budgets Office of Management and Budget (continued) FY2006 Actual
FY2009 Actual
FY2012 Actual
Rock Hill’s Ratings from the National Citizen Survey Percent rating services provided by the City of Rock Hill as excellent or good
59%
61%
70%
Percent rating public information services provided by the City of Rock Hill as excellent or good
46%
62%
59%
ADMINISTRATION EXPENDITURES (DIVISION - 2401; PRIOR TO FY12 DIVISIONS 1305 & 1310)
Division: Administration Mission: To provide professional leadership and direction in the administration and execution of all policies set by the City Council and supervise City departments to ensure low-cost, high quality community services. To develop mutual understanding and support between City government and the community by communicating public information, managing municipal public relations, fostering community partnerships, and facilitating citizen involvement.
Expenditures
Personnel Operating
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
761,495
742,090
821,678
851,268
744,259
749,294
144,805
152,642
178,305
165,931
181,357
181,392
0
7,232
8,506
7,991
8,389
8,389
$906,300
$901,964
$1,008,489
$1,025,190
$934,005
$939,075
Capital Total Expenditures Personnel Full-time Part-time
7 1
7 1
7 1
7 1
7 1
7 1
Total Personnel
8
8
8
8
8
8
Includes historical and projected expenditures and personnel from the former Public Affairs division
BUDGET OFFICE EXPENDITURES (DIVISION - 2410; PRIOR TO FY12 DIVISION 4301) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
215,714
223,469
238,519
352,067
318,558
320,629
Operating
28,780
21,163
30,228
20,772
45,863
45,933
0
0
0
0
0
0
$244,494
$244,632
$268,747
$372,839
$364,421
$366,562
Capital Total Expenditures Personnel
52
Division: Budget Office
Full-time
2
2
2
2
2
2
Part-time Total Personnel
0
0
0
0
0
0
2
2
2
2
2
2
Mission: To develop, implement, monitor, and manage the City’s budget; manage the City’s strategic planning efforts; provide financial and operations analysis for all City operations; provide research on best practices; provide technical functions for the Mayor and Council and City departments so that the highest levels of quality services are delivered to the residents of the City of Rock Hill in a fiscally responsible manner.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets Human Resources Department Divisional Chart and Core Processes & Outputs
Department Mission To direct citywide human resources services in a manner that is innovative, effective, efficient, and customer focused; serves as a conduit through which City Management affects comprehensive organizational change and quality of government; oversees employee customer service training to ensure that all employees understand the City’s commitment to providing high quality customer service. Fiscal Year 2014 Key Issues During Fiscal Year 2014, one of Human Resources most significant challenges will be to enhance insurance cost containment in light of the changes made to our health insurance. Additionally Human Resources will work closely with the Police and Fire Departments on recruitment and retention efforts. Efforts will also be directed towards coordinating a citywide classification and compensation study and increasing training and employee development for front-line employees.
Human Resources
Personnel Services
Administration
Administration Management & staff training Employee & retiree benefits Wage & salary administration Employment law compliance Youth grant programs
Personnel Services Recruitment New-hire orientation Special events Mail Courier Services
HUMAN RESOURCES PROGRAM EXPENDITURES TOTAL
Expenditures by Category Personnel Operating Capital Total
2010/2011 Total 681,007 168,572 0 $849,579
2011/2012 Total 612,727 191,177 0 $803,904
2012/2013 Budget 630,975 178,287 0 $809,262
2012/2013 2013/2014 2014/2015 Estimated Approved Budget Projected 689,211 646,420 651,957 180,667 188,224 178,369 0 0 0 $869,878 $834,644 $830,326
Personnel Count
53
Full Time Part Time
7 2
7 2
7 2
7 2
7 2
7 2
Total
9
9
9
9
9
9
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets Human Resources Department (continued) FY2004
FY2006
FY2009
FY2012
Rock Hill’s Ratings from the National Citizen Survey Percent rating employees’ knowledge as excellent or good
75%
77%
73%
87%
Percent rating employees’ responsiveness as excellent or good
71%
63%
66%
84%
Percent rating employees’ courtesy as excellent or good
71%
68%
74%
81%
Percent rating overall impression of employees as excellent or good
71%
64%
72%
84%
HR ADMINISTRATION EXPENDITURES (DIVISION - 1701) 2011 2012 2013 Actual
Expenditures
Division: Administration Mission: To direct citywide human resources services in a manner that is innovative, effective, efficient, and customer focused. Serve as a conduit through which City Management affects comprehensive organizational change and quality of government.
Personnel Operating
Budget
2014
2015
Projected
Approved
Proposed
370,535
340,847
319,295
361,279
328,372
331,154
143,571
160,234
147,482
164,848
150,277
150,352
Capital Total Expenditures
Actual
2013
0
0
0
0
0
0
$514,106
$501,081
$466,777
$526,127
$478,650
$481,506
Personnel Full-time
3
3
3
3
3
3
Part-time Total Personnel
2
2
2
2
2
2
5
5
5
5
5
5
PERSONNEL SERVICES EXPENDITURES (DIVISION - 1705) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
310,472
271,879
311,680
327,932
318,047
320,804
Operating
25,002
30,943
30,805
15,819
37,947
28,017
0
0
0
0
0
0
$335,473
$302,823
$342,485
$343,751
$355,994
Capital Total Expenditures Personnel
Mission: To provide employment, $348,821 training, and departmental partnerships that enable the City to excel in its goal of being a customer-driven organization.
Full-time
4
4
4
4
4
Part-time Total Personnel
0
0
0
0
0
0
4
4
4
4
4
4
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Division: Personnel Services
4
54
Performance Budgets Planning and Development Department
Divisional Chart and Core Processes & Outputs
Department Mission The mission of the Planning and Development Department is to preserve and enhance Rock Hill’s economic vitality and quality of life through thoughtful planning and careful management of growth and development activities. To accomplish this we strive to engage the community and further its values, communicate and collaborate with internal and external partners at all levels, and provide the highest quality of customer service to citizens, businesses and investors in our community. As part of this mission we provide a one-stop service for development investment in the City where every regulatory activity from the conception of the idea to the completion of the project be handled by one department in an efficient, customer-oriented manner. Fiscal Year 2014 Key Issues The Department will continue to implement the work plan associated with the recently adopted Comprehensive Plan. Planning and Development will continue its efforts of organizing a Transportation Planning Coordination Group across City Departments to help coordinate the planning phase of all transportation capital projects.
Administration & Customer Service
Infrastructure
Zoning Planning & Development
Planning
Building Inspections
Administration & Customer Service Planning Personnel management Annexation Staff training Transportation Planning Comprehensive Planning Building Inspections Code enforcement Inspections
Infrastructure Site/subdivision plan review Water & sewer permitting
Zoning Zoning enforcement Land Uses
PLANNING & DEVELOPMENT PROGRAM EXPENDITURES TOTAL 2010/2011 Total
Expenditures by Category Personnel Operating Capital Total
1,879,270 780,251 1,089 $2,660,611
2011/2012 Total 1,886,992 670,746 0 $2,557,738
2012/2013 Budget 2,076,782 789,641 40,410 $2,906,833
2012/2013 2013/2014 2014/2015 Estimated Approved Budget Projected 1,960,234 2,086,999 2,112,804 625,558 770,837 771,197 39,978 56,000 2,000 $2,625,772 $2,913,836 $2,886,001
Personnel Count
55
Full Time Part Time
32 2
32 2
32 2
32 2
32 2
32 2
Total
34
34
34
34
34
34
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets Planning and Development Department (continued) Target
FY2011 Actual
FY2012 Actual
FY2013 Actual
Objective: Implement the Corridor East growth strategy, designating this area as the City’s preferred location for expansion Ensure all functional master plans reflect the priority of this area
2 departments
Assist departments as they develop or update functional plans annually
2
2
N/A
Objective: Investigate further mass transit options in conjunction with York County and other affected jurisdictions Communicate transit programs and initiatives to public, build community support for Bus Rapid Transit, and meet customer needs
61,018 ridership
Maintain participation/ridership level in transit programs Rock Hill’s Ratings from the National Citizen Survey
63,287
FY2004 Actual
77,547
FY2009 Actual
20,877
FY2012 Actual
FY2013 Actual
Percent rating the overall quality of new development in Rock Hill as excellent or good
-
64%
59%
-
Percent rating land use, planning, and zoning services as excellent or good
-
45%
39%
-
ADMINISTRATION & CUSTOMER SERVICE EXPENDITURES (DIVISION - 2301) Expenditures
Division: Administration & Customer Service Mission: To provide the support and overall coordination for the department, including the Permit Application Center, which is charged to take in every application that we process, and issue many permits and approvals on the spot.
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel Operating
437,251
471,576
543,288
513,992
562,778
566,837
125,937
61,900
110,818
64,890
112,442
112,517
Capital Total Expenditures
0
0
0
0
0
0
$563,189
$533,476
$654,105
$578,882
$675,220
$679,354
Personnel Full-time
9
9
9
9
9
9
Part-time Total Personnel
0
0
0
0
0
0
9
9
9
9
9
9
BUILDING INSPECTIONS EXPENDITURES (DIVISION - 2305) Expenditures
Personnel Operating
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Division: Building Inspections 389,453
362,814
407,291
388,991
404,267
409,180
23,856
25,844
33,345
25,389
33,528
33,603
Capital Total Expenditures
0
0
38,410
38,300
14,000
0
$413,309
$388,658
$479,045
$452,681
$451,794
$442,783
Personnel Full-time
7
7
7
7
7
7
Part-time Total Personnel
0
0
0
0
0
0
7
7
7
7
7
7
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Mission: To protect the health and well-being of the community through the administration of building related codes by highly trained professionals using progressive policies and the latest technology in a customer focused process.
56
Performance Budgets Planning and Development Department (continued) ZONING EXPENDITURES (DIVISION - 2310) Expenditures
Division: Zoning Mission: To thoughtfully and effectively administer the Zoning Ordinance to foster quality, sustainable growth and economic development, and to provide thorough staff support to the Boards and Commissions that assist in implementing that vision.
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
481,598
553,810
556,399
555,753
551,353
557,037
Operating
58,457
38,664
52,333
19,056
53,110
53,230
1,089
0
2,000
1,678
2,000
2,000
$541,144
$592,474
$610,732
$576,488
$606,463
$612,267
Capital Total Expenditures Personnel Full-time
6
6
6
6
6
6
Part-time Total Personnel
1
1
1
1
1
1
7
7
7
7
7
7
PLANNING EXPENDITURES (DIVISION - 2315) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
363,591
273,636
354,232
284,263
343,575
Operating
551,474
523,311
570,721
494,546
546,695
0
0
0
0
0
$915,064
$796,947
$924,953
$778,809
$890,270
Capital Total Expenditures
Mission: To support the long range vision of the City through develop546,785 ment and implementation of the 0 Comprehensive Plan and other spe$897,532 cial studies, and through the administration of the Rock Hill-Fort Mill Area Transportation Study (RFATS) and other transportation-related 4 activities. 350,747
Personnel Full-time
4
4
4
4
4
Part-time Total Personnel
1
1
1
1
1
5
5
5
5
5
Division: Planning
1
5
INFRASTRUCTURE EXPENDITURES (DIVISION - 2320)
Division: Infrastructure Mission: To ensure the adequacy and quality construction of newly developed public and private infrastructure, including landscaping, streets, utilities and stormwater management facilities, through the administration of development standards and coordination with affected departments and agencies.
57
Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
207,377
225,156
215,573
217,235
225,027
229,004
Operating
20,527
21,028
22,425
21,677
25,062
25,062
0
0
0
0
40,000
0
$227,905
$246,184
$237,998
$238,912
$290,089
$254,066
Capital Total
Personnel Full-time
6
6
6
6
6
6
Part-time
0
0
0
0
0
0
Total
6
6
6
6
6
6
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Performance Budgets Housing and Neighborhood Services
Divisional Chart and Core Processes &Outputs
Department Mission The Housing and Neighborhood Services Department helps create partnerships between neighborhood residents, the business community, and local government to create a safer, healthier, and friendlier environment. Through programs, training, and support, these partnerships encourage responsible homeownership, provide a means of revitalizing neighborhoods, support community pride, and develop personal empowerment. Fiscal Year 2014 Key Issues Neighborhood Development will continue to move forward with the Neighborhood Stabilization Program. The Neighborhood Development Division will continue to work with faith based organizations to maximize limited funding to rehabilitate owner occupied properties falling within low income guidelines. Neighborhood Inspections will continue the Old Town Pride initiative by beginning a new round of investor owned property inspections within the urban core. Additional neighborhoods will be sought out to continue the Pro-Active Code Enforcement (PACE) program. PACE works in conjunction with an active neighborhood association, Neighborhood Inspections, Clean and Green, Neighborhood Empowerment, Public Works, Zoning, and the Rock Hill Police Department if necessary; all working together to make a high impact on the appearance and safety of an entire neighborhood.
Administration
Neighborhood Empowerment
Housing & Neighborhood Services
Neighborhood Development Services
Neighborhood Inspections
Administration Coordinate civics courses Administer Community Development Block Grants Neighborhood Empowerment Develop neighborhood organizations Organize neighborhood meetings Neighborhood Development Services Affordable housing program Historic Preservation Neighborhood Inspections Code enforcement
HOUSING & NEIGHBORHOOD SERVICES PROGRAM EXPENDITURES TOTAL 2010/2011 Total
Expenditures by Category Personnel Operating Capital Total
920,901 530,864 9,109 $1,460,874
2011/2012 Total 959,304 197,288 112,724 $1,269,316
2012/2013 Budget 944,538 327,466 43,000 $1,315,004
2012/2013 2013/2014 2014/2015 Estimated Approved Budget Projected 988,388 932,814 944,556 185,738 326,798 326,888 -5,839 43,000 25,000 1,168,286 $1,302,612 $1,296,444
Personnel Count Full Time Part Time
10 8
11 8
11 8
11 8
11 8
11 8
Total
18
19
19
19
19
19
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
58
Performance Budgets Housing and Neighborhood Services Department (continued) Target
FY2011 Actual
FY2012 Actual
FY2013 Actual
7 homes
5 homes
9 homes
Not Applicable
Not Applicable
3
1
0
0
28
38
Objective: Provide support for safe neighborhoods Paint homes with Rolling in Rock Hill each year being sure to include homes in the Weed & Seed area
5 within Weed & Seed area
Objective: Work with neighborhoods to build strong communities and promote neighborhood redevelopment Engage Neighborhoods/Community Building Encourage and assist in the formation of neighborhood associations and crime watch groups within Old Town Neighborhood Redevelopment Target infill lots within Hagins Fewell for the creation of affordable housing
3 new associations/groups 2 new houses built per year
Objective: Provide assistance to increase the number and quality of owner and renter occupied houses in Old Town Enhance the quality of owner-occupied units in Old Town 25 per year
Provide owner-occupied rehabilitations within Old Town neighborhoods
37
FY2004 Actual
Rock Hill’s Ratings from the National Citizen Survey
FY2006 Actual
FY2009 Actual
FY2012 Actual
Percent rating their neighborhoods as an excellent or good place to live
68%
72%
70%
75%
Percent rating code enforcement as excellent or good
30%
30%
36%
35%
ADMINISTRATION EXPENDITURES (DIVISION - 2001) Expenditures
Division: Administration Mission: Provide support to the Neighborhood Development, Neighborhood Inspections, and Neighborhood Empowerment divisions of the Housing and Neighborhood Services Department
59
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
123,122
160,104
156,090
146,389
154,638
155,968
Operating
59,081
63,887
67,121
50,430
67,552
67,567
0
0
0
0
0
0
$182,203
$223,991
$223,211
$196,819
$222,191
$223,536
Capital Total Expenditures Personnel Full-time
2
2
2
2
2
2
Part-time Total Personnel
0
0
0
0
0
0
2
2
2
2
2
2
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets Housing and Neighborhood Services Department (continued) NEIGHBORHOOD EMPOWERMENT EXPENDITURES (DIVISION - 2005)
Division: Neighborhood Empowerment Expenditures
Mission: To stabilize and revitalize neighborhoods by encouraging and assisting citizens with developing neighborhood organizations, so they may better access City services and identify and leverage community resources. Neighborhood Empowerment serves as a link between City government and Rock Hill neighborhoods and works to build a sense of community and partnership within and between neighborhoods, the City of Rock Hill, and other public and private stakeholders.
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
275,131
282,033
268,879
310,542
285,524
288,000
Operating
39,637
35,478
76,197
71,184
76,632
76,637
0
0
0
0
0
0
$314,768
$317,510
$345,076
$381,726
$362,156
$364,638
Capital Total Expenditures Personnel Full-time
2
3
3
3
3
3
Part-time Total Personnel
2
2
2
2
2
2
4
5
5
5
5
5
NEIGHBORHOOD INSPECTIONS EXPENDITURES (DIVISION - 2010) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Division: Neighborhood Inspections Personnel Operating
207,362
201,325
209,381
188,096
189,703
191,233
388,623
70,231
131,814
23,147
132,831
132,846
0
36,540
18,000
18,245
18,000
0
$595,984
$308,096
$359,195
$229,488
$340,535
$324,079
Capital Total Expenditures
Mission: To provide customer-focused community development and housing services in a cost-effective manner that ensure quality development and living standards for all citizens. To improve health, safety, and community appearance through education and ordinance enforcement.
Personnel Full-time
1
1
1
1
1
1
Part-time Total Personnel
5
5
5
5
5
5
6
6
6
6
6
6
NEIGHBORHOOD DEVELOPMENT EXPENDITURES (DIVISION - 2015)
Division: Neighborhood Development Mission: To provide customer-focused community development and housing services in a cost-effective manner that ensure quality development and living standards for all citizens. To improve health, safety, and community appearance through education and to plan and implement quality programs which involve the public in community improvement, waste reduction, litter control, and environmental education.
Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
315,287
315,843
310,188
343,361
302,948
309,354
Operating
43,523
27,692
52,333
40,977
49,782
49,837
9,109
76,184
25,000
-24,084
25,000
25,000
$367,919
$419,719
$387,521
$360,253
$377,730
$384,192
Capital Total Expenditures Personnel Full-time
5
5
5
5
5
5
Part-time Total Personnel
1
1
1
1
1
1
6
6
6
6
6
6
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
60
Performance Budgets Police Department Department Mission Members of the Rock Hill Police Department are dedicated to delivering high quality police services through meaningful community partnerships and problem solving. The Police Department is built on a philosophy that includes the values of: community, excellence, integrity, loyalty, and teamwork.
Divisional Chart and Core Processes & Outputs Administration
Information Management
Fiscal Year 2014 Key Issues The Police Department has restructured this fiscal year in order to better serve the citizens of Rock Hill. With additional patrol officers and more space in the updated Law Center, the department will continue to work towards performance goals that include reducing property crime and responding to Priority One calls within five minutes.
Investigations Police Department
Support Services
Patrol
Administration Personnel management Community relations Department oversight/policy
Support Services Detention Community services Recruitment & accreditation
Investigations Crimes against persons & property Street Crimes Unit Victim/Witness program
Information Management Crime analysis Telecommunications Record management
Patrol Enforce traffic law Proactive patrol Respond to citizen calls for service
POLICE PROGRAM EXPENDITURES TOTAL
Expenditures by Category Personnel Operating Capital Non-Operating Total
2010/2011 Total 9,295,903 1,824,392 726,067 25,751 $11,872,113
2011/2012 Total 10,160,168 1,945,351 700,268 11,959 $12,817,746
2012/2013 Budget 10,052,108 1,837,221 597,630 25,751 $12,512,709
2012/2013 2013/2014 2014/2015 Estimated Approved Budget Projected 10,305,250 10,702,572 10,918,508 2,292,500 2,155,580 2,103,335 543,074 926,958 1,159,525 25,715 25,751 25,751 $13,166,539 $13,810,861 $14,207,119
Personnel Count Full Time Part Time Total
61
184 3 187
184 1 185
184 1 185
184 1 185
191 1 192
191 1 192
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Performance Budgets Police Department (continued) Target
FY2011 Actual
FY2012 Actual
FY2013 Actual
Objective: Monitor the effectiveness of operational activities and their effect on reducing crime and improving public satisfaction Reduce violent crime per capita from three year trend
2% annually
35%
33%
11%
Reduce property crime per capita from three year trend
2% annually
7%
7%
7%
Respond to Priority 1 calls within 5 minutes
80%
51%
46%
49%
FY2004 Actual
Rock Hill’s Ratings from the National Citizen Survey
FY2006 Actual
FY2009 Actual
FY2012 Actual
Percent who feel very or somewhat safe from violent crime
60%
52%
61%
65%
Percent who feel very or somewhat safe from property crime
50%
51%
48%
60%
ADMINISTRATION EXPENDITURES (DIVISION - 2101) Expenditures
Division: Administration Mission: Members of the Rock Hill Police Department are dedicated to delivering high quality police services through meaningful community partnerships and problem solving. The Police Department is built on a philosophy that includes the values of: community, excellence, integrity, loyalty, and teamwork.
Personnel Operating Capital Total Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
9,031,983
9,841,969
9,749,412
10,305,250
10,702,572
10,918,508
975,598
1,124,067
854,654
1,084,648
1,055,484
1,033,265
726,067
700,268
597,630
543,074
926,958
1,159,525
$10,733,648
$11,666,304
$11,201,696
$11,932,972
$12,685,014
$13,111,298
Personnel Full-time Part-time Total Personnel
184
184
184
184
191
191
3
1
1
1
1
1
187
185
185
185
192
192
Division: Investigations INVESTIGATIONS EXPENDITURES (DIVISION - 2105) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
0
0
0
0
0
0
Operating
37,791
28,781
42,170
41,140
42,171
42,171
Capital Total Expenditures
0
0
0
0
0
0
$37,791
$28,781
$42,170
$41,140
$42,171
$42,171
Mission: Members of the Criminal Investigations Division are dedicated to conducting thorough, fair, and impartial persons and property investigations. Division members take a proactive approach toward focusing resources on crime detection, investigation, and apprehension of criminal offenders.
1
To better reflect police enforcement strategies and subsequent frequent reassignment of personnel in the Police Department, beginning with Fiscal Year 2010, all Police personnel expenditures are reflected in the Administration Division.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
62
Performance Budgets Police Department (continued)
Division: Patrol
PATROL EXPENDITURES (DIVISION - 2110)
Mission: The members of the Patrol Division are dedicated to providing timely and professional service to the citizens of Rock Hill. Our goal is to improve the quality of life for our citizens and to enhance traffic safety within our community.
Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
0
2,282
0
0
0
0
Operating
29,262
27,984
26,073
33,699
26,073
26,073
0
0
0
0
0
0
$29,262
$30,266
$26,073
$33,699
$26,073
$26,073
Capital Total Expenditures
Division: Support Services
SUPPORT SERVICES EXPENDITURES (DIVISION - 2120) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
0
0
0
0
0
0
Operating
433,893
389,535
471,116
441,920
503,644
473,618
0
0
0
0
0
0
25,751
11,959
25,751
25,715
25,751
25,751
$459,644
$401,493
$496,867
$467,635
$529,395
$499,369
Capital Non-Operating Total Expenditures
Mission: The members of the Support Services Division are dedicated to being responsive, fair, and impartial to the needs of the community and the employees of the agency when conducting investigations. Support Services is also dedicated to delivering high quality police services through meaningful community partnerships and leading the department in problem solving. The Division also strives to provide the most up-to-date and relevant training possible to all employees of the agency.
Division: Information Management Mission: Members of the Information Management Division, as the first point of contact, are committed to providing the citizens of Rock Hill a professional customer service experience. Members will provide accurate and near real-time crime analysis and maintain records and archives as required by state law. In addition, members will provide for the implementation and maintenance of technology systems, utilizing state of the art technology as needed to assist in reducing crime.
63
INFORMATION MANAGEMENT EXPENDITURES (DIVISION - 2125) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
0
0
0
0
0
0
Operating
347,849
374,984
443,208
392,419
528,208
528,208
0
0
0
0
0
0
$347,849
$374,984
$443,208
$392,419
$528,208
$528,208
Capital Total Expenditures
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Performance Budgets Fire Department Divisional Chart and Core Processes & Outputs
Department Mission To provide a range of programs and services designed to protect the lives and property of those who live, visit, or invest in the City of Rock Hill from the adverse effects of fires, medical emergencies, and other hazardous conditions, natural and man-made. Fiscal Year 2014 Key Issues During Fiscal Year 2014, the Fire Department will address the need to have businesses and restaurants in compliance with fire inspection regulations. This is addressed in this budget through a new Fire Inspector position. The Fire Department will also continue to increase fire safety awareness among the community’s adult population. In addition, the Fire Department will continue to be challenged with meeting performance targets such as responding to 90% of fire suppression and medical calls within five minutes.
Administration
Fire
Firefighting/ Suppression
Prevention/ Inspections
Administration Public education Safety classes Fire Prevention/Inspections Inspections Arson investigation Public education
Firefighting/Suppression First responder Hazardous material Training Water rescue Industrial accidents Public education
FIRE PROGRAM EXPENDITURES TOTAL
Expenditures by Category Personnel Operating Capital Total
2010/2011 Total 6,247,360 793,040 410,818 $7,451,219
2011/2012 Total 6,823,360 877,856 361,177 $8,062,392
2012/2013 Budget 6,735,088 711,358 321,216 $7,767,662
2012/2013 2013/2014 2014/2015 Estimated Approved Budget Projected 7,110,894 6,960,863 7,020,225 837,497 756,749 729,914 301,781 358,377 432,492 $8,250,173 $8,075,988 $8,182,631
Personnel Count Full Time Part Time
122 0
122 0
122 0
122 0
123 0
123 0
Total
122
122
122
122
123
123
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
64
Performance Budgets Fire Department (continued) Target
FY2011 Actual
FY2012 Actual
FY2013 Actual
Provide fire safety education programs to elementary school students
3,000
7,715
6,818
10,208
Respond to top priority Fire Suppression calls within 5 minutes as it relates to ISO Rating
90%
90%
90%
90%
Respond to top priority Emergency Response calls within 5 minutes as it relates
90%
90%
90%
90%
FY2004 Actual
Rock Hill’s Ratings from the National Citizen Survey
FY2006 Actual
FY2009 Actual
FY2012 Actual
Percent rating fire services excellent or good
89%
89%
90%
95%
Percent rating fire prevention and education excellent or good
72%
76%
77%
77%
ADMINISTRATION EXPENDITURES (DIVISION - 2201) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Division: Administration Mission: To provide leadership, administrative support, planning services, and training for all operations in the Fire Department to ensure the citizens and businesses of Rock Hill receive high quality fire protection and fire prevention services.
Personnel Operating
Personnel Operating Capital Total Expenditures
Actual
Actual
394,205
272,539
303,288
283,132
284,684
278,877
314,375
200,978
223,471
206,430
206,940
Capital Total Expenditures
49,074
1
0
0
64,129
86,949
$682,841
$708,581
$473,517
$526,759
$553,691
$578,573
Personnel Full-time
4
4
4
4
4
4
Part-time Total Personnel
0
0
0
0
0
0
4
4
4
4
4
4
FIRE FIGHTING/SUPPRESSION (DIVISION - 2205) 2011 2012 2013 Expenditures
354,890
Budget
2013
2014
2015
Projected
Approved
Proposed
5,514,650
6,116,106
6,107,656
6,487,621
6,320,875
6,375,995
483,145
526,599
477,689
583,959
516,363
488,963
336,440
358,131
315,816
296,708
294,248
345,543
$6,334,235
$7,000,835
$6,901,160
$7,368,289
$7,131,485
$7,210,502
Personnel Full-time Part-time Total Personnel
65
112
112
113
113
113
113
0
0
0
0
0
0
112
112
113
113
113
113
Division: Suppression
Fire
Fighting/
Mission: To minimize the loss of life and property in the community through immediate and effective deployment of personnel and equipment at fires, medical emergencies, and other dangerous conditions including hazardous material spills and rescues.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets
FIRE PREVENTION/INSPECTIONS EXPENDITURES (DIVISION - 2210) Expenditures
Division: Fire Prevention/Inspections Mission: The Fire Prevention/ Inspections Division ensures a fire– safe community through effective fire code enforcement, fire prevention education, ad fire investigation.
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
377,820
313,049
354,893
319,985
356,856
359,545
Operating
31,018
36,882
32,692
30,067
33,956
34,011
Capital Total Expenditures
25,304
3,045
5,400
5,073
0
0
$434,142
$352,976
$392,985
$355,125
$390,812
$393,556
Personnel Full-time
6
6
6
6
7
7
Part-time Total Personnel
0
0
0
0
0
0
6
6
6
6
7
7
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
66
Performance Budgets Divisional Chart and Core Processes & Outputs
Public Works Department Department Mission To improve the health, safety, and appearance of the community by cleaning, marking, and resurfacing roadways, by collection and disposing of solid waste and recyclable materials, and by supporting other City departments with manpower, equipment, and expertise.
Administration
Recycling
Fiscal Year 2014 Key Issues During Fiscal Year 2014, Public Works will concentrate on meeting several performance targets including repairing at least 2,500 feet of damaged sidewalks and upgrading at least 30 intersection ramps to comply with ADA standards.
Street Maintenance
Public Works Curbside
Residential Sanitation Commercial Sanitation
Administration Budget & personnel management Street Maintenance Streets, sidewalks, curbs/gutters Street/parking striping Street signs/markers
Commercial Sanitation Bulk container service Dumpster rentals Curbside Yard waste collection Public education Recycling Recycling collection Litter education & prevention
Residential Sanitation Refuse collection
PUBLIC WORKS PROGRAM EXPENDITURES TOTAL 2010/2011 Total
Expenditures by Category Personnel Operating Capital Total
3,244,136 2,936,820 1,392,254 $7,573,209
2011/2012 Total 3,251,016 3,287,148 1,176,540 $7,714,703
2012/2013 Budget 3,253,327 2,918,441 1,764,739 $7,936,506
2012/2013 2013/2014 2014/2015 Estimated Approved Budget Projected 3,482,778 3,411,414 3,445,197 3,170,341 2,939,378 2,942,899 1,582,400 1,650,674 1,764,008 $8,235,520 $8,001,466 $8,152,105
Personnel Count Full Time Part Time Total
67
69 3 72
68 3 71
68 3 71
68 3 71
68 3 71
68 3 71
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Performance Budgets Public Works Department (continued) Target Replace 2,000 linear feet of damaged sidewalk annually Upgrade intersection ramps to comply with ADA requirements
FY2011 Actual
FY2012 Actual
FY2013 Actual
2,000 linear feet
4,995
3,480
2,982
Linear feet
Linear feet
Linear feet
35 per year
37
34
33
FY2004 Actual
Rock Hill’s Ratings from the National Citizen Survey
FY2006 Actual
FY2009 Actual
FY2012 Actual
Percent rating sidewalk maintenance as excellent or good
36%
43%
38%
44%
Percent rating street repair as excellent or good
23%
25%
29%
24%
Percent rating garbage collection service as excellent or good
75%
74%
76%
84%
Percent rating recycling service as excellent or good
69%
75%
69%
81%
Percent rating yard waste pick-up as excellent or good
60%
61%
70%
68%
ADMINISTRATION EXPENDITURES (DIVISION - 3101) Expenditures
Division: Administration Mission: To provide administrative leadership, supervision, support, and direction for all programs in the Public Works Department so that services are delivered in a quality, cost-effective manner while emphasizing friendly and professional customer service.
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
168,210
156,519
254,569
162,479
251,447
253,246
Operating
22,129
18,397
30,833
18,648
30,911
30,966
Capital Total Expenditures
22,020
1,835
0
0
0
0
$212,359
$176,751
$285,402
$181,128
$282,358
$284,212
Personnel Full-time
3
3
3
3
3
3
Part-time Total Personnel
0
0
0
0
0
0
3
3
3
3
3
3
STREET MAINTENANCE EXPENDITURES (DIVISION - 3105) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Division: Street Maintenance Personnel
722,348
732,976
723,487
824,660
688,614
Operating
188,782
213,611
273,902
248,942
276,978
Capital Total Expenditures
411,287
212,664
631,843
528,851
550,923
$1,322,418
$1,159,251
$1,629,232
$1,602,453
$1,516,515
Personnel Full-time Part-time Total Personnel
15
14
14
14
14
694,901
Mission: To provide for the safe and efficient movement of traffic 636,215 and pedestrians by maintaining and $1,608,175 cleaning the City’s streets, sidewalks, and curb and gutter in a manner that meets the high standards of the community. 277,058
14
0
0
0
0
0
0
15
14
14
14
14
14
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
68
Performance Budgets Public Works Department (continued) RESIDENTIAL SANITATION EXPENDITURES (DIVISION - 3115) Expenditures
Division: Residential Sanitation
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
Mission: To promote the environmental health and safety of the community by providing household solid waste removal at a cost that is reasonable to the public and is responsive to citizens’ needs.
Operating Capital Total Expenditures
407,997
427,272
409,142
441,360
416,227
423,025
932,184
931,732
892,535
841,058
906,725
908,075
372,621
426,580
549,875
516,606
470,138
348,957
$1,712,802
$1,785,585
$1,851,552
$1,799,024
$1,793,090
$1,680,057
Personnel Full-time
9
9
9
9
9
9
Part-time Total Personnel
0
0
0
0
0
0
9
9
9
9
9
9
COMMERCIAL SANITATION EXPENDITURES (DIVISION - 3120) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Division: Commercial Sanitation Personnel
380,064
405,611
365,744
413,927
386,234
389,441
Operating
953,672
1,088,463
930,037
1,050,111
939,332
940,682
Capital Total Expenditures
191,009
168,233
158,434
148,848
141,903
141,154
$1,524,745
$1,662,307
$1,454,214
$1,612,886
$1,467,469
$1,471,277
Personnel Full-time
7
7
7
7
7
7
Part-time Total Personnel
0
0
0
0
0
0
7
7
7
7
7
7
Mission: To provide costeffective, high-quality bulk container sanitation service to business, industry, and multi-family housing units within the City of Rock Hill.
CURBSIDE EXPENDITURES (DIVISION - 3125) Expenditures
Division: Curbside
Personnel
Mission: To promptly and properly collect and dispose of all household trash and yard waste in a costeffective, expedient manner for the citizens of Rock Hill.
Operating Capital Total Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
747,377
736,579
749,317
764,150
826,341
837,258
335,285
539,801
389,963
542,034
403,855
404,055
105,523
114,080
137,704
129,373
211,895
293,032
$1,188,185
$1,390,459
$1,276,985
$1,435,557
$1,442,091
$1,534,345
Personnel
69
Full-time
16
16
16
16
16
16
Part-time Total Personnel
1
1
1
1
1
1
17
17
17
17
17
17
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets Public Works Department (continued) RECYCLING EXPENDITURES (DIVISION - 3130)
Division: Recycling
Expenditures
Mission: To provide an efficient, cost-effective collection service for residential recycling, corrugated cardboard, office paper, and restaurant cans and bottles. The recycling collections program provides a significant diversion to products normally destined for the landfill and creates substantial savings in associated tipping fees.
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
366,691
375,236
303,248
399,238
374,042
373,072
Operating
304,694
301,606
198,782
320,186
207,012
207,262
Capital Total Expenditures
199,330
121,423
161,686
151,904
189,475
263,803
$870,715
$798,264
$663,717
$871,328
$770,529
$844,136
Personnel Full-time
8
8
8
8
8
8
Part-time Total Personnel
2
2
2
2
2
2
10
10
10
10
10
10
CONSTRUCTION EXPENDITURES (DIVISION - 3145) Expenditures Personnel Operating
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
451,450
416,823
447,819
476,964
468,509
474,254
200,072
193,538
202,388
149,362
174,565
174,800
Capital
90,463
131,725
125,197
106,818
86,340
80,847
$741,986
$742,086
$775,404
$733,144
$729,415
$729,902
Full-time
11
11
11
11
11
11
Part-time Total Personnel
0
0
0
0
0
0
11
11
11
11
11
11
Total Expenditures
Division: Construction Mission: To construct and maintain City streets, sidewalks, and curb and gutter infrastructure in a manner that is safe and efficient.
Personnel
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
70
Performance Budgets Finance Department
Divisional Chart and Core Processes & Outputs
Department Mission Ensure the sound financial management of the City’s funds by planning and furnishing accountable financial records management, including treasury management, auditing, auditing, and tax administration and to provide high quality customer services through effective billing, collections, account management, and customer service. To provide high quality customer services through effective billing, collections, account management, and customer service.
Administration & Archives Billing & Metering
Accounting
Finance Risk Management
Account Management Fiscal Year 2014 Key Issues The Finance Department will continue to provide citywide accounting, internal control, and financial reporting services as well as customer services. In line with the Strategic Plan, the Finance Department will focus on ensuring exceptional customer service in this fiscal year.
Central Collections
Customer Services
Administration and Archives City Council minutes Contracts, ordinances, resolutions Personnel & budget management
Accounting Fixed assets Accounts payable Cash Management
Customer Service Customer inquires New accounts, payment processing Business licenses
Central Collections Payment processing Cash receipts
Billing & Metering Services Bill generation Field surveys Easements
Accounts Management Payment arrangements Debt set-off
FINANCE PROGRAM EXPENDITURES TOTAL 2010/2011 Total
Expenditures by Category Personnel Operating Capital Total
2,403,685 815,803 16,156 $3,235,644
2011/2012 Total 2,427,402 720,849 0 $3,148,251
2012/2013 Budget 2,379,740 767,958 34,000 $3,181,698
2012/2013 Estimated
2013/2014 Approved Budget
2,537,439 704,460 41,147 $3,283,045
2,265,980 804,986 48,000 $3,118,966
43 4 47
38 5 43
2014/2015 Projected 2,285,014 819,379 0 $3,104,393
Personnel Count Full Time Part Time Total
41 5 46
43 4 47
43 4 47
38 5 43
*
Beginning in Fiscal Year 2012, the Customer Service and Finance departments were consolidated into one department under the leadership of the Chief Financial Officer. The financial and personnel information shown for fiscal year 2011 is reflective of the divisions that are now included in the Finance Department. Additionally, in Fiscal Year 2014, the four members of the call center team were moved to the General Services Division.
71
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets Finance Department (continued)
Division: Administration Mission: To provide leadership, supervision, support, and direction for all programs in the Finance Department. To serve as the Municipal Clerk to City Council and provide support services which include maintaining all records of the City, codification of ordinances, and compilation of minutes. To oversee the development and implementation of legal and ethical customer service policies and procedures. coordinate efforts appropriately.
ADMINISTRATION PROGRAM EXPENDITURES (DIVISION - 4001; PRIOR TO FY12 DIVISION 4201 & 4001) 2011 2012 2013 2013 2014 2015 Actual
Expenditures
Actual
Budget
Projected
Approved
Proposed
Personnel
399,235
312,379
318,800
328,290
332,558
335,089
Operating
70,720
36,100
25,725
47,116
42,785
42,885
0
0
0
0
0
0
$469,954
$348,479
$344,525
$375,406
$375,344
$377,974
Capital Total Expenditures Personnel Full-time
1
3
3
3
3
3
Part-time Total Personnel
2
1
1
1
1
1
3
4
4
4
4
4
ACCOUNTING EXPENDITURES (DIVISION - 4005) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Division: Accounting Personnel
430,951
440,820
432,430
455,119
439,378
443,257
Operating
103,747
93,133
119,111
113,643
119,291
119,391
0
0
0
0
0
0
$534,698
$533,954
$551,541
$568,762
$558,669
$562,648
Capital Total Expenditures Personnel Full-time
7
7
7
7
7
7
Part-time Total Personnel
0
0
0
0
0
0
7
7
7
7
7
7
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Mission: To provide City-wide accounting, internal control, and financial reporting services. To perform all necessary accounts payable and payroll functions of the City. To invest all funds of the City to maximize returns.
72
Performance Budgets Finance Department (continued) RISK MANAGEMENT EXPENDITURES (DIVISION - 4010; PRIOR TO FY12 DIVISION 4310)
Division: Risk Management Mission: To implement and administer a comprehensive risk management program with the highest concern for employee safety, public safety, prevention of financial losses from liability claims and contractual matters, and the reduction of physical damage to property. To promote citywide safety through inspections, training, and other loss prevention/ reduction techniques.
Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
159,240
169,766
155,370
175,878
169,694
171,163
Operating
118,109
143,593
167,870
126,284
169,502
196,152
0
0
0
0
0
0
$277,349
$313,359
$323,240
$302,162
$339,197
$367,315
Capital Total Expenditures Personnel Full-time
2
2
2
2
2
2
Part-time Total Personnel
1
1
1
1
1
1
3
3
3
3
3
3
CUSTOMER SERVICES EXPENDITURES (DIVISION - 4015; PRIOR TO FY12 DIVISION 4205) Expenditures
1
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Division: Customer Services
Personnel
436,757
402,031
402,198
428,996
245,009
247,048
Operating
42,837
45,764
53,670
33,136
55,170
55,170
0
0
0
0
0
0
$479,594
$447,796
$455,868
$462,132
$300,179
$302,218
Capital Total Expenditures Personnel Full-time
8
8
8
8
4
4
Part-time Total Personnel
0
0
0
0
0
0
8
8
8
8
4
4
Division: Central Collections Mission: The Central Collections Division has the responsibility of collecting all monies due to the City with the exception of property taxes. Central Collections is committed to the proper processing of payment and reimbursements to ensure that both the customer’s account is maintained properly and that the City’s cash flow process is correct and intact and meets all audit standards.
Mission: The Customer Service area is charged with assisting customers in establishing and maintaining their utility services while ensuring that all City policies and procedures related to these transactions are followed.
CENTRAL COLLECTIONS EXPENDITURES (DIVISION - 4020; PRIOR TO FY12 DIVISION 4210) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
322,311
370,532
356,750
384,841
381,403
384,648
Operating
59,905
59,648
76,920
74,841
76,935
76,935
Capital Total Expenditures
0
0
0
0
0
0
$382,216
$430,180
$433,670
$459,682
$458,338
$461,583
Personnel Full-time
7
7
7
7
7
7
Part-time Total Personnel
1
1
1
1
1
1
8
8
8
8
8
8
1
Prior to Fiscal Year 2014, 4205 was known as Call Center and Customer Services. With the new fiscal year, the name was shortened to “Customer Services” and the call center employees were moved to the General Services division.
73
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets Finance Department (continued)
ACCOUNTS MANAGEMENT EXPENDITURES (DIVISION - 4025; PRIOR TO FY12 DIVISION 4215)
Division: Accounts Management Mission: Accounts Management assists and responds to citizens during times of financial difficulty. The staff of this area set terms for customers to avoid interruption of service, and further, have developed relationships with dozens of agencies willing to offer helping hands to customers in need. Accounts Management further facilitates the coordination of efforts to bring assistance agencies and those in need together.
Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
218,761
229,142
211,721
244,467
218,780
220,606
Operating
8,840
8,191
13,647
5,844
13,878
13,878
0
0
0
0
0
0
$227,601
$237,333
$225,368
$250,310
$232,658
$234,484
Capital Total Expenditures Personnel Full-time
3
3
3
3
3
3
Part-time Total Personnel
0
0
0
0
0
0
3
3
3
3
3
3
Division: Billing & Metering Services
BILLING & METERING EXPENDITURES (DIVISION - 4030; PRIOR TO FY12 DIVISION 4220) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
436,430
502,732
502,471
519,848
479,158
483,204
Operating
411,646
334,419
311,015
303,596
327,424
314,967
16,156
0
34,000
41,147
48,000
0
$864,232
$837,151
$847,486
$864,591
$854,582
$798,171
13
13
13
13
13
13
Capital Total Expenditures Personnel Full-time Part-time Total Personnel
1
1
1
1
1
1
14
14
14
14
14
14
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Mission: The Billing and Metering Services Division is the area charged with producing accurate and timely utility invoices for all utility customers. These efforts represent the single largest revenue source for the City. This group also investigates customer inquires regarding utility charges, and also carefully regulates the termination of service for those customers who are outside of the terms of payment required by municipal code.
74
Performance Budgets Parks, Recreation, and Tourism Department
Divisional Chart and Core Processes & Outputs
Department Mission To provide wholesome program of leisure, recreational, tourism, and cultural opportunities and facilities to enhance the quality of life for Rock Hill residents and visitors. Fiscal Year 2014 Key Issues During Fiscal Year 2014 Parks, Recreation, and Tourism will focus on the opening and running of the BMX Supercross track. Additionally, more efforts will be directed towards an implementation strategy for its recently completed master plan. The department will also host a number of athletic tournaments and various Parks, Recreation, and Tourism facilities within the community.
Parks
PRT Department Recreation Tourism
Parks Supports tournament complexes Neighborhood parks & playgrounds Athletic facilities Pools
Tourism Marketing & promotions Budget management Tourism & Hospitality Services
Recreation Recreation centers Therapeutic, family, senior citizen, and after school programs Cultural arts & special events
PARKS, RECREATION, AND TOURISM PROGRAM EXPENDITURES TOTAL 2010/2011 Total
Expenditures by Category Personnel Operating Capital Total
2,781,871 2,634,924 162,854 $5,579,650
Full Time Part Time Total
54 80 134
2011/2012 Total 3,382,828 3,100,563 225,501 $6,708,892
2012/2013 Budget 3,592,218 2,930,000 270,814 $6,793,032
2012/2013 2013/2014 2014/2015 Estimated Approved Budget Projected 3,655,869 3,607,948 3,715,618 3,119,549 2,970,243 2,968,988 246,573 167,295 188,379 $7,021,989 $6,745,486 $6,872,985
Personnel Count
75
64 84 148
64 84 148
64 84 148
66 84 150
66 84 150
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Performance Budgets Parks, Recreation, and Tourism Department (continued) Target
FY2011 Actual
FY2012 Actual
FY2013 Actual
Conduct program evaluations at the conclusion of PRT registered programs to ensure that programming reflects the community’s needs and expectations
100% of registered programs
100%
100%
Evaluate sports tourism’s financial impact annually (calendar year)
-
$15,404,061
$14,889,318 $18,359,654
Evaluate the number of hotel nights created as a result of sports tourism activities
-
N/A
N/A
Rock Hill’s Ratings from the National Citizen Survey
FY2004 Actual
FY2006 Actual
100%
14,012
FY2009 Actual
FY2012 Actual
Percent who used Rock Hill recreation centers
63%
59%
57%
52%
Percent rating recreation centers or facilities as excellent or good
57%
61%
68%
76%
Percent participated in a recreation program or activity
49%
42%
44%
37%
Percent rating recreation program or classes as excellent or good
57%
69%
71%
69%
Percent visited a neighborhood park or City park
88%
85%
87%
83%
Percent rating City parks as excellent or good
-
73%
81%
85%
PARKS EXPENDITURES (DIVISION - 5135) Expenditures
Division: Parks Mission: To develop and operate the City’s regional facilities to offer the public active and passive leisure opportunities and events that create tourism and economic impact.
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
1,842,505
2,404,721
1,277,507
1,260,216
1,314,264
1,390,026
Operating
2,083,609
2,475,960
2,055,482
2,040,546
2,091,306
2,091,906
125,772
205,798
225,394
202,657
138,901
110,015
$4,051,886
$5,086,478
$3,558,383
$3,503,419
$3,544,471
$3,591,948
Capital Total Expenditures Personnel Full-time
39
49
49
49
49
49
Part-time Total Personnel
60
64
64
64
64
64
99
113
113
113
115
115
In Fiscal Year 2012, the Parks division received two new positions and the former Horticulture division was merged with the Parks division.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
76
Performance Budgets Parks, Recreation, and Tourism Department (continued)
RECREATION EXPENDITURES (DIVISION - 5110)
Division: Recreation Mission: To provide diversified and quality recreational activities and special events for individual neighborhoods as well as the entire community, for citizens of all ages and economic statuses. To provide year-round, quality leisure services to the senior citizens and handicapped population of the community by designing, planning, and conducting activities to meet the specific needs of these citizens.
Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
591,833
611,650
636,193
622,500
665,214
674,464
Operating
452,544
501,857
558,299
645,930
561,191
559,237
26,722
19,703
25,000
17,951
25,000
35,000
$1,071,099
$1,133,211
$1,219,492
$1,286,380
$1,251,405
$1,268,700
Capital Total Expenditures Personnel Full-time
8
8
8
8
8
8
Part-time Total Personnel
19
19
19
19
19
19
27
27
27
27
27
27
TOURISM EXPENDITURES (DIVISION - 5101) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
347,533
366,457
1,678,519
1,773,153
1,628,471
1,651,128
Operating
98,772
122,746
316,218
433,073
317,746
317,846
Capital Total Expenditures
10,360
0
20,420
25,965
3,394
43,364
$456,665
$489,203
$2,015,157
$2,232,190
$1,949,611
$2,012,337
Personnel Full-time
7
7
7
7
7
7
Part-time Total Personnel
1
1
1
1
1
1
8
8
8
8
8
8
77
Division: Tourism Mission: To provide leadership and administrative support to all divisions of the Parks, Recreation, and Tourism Department, to ensure efficient and effective operations, and to promote leisure and tourism opportunities to increase public participation and tourism.
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Performance Budgets Economic and Urban Development
Divisional Chart and Core Processes & Outputs
Department Mission To strengthen the City’s role as a place for economic activity through job creation, business location and expansion, redevelopment, and tourism.
Old Town Marketing and
Fiscal Year 2014 Key Issues Fiscal Year 2014 will be driven by several development projects including the Knowledge Park, Fountain Park and Old Town projects. Economic and Urban Development will also continue its efforts of assisting existing industries and companies within the City of Rock Hill. Economic and Urban Development has several targets within the Strategic Plan including encouraging private investment in the downtown area, recruiting and meeting with existing industries to identify problems and opportunities in which the City can provide assistance, and assisting with job creation.
Economic and Urban Development
Administration
Infrastructure/ Redevelop-
Business and Jobs
Administration Staff services in support of City goals and initiatives Staff services in support of Rock Hill Economic Development Corporation Old Town Marketing & Events Old Town marketing; onlyinoldtown.com Old Town festivals and events; Old Town Market; Old Town Amphitheater Concert Series Business & Jobs Recruitment Marketing of business parks and other properties Old Town Jobs Initiative; RockHillUSA.com Infrastructure/Redevelopment Urban design services for City projects; capital improvements to serve redevelopment areas ECONOMIC AND URBAN DEVELOPMENT PROGRAM EXPENDITURES TOTAL 2010/2011 Total
Expenditures by Category Personnel Operating Capital Total
891,657 832,609 99,483 $1,823,749
2011/2012 Total 988,962 757,693 57,865 $1,804,520
2012/2013 Budget 1,046,001 786,074 55,000 $1,887,074
2012/2013 2013/2014 2014/2015 Estimated Approved Budget Projected 1,098,988 1,087,634 1,086,633 716,656 801,522 801,572 45,350 55,000 55,000 $1,860,994 $1,944,157 $1,943,206
Personnel Count Full Time Part Time Total
12 1 13
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
12 1 13
12 1 13
12 1 13
12 1 13
12 1 13
78
Performance Budgets Economic and Urban Development (continued) Initiatives: SHORT & LONG TERM ECONOMIC DEVELOPMENT, OLD TOWN REVITALIZATION
Target
Increase the commercial and industrial tax base in the City
By $40 million per year
$12.9 Million
$164 Million
N/A
Assist in the creation of new jobs
500 jobs by 6/30/2015
35
60
1,263 announcements
Provide technical assistance to Downtown retail and restaurant businesses, through programs such as ShopTalk, to strengthen their operations and marketing
assist 6 business 25 each year
8
N/A
Seek additional funding and manage the Facade Rehabilitation Grant Program
fund 2 eligible businesses a year
4
N/A
Rock Hill’s Ratings from the National Citizen Survey
79
FY2004 Actual
FY2011 Actual
1
FY2006 Actual
FY2012 Actual
FY2009 Actual
FY2013 Actual
FY2012 Actual
Percent rating employment opportunities as excellent or good
27%
29%
29%
24%
Percent rating economic development services as excellent or good
50%
43%
46%
40%
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets Housing Authority Department Mission The Housing Authority provides, maintains, and oversee governmental housing units in the City so that eligible, low-income families are afforded adequate housing. Fiscal Year 2014 Key Issues Housing Authority will continue to work to secure necessary federal funds, grants, and other revenue sources to ensure the City’s public housing is properly managed and maintained. Partnerships with organizations such as the Boys and Girls Club of York County will continue to be pursued to offer additional programs and services for residents.
Core Processes & Outputs
Housing Authority
Housing Authority Manage Housing Authority properties Voucher assistance to families and individuals Affordable housing programs
HOUSING AUTHORITY PROGRAM EXPENDITURES TOTAL 2010/2011 Total
Expenditures by Category Personnel Operating Capital Total
1,588,352 47,524 0 $1,635,876
2011/2012 Total 1,550,931 52,323 0 $1,603,254
2012/2013 Budget 1,483,514 59,262 0 $1,542,776
2012/2013 2013/2014 2014/2015 Estimated Approved Budget Projected 1,559,032 1,461,041 1,477,992 57,098 57,913 57,913 0 0 0 $1,616,130 $1,518,953 $1,535,905
Personnel Count Full Time Part Time Total
22 4 26
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
22 4 26
22 4 26
22 4 26
22 4 26
22 4 26
80
Performance Budgets Stormwater Department Department Mission To improve drainage throughout the City by performing improvement projects, routine maintenance and repair on the City’s stormwater drainage system.
Core Processes & Outputs
Stormwater
Fiscal Year 2014 Key Issues The Stormwater Department will concentrate on developing an implementing the first three major projects from the Stormwater Master Plan. These include the projects at: Hagins St/Friendship Dr, Charlotte Avenue, and Pinevalley Rd/ Midbrook Dr.
Stormwater Drainage system maintenance Sediment/Erosion control inspections Public education - water quality, water pollution
STORMWATER PROGRAM EXPENDITURES TOTAL 2010/2011 Total
Expenditures by Category Personnel Operating Capital Non-Operating Total
741,606 698,258 348,264 752,327 $2,540,456
2011/2012 Total 638,773 301,985 193,231 34,486 $1,168,475
2012/2013 Budget 768,316 468,629 639,352 538,703 $2,415,000
2012/2013 2013/2014 2014/2015 Estimated Approved Budget Projected 734,000 830,887 840,230 404,793 566,143 495,693 492,712 536,530 627,379 518,239 515,815 515,815 $2,149,744 $2,449,375 $2,479,117
Personnel Count Full Time Part Time Total 1
14 0 14
14 0 14
14 0 14
14 0 14
14 0 14
14 0 14
Includes Non-Departmental and Debt Service Expenditures
Rock Hill’s Ratings from the National Citizen Survey Percent rating storm drainage as excellent or good
81
FY2004 Actual 42%
FY2006 Actual 41%
FY2009 Actual 59%
FY2012 Actual 55%
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets Utilities Department- Electric Fund Department Mission To provide the most reliable and efficient service of electrical power, traffic signalization, and street lighting with the best possible service and support to our customers; to coordinate recovery from storms, disasters, emergencies; to develop and implement security, emergency, and disaster plans. To support the business operations of the City through the support of technology endeavors for all City operations while promoting the efficient utilization of technology resources and investments through training, secure data sharing, and procurement of advanced integrated technological solutions for information and communication systems. Fiscal Year 2014 Key Issues Electric Fund divisions are continuing to invest in capital projects throughout the Old Town, Textile Corridor, and Knowledge Park areas. Additionally, there is a continued focus in moving overhead power lines to underground. The Electric Fund divisions are also investing resources in minimizing outages and improving service delivery overall.
Core Processes & Outputs Operations Administration Hometown Security
Utilities Administration
Dispatch/ SCADA
Electric Services
Electric Fund
Electric Engineering
Information Technology Traffic Signals
Operations Administration Oversight of all enterprise funds Utilities Administration Personnel management Budget
Electric Engineering Electric system design Electric system maintenance Traffic Signals Substation maintenance Underground locates
Electric Services Load management Monitor flow
Information Technology Database and end-user support GIS
Dispatch/SCADA Manage SCADA and Dispatch
ELECTRIC FUND PROGRAM EXPENDITURES TOTAL
Expenditures by Category Personnel Operating Capital Purchased Power Non-operating Total
2010/2011 Total 5,054,968 10,045,392 2,032,409
2011/2012 Total 4,690,999 9,835,709 2,292,906
2012/2013 Budget 4,906,162 8,136,857 1,585,167
60,910,535 8,244,996 $86,288,300
63,596,858 5,002,863 $85,419,335
68,872,110 5,324,999 $88,825,295
2012/2013 2013/2014 2014/2015 Estimated Approved Budget Projected 5,382,097 5,556,515 5,615,259 7,064,744 8,074,882 8,034,642 1,437,990 1,490,633 1,464,468 74,140,704 4,579,080 $92,604,615
74,127,833 80,344,396 5,319,059 5,373,199 $94,568,922 $100,831,964
Personnel Count Full Time Part Time Total
1
52 2 54
68 3 71
68 3 71
68 3 71
72 3 75
72 3 75
Includes Non-Departmental and Debt Service Expenditures
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
82
Performance Budgets Utilities Department– Electric Fund (continued) Rock Hill’s Ratings from the National Citizen Survey
FY2004 Actual
FY2006 Actual
FY2009 Actual
FY2012 Actual
Percent rating street lighting as excellent or good
42%
44%
48%
60%
Percent rating traffic signal timing as excellent or good
37%
43%
39%
45%
Percent rating electric service as excellent or good
-
-
68%
66%
UTILITIES ADMINISTRATION EXPENDITURES (DIVISION - 3501) Expenditures
Division: Utilities Administration Mission: To provide administrative leadership, supervision, support, and direction for all programs in the Electric, Water, and Wastewater Funds.
Personnel Operating Capital Purchased Power
Actual
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
675,999
309,417
327,530
513,151
372,828
378,337
93,944
234,348
171,283
285,040
132,454
157,863
Capital Non-Operating Total Expenditures
589,989
0
0
0
0
0
3,065,201
1,217,064
1,182,374
1,182,372
1,291,893
1,308,736
$4,425,133
$1,760,829
$1,681,186
$1,980,563
$1,797,176
$1,844,935
Personnel Full-time
7
3
3
3
1
1
Part-time Total Personnel
0
1
1
1
1
1
7
4
4
4
2
2
Actual
Budget
2013
2014
2015
Projected
Approved
Proposed
1,365,760
1,405,679
1,206,891
1,319,276
1,195,209
1,212,599
4,049,558
3,813,673
3,481,415
3,726,260
3,475,757
3,441,672
676,373
1,084,369
112,018
106,938
117,461
111,450
60,910,535
63,596,858
68,872,110
74,140,704
74,127,833
80,344,396
Non-Operating Total Expenditures
2012
Operating
ELECTRICAL SERVICES EXPENDITURES (DIVISION - 3575) 2011 2012 2013 Expenditures
2011
0
0
0
0
300,000
300,000
$67,002,226
$69,900,579
$73,672,434
$79,293,178
$79,216,260
$85,410,117
Division: Electric Services Mission: To provide the most reliable and efficient service of electrical power, traffic signalization, and street lighting with the best possible service and support to our customers.
Personnel Full-time
20
20
20
20
20
20
Part-time
0
0
0
0
0
0
Total Personnel
20
20
20
20
20
20
83
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets Utilities Department– Electric Fund (continued) Division: Electric Engineering Mission: To provide engineering and project management services to our customers and coworkers. Design and manage an electrical system that is safe, reliable, and efficient. To set a standard of excellence in customer service, design applications, project management, and commitment to accomplishing the City’s strategic goals.
ELECTRIC ENGINEERING EXPENDITURES (DIVISION - 3576) 2011 2012 2013 Actual
Expenditures Personnel Operating Capital Total Expenditures
Actual
Budget
2013
2014
2015
Projected
Approved
Proposed
356,158
366,035
529,257
521,414
493,312
497,224
1,692,794
2,074,668
973,560
990,150
972,828
974,142
8,445
1,500
781,398
68,430
900,148
853,494
$2,057,397
$2,442,204
$2,284,215
$1,579,994
$2,366,288
$2,324,860
Personnel Full-time
5
5
5
5
5
5
Part-time
1
0
0
0
0
0
Total Personnel
6
5
5
5
5
5
TRAFFIC SIGNALS EXPENDITURES (DIVISION - 3580) Expenditures Personnel Operating Capital Total Expenditures
Division: Traffic Signals
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
730,832
559,895
806,789
230,420
356,966
360,249
817,278
627,291
803,824
269,469
497,486
497,561
348,923
135,996
451,351
268,258
186,576
187,313
$1,897,032
$1,323,182
$2,061,964
$768,147
$1,041,028
$1,045,123
Personnel Full-time
12
12
14
14
14
14
Part-time Total Personnel
0
0
0
0
0
0
12
12
14
14
14
14
Mission: To provide the most reliable and efficient service of electrical power and street lighting with the best possible service and support to our customers while promoting safety and training as electrical professionals. To provide the greatest reliability for emergency generation at City facilities and reduce power costs by utilizing load control device and generation equipment during peak times.
INFORMATION TECHNOLOGY SERVICES EXPENDITURES (DIVISION - 4130*)
Division: Information Technology Services Mission: To support technology endeavors in hardware and software throughout the organization. Information Technology Services strives to provide high quality customer service in an efficient and effective manner.
Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
1,298,927
974,995
1,395,581
1,476,549
1,449,431
1,461,294
Operating
1,625,354
1,444,760
1,463,224
1,271,188
1,503,205
1,467,079
89,921
275,291
220,000
194,931
220,000
220,000
$3,014,202
$2,695,045
$3,078,805
$2,942,668
$3,172,636
$3,148,374
Capital Total Expenditures Personnel Full-time
8
20
18
18
18
Part-time
1
1
1
1
1
18 1
Total Personnel
9
21
19
19
19
19
*Prior to FY2012, includes financial data for the former information technology divisions which were divisions 4101, 4105, 4110, and 4115.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
84
Performance Budgets Utilities Department– Electric Fund (continued) DISPATCH/SCADA EXPENDITURES (DIVISION - 3585) Expenditures
Division: Dispatch/SCADA Mission: To provide professional and timely dispatch of work orders and provide accurate system information.
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
0
93,691
151,093
781,393
783,946
790,139
Operating
0
108,265
161,992
414,397
524,205
526,850
Capital Total Expenditures
0
293,971
16,000
3,665
52,457
80,220
$0
$495,926
$329,085
$1,199,455
$1,360,608
$1,397,209
Personnel Full-time
0
3
3
3
3
3
Part-time
0
0
0
0
0
0
Total Personnel
0
3
3
3
3
3
OPERATIONS ADMINISTRATION EXPENDITURES (DIVISION - 3590) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
0
397,811
403,348
481,006
404,646
Operating
470
17,390
17,075
21,097
15,075
Capital Total Expenditures
0
2,737
0
315
10,198
$470
$417,938
$420,423
$502,418
$429,919
407,598
Division: Operations Administration 8,198 Mission: To provide oversight $431,371 to all functions housed at the City’s Operations Center. 15,575
Personnel Full-time
0
4
4
4
4
4
Part-time
0
1
1
1
1
1
Total Personnel
0
5
5
5
5
5
GENERAL SERVICES EXPENDITURES (DIVISION - 2415; PRIOR TO FY2012 DIVISION 2130) Expenditures
Division: General Services Mission: To support City Utility Services through key account and business support functions.
1
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
52,948
54,318
55,674
58,888
469,277
475,992
87,971
103,999
102,264
87,143
-8,358
-8,338
0
0
4,400
4,134
3,793
3,793
$140,919
$158,318
$162,337
$150,165
$464,713
$471,447
Full-time
1
1
1
1
7
7
Part-time
0
0
0
0
0
0
Total Personnel
1
1
1
1
7
7
Operating Capital Total Expenditures Personnel
1
Prior to Fiscal Year 2014, 2415 was known as Hometown Security. With the new fiscal year, it was given a new name, General Services. Apart of this reorganization was moving four call center employees the Public Services Administrator and the Key Accounts Manager to this new division.
85
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets Utilities Department- Water Fund
Core Processes & Outputs
Department Mission To provide customers with reliable and safe water that meets their needs in a cost-effective manner and to plan, design, and expand the water system to support regional growth.
Engineering
Fiscal Year 2014 Key Issues The Water Divisions will be working on several performance targets many of which are related to the American Water Works Association’s annual benchmarking survey. A couple of these targets are efficiency targets such as remaining above the median for the number of customer accounts per employee and remaining above the median for millions of gallons per day of water delivered per employee.
Water Treatment Plant
Water Fund
Water Distribution
Raw Water Pump Station
Engineering Project design Project inspection Project management
Raw Water Pump Station Preventative maintenance Pump maintenance
Water Distribution Water meter installation Hydrant maintenance & flushing Valve operation
Water Treatment Plant Monitor bacterial compliance Water quality assurance Well monitoring/reporting
WATER FUND PROGRAM EXPENDITURES TOTAL 2010/2011 Total
Expenditures by Category Personnel Operating Capital Non-operating Total
2,202,908 3,217,976 26,183
2011/2012 Total 2,275,780 2,696,358 921,012
2012/2013 Budget 2,147,753 2,717,723 1,436,965
9,969,150 $15,416,216
8,135,205 $14,028,356
7,866,896 $14,169,337
2012/2013 2013/2014 2014/2015 Estimated Approved Budget Projected 2,066,561 2,029,178 2,055,024 3,023,230 2,923,132 3,003,297 1,381,888 1,589,214 1,628,108 8,511,885 $14,983,564
8,037,416 $14,578,940
8,295,341 $14,981,770
Personnel Count Full Time Part Time Total
1
34 1 35
33 0 33
33 0 33
33 0 33
33 0 33
33 0 33
Excludes Wastewater Impact Fee expenditures; includes Debt Service and Non-departmental expenditures
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
86
Performance Budgets Utilities Department– Water Fund (continued) Target
FY2011 Actual
FY2012 Actual
FY2013 Actual
Comply with EPA and DHEC drinking water standards
100%
100%
100%
100%
Remain above the median for the number of customer accounts per employee (AWWA)
Above median
Above median
Above median
Not Yet Available
Remain above the median for MGD water delivered per employee (AWWA)
Above median
Above median
Above median
Not Yet Available
Rock Hill’s Ratings from the National Citizen Survey
FY2004 Actual
Percent rating drinking water services as excellent or good
FY2006 Actual
49%
FY2009 Actual
60%
FY2012 Actual
68%
65%
WATER ENGINEERING EXPENDITURES (DIVISION - 3505) Expenditures
Division: Water Engineering Mission: To design, manage, survey, or inspect water, sewer, and other heavy construction for the citizens of Rock Hill in order to maintain current infrastructure and ensure quality growth.
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
201,420
233,662
261,913
98,573
Operating
49,106
82,193
97,127
0
0
0
$250,526
$315,854
$359,040
Capital Total Expenditures
190,874
194,985
77,013
77,846
97,976
0
23,000
2,000
$175,587
$291,720
$294,961
Personnel Full-time
3
3
3
3
3
3
Part-time
1
0
0
0
0
0
Total Personnel
4
3
3
3
3
3
WATER DISTRIBUTION EXPENDITURES (DIVISION - 3510) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
1,239,605
Operating
1,380,357
857,032
669,477
1,035,440
708,929
740,199
199,310
895,489
1,398,359
1,350,469
1,426,214
1,471,108
$2,819,272
$3,025,229
$3,231,572
$3,655,765
$3,301,959
$3,394,410
Capital Total Expenditures
1,272,708
1,163,735
1,269,856
1,166,816
1,183,103
Personnel Full-time
20
20
20
20
20
Part-time
0
0
0
0
0
0
Total Personnel
20
20
20
20
20
20
87
20
Division: Water Distribution Mission: To effectively repair, replace, and expand the City’s water system to allow an adequate, uninterrupted supply of safe water for domestic, industrial, and fire protection needs of the community.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets Utilities Department– Water Fund (continued)
WATER TREATMENT EXPENDITURES (DIVISION - 3530) Expenditures
Division: Water Treatment Plant Mission: To provide residents and customers with an adequate, high quality supply of drinking water through the effective operation of the water filter plant.
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
743,614
746,253
702,105
698,132
650,888
655,718
Operating
1,436,399
1,491,907
1,410,211
1,639,535
1,510,385
1,498,766
Capital Total Expenditures
28,120
25,297
38,606
31,419
140,000
155,000
$2,208,133
$2,263,456
$2,150,922
$2,369,086
$2,301,273
$2,309,484
Personnel Full-time
11
10
10
10
10
10
Part-time
0
0
0
0
0
0
Total Personnel
11
10
10
10
10
10
RAW WATER PUMP STATION EXPENDITURES (DIVISION - 3525) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Division: Raw Water Pump Station
Personnel
0
0
0
0
0
0
Operating
305,384
263,314
309,858
271,242
347,922
435,303
0
227
0
0
0
0
$305,384
$263,541
$309,858
$271,242
$347,922
$435,303
0
0
0
0
0
0
Part-time
0
0
0
0
0
0
Total Personnel
0
0
0
0
0
0
Capital Total Expenditures Personnel Full-time
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Mission: To ensure an adequate supply of raw water for use at the water treatment plant and to keep all pumps and related equipment in operable condition.
88
Performance Budgets Utilities Department- Wastewater Fund
Core Processes & Outputs
Department Mission To provide customers with reliable and safe wastewater services in a cost-effective manner and to plan, design, and expand the wastewater system to support regional growth. Fiscal Year 2014 Key Issues Wastewater projects for Fiscal Year 2014 include sewer line replacements. Additionally, the Wastewater Divisions will be working on several performance targets many of which are related to the American Water Works Association’s annual benchmarking survey. A couple of these targets are efficiency targets such as remaining above the median for the number of customer accounts per employee and remaining above the median for millions of gallons per day of wastewater processed per employee.
Wastewater System
Lift Stations
Wastewater Treatment Plant
Wastewater Fund
Industrial Pretreatment
Environmental Lab
Wastewater System Maintain sewer pipe Install new wastewater lines System maintenance
Environmental Lab Analyze pretreatment samples Analyze plant process samples
Lift Stations Wastewater Treatment Plant Maintain lift stations Operate/maintain reclamation sites Maintain collection system Inspection compliance Submergible pump readings Preventative maintenance Industrial Pretreatment Sample permitted industries Sample surcharge industries Inspections
WASTEWATER FUND PROGRAM EXPENDITURES TOTAL 2010/2011 Total
Expenditures by Category Personnel Operating Capital Non-operating Total
2011/2012 Total
2012/2013 Budget
2012/2013 Estimated
2013/2014 Approved Budget
2014/2015 Projected
2,158,761 4,182,867 3,790,820
2,117,840 4,621,361 3,578,056
2,034,215 4,457,739 4,655,013
2,190,933 4,453,359 3,786,054
2,202,956 4,452,689 4,046,237
2,220,648 4,519,686 4,221,984
8,353,430 $18,485,878
2,226,599 $12,543,855
8,138,145 $19,285,113
3,676,669 $14,107,015
8,953,063 $19,654,945
9,086,823 $20,049,141
Personnel Count Full Time Part Time Total
1
89
35 2 37
36 2 38
36 2 38
36 2 38
36 2 38
36 2 38
Excludes Wastewater Impact Fee expenditures; includes Debt Service and Non-departmental expenditures
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets Utilities Department– Wastewater Fund (continued) Target
FY2011 Actual
FY2012 Actual
FY2013 Actual
Comply with wastewater treatment standards
100%
100%
100%
100%
Remain above the median for the number of customer accounts per employee (AWWA )
Above median
Above median
Above median
Not Yet Available
Remain above the median for MGD wastewater processed per employee (AWWA)
Above median
Above median
Above median
Not Yet Available
Rock Hill’s Ratings from the National Citizen Survey
FY2004 Actual
Percent rating sewer services as excellent or good
FY2006 Actual
61%
60%
FY2009 Actual 73%
FY2012 Actual 72%
WASTEWATER SYSTEM EXPENDITURES (DIVISION - 3535)
Division: Wastewater System Mission: To provide quality sewer service to customers by ensuring the integrity and reliability of the system through quick response to the problems that arise in the collection system and maintenance and expansion of the system to meet future needs.
Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
853,942
820,421
735,429
809,578
788,544
Operating
753,634
782,925
850,144
834,973
874,539
849,809
1,868,797
2,387,526
4,016,812
3,399,399
3,555,185
3,760,290
$3,476,373
$3,990,872
$5,602,386
$5,043,950
$5,218,268
$5,404,474
Capital Total Expenditures
794,375
Personnel Full-time
15
15
15
15
15
Part-time
1
1
1
1
1
15 1
Total Personnel
16
16
16
16
16
16
WASTEWATER TREATMENT PLANT EXPENDITURES (DIVISION - 3555) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Division: Wastewater Treatment Plant
Personnel
892,771
834,180
829,677
486,022
482,951
Operating
2,702,428
3,013,037
2,618,331
3,065,615
2,651,185
Capital Total Expenditures
1,544,297
1,116,434
600,000
348,692
408,000
$5,139,496
$4,963,651
$4,048,008
$3,900,329
$3,542,136
Personnel
487,081
Mission: To protect the public health and preserve the envi239,000 ronment by effectively $3,456,834 treating the community’s wastewater and producing clean water for discharge into the Catawba River. 2,730,753
Full-time
13
13
13
13
13
Part-time
1
1
1
1
1
1
Total Personnel
14
14
14
14
14
14
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
13
90
Performance Budgets Utilities Department– Wastewater Fund (continued) IINDUSTRIAL PRETREATMENT EXPENDITURES (DIVISION - 3560) Expenditures
Division: Industrial Pretreatment Mission: To monitor and control the discharge from industries utilizing the City’s treatment plant to protect the environment and plant from any unauthorized or harmful discharge.
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
102,992
131,546
158,235
161,143
161,485
163,165
Operating
29,253
22,189
67,137
32,055
41,629
41,714
Capital Total Expenditures
31,552
10,893
29,369
31,873
18,552
18,552
$163,797
$164,628
$254,741
$225,071
$221,666
$223,431
Personnel Full-time
2
3
3
3
3
3
Part-time
0
0
0
0
0
0
Total Personnel
2
3
3
3
3
3
ENVIRONMENTAL MONITORING LAB EXPENDITURES (DIVISION - 3565) Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Division: Environmental Monitoring
Personnel
178,343
194,845
180,084
222,151
199,878
201,255
129,014
115,541
202,253
111,632
153,744
153,829
2,063
4,494
8,832
6,013
38,000
8,000
$309,420
$314,880
$391,169
$339,796
$391,622
$363,085
3
3
3
3
3
3
Operating Capital Total Expenditures Personnel Full-time Part-time
0
0
0
0
0
0
Total Personnel
3
3
3
3
3
3
Mission: Generate analytical data utilized by the wastewater treatment plant in process control and in satisfying the federal and state environmental program requirements.
LIFT STATIONS EXPENDITURES (DIVISION - 3570)
Division: Lift Stations Mission: To manage and maintain the lift stations in proper working conditions at an economical cost to provide for the effective delivery of sewage to the treatment plant.
91
Expenditures
2011
2012
2013
2013
2014
2015
Actual
Actual
Budget
Projected
Approved
Proposed
Personnel
110,794
111,601
110,789
512,039
549,498
553,553
Operating
568,538
687,668
676,826
409,084
688,542
700,531
Capital
500,803
58,710
0
77
26,500
196,142
$1,180,135
$857,979
$787,615
$921,201
$1,264,539
$1,450,226
Total Expenditures Personnel Full-time
2
2
2
2
2
2
Part-time
0
0
0
0
0
0
Total Personnel
2
2
2
2
2
2
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES- GENERAL FUND
REVENUES: Property taxes Licenses and permits Fines and forfeitures Intergovernmental Charges for services Investment earnings Other Total revenues
EXPENDITURES Current General government Public safety Public works Parks, recreation, and tourism Capital outlay Debt service: Principal Interest and fees Capital lease payments Total expenditures REVENUES OVER (UNDER) EXPENDITURES OTHER FINANCING SOURCES: Operating transfers in Operating transfers out Proceeds from capital lease Total other financing sources REVENUES AND OTHER FINANCING SOURCES OVER (UNDER) EXPENDITURES
2010/2011 Actual 21,927,378 6,989,457 905,785 1,933,887 11,022,152 0 869,409 43,648,068
2011/2012 Actual 21,799,800 7,324,483 798,816 1,884,297 11,189,056 0 1,903,965 44,900,417
2012/2013 Projected 23,593,012 8,998,328 796,731 2,161,452 10,373,455 0 982,865 46,905,843
2013/2014 Budget 23,411,840 7,400,000 938,001 2,507,038 11,109,570 0 1,525,059 46,891,508
2014/2015 Budget 23,931,136 7,400,000 958,801 2,535,212 11,260,288 0 1,525,021 47,610,458
17,904,519 18,441,587 6,597,694 5,651,372 1,774,579
15,303,483 20,029,881 6,709,625 6,708,893 650,292
16,290,996 20,712,467 7,123,824 6,997,914 245,477
17,304,331 21,102,434 6,874,805 6,704,411 413,036
17,732,526 21,399,231 6,970,911 6,811,446 356,433
965,000 233,836 2,049,027 53,617,614
860,000 566,732 2,287,555 53,116,461
635,000 602,848 4,063,381 56,671,907
773,000 586,740 2,499,960 56,258,717
808,000 567,479 2,779,446 57,425,472
(9,969,546)
(8,216,044)
(9,766,064)
(9,367,209)
(9,815,014)
6,414,156 0 1,789,667 8,203,823
6,504,240 (265,000) 1,971,332 8,210,572
6,362,172 0 4,416,972 10,779,144
6,584,372 0 3,032,390 9,616,762
6,753,211 0 2,158,287 8,911,498
(5,472)
1,013,080
249,553
(1,765,723)
(903,516)
FUND BALANCE, BEGINNING OF YEAR
3,712,144
1,946,421
1,940,949
2,954,029
3,203,582
FUND BALANCE, END OF YEAR
1,946,421
1,940,949
2,954,029
3,203,582
2,300,066
Note: Presented on a GAAP basis. Actuals include activites not included in operating budget.
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
92
Performance Budgets STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2011 Bus i nes s -type Acti vi ti es - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Tota l s OPERATING REVENUES: El ectri c s a l es Wa ter s a l es Sewer cha rges Impa ct fees Stormwa ter cha rges Government gra nts Other us er cha rges Tota l opera ti ng revenues
78,109,884 12,676,303 17,532,479 270,631 2,385,420 1,170,211 3,874,155 113,633,663
OPERATING EXPENSES: Purcha s ed power Sys tem opera ti ons Depreci a ti on a nd a morti za ti on Genera l a nd a dmi ni s tra ti ve Tota l opera ti ng expens es
60,910,535 19,259,245 9,745,331 6,708,374 96,623,485
OPERATING INCOME (LOSS)
11,726 2,397,146
78,109,884 12,676,303 17,532,479 270,631 2,385,420 1,170,211 3,885,881 116,030,809
2,209,014
60,910,535 20,719,994 10,493,596 6,708,374 98,832,499
17,010,178
188,132
17,198,310
NON-OPERATING REVENUES (EXPENSES) Interes t i ncome Interes t expens e Ga i n (l os s ) on di s pos a l of fi xed a s s ets Tota l non-opera ti ng revenues (expens es )
592,186 (4,833,957) (50,391) (4,292,162)
0 (180,791) (150,651) (331,442)
592,186 (5,014,748) (201,042) (4,623,604)
INCOME BEFORE CONTRIBUTIONS AND TRANSFERS
12,718,016
(143,310)
12,574,706
1,364,074
195,392
1,559,466
CAPITAL CONTRIBUTIONS TRANSFERS IN TRANSFERS OUT CHANGE IN NET ASSETS
1,460,749 748,265
265,000
265,000
(7,107,995)
(7,107,995)
7,239,095
52,082
7,291,177
TOTAL NET ASSETS- BEGINNING
208,925,299
10,706,799
219,632,098
TOTAL NET ASSETS- END
216,164,394
10,758,881
226,923,275
Note: Pres ented on a GAAP ba s i s
93
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2012 Bus i nes s -type Acti vi ti es - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Tota l s OPERATING REVENUES: El ectri c s a l es Wa ter s a l es Sewer cha rges Impa ct fees Stormwa ter cha rges Government gra nts Other us er cha rges Tota l opera ti ng revenues
1,311,616 4,421,186 113,931,536
OPERATING EXPENSES: Purcha s ed power Sys tem opera ti ons Depreci a ti on a nd a morti za ti on Genera l a nd a dmi ni s tra ti ve Tota l opera ti ng expens es
63,596,858 20,185,332 10,870,331 6,916,882 101,569,403
1,735,428
63,596,858 21,152,439 11,638,652 6,916,882 103,304,831
OPERATING INCOME (LOSS)
12,362,133
754,229
13,116,362
NON-OPERATING REVENUES (EXPENSES) Interes t i ncome Interes t expens e Ga i n (l os s ) on di s pos a l of fi xed a s s es Tota l non-opera ti ng revenues (expens es )
659,707 (5,148,101) 0 (4,488,394)
7,865 (159,207) 0 (151,342)
667,572 (5,307,308) 0 (4,639,736)
7,873,739
602,887
8,476,626
CAPITAL CONTRIBUTIONS
740,227
117,887
858,114
TRANSFERS IN
265,000
265,000
(6,156,070)
(6,156,070)
INCOME BEFORE CONTRIBUTIONS AND TRANSFERS
TRANSFERS OUT CHANGE IN NET ASSETS
77,338,391 12,899,237 17,536,668 424,438 2,479,424 10,233 2,489,657
967,107 768,321
77,338,391 12,899,237 17,536,668 424,438 2,479,424 1,311,616 4,431,419 116,421,193
2,722,896
720,774
3,443,670
TOTAL NET ASSETS- BEGINNING
216,164,394
10,758,881
226,923,275
TOTAL NET ASSETS- END
218,887,290
11,479,655
230,366,945
Note: Pres ented on a GAAP ba s i s
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
94
Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2013 - PROJECTED Bus i nes s -type Acti vi ti es - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Tota l s OPERATING REVENUES: El ectri c s a l es Wa ter s a l es Sewer cha rges Impa ct fees Stormwa ter cha rges Other us er cha rges
80,501,613 12,843,152 18,701,317 590,797 2,536,486
80,501,613 12,843,152 18,701,317 590,797 2,536,486
2,536,486
118,462,514
3,289,149
Tota l opera ti ng revenues
115,926,028
OPERATING EXPENSES: Purcha s ed power Sys tem opera ti ons Depreci a ti on a nd a morti za ti on Genera l a nd a dmi ni s tra ti ve Tota l opera ti ng expens es
74,140,704 20,625,039 11,000,000 7,538,257 113,304,000
3,289,149
2,157,528
74,140,704 21,977,567 11,805,000 7,538,257 115,461,528
2,622,028
378,958
3,000,986
244,227 (4,764,832)
0 (134,701)
(4,520,605)
(134,701)
244,227 (4,899,533) 0 (4,655,306)
(1,898,577)
244,257
(1,654,320)
CAPITAL CONTRIBUTIONS
400,000
0
400,000
TRANSFERS IN
265,000
265,000
TRANSFERS OUT
(6,362,172)
(6,362,172)
CHANGE IN NET ASSETS
(7,595,749)
244,257
(7,351,492)
TOTAL NET ASSETS- BEGINNING
218,887,290
11,479,655
230,366,945
TOTAL NET ASSETS- END
211,291,541
11,723,912
223,015,453
OPERATING INCOME (LOSS) NON-OPERATING REVENUES (EXPENSES) Interes t i ncome Interes t expens e Ga i n (l os s ) on di s pos a l of fi xed a s s es Tota l non-opera ti ng revenues (expens es ) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS
1,352,528 805,000
Note: Pres ented on a GAAP ba s i s
95
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA INCOME STATEMENT- BUDGET BASIS FOR THE YEAR ENDED JUNE 30, 2014 - PROJECTED Bus i nes s -type Activi ties - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Total s OPERATING REVENUES: El ectri c s a l es Wa ter s a l es Sewer cha rges Impa ct fees
90,408,669 13,363,106 19,480,476 550,000
Stormwa ter cha rges Other us er cha rges Total opera ting revenues
5,000,555 128,802,806
OPERATING EXPENSES: Purcha s ed power Sys tem opera tions Genera l a nd a dmi ni s tra tive Total opera ting expens es
74,127,833 28,990,072 7,325,423 110,443,328
OPERATING INCOME (LOSS) NON-OPERATING REVENUES (EXPENSES) Interes t i ncome Interes t expens e Pri nci pa l pa yments Total non-opera ting revenues (expens es ) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS TRANSFERS OUT NET INCOME
90,408,669 13,363,106 19,480,476 550,000 2,449,375
2,449,375
2,449,375
5,000,555 131,252,181
1,933,560
74,127,833 30,923,632 7,325,423 112,376,888
515,815
18,875,293
50,774 (5,203,833) (6,622,047) (11,775,106)
(126,054) (389,761) (515,815)
50,774 (5,329,887) (7,011,808) (12,290,921)
6,584,372
0
6,584,372
(6,584,372)
0
(6,584,372)
0
0
0
18,359,478
1,933,560
Note: Thi s s chedul e i s pres ented on a budget (ca s h) ba s i s a nd excl udes depreci a tion a nd a mortiza tion. Addi tiona l l y, whi l e the a ctua l GAAP fi na nci a l s tatements do not i ncl ude pri nci pa l pa yments , thi s s tatement i s pres ented us i ng a budget ba s i s whi ch i ncl udes pri nci pa l pa yments .
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
96
Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2014 - PROJECTED Bus i nes s -type Acti vi ti es - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Tota l s OPERATING REVENUES: El ectri c s a l es Wa ter s a l es Sewer cha rges Impa ct fees Stormwa ter cha rges Other us er cha rges Tota l opera ti ng revenues
5,000,555 128,802,806
OPERATING EXPENSES: Purcha s ed power Sys tem opera ti ons Depreci a ti on a nd a morti za ti on Genera l a nd a dmi ni s tra ti ve Tota l opera ti ng expens es
74,127,833 21,840,230 11,000,000 7,325,423 114,293,486
90,408,669 13,363,106 19,480,476 550,000 2,449,375 2,449,375
90,408,669 13,363,106 19,480,476 550,000 2,449,375 5,000,555 131,252,181
2,288,560
74,127,833 23,323,790 11,805,000 7,325,423 116,582,046
14,509,320
160,815
14,670,135
50,774 (5,000,000)
(126,054)
50,774 (5,126,054)
(4,949,226)
(126,054)
(5,075,280)
9,560,094
34,761
9,594,855
CAPITAL CONTRIBUTIONS
400,000
0
400,000
TRANSFERS IN
265,000
265,000
(6,584,372)
(6,584,372)
OPERATING INCOME (LOSS) NON-OPERATING REVENUES (EXPENSES) Interes t i ncome Interes t expens e Ga i n (l os s ) on di s pos a l of fi xed a s s es Tota l non-opera ti ng revenues (expens es ) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS
TRANSFERS OUT CHANGE IN NET ASSETS
1,483,560 805,000
3,640,722
34,761
3,675,483
TOTAL NET ASSETS- BEGINNING
211,291,541
11,723,912
223,015,453
TOTAL NET ASSETS- END
214,932,263
11,758,673
226,690,936
Note: Pres ented on a GAAP ba s i s
97
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA INCOME STATEMENT- BUDGET BASIS FOR THE YEAR ENDED JUNE 30, 2015 - PROJECTED
Bus i nes s -type Activi ties - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Total s OPERATING REVENUES: El ectri c s a l es Wa ter s a l es Sewer cha rges Impa ct fees Stormwa ter cha rges Other us er cha rges Total opera ting revenues
4,858,581 135,862,875
OPERATING EXPENSES: Purcha s ed power Sys tem opera tions Genera l a nd a dmi ni s tra tive Total opera ting expens es
80,344,396 29,329,652 7,380,466 117,054,514
OPERATING INCOME (LOSS) NON-OPERATING REVENUES (EXPENSES) Interes t i ncome Interes t expens e Pri nci pa l pa yments Total non-opera ting revenues (expens es ) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS TRANSFERS OUT NET INCOME
96,827,684 13,748,611 19,871,183 556,816 2,479,117 2,479,117
96,827,684 13,748,611 19,871,183 556,816 2,479,117 4,858,581 138,341,992
1,963,302
80,344,396 31,292,954 7,380,466 119,017,816
18,808,361
515,815
19,324,176
50,789 (5,276,248) (6,829,691) (12,055,150)
(117,210) (398,605) (515,815)
50,789 (5,393,458) (7,228,296) (12,570,965)
6,753,211
0
6,753,211
1,963,302
(6,753,211) 0
(6,753,211) 0
0
Note: Thi s s chedul e i s pres ented on a budget (ca s h) ba s i s a nd excl udes depreci a tion a nd a mortiza tion. Addi tiona l l y, whi l e the a ctua l GAAP fi na nci a l s tatements do not i ncl ude pri nci pa l pa yments , thi s
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
98
Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2015 - PROJECTED
Bus i nes s -type Acti vi ti es - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Tota l s OPERATING REVENUES: El ectri c s a l es Wa ter s a l es Sewer cha rges Impa ct fees Stormwa ter cha rges Other us er cha rges Tota l opera ti ng revenues
4,858,581 135,862,875
OPERATING EXPENSES: Purcha s ed power Sys tem opera ti ons Depreci a ti on a nd a morti za ti on Genera l a nd a dmi ni s tra ti ve Tota l opera ti ng expens es
80,344,396 23,103,281 11,000,000 7,380,466 121,828,143
96,827,684 13,748,611 19,871,183 556,816 2,479,117 2,479,117
96,827,684 13,748,611 19,871,183 556,816 2,479,117 4,858,581 138,341,992
2,322,628
80,344,396 24,620,909 11,805,000 7,380,466 124,150,771
14,034,732
156,489
14,191,221
50,789 (5,000,000)
(117,210)
(4,949,211)
(117,210)
50,789 (5,117,210) 0 (5,066,421)
9,085,521
39,279
9,124,800
CAPITAL CONTRIBUTIONS
400,000
0
400,000
TRANSFERS IN
265,000
265,000
(6,753,211)
(6,753,211)
OPERATING INCOME (LOSS) NON-OPERATING REVENUES (EXPENSES) Interes t i ncome Interes t expens e Ga i n (l os s ) on di s pos a l of fi xed a s s es Tota l non-opera ti ng revenues (expens es ) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS
TRANSFERS OUT CHANGE IN NET ASSETS
1,517,628 805,000
2,997,310
39,279
3,036,589
TOTAL NET ASSETS- BEGINNING
214,932,263
11,758,673
226,690,936
TOTAL NET ASSETS- END
217,929,573
11,797,952
229,727,525
Note: Pres ented on a GAAP ba s i s
99
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Performance Budgets: FY2013-2015 Strategic Plan Introduction
Rock Hill is a community where vision meets action. Our vision, led by Mayor and City Council, is informed by engaging citizens, the business community, and our many community partners. Our actions, carried out by City employees across various departments, engaged residents, and community and business partners all play a pivotal role in moving us from vision to reality. Success requires proper planning and appropriate action. By aligning resources with predetermined initiatives that are tied to a broader vision, the Strategic Plan assists us with using our limited resources deliberately and purposefully to accomplish meaningful goals that contribute to the overall quality of life in our community. The Strategic Plan is intended to serve as a road map which guides us from visions of having a safe, economically healthy community, for example, to the reality of having a community with low crime rates and good paying jobs. Developing the Plan The Strategic Plan is updated every three years. Although the appropriate term length for a strategic plan is debatable, we have found three years to be short enough to acknowledge that we live in an ever-changing world that requires occasional recalibration of goals and tasks but long enough to acknowledge that most goals require more than one year to be accomplished. Each update to our Strategic Plan begins with the administration of a citizens’ survey conducted by an independent third party in which Rock Hill residents are randomly selected to provide satisfaction ratings regarding the City’s delivery of a variety of services. Keeping with the City’s strengthened commitment to community engagement, in October 2011— for the first time in our strategic planning history— we held third party, independently led strategic planning focus group sessions compromised of randomly selected residents. Survey data, focus group feedback, and progress on the previous Strategic Plan’s goals were discussed with Mayor and City Council during the January 2012 strategic planning retreat. After several months of collaboration among the Mayor, City Council, and city staff, the Fiscal Year 2013 through 2015 Strategic Plan was finalized. This Strategic Plan will guide the City from July 1, 2012 through June 30, 2015. The Plan After reviewing the ideas and feedback provided during the strategic planning process, a clear recurring theme emerged: Rock Hill strives to be a city known for quality. A city known for providing quality services, having quality places, and being a quality community. The FY2013-2015 Strategic Plan has three focus areas: quality services, quality places, and quali-
From Vision:
Manchester Meadows Master Plan: After our success in the areas of tennis and softball/baseball, the City sought to expand our sports facilities. Manchester Meadows was designed to be a first-rate facility that could serve the needs of local residents and serve as a site for soccer
To Reality:
Since its 2006 construction, Manchester Meadows has captured the interest of park and soccer enthusiasts locally, regionally, and nationally. In summer 2012, Manchester Meadows will host the 2012 US Youth Soccer National Championships. In addition to Manchester Meadows, our velodrome, tennis complex, future BMX track, and many baseball fields, continue to reinforce our success as a leader in sports tourism. To learn more about our facilities visit: www.rockhillrocks.com.
ty community. City of Rock Hill, South Carolina—Fiscal Year 2014/2015
100
Performance Budgets: FY2013-2015 Strategic Plan We commit to provide quality services. We seek to offer quality places. We strive to be a quality community.
Quality Services: This focus area includes some of the most fundamental responsibilities we have as being the local provider for services such as fire, police, water, sewer, electricity, public works, economic development, customer service, and parks, recreation, and tourism. Quality Places: This focus area involves ensuring that the City offers quality development and places for businesses and community life to flourish. This includes having a vibrant downtown and managing transformative development projects within our community, such as Riverwalk and the Bleachery. Quality Community: This focus area addresses several quality of life initiatives such as supporting neighborhoods within our City, fostering a diverse and inclusive community, building public trust, and encouraging public engagement.
SERVICES Public Safety Economic Development Public Works Utilities Customer Service Parks, Recreation, Tourism
PLACES Old Town/Downtown Business Parks Cherry Road Galleria Area Saluda Street Transformative Projects: Riverwalk Downtown East Bleachery
COMMUNITY Quality of Life Neighborhoods Civic Engagement Public Information Planning & Development
Accomplishing the goals within these three focus areas will require hard work and addressing numerous activities in a variety of areas. Our Strategic Plan activities are predicated on three simple, yet fundamental stages of accomplishing a goal: planning, acting, and evaluating. Our formula for success is to Our award-winning Strategic Plan has enhanced our organiplan properly, act appropriately, and evaluate continuously. zation’s transparency and accountability.
101
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets: FY2013-2015 Strategic Plan Plan properly – Planning activities relate to our ability to plan for the future. Planning activities often precede any action and may involve researching best practices, meeting with partners or conducting master planning for infrastructure improvements. While these activities may seem trivial, they are important because they prepare the foundation for future success. Act appropriately – Action activities relate to our ability to meet desired achievement and service levels and often involve implementing elements from the planning phase. Examples of action activities are meeting police response time goals or revising incentives to enhance business recruitment efforts. Action activities are important because they have tremendous impact on whether we will have successful outcomes. Evaluate continuously – Evaluation activities relate to the effectiveness of both our planning and our actions. Are we seeing a reduction in crime? Do citizens feel safe after dark? Have our marketing efforts successfully recruited new businesses? Evaluation measures are important because
A unique feature of Rock Hill’s Strategic Plan is the inclusion of defined performance targets which provides us with the opportunity to measure our progress on accomplishing our goals and ultimately our vision.
Are We There Yet? When using a road map, it is important to be able to recognize when you have arrived at your desired destination; the same can be said for strategic planning. One of the most distinctive features of our Strategic Plan is its inclusion of performance targets. Our Strategic Plan goes beyond aspiring for robust economic development and safe neighborhoods; Rock Hill’s Strategic Plan clearly states how success will be defined. Whether the goal is to add 500 new jobs in three years or to reduce violent crime in our downtown area by two percent annually, the standards by which the City will be judged are explicitly stated in the Strategic Plan. Because our performance targets are set with appropriate rigor, perfection is not expected; however, ensuring appropriate progress towards accomplishing our vision and communicating that progress to our stakeholders is important – as it supports our commitment to transparency and accountability. Join Us on Our Journey We encourage you to follow our progress as we address the tasks and goals included in the FY2013-2015 Strategic Plan. Each year the City publishes mid-year and year-end progress reports that quantify our progress at meeting the performance targets included in the Strategic Plan. Using both quantifiable data and narrative information, these reports provide meaningful information on both successes and challenges. To complement the semi-annual progress reports, the City has a Performance Dashboard which provides monthly progress updates on many of the goals included in the Strategic Plan. Progress reports and the Performance Dashboard are available on the City’s website – cityofrockhill.com/transparency.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Our progress reports and performance dashboard provide official updates on the City’s progress at addressing the performance targets outlined in the Strategic Plan.
102
Performance Budgets: FY2013-2015 Strategic Plan Award-winning Quality Services Our services have received numerous awards and recognitions throughout the years. A few of these include:
The Electric Division received the RP3 Platinum Award from the American Public Power Association for being a reliable public power provider (2009/2010, 2011/2012).
The Rock Hill Police Department was named a Flagship Agency by The Commission on Accreditation for Law Enforcement Agencies (CALEA) for continually demonstrating excellence in commitment to the CALEA accreditation process (2009).
The Parks, Recreation and Tourism Department was named Agency of the Year (population over 50,000) by the South Carolina Recreation & Parks Association (2010).
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City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Performance Budgets: FY2013-2015 Strategic Plan Quality Services Engaging Our Community: Citizen Survey Responses & Focus Group Feedback
Many of our most fundamental responsibilities to our community are included in the Quality Services focus area. A few of these responsibilities include police, fire, public works, electric, water, sewer, and customer service. Goals
1. 2. 3. 4. 5.
Provide high quality public safety and judicial services Provide high quality public works and stormwater services Provide high quality parks, recreation, and tourism services Provide high quality electric, water, and sewer services Ensure exceptional customer service and proactive communication through accessible, responsive, and knowledgeable employees 6. Provide high quality economic development services
♦♦♦ Quality of Police Services percent rated excellent/good
100 80 60 40 20 0
2003
Efficient and Effective Services Rock Hill is committed to using our financial and personnel resources in a manner that allows us to deliver services in an efficient manner. Our strategic plan includes several measures that monitor our staffing levels and compare them to other jurisdictions. Additionally, there are several measures that evaluate our ability to accomplish outcome goals such as reduction in crime and the creation of jobs.
2005
2008
2011
♦♦♦
Quality of Fire Services percent rated excellent/good
100 80
Affordable Services Ensuring that we provide affordable services is very much a part of providing quality services. Each year the City conducts a rate comparison survey in which we compare our rates to other communities in our county, region, and state. The rate comparison findings are
60 40 20 0 2003
2005
2008
2011
♦♦♦ “The guys who pick up our trash do a pretty good job where I live, and if they miss your trash, you can even call them and they’ll even come back around.” -focus group participant
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
104
Performance Budgets: FY2013-2015 Strategic Plan Quality Services Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
GOAL: PROVIDE HIGH QUALITY PUBLIC SAFETY & JUDICIAL SERVICES POLICE SERVICES Evaluate the efficiency and effectiveness of police services as it relates to reducing crime and increasing the community’s perception of safety Explore methods to improve response times Explore methods to increase visibility in neighborhoods/patrol zones
By 6/30/2013 By 1/1/2014
Respond to Priority One calls
70% within 5 minutes 2% per year
Reduce citywide property crime per 1,000 residents from three year trend Maintain or reduce citywide violent crime per 1,000 residents from three year trend Continue to increase the percentage of residents who feel very or somewhat safe from violent crimes by three percentage points
Maintain or reduce citywide violent crime 68%
63% Continue to increase the percentage of residents who feel very or somewhat safe from property crimes by three percentage points Enhance the communication and delivery of police community outreach programs which will provide citizens the opportunity to interact with police employees and learn about current police initiatives and performance Hold Open House Inform the community about crime reduction and crime prevention activities Attend community and neighborhood meetings and events
Biennially Create deliverable by 6/30/2013 75 per year
Community events and neighborhood meetings provide valuable opportunities for public safety employees and residents to interact. “I think the police should come out to the communities...not just patrolling, but actually just talking to people.” -focus group participant
Police Open House event 105
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets: FY2013-2015 Strategic Plan Quality Services Tasks (in bold) and Performance Target
Plan
Act
Evaluate
Target
Implement practices and strategies that contribute positively to the delivery of police services Address space demands at the Law Center Evaluate progress of Police workforce diversity/minority recruitment
Begin construction by 1/1/2013 By 6/30 each year
FIRE SERVICES Evaluate the efficiency and effectiveness of fire services and the community’s satisfaction with fire services Respond to top priority fire suppression calls Respond to top priority medical emergency calls Percent of fires contained to the room of origin Maintain percentage of residents rating fire prevention and education as excellent or good Maintain the percentage of residents rating fire services as excellent or good
90% within 5 minutes 90% within 5 minutes 62% 77% 95%
Provide community outreach programs which will provide citizens the opportunity to interact with fire employees and increase fire safety awareness in the community Provide fire safety education programs to elementary school students Reach 4,000 students per year Develop a fire safety program/initiative that targets adults By 6/30/2013 Attend community events and neighborhood meetings
4 per year
Implement practices and strategies that contribute positively to the delivery of fire services Increase the number of personnel with paramedic certifications
2 per year
Fire personnel maintaining required federal and state certifications in special operations Evaluate progress of Fire workforce diversity/minority recruitment
100% By 6/30 each year
JUDICIAL SERVICES Efficiently manage the Solicitor’s Office caseload Dispose of jury trials efficiently
50% within 120 days
Efficiently manage Municipal Court’s caseload Number of cases disposed of, and under conditional disposition, exceed the number of cases filed
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Disposed/ Conditional exceed cases filed
106
Performance Budgets: FY2013-2015 Strategic Plan Quality Services Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
GOAL: PROVIDE HIGH QUALITY PUBLIC WORKS AND STORMWATER SERVICES PUBLIC WORKS Evaluate current services/programs and communicate program features to customers Develop initiatives to increase participation level in YardCart Program
By 10/1/2012
Evaluate YardCart program participation level
By 9/1 each year
By 1/1/2014 Create an interactive map for the City’s website that displays street cleaning sweeping routes and schedules Create an interactive application that allows citizens to check road ratings By 6/1/2014 and learn about various road paving solutions Evaluate the efficiency of service delivery and explore opportunities for maximizing economies of scale Remain below median cost for operating and maintenance expenditures 25% below for refuse collections per ton of refuse collected Explore opportunities to appeal to additional commercial customers By 1/1/2014 Evaluate sidewalk and street infrastructure and address concerns in a methodical manner Annually conduct an inventory and conditions assessment of City sidewalks/streets Replace damaged sidewalk annually
By 6/30 each year At least 2,500 feet annually 30 ramps per year
Upgrade intersection ramps to comply with ADA requirements Upgrade street signage to comply with state/federal street signage regulation changes
600 signs per year
Citizen Survey: Rating of Street Repair 2011 2008 2005 2003 0
20
40
60
80
100
Percent excellent or good
“Some of the roads around here—they’ve come a long way in 35 years, but some of them could still come a long way.” -focus group participant From July 2009 through July 2012, the Public Works Department replaced over 11,700 feet of damaged sidewalk using existing financial and personnel resources. 107
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets: FY2013-2015 Strategic Plan Quality Services Tasks (in bold) and Performance Target
Plan
Act
Evaluate current funding and explore alternative funding for providing public services Increase organizational knowledge regarding road funding in South Carolina Finish C-Fund report
Evaluate
Target
By 1/1/2013 By 1/1/2013
Develop strategies for dealing with state roads, stormwater, and sidewalks in neighborhoods
By 7/1/2014
Increase resurfacing/street paving funding in the City’s General Fund
$50,000 increase each fiscal year By 1/1/2014
Seek changes in how C-funds are allocated Seek legislation change that would allow local governments the flexibility to address citizen complaints regarding state roads without local governments being required to assume future responsibility for the road Address the stormwater master plan Develop a phased implementation action plan to address the stormwater master plan
By 7/1/2014
By 6/30/2013
GOAL: PROVIDE HIGH QUALITY PARKS, RECREATION, AND TOURISM SERVICES Evaluate park operations, enhancements, and efficiencies Provide cross-training to parks personnel for maintenance and operation duties Provide cross-training to recreation personnel for recreation programming duties Provide web-based facility rental to customers
By 7/1/2013
Provide web-based program registration to customers for all PRT programs
By 11/1/2014
By 7/1/2013 By 11/1/2014
Examine the most appropriate uses of existing parks, recreation, and tourism infrastructure and resources to meet current demand levels Provide Public Parks and Recreation Commission and the City’s Office of By 7/1/2013 Management & Budget with a report detailing usage levels and usage trends at all recreation centers and neighborhood parks Based on data from usage report, provide recommendations for repurposBy 1/1/2014 ing facilities as appropriate Conduct a community dog park focus group and make recommendations to the Public Parks and Recreation Commission
By 1/1/2013
Evaluate program offerings using cost-to-serve methodology and complete annual assessments for determining future program directions
By 6/1 annually
Continue services and activities that enhance our sports tourism efforts Meet with the Rock Hill Sports Marketing Alliance regularly
Quarterly
Identify potential Sports Commission members and hold a first meeting
By 6/1/2013
Work with local, state, and national organizations to host quality sports tourism events at Manchester Meadows, Rock Hill Tennis Center, Cherry Park/Hargett Park/Terry Complex and Giordana Velodrome
Host 4 regional, state, or national events
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
108
Performance Budgets: FY2013-2015 Strategic Plan Quality Services Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
Evaluate sports tourism’s economic impact Evaluate sports tourism’s financial impact annually (calendar year)
$ financial impact
Evaluate the number of hotel nights created as a result of sports tourism activities
Number of hotel nights
Build awareness and enhance the City’s nature based tourism efforts Host tourism events at Glencairn Garden
At least 4 events annually
GOAL: PROVIDE HIGH QUALITY ELECTRIC, WATER, AND SEWER SERVICES Evaluate electric operations to ensure operational efficiency and customer service are maximized Identify high traffic areas that require adjustments to traffic signal synchronization
By 6/1/2014
Begin tracking system average interruption duration index (SAIDI), customer average interruption duration index (CAIDI), and average system availability index (ASAI) to develop benchmarks for improving overall system operation Implement Outage Management System
By 6/1/2013
Identify the five worst power outage areas inside the City limits and develop plans to improve reliability through operational and capital improvements
By 6/1/2015
By 1/1/2013
Sports Tourism Economic Impact $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0
By Year Cumulative
2009
2010
2011
Giordana Velodrome—Rock Hill’s newest sports facility 109
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets: FY2013-2015 Strategic Plan Quality Services Tasks (in bold) and Performance Target
Plan
Act
Evaluate
Target
Evaluate the efficiency and effectiveness of water operations Comply with EPA and DHEC drinking water standards
100%
Remain above the American Water Works Association (AWWA) median for the amount of water delivered per employee
Above median
Evaluate the efficiency and effectiveness of wastewater operations Comply with EPA and DHEC wastewater treatment standards Remain above the median for the amount of wastewater processed per employee Address the electric system’s maintenance and expansion needs Complete electric capital projects according to the Capital Improvement Plan (CIP) schedule Evaluate trim cycle per substation/circuit Examine how rate structure/electrical system could be leveraged to attract new customers and industries
100% Above median
90% of CIP projects completed during scheduled fiscal year Attain industry standard cycle By 6/30/2014
Address the water system’s maintenance and expansion needs Complete water capital projects according to the Capital Improvement Plan (CIP) schedule Complete wholesale contract negotiations
90% of CIP projects completed during scheduled fiscal year By 1/1/2013
Address the wastewater system’s maintenance and expansion needs Complete wastewater capital projects according to the Capital Improvement Plan (CIP) schedule
90% of CIP projects completed during scheduled fiscal year
GOAL: ENSURE EXCEPTIONAL CUSTOMER SERVICE AND PROACTIVE COMMUNICATION THROUGH ACCESSIBLE, RESPONSIVE, AND KNOWLEDGEABLE EMPLOYEES Implement strategies that inform customers about specific public projects and initiatives, such as service interruptions, road work, utilities work, and zoning changes Develop door knockers that front-line employees can use to notify customers of planned service interruptions
By 1/1/2013
Develop a communication checklist to assist with informing affected parties
By 1/1/2013
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
110
Performance Budgets: FY2013-2015 Strategic Plan Quality Services Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
Evaluate and implement features/practices that will enhance customer service accessibility Monitor the Call Center’s average call wait time
Average call time 3 minutes or less 90 calls per day per full time agent 10% increase in online service request activity per fiscal year By 1/1/2015
Ensure Call Center operates efficiently; monitor the average calls per day per full time agent Expand and encourage the use of online service requests module via City website for customers and employees
Establish process to provide customized electronic notifications via email, text, and phone based on customer selection Expand customer access to online services by equipping City facilities with At least 2 new technology points, such as kiosks or open computer terminals technology points Explore creation of mobile smart phone application for customers to subBy 1/1/2014 mit service requests Provide comprehensive employee training and education regarding the importance of customer service and customerfocused communication in our organizational culture Provide customer service training to new employees 100% of new hires Develop and implement employee training on the Good Neighbor Values campaign
By 1/1/2013
Citizen Survey: City Employees
otlight: Service Sp r e Center m to s u C has a Call l il H k c o R ts who City of rvice agen se r While the e m o st Rock four cu each year, s ll a staffed by c 0 0 h qualier 120,0 viding hig ro p handle ov t a th s ry city believe job of eve e Hill firmly th is e er serer servic es custom id v ty custom ro p y . The Cit ar. employee out the ye g through in in a tr e vic
2003
2005
2008
2011 84% 72%
Overall impression
64% 71% 81% 74%
Courtesy
68% 71% 84% 66%
Responsiveness
63% 71% 87% 73%
Knowledge
77% 75% 0%
50%
100%
Percent “excellent” or “good” 111
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets: FY2013-2015 Strategic Plan Quality Services Tasks (in bold) and Performance Target
Plan
Act
Evaluate
Target
GOAL: PROVIDE HIGH QUALITY ECONOMIC DEVELOPMENT SERVICES Market Rock Hill as a preferred location for business growth Complete a redesign of the www.RockHillUSA.com website that will provide prospects a fully interactive experience in evaluating locations Hold marketing events for area brokers
By 1/1/2014 2 events/3 meetings per year
Promote a business-friendly environment that supports business growth and recruitment Prepare a competitiveness analysis each year Host meetings with developers and small business owners to solicit advice on how the City can support their efforts Re-recruit existing businesses by meeting with local business Meet with the owners of Antrim regularly to discuss business recruitment Support the creation of full time jobs in the City’s business parks Solicit and support new business investments in the City
By 6/30 each fiscal year 2 meetings each year 2 meetings per month Meet quarterly 500 new jobs in 3 years $50 million in new investment
Support RHEDC as a key economic development leadership and investment organization Provide staff support to the RHEDC board and all RHEDC Committees
40 meetings per year
Create an economic development investment fund as a joint effort of the City and RHEDC Support and manage RHEDC investments
By 1/1/2013 2 investment projects by 6/30/2015
Develop strategies to improve Rock Hill’s position in Columbia and the Charlotte region Strengthen relationship with the SC Department of Commerce
Encourage local leaders to seek positions with state-wide organizations that influence economic development
Facilitate the City’s membership in New Carolina by identifying local leadership to participate in planning activities with New Carolina Explore possible relationships with South Carolina’s research universities to support economic development efforts in Rock Hill
Participate in Charlotte Regional Partnership activities
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
2 staff visits to Columbia/2 events in Rock Hill per year 3 local leaders represented on state-wide organizations by 6/30/2015 Representation on 2 cluster task force groups by 6/30/2015 Contact economic development official at each of the 3 research universities by 1/1/14 Attend 6 meetings per year; host 1 meeting in Rock Hill 112
Performance Budgets: FY2013-2015 Strategic Plan Award-winning Quality Places Our quality places, and the events that take place at these venues, have received numerous awards and recognitions throughout the years. A few of these include:
Our vibrant downtown sets the stage for the annual ChristmasVille event– which turns downtown Rock Hill into a charming, picturesque holiday village and outdoor art festival. ChristmasVille was named South Carolina Event of the Year by the South Carolina Festival and Events Association (2008, 2009, 2010, 2011).
The Cotton Factory was named the Best Commercial/Retail/Non-residential Historic Rehabilitation Project by the National Housing and Rehabilitation Association (2009).
Glencairn Garden was named Attraction of the Year by the Olde English District Commission (2010).
113
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets: FY2013-2015 Strategic Plan Quality Places An important part of fostering our community’s success is to ensure that we have quality areas, business parks, and overall development to offer residents, visitors, and potential businesses. Currently the City and many of its community and business partners are undertaking transformative development projects within our community, such as Riverwalk, Downtown East, and the Bleachery. Goals
1. Create a vibrant Old Town 2. Provide support for major development projects throughout the community 3. Contribute to the success of the community’s business parks
Engaging Our Community: Citizen Survey Responses & Focus Group Feedback ♦♦♦ Support Center City/Old Town Redevelopment Efforts percent strongly/somewhat support 100 80 60 40 20
Transformative Vision and Projects Thanks to visionary civic, business, political, and administrative leaders, a variety of exciting projects are unfolding in our community. Old Town—The City continues to promote and market the Old Town area as a key component to the City’s continued success. Old Town serves as host to many of the City’s cultural and social events.
0 2008
2011
♦♦♦ “I think if you develop Old Town, I think it’s something that the entire community can enjoy, and it might be something that can bring the entire community together” -focus group participant ♦♦♦
Old Town Amphitheater crowd at the Charlie Daniels concert.
Riverwalk— Riverwalk is a multi-phased, mixed-use development that will boast an unparalleled collection of amenities, including the 3-mile Piedmont Medical Center Trail, that is part of the greater Carolina Thread Trail system, and the Giordana Velodrome at the Rock Hill Outdoor Center. To learn more about Riverwalk, visit www.riverwalkcarolinas.com.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
“If they can turn the Bleachery into part of downtown and expand, then the more you make a center city or an epicenter in the community or kind of like the place where everybody can come together and –I think once you create that, that’ll help... if you’ve got one central community, a center place…” -focus group participant ♦♦♦ “Riverwalk, that appeals to a lot of nature people, people who like to go hiking, canoeing and kayaking —it’s diverse.” -focus group participant
114
Performance Budgets: FY2013-2015 Strategic Plan Quality Places Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
GOAL: CREATE A VIBRANT OLD TOWN Promote Old Town as a vibrant business area in Rock Hill through effective marketing, meeting with the business community, and implementing the Old Town Jobs Strategy Provide City Management recommendations on establishing special proBy 7/1/2014 grams/facilities for business growth such as incubators, innovation center, etc. By 6/30/2013 Expand the www.RockHillBleachery.com website as the key business/jobs marketing platform for all of Old Town Create a marketing/branding plan for Old Town as a place for business By 1/1/2014 Develop/implement strategies for small businesses to own real estate efforts in Old Town Support the Rock Hill School District in its interest in relocating administrative offices to Old Town Meet with downtown small business owners both individually and collectively to gather specific needs and list partners that can assist them with expansion Produce a development plan for the Lowenstein Building Organize meetings with the Old Town Leadership Group and facilitate economic development initiatives within group to support Old Town and other key business initiatives Recommend/implement policies and incentives as part of the Old Town Jobs Strategy Number of new and existing Old Town businesses receiving incentives
By 1/1/2014 Respond to 100% of RHSD inquiries regarding relocating Meet with at least 15 business owners each fiscal year By 7/1/2013 Attend 100% of meetings By 6/30/2013 # receiving incentives
Attract new housing to Old town Create a redevelopment strategy for Textile Corridor neighborhoods
By 6/30/2014
Attract and support residential construction in Old Town
40 new residential units by 6/30/2015
Engage the community in Old Town planning and design activities Conduct focus groups of downtown residents, businesses, and other community stakeholders to discuss their perceptions, vision, and thoughts of Downtown Create a special citizen task force to: identify spaces and structure/uses that detract from the visual and functional aspects of Old Town, identify improvements to the physical environment o downtown that may improve safety, and identify and recommend opportunities to create special places in downtown to exhibit art, provide gathering places, etc. Evaluate crime and the perception of safety in the Downtown area Maintain/reduce Downtown violent crime per capita from three year trend Maintain the percentage of citizens who feel safe in the downtown area during the day Increase the percentage of citizens who feel safe in the downtown area after dark by three percentage points over the next three years 115
2 focus groups
By 6/30/2015
Maintain/reduce crime per capita 87% 54%
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Performance Budgets: FY2013-2015 Strategic Plan Quality Places Tasks (in bold) and Performance Target
Plan
Act
Evaluate
Target
Organize, manage, market, and support Old Town events Work with Rock Hill School District and Winthrop University to host downtown events targeted at attracting high school and college students Monitor OnlyinOldtown.com website traffic Build marketing partnerships with Comporium, the Arts Council, and others to support Old Town businesses and events Design and construct infrastructure projects to enhance Old Town’s vibrancy and economic growth
3 events Number of visits per fiscal year By 7/1/2014
Make recommendations regarding the next phase of Old Town Amphitheater improvements Ensure that the Old Town Market is operational
By 1/1/2015
Make progress on railroad sidetrack extension project
Complete phase 1 by 6/30/2014 Phase 2 ready for construction by 6/30/15 Issue RFQ by 1/1/2013 By 1/1/2013
Solicit developer(s) to partner with the City and other Old Town stakeholders to plan for and attract new investment to Old Town Report results of the Streetcar Master Plan and identify next steps
By 1/1/2013
OnlyinOldtown.com is the official guide to all things happening in the Old Town area.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
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Performance Budgets: FY2013-2015 Strategic Plan Quality Places Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
Complete White Street improvements
Phase 1 by 1/1/2014 Phase 2 by 1/1/2015
Complete Downtown East Park and streetscapes
By 1/1/2015
Complete Oakland Avenue streetscapes
By 1/1/2015
Complete the Woolworth Walkway
By 1/1/2015
Complete environmental assessment and cleanup projects in Old Town Complete the Arcade Mill Voluntary Cleanup Contract
By 1/1/2013
Complete the Annex Voluntary Cleanup Contract
By 1/1/2015
Implement action steps identified in the College Town Action Plan Initiate a targeted pro-active code enforcement program in neighborhoods surrounding Winthrop University’s campus Begin implementation of College Town Area Bike/Pedestrian Plan
By 1/1/2013
Work with Winthrop to develop marketing materials to attract college oriented restaurants and businesses to available or planned space
By 1/1/2014
By 1/1/2013
GOAL: PROVIDE SUPPORT FOR MAJOR DEVELOPMENT PROJECTS THROUGHOUT THE COMMUNITY Continue to encourage development of the Bleachery site Complete all cleanup related projects at the Bleachery site
By 7/1/2014
Develop a conceptual infrastructure plan for the Bleachery site
By 1/1/2013
Support the Riverwalk development Complete The Greens, public open space, at the Rock Hill Outdoor Center
By 8/1/2013
Complete construction of BMX Supercross facility
By 10/31/2012
Complete construction of the canoe/kayak launch at the Rock Hill Outdoor Center Complete design phase and begin layout of mountain bike trails at the Rock Hill Outdoor Center Work with York County, the Carolina Thread Trail, and Norfolk Southern Railroad to develop plans for connecting the Rock Hill Outdoor Center Trail with the River Park Trail Support private development in the Galleria/Manchester area Build missing segments of the pedestrian system to serve the Galleria area Support SC DOT’s efforts in completing the Exit 79 southbound ramp improvements, completion of streetscape, and pedestrian improvements Regularly discuss development opportunities with owners/developers
117
By 7/1/2013 By 10/31/2012 By 7/1/2014
$25,000 in improvements per year City design goals met Twice per year
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets: FY2013-2015 Strategic Plan Quality Places Tasks (in bold) and Performance Target
Plan
Act
Evaluate
Target
Support private development on Saluda Street and at South Gate Regularly discuss status of the South Gate project with developer
Once per quarter
Support private development along Cherry Road Corridor Complete three subarea plans for Cherry Road
By 1/1/2014
Provide support to complete all infrastructure improvements related to the Ross Store project Manage state grants for infrastructure projects Complete the relocation of Paddock Parkway
100% grant compliance By 6/30/2015
GOAL: CONTRIBUTE TO THE SUCCESS OF THE COMMUNITY’S BUSINESS PARKS Support, assist, and encourage development in publicly and privately owned business parks Solicit and support development in business parks over the next three years Encourage the development of spec buildings over the next three years Seek to pre-grade sites at Waterford and/or TechPark for new business investment Develop a working group to identify and plan a new publicly-owned business park site Support the development of infrastructure to serve Riverwalk Business Park Communicate frequently with owners of private business parks
$200 million in investment at least 1 new spec building At least 1 pregraded site By 7/1/2013 Respond to opportunities presented by developer 6 contacts per month
The Antrim Business Park and the future Riverwalk Business Park are just two of the many business parks located in Rock Hill. To learn more about the various business parks in our community visit http://www.rockhillusa.com. City of Rock Hill, South Carolina—Fiscal Year 2014/2015
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Performance Budgets: FY2013-2015 Strategic Plan Award-winning Quality Community Our community’s quality of life has received numerous awards and recognitions throughout the years. A few of these include:
Rock Hill was featured as the Best Place to Raise Kids in South Carolina by Businessweek Magazine (2009, 2010).
Rock Hill was named one of the 100 Best Communities for Young People by the America’s Promise Alliance (2006, 2008, 2010, 2011).
Rock Hill was designated a Playful City USA Community by KaBOOM (2010, 2012).
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City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets: FY2013-2015 Strategic Plan Quality Community There are many initiatives that the City undertakes and supports in efforts to enhance the quality of life within our community. These initiatives are wide ranging including: supporting our many neighborhoods, providing comprehensive planning that ensures housing and transportation needs are met, fostering a diverse and inclusive community, building public trust, and encouraging public engagement. Goals
1. Strengthen neighborhoods through partnerships that promote 2. 3. 4. 5. 6.
community, identity, and livability Evaluate and implement the City’s comprehensive planning and zoning initiatives to ensure quality development throughout the community Provide for a coordinated transportation system that supports the City’s growth goals Offer a variety of opportunities to engage citizens and build public trust Cultivate partnerships that encourage a wide range of cultural, recreational, and educational opportunities for all ages Develop and implement strategies to reinforce a sense of community and strengthen civic pride among the citizens of Rock Hill
Engaging Our Community: Citizen Survey Responses & Focus Group Feedback ♦♦♦ Overall Quality of Life in Rock Hill percent rated excellent/good 100 80 60 40 20 0 2003
2005
2008
2011
♦♦♦ Sense of Community in Rock Hill percent rated excellent/good 100
Comprehensive Planning In November 2010, the City of Rock Hill adopted the Vision 2020 Comprehensive Plan following an extensive 30-month public planning process. The Comprehensive Plan serves as a guide to community decision making regarding growth and development, public facility investments, and regulation of land uses. Its intent is to ensure that in the future, Rock Hill develops and grows in ways that enhance the community's economic vitality and overall quality of life for residents, stakeholders, and visitors. Several of the Comprehensive Plan’s phased recommended action steps are included in the Strategic Plan.
80 60 40 20 0 2003
2005
2008
2011
♦♦♦ “You know, it’s just a local, clean community. Part of the reason my wife and I moved down here three years ago was because we really like the place, we like the people. It’s just a nice, fun community. We’re going to live the rest of our lives here, and hopefully, it’ll be a long one. This is where we wanted to be.” -focus group participant
Community meetings - Comprehensive Plan development
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Performance Budgets: FY2013-2015 Strategic Plan Quality Community Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
GOAL: STRENGTHEN NEIGHBORHOODS THROUGH PARTNERSHIPS THAT PROMOTE COMMUNITY, IDENTITY, AND LIVABILITY Examine the strengths and weaknesses of the local housing market and its impact on neighborhoods and new development Track the number of foreclosures in the community By 12/31 annually Refer qualifying homeowners to the South Carolina Homeownership and Employment Lending Program’s anti-foreclosure program Examine and support affordable housing opportunities within the community
Refer 10 homeowners
Explore funding sources for possible expansion into rental housing for seniors Engage neighborhoods to promote community building
By 7/1/2013
Increase the number of neighborhood associations and/or reengage inactive neighborhood associations
Encourage neighborhood participation in National Night Out
Add 2 new associations/reengage inactive associations annually Add 2 new neighborhoods to the event annually
Implement practices that contribute to neighborhoods throughout the City being well maintained Code Enforcement — average number of calendar days from case initiation to voluntary compliance Code Enforcement — rate of voluntary compliance Review demolition practices
At or below median days (ICMA) At or above median rate (ICMA) By 7/1/2013
Examine rental housing standards
By 7/1/2014
Expand PACE (Pro-active Code Enforcement) project to neighborhoods outside the Urban Core area
1 PACE project outside Urban Core each fiscal year
Continue to work with targeted neighborhoods within the City Weed & Seed Neighborhoods
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Secure funding to continue the Weed & Seed initiative
By 8/1/2012
Add two new contiguous neighborhoods (the Triangle and the Saluda Corridor) to the Weed & Seed Initiative
By 1/1/2013
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets: FY2013-2015 Strategic Plan Quality Community Tasks (in bold) and Performance Target
Plan
Act
Evaluate
Target
Facilitate the establishment of a new Weed & Seed Board
By 3/1/2013
Meet with Weed & Seed neighborhoods regularly
11 times per fiscal year 5 homes per fiscal year 1 PACE project per fiscal year
Paint homes within the Weed & Seed neighborhoods through Rolling in Rock Hill Perform PACE (Pro-active Code Enforcement) project in Weed & Seed neighborhoods Saluda Corridor Neighborhood Association Provide meeting space for the association and attend monthly meetings to provide support as needed Neighborhood Inspections will direct focus on Saluda Street one week per month
10 meetings per fiscal year 12 times per fiscal year
Hagins-Fewell Neighborhood Construct/redevelop homes in Hagins–Fewell Improve the Harden/Finley Road/Sidney Street entrance into the new development located in the Hagins-Fewell neighborhood
1 home per fiscal year By 6/30/2013
Continue Old Town neighborhood enhancement initiatives Provide owner occupied rehabilitations within Old Town neighborhoods
25 per year
Continue the Old Town Pride Project with random inspections of urban core rental and owner occupied properties
10% of rental 800 owner homes each year
Weed & Seed Neighborhood Clean-up Event The Weed and Seed program reflects a comprehensive approach to community revitalization through the use of coordinated crime reduction activities combined with a mix of social, economic, and housing improvement programs in targeted neighborhoods. Rock Hill Police Department assists with “weeding” out crime in the neighborhoods and a host of other departments led by Housing and Neighborhood Services assist with “seeding” positive initiatives into the neighborhoods. The community plays a pivotal role by partnering with the City to assist with both weeding and seeding activities. City of Rock Hill, South Carolina—Fiscal Year 2014/2015
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Performance Budgets: FY2013-2015 Strategic Plan Quality Community Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
GOAL: EVALUATE AND IMPLEMENT THE CITY’S COMPREHENSIVE PLANNING AND ZONING INITIATIVES TO ENSURE QUALITY DEVELOPMENT THROUGHOUT THE COMMUNITY Examine current development policies and practices Evaluate the long term impact of code amendments made in response to economic conditions Provide City Council with policies to assist with meeting housing needs and fulfilling goals for new housing development
By 7/1/2013 By 7/1/2014
Implement Comprehensive Plan growth policies as they affect the three major goals of infill, neighborhood design, and connectivity Implement development regulation changes and incentives By 7/1/2014 Adopt redevelopment plan and mixed use center plans identified in the Comprehensive Plan
By 1/1/2014
Propose an updated annexation policy to City Council
By 3/30/2013
GOAL: PROVIDE FOR A COORDINATED TRANSPORTATION SYSTEM THAT SUPPORTS THE CITY’S GROWTH GOALS Ensure there are opportunities for alternative transportation modes within our community Analyze existing transit programs to determine if there are indicators supporting expansion
By 7/1/2014
Evaluate participation/ridership level in transit programs
Maintain or increase ridership
Coordinate land use and transportation planning and continue collaboration through RFATS and other regional efforts Complete the Catawba River Crossing Study
By 7/1/2012
Complete the RFATS Long Range Plan Update
By 7/1/2013
GOAL: OFFER A VARIETY OF OPPORTUNITIES TO ENGAGE CITIZENS AND BUILD PUBLIC TRUST Expand and promote opportunities to educate citizens about city services and operations Use the utility connection process as an opportunity to welcome newcomers Continue to host Operations Center Open House
Develop a comprehensive welcome packet Biennially
Promote and encourage civic engagement Explore ways to engage residents who commute to North Carolina for employment Promote and grow Open City Hall as a venue for citizen involvement
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By 4/1/2013 One active topic per quarter; increase participation by 20% annually
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets: FY2013-2015 Strategic Plan Quality Community Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
Explore and implement new uses of social media to provide opportunities to educate, engage, and interact with the public Explore various mediums for which to advertise boards and commissions’ vacancies in an effort to increase participation Monitor the average vacancy age for boards and commissions’ openings
Implement 2 new uses of social media By 1/1/2013
Develop a follow-up initiative for graduates of Inside Rock Hill
By 1/1/2013
Average vacancy age
Enhance current communication methods to more effectively provide information to a diverse audience Create a variety of audio/video production formats suitable for assorted Create 3 new series messages, audiences, and venues by 6/30/2015 Identify and implement website access portals targeted to specific citizen By 7/1/2013 audiences, such as portals for newcomers and students Utilize printed publications, such as brochures, flyers and advertisements, 6 newsletters annualas a source to communicate city information ly Seek opportunities to enhance public trust by sharing information in an accessible, convenient manner Identify website enhancements to better highlight accessibility of information including dashboards, financial records, and public meeting information
Implement enhancements by 6/30/2013
Public Information Spotlight: Whether it’s our Twitter account (@RockHillSCCity), Open City Hall on-line forum, RH19 TV Channel, live streaming City Council meetings, or our many printed publications, it is our goal to provide convenient user-friendly opportunities for our community to be engaged and informed.
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Performance Budgets: FY2013-2015 Strategic Plan Quality Community Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
GOAL: GOAL: OFFER A VARIETY OF OPPORTUNITIES TO ENGAGE CITIZENS AND BUILD PUBLIC TRUST (continued) Develop a campaign to promote live streaming of Council and Planning Commission meetings Identify alternate locations to hold public meetings relative to the meeting’s topic, appropriate audience, and geographic location
Work to build a comprehensive list of community organizations and civic groups in order to facilitate communication and build community advocates Identify appropriate community venues to serve as distribution points for information regarding city services and initiatives
By 7/1/2013 At least 1 public meeting in alternate location each fiscal year By 4/1/2014
By 7/1/2014
GOAL: CULTIVATE PARTNERSHIPS THAT ENCOURAGE A WIDE RANGE OF CULTURAL, RECREATIONAL, AND EDUCATIONAL OPPORTUNITIES FOR ALL AGES Examine opportunities to work with community partners to expand leisure opportunities Continue to work with City Council appointed advisory commissions, advisory committees, Rock Hill School District 3, and other citizen groups to identify the next potential major regional park site Conduct an inventory and evaluation of arts and culture program offerings across the community and recommend new partnerships or programs to the Public Parks and Recreation Commission
By 6/30/2015
Offer adventure-based programs targeted to the teen population
1 program each fiscal year 1 pep rally each fiscal year 1 concert each fiscal year By 7/1/2013
Recommend 1 new program/ partnership each fiscal year Work with community partners to develop social opportunities for all residents inclusive of special populations, teenagers and seniors Offer alternative sport opportunities to the teen population 1 sport opportunity each fiscal year
Engage Rock Hill School District to assist with hosting joint pep rallies for the three high schools Host concerts at the Old Town Amphitheater targeted to the teen population Design cycling programs that provide access for special populations at the Rock Hill Outdoor Center Work with community partners to increase Rock Hill’s attractiveness to retirees Work with Winthrop University to identify strategies that will assist in increasing Rock Hill’s attractiveness to retirees
By 6/30/2015
Continue to provide, support, and promote health and wellness initiatives Provide leadership and support to implement goal of the ACHIEVE Community Action Plan Seek funding opportunities aimed at improving community health by continuing to facilitate partnerships and leverage resources
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Implement 3 goals by 1/1/2014 Identify & pursue 1 new funding source
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Performance Budgets: FY2013-2015 Strategic Plan Quality Community Tasks (in bold) and Performance Target
Plan
Act
Evaluate
Target
GOAL: CULTIVATE PARTNERSHIPS THAT ENCOURAGE A WIDE RANGE OF CULTURAL, RECREATIONAL, AND EDUCATIONAL OPPORTUNITIES FOR ALL AGES (continued) Offer a variety of exercise classes for youth and adults at all recreation centers Complete the I-77 crossing of the Galleria Greenway as part of the Trails and Greenway Master Plan
Number of classes offered each fiscal year By 1/1/2014
Increase the number of marked family-friendly bike routes
1 per fiscal year
Develop a community awareness and outreach program for the Giordana Velodrome
By 7/1/2013
GOAL: DEVELOP AND IMPLEMENT STRATEGIES TO REINFORCE A SENSE OF COMMUNITY AND STRENGTHEN CIVIC PRIDE AMONG THE CITIZENS OF ROCK HILL Implement programs and strategies that enhance the sense of place and promote Rock Hill’s civic pride Implement the Good Neighbor Values campaign
By 1/1/2013
Work to foster social, racial, and cultural acceptance and promote community inclusiveness by identifying, planning, and participating in events that promote diversity and inclusiveness Partner with the Youth Council to host events that promote diversity and 2 events per fiscal inclusiveness year Partner with the MLK Committee to host events that promote diversity and inclusiveness Partner with the Committee on Human Relations to host events that promote diversity and inclusiveness Partner with the No Room for Racism to host events that promote diversity and inclusiveness
2 events per fiscal year 2 events per fiscal year 2 events per fiscal year
The City’s many boards and commissions are very active and host numerous events that promote diversity, inclusiveness, and unity.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
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Debt Service As the City’s capital needs have grown, varied financing models have been implemented to address the need for capital investment while preserving the City’s financial health. These financial models include using operating funds and issuing bunds to pay for capital projects. The bonds have been used to fund both revenue producing facilities and general purpose facilities. As of July 1, 2013, the City of Rock Hill’s total principal bond debt service outstanding was $193,769,121 most of which consists of Revenue Bonds ($119,002,500), Tax Increment Financing ($24,878,234) and General Obligation Bonds ($16,405,000).
Legal Debt Margin The City has a legal debt limit of 8% of the total assessed value. The City is authorized by state statute to exceed the legal debt margin if the additional debt is approved by the City’s citizens.
General Obligation Debt Margin City’s Legal Debt Margin Tax Year 2010
Tax Year 2011
Tax Year 2012*
Assessed Value
228,345,160
241,562,930
248,318,614
8% Debt Limit
18,267,613
19,325,304
19,865,489
Total Amount of Debt Applicable to Debt Limit
(8,445,000)
(18,180,000)
(16,405,000)
Legal Debt Margin
$9,822,613
$1,145,034
$3,460,489
*projected
Future Debt In Fiscal Year 2014, the City plans to issue approximately $1.8 million in General Obligation Bonds to fund an expansion to the City’s Law Center which houses the Police Department and Municipal Court. Additionally, the City is planning on refinancing older General Obligation Debt and Revenue Bonds in order to take advantage of lower interest rates. In Fiscal Year 2014, two Utility System borrowings are being considered for infrastructure improvements in the Knowledge Park and Riverwalk areas. The City is also planning an issuance of approximately $80 million in debt within the next five to ten years for the purpose of completing improvements and additions for the City’s Combined Utility System. Utility system rate increases between 2007 and 2013 will service the future debt and continue to fund pay-as-you go projects until that time.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
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Debt Service
Revenue Bonds All revenue bonds are payable from the net revenues of the City’s combined utility system. The various bond indentures contain significant limitations and restrictions on annual debt service requirements and minimum revenue bond coverage. The City is in compliance with all such significant financial limitations and restrictions. Highlights of outstanding Utility Revenue Bonds consist of: In October 2009, the City issued $30,210,000 in Utility System Revenue Bonds. The bonds were issued to fund improvements to the water and waster water systems, refund the outstanding Combined Utility System Revenue Bond Anticipation Notes, Series 2008 and Revenue Bonds 1998C, 2000A, and 2000C. In December 2010, the City issued $13 million in Bond Anticipation Notes. The revenue was used to fund the completion of the City’s New Operations Center, which houses the City’s public works and utilities employees as well as the City’s equipment and fleet.
Com bined Utility System Revenue Bonds Principal Debt Service Requirements
$7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 32/33 33/34 34/35 35/36 36/37 37/38 38/39 39/40
Principal Debt Service Requirements
$8,000,000
Fiscal Year
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
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Debt Service Revenue Bond Debt Schedules
Combined Utility System Revenue Refunding Bonds, Series 2000B
Bonds Issuance Date
July 2000
Amount of Issue
$10,000,000
Remaining Principal Outstanding as of July 1, 2013
$10,000,000
Interest payable monthly (variable) to the Bank of New York Principal payments due January 1 are reserved in monthly installments in the previous year Bonds Redemption Schedule January 1, 2016 through 2025, as follows: 6.000%
January 1, 2016
835,000
6.000%
January 1, 2021
1,015,000
6.000%
January 1, 2017
865,000
6.000%
January 1, 2022
1,055,000
6.000%
January 1, 2018
900,000
6.000%
January 1, 2023
1,095,000
6.000%
January 1, 2019
935,000
6.000%
January 1, 2024
1,140,000
6.000%
January 1, 2020
975,000
6.000%
January 1, 2025
1,185,000
Combined Utility System Revenue Bonds, Series 2003B Bonds Issuance Date
January 15, 2003
Amount of Issue
$10,000,000
Remaining Principal Outstanding as of July 1, 2013
$10,000,000
Interest payable (variable) to the Bank of New York Principal payable in lump sum payments on the first of January Bonds Redemption Schedule January 1, 2030 through 2033, as follows:
129
4.00%
January 1, 2030
675,000
4.00%
January 1, 2031
2,985,000
4.00%
January 1, 2032
3,105,000
4.00%
January 1, 2033
3,235,000
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Debt Service Revenue Bond Debt Schedules (Continued)
Combined Utility System Revenue Bonds, Series 2009A Bonds Issuance Date
September 23, 2009
Amount of Issue
$13,910,000
Remaining Principal Outstanding as of July 1, 2013
$11,920,000
Interest payable semi-annually on the first of January and July Principal payable in a lump sum payment on the first of January Bonds Redemption Schedule January 1, 2013 through 2029, as follows: 4.31%
January 1, 2014
$607,500
4.31%
January 1, 2022
$822,500
4.31%
January 1, 2015
$627,500
4.31%
January 1, 2023
$860,000
4.31%
January 1, 2016
$652,500
4.31%
January 1, 2024
$902,500
4.31%
January 1, 2017
$677,500
4.31%
January 1, 2025
$945,000
4.31%
January 1, 2018
$702,500
4.31%
January 1, 2026
$985,000
4.31%
January 1, 2019
$730,000
4.31%
January 1, 2027
$1,027,500
4.31%
January 1, 2020
$760,000
4.31%
January 1, 2028
$677,500
4.31%
January 1, 2021
$790,000
4.31%
January 1, 2029
$152,500
Combined Utility System Revenue Bonds, Series 2009B Bonds Issuance Date
September 23, 2009
Amount of Issue
$16,300,000
Remaining Principal Outstanding as of July 1, 2013
$16,300,000
Interest payable semi-annually on the first of January and July Principal payable in a lump sum payment on the first of January Bonds Redemption Schedule January 1, 2028 through 2040, as follows:
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4.31% January 1, 2028
$395,000
4.31% January 1, 2034
$1,370,000
4.31% January 1, 2029
$965,000
4.31% January 1, 2035
$1,427,500
4.31% January 1, 2030
$1,162,500
4.31% January 1, 2036
$1,487,500
4.31% January 1, 2031
$1,210,000
4.31% January 1, 2037
$1,550,000
4.31% January 1, 2032
$1,262,500
4.31% January 1, 2038
$1,615,000
4.31% January 1, 2033
$1,315,000
4.31% January 1, 2039
$1,682,500
4.31% January 1, 2040
$857,500
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Debt Service Revenue Bond Debt Schedules (Continued)
Combined Utility System Revenue Bonds, 2009C Bonds Issuance Date
October 15, 2009
Amount of Issue
$14,390,000
Remaining Principal Outstanding as of July 1, 2013
$6,787,500
Interest payable semi-annually on the first of January and July Principal payable in a lump sum payment on the first of January Bonds Redemption Schedule January 1, 2013, through 2021 as follows: 3.47%
January 1, 2014
$2,360,000
3.47%
January 1, 2018
$535,000
3.47%
January 1, 2015
$1,447,500
3.47%
January 1, 2019
$557,500
3.47%
January 1, 2016
$495,000
3.47%
January 1, 2020
$582,500
3.47%
January 1, 2017
$512,500
3.47%
January 1, 2021
$297,500
Combined Utility System Revenue Improvement And Refunding Bonds, Series 2012A
Bonds Issuance Date
March 2012
Amount of Issue
$38,280,000
Remaining Principal Outstanding as of July 1, 2013
$19,270,000
Interest payable semi-annually on the first of January and July Principal payments in lump sum payment on the first of January Bonds Redemption Schedule January 1, 2014 through 2030, as follows:
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2.00%
January 1, 2014
1,875,000
5.00%
January 1, 2023
2,560,000
3.00%
January 1, 2015
1,920,000
5.00%
January 1, 2024
2,040,000
4.00%
January 1, 2016
1,985,000
3.50%
January 1, 2025
2,145,000
3.00%
January 1, 2017
2,065,000
5.25%
January 1, 2026
2,230,000
2.25%
January 1, 2018
2,125,000
5.25%
January 1, 2027
2,350,000
4.00%
January 1, 2019
2,175,000
5.25%
January 1, 2028
2,475,000
5.00%
January 1, 2020
2,265,000
4.00%
January 1, 2029
2,610,000
4.00%
January 1, 2021
2,380,000
4.00%
January 1, 2030
2,040,000
3.00%
January 1, 2022
2,480,000
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Debt Service Revenue Bond Debt Schedules (Continued) Combined Utility System Revenue Improvement And Refunding Bonds, Series 2012b
Bonds Issuance Date
October 2012
Amount of Issue
$27,950,000
Remaining Principal Outstanding as of July 1, 2013
$27,950,000
Interest payable semi-annually on the first of January and July Principal payments in lump sum payment on the first of January Bonds Redemption Schedule January 1, 2014 through 2042, as follows:
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January 1, 2014
1,475,000
January 1, 2028
470,000
January 1, 2015
1,540,000
January 1, 2029
485,000
January 1, 2016
2,925,000
January 1, 2030
495,000
January 1, 2017
3,035,000
January 1, 2031
515,000
January 1, 2018
3,105,000
January 1, 2032
540,000
January 1, 2019
1,655,000
January 1, 2033
565,000
January 1, 2020
1,720,000
January 1, 2034
595,000
January 1, 2021
370,000
January 1, 2035
625,000
January 1, 2022
380,000
January 1, 2036
655,000
January 1, 2023
395,000
January 1, 2037
690,000
January 1, 2024
410,000
January 1, 2038
725,000
January 1, 2025
425,000
January 1, 2039
760,000
January 1, 2026
440,000
January 1, 2040
800,000
January 1, 2027
460,000
January 1, 2041
830,000
January 1, 2042
865,000
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Debt Service General Obligation Bonds The full faith, credit, and taxing power of the City are pledged for the payment of General Obligation Bonds. Highlights of outstanding General Obligation Bonds: Series 1997, outstanding principal in the amount of $525,000, issued to complete the first phase of the Fire Master Plan, including construction of a new fire station and various improvements to the three existing fire stations; Series 2003, outstanding principal in the amount of $3,650,000, for construction of two new fire stations, Series 2008, outstanding principal in the amount of $2,310,000 for construction of a new fire station. Series 2011, outstanding principal in the amount of $10,700,000, issued to fund the General Obligation debt portion for the construction of the City’s Operations Center.
General Obligation Principal Debt Service Requirements
Principal Debt Service Requirements
$1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000
35/36
34/35
33/34
32/33
31/32
30/31
29/30
28/29
27/28
26/27
25/26
24/25
23/24
22/23
21/22
20/21
19/20
18/19
17/18
16/17
15/16
14/15
13/14
$0
Fiscal Year
133
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Debt Service General Obligation Bond Debt Schedules
1997 General Obligation Bonds Bonds Issuance Date
December 8, 1997
Amount of Issue
$1,350,000
Remaining Principal Outstanding as of July 1, 2013
$450,000
Interest payable semi-annually on the first of May and November to Wachovia Principal payable in lump sum payments on the first of May Bonds Redemption Schedule May 1, 2014 through 2018, as follows:
5.125%
May 1, 2014
$80,000
5.125%
May 1, 2017
$95,000
5.125%
May 1, 2015
$85,000
5.125%
May 1, 2018
$100,000
5.125%
May 1, 2016
$90,000
2003 General Obligation Bonds Bonds Issuance Date
July 2, 3003
Amount of Issue
$5,500,000
Remaining Principal Outstanding as of July 1, 2013
$3,375,000
Interest payable semi-annually on the first of April and October to Wachovia Principal payable in lump sum payments on first of April Bonds Redemption Schedule April 1, 2014 through 2023, as follows:
134
3.375%
April 1, 2014
$275,000
4.000%
April 1, 2019
$350,000
3.500%
April 1, 2015
$300,000
4.000%
April 1, 2020
$350,000
3.750%
April 1, 2016
$300,000
4.100%
April 1, 2021
$350,000
3.750%
April 1, 2017
$300,000
4.125%
April 1, 2022
$400,000
4.000%
April 1, 2018
$350,000
4.125%
April 1, 2023
$400,000
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Debt Service General Obligation Bond Debt Schedules (Continued) 2008 General Obligation Bonds Amount of Issue
$2,700,000
Remaining Principal Outstanding as of July 1, 2013
$2,165,000
Interest payable semi-annually on the first of October and April Bonds Redemption Schedule April 1, 2014 through 2024, as follows: 4.3%
April 1, 2014
$150,000
4.3%
April 1, 2020
$205,000
4.3%
April 1, 2015
$160,000
4.3%
April 1, 2021
$215,000
4.3%
April 1, 2016
$165,000
4.3%
April 1, 2022
$225,000
4.3%
April 1, 2017
$175,000
4.3%
April 1, 2023
$240,000
4.3%
April 1, 2018
$185,000
4.3%
April 1, 2024
$240,000
4.3%
April 1, 2019
$195,000
2011 General Obligation Bonds
Bonds Issuance Date
August 3, 2011
Amount of Issue
$10,700,000
Remaining Principal Outstanding as of July 1, 2013
$10,415,000
Principal payable in lump sum payments on first of April Bonds Redemption Schedule April 1, 2014 through 2036, as follows:
135
April 1, 2014
295,000
April 1, 2025
430,000
April 1, 2015
300,000
April 1, 2026
450,000
April 1, 2016
310,000
April 1, 2027
470,000
April 1, 2017
315,000
April 1, 2028
495,000
April 1, 2018
330,000
April 1, 2029
515,000
April 1, 2019
345,000
April 1, 2030
535,000
April 1, 2020
355,000
April 1, 2031
555,000
April 1, 2021
365,000
April 1, 2032
580,000
April 1, 2022
375,000
April 1, 2033
605,000
April 1, 2023
395,000
April 1, 2034
630,000
April 1, 2024
415,000
April 1, 2035
660,000
April 1, 2036
690,000
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Debt Service Tax Increment Financing BondsTaxes generated from the construction of businesses in these areas are being used to retire the debt on these bonds. To the extent that debt service requirements on the bonds exceed the incremental property taxes revenues, utility net revenues are pledged. Currently, Rock Hill has three Tax Increment Bond areas: Downtown, Textile Corridor, and Red River. The debt service requirements for these three tax increment districts will be met through the construction of businesses and utilities generated by those businesses. Highlights of outstanding Tax Increment Bonds:
Series 2007, outstanding principal in the amount of $610,000 for the Downtown Tax Increment bonds. Series 2009, outstanding principal of $10,125,000. Series 2011A, outstanding principal of $3,410,000. Series 2011B, outstanding principal of $2,965,000. Series 2013A, outstanding principal of $6,315,000 Series 2013B, outstanding principal of $3,360,000
Tax Increment Principal Debt Service Requirements
$2,000,000
Principal Debt Service Requirements
$1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000
$400,000 $200,000
37/38
36/37
35/36
34/35
33/34
32/33
31/32
30/31
29/30
28/29
27/28
26/27
25/26
24/25
23/24
22/23
21/22
20/21
19/20
18/19
17/18
16/17
15/16
14/15
13/14
$0
Fiscal Year
136
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Debt Service TIF Debt Schedules
Tax Increment Bonds, Series 2007A (Downtown) Bonds Issuance Date
March 22, 2007
Amount of Issue
$1,650,000
Remaining Principal Outstanding as of July 1, 2013
$315,000
Interest payable annually on the first of May to Branch Banking and Trust Bonds Redemption Schedule May 1, 2014 4.370%
May 1, 2014
$315,000
Tax Increment Bonds, Series 2013A (Downtown) Bonds Issuance Date
July 2013
Amount of Issue
$6,315,000
Remaining Principal Outstanding as of July 1, 2013
$6,315,000
Interest payable annually on the first of April Bonds Redemption Schedule April 1, 2018 through 2038, as follows: April 1, 2018
80,000
April 1, 2029
300,000
April 1, 2019
95,000
April 1, 2030
325,000
April 1, 2020
110,000
April 1, 2031
350,000
April 1, 2021
125,000
April 1, 2032
400,000
April 1, 2022
155,000
April 1, 2033
425,000
April 1, 2023
160,000
April 1, 2034
450,000
April 1, 2024
180,000
April 1, 2035
490,000
April 1, 2025
200,000
April 1, 2036
520,000
April 1, 2026
215,000
April 1, 2037
585,000
April 1, 2027
260,000
April 1, 2038
620,000
April 1, 2028
270,000
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
137
Debt Service TIF Debt Schedules (Continued) Tax Increment Bonds, Series 2013B (Downtown) Bonds Issuance Date
July 2013
Amount of Issue
$3,360,000
Remaining Principal Outstanding as of July 1, 2013
$3,360,000
Interest payable annually on the first of April Bonds Redemption Schedule April 1, 2014 through 2038, as follows: April 1, 2014 85,000
April 1, 2027
130,000
April 1, 2015
0
April 1, 2028
140,000
April 1, 2016
75,000
April 1, 2029
145,000
April 1, 2017
105,000
April 1, 2030
155,000
April 1, 2018
75,000
April 1, 2031
165,000
April 1, 2019
80,000
April 1, 2032
175,000
April 1, 2020
85,000
April 1, 2033
185,000
April 1, 2021
90,000
April 1, 2034
200,000
April 1, 2022
95,000
April 1, 2035
210,000
April 1, 2023
105,000
April 1, 2036
225,000
April 1, 2024
110,000
April 1, 2037
235,000
April 1, 2025
115,000
April 1, 2038
250,000
April 1, 2026
125,000
Tax Increment Bonds, Series 2009 (Red River) Bonds Issuance Date
October 2009
Amount of Issue
$10,500,000
Remaining Principal Outstanding as of July 1, 2013
$9,730,000
Interest payable annually on the first of May Bonds Redemption Schedule May 1, 2013 through 2029, as follows:
138
4.96%
May 1, 2014
$410,000
4.96%
May 1, 2022
$610,000
4.96%
May 1, 2015
$435,000
4.96%
May 1, 2023
$640,000
4.96%
May 1, 2016
$455,000
4.96%
May 1, 2024
$580,000
4.96%
May 1, 2017
$475,000
4.96%
May 1, 2025
$610,000
4.96%
May 1, 2018
$500,000
4.96%
May 1, 2026
$640,000
4.96%
May 1, 2019
$525,000
4.96%
May 1, 2027
$775,000
4.96%
May 1, 2020
$550,000
4.96%
May 1, 2028
$810,000
4.96%
May 1, 2021
$580,000
4.96%
May 1, 2029
$855,000
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Debt Service TIF Debt Schedules (Continued)
Catawba Regional Brownfields #1 (Textile Corridor) Amount of Issue
$455,000
Remaining Principal Outstanding as of July 1, 2013
$345,469
Interest payable semi-annually on the 30 of March and September Principal payable semi-annually on the 30 of March and September Bonds Redemption Schedule September 30, 2014 through 2020, as follows: 1.00% September 30, 2013
$22,236
1.00%
September 30, 2017
$23,142
1.00%
March 30, 2014
$22,347
1.00%
March 30, 2018
$23,256
1.00% September 30, 2014
$22,459
1.00%
September 30, 2018
$23,374
1.00%
March 30, 2015
$22,571
1.00%
March 30, 2019
$23,489
1.00% September 30, 2015
$22,684
1.00%
September 30, 2019
$23,608
1.00%
March 30, 2016
$22,797
1.00%
March 30, 2020
$23,725
1.00% September 30, 2016
$22,912
1.00%
September 30, 2020
$23,844
1.00%
$23,025
March 30, 2017
Catawba Regional Brownfields #2 (Textile Corridor) Amount of Issue
$350,000
Remaining Principal Outstanding as of July 1, 2013
$282,765
Interest payable semi-annually on the 27 of December and June Principal payable semi-annually on the 27 of December and June Bonds Redemption Schedule December 27, 2012 through 2021, as follows:
139
1.00% December 27, 2013
$17,019
1.00%
December 27, 2017
$17,713
1.00%
June 27, 2014
$17,104
1.00%
June 27, 2018
$17,800
1.00% December 27, 2014
$17,191
1.00%
December 27, 2018
$17,890
1.00%
June 27, 2015
$17,276
1.00%
June 27, 2019
$17,979
1.00% December 27, 2015
$17,363
1.00%
December 27, 2019
$18,069
1.00%
June 27, 2016
$17,449
1.00%
June 27, 2020
$18,159
1.00% December 27, 2016
$17,537
1.00%
December 27, 2020
$18,251
1.00%
$17,624
1.00%
June 27, 2021
$18,341
June 27, 2017
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Debt Service TIF Debt Schedules (Continued) Tax Increment Bonds, Series 2011A (textile Corridor) Bonds Issuance Date
March 24, 2011
Amount of Issue
$3,500,000
Remaining Principal Outstanding as of July 1, 2013
$3,129,956
Interest payable annually on the first of May Principal payable in a lump sum payment on the first of May Bonds Redemption Schedule May 2014 through 2029 4.84%
May 1, 2014
$284,478
4.84%
May 1, 2022
$301,316
4.84%
May 1, 2015
$298,428
4.84%
May 1, 2023
$301,394
4.84%
May 1, 2016
$296,410
4.84%
May 1, 2024
$300,988
4.84%
May 1, 2017
$299,150
4.84%
May 1, 2025
$300,098
4.84%
May 1, 2018
$301,406
4.84%
May 1, 2026
$308,724
4.84%
May 1, 2019
$298,178
4.84%
May 1, 2027
$311,382
4.84%
May 1, 2020
$299,708
4.84%
May 1, 2028
$313,314
4.84%
May 1, 2021
$300,754
4.84%
May 1, 2029
$314,520
Tax Increment Bonds, Series 2012 (textile Corridor) Bonds Issuance Date
May 18, 2012
Amount of Issue
$3,035,000
Remaining Principal Outstanding as of July 1, 2013
$2,925,000
Interest payable annually on the first of May Principal payable in a lump sum payment on the first of May Bonds Redemption Schedule May 2014 through 2029 4.84%
May 1, 2014
$125,000
4.84%
May 1, 2022
$180,000
4.84%
May 1, 2015
$135,000
3.62%
May 1, 2023
$200,000
4.84%
May 1, 2016
$140,000
3.62%
May 1, 2024
$205,000
4.84%
May 1, 2017
$145,000
3.62%
May 1, 2025
$215,000
4.84%
May 1, 2018
$150,000
3.62%
May 1, 2026
$220,000
4.84%
May 1, 2019
$160,000
3.62%
May 1, 2027
$230,000
4.84%
May 1, 2020
$165,000
3.62%
May 1, 2028
$240,000
4.84%
May 1, 2021
$170,000
3.62%
May 1, 2029
$245,000
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
140
Debt Service Stormwater Bonds– All Stormwater revenue bonds are payable from the net revenues of the City’s Stormwater system. The various bond indentures contain significant limitations and restrictions on annual debt service requirements and minimum revenue bond coverage. The City is in compliance with all such significant financial limitations and restrictions. Highlights of outstanding Stormwater Revenue Bonds consist of: Series 2006 (April), outstanding principal of $3,995,047. Series 2006 (July), outstanding principal of $2,146,046
Stormw ater Bonds Principal Debt Service Requirements
Principal Debt Service Requirements
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
25/26
24/25
23/24
22/23
21/22
20/21
19/20
18/19
17/18
16/17
15/16
14/15
13/14
$0
Fiscal Year
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
141
Debt Service Stormwater Debt Schedules 2006 (April) Stormwater Bonds Bonds Issuance Date
December 2005
Amount of Issue
$5,310,559
Remaining Principal Outstanding as of July 1, 2012
$3,995,047
Interest payable quarterly on the first of July, October, January, and April to South Carolina Budget and Control Board, Office of Local Government Principal payable quarterly on the first of July October, January, and April Bonds Redemption Schedule April 1, 2013 through 2026, as follows: 3.25%
April 1, 2013
$233,624
3.25%
April 1, 2020
$291,559
3.25%
April 1, 2014
$241,103
3.25%
April 1, 2021
$301,043
3.25%
April 1, 2015
$248,834
3.25%
April 1, 2022
$310,809
3.25%
April 1, 2016
$256,826
3.25%
April 1, 2023
$320,908
3.25%
April 1, 2017
$265,089
3.25%
April 1, 2024
$331,352
3.25%
April 1, 2018
$273,632
3.25%
April 1, 2025
$342,154
3.25%
April 1, 2019
$282,465
3.25%
April 1, 2026
$353,325
2006 (July) Stormwater Bonds Bonds Issuance Date
December 2005
Amount of Issue
$2,850,000
Remaining Principal Outstanding as of July 1, 2012
$2,146,046
Interest payable quarterly on the first of August, November, February, and May to South Carolina Budget and Control Board, Office of Local Government Principal payable quarterly on the first of August, November, February, and May Bonds Redemption Schedule May 1, 2013 through August 1, 2026, as follows:
142
2.25%
May 1, 2013
$130,549
2.25%
May 1, 2020
$152,751
2.25%
May 1, 2014
$133,511
2.25%
May 1, 2021
$156,217
2.25%
May 1, 2015
$136,541
2.25%
May 1, 2022
$159,761
2.25%
May 1, 2016
$139,639
2.25%
May 1, 2023
$163,386
2.25%
May 1, 2017
$142,807
2.25%
May 1, 2024
$167,094
2.25%
May 1, 2018
$146,048
2.25%
May 1, 2025
$170,885
2.25%
May 1, 2019
$149,362
2.25%
May 1, 2026
$174,763
2.25%
August 1, 2026
$44,307
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Debt Service Hospitality Tax Revenue Bonds– The Hospitality Tax is a fee imposed on the sale of prepared meals and beverages sold in establishments. These bonds are payable from the net revenues of the City’s Local Hospitality Tax. The various bond indentures contain significant limitations and restrictions on annual debt service requirements and minimum revenue bond coverage. The City is in compliance with all such significant financial limitations and restrictions. Highlights of outstanding Hospitality Tax Bonds consist of: Series 2013: BMX, outstanding principal of $5,615,000 Series 2013: Manchester Meadows, outstanding principal of $6,895,000 Series 2013: Glencairn Gardens, outstanding principal of $2,650,000
Hospitality Tax Revenue Bonds Principal Debt Service Requirements
Principal Debt Service Requirements
$1,400,000 $1,200,000
$1,000,000 $800,000 $600,000 $400,000 $200,000
32/33
31/32
30/31
29/30
28/29
27/28
26/27
25/26
24/25
23/24
22/23
21/22
20/21
19/20
18/19
17/18
16/17
15/16
14/15
13/14
$0
Fiscal Year
143
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Debt Service Hospitality Tax Revenue Bond Debt Schedules Hospitality Tax Revenue Bonds, BMX Bonds Issuance Date
April 18, 2013
Amount of Issue
$5,615,000
Remaining Principal Outstanding as of July 1, 2013
$5,615,000
Interest payable semi-annually on the first of October and April Principal payable in a lump sum payment on the first of April Bonds Redemption Schedule April 1, 2014 through 2033, as follows: 2.00%
April 1, 2014
$210,000
5.00%
April 1, 2024
$275,000
3.00%
April 1, 2015
$190,000
5.00%
April 1, 2025
$285,000
3.00%
April 1, 2016
$195,000
5.00%
April 1, 2026
$300,000
4.00%
April 1, 2017
$200,000
5.00%
April 1, 2027
$315,000
4.00%
April 1, 2018
$205,000
5.00%
April 1, 2028
$330,000
4.00%
April 1, 2019
$215,000
5.00%
April 1, 2029
$350,000
5.00%
April 1, 2020
$225,000
5.00%
April 1, 2030
$365,000
5.00%
April 1, 2021
$235,000
5.00%
April 1, 2031
$385,000
5.00%
April 1, 2022
$245,000
5.00%
April 1, 2032
$405,000
5.00%
April 1, 2023
$260,000
5.00%
April 1, 2033
$425,000
Hospitality Tax Revenue Bonds, Manchester Meadows Bonds Issuance Date
April 18, 2013
Amount of Issue
$6,895,000
Remaining Principal Outstanding as of July 1, 2013
$6,895,000
Interest payable semi-annually on the first of October and April Principal payable in a lump sum payment on the first of April Bonds Redemption Schedule April 1, 2014 through 2025, as follows:
144
2.00%
April 1, 2014
$495,000
5.00%
April 1, 2020
$565,000
3.00%
April 1, 2015
$475,000
5.00%
April 1, 2021
$600,000
3.00%
April 1, 2016
$490,000
5.00%
April 1, 2022
$625,000
4.00%
April 1, 2017
$505,000
5.00%
April 1, 2023
$655,000
4.00%
April 1, 2018
$525,000
5.00%
April 1, 2024
$690,000
4.00%
April 1, 2019
$545,000
5.00%
April 1, 2025
$725,000
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Debt Service Hospitality Tax Revenue Bond Debt Schedules (Continued)
Hospitality Tax Revenue Bonds, Glencairn Gardens Bonds Issuance Date
April 18, 2013
Amount of Issue
$2,650,000
Remaining Principal Outstanding as of July 1, 2013
$2,650,000
Interest payable semi-annually on the first of October and April Principal payable in a lump sum payment on the first of April Bonds Redemption Schedule April 1, 2014 through 2024, as follows:
145
2.00%
April 1, 2014
$215,000
5.00%
April 1, 2020
$245,000
3.00%
April 1, 2015
$205,000
5.00%
April 1, 2021
$255,000
3.00%
April 1, 2016
$210,000
5.00%
April 1, 2022
$270,000
4.00%
April 1, 2017
$215,000
5.00%
April 1, 2023
$280,000
4.00%
April 1, 2018
$225,000
5.00%
April 1, 2024
$295,000
4.00%
April 1, 2019
$235,000
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Debt Service New Market Recovery Bonds Used to finance the Velodrome. In year 8, the A-1 loan will be refinanced for the principal value of $3,780,000. Also in year 8, the B Principal of $1,200,000 will be forgiven. The A-2 loan will be interest only for the first eight years.
Velodrome Loan A-1 Recovery Zone Designation Bonds Issuance Date
August 2010
Amount of Issue
$3,780,000
Remaining Principal Outstanding as of July 1, 2013
$3,780,000
Interest payable semi-annually on the fifth of January and July Principal payments deferred until after 2018
146
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Debt Service New Market Recovery Zone Bonds
Velodrome Loan A-2 Recovery Zone Designation Bonds Issuance Date
August 2010
Amount of Issue
$20,000
Remaining Principal Outstanding as of July 1, 2013
$20,000
Interest payable semi-annually on the fifth of January and July Principal payments deferred until after 2018; Payoff in 2051
Velodrome Loan B Recovery Zone Designation Bonds Issuance Date
August 2010
Amount of Issue
$1,200,000
Remaining Principal Outstanding as of July 1, 2013
$1,200,000
Interest payable semi-annually on the fifth of January and July Principal forgiven in 2018
147
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Debt Service Equipment Lease Purchase Each fiscal year, the City has entered into a larger lease-purchase agreement for several cars and trucks. This continues to be a favorable method of vehicle and equipment acquisition. This type of debt is incurred on an annual basis in order to maintain our fleet according to a replacement schedule. Most recently, the City has refinanced some older lease purchase deals in order to take advantage of lower interest rates.
Equipment Lease Purchase Principal Debt Service Requirements
Principal Debt Service Requirements
$3,500,000 $3,000,000 $2,500,000 $2,000,000
$1,500,000 $1,000,000 $500,000
21/22
20/21
19/20
18/19
17/18
16/17
15/16
14/15
13/14
$0
Fiscal Year
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
148
Debt Service Equipment Lease Purchase
2006 Equipment Lease Purchase Agreement Bonds Issuance Date
December 2006
Amount of Issue
$2,361,454
Remaining Principal Outstanding as of July 1, 2013
$49,861
Principal payable annually on the first of February 3.622%
February 1, 2014
$49,861
2010 Equipment Lease Purchase Agreement Amount of Issue
$2,100,000
Remaining Principal Outstanding as of July 1, 2013
$999,000
Principal payable annually on the first of February February 1, 2014
$367,000
February 1, 2018
$49,000
February 1, 2015
$252,000
February 1, 2019
$49,000
February 1, 2016
$126,000
February 1, 2020
$49,000
February 1, 2017
$107,000
2011 Equipment Lease Purchase Agreement Bonds Issuance Date
December 15, 2011
Amount of Issue
$2,050,000
Remaining Principal Outstanding as of July 1, 2013
$1,276,000
Principal payable annually on the first of February Bonds Redemption Schedule February 1, 2014 through February 1, 2017, as follows: February 1, 2014
$387,000
February 1, 2015
$387,000
February 1, 2016
$387,000
February 1, 2017
$115,000
2012A Equipment Lease Purchase Agreement Bonds Issuance Date
December 20, 2012
Amount of Issue
$2,931,000
Remaining Principal Outstanding as of July 1, 2013
$2,344,800
Principal payable annually on the first of February February 1, 2014
$586,200
February 1, 2016
$586,200
February 1, 2015
$586,200
February 1, 2017
$586,200
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
149
Debt Service Equipment Lease Purchase (Continued) 2012B Equipment Lease Purchase Agreement Bonds Issuance Date
December 20, 2012
Amount of Issue
$825,500
Remaining Principal Outstanding as of July 1, 2013
$707,571
Principal payable annually on the first of February February 1, 2014
$117,929
February 1, 2017
$117,929
February 1, 2015
$117,929
February 1, 2018
$117,929
February 1, 2016
$117,929
February 1, 2019
$117,926
2012C Equipment Lease Purchase Agreement Bonds Issuance Date
December 20, 2012
Amount of Issue
$1,221,000
Remaining Principal Outstanding as of July 1, 2013
$1,098,900
Principal payable annually on the first of February February 1, 2014
$122,100
February 1, 2019
$122,100
February 1, 2015
$122,100
February 1, 2020
$122,100
February 1, 2016
$122,100
February 1, 2021
$122,100
February 1, 2017
$122,100
February 1, 2022
$122,100
February 1, 2018
$122,100
2013 Equipment Lease Purchase Refinancing* Bonds Issuance Date
February 1. 2013
Amount of Issue
$5,667,000
Remaining Principal Outstanding as of July 1, 2013
$5,667,000
Principal payable annually on the first of February February 1, 2014
$1,382,000
February 1, 2017
$1,230,000
February 1, 2015
$1,260,000
February 1, 2018
$595,000
February 1, 2016
$1,200,000
*The 2013 Equipment Lease Purchase Refinancing is a combination of the following: 2006 Suntrust WI-FI Equipment 2007 First Citizens Lease Purchase 2008A Suntrust AMI 2008B Suntrust Lease Purchase 2009 Suntrust Lease Purchase
150
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Debt Service
SUMMARY SCHEDULE OF TOTAL DEBT SERVICE REQUIREMENTS FISCAL YEAR 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 32/33 33/34 34/35 35/36 36/37 37/38 38/39 39/40 TOTAL
General Fund Enterprise Fund Other Debt Total
151
PRINCIPAL $12,608,320 $12,300,086 $12,601,051 $12,697,368 $10,968,349 $9,876,613 $9,447,140 $8,750,530 $8,786,015 $8,717,752 $8,392,021 $7,584,236 $6,466,790 $6,370,103 $6,662,853 $6,980,375 $5,897,896 $6,237,920 $6,545,444 $5,152,969 $3,260,497 $3,428,026 $3,595,556 $3,078,089 $3,228,123 $2,462,500 $1,672,500 $193,769,121
INTEREST $8,141,101 $8,011,863 $7,633,021 $7,252,844 $6,864,479 $6,193,289 $5,784,230 $5,383,402 $5,040,662 $4,651,698 $4,281,548 $3,918,784 $3,586,403 $3,292,172 $2,989,047 $2,683,276 $2,363,406 $2,090,423 $1,794,656 $1,482,790 $1,223,593 $1,041,598 $850,431 $649,999 $470,970 $282,630 $139,109 $98,097,421
Fiscal Year 2014 Principal Interest $773,000 $579,060 $7,011,808 $5,329,887 $4,823,512 $2,232,154 $12,608,320 $8,141,101
TOTAL $20,749,420 $20,311,949 $20,234,072 $19,950,212 $17,832,827 $16,069,902 $15,231,370 $14,133,932 $13,826,677 $13,369,449 $12,673,569 $11,503,020 $10,053,193 $9,662,275 $9,651,900 $9,663,651 $8,261,302 $8,328,343 $8,340,100 $6,635,759 $4,484,090 $4,469,624 $4,445,987 $3,728,088 $3,699,093 $2,745,130 $1,811,609 $291,866,542
Fiscal Year 2015 Principal Interest $808,000 $559,799 $7,228,296 $5,393,458 $4,263,790 $2,058,606 $12,300,086 $8,011,863
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
FY2013/2014 Approved Budget
Monitor Rock Hill’s financial and strategic plan progress by visiting the City’s Financial and Performance Dashboards located on the City’s transparency webpage at: cityofrockhill/transparency.
152
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Capital Improvement Program Capital Improvement Program The Capital Improvement Program is used to plan, budget, and finance the purchase and/or construction of large capital infrastructure, facilities, equipment, and other fixed assets. The sections below discuss the various types of capital project categories, estimated impact on the operating budget, and listings of anticipated capital project needs. The capital projects are broken into two categories: annual/routine operating capital and non-recurring capital. Fiscal Year 2014 Capital Improvement Projects The direct impact of capital improvements on the Fiscal Year 2014 budget is $11,167,415. This figure reflects the costs of the improvements themselves. For Fiscal Year 2014, there are significant and non-routine capital expenditures that will have an additional impact on the operating budget beyond the direct cost. Percent of Annual Expenditures by Category Non-Operating Expense
100.00% 90.00% 80.00%
5.89%
14.59%
6.30%
5.82%
5.88%
Capital Expense
70.00% 60.00% 50.00%
Operating Expense
40.00% 30.00% 20.00% 10.00%
Personnel Expense
0.00% 2011
2012
2013
2014
2015
Annual/Routine Operating Capital Items
Non-Routine Capital Improvement Program
Annual operating capital items are capital needs of a recurring nature, such as office equipment and motor vehicles. These needs are funded using revenues of a recurring nature. An outlay for operating capital is defined as:
Non-routine capital items are capital needs of a non-recurring nature, such as a building or park. These needs are usually financed through a bond or other source.
Any item with a useful life of greater than one year; and A unit cost of at least $5,000 but less than $100,000. It is generally expected that expenditures for operating capital projects or items will remain fairly constant from year to year as a percent of the City’s total budget. However, certain factors may contribute to fluctuations. For example, variances in actual revenues from projections have a direct bearing on capital spending decisions. One of the most common categories within the annual operating capital section is fleet replacement. Having a reliable fleet is pivotal to providing excellent service delivery to our citizens. In addition to providing routine maintenance to our fleet through the Fleet Services division, given the high usage and age of our fleet, it is often necessary to replace portions of our fleet on an annual basis. The City has taken steps to plan for the acquisition of new fleet by implementing a financing schedule for the purchase or leasepurchase financing for fleet replacement.
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
The non-routine capital items primarily focus on larger capital items and construction projects and differs from the operating capital items and budget in two respects:
Any capital equipment with a cost of more than $100,000; and
Any construction project with a cost of more than $100,000. This fiscal year, there are three major non-routine capital improvements happening in the City: a BMX Supercross Track, Law Center Expansion improvements, and Fountain Park. These three nonroutine items are financed through general obligation and TIF bonds. Although these projects have initial financing, there are anticipated operating costs on current and future operating budgets. For more information on these costs, please see the “Impact of Capital Investments on Operating Budgets” section on the following page.
153
Capital Improvement Program– Process and Expense Impact Capital Improvement Process and Long Range Financial Planning Throughout the budget process, capital projects are an important part of our planning process. In order to best prioritize projects, the City refers to our strategic plan and how to best work towards our goals. Biweekly, the City has Civil Projects meetings where employees from all relevant departments collaborate to work on ongoing projects and plan for upcoming changes. Monthly, project teams meet on specific areas of town to discuss capital projects. For example, the Bleachery, Knowledge Park, and Fountain Park project teams focus on ensuring the best use of City resources to complete projects in the Downtown area. City Management and the Utility Departments also meet quarterly to review the Utilities capital improvement plans. Through the intense planning and forethought of our elected officials and employees, the City is constantly focusing on capital projects. The City is currently in the process of developing a 10-year Capital Improvement Plan as a separate document for City Council’s approval. Recent developments in the Knowledge Park area have been discussed with our elected officials according to the strategic plan. On pages 157-159, an example from the Capital Improvement Plan has been included for the Downtown area which is divided into three major areas: Textile Corridor, Old Town, and the Fountain Park. Impact of Capital Investments on Operating Budget Non-recurring capital investments can have a dramatic impact on the operating budget for the new fiscal year, as well as years to come. In planning for the result of these recurring expenses on the operating budget, the City has made sure to fully calculate the ongoing expenses. Also, the City must take into account the decline in operating funds to satisfy the new debt payment. In this coming fiscal year, the City has two major projects that have great impacts on the City’s operating budgets in year one and year two. Although there are other capital projects that have additional operational expenses, these are two examples of larger operational increases. BMX Supercross Track The BMX Supercross Track is a new facility that will be the responsibility of the Parks, Recreation, and Tourism Department. Inherent in creating a new facility, there is a need for new personnel to run the day-to-day operations of the facility. For this reason, the 2014 fiscal year budget includes two new positions: a Recreation Coordinator I, to be in charge of running the operation, and a Crew Worker II, who will oversee the maintenance of the facility. These new positions will be hired in for a partial year in 2014 as the facility will not open until late March 2014. Additional funds were also included to pay for the associated increased custodial costs, property insurance, grounds maintenance, and utility costs. Altogether, the Fiscal Year 2014 budget includes a debt payment of $453,280 and an increased operating cost of $62,490. The operating costs will greatly increase in Fiscal Year 2015 to $109,853 and a debt payment of $435,650 which will continue on for many years to come. Law Center Upgrades The City is in the process of upgrading the Law Center, which houses the Police Department and Municipal Court. In adding an additional courtroom, office space, and meeting rooms, there have been increased costs. With an additional courtroom, there is a need for a new police officer to help keep the proceedings safe. As the law center isn’t scheduled to be completed until April 2014, this officer will only work a partial year. The increased space will also create more needs for custodial, landscaping, and utility costs. Property insurance is also slightly increasing to account for the upgraded building. Fiscal Year 2014 includes a debt service payment of $123,000 and increased operating costs of $49,723. In Fiscal Year 2015 and onward, the debt service payment will stay at $123,000, but operating costs will increase to $82,264.
154
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Capital Improvement Program– Annual/Routine Annual/Routine Capital Projects Item Detail Annual/Routine Capital Projects are detailed below. Only projects that exceed $25,000 have been included here. Fiscal Year 2014
Fiscal Year 2015
$25,501
$25,502
Full Cost Paving
400,013
400,013
Sidewalks & Ramp Upgrades
100,000
100,000
Capital Lease Payments
28,410
39,572
470,138
348,957
Capital Lease Payments
141,903
141,154
Capital Lease Payments
211,895
293,032
Capital Lease Payments
189,475
263,803
Capital Lease Payments
74,840
69,347
25,000
35,000
Automotive Equipment Replacement
42,000
0
Capital Lease Payments
37,681
50,795
Park Equipment
94,500
94,500
Parks Capital Projects
40,000
40,000
38,036
31,433
25,000
25,000
294,248
345,543
Building Maintenance Capital Projects
130,000
70,000
Capital Lease Payments
886,958
1,075,502
Automotive Equipment Replacement
40,000
84,023
Non-Departmental Senior Citizens Center Public Works– Street/Sidewalk/Curb/Gutter
Public Works– Residential Sanitation Capital Lease Payments Public Works– Commercial Sanitation
Public Works— Curbside
Public Works– Recycling
Public Works– Construction
Parks, Recreation, and Tourism – Recreation Recreation Projects Parks, Recreation, and Tourism – Parks
Office of Management & Budget – Airport Airport Improvements Housing & Neighborhood Services– Neighborhood Development Neighborhood Capital Projects Fire– Fire Fighting/Suppression Capital Lease Payments General Government—Building Maintenance
Police—Administration
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
155
Capital Improvement Program– Annual/Routine Annual/Routine Capital Projects Item Detail (Continued) Fiscal Year 2013
Fiscal Year 2014
50,000
50,000
$3,345,598
$3,583,176
135,000
150,000
Computer Hardware
220,000
220,000
Capital Lease Payments
98,139
92,128
Substation Equipment
32,000
32,000
Capital Lease Payments
37,592
37,592
Water Meters
51,002
51,002
Water Capital Projects
1,376,512
1,376,048
Capital Lease Payments
70,377
85,375
Automotive Equipment Replacement
44,000
95,360
3,880,336
4,003,983
Automotive Equipment Replacement
52,000
80,000
Capital Lease Payments
78,879
103,979
Electric Capital Projects
892,994
846,340
Computer Hardware
30,000
30,000
0
35,806
Stormwater Capital Projects
304,854
364,637
Capital Lease Payments
185,676
180.936
Utilities Fund Total Capital Projects/Items
$7,489,361
$7,604,431
All Funds Total Capital Projects/Items over $25,000
$10,834,959
$11,187,607
Economic and Urban Development Galleria Area Sidewalk Improvements General Fund Total Capital Projects/Items
Utilities—Water Treatment Plant Water Treatment Plant Capital Projects Information Technology Services
Utilities — Electric Services
Utilities—Traffic Signals
Utilities—Water Distribution
Utilities– Wastewater System Wastewater Capital Projects
Utilities– Electric Engineering
Stormwater
Automotive Equipment Replacement
156
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Capital Improvement Program– Enterprise Funds The first schedule below details the Operating Budget revenues created from rate increases. Projects are funded during the effective year of the increase in the respective fund, and that same amount is reserved subsequent years through Fiscal Year 2017 for additional phases or projects. As Fiscal Year 2018 approaches, the rate increases will build the capacity for debt service for the $87 million bond issuance. This plan, which began in Fiscal Year 2008, avoids rate shock to our customers by raising the necessary funding to pay the ultimate debt service over time. In the meantime, the plan also allows for pay-as-you-go projects. While the chart below displays Fiscal Years 2009 through 2017, the plan has been in place since Fiscal Year 2008. The next page shows the planned projects for the coming five years paid for solely by rate increases.
Utility System Capital Improvements Summary of New Revenues from Rate Increases
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
Total
Electric 2% increase on July 1, 2007
$1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $12,951,000
Water 5% increase on July 1, 2007
$525,000
$525,000
$525,000
$525,000
$525,000
$525,000
$525,000
$525,000
$525,000
$4,725,000
5% increase on July 1, 2010
$0
$0
$571,000
$571,000
$571,000
$571,000
$571,000
$571,000
$571,000
$3,426,000
$0
$0
$635,000
$635,000
$635,000
$635,000
$635,000
$635,000
$3,810,000
5% increase on July 1, 2011
$0 $525,000
$525,000 $1,096,000 $1,731,000 $1,731,000 $1,731,000 $1,731,000 $1,731,000 $1,731,000 $11,961,000
Wastewater 10% increase on July 1, 2008 10% increase on July 1, 2010 5% increase on July 1, 2012
$1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $13,534,200 $0
$0
$0
$0
$1,646,700 $1,646,700 $1,700,000 $1,700,000 $1,700,000 $1,700,000 $1,700,000 $11,793,400 $0
$0
$895,000
$895,000
$895,000
$895,000
$895,000
$4,475,000
$1,503,800 $1,503,800 $3,150,500 $3,150,500 $4,098,800 $4,098,800 $4,098,800 $4,098,800 $4,098,800 $29,802,600
TOTAL
157
$3,467,800 $3,467,800 $5,685,500 $6,320,500 $7,268,800 $7,268,800 $7,268,800 $7,268,800 $7,268,800 $55,285,600
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Capital Improvement Program– Enterprise Funds
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
158
Capital Improvement Program– Enterprise Funds Projects funded by debt are the final component of the utility system’s Capital Improvement Plan. The table below lists the projects funded by bond anticipation notes and revenue bonds. There are future plans in the Utility System plan for a revenue bond to upgrade the Wastewater Plant in 2017/2018 . This project is estimated to cost about $80 million.
10-Year Utilities System Capital Project Plan: BAN/Bond Undesignated Funds Allocation Proposal Funding to be allocated within existing Bond Funds Old Town East Sewer Line Upgrades Laurel Street Water Tank & Line Upgrades Filter Plant High Service Pump Station Primary Feeders from Substation to Bleachery Laurel St Improvements Old Town Outfall-Wilson to White Downtown East Fiber Optic Lines Black/Elizabeth Signal Upgrade Main/Elizabeth Signal Upgrade Oakland/Main Signal Upgrade Oakland/White Signal Upgrade Oakland/Black Signal Upgrade
159
$ $
2008 BAN 1,013,808 300,000
$
60,508
$ $
300,000 33,300
$
130,000
$
130,000
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
Capital Improvement Program– Downtown Snapshot Downtown Rock Hill The City is currently developing a new 10 Year Capital Improvement Plan (CIP) is for Fiscal Years 2015 through 2024. This separate document will better enable our elected officials and management to better plan for the future. Although this is a long process, the City is proactively working on having this completed plan by the end of Fiscal Year 2014. At this point, there have been some enhancements to our existing CIP. The following pages highlight all current projects in three major areas in Downtown Rock Hill: Textile Corridor, Old Town, and Fountain Park. These areas are vital to the continued growth and development of our Downtown area.
Fountain Park FY2014 Fountain Park Area Projects Revenues 2013 Downtown TIF Foundation for the Carolinas Infrastructure Tax Credit Swap 2008 Utility BAN 2010 Utilities BAN FY14 Utilities Operating Budget Total Revenues
$5,565,000 $1,300,000 $1,170,000 $353,300 $410,000 $890,000 $9,688,300
FY2015
$0 $0 $0 $0 $0 $90,000 $90,000
FY2016
$0 $0 $0 $0 $0 $0 $0
FY2017
$0 $0 $0 $0 $0 $0 $0
Projects Park* $3,349,359 $0 $0 $0 Streetscape* $1,732,566 $0 $0 $0 Purchase Streetlight* $415,735 $0 $0 $0 Streetlight Conduit* $223,840 $0 $0 $0 Student Art $5,500 $0 $0 $0 Fountain $1,470,000 $0 $0 $0 Engineering/Design $520,000 $0 $0 $0 Utility Upgrades Downtown East Fiber Optic Lines $33,300 $0 $0 $0 Black/Elizabeth Signal Upgrade $130,000 $0 $0 $0 Main/Elizabeth Signal Upgrade $130,000 $0 $0 $0 Oakland/Main Signal Upgrades $130,000 $0 $0 $0 Oakland/White Signal Upgrade $150,000 $0 $0 $0 Oakland/Black Signal Upgrade $130,000 $0 $0 $0 Dave Lyle/Black Signal Upgrade $60,000 $0 $0 $0 Old Town East Sewer Line Upgrades $300,000 $0 $0 $0 Old Town East Water Line Upgrades $200,000 $0 $0 $0 Old Town East Electric Line Relocations $466,000 $0 $0 $0 Old Town East Street Lighting $92,000 $0 $0 $0 Dave Lyle/White Signal Upgrade (FY13) $0 $0 $0 $0 Dave Lyle/Main Signal Upgrade (FY13) $0 $0 $0 $0 Black/Hampton Signal $150,000 $0 $0 $0 Year 2 Utility Improvements $0 $90,000 $0 $0 Total Project Expenses $9,688,300 $90,000 $0 $0 * Indicates that the Contractor is doing the work. In order to balance the budget, the contingency was decreased from 5% to 4.25% Revenues FY2014 FY2015 FY2016 FY2017 2013 Downtown TIF $5,565,000 $3,200,000 $0 $0 Foundation for the Carolinas $1,300,000 $0 $0 $0 Infrastructure Tax Credit Swap $1,170,000 $200,000 $0 $0 2008 Utility BAN $353,300 $0 $0 $0 2010 Utilities BAN $410,000 $0 $0 $0 FY14 Utilities Operating Budget $890,000 $90,000 $0 $0 TOTAL $9,688,300 $3,490,000 $0 $0
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
FY2014
FY2015
FY2016
FY2017
Parking Deck- Downtown East Revenues 2013 Downtown TIF Bonds Infrastructure Tax Credit Swap Total Revenues
$0 $0 $0
$3,200,000 $200,000 $3,400,000
$0 $0 $0
$0 $0 $0
Projects Parking Deck Total Project Expenses
$0 $0
$3,400,000 $3,400,000
$0 $0
$0 $0
FY2014 $9,688,300 $0 $9,688,300
FY2015 $90,000 $3,400,000 $3,490,000
FY2016 $0 $0 $0
FY2017 $0 $0 $0
Projects Fountain Park Area Projects Parking Deck- Downtown East TOTAL
160
Capital Improvement Program Old Town FY2014 139 Main LLC/Woolworth Walkway Revenues 2007 Downtown TIF 2013 Downtown TIF Total Revenues
FY2016
FY2017
$0 $0 $0
$400,000 $160,000 $560,000
$0 $0 $0
$0 $0 $0
$0 $0
$560,000 $560,000
$0 $0
$0 $0
$161,710 $22,710 $184,420
$0 $0 $0
$0 $0 $0
$0 $0 $0
$184,420 $184,420
$0 $0
$0 $0
$0 $0
$40,000 $40,000
$0 $0
$0 $0
$0 $0
$40,000 $40,000
$0 $0
$0 $0
$0 $0
$275,000 $275,000
$0 $0
$0 $0
$0 $0
Projects White St. Parking Total Project Expenses
$275,000 $275,000
$0 $0
$0 $0
$0 $0
Revenues 2007 Downtown TIF & TIF Surplus 2013 Downtown TIF Transportation Enhancement Program (TEP) Economic Development Operating Budget 2013 GO Bonds Asset Forfeture Grant Funding Planning and Development Op. Budget TOTAL
FY2014 $0 $275,000 $342,710 $106,231 $1,800,000 $100,000 $40,000 $22,710 $2,686,651
FY2015 $400,000 $160,000 $0 $0 $0 $0 $0 $0 $560,000
FY2016 $0 $0 $0 $0 $0 $0 $0 $0 $0
FY2017 $0 $0 $0 $0 $0 $0 $0 $0 $0
Projects Walkway Total Project Expenses White St/Caldwell Pedestrian Crossing Revenues Transportation Enhancement Program (TEP) Planning and Development Op. Budget Total Revenues Projects Walkway Total Project Expenses Oakland Ave Ped/Bike I Revenues Grant Funding Total Revenues Projects Ped/Bike Total Project Expenses White St. Parking Revenues 2013 Downtown TIF Total Revenues
161
FY2015
Oakland Ave Pedestrian Safety I Revenues Economic Development Operating Budget Transportation Enhancement Program (TEP) Total Revenues Projects Walkway Lighting & Fixtures Total Project Expenses Law Center Addition Revenues 2013 GO Bonds Asset Forfeture Total Revenues Projects Design/Engineering Construction Information Technology Interior Signage Impact Fees Inspection Fees Furniture Remaining Funds Total Project Expenses
Projects 139 Main LLC/Woolworth Walkway White St/Caldwell Pedestrian Crossing Oakland Ave Ped/Bike I Oakland Ave Pedestrian Safety I Law Center Addition White St. Parking TOTAL
FY2014
FY2015
FY2016
FY2017
$106,231 $181,000 $287,231
$0 $0 $0
$0 $0 $0
$0 $0 $0
$256,000 $31,231 $287,231
$0 $0 $0
$0 $0 $0
$0 $0 $0
$1,800,000 $100,000 $1,900,000
$0 $0 $0
$0 $0 $0
$0 $0 $0
$233,933 $1,456,901 $75,000 $15,000 $8,966 $7,000 $100,000 $3,200 $1,900,000
$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
FY2014 $0 $184,420 $40,000 $287,231 $1,900,000 $275,000 $2,686,651
FY2015 $560,000 $0 $0 $0 $0 $0 $560,000
FY2016 $0 $0 $0 $0 $0 $0 $0
FY2017 $0 $0 $0 $0 $0 $0 $0
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Capital Improvement Program
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
162
Personnel Summary The approved Fiscal Year 2014 budget includes 12 new positions– predominately in Public Safety positions. Even with 12 new positions in Fiscal Year 2014, the City remains committed to productive service delivery even with a growing population. This is demonstrated by the trend line representing the number of employees per 1,000 population in the chart below. Fiscal Year 2015 budget does not include any personnel changes.
Employment Efficiences
20
Total Employees
18 900
16 14
850
12 10
800
8
750
6 4
Employees per 1,000 population
950
2 700
1995
1996
1997
1998
1999
00/ 01 01/ 02 02/ 03 03/ 04 04/ 05
05/ 06 06/ 07 07/ 08 08/ 09
09/ 10
10/ 11
11/ 12 12/ 13* 13/ 14*
Number of Employees
839
821
815
775
774
773
791
802
835
861
850
863
867
871
883
891
900
900
912
Employees per 1,000 populat ion
18.8
17.89
17.4
16.22
15.87
15.32
14.92
14.60
14.80
14.85
14.27
14.01
13.37
12.93
12.76
13.47
13.35
13.09
13.01
0
New Positions in Fiscal Year 2013/2014
6 Police Officer I 1 Police Officer I for Court Security 1 BMX Recreation Specialist 1 Crew Worker II for BMX 1 Fire Inspector 2 PT Special Projects Interns for Grants
Fiscal Year 2014/2015 No personnel changes
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
163
Personnel Summary Position Summary By Fund FY2011/12 Approved
FY2012/13 Approved
FY2013/14 Approved
FY2014/15 Projected
General Fund
744
744
756
756
Stormwater Fund
14
14
14
14
Electric fund
71
71
71
71
Water Fund
33
33
33
33
Wastewater
38
38
38
38
Total Approved Positions
900
900
912
912
General Government
59
59
62
62
Office of Management & Budget
11
11
10
10
Human Resources
9
9
9
9
Housing & Neighborhood Services
19
19
19
19
Police
185
185
192
192
Fire
122
122
123
123
Planning & Development
34
34
34
34
Public Works
71
71
71
71
Finance
47
47
43
43
Parks, Recreation, and Tourism
148
148
150
150
Housing Authority
26
26
26
26
Economic and Urban Development
13
13
13
13
Stormwater Fund
14
14
14
14
Electric Fund
71
71
75
75
Water Fund
33
33
33
33
Wastewater Fund
38
38
38
38
Total Citywide
900
900
912
912
Fund
Departmental Overview
164
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Personnel Summary Positions Detail By Fund And Department Job Number
Description (Pay Grade)
FY2011/12 Approved
FY2012/13 Approved
FY2013/14 Approved
6 1 7
6 1 7
6 1 7
PT PT
6 1 7
1 1 1 1
1 1 0 1
1 1 0 1
FT FT FT FT
1 1 0 1
FT FT FT FT FT
2 1 1 1 2
Position Status
FY2014/15 Projected
GENERAL FUND
9159 9169
4010 4004 4002 1410 4001 4005 1413 1023 4006
1030 4007 4036 4008
1312 1038 2001 9889
1012 1202 1203 6230
GENERAL GOVERNMENT City Council Council Member (993) Mayor (994) Total City Council Municipal Court Bailiff (8) City Recorder (33) Clerk of Court (20) Customer Service Technician (8) Ministerial Recorder (10) Court Administrator (23) Municipal Court Assistant (10) Office Assistant (8) Senior Ministerial Recorder (11) Total Municipal Court
3 0 1 1 1
3 1 1 1 1
2 1 1 1 2
10
10
10
Solicitor’s Office Administrative Secretary (9) City Solicitor (23) Court & Training Advocate (11) Senior Solicitor (33) Total Solicitor’s Office
1 2 1 1 5
1 2 1 1 5
1 2 1 1 5
FT FT FT FT
1 2 1 1 5
1 1
1 1
1 1
FT FT
1 1
1
1
1
FT
1
Senior Projects Intern (11) Total Grants
0 3
0 3
2 5
PT
2 5
Purchasing/Fleet Customer Service Clerk I (7) Warehouse Supervisor (13) Purchasing Specialist (10) Fleet Maintenance Superintendent (17)
1 1 1 0
1 1 1 1
1 1 1 1
FT FT FT FT
1 1 1 1
Grants Accounting Clerk III (11) Assistant to the City Manager (24) Grants Administrator/Planning Tech (10)
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
10
165
Personnel Summary Positions Detail By Fund And Department Job Number 1204 2024 6205 6223 6224 6225 6226 6227 9019
Description (Pay Grade)
Senior Warehouse Clerk (8) Performance Manager (31) Radio Technician (14) Tire Technician (5) Preventive Maintenance Specialist (6) Service Technician I (10) Service Technician II (12) Lead Service Technician (14) Seasonal Crew Worker (5) Total Purchasing/Fleet
FY2012/13 Approved 2 1 0 1 2
FY2013/14 Approved 2 1 0 1 2
2 4 2 1 19
2 4 2 1 19
2 4 2 1 19
FT FT FT PT
2 4 2 1 19
Position Status FT FT FT FT FT
FY2014/15 Projected 2 1 0 1 2
2024 5325 6032 6202
Building Maintenance Performance Manager (31) Maintenance Specialist (15) Crew Worker II (6) Maintenance Mechanic II (10) Total Building Maintenance
1 1 1 1 4
1 1 1 1 4
1 1 0 2 4
FT FT FT FT
1 1 0 2 4
6020 6544
Cemetery Services Crew Leader (9) Crew Supervisor II (13) Total Cemetery Services
1 1 2
1 1 2
1 1 2
FT FT
1 1 2
6002 6020 6503
Custodial Services Custodial Worker II (5) Crew Leader (9) Crew Supervisor (12) Total Custodial Services
7 1 1 9
7 1 1 9
7 1 1 9
FT FT FT
7 1 1 9
1461
Airport Services Airport Administrator Total Airport Services
0 0
0 0
1 1
FT
1 1
51 8 59
51 8 59
52 10 62
1 1 1 1 1 1 1
1 1 1 1 1 1 0
1 1 1 1 1 1 0
GENERAL GOVERNMENT TOTAL Full Time Part Time
9149 1439 1037 1032 1011 2022 1452 166
FY2011/12 Approved 2 1 1 1 2
OFFICE OF MANAGEMENT & BUDGET Administration City Manager (992) Deputy City Manager (48) Executive Assistant (16) Executive Secretary (11) Clerk II (5) Project Manager (25) Communications Specialist (14)
52 10 62
FT FT FT FT FT FT FT
1 1 1 1 1 1 0
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Personnel Summary Positions Detail By Fund And Department Job Description (Pay Grade) Number 2015 Marketing Assistant (16) 1462 Senior Projects Intern (11) Total Administration
FY2011/12 Approved 0 1 8
FY2012/13 Approved 1 1 8
FY2013/14 Approved 1 1 8
Airport Services 1461 Airport Administrator (23) Total Airport Services
1 1
1 1
0 0
FT
0 0
Budget Office Management & Budget Direc-
1
1
1
FT
1
Senior Financial Analyst (22) Assistant to the City Manager
1 0
0 1
0 1
FT FT
0 1
2
2
2
2
10 1 11
10 1 11
9 1 10
9 1 10
1 0 1
0 1 1
0 1 1
FT FT FT
0 1 1
1 2 5
1 2 5
1 2 5
FT PT
1 2 5
1 1 1 1 0 4
1 1 0 1 1 4
1 1 0 1 1 4
FT FT FT FT FT
1 1 0 1 1 4
7 2 9
7 2 9
7 2 9
1
1
1
FT
1
Planning Technician II (13) 1 Total Administration 2 City of Rock Hill, South Carolina窶認iscal Year 2014/2015
1 2
1 2
FT
1 2
1464 1309 1038
Total Budget Office
Position Status FT PT
FY2014/15 Projected 1 1 8
OFFICE OF MANAGEMENT & Full Time Part Time
2119 2024 2127 1032 9889
1110 2121 2107 2103 2024
HUMAN RESOURCES Administration Benefits Specialist (15) Performance Manager (31) Human Resources Director (39) Executive Secretary (11) Senior Projects Intern (11) Total Administration Personnel Office Services Specialist (7) Personnel Analyst (19) Personnel Supervisor (23) Personnel Technician (10) Performance Manager (31) Total Personnel HUMAN RESOURCES TOTAL Full Time Part Time
7 2 9
HOUSING & NEIGHBORHOOD SERVICES
Administration 4061 2001
Housing & Neigh Services
167
Personnel Summary Positions Detail By Fund And Department Job Description (Pay Grade) Number Neighborhood Empowerment Neigh. Empowerment Supervi4060 sor (25) 5310 Program Supervisor (14) 1462 Senior Projects Intern (11) Total Neighborhood Empowerment
1415 2010 2024 2025 2027 2307 9884
Neighborhood Development Development Assistant (13) Planner (16) Performance Manager (31) Project Manager (25) Rehab Specialist (15) Development Coordinator (17) Special Projects Intern (908) Total Neighborhood Develop-
Neighborhood Inspections Neigh. Environ. Inspections 1449 Supervisor (14) Environmental Inspector/ 9003 Senior Intern (911) 1462 Senior Projects Intern (11) Total Neighborhood Inspections HOUSING & NEIGHBORHOOD SERVICES TOTAL Full Time Part Time
FY2012/13 Approved
FY2013/14 Approved
Position Status
FY2014/15 Projected
1
1
1
FT
1
1 3 5
1 3 5
1 3 5
FT PT
1 3 5
1 1 0 1 1 1 1 6
1 1 1 0 1 1 1 6
1 1 1 0 1 1 1 6
FT FT FT FT FT FT PT
1 1 1 0 1 1 1 6
1
1
1
FT
1
4
4
4
PT
4
1 6
1 6
1 6
PT
1 6
10 9 19
10 9 19
10 9 19
10 9 19
1 1 4 1
1 1 4 1
1 1 4 1
FT FT FT FT
1 1 4 1
4054
POLICE Police Chief (39) Executive Secretary (11) Administrative Secretary (9) Law Enforcement Victim Advocate (11) Police Officer I (11) Police Officer II (12) Police Sergeant/Detective (18) Police Lieutenant (20)
42 36 18 12
42 36 18 12
46 35 17 13
FT FT FT FT
46 35 17 13
4047 4049 4043 4071 4072 1011
Police Captain (24) Police Major (28) Master Police Officer (14) Master Police Officer II (15) Senior Police Officer (17) Clerk II (5)
3 0 14 10 5 1
3 0 14 10 5 1
4 2 14 10 6 1
FT FT FT FT FT FT
4 2 14 10 6 1
4050 1032 1030 4035 4040 4041 4044
168
FY2011/12 Approved
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Personnel Summary Positions Detail By Fund And Department Job Description (Pay Grade) Number 1022 Secretary (8) 1310 Accounting Clerk I (7) 1311 Accounting Clerk II (9) Customer Service Technician 1410 1504 4011 4012
4071
Systems Operator (9) Correctional Officer (9) Correctional Officer II (10) Master Correctional Officer (11) Criminalist (17)
4073
Accreditation Manager/Grants Manager (15)
4040
4075 2104 2105 2106 4031 1019
4131 4126 4133
FY2012/13 Approved 1 2 1 1
FY2013/14 Approved 1 2 1 1
FT FT FT FT
FY2014/15 Projected 1 2 1 1
1 4 3 1
1 4 3 1
1 4 4 0
FT FT FT FT
1 4 4 0
1 1
1 1
1 1
FT FT
1 1
1
1
1
PT
1
7
7
7
FT
7
7
7
7
FT
7
4
4
4
FT
4
1
1
1
FT
1
1
1
1
FT
1
184 1 185
184 1 185
191 1 192
1 1
1 0
1 0
FT FT
1 0
1 1 4
1 1 3
1 1 3
FT FT
1 1 3
36 24 24 24 3
30 30 24 24 3
30 30 24 24 4
FT FT FT FT FT
30 30 24 24 4
Parking/Customer Service Officer (5) Telecommunications Operator I (7) Telecommunications Operator II (9) Telecommunications Operator III (11) Telecommunications Div. Supervisor (14) Records Clerk (6) POLICE TOTAL Full Time Part Time
1412
FY2011/12 Approved 1 2 1 1
FIRE Fire Administration Customer Service Clerk II (9) Fire Training Officer/Battalion Chief (123) Logistics Officer (118) Fire Chief (34/134) Total Fire Administration
Position Status
191 1 192
Fire Fighting/Suppression 4101 4102 4103 4104 4136
Firefighter I (109) Firefighter II (110) Driver-Engineer (112) Fire Captain (118) Battalion Chief II (124)
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
169
Personnel Summary Positions Detail By Fund And Department Job Number
Description (Pay Grade)
Hazardous Material Coordinator 4131 Battalion Chief (123) Total Fire Fighting/Suppression -
FY2011/12 Approved 1
FY2012/13 Approved 0
FY2013/14 Approved 0
0 112
2 113
1 113
FT
1 113
1 0 2 1 1 0 1
0 0 2 1 1 1 1
0 1 2 1 1 1 1
FT FT FT FT FT FT FT
0 1 2 1 1 1 1
6
6
7
7
122 0 122
122 0 122
123 0 123
123 0 123
1
1
1
FT
1
1 1 1 2 1 1 1 0 9
0 1 1 2 1 1 1 1 9
0 1 1 2 1 1 1 1 9
FT FT FT FT FT FT FT FT
0 1 1 2 1 1 1 1 9
1 4 1 1 7
1 4 1 1 7
1 4 1 1 7
FT FT FT FT
1 4 1 1 7
Position Status FT
FY2014/15 Projected 0
Fire Prevention/Investigation 4105 4120 4121 4122 4123 4131
Fire Investigator-Captain (16) Fire Inspector I (10) Fire Inspector II (12) Fire Inspector III (13) Fire Prevention-Captain (17) Battalion Chief (123) Fire Prevention Supervisor/Fire 4124 Marshall (19) Total Fire Prevention & Investigation FIRE TOTAL Full Time Part Time
2033 1022 1030 3012 3016 2040 1415 2308 1032
2303 2304 2308 2310
170
PLANNING AND DEVELOPMENT Administration & Customer Service Development Services Director (39) Secretary (8) Administrative Secretary (9) City Engineer I (27) CIS Technician II (10) Permit Center Manager (21) Development Assistant (13) Building Plans Examiner (17) Executive Secretary (11) Total Administration & Customer Service Building Inspections Building Inspector I (13) Building Inspector II (16) Building Plans Examiner (17) Building Official (24) Total Building Inspections
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Personnel Summary Positions Detail By Fund And Department Job Description (Pay Grade) Number Zoning 2002 Planning Technician II (13) 2011 Senior Planner (25) 2016 Planner II (21) 2017 Planner III (23) 2303 Inspector I (11) 9879 Special Projects Intern (908) Total Zoning
2030 9879 2011 2016 2017
3004 3021 3024 3004
FY2011/12 Approved
FY2012/13 Approved
FY2013/14 Approved
1 1 2 1 1 1 7
1 1 2 1 1 1 7
1 1 2 1 1 1 7
FT FT FT FT FT PT
1 1 2 1 1 1 7
Planning Planning Services Manager (36)
1
1
1
FT
1
Special Projects Intern (908) Senior Planner (25) Planner II (21) Planner III (23) Total Planning
1 1 1 1 5
1 1 1 1 5
1 1 1 1 5
PT FT FT FT
1 1 1 1 5
Infrastructure Engineering Technician III (15) City Engineer II (29) Engineering Technician I (10) Engineering Technician III (15) Total Infrastructure
3 1 1 1 6
3 1 1 1 6
3 1 1 1 6
FT FT FT FT
3 1 1 1 6
32 2 34
32 2 34
32 2 34
1
1
1
FT
1
1 1
1 1
1 1
FT FT
1 1
3
3
3
1 7 1 1 1
1 7 1 1 1
1 7 1 1 2
PLANNING AND DEVELOPMENT TOTAL Full Time Part Time
1410 6530 6505
6010 6011 6103 6202 6203
PUBLIC WORKS Administration Customer Service Technician (8) Public Works Director (38) Construction Maintenance Supervisor (15) Total Administration Street Maintenance Crew Worker I (5) Crew Worker II (6) Equipment Operator III (9) Maintenance Mechanic II (10) Maintenance Mechanic III (11)
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Position Status
FY2014/15 Projected
32 2 34
3
FT FT FT FT FT
1 7 1 1 2
171
Personnel Summary Positions Detail By Fund And Department Job Description (Pay Grade) Number 6503 Crew Supervisor (12) Construction Maintenance Su6505 pervisor (15)
FY2011/12 Approved 1 1
FY2012/13 Approved 1 1
FY2013/14 Approved 1 1
1
1
1
Total Street Maintenance
14
14
15
6011 6106 6107 6501
Residential Waste Crew Worker II (6) Refuse Truck Operator II (9) Refuse Truck Operator III (11) Sanitation Supervisor (14) Total Residential Waste
1 3 4 1 9
1 3 4 1 9
1 3 4 1 9
FT FT FT FT
1 3 4 1 9
6107 6202 6501
Commercial Waste Refuse Truck Operator III (11) Maintenance Mechanic II (10) Sanitation Supervisor (14) Total Commercial Waste
5 1 1 7
5 1 1 7
5 1 1 7
FT FT FT
5 1 1 7
6010 6020 6105 6106 6523 6504 9029 9019
Curbside Trash Crew Worker I (5) Crew Leader (9) Refuse Truck Operator I (7) Refuse Truck Operator II (9) Sanitation Superintendent (14) Environmental Inspector (8) Seasonal Crew Leader (9) Seasonal Crew Worker (5) Total Curbside Trash
5 1 3 5 1 1 0 1 17
5 1 3 5 1 1 0 1 17
5 1 3 5 1 1 1 1 18
FT FT FT FT FT FT PT PT
5 1 3 5 1 1 1 1 18
6106 6107 6203 6501 9029 9869
Recycling/Beautification Refuse Truck Operator II (9) Refuse Truck Operator III (11) Maintenance Mechanic III (11) Sanitation Supervisor (14) Seasonal Crew Leader (9) Special Intern (905) Total Recycling/Beautification
5 1 1 1 1 1 10
5 1 1 1 1 1 10
5 1 0 1 0 1 8
FT FT FT FT PT PT
5 1 0 1 0 1 8
1 2 4 1
1 2 4 1
1 2 4 1
FT FT FT FT
1 2 4 1
6525
3024 6010 6011 6020
172
Construction Maintenance Superintendent (21)
Construction Engineering Tech I (10) Crew Worker I (5) Crew Worker II (6) Crew Leader (9)
FT FT
FY2014/15 Projected 1 1
FT
1
Position Status
15
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Personnel Summary Positions Detail By Fund And Department Job Description (Pay Grade) Number 6101 Equipment Operator I (6) 6103 Equipment Operator III (9) 6503 Crew Supervisor (12) Total Construction PUBLIC WORKS TOTAL Full Time Part Time
9879 1022 1320 2024
1304 1308 1311 1312 1313 9869
FINANCE Administration Special Projects Intern (908) Secretary (8) Finance Director/Municipal Clerk (39) Performance Manager (31) Total Administration Accounting Accountant I (16) Controller (31) Accounting Clerk II (9) Accounting Clerk III (11) Accountant III (21) Special Intern (905) Total Accounting
Customer Services Customer Service Technician 1410 (8) 1412 Customer Service Clerk II (9) Billing Services Coordinator 1422 (12) Total Customer Services Central Collections Central Collections Specialist 1033 (12) Central Collections Coordinator 1316 Customer Service Technician (8) 1411 Customer Service Clerk I (7) 1412 Customer Service Clerk II (9) 9859 Intern (903) Total Central Collections 1410
FY2011/12 Approved 1 1 1 11
FY2012/13 Approved 1 1 1 11
FY2013/14 Approved 1 1 1 11
68 3 71
68 3 71
68 3 71
1 1 1
1 1 1
1 1 1
PT FT FT
1 1 1
1 4
1 4
1 4
FT
1 4
1 1 1 1 2 1 7
1 1 1 1 2 1 7
1 1 1 1 2 1 7
FT FT FT FT FT PT
1 1 1 1 2 1 7
1
1
1
FT
1
6 1
6 1
2 1
FT FT
2 1
8
8
4
1
1
1
FT
1
1
1
1
FT
1
1
1
1
FT
1
2 2 1 8
2 2 1 8
2 2 1 8
FT FT PT
2 2 1 8
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Position Status FT FT FT
FY2014/15 Projected 1 1 1 11
68 3 71
4
173
Personnel Summary Positions Detail By Fund And Department Job Description (Pay Grade) Number Account Management 1447 Recovery Specialist (13) 1421 Meter Reader Coordinator (10) Recovery Service Technician 1448 Total Account Management
1012 1410 1419 1420 1422 1431 1448
Billing & Metering Services Clerk III (7) Customer Service Technician (8) Meter Reader I (6) Meter Reader II (8) Billing Services Coordinator (12) Billing/Customer Service Supervisor (20) Recovery Service Technician
Senior Administrative Assistant (14) 9859 Intern (903) Total Billing & Metering Services 1446
Risk Management Risk Manager/Safety Supervi1425 sor (18) 9869 Special Intern (905) Insurance & Safety Specialist 1035 (12) Total Risk Management FINANCE TOTAL Full Time Part Time
1023 1032 1037 5310 5311
PARKS, RECREATION & TOURISM Tourism Office Assistant (8) Executive Secretary (11) Executive Assistant (16) Program Supervisor (14) Recreation Superintendent
Parks, Recreation & Tourism Director (34) 9339 Recreation Leader I (3) Total Tourism 5315
174
FY2011/12 Approved
FY2012/13 Approved
FY2013/14 Approved
Position Status
FY2014/15 Projected
1 0 2
1 1 1
1 1 1
FT FT FT
1 1 1
3
3
3
1 2
1 1
1 1
FT FT
1 1
4 3 1
4 3 1
4 3 1
FT FT FT
4 3 1
1
1
1
FT
1
0
1
1
FT
1
1
1
1
FT
1
1 14
1 14
1 14
PT
1 14
1
1
1
FT
1
1 1
1 1
1 1
PT FT
1 1
3
3
3
3
42 5 47
42 5 47
38 5 43
38 5 43
1 1 1 2 1
1 1 1 2 1
1 1 1 2 1
FT FT FT FT FT
1 1 1 2 1
1
1
1
FT
1
1 8
1 8
1 8
PT
1 8
3
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Personnel Summary Positions Detail By Fund And Department Job Description (Pay Grade) Number Recreation 2022 Project Manager (25) 2029 Performance Manager (31) 5303 Center Supervisor I (13) 5304 Center Supervisor II (14) 5314 Program Coordinator (9) Special Programs Supervisor 5330 (10) 9339 Recreation Leader I (3) 9379 Recreation Programmer I (7) 9389 Recreation Programmer II (12) 9539 Recreation Specialist III (904) 5301 Park Supervisor I (13) Total Recreation
1312 1314 3006 6521 2022 3006 5301 5302 5304 5305 5306 5309 5310 5311 5314 6010 6011 6020 6021 6022 6201 6202 6204 9019 9029 9339 9369 9379 9389 9539 9885
Parks Accounting Clerk III (11) Cashier I (5) Project Specialist (13) Grounds Maintenance Superintendent (18) Project Manager (25) Park Specialist (13) Park Supervisor I (13) Park Supervisor II (16) Center Supervisor II (14) Center Supervisor III (17) Recreation Coordinator I (10) Recreation Coordinator II (12) Program Supervisor (14) Recreation Superintendent Program Coordinator (9) Crew Worker I (5) Crew Worker II (6) Crew Leader (9) Horticulturist I (9) Horticulturist II (11) Maintenance Mechanic I (7) Maintenance Mechanic II (10) Maintenance Mechanic IV (12) Seasonal Crew Worker (5) Seasonal Crew Leader (9) Recreation Leader I (3) Recreation Leader III (7) Recreation Programmer I (7) Recreation Programmer II (12) Recreation Specialist III (904) Senior Projects Intern (11) Total Parks
FY2011/12 Approved
FY2012/13 Approved
FY2013/14 Approved
Position Status
FY2014/15 Projected
1 0 1 3 1 2
0 1 1 3 1 2
0 1 1 3 1 2
FT FT FT FT FT FT
0 1 1 3 1 2
6 3 1 9 0 27
6 2 1 9 1 27
6 2 1 9 1 27
PT PT PT PT PT
6 2 1 9 1 27
1 1 1 1
1 1 1 1
1 1 1 1
FT FT FT FT
1 1 1 1
1 1 0 5 0 1 5 1 1 1
1 1 0 5 0 1 5 1 1 1
2 1 1 5 1 1 4 0 1 0
FT FT FT FT FT FT FT FT FT FT
2 1 1 5 1 1 4 0 1 0
1 9 3 3 5 5 1 1 1 2 1 43 1 2 1 12 2 113
1 9 3 3 5 5 1 1 1 2 1 43 1 2 1 12 2 113
1 9 4 3 5 5 1 1 1 2 1 43 1 2 1 13 2 115
FT FT FT FT FT FT FT FT FT PT PT PT PT PT PT PT PT
1 9 4 3 5 5 1 1 1 2 1 43 1 2 1 13 2 115
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
175
Personnel Summary Positions Detail By Fund And Department Job Number
Description (Pay Grade)
PARKS, RECREATION & TOURISM TOTAL Full Time Part Time
HOUSING AUTHORITY Housing Authority Director (36) Housing Inspector (16) Occupancy Specialist I (7) Applications Coordinator (6) Clerk Stenographer (5) Crew Worker I (5) Crew Worker II (6) Maintenance Mechanic (10) Crew Supervisor (12) Maintenance Superintendent I 6508 (16) 9019 Seasonal Crew Worker (5) 9359 Recreation Leader III (7) 4401 4406 4409 4413 4419 4434 4435 4437 6503
HOUSING AUTHORITY TOTAL Full Time Part Time
2012 9869 2010 2014 2022 2024 5314 1455
ECONOMIC & URBAN DEVELOPMENT Administration Economic & Urban Develop. Director (39) Special Intern (905) Planner (16) Economic Development Coordinator (22) Project Manager (25) Performance Manager (31) Program Coordinator (9) Graphic Designer (11) ECONOMIC & URBAN DEVELOPMENT TOTAL Full Time Part Time
176
FY2011/12 Approved
FY2012/13 Approved
FY2013/14 Approved
64 84 148
64 84 148
66 84 150
1 1 4 1 2 3 2 5 2 1
1 1 4 1 2 3 2 5 2 1
1 1 4 1 2 3 2 5 2 1
FT FT FT FT FT FT FT FT FT FT
1 1 4 1 2 3 2 5 2 1
1 3
1 3
1 3
PT PT
1 3
22 4 26
22 4 26
22 4 26
1
1
1
FT
1
1 1 1
1 1 1
1 1 1
PT FT FT
1 1 1
5 2 2 0
5 2 1 1
5 2 1 1
FT FT FT FT
5 2 1 1
12 1 13
12 1 13
12 1 13
Position Status
FY2014/15 Projected
66 84 150
22 4 26
12 1 13
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Personnel Summary Positions Detail By Fund And Department Job Number
Description (Pay Grade)
FULL TIME PART TIME
FY2011/12 Approved
FY2012/13 Approved
GENERAL FUND TOTAL 624 624 120 120 744 744
FY2013/14 Approved
Position Status
630 122 752
FY2014/15 Projected
630 122 752
ENTERPRISE FUNDS STORMWATER FUND 3002 3003 3009 6010 6011 6101 6122 6103 3022 6523
Engineering Technician I (10) Engineering Technician II (11) Staff Professional Engineer (21) Crew Worker I (5) Crew Worker II (6) Equipment Operator I (6) Equipment Operator II (7) Equipment Operator III (9) City Engineer III (32) Sanitation Superintendent (21) STORMWATER TOTAL Full Time Part Time
1 1 1 2 1 1 2 4 0 1
1 1 0 2 1 1 2 4 1 1
1 1 0 2 1 1 2 4 1 1
FT FT FT FT FT FT FT FT FT FT
1 1 0 2 1 1 2 4 1 1
14 0 14
14 0 14
14 0 14
1 1 1
1 1 1
0 1 0
FT FT FT
0 1 0
1 4
1 4
1 2
PT
1 2
1 1
1 1
1 1
PT FT
1 1
1 1 1 5
1 1 1 5
1 1 1 5
FT FT FT
1 1 1 5
14 0 14
ELECTRIC FUND Administration Key Accounts Manager (21) Public Utilities Director (42) Public Services Administrator 6533 (43) 9010 Operations Supervisor (17) Total Administration
1460 6531
9879 6405 1032 1440 1412
Operations Administration Special Projects Intern (908) Utilities Services Coordinator (8) Executive Secretary (11) Assistant City Manager (44) Customer Service Clerk II (9) Total Operations Administration
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
177
Personnel Summary Positions Detail By Fund And Department Job Description (Pay Grade) Number Information Technology Information Technology Tech1510 nician (13) Information Technology Engi1512 neer II (24) 3003 Engineering Technician II (11) 3004 Engineering Technician III (15) 9881 Special Projects Intern (908) 6350 Maintenance Technician (7) Electronic Service Technician II 6415 (14) 1515 Chief Information Officer (42) Information Technology Engi1511 neer (20)
FY2012/13 Approved
FY2013/14 Approved
Position Status
FY2014/15 Projected
2
1
0
FT
0
5
6
8
FT
8
2 0 1 1 1
1 1 1 0 0
1 0 1 0 0
FT FT PT FT FT
1 0 1 0 0
1 4
1 3
1 2
FT FT
1 2
Information Systems Supervisor (31) Planning Technician (10) GIS Program Analyst II (19) Performance Manager (31) GIS Manager (27) Total Information Technology
1
1
1
FT
1
1 1 1 1 21
1 1 1 1 19
1 1 2 1 19
FT FT FT FT
1 1 2 1 19
General Services Customer Service Clerk II (9) Project Specialist (13) Public Services Administrator
0 0 0
0 0 0
4 1 1
FT FT FT
4 1 1
Key Accounts Manager (21) Total General Services
0 0
0 0
1 7
FT
1 7
3006
Hometown Security Project Specialist (13) Total Hometown Security
1 1
1 1
0 0
FT
0 0
3003 6423 6424
Electric Services Engineering Technician II (11) Lineworker III (15) Lineworker IV (17) Electric Line Crew Supervisor
1 18 0 1
1 13 5 1
1 13 5 1
FT FT FT FT
1 13 5 1
Total Electric Services
20
20
20
1 0
0 1
0 1
FT FT
0 1
1
1
1
FT
1
1507 2001 3020 2024 3018
1412 3006 6533 1460
6506
2022 2024 3003
178
FY2011/12 Approved
Electric Engineering Project Manager (25) Electric Operations Manager (31) Engineering Technician II (11)
20
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Personnel Summary Positions Detail By Fund And Department Job Description (Pay Grade) Number 3008 Engineering Technician IV (17) 6423 Lineworker III (15) 1443 City Forester (16) Total Electric Engineering
6411 6415 6418 6516 6329 6331 6506
Electric Traffic Signals Electronic Service Technician I (13) Electronic Service Technician II (14) Electronic Service Technician III (16) Electronic Service Technician Supervisor (18) Maintenance Technician I (7) Maintenance Technician III (11) Electric Line Crew Supervisor (22) Total Electric Traffic Signals
Dispatch/SCADA Customer Service Clerk II (9) Maintenance Superintendent 6551 (16) 3004 Engineering Technician III (15) Total Dispatch/SCADA 1412
ELECTRIC FUND TOTAL Full Time Part Time
FY2011/12 Approved 1 1 1 5
FY2012/13 Approved 1 1 1 5
FY2013/14 Approved 1 1 1 5
2
2
2
FT
2
4
5
5
FT
5
1
0
0
FT
0
1
2
2
FT
2
1 2
2 2
2 2
FT FT
2 2
1
1
1
FT
1
12
14
14
1 1
1 1
1 1
FT FT
1 1
1 3
1 3
1 3
FT
1 3
68 3 71
68 3 71
72 3 75
1 1
2 0
2 0
FT FT
2 0
1
1
1
FT
1
3
3
3
3 3
3 3
3 3
Position Status FT FT FT
FY2014/15 Projected 1 1 1 5
14
72 3 75
WATER FUND Engineering 3022 City Engineer III (32) Water/Wastewater Superin6514 tendent (23) Maintenance Superintendent I 6508 (16) Total Engineering
6103 6201
Water Distribution Equipment Operator III (9) Maintenance Mechanic I (7)
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
3
FT FT
3 3
179
Personnel Summary Positions Detail By Fund And Department Job Description (Pay Grade) Number 6202 Maintenance Mechanic II (10) 6503 Crew Supervisor (12) Maintenance Superintendent I 6508 (16) Total Water Distribution
6311 6312 6360 6331 6333 6334 6514
Water Treatment Plant Water Plant Operator II (14) Water Plant Operator III (15) Maintenance Technician II (10) Maintenance Technician III (11) Environmental Lab Technician II (11) Environmental Lab Technician III (13) Water/Wastewater Superintendent (23) Total Water Treatment Plant WATER FUND TOTAL Full Time Part Time
FY2011/12 Approved 10 3 1
FY2012/13 Approved 10 3 1
FY2013/14 Approved 10 3 1
20
20
20
3 2 1 1
3 2 1 1
3 2 1 1
FT FT FT FT
3 2 1 1
1
1
1
FT
1
1
1
1
FT
1
1
1
1
FT
1
10
10
10
10
33 0 33
33 0 33
33 0 33
33 0 33
1 2 3 5 1 3 1
1 2 3 5 1 3 1
1 2 3 5 1 3 1
16
16
16
1
1
1
FT
1
0 3
1 3
1 3
FT FT
1 3
2
1
1
FT
1
3 1
3 1
3 1
FT FT
3 1
Position Status FT FT FT
FY2014/15 Projected 10 3 1 20
WASTEWATER FUND Wastewater System Engineering Technician II (11) Equipment Operator III (9) Maintenance Mechanic I (7) Maintenance Mechanic II (10) Maintenance Technician I (7) Crew Supervisor (12) Maintenance Superintendent I 6508 (16) Total Wastewater System
3003 6103 6201 6202 6329 6503
6231 1508 6320 6312 6330 6411
180
Wastewater Treatment Plant Operations Superintendent (25) Operations Supervisor (17) Wastewater Plant Operator II (14) Wastewater Plant Operator III (15) Maintenance Technician II (10) Electronic Service Technician I (13)
FT FT FT FT PT FT FT
1 2 3 5 1 3 1 16
City of Rock Hill, South Carolina窶認iscal Year 2014/2015
Personnel Summary Positions Detail By Fund And Department Job Number
Description (Pay Grade)
Electronic Service Technician II (14) 6503 Crew Supervisor (12) Maintenance Superintendent I 6508 (16) 9879 Special Projects Intern (908) Total Wastewater Treatment
6415
Industrial Pretreatment Industrial Pretreatment Field 6335 Technician (9) Total Industrial Pretreatment Environmental Lab Environmental Lab Technician 6334 III (13) Environmental Lab Supervisor 6507 (16) Total Environmental Lab Lift Stations Maintenance Technician III (11) 6250 Total Lift Stations WASTEWATER FUND TOTAL Full Time Part Time
FY2011/12 Approved 1
FY2012/13 Approved 0
FY2013/14 Approved 0
FT
FY2014/15 Projected 0
1 1
1 2
1 2
FT FT
1 2
1 14
1 14
1 14
PT
1 14
3
3
3
FT
3
3
3
3
2
2
2
FT
2
1
1
1
FT
1
3
3
3
2
2
2
2
2
2
2
36 2 38
36 2 38
36 2 38
36 2 38
Position Status
3
3
FT
2
ENTERPRISE FUNDS TOTAL FULL TIME PART TIME
FULL TIME PART TIME
151
151
155
155
5
5
5
5
156
156
160
160
785 127 912
785 127 912
CITYWIDE TOTAL 775 775 125 125 900 900
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FY2013/2014 Approved Budget
Monitor Rock Hill’s financial and strategic plan progress by visiting the City’s Financial and Performance Dashboards located on the City’s transparency webpage at: cityofrockhill/transparency.
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Budget Ordinance
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Budget Ordinance
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Budget Ordinance
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Budget Ordinance
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Budget Ordinance
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Budget Ordinance
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Appendix GLOSSARY OF TERMS Accounting System: The total set of records and procedures which are used to record, classify, and report information on the financial status and operations of an entity. Accounts Payable: A liability account reflecting amounts on open account owing to private persons or organizations for goods and services received by a government (but not including amounts due to other funds of the same government or to other governments). Accounts Receivable: An asset account reflecting amounts owing to open accounts from private persons or organizations for goods and services furnished by a government. Accrual Basis of Accounting: A basis of accounting in which transactions (debts and credits) are recognized at the time they are incurred, as opposed to when cash is received or spent. Activity: A specific and distinguishable line of work performed by one or more organizational component of a government for the purpose of accomplishing a function for which the government is responsible (i.e. The Police Department is an activity within the public safety function). Adoption: Formal action by the City Council that sets the spending limits for the fiscal year. Ad Valorem: Latin for “value of”. Refers to the tax assessed against real (land and buildings) and personal (equipment and furniture) property. Allocation: The portion of an appropriation which is designated for expenditure by specific organization units and/or for specific purposes. Annual Operating Budget: The City’s plan of current expenditures and the proposed means of financing them. The annual operating budget is the primary controlling document for most of the City’s spending, financing, and/or acquisition activities. Appropriation: The legal authorization granted by a legislative body (the City Council) to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in both amount and time. Appropriation Ordinance: The City’s legal instrument by which budgets are set and adopted on a line-item basis. Arbitrage: The interest earnings derived from invested bond proceeds or debt service fund balances. Assessed Valuation: The estimated value placed on real and personal property by the chief appraiser of the appraisal district as the basis for levying property taxes. All appraisal activity is the responsibility of The York County Assessor's Office. Audit: A methodical examination of the use of resources. It concludes in a written report of its findings, and it is a test of management's accounting system to determine the extent to which internal accounting controls are both available and being used. Balanced budget: A budget in which current revenues equal current expenditures Balance Sheet: The basic financial statement which discloses the assets, liabilities, and equities of an entity at a specified date in conformity with GAAP. Bond: A written promise to pay a specified sum of money, called the face value or principal amount, at a specific date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. Budget: A comprehensive financial plan of operation which incorporates an estimate of proposed expenditures for a given period and the proposed means of financing them. Budget Calendar: The schedule of key dates or milestones which the City follows in the preparation and adoption of the budget.
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Appendix Budget Message: A general discussion of the proposed budget presented in writing as a part of the budget document. The budget message explains principal budget issues against the background of the present economy and financial experience in recent years. Budgetary Control: The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues. Capital Improvement Program (CIP): A plan for purchasing, leasing, and/or constructing the equipment or property needed to complete the City’s long-term improvement projects. The plan details by year (over a fixed number of years) for each project. The plan also specifies the resources estimated to be available to pay for the project expenditures. Capital Outlay: Equipment with a value in excess of $5,000 and an expected life of more than one year. Capital Project: Construction, purchase or major renovation of City infrastructure with a cost of at least $20,000, or equipment purchase with a cost of at least $50,000, and which results in a fixed asset. Cash Basis of Accounting: A basis of accounting under which revenues are recognized when cash is received and expenditures incurred when cash is paid. Certificates of Participation (COPS): A financing instrument by which certificates or securities are sold to investors who underwrite a project. The issuance of COPs is secured by lease-purchase agreements to which the City is a party. Consumer Price Index (CPI): A statistical description of price levels provided by the U.S. Department of Labor. The index is used as a measure of the increase in the cost of living. Cost: The amount of money or other consideration exchanged for property or services. Costs may be incurred even before money is paid; that is, as soon as liability is incurred. Ultimately, however, money or other consideration must be given in exchange. Current Assets: Those assets which are available or can be made readily available from current operations or to pay current liabilities. Those assets which will be used up or converted to cash within one year. Some examples are cash, temporary investments and taxes receivable which will be collected within one year. Current Liabilities: Debt or other legal obligation arising out of transactions in the past which must be liquidated, renewed, or refunded within one year. Current Taxes: Taxes levied and due within one year. Debt: An obligation resulting from borrowed money or from the purchase of goods and services. Debts of government include bonds and notes. Debt Limit: The maximum amount of general obligated debt which is legally permitted. The State of South Carolina forbids cities from incurring debt in excess of 8% of the total assessed valuation of taxable property within the City. Debt Service: The payment of principal and interest on borrowed funds, such as bonds. Debt Service Requirement: The amount of money required to pay the interest currently due on outstanding debt, and/or principal portion due on debt maturing in the up-coming year. The city’s debt service requirement may also include required annual contributions to sinking funds set up to accumulate monies for the retirement of term bonds. Delinquent Taxes: Taxes that remain unpaid on and after the date they are due and which include a penalty for nonpayment. Department: A major administrative unit of the City which manages an operation or group of related operations within a functional area.
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Appendix Depreciation: The decrease in value of physical assets due to use and the passage of time. Division: A sub-unit of a Department having responsibility for a specific function within the Department. Encumbrance: Commitments related to unperformed contracts for goods or services. Encumbrances represent the estimated amount of expenditures ultimately to result if the unperformed contracts are completed. Encumbrances are used for budgetary purposes only and are not expenditures under generally accepted accounting principles (GAAP). Enterprise Fund: A fund established to account for operations: (a) financed through user charges and operated in a manner similar to private businesses, where the intent is to cover the cost of providing goods and services to the general public on a continuing basis; or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, or other purposes. The City’s Enterprise Funds are for water, wastewater, storm water, and electric utilities. Estimated Revenue: The amount of projected revenue to be collected during the fiscal year. Exempt: Personnel not eligible to receive overtime pay and who are expected to put in whatever hours are necessary to complete their job assignments. Compensatory time off, as partial compensation for overtime hours worked, may be allowed by the respective department head. Expenditures/Expenses: The amount of cash paid or to be paid for a service rendered, goods received or an asset purchased. Federal Emergency Management Agency (FEMA): A federal agency that provides disaster relief. Fiscal Year (FY): A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. The City of Rock Hill’s fiscal year begins July 1st and ends the following June 30th. Fixed Asset: Assets of a long-term character which are intended to continue to be held or used, such as land, buildings, improvements other than buildings, machinery and equipment. Full Time Equivalent (F.T.E.): Number of staff positions calculated on the basis that one FTE equates to 2080 hours a year. Full Accrual Basis of Accounting: The method of accounting where revenues are recognized when earned, expenditures are recognized when incurred and fixed assets are depreciated over their estimated useful life. All enterprise and internal service funds are accounted for using this method of accounting. Fund: An fiscal and accounting entity that has self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Fund Balance: The difference between governmental fund assets and liabilities, also referred to as fund equity. GASB 34: Statement number 34 issued by GASB. A new reporting model that will require government financial statements to be written in a format similar to private business. Generally Accepted Accounting Principles (GAAP): A body of accounting and financial reporting standards set by the Governmental Accounting Standards Board (GASB) for state and local governments. General Fund: The fund used to account for all financial resources except those required to be accounted for in another fund. City of Rock Hill, South Carolina—Fiscal Year 2014/2015
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Appendix General Ledger: A book, file or other device which contains the accounts needed to reflect the financial position and the results of operations of an entity. In double entry bookkeeping, the debits and credits in the general ledger are equal; therefore, the debit balances equal the credit balances. General Obligation (GO) Bonds: When the City pledges its full-faith and credit to the repayment of the bonds it issues, then those bonds are general obligation (G.O.) bonds. Sometimes the term is used to refer to bonds which are repaid from taxes and other general revenue. Goal: A statement of broad direction, purpose or intent on the needs of the community. A goal is general and timeless. Governmental Accounting Standards Board (GASB): The authoritative accounting and financial reporting standardsetting body for government entities. Governmental Funds: Those funds through which more governmental functions typically are financed. The acquisition, use and financial resources and the related current liabilities are accounted for through governmental funds (General, Special Revenue, Capital Projects, and Debt Service Funds). Grant: A contribution by a government or other organization to support a particular function. Grants may be classified as either categorical or block, depending upon the amount of discretion allowed the grantee. Infiltration & Inflow (I&I): A situation where storm water enters the sewer system. Interfund Transfers: Amounts transferred from one fund to another, generally for expenses incurred but paid from another fund for services rendered or for account tracking purposes. Intergovernmental Revenue: Revenue received from other governments, whether local, state or federal, usually in the form of grants, entitlements, shared revenues or payments in lieu of taxes. Insurance Service Office (ISO): Provides ratings based on industry standards for fire services. Kilovolt (KV): Equals 1,000 volts of electricity. Kilovolt-ampere (KVA): The unit of measurement for power used for circuit sizing. Levy: To impose taxes, special assessments, or service charges for the support of City activities. Long Term Debt: Any unmatured debt that is not a fund liability since it is not currently due, such as outstanding bonds issued by the City. Maintenance and Operation (M&O) Costs: The day-to-day operating and maintenance cost of a municipality including such things as personnel, gas, electric utility bills, telephone expense, reproduction costs, postage, and vehicle maintenance. Mill: A tax rate based on the valuation of property. A tax rate of one mill produces one dollar of taxes on each $1,000 of property valuation. Modified Accrual Accounting: A basis of accounting in which expenditures are accrued but revenues are accounted for on a cash basis. This accounting technique is a combination of cash and accrual accounting since expenditures are immediately incurred as a liability while revenues are not recorded until they are actually received or are "measurable" and available. It is recommended as the standard for most governmental funds. Nephelometric Turbidity Units (NTU): The scientific unit of measure for fine particles in water. Net Assets: Total assets minus total liabilities.
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Appendix Non-Exempt: Personnel eligible to receive overtime pay when overtime work has been authorized or requested by the supervisor. Objectives: A desired outcome that is measurable and that can be achieved within a specific time frame. Operating Budget: A financial plan for the City’s general operations, such as salaries, utilities and supplies. Operating Transfers: Legally authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended. An example would be the transfer of funds from the general fund or an enterprise fund to an internal service fund to finance the services provided by the internal service fund. Ordinance: A formal legislative enactment by the governing board of a municipality (the City Council). If it is not in conflict with any higher form of law, such as, a State statute, a Federal law, or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. The difference between an ordinance and a resolution is that the latter requires less formality and has a lower legal status. Ordinarily, the City’s statutes or charter will specify or imply those legislative actions which must be by ordinance and those which may be by resolution. Performance Budget: A budget format that includes (1) performance goals and objects and (2) demand, workload, efficiency, and effectiveness measures for each governmental program. Performance Indicators: Statistical information which denotes the demands for services within a department/ division. Performance Measurement: A method of evaluation that uses measurable performance of activities to determine achievement of goals. Personnel Services: The costs associated with compensating employees for their labor. Program: An organized set of related work activities that are directed toward a common purpose or goal and represent well-defined uses of city resources. Property Tax: Property taxes are levied on both real and personal property according to the property's assessed valuation and the tax rate applied. Proposed Budget: The budget as formulated and proposed by the budget-making authority (the City Manager). It is submitted to the legislative body (the City Council) for review and approval. Purchase Order: A document which authorizes the delivery of specified merchandise or the rendering of certain services and the making of a charge for them. Reserve: An account used to earmark a portion of the fund balance. This may be done for various reasons. The most common are to indicate that a portion of the fund balance is not available for general expenditures or the amount has been legally segregated for specific future use. Resolution: A special or temporary order of a legislative body (the City Council). This action requires less legal formality than an ordinance. Resources: Total monies available for appropriation purposes to include revenues, fund balances, transfers, and other financing services (e.g. bond proceeds). Restricted Assets: Monies or other resources whose use is restricted by legal or contractual requirements. In governmental accounting, special treatment is given to restricted assets arising out of revenue bond indentures in enterprise funds. Retained Earnings: An equity account reflecting the accumulated earnings of an enterprise or internal service fund. For budgeting purposes, the working capital definition of fund balance is used.
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Appendix Revenue: Income received or anticipated from taxes or other sources, such as business licenses, user fees, fines, and investments. Revenue Bonds: When a government issues bonds which do not pledge the full faith and credit of the jurisdiction, it issues limited liability revenue bonds. Typically, pledges are made to dedicate one specific revenue source to repay these bonds. Revenue bonds are not included in the 8% general obligation debt limit set by the State. The City’s revenue bonds are repayable from utility user charges. Rock Hill-Fort Mill Area Transportation Study (RFATS): A transportation planning area in the northeast section of York County. Rock Hill Economic Development Commission (RHEDC): The purpose of which is to transition the community from dependence on the textile industry to more diverse economic opportunities. Services: The costs related to services performed for the City by individuals, business, or utilities. Sexual Assault Nurse Examiner (SANE): A grant from South Carolina Department of Public Safety’s Stop Violence Against Women program. Short Term Debt: Any debt obligation of five years or less duration, such as short term loans or lease/purchase agreements for equipment purchases. Sinking Fund: A group of accounts established to account for the accumulation of resources for, and the payment of, long-term bond principal and interest. Bonds issued in such a fund contain an agreement requiring the governmental unit to periodically set aside a sum which, when compounded with interest, will be sufficient to redeem the debt at the stated maturity date. Bonds of this type are commonly known as term bonds. Special Assessments: A compulsory levy made against certain properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those properties. Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. Supervisory Control and Data Acquisition (SCADA): A technology of automatic radio transmissions of data from a remote source to a receiving station for recording and analysis. Used in providing a monitoring mechanism for water and sewer systems.
Supplies: A cost category for minor items (individually priced at less than $500) required by departments to conduct their operations. Supplemental Appropriation: An additional appropriation made by the legislative body (the City Council) after the budget year has begun. Support Services: The expenditure class for charges paid by one City department or agency to another for services rendered or materials supplied. Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit, such as police and fire services, planning, parks and recreation, etc. This term does not include specific charges such as special assessments or user charges.
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Appendix Unencumbered Balance: The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future use. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service (e.g. fees paid for periodic refuse pick-up). Working Capital: An amount calculated by subtracting current liabilities from current assets. An indicator of the liquidity of an entity.
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Appendix GLOSSARY OF ACRONYMS
ADA: Americans with Disabilities Act
ISO: Insurance Service Office
BS: Balance Sheet
KV: kilovolt
CA: Current Assets
KVA: Kilovolt-ampere
CALEA: Communications Assistance for Law Enforcement Act M & O: Maintenance and Operation Costs CL: Current Liabilities
MGD: Millions Gallons per Day
CIP: Capital Improvement Program
NE: Neighborhood Empowerment program
CDBG: Community Development Block Grant
NPDES: National Pollutant Discharge Elimination System
COPS: Certificates of Participation
NTU: Nephelometric Turbidity Units
CPI: Consumer Price Index
OSHA: Occupational Safety and Health Administration
DCC: Development Coordinating Center
PARD: (South Carolina) Parks and Recreation Department
DHEC: (South Carolina) Department of Health and Environ- PMPA: Piedmont Municipal Power Agency mental Control PO: Purchase Order DOA: (South Carolina) Department of Aviation RE: Retained Earnings DS: Debt Service RFATS: Rock Hill-Fort Mill Area Transportation Study DSR: Debt Service Reserve RHEDC: Rock Hill Economic Development Commission EPA: Environmental Protection Agency SANE: Sexual Assault Nurse Examiner program FAA: Federal Aviation Administration SCADA: Supervisory Control and Data Acquisition FBO: Fixed Base Operator SCLGIP: South Carolina Local Government Investment Pool FEMA: Federal Emergency Management Agency WWTP: Wastewater Treatment Plant FY: Fiscal Year F.T.E.: Full Time Equivalent GAAP: Generally Accepted Accounting Principles GASB: Governmental Accounting Standards Board GO: General Obligation Bonds GIS: Geographic Information System I & I: Infiltration and inflow
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Appendix Financial Policies The City of Rock Hill has developed a comprehensive set of financial policies that are consistent with the City’s goals and objectives. Specific attention has been given to make sure that these policies are both consistent and relationally sound. Financial policies are an integral part of the development of service, capital, and financial plans and the budget. They provide the basis for decision-making and continue Rock Hill’s tradition of financial stability. FP 1: Fund Balances The City will maintain stabilization funds at levels sufficient to protect the City's credit as well as its financial position from emergencies. The City of Rock Hill seeks to maintain a prudent level of financial resources to protect against reducing service levels or raising taxes and fees because of temporary revenue shortfalls or unpredicted one-time expenditures. Stabilization funds are called by many names including rainy day funds, unreserved, undesignated fund balances, and contingency funds. These funds are used at a government’s discretion for many purposes: to address temporary cash flow shortages; to fund emergencies; unanticipated economic downturns; and one-time opportunities. These funds provide flexibility to respond to unexpected opportunities that may help a government achieve its goals. The minimum and maximum amounts to be accumulated are based on the types of revenue, the level of uncertainty associated with revenues, the condition of capital assets, or the City’s level of security with its financial position. It is the goal of the City of Rock Hill to maintain a General Fund Balance equal to at least 15% of the total audited General Fund expenditures from the previous fiscal year and to maintain Enterprise Fund Unrestricted Net Assets equal to at least 20% of total Enterprise Fund operating expenses for the previous fiscal year. The State of South Carolina does not provide any local government constraints regarding the establishment of stabilization funds. The following summarizes the City's policy on different types of fund balances: Nonspendable The nonspendable fund balance includes amounts that cannot be spent because they are either not in spendable form, such as supplies inventories, or are legally or contractually required to be maintained intact, such as principal donated to the City to be invested and held in a permanent fund from which only the investment earnings can be spent. Restricted Fund balance is reported as restricted when constraints placed on the use of resources are either externally imposed by creditors (such as through debt covenants), grantors, contributors, or laws or regulations of other governments or is imposed by law through constitutional provisions or enabling legislation (City ordinances). Enabling legislation includes a legally enforceable requirement that those resources be used only for the specific purposes stipulated in the legislation. Legal enforceability means that the City can be compelled by an external party to use resources created by enabling legislation only for the purposes specified by the legislation. Committed The committed fund balance classification includes amounts that can be used only for the specific purposes imposed by formal action of City Council. Those committed amounts cannot be used for any other purpose unless City Council removes or changes the specified use by taking the same type of action it employed to previously commit those amounts. In contrast to fund balance that is restricted by enabling legislation, committed fund balance classification may be redeployed for other purposes with appropriate due process. Constraints imposed on the use of committed amounts are imposed by City Council, separate from the authorization to raise the underlying revenue; therefore, compliance with these constraints is not considered to be legally enforceable. Committed fund balance also incorporates contractual obligations to the extent that existing resources in the fund have been specifically committed for use in satisfying those contractual requirements. Assigned
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Appendix Amounts in the assigned fund balance classification are intended to be used by the City for specific purposes but do not meet the criteria to be classified as restricted or committed. In governmental funds other than the General Fund, assigned fund balance represents the remaining amount that is not restricted or committed. In the General Fund, assigned amounts represent intended uses established by City Council or the City Manager or his designee. Unassigned Unassigned fund balance is the residual classification for the General Fund and includes all spendable amounts not contained in the other classifications. In other governmental funds, the unassigned classification is used only to report a deficit balance resulting from overspending for specific purposes for which amounts had been restricted, committed, or assigned. FP 2: Revenue The City will design, maintain and administer a revenue system that will assure a reliable, equitable, diversified and sufficient revenue stream to support desired City services. Since the principle revenue stream for the government is determined by the fees and charges that are established, it is important that the City adopt policies that identify the manner in which fees and charges are set and the extent to which they cover the cost of the service provided. A revenue system that requires the identification of both the cost of the program and the portion of the cost that will be recovered through fees & charges allows the City and its citizens to develop a better understanding of the cost of services and to consider the appropriateness of established fees and charges. To that end, the City has established the following goals that are used to accomplish this policy: 1. The City will seek to establish all user charges fees at a level related to the full costs (operating, direct, indirect and capital) of providing the service. The City will review these fees & charges annually in the budget process and target rates that meet the cost to serve – particularly in the City’s key businesses (Public Safety, Public Works, Electric, Water, Wastewater, and Parks, Recreation & Tourism). In any event, all enterprise funds will be self-supporting. 2. Costs of service include direct and indirect costs such as operating and maintenance costs, overhead, and charges for use of capital (depreciation and debt service). A government may choose not to recover all costs, but it should identify such costs. Reasons for not recovering full costs should be identified and explained. State and local law may govern the establishment of fees and charges. 3. The City will consider market rates and charges levied by other businesses and municipalities for like services in establishing rates, fees and charges. These fees will be reviewed through the City’s annual rate survey. 4. One-time or special revenues shall not be used to finance ongoing City operations but rather be used for the funding of special projects. 5. An aggressive policy of seeking the collection of delinquent utility and license fee accounts will be maintained. 6. Citizen input into decisions relating to revenues will be solicited during the annual budget public hearing process and will be made available for public review prior to City Council consideration of first reading. 7. In determining revenue projections - and where judgment is required - conservatism shall be the rule.
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Appendix FP 3: Diversified Revenue Base The City will annually review its revenue source to maintain a diversified revenue base The City of Rock Hill is committed to a diverse revenue base. Since all revenue sources have particular characteristics in terms of stability, growth, sensitivity to inflation or business cycle effects, and impact on tax and rate payers - a diversity of revenue sources can improve a government’s ability to handle fluctuations in revenues and potentially help to better distribute the cost of providing services. The City will identify approaches that will be used to improve revenue diversification. In accomplishing this policy, the City will analyze the sensitivity of revenues to changes in rates, the fairness of the tax or fee, administrative aspects of the revenue source, and other relevant issues. Over time the City will strive to improve its revenue diversity to the extent feasible. Since the City is statutorily limited as to the types of revenues it may raise, it may consider options to enhance flexibility within the constraints of available revenue sources. For example, The City will seek to diversify the tax base on which the property tax is levied. FP 4: Use of One-Time Revenue The City will limit the use of one-time revenues to pay for ongoing expenditures of the government By definition, one-time revenues cannot be relied on in future budget periods. Since the use of one-time revenues can have disruptive effects on services due to non-recurrence of these sources, the City will dedicate one-time revenues (e.g. infrequent sales of government assets, bond refunding savings, infrequent revenues from development, and grants) to be used on expenditures appropriate startup costs, stabilization, special projects, and capital purchases. Any use of revenue that adds to the ongoing expenditure base will be carefully reviewed and minimized (e.g., capital expenditures that significantly increase ongoing operating expenses without a sustainable and offsetting long-term revenue plan). FP 5: Revenue Classification The City will annually evaluate all revenues, determine those that are considered to be unpredictable, and determine the best use of those revenues A financial plan for governments should take into account the unpredictable nature of key revenues. This ensures that a government understands the potential impact on its ability to cover service costs and develops contingency plans in advance to address unpredictable revenue fluctuations. Specific allocation and contingency plans do not have to be developed for all unpredictable revenues, but become increasingly necessary as the size or unpredictability of the revenue source increases. The City will annually identify major revenue sources it considers unpredictable and define how these revenues may be used. Unpredictable revenue sources cannot be relied on as to the level of revenue they will generate. Particularly with major revenue sources, it is important to consider how significant variation in revenue receipts will affect the government’s financial outlook and ability to operate programs in the current and future budget periods. For each major unpredictable revenue source, the City will identify those aspects of the revenue source that make the revenue unpredictable. Most importantly, the City will identify the expected or normal degree of
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Appendix volatility of the revenue source. For example, revenues from a particular source may fluctuate, but rarely, if ever, fall below some predictable minimum base. The City will decide, in advance, on a set of tentative actions to be taken if these revenue sources generate revenues substantially higher or lower than projected. The plans should be publicly discussed and used in budget decision making. FP 6: Operating Transfers The City will quantify operating transfers from the utility system to cover general fund expenses The City has traditionally made operating transfers from the Utility Fund to the General Fund. City Council has determined that the City needs to maintain the competitiveness of the utility system and to reduce the General Fund’s need for Utility Fund transfers. These transfers should be established at a level that is supportable by current utility business practices. In quantifying these transfers, the City uses a formula that presupposes that utility services would have been provided by a privately-owned utility instead of the City’s publicly owned utility. Such utility would have paid municipal ad valorem taxes and a franchise fee to the General Fund of the City and the utility’s investors would have been entitled to a return on their investment. For this reason, the city has established the following policy guideline regarding franchise fees, payments in lieu of taxes, rates of return and operating transfers from the utility system: 1.
Franchise Fees. The City shall budget annually a franchise fee from the Utility Fund that equals the franchise fee that would have been paid had electric, water and sewer services been provided by an investor-owned utility. The franchise fee shall be calculated by multiplying all gross revenues of the electric, water and sewer systems made within the City’s corporate boundaries by the current franchise fee the City charges to private utility providers (5%). The franchise fee shall be reported as an expense of the electric, water and sewer system and as a revenue of the General Fund.
2.
Payment in Lieu of Taxes. The City shall budget annually a payment in lieu of taxes from the electric, water, and sewer systems to the General Fund that approximates the amount of ad valorem taxes that would have been paid had utility services been provided by an investor-owned utility. The payment in lieu of taxes shall be calculated by multiplying the gross fixed assets of the system reported in the City’s most recent audited financial statements by the appropriate assessment ratio and then by the City-wide tax rate included in the City’s most recent budget ordinance. The resulting product shall be multiplied by the estimated percentage of electric, water and sewer fixed assets that are located within the City’s corporate boundaries. The payment in lieu of taxes amount calculated under this section shall be reported as an expense of the electric, water and sewer system and as a revenue of the General Fund.
3.
Rate of Return. The City may budget annually a rate of return on the gross operational revenues of the electric, water and sewer systems. This rate of return will be based on 5% of gross utility revenues and may be adjusted by City Council to meet the current competitive utility business environment. The rate of return amount calculated under this section shall be reported as an expense of the electric, water and sewer system and as revenue of the General Fund.
4.
Exceptions. The amount to be paid from the electric, water and sewer systems under this resolution may be increased or reduced upon approval of the City Council.
FP 7: Operational Reporting City staff will provide to the City Council a report on the operating results of the City
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Appendix All excess revenue collected by the City of Rock Hill that exceeds the projected budget revenue figure from a specific revenue category for each fiscal reporting period must be reported to City Council on a monthly basis. The expenditure of any and all excess revenue will be at Council’s discretion and cannot be utilized within the City budget without Council’s approval. Likewise, all expenditures that exceed the projected budget expense figures in excess of $5,000 on a departmental level must be reported to Council in writing by the next scheduled Council meeting. Expenditures that would cause an increase above the $5,000 cap on a departmental level cannot be made without prior approval of Council. Cost savings that may occur within a specific department can be utilized within that particular department; however, this cost savings cannot be transferred to another department without prior approval of Council. FP 8: Adoption of Balanced Budget The City will annually adopt a Balanced Operating Budget According to the laws of the State of South Carolina, the City will adopt a balanced operating budget and provide full disclosure when a deviation from a balanced operating budget is planned or when it occurs. This balanced budget will ensure that all operating revenues are equal to, or exceed, all operating expenditures at adoption and at year-end. Any increase in expenses, decrease in revenues, or combination of the two that would result in a budget imbalance will require budget revision, rather than spending unappropriated surpluses or designated reserves to support ongoing operations. Any year end operating surpluses will revert to unappropriated balances. The City of Rock Hill annual budget appropriation will cover the twelve-month period beginning July 1 and ending June 30 of the following year. The proposed budget document is to be presented to the City Council for their consideration no later than June 1 with adoption of the approved ordinance by June 30. According to state law, any required public hearings will be scheduled to receive input on the development of the budget. Special public hearings are also required to consider the issue of a tax increase. Budgets shall be prepared at the department level and provide the basis for the City’s financial management system. The adopted appropriations by fund shall constitute the maximum expenditure authorization for that fund and can be amended only by action of the City Council. The budget shall be developed in conjunction with a stated program of performance objectives and measures with which to gauge progress towards meeting those objectives. The following guidelines will be used in the preparation of the budget document: 1. Current appropriations in all funds are limited to the sum of available, unencumbered cash balances and revenues estimated to be received in the current budget period. 2. General Fund expenditures and subsidy appropriations for mandated and priority programs are to be made against current revenue sources, and not dependent upon uncertain reserves or fluctuating prior period cash balances. 3. Special Revenue Funds are supported by special levies and fees, grants or intergovernmental revenues. Expenditures in these funds are strictly limited to the mandates of the funding source. Special Revenue Funds are not to be used to subsidize other funds, except as required or permitted by program regulations. 4. All operations of the Enterprise Fund will be self-supporting entities. The City will conduct an annual
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Appendix review of fee structures, charges for services, and other operating revenues and expenditures. 5. Multi-year operating cost projections shall be prepared and updated each year to identify the impact on resources. 6. A ten-year Capital Improvements Program shall be prepared and updated each year. The operating impact of each project shall be identified and incorporated into annual operating budgets. Capital assets shall be purchased and maintained on a regular schedule. Within legal limits and the constraints of operating budgets, debt shall be issued for the purchase of capital assets, including major renovations. 7. For purposes of this policy, the cash basis of accounting are used in defining revenues and expenditures. 8. It will be the duty of the City Manager to take action to bring the budget into balance if adjustments are needed in the course of a fiscal period.
FP 9: Delivery of Services The City will Identify priority services, establish appropriate service levels, and administer the expenditure of available resources to assure fiscal stability and the effective and efficient delivery of services. The City will operate on a current funding basis. Expenditures shall be budgeted and controlled so as not to exceed current revenues plus the planned use of fund balance accumulated through prior years. The City shall take immediate corrective actions if at any time during the fiscal year expenditure and revenue reestimates are such that an operating deficit is projected at year-end. Corrective actions are outlines separately within these policies. Expenditure deferrals into the following fiscal year, short-term loans, or use of one-time revenue sources to balance the budget will be avoided. The Finance Director is charged with performing periodic staff and third-party reviews of City programs for both efficiency and effectiveness. Privatization and contracting with other governmental agencies will be evaluated as alternatives to service delivery. Programs that are determined to be inefficient and/or ineffective are to be reduced in scope or eliminated. The City of Rock Hill makes every effort to maximize any discounts offered by creditors / vendors. Staff shall also use competitive bidding to attain the best possible price on goods and services. FP 10: Debt Policy The City will adhere to a debt policy that ensures that debt is issued and managed prudently in order to maintain a sound fiscal position and protect credit quality Issuing debt commits the City’s revenues several years into the future, and may limit the City’s flexibility to respond to changing service priorities, revenue inflows, or cost structures. A debt policy sets forth the parameters for issuing debt and managing outstanding debt and provides guidance to decision makers regarding the timing and purposes for which debt may be issued, types and amounts of permissible debt, method of sale that may be used and structural features that may be incorporated. The City plans long- and short-term debt issuance to finance its capital program based on its cash flow needs, sources of revenue, capital construction periods, available financing instruments and market conditions.
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Appendix The Director of Finance oversees and coordinates the timing, issuance process and marketing of the City’s borrowing and capital funding activities required in support of the capital improvement plan. This debt policy recognizes a binding commitment to full and timely repayment of all debt as an intrinsic requirement for entry into the capital markets. Adherence to a debt policy helps to ensure that the City maintains a sound debt position and that credit quality is protected. Components of the debt policy are as follows:
The City will confine its long-term borrowing to capital improvements and follow a policy of full disclosure on every financial report and bond prospectus. In no case will General obligation debt will not be used for self-supporting enterprise activity. The City will use voter-approved general obligation debt to fund generalpurpose public improvements that cannot be financed from current revenues. Capital Planning. The City will have an annual capital planning process that outlines major projected capital expenditures over the next ten years. The capital budget identifies revenue sources and capital expenditures and projects this information for each of the ten years. This information is updated annually. Financing Team. The City often employs outside financial specialists to assist it in developing a bond issuance strategy, preparing bond documents and marketing bonds to investors. The key players in the City’s financing transactions include its bond counsel, the underwriter and underwriters counsel (on a negotiated sale), the City attorney and City representatives (the Director of Finance and other City representatives as may be appointed by the City Manager). Other outside firms, such as those providing paying agent/registrar, trustee, credit enhancement, auditing, or printing services, are retained as required. The financing team will meet at least annually to review the overall financing strategy of the City and make recommendations to the City Manager. Term of Debt Repayment. Borrowings by the City shall mature over a term that does not exceed the economic life of the improvements that they finance. General Obligation Bonds shall be issued with a term not to exceed 25 years; Revenue Bonds with a term not to exceed 30 years; and tax increment bonds with a term not to exceed 25 years. The City does not finance improvements with a probable useful life less than twenty years, using pay-as-you-go funding for such needs. Call provisions. The City seeks to minimize the protection from optional redemption given to bondholders, consistent with its desire to obtain the lowest possible interest rates on its bonds. The City’s bonds are generally subject to optional redemption. The City seeks early calls at low or no premiums because such features have allowed it in the past to refinance debt more easily for debt service savings when interest rates dropped. The City will annually evaluate optional redemption provisions for each issue to assure that the City does not pay unacceptably higher interest rates to obtain such advantageous calls. Interest rates. In most cases, the city will use fixed-rate debt to finance it capital needs; however, the City may issue up to 25% of its total debt portfolio in variable rate debt. Method of Sale. The City will select a method of sale that is the most appropriate in light of financial, market, transaction-specific and issuer-related conditions. Competitive Sales. General obligation debt obligations are issued through a competitive sale – according to state law. For these bonds – and any other bonds that the City may deem necessary - the City will set the terms of the sale to encourage as many bidders as possible. By maximizing bidding, the City seeks to obtain the lowest possible interest rates on its bonds. The following conditions may favor the use of a competitive sale: 1.
The market is familiar with the issuer;
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Appendix 2. 3. 4. 5. 6. 7. 8. 9.
The issuer is a stable and regular borrower in the public market; There is an active secondary market with a broad investor base for the City’s bonds; The issue has a non-enhanced credit rating of A or above or can obtain a credit enhancement prior to the competitive sale; The debt structure is backed by the issuer’s full faith and credit or a strong, known or historically performing revenue stream; The issue is neither too large to be easily absorbed by the market nor too small to attract investors without a concerted sale effort; The issue does not include complex or innovative features or require explanation as to the bonds’ security; The issue can be sold and closed on a schedule that does not need to be accelerated or shortened for market or policy reasons; and Interest rates are stable, market demand is strong, and the market is able to absorb a reasonable amount of buying or selling at reasonable price changes
Negotiated Sales. When certain conditions favorable for a competitive sale do not exist and when a negotiated sale will provide significant benefits to the City that would not be achieved through a competitive sale, the City may elect to sell its debt obligations through a private or negotiated sale. Such determination may be made on an issue-by-issue basis, for a series of issues, or for part or all of a specific financing program. The following conditions may favor the use of a negotiated sale: 1. 2. 3.
4. 5.
6.
7.
Insure fairness by using a competitive underwriter selection process through a request for proposals where multiple proposals are considered; Remain actively involved in each step of the negotiation and sale processes to uphold the public trust; Insure that either an employee of the issuer, or an outside professional other than the issue underwriter, who is familiar with and abreast of the condition of the municipal market, is available to assist in structuring the issue, pricing, and monitoring sales activities; Require that the financial advisor used for a particular bond issue not act as underwriter of the same bond issue; Require that financial professionals disclose the name or names of any person or firm, including attorneys, lobbyists and public relations professionals compensated in connection with a specific bond issue; Request all financial professionals submitting joint proposals or intending to enter into joint accounts or any fee-splitting arrangements in connection with a bond issue to fully disclose to the issuer any plan or arrangements to share tasks, responsibilities and fees earned, and disclose the financial professionals with whom the sharing is proposed, the method used to calculate the fees to be earned, and any changes thereto; and Review the “Agreement among Underwriters” and insure that it is filed with the issuer and that it governs all transactions during the underwriting period.
Refinancing. The City may undertake refinancing of outstanding debt under the following circumstances: Debt Service Savings. The City may refinance outstanding long-term debt when such refinancing allows the City to realize significant debt service savings without lengthening the term of refinanced debt and without increasing debt service in any subsequent fiscal year. Defeasance. The City may refinance outstanding debt, either by advance refunding to the first call or by defeasance to maturity, when the public policy benefits of replacing such debt outweigh the costs associated with new issuance as well as any increase in annual debt service. Conduit Financings. Conduit financings are securities issued by a government agency to finance a project
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Appendix of a third party, such as a non-profit organization or other private entity. The City may sponsor conduit financings for those activities (e.g., economic development, housing) that have a general public purpose and are consistent with the City’s overall service and policy objectives. Unless a compelling public policy rationale exists, such conduit financings will not in any way pledge the City’s faith and credit. Credit Ratings Rating Agency Relationships. The Director of Finance is responsible for maintaining relationships with the rating agencies that assign ratings to the City’s various debt obligations. This effort includes providing periodic updates on the City’s general financial condition along with coordinating meetings and presentations in conjunction with a new debt issuance. Quality of Ratings. The City requests ratings prior to the sale of securities from each of the two major rating agencies for municipal bond issues: Moody’s Investors Service and Standard & Poor’s Corporation. The City may provide a written and/or oral presentation to the rating agencies to help each credit analyst make an informed evaluation. The City will make every reasonable effort to maintain its high quality credit ratings. Rebate Reporting/Covenant Compliance/Reporting Practices. The Director of Finance is responsible for maintaining a system of record keeping and reporting to meet the arbitrage rebate compliance requirements of the federal tax code. Additionally, general financial reporting and certification requirements embodied in bond covenants are monitored to ensure that all covenants are complied with. The City will comply with the standards of the Government Finance Officers Association for financial reporting and budget presentation and the disclosure requirements of the Securities and Exchange Commission. Checklist of Debt Policy Considerations. The City will observe the following GFOA checklist in determining the appropriateness of debt issuance 1. How long is the capital planning period? 2. Have all non-debt sources of funds been considered? 3. How are borrowing plans reviewed internally? 4. What level of debt is manageable in order to maintain or improve the government’s credit quality? 5. How much “pay-as-you-go” financing should be included in the capital plan? 6. How much short-term borrowing will be undertaken, including both operating and capital borrowings? 7. How much debt will be issued in the form of variable-rate securities? 8. How does the redemption schedule for each proposed issue affect the overall debt service requirements of the government? 9. What types of affordability guidelines will be established to help monitor and preserve credit quality? 10. What provisions have been made to periodically review the capital plan and borrowing practices? 11. What is the overlapping debt burden on the taxpayer? 12. How will the formal debt policies be integrated into the capital planning and funding process? FP 11: Debt Limit The city will establish thresholds for the maximum amount of debt and debt service that should be outstanding at any one time. Policies guiding the amount of debt that may be issued by a government help ensure that outstanding and planned debt levels do not exceed an amount that can be supported by the existing and projected tax and revenue base. Because of this, the City has developed distinct policies for general obligation debt, debt supported by
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Appendix revenues of government enterprises, and other types of debt such as special assessment bonds, tax increment financing bonds, short-term debt, variable-rate debt, and leases. General Obligation Debt Affordability Measures. The City examines four statistical measures to determine debt capacity and compares these ratios to other cities, rating agency standards and Rock Hill’s historical ratios to determine debt affordability: This is the only measure that is prescribed by state law, which provides that the City’s general obligation debt cannot exceed 8% of the City’s total assessed value (excluding tax anticipation notes and other indebtedness with a maturity of one year or less; bonds or other indebtedness of the City payable from taxes levied from special taxing areas; and self-supporting bonds or other debt.) Total general obligation debt as measured against the population on a per-capita basis cannot exceed $225. Total annual general obligation debt as measured as a percent of current expenditures cannot exceed 12%. Utility Enterprise Debt Affordability Measures. The City’s Revenue debt level shall not exceed a debt service coverage ratio of 1.20 times of the annual net pledged revenues to annual debt service. In addition additional bonds should not have a negative impact on the City’s overall credit ratings. Tax Increment Debt Affordability Measures. The City’s Tax Increment debt level shall not exceed the current available revenues or revenues projected within the district from projects that have obtained a building permit.
FP 12: Contingency Planning The City will develop practices to guide the financial actions it will take in the event of emergencies, natural disasters, or other unexpected events. When emergencies or unexpected events occur, having a policy that can be applied, or at least serve as a starting point, for financial decisions and actions improves the ability of a government to take timely action and aids in the overall management of such situations. Policies on contingency planning are used as a general guide when an emergency or unexpected event occurs. A set of actions and strategies are identified for each type of situation. Examples of financial emergencies that require contingency plans are sudden and severe decreases in locally collected revenues or intergovernmental aid, and unexpected major capital maintenance requirements. Development of a contingency plan in advance of such situations may be viewed positively by the rating agencies when evaluating a government’s credit quality. This can also help expedite relief efforts when an emergency does occur and allow the government to recover funds more quickly or more effectively in the event of a natural disaster. The following is a summary of the phase classifications and the corresponding actions to be taken. Alert. An anticipated net reduction in available reserves or reduction in major revenue source(s) from 1% up to 9%. The actions associated with this phase would best be described as delaying expenditures where reasonably possible, while maintaining the "Same Level" of service. Each department will be responsible for monitoring its individual budgets to ensure that only essential expenditures are made. Minor. A reduction in reserves in excess of 9%, but less than 23%. The objective at this level is still to maintain "Same Level" of service where possible. Actions associated with this level would be: a. Implementing the previously determined "Same Level" Budget. b. Intensifying the review process for large items such as contract services, consulting services,
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Appendix and capital expenditures including capital improvements. c. Closely scrutinizing hiring for vacant positions, delaying the recruitment process, and using temporary help to fill in where possible. Moderate. A reduction in reserves in excess of 23%, but less than 50%. Initiating cuts of service levels by: a. Requiring greater justification for large expenditures. b. Deferring capital expenditures. c. Reducing CIP appropriations from the affected fund. d. Hiring to fill vacant positions only with special justification and authorization. e. Closely monitoring and reducing expenditures for travel, seminars, retreats and bonuses. Major. A reduction in reserves of 50% to 100%. Implementation of major service cuts. a. Instituting a hiring freeze. b. Reducing the temporary work force. c. Deferring merit wage increases. d. Further reducing capital expenditures. e. Preparing a strategy for reduction in force. Crisis. Reserves have been 100% depleted and potential for having a deficit is present. a. Implementing reduction in force or other personnel cost-reduction strategies. b. Eliminating programs. c. Eliminating capital improvements. In the event that an economic uncertainty is expected to last for consecutive years, the cumulative effect of the projected reduction in reserves will be used for determining the appropriate phase and corresponding actions.
FP 13: Accounting Functions The City of Rock Hill will perform accounting functions that shall conform to the generally accepted accounting principles as applicable to governments. The diverse nature of governmental operations and the necessity of assuring legal compliance preclude recording all governmental financial transactions and balances in a single accounting entity. Therefore, from an accounting and financial management viewpoint, a governmental unit is a combination of several distinctly different fiscal and accounting entities, each having a separate set of accounts and functioning independently of each other. The City will comply with prevailing federal, state, and local statutes and regulations. The City will also conform to generally accepted accounting principles as promulgated by the Governmental Accounting Standards Board (GASB), the American Institute of Certified Public Accountants (AICPA), and the Government Finance Officers Association (GFOA). In general, it will be the policy of the City to: Prepare and present regular reports that analyze, evaluate, and forecast the City’s financial performance and economic conditions. This information will be made available to the public for their inspection. With available resources, the City will seek out and employ the assistance of qualified financial advisors and consultants in the management and administration of the City’s financial functions.
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Appendix An independent audit will be performed annually. The City will issue annual financial reports in accordance with generally accepted accounting principles (GAAP) as outlined in the Governmental Accounting, Auditing and Financial Reporting (GAAFR) publication. The basis of accounting refers to the point at which revenues or expenditures/expenses are recognized in the accounts and reported in the financial statements. It relates to the timing of the measurements made regardless of the measurement focus applied. As in the basis of budgeting, accounting records for the City of Rock Hill governmental funds are maintained on a modified accrual basis with the revenues being recorded when available and measurable and expenditures being recorded when the services or goods are received and the liabilities are incurred. In contrast to the basis of budgeting, accounting records for proprietary funds are maintained on the accrual basis in which revenues are recognized when earned and expenses are recognized when incurred. The City of Rock Hill’s accounting system is organized and operated on a "fund" basis. Each accounting entity is accounted for in a separate "fund” which is defined as a fiscal accounting entity with a self-balancing set of accounts recording cash and other financial resources together with related liabilities and residual equities or balances, and changes therein. Two fund types defined in the “Description of Budgeted Funds are further defined below as well as the addition of Fiduciary Funds. Classification Fund Type Governmental Funds General Special Revenue Debt Service Capital Projects Proprietary Funds Enterprise Fiduciary Funds Agency Expendable Trust Governmental Funds. These funds are, in essence, accounting segregations of financial resources. Expendable assets are assigned to the various governmental funds according to the purposes for which they may or must be used; current liabilities are assigned to the fund from which they are to be paid; and the differences between governmental fund assets and liabilities (the fund equity) is referred to as "Fund Balance". The primary measurement focus is “flow of current financial resources.” Increases in spendable resources are reported in the operating statement as revenues or other financing sources, and decreases are reported as expenditures or other financing uses.
Proprietary Funds. These funds are sometimes referred to as "income determination," "non expendable," or "commercial type" funds and are used to account for a government's on-going organizations and activities which are similar to those often found in the private sector. All assets, liabilities, equities, revenues, expenses, and transfers relating to the government's business and quasi-business activities, where net income and capital maintenance are measured, are accounted for through proprietary funds. The generally accepted accounting principles here are those applicable to similar businesses in the private sector, and the measurement focus is the economic condition of the fund as a result of the events and transactions of the period. Events and transactions that improve the economic position of a proprietary fund are reported as revenues or gains in the operating statement. Those that diminish the economic position are reported as expenses or losses. Fiduciary Funds. These funds account for assets held by the City in a trustee capacity or as an agent for other governmental units and for other funds. Each trust fund is accounted for as either a gov-
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Appendix FP 14: Economic Development Incentive Policy The City of Rock Hill will provide economic development incentives with the goals of targeting economic and geographic sectors; promoting business retention and recruitment; encouraging job creation; increasing property tax revenue; and improving blight, economically distressed areas, and environmental conditions. In general it will be the policy of the City to maintain a fund, replenish the fund, and provide financial incentives programs in accordance with the strategic goals of the City. Financial Incentive Programs: Growth Management Incentives Façade Grants Job Creation Land Acquisition Environmental Testing and/or Cleanup Gap Financing Infrastructure extensions Other Business Incentives at the discretion of the City Council Guidelines for Limits to Incentives: Growth Management incentives: as approved by City Council in the Growth Management Incentive Policy Façade Grants: to specific geographic areas Infrastructure: in general, to a 5 year payback from Utility revenues Fund Establishment and Replenishment: The Economic Development Incentive Fund was established from the land sale proceeds of City property in the Dave Lyle/Manchester area. The following revenue sources are identified to replenish the fund: Interest income from the fund Cell tower rental revenues from Hwy 901 Water Tank Site Proceeds from the sale of property in City Business Parks: Tech Park – 50% of land sale proceeds Southway Industrial Park – 100% of land sale proceeds Proceeds from the sale of property in the Dave Lyle/Manchester area Proceeds from the sale of other City owned property at the discretion of Council Performance Monitoring: The effectiveness of the overall economic development incentive fund and each project funded shall be measured and reported annually to ensure that the overall goals of the program are met.
FP 15: Written Procedures Related to the Issuance of Tax-Exempt Bonds Post-issuance tax compliance begins with the debt issuance process itself and provides for a continuing focus on investments of bond proceeds and use of bond-financed property. It requires identifying existing policies, the responsible people, the applicable procedures, and the affected population. I.
Procedures
The City Manager or the Chief Financial Officer (the “City Representative”) of the City of Rock Hill, South Carolina (the “City”) will be responsible for post-issuance tax compliance and steps to be taken to transfer that responsibility and accumulated information in the future.
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Appendix The City Representative may delegate to his/her staff responsibility for different aspects, for example investment of bond proceeds and expenditure of bond proceeds on projects, coordinate record-keeping and review; however, the City Representative will be ultimately responsible. II.
Issuance
The City Representative will: Obtain and store the Transcript of Proceedings prepared by bond counsel. Confirm filing of Form 8038-G with the Internal Revenue Service, usually overseen by bond counsel at or soon after closing. III.
Recordkeeping
The City Representative will: Establish plan for keeping relevant books and records as to investment and expenditure of bond proceeds. Keep accurate records including: - Basic records relating to the bond transactions (including the bond ordinances, closing certificates, and bond counsel opinion); - Documentation evidencing expenditure of bond proceeds; - Documentation evidencing use of bond-financed property by public and private sources (i.e., copies of management contracts use agreements); - Documentation evidencing all sources of payment or security for the bonds; and - Documentation pertaining to any investment of bond proceeds (including the purchase and sale of securities, SLGS subscriptions, yield calculations for each class of investments, actual investment income received from the investment of proceeds, guaranteed investment contracts, and rebate calculations). Keep all records in a manner that ensures their complete access to the IRS so long as they are material. While this is typically accomplished through the maintenance of hard copies, records may be kept in an electronic format if certain requirements are satisfied, in accordance with the guidelines in Rev Proc 97-22, 1997-1 C.B. 652. Keep records for as long as the bonds are outstanding plus three years after the final redemption date of the bonds. IV.
Arbitrage
The City Representative will: Engage services of an arbitrage/rebate consultant for assistance in compliance with arbitrage related issues. Monitor compliance with “temporary period expectations” for expenditure of bond proceeds, typically three years for new money bonds, and provide for yield restriction of investments or “yield reduction payments” if expectations are not satisfied. Ensure investments acquired with bond proceeds are purchased at fair market value. This can include use of bidding procedures under regulatory safe harbor.
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Appendix Consult with the City’s bond counsel prior to the creation of funds which would reasonably be expected to be used to pay debt service on bonds to determine in advance whether such funds must be invested at restricted yield. Consult with the City’s bond counsel before engaging in post-issuance credit enhancement transactions (e.g., bond insurance, letter of credit) or hedging transactions (e.g., interest rate swap, cap). Consult with the City’s bond counsel and arbitrage consultant to identify situations in which compliance with applicable yield restrictions depends upon later investments, (e.g., purchase of 0% SLGS from U.S. Treasury), and monitor implementation. Work with the City’s arbitrage consultant to arrange for timely computation of rebate liability and, if rebate is payable, for timely filing of Form 8038-T and payment of rebate. Rebate is ordinarily due at 5-year intervals. The arbitrage consultant’s report will be reviewed by bond counsel. V.
Private Use of Bonds-Funded Facilities
The City Representative will: Create and maintain records of which proceeds of bond issues were used to finance which facilities. These records shall track refunding or partial refunding of any bond issues. Accurately record the allocation of bond proceeds to expenditures, including reimbursements. These records will be used for arbitrage purposes. Record the allocation of bond proceeds and funds from other sources in connection with any bond funded project. Review expenditure of bond proceeds with bond counsel to ensure bond proceeds are used for qualifying costs. Keep records of private use, if any, of bond financed facilities to ensure the amount of private use of bond financed facilities. Private use of bond-financed facilities shall be reviewed once a year (in connection with the preparation of annual financial statements). If a change in private use occurs, bond counsel will be consulted to determine of remedial action is necessary. Review with bond counsel prior to the sale or lease of a bond-financed facility, or the granting of a license or management contract, or any other arrangement allowing private use of a bond financed facility. VI.
Reissuance
The City Representative will: Consult with bond counsel to identify any post-issuance change to the terms of bonds which could be treated as a current refunding of “old” bonds by “new” bonds, often referred to as a “reissuance.” Consult with bond counsel to determine whether any “remedial action” in connection with a “change of use” must be treated as a “reissuance.”
City of Rock Hill, South Carolina—Fiscal Year 2014/2015
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