Budget20152016 by City of Rock Hill, SC

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

Photo Credit: Marcia Miktuk Budget Adopted June 22, 2015 1

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

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

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

The City of Rock Hillâ&#x20AC;&#x2122;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 2015 Certificate of Excellence Award from the International City/County Management Association. Learn about our efforts on pages 86-87.

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

Mayor and City Council A. Douglas Echols, Jr. Mayor James C. Reno, Jr. Mayor Pro Tem, Ward 6 John A. Black III Councilmember, Ward 4 Sandra D. Oborokumo Councilmember, Ward 1 Kathy S. Pender Councilmember, Ward 2 Kevin Sutton Councilmember, Ward 3 Ann Williamson Councilmember, Ward 5

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

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

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

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

Budget Staff Melanie Brandon Budget Analyst

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

Solicitorâ&#x20AC;&#x2122;s Office*

Information Technology

Fire

Municipal Court*

Electric

Planning & Development

Housing & Neighborhood Services

Water/Sewer Economic & Urban Development Public Works

Human Resources

Finance Office of Management & Budget

Parks, Recreation, and Tourism

General Services Administrator General Services*

Fleet/Purchasing*

Cemetery Services*

Airport*

Grants*

Building Maintenance*

Project Management*

Custodial Services*

*Denotes divisions within the organization

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

Table of Contents INTRODUCTORY SECTION City Manager’s Budget Message

Budget Highlights

Rock Hill at a Glance

Budget Process

Budget Calendar

Budgetary Fund Structure

Financial Policies and Strategies

Sources and Uses of Funds

REVENUE SUMMARY Revenue Summary

EXPENDITURE SUMMARY Expenditure Summary

FY2016—2018 Strategic Plan

Quality Services

Quality Places

Quality Community

PERFORMANCE BUDGETS

Introduction to Performance Budgets

Fiscal Year 2015 Performance Results Summary

Accountability & Transparency Efforts

General Government

Office of Management and Budget

Human Resources

Planning and Development

101

Housing and Neighborhood Services

106

Police

110

Fire

114

Public Works

118

Finance

124

Parks, Recreation, and Tourism

129

Economic and Urban Development

133

Housing Authority

135

Stormwater Fund

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

Table of Contents Electric Fund

137

Water Fund

143

Wastewater Fund

147

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

152

BOND SCHEDULES Debt Service Narrative

160

Revenue Bonds

161

General Obligation Bonds

165

Tax Increment Financing Bonds

168

Stormwater Bonds

173

Hospitality Tax Revenue Bonds

175

New Market Recovery Bonds

177

Equipment Lease Purchase

178

Summary of Total Debt Service Requirements

182

CAPITAL SUMMARY Capital Improvement Plan and Process

183

Ongoing Operational Impact of Capital Projects

184

FY2016/FY2017 Capital Project Focus

185

Non-routine General Fund

186

Non-routine Enterprise Fund

191

Annual/Routine Replacement

202

General Maintenance

203

PERSONNEL SUMMARY Personnel Summary

204

APPENDIX Budget Ordinance

220

Glossary of Terms

226

Glossary of Acronyms

233

Financial Policies

234

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

FY2015/2016 Approved Budget

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

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

City Manager’s Letter It is my privilege to present you with the balanced budget for the fiscal year beginning July 1, 2015, and ending June 30, 2016, which totals $214,024,861. The annual budget is the policy document that communicates the financial policies of the City for the fiscal year. The budget is prepared each year with the support and policy input of our elected officials and hard work from our departments to ensure that we are preparing the leanest budget possible while still providing high quality services through excellent service delivery. The recovering economy continues to present a few challenges during the development of the Fiscal Year 2016 budget; however, as a result of years of fiscal prudence and efficient management of The Fiscal Year 2016 balanced operations, the City of Rock Hill was well positioned to respond to those budget maintains the level of challenges.

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

Factors Affecting This Year’s Budget In preparing the annual budget, there are a few main factors that have greatly impacted the decision-making process. One factor influencing the 2016 fiscal year budget is an ever increasing need for resources to maintain the roadways within the City limits. The City has historically invested $300,000 of General Fund dollars to repave roads in addition to the annual C-Fund allocation. In FY 2013, the General Fund portion began increasing, and by FY 2015, $500,000 was allocated to street maintenance. In FY 2016, using the savings from reduced fuel costs and additional monies generated by a business license cap change initiative for auto dealers and manufacturers, the allocation has been increased to $860,000. The proposed allocation for FY 2017 is $1.1 million. In addition, two new pothole trucks will be added to the vehicle fleet along with new staff resources which will be dedicated solely to street repair.

The growth of our community has also created many challenges within our departments. To meet the demands of a growing area where there are more services being provided to more customers, many employees work additional hours each week to ensure we maintain the same high quality level of service. In fact, while the city’s population has grown 65.9% over the past 25 years, our workforce has only grown 11.1%. During a recent audit, it was determined that our employees work as many additional hours as 36 full-time employees. To address these growing demands, 13 new positions are included in the Fiscal Year 2016 budget. Of the new positions, five were added to our Utility Funds: an Electronic Service Tech II in Power & Communication Services to assist with substation maintenance and operation, an Engineering Tech III in Water Engineering to manage and inspect backflow preventer installations, a Crew Worker II in Water Distribution to help meet the needs of system expansion and the increase in services maintained, an Information Technology Tech to provide as-built drawings for water and sewer operations, and a Performance Manager II to serve as a Database Administrator in ITS. This increase in personnel will better equip each division with the resources to provide high quality utility services. With the expansion of Riverwalk, the growing number of events being held at the new Novant Health BMX track, and because of the specialized needs of the track, an additional Crew Worker II position was added to the Parks, Recreation and Tourism Department. A Planning Center Assistant was added to our Planning Department to meet the growing demands of our customer base and to ensure the timely issuance of building permits, while a Meter Reader I and a Customer Service Clerk I were added to Finance to ensure customer billing continues to be accurate and timely. A new Grants Specialist in General Services will identify and help secure new funding sources, while Public Works will utilize a new Crew Worker II slot for their enhanced road improvement initiative. Finally, two additional correctional officers in Police will enhance operating efficiency in the jail and provide a higher level of employee and inmate safety. These new positions will uphold our strategic focus areas of providing quality services, places and community. 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 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 local preference ordinance was extended through this budget year that gives an advantage to our local contractors in matching the lowest bid on City projects. Finally, the City is keeping the business-friendly initiative of reimbursing contractors who upsize water and sewer lines. City of Rock Hill, South Carolina—Fiscal Year 2015/2016

City Manager’s Letter Strategic Planning During their annual retreat in January, Rock Hill’s City Council began to look at new data collected from citizen, business & employee surveys, and working with staff, began to develop a set of revised strategic initiatives. On May 26, 2015, City Council adopted the new strategic plan which will guide the City through June 30, 2018. Our strategic plan provides a blueprint for the City’s future by outlining ambitions, setting priorities, and providing performance targets to ensure adequate progress toward making the vision a reality. 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, Knowledge Park and Textile Corridor projects. Quality Community: This focus area addresses several quality of life initiatives such as supporting neighborhoods within our City, fostering a diverse and inclusive community, building public trust, and encouraging public engagement. Additional information on the Strategic Plan can be found in the Performance Budget section of this document.

Funding by Strategic Initiative Our approved budget distributes Fiscal Year 2016 financial resources by departments and across strategic initiatives in the following manner:

General Government Office of Management & Budget Human Resources Planning & Develop. Housing & Neighborhood Services Police Fire Public Works Finance Parks, Recreation & Tourism Housing Authority Economic & Urban Dev. Stormwater Utilities Debt Service Non-Departmental Total

Services $11,421,137 $1,504,946 $851,559

Places

Community $270,827

$3,141,318 $1,394,105 $14,888,701 $9,107,725 $8,534,566 $3,396,967 $3,202,730

$3,717,447 $1,524,992

$1,394,945 $2,216,635 $120,851,523 $17,587,505 $6,702,188 $201,661,127

$416,751

$1,898,293 $6,032,492

$6,331,243

Total $11,691,965 $1,504,946 $851,559 $3,141,318 $1,394,105 $14,888,701 $9,107,725 $8,534,566 $3,396,967 $6,920,177 $1,524,992 $1,811,697 $2,216,635 $120,851,523 $19,485,798 $6,702,188 $214,024,861

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

City Manager’s Letter Financial reality on budget process As with any budget process, there are certain financial limitations that are taken into account. The City’s financial policies govern the entire budget process. For example, the City is very cognizant of our General Fund debt margin of 8%. With this in mind, there have been certain capital projects that the City chose to fund from the operating budget instead of issuing debt. The York County Fire Training Facility, which is located in the City limits, has great capital needs that will be staggered in the operating budget totaling $505,880 in FY 2016 and $629,640 in FY 2017. The City is also funding the upgrade of the public safety dispatch equipment from operating funds. Another example of how the City’s financial policies govern the budget process is with our operating transfer policy. The City uses a formula that presupposes that utility services would have been provided by a privately-owned utility instead of the City’s publicly-owned utility. Such utility would have paid municipal ad valorem taxes and a franchise fee to the General Fund of the City, and the utility’s investors would have been entitled to a return on their investment. For this reason, the City has established a policy guideline regarding franchise fees, payments in lieu of taxes, rates of return and operating transfers from the utility system. Both the FY 2016 and FY 2017 budgets strictly adhere to these types of financial policies. A Few Budget Highlights: Budget Summary The Fiscal Year 2016 approved budget totals $214,024,861, a 4.8% increase over last fiscal year. The proposed Fiscal Year 2017 budget totals $221,170,049, a 3.3% increase over Fiscal Year 2016. Rock Hill SC Business License Revenue

Revenue (in millions)

Successful business recruitment efforts in our area have resulted in increased business license fees. There has also been modest growth in real and personal property taxes. However, the electric, water, and wastewater revenues were not as strong as projected due to mild weather patterns.

$10.0 $8.0 $6.0 $4.0 $2.0 $0.0

$7.3

$8.1

$8.4

$8.8

$9.2

$9.4

2017 Recommended

2016 Budgeted

2015 Forecast

2014 Actual

2013 Actual

2012 Actual

Given some improvements in the economy, for the fourth time in six years, the approved Fiscal Year 2016 budget includes a modified pay-for-performance base wage increase for employee. Financial prudence Fiscal Year requires us to carefully evaluate our ability to sustain employee pay-for-performance increases for Fiscal Year 2016. Additionally, fiscal years 2016 and 2017 budgets reflect a continued restoration of the City’s established equipment and vehicle replacement schedule. General Fund The approved Fiscal Year 2016 General Fund budget totals $57,687,100, an increase of 2.8% when compared to last year’s approved budget. The proposed Fiscal Year 2017 General Fund budget totals $58,880,212, a 2.1% increase when compared to Fiscal Year 2016. Taxpayer Concentration 2010-2013

The revenues in the General Fund are predominately property taxes (42%), charges Assessed Value of % Top 10 Total for services (20%), and licenses/permits (16%). Top 10 Taxpayers Assessed Value The property tax rate remains at 93.5 mils. The City’s taxpayer concentration remains 20,583,964 8.20% favorable; there is no significant exposure 17,810,811 7.17% among any certain taxpayer.

Tax Year

Total Assessed Value

2014

251,127,874

2013

248,318,614

2012

242,372,603

18,559,618

7.66%

2011

228,345,160

17,396,594

7.60%

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

City Manager’s Letter Utility Enterprise Fund The Utility Enterprise Fund consists of the electric, water, wastewater and stormwater impact fee funds. Fiscal Year 2016 expenditures for the Utility Enterprise Fund total $147,501,361, a 5.3% increase over last year’s approved budget. The proposed 2017 budget is $153,160,741 which represents a 3.8% increase over Fiscal Year 2016. Maintaining aging infrastructure, expanding infrastructure into growing areas, and using technology to enhance service delivery are priorities for our Utility Fund. The Fiscal Year 2016 approved budget includes a 5% electric rate increase to cover a 4.5% wholesale electric rate increase and 0.5% for electric operations. This increase is effective July 1, 2015, and represents a $6.14 increase in the average residential customer’s monthly utility bill. Over the past twenty years, the City’s electric system has absorbed over $195 million worth of rate Our accountability and transparency increases from PMPA. Although we seek to minimize rate increases of any kind efforts won the Government Finance Officers Association’s 2011 Award for to our citizens, this year’s rate increase was a necessity to keep our system in Excellence in Government. good standing. The Fiscal Year 2016 budget also includes a 1% water rate and 1% wastewater rate increase to cover system capital improvements. The average residential customer’s monthly utility bill will increase by $0.22 for water and $0.44 for wastewater. There is no stormwater rate increase included in this budget. The proposed Fiscal Year 2017 budget includes a 1.8% electric rate increase to cover a projected wholesale power rate increase, along with a 3% water and a 3% wastewater rate increase to cover additional system capital improvements. Conclusion Despite the challenges presented with balancing the Fiscal Year 2016 and Fiscal Year 2017 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.

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

Respectfully submitted,

David B. Vehaun City Manager

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

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

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

Quality Places

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

Quality Community

The Fiscal Year 2016 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: 

Increasing full-cost paving -Historically, the City budgeted $500,000 for full-cost paving; however, there continues to be an ever increasing need for resources to maintain the roadways within the City limits. -Using the savings from reduced fuel costs and additional monies generated by a business license cap change initiative for auto dealers and manufacturers, an additional $360,000 was added to the FY16 budget, along with 2 new pothole patch trucks and a crew worker in the Streets Division, all resources dedicated solely to street repair.



City Financial Profile 2013/2014

2014/2015

2015/2016

Total Budget

$192,409,564

$204,138,506

214,024,861

General Fund Budget

$53,475,881

$56,099,326

$57,687,100

Total Employees

913

934

947

Property Tax Millage Rate

93.5

Quick Numbers

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



Millage Rate remains at 93.5 mils



-To meet the demands of a growing area where there are more services being provided to more customers, 5 new positions were added to our Utility Funds for FY2016 while 8 new positions were added to our General Fund .

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



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



Stormwater and Sanitation Rates remained the same.

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



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

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



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

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

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

Rock Hill at a Glance Rock Hill was founded in 1852 when the Charlotte/Columbia/Augusta Railroad line was being constructed through the area. Rail crews encountered a small, flinty hill and dubbed the spot “Rock Hill.” The village was incorporated in 1892. Rock Hill is a business-savvy blend of historic charm and responsibly implemented expansion. The city is located in the north-central area of South Carolina approximately 20 miles south of Charlotte, North Carolina along the I-77 corridor. The City operates under the council-manager form of government. Under this organizational structure, the Mayor and Council set policy direction and appoint a city manager who is responsible for implementing those policies efficiently and effectively. The governing board is composed of a mayor elected at large and six council members elected by ward, each for four-year staggered terms. All officials are elected on a non-partisan basis.

Educational Profile Rock Hill is served by Rock Hill School District 3 and is home to three colleges and universities. With a student enrollment of over 17,400 and 2,400 employees, Rock Hill School District 3 is the largest of York County’s four school systems.

Area Vicinity Map

Winthrop University has been a Rock Hill landmark since 1886. Winthrop’s 100-acre tree-lined main campus is complemented by a nearby 450 acre sports and recreation facility. Winthrop has an estimated enrollment of 6,130 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 College, formerly Clinton Junior College, (founded in 1894) offers associate degrees in business, divinity, child development, natural sciences and liberal arts. In 2013, Clinton added two four-year programs to their course offerings, including, a Bachelor of Science in Business Administration and a Bachelor of Arts in Religious Studies.

Community Arts Profile The arts are an important part of the quality of life in any community. In Rock Hill, the Arts Council of Rock Hill and York County serves as the hub of cultural activities. The Arts Council provides a network for cooperation between cultural organizations and provides the public with a central location for information and tickets. Through the School of Visual and Performing Arts, Winthrop University offers a variety of arts programs each year. Winthrop Galleries, located in Rutledge Building and McLaurin Hall, exhibits the work of local, regional and national artists. The Department of Music and the Department of Theatre and Dance schedule campus performances by guest artists, faculty, and students throughout the year. The Rock Hill Community Theatre (RHCT) is dedicated to providing quality theatrical entertainment for the residents of York County. The RHCT annually stages between four and six performances. The 80-voice York County Choral Society (YCCS) is annually accompanied by members of the Charlotte Symphony and provides 4-6 performances. Finally, the York County Concert Ballet offers two fulllength ballets each year. Additionally, the Old Town Association hosts the The Old Town Amphitheater Concert Series. The Concert Series offers national entertainment, on a local level scale, in its 1,200 capacity outdoor concert/event facility.

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

Rock Hill at a Glance Demographics Profile The United States Census Bureau’s July 1, 2014, population estimate for Rock Hill is 69,967.

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

69,967

69,210

70,000 65,000

Population

60,000 55,000 50,000

54,916

45,000 40,000 35,000

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

30,000

Year

The following table sets forth the 10 largest employers located in the County. Major Employers in York County Employer

Number of Employees

1. Wells Fargo Home Mortgage

2,171

2. Ross Distribution

1,790

3. Piedmont Medical Center

1,550

4. Rock Hill School District Three

1,537

5. Duke Power– Catawba Nuclear Station

1,228

6. Winthrop University

1,219

7. York County Government

1,000

8. Fort Mill School District

981

9. Schaeffler Group USA, Inc..

900

10. City of Rock Hill

851

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

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

Unemployment Rate for Rock Hill Year

Unemployment Rate

2005

7.9%

2006

7.5%

2007

6.4%

2008

8.1%

2009

14.7%

2010

13.0%

2011

12.2%

2012

10.6%

2013

8.7%

2014

6.9%

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

2014^ 2013 2012 2011* 2010 2009 2008 2007 2006* 2005

192,274,209 190,793,708 188,688,215 186,482,809 175,709,840 167,855,603 158,437,437 154,070,543 129,105,803 120,531,406

3,896,906,167 3,879,472,067 3,989,786,667 3,853,110,908 3,777,761,558 3,608,895,467 3,316,099,627 3,224,700,346 2,702,188,890 2,355,935,382

58,853,665 60,611,827 58,934,597 55,889,794 52,635,320 55,540,885 55,006,000 52,326,124 46,873,797 48,473,002

653,530,909 678,364,299 654,185,094 592,206,186 575,525,917 608,761,825 614,380,306 584,447,242 523,557,505 503,565,564

251,127,874 251,405,5351 241,959,335 231,535,982 228,345,160 223,396,488 213,443,497 206,396,667 175,979,600 169,004,408

4,550,437,107 4,557,836,366 4,603,681,528 4,456,036,014 4,353,287,475 4,217,657,292 3,930,479,933 3,809,147,588 3,225,746,395 2,859,500,946

Classification of Property

___________________ * Year of Reassessment ^ Projected

2014 Assessed Value*

Real Property (Non-manufacturing)

190,087,632

Vehicles

26,998,074

Manufacturing (Real/Personal)

7,681,238

Marine/Aircraft

694,865

Business Personal Property Utilities

13,373,988 7,196,878 246,032,6751

Total *projected

Computation of General Fund Legal Debt Margin* 2014/2015 Total Assessed Value Debt Limit– 8% of Total Assessed Value Total Amount of Debt Applicable to Debt Limit Legal Debt Margin

251,127,8741 20,090,230 (16,430,000) $3,660,230

*projected

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

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

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

Rock Hill at a Glance Economics Profile City Financial Profile 2012/2013

2013/2014

2014/2015

2015/2016

Total Budget

$183,222,542

$192,409,564

$204,138,506

214,024,861

Total General Fund Budget

$51,641,018

$53,475,881

$56,099,326

$57,687,100

900

913

934

947

Total Employees per 1,000 Population

13.22

13.21

13.25*

13.26*

Property Tax Millage Rate

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

2015*

93.5

298.1

391.6

2014

93.5

298.1

391.6

2013

93.5

287.9

381.4

2012

93.5

286

379.5

2011

93.5

286

379.5

2010

95.0

289

384.0

2009

95.0

286

381.0

2008

95.0

284

379.0

2007

95.0

275

370.0

2006

102.0

262

364.0

Year

Total

* County rate estimated

Top Five Taxpayers Taxpayer

2014 Property Taxes

Assessed Value

Comporium Inc.

$536,020

$5,732,836

AMISUB of SC Inc.

$321,266

$3,435,996

Ross Dress for Less Inc.

$217,215

$2,323,159

Piedmont Medical Center

$188,414

$2,015,124

Atotech USA Inc.

$186,935

$1,999,310

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

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 seven substations which serve 31 distribution feeder circuits of 25,000 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 water division currently maintains 507 miles of waterline, 2,972 hydrants, 36,294 water meters, 6,545 valves and 5 elevated water tanks. Within the water system, 4 million gallons of elevated storage and 3 million gallons of ground storage are provided. The water system serves both residential and industrial customers.

Number of Customers - Electric System

Number of Customers - Water System

Last Ten Fiscal Years

2006

31,156

2006

26,927

2007

32,409

2007

28,075

2008

32,917

2008

28,688

2009

32,873

2009

28,779

2010

33,204

2010

29,288

2011

33,126

2011

29,209

2012

33,142

2012

29,427

2013

33,548

2013

29,950

2014

33,859

2014

30,243

2015

34,361

2015

30,719

Wastewater System The City’s wastewater and a significant amount of wastewater collected by York County is treated at the Manchester Creek Treatment Facility. Manchester is a combination trickling filter and activated sludge plant with a 24 million gallons per day capacity. The sewer division maintains 482 miles of sewer line, 10,185 manholes and a low pressure sewer system. Number of Customers - Wastewater System Last Ten Fiscal Years

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

27,735

28,828

29,541

29,786

30,286

30,561

30,824

31,296

31,600

32,228

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

Rock Hill at a Glance

Monthly Impact of Tax & Utility Rates on Typical Residential Household 2011/20121

2012/2013

2013/2014

2014/2015

2015/20167

Electricity2

$104.96

$109.19

$115.76

$122.71

$128.85

Sanitation including recycling

$18.59

Water3

$21.46

$21.68

$42.22

$44.33

$44.77

$31.16

$2.37

$3.08

$220.77

$227.10

$233.67

$241.33

$248.13

Sewer

Taxes5 6

Stormwater Total

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

Monthly Impact of Tax & Utility Rates on Typical Business 2011/20121

2012/2013

2013/2014

2014/2015

2015/20169

Electricity2

$2,353.50

$2,447.64

$2,594.50

$2,750.17

$2,887.68

Sanitation3

$388.96

Water

$66.09

$66.75

Sewer5

$136.40

$143.22

$144.65

$118.75

$74.37

$78.74

$5.46

$6.55

$3,143.53

$3,248.86

$3,395.72

$3,552.48

$3,692.08

Taxes

Business License7 8

Stormwater 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% 8 Based on a developed building with 9,000 sq. ft. total area and a .6 weight factor. 9 Reassessment year (millage rate remained the same)

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

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

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

Adopting the Budget The public has an opportunity to comment on the budget during the first and second reading of the ordinance to adopt the budget. Two public hearings and two readings are required for formal adoption of the budget. State law requires the City Council to adopt a balanced budget, in which current revenues equal current expenditures, prior to June 30 of each year. Amendments to the budget are allowable under South Carolina law and are made throughout the year as necessary. The budget calendar is provided on the following page. Two-Year Budgeting The City of Rock Hill uses a two-year budgeting process with the governing body approving the year one budget and being made aware of the projected budget for year two. The two-year budgeting process has several benefits; one of the most obvious benefits is demonstrating how financial decisions in one year affects the future.

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

Budget Calendar FISCAL YEAR 2016 & FISCAL YEAR 2017 BUDGET DEVELOPMENT CALENDAR

January 15, 2015

Budget kick-off meeting

January 23, 2015

Departments will be provided personnel information

February 2, 2015

Personnel confirmations & edits due

February 5, 2015

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

February 9, 2015

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

February 20, 2015

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

March 6, 2015

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

March 23-April 3, 2015

Departmental budget reviews with Office of Management and Budget

April 6-20, 2015

Budget Office prepares draft budget for submission to City Council

April 21, 2015

First City Council Workshop

May 22, 2015

Advertise projected budget totals in newspaper

May 26, 2015

Second City Council Workshop

June 8, 2015

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

June 22, 2015

Budget ordinance for second reading and adoption

July 1, 2015

New fiscal year begins

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

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

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

Financial Policies & Strategies Rock Hill budget and financial polices and strategies are governed by South Carolina state law, the City Charter, and generally accepted accounting principles. These laws, strategies, principles, and policies describe ways to amend the budget after adoption, provide for budget controls and budget reporting, and identify appropriate methods for budgeting, accounting, and reporting. Budget Amendments The City Manager is authorized to transfer any sum from one budget line item to another, or from one department or division to another department or division; provided, however, that no such transfer shall (1) be made from one fund to another fund, (2) conflict with any existing Bond Ordinance, or (3) conflict with any previously adopted policy of the City Council. Any change in the budget which would increase or decrease the total of all authorized expenditures must be approved by City Council. Budget Controls & Reporting All excess material revenue collected by the City of Rock Hill that exceeds the projected budget revenue figure from a specific revenue category for each fiscal reporting period must be reported to City Council on a monthly basis. The expenditure of any and all excess revenue will be at Council’s discretion and cannot be utilized within the City budget without Council’s approval.

Enterprise Fund Transfers & Year Ending Condition In addition to building cash reserves, the City has also successfully met its goal of reducing the amount of transfers from the enterprise fund to the general fund. By aggressively containing costs in General Fund departments and adhering to the established financial policies, the City has been able to reduce the General Fund’s dependency on the utilities fund transfer. From a 1992 high of covering 42% of general fund expenditures, the Fiscal Year 2016 budgeted utilities transfer adheres to the policy and covers 12.39% ($7,144,515) of general fund expenditures.

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

Percentage of General Fund Expenses Covered

30.0%

28.0%

25.0% 20.0% 15.0%

12.39%

10.0% 5.0%

8.40%

0.0%

97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 19 /19 /19 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 / 96 997 998 999 000 001 002 003 004 005 006 007 008 009 010 011 012 013 014 015 19 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

Year

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

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

Basis of Accounting The accounting and financial reporting applied to a fund are determined by its measurement focus. All governmental funds are accounted for using a current financial resources measurement focus. Only current assets and current liabilities generally are included on the balance sheet. Governmental fund revenues and expenditures are recognized on the modified accrual basis. Revenues are deemed susceptible to accrual and are recognized in the period when they become measurable and available. Expenditures are recognized when the fund liability is incurred, except principal and interest on general long-term debt which is recognized when due or when funds have been made available for payment. The proprietary fund is accounted for on a flow of economic resources measurement focus. With this measurement focus, all assets and liabilities associated with the operation of these funds are included on the balance sheet. Unlike modified accrual basis, this basis includes depreciation, amortization, capital assets donated by private parties, and capital asset purchases are treated as expenses. Fund equity is segregated into contributed capital and retained earnings components. Proprietary fund-type operating statements present increases (revenues) and decreases (expenses) in net total assets. Basis of Budgeting In accordance with the General Statutes of the State of South Carolina, the City Council is required by state statute to adopt an annual balanced budget ordinance for the Combined General and Enterprise Operating Funds prior to July 1. Project ordinances are adopted for the Special Revenue and Capital Projects Funds when necessary. All budgets are prepared using the modified accrual basis of accounting. City Council has the authority to amend the budget ordinance. Appropriations lapse at the end of the budget year. Appropriations are authorized in the annual budget ordinance generally at the department level. The legal level of budgetary control is at the fund level; however, in practice, the City maintains control at the department level. Administrative control is further maintained through more detailed line-item budgets. The City adopts this budget for the General Fund (Fund 500) and the Enterprise Fund (Fund 700).

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

TOTAL USES OF FUNDS

Debt Service TOTAL EXPENDITURES/ EXPENSES

Purchased Power Parks, Recreation & Tourism Non-Departmental General and Administrative Transfer Operating Transfer

EXPENDITURES/ EXPENSES: General Government Public Safety Public Works

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

2,085,383

57,687,100

5,646,017

1,755,688

3,890,329

3,331,850

605,141

2,726,709

$3,331,850

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

2,085,383 580,000

580,000

1,050,035

(3,705,463)

6,920,177 1,207,574

18,348,940 25,331,271 8,534,566

$5,646,017

$2,085,383

3,331,850

107,912,228

3,650,883

621,442 1,418,493

613,394

85,225,209

15,139,649

1,243,158

$107,912,228

648,000

107,264,228

15,056,805

4,543,265

1,153,817 2,426,696

100,225

6,832,802

$15,056,805

15,056,805

20,545,478

4,615,403

1,447,651 3,299,327

136,947

11,046,150

$20,545,478

574

20,544,904

275,000

$275,000

275,000

Water Impact Fee Fund

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

525,000

$525,000

525,000

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

$57,687,100 $580,000

2,085,383

Tax Inc. Surplus Fund

90,000 5,556,017

Accom. Tax Fund

580,000

24,145,000 265,078 733,000 9,190,000 2,758,403 11,728,053 7,144,515 972,800 750,251

General Fund

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

214,024,861

19,485,798

(482,553) 7,144,516

85,225,209 7,500,177 7,183,305

19,592,098 25,331,271 44,279,876

$214,024,861

$380,000 $214,024,861

380,000

$380,000

380,000

26,230,383 265,078 733,000 9,715,000 4,083,403 163,481,857 7,144,515 972,800 1,398,825

Wastewater Total FY 15/16 Impact Fee Budget Fund

Sources & Uses of Funds

26 90,000 5,827,382 3,397,066

111,303,911

15,686,292

Water Fund

TOTAL USES OF FUNDS

580,000

2,106,713

5,917,382

1,751,350

3,397,066

694,467

525,000 525,000

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

58,880,212

1,038,419

(3,779,572)

275,000

380,000

26,688,513

Water Im- Wastewater Total FY 16/17 pact Fee Impact Fee Budget Fund Fund

100,679

6,961,202

15,686,292

4,921,034

21,470,472

4,769,108

3,441,617

1,476,604

137,401

11,645,742

$21,470,472

574

275,000

$275,000

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

111,951,911

614,075

88,014,802

16,356,533

1,219,109

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

3,649,049

2,106,713

$525,000

Debt Service

492,204

2,210,395

$3,397,066

2,526,484

4,166,032

$5,917,382

1,464,473

580,000

$580,000 $2,106,713

1,176,893

6,923,264 1,190,202

18,839,656 26,043,550 8,624,693

$58,880,212

648,000

633,870

TOTAL EXPENDITURES/ EXPENSES

21,469,898

Wastewater Fund

221,170,049

20,110,140

7,432,574

(1)

7,503,264 6,208,389

88,014,802

20,058,766 26,043,550 45,798,565

$221,170,049

$380,000 $221,170,049

380,000

$380,000

743,000 10,590,000 3,472,170 169,612,089 7,432,574 967,800 1,398,825

580,000

Electric Fund

743,000 9,410,000 2,802,170 11,927,540 7,432,574 967,800 750,251 525,000

Local Hosp. Stormwater Fire Impact Fee Fund Fund Fee Fund

265,078

2,106,713

Tax Inc. Surplus Fund

265,078

24,581,800

Accom. Tax Fund

Parks, Recreation & Tourism Non-Departmental General and Administrative Transfer Operating Transfer

Purchased Power

EXPENDITURES/ EXPENSES: General Government Public Safety Public Works

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

General Fund

BUDGET SUMMARY Fiscal Year 2016/2017 SOURCES AND USES OF FUNDS

Sources & Uses of Funds

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

Revenue Summary Revenue Sources: General Fund

General Fund Revenues FY2015/2016- Total $57,681,100 Fines 2%

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

Miscellaneous 1%

Licenses/Permits 16% Property Taxes 42%

Intergovernmental 5%

Charges for Services 20%

Franchise Fees 1%

General Fund Revenues FY2016/2017- Total $58,880,212 Fines 2%

Fiscal Year 2017

Miscellaneous 1%

The General Fund is budgeted at $58,880,212 for Fiscal Year 2017. This represents a 2.08% increase from the Fiscal Year 2016 adopted budget.

Licenses/Permits 16% Property Taxes 42%

Intergovernmental 5%

Charges for Services 20%

Franchise Fees 1%

Operating Transfers 13%

There are no general fund rate increases proposed for Fiscal Year 2017. The proposed Fiscal Year 2017 budget includes modest increases in property taxes and business licenses revenue. A summary of the Fiscal Year 2017 General Fund revenue by source is provided on the left.

Operating Transfers 13%

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

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

Revenue Summary Major Revenue Sources: General General Property Taxes

Tax Rate (in mills)

Rock Hill SC Property Tax Rates

General property taxes account for 41% of General Fund revenue in fiscal years 2016 and 2017. 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 mils in the adopted Fiscal Year 2016 and recommended Fiscal Year 2017 budgets.

100 90 80 70 60 50 40 30 20 10 0

Additional History The local tax rate remained steady at 100 mils until 1998 when it was increased to 104 mils to meet the cost of Public Safety initiatives. An additional two mill tax increase was included in the Fiscal Year 2001 budget. Reassessment was completed by York County and the rollback millage, with a two mill rate increase, brought the City’s total millage for Fiscal Year 2002 down to 98 mils. A four mill tax increase was included in the Fiscal Year 2005 budget to cover the cost of adding Firefighters to the new fire 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 mils to provide a revenue neutral budget as a result of reassessment. *Year of Reassessment ^ Recommended

Fiscal Year

Charges for Services

Operating Transfers

Charges for Services, such as sanitation fees, cemetery fees, and recreation fees, significantly support many city government operations. In Fiscal Year 2016, charges for services represent approximately 20% 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 234, that governs operating transfers. Operating transfers account for 12.4% of all General Fund revenue in fiscal year 2016 and 12.6% of all General Fund revenue in fiscal year 2017.

Licenses and Permits

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 16% of the General Fund revenues in Fiscal Years 2016 and 2017. The fee consists of a base rate plus a percentage of gross income and varies according to the business classification. License and permit projections are based primarily on historical trend analysis. Beginning in Fiscal Year 2012, the City Council adopted an ordinance implementing a 10% reduction of business license fees for businesses who paid their fees before the due date in an effort to promote job growth.

$10.0 $9.0 $8.0 $7.0 $6.0 $5.0 $4.0 $3.0 $2.0 $1.0 $-

*Projected ^ Recommended

$6.9

$7.3

$8.1

$8.2

$8.8

$9.2

$9.4

Fiscal Year

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

Revenue Summary Revenue Sources: Utility Funds

Utility Funds Revenue FY2015/2016 Total $147,501,361

Fiscal Year 2016

Stormwater Impact Fees 1% 2%

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

Wastewater 14%

Water 10%

Electric 73%

Utility Funds Revenue FY2016/2017- Total $153,160,741 Stormwater 2% Wastewater 14%

Impact Fees 1%

Fiscal Year 2017

Water 10%

Electric 73%

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

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

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

Revenue Summary Major Revenue Sources: Utility Rock Hill, SC: Electric Sales Revenue

Revenue (in millions)

$120.0 $100.0 $80.0

$60.0 $40.0 $20.0 $FY2011

*Projected ^ Budgeted

FY2012

FY2013

FY2014

FY2015* FY2016^ FY2017^

Fiscal Year

Electric Fund Electric sales represent the single largest source of revenue for the City of Rock Hill. The City monitors the Electric revenues closely on a week to week basis in order to project with great accuracy. Fiscal Years 2016 and 2017 estimates are based on historical trends of customer growth that is applied to rate schedules. Electric revenue account for approximately 73% of all Enterprise Fund revenues. A 5% rate increase is included in the approved budget to cover a 4.5% increase in purchased power and a .5% increase for electric operations. A 1.8% electric rate increase is projected for Fiscal Year 2017 to cover an anticipated PMPA wholesale power rate increase.

Wastewater Fund Wastewater fees represent the second largest source of utility revenues for the City. The budget estimates are based on historical trends of customer growth. These fees comprise approximately 14% of all Enterprise revenues. There is a 1% wastewater rate increase included in the Fiscal Year 2016 budget and a 3% increase included in the Fiscal Year 2017 budget to cover system capital improvements. Water Fund Water revenue estimates are based on historical trends of customer growth and customer water usage patterns. Water revenues account for approximately 10% of all Enterprise revenue. There is a 1% water rate increase included in the Fiscal Year 2016 budget and a 3% increase included in the Fiscal Year 2017 budget to cover system capital improvements. Stormwater Fund Stormwater fees are imposed on residential and non-residential customers inside the City limits. Currently, residential properties with gross land area less than 10,000 square feet (including apartments) are charged $2.38 per month and residential properties with gross land area more than 10,000 square feet are charged $2.88 per month. These rates increased to $3.74 per month for gross land area more than 10,000 square feet and $3.08 for gross land area less than 10,000 square feet. Fees for nonresidential property are based on size of property and impervious surface area and vary among properties. Nonresidential properties are increasing in the Fiscal Year 2015 budget, up 20-30% based on square footage. For commercial properties 1-10,000 square feet, the minimum fee is $3.46. For commercial properties 10,001-100,000 square feet, the minimum monthly fee is $3.60. Commercial properties more than 100,001 square feet, the minimum monthly fee is $3.74. The revenues are used to fund drainage system improvements, repairs, and maintenance throughout the City. The is no stormwater rate increase in the Fiscal Year 2016 budget or the proposed Fiscal Year 2017 budget. Utility Impact Fees:

Water & Wastewater $800,000 $700,000

Impact Fee Revenue

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.

$400,000 $300,000 $200,000 $100,000

*Projected ^ Budgeted

$600,000 $500,000

Fiscal Year

wastewater

water

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

Revenue Detail Revenue Detail The following pages provided more detailed information regarding revenue sources. 2012/2013. Actual

2013/2014. Actual

2014/2015. Budget

2014/2015. Estimated

2015/2016. Approved

2016/2017. Proposed

General Property Taxes Real Property Taxes

19,942,336

20,382,232

20,935,727

21,156,692

21,350,000

21,669,500

Personal Property Taxes

2,085,830

2,265,561

2,320,000

2,406,007

2,450,000

2,560,000

215,618 0 812,817 23,056,600

221,190 108,000 0 22,976,982

226,720 120,001 0 23,602,448

226,720 110,586 0 23,900,004

230,000 115,000 0 24,145,000

230,000 122,300 0 24,581,800

(500) GENERAL FUND

Manchester/Tech Park LMD Assessment Revenue Manchester/Tech Park Total General Property Taxes Property Taxes - not on assess value Manufacturer's Exemptions

76,828

70,254

70,683

70,254

Merchants Inventory Taxes

194,824

194,850

194,824

Total Property Taxes - not on assess value

271,652

265,078

265,104

265,507

265,078

Other Taxes Franchise Taxes Total Other Taxes

720,142 720,142

733,087 733,087

705,007 705,007

751,284 751,284

733,000 733,000

743,000 743,000

Business Licenses & Permits Business Licenses Other

8,109,230 870

8,365,210 450

8,512,527 500

9,671,056 260

9,190,000 500

9,410,000 500

Total Business Licenses & Permits

8,110,100

8,365,660

8,513,027

9,671,316

9,190,500

9,410,500

Intergovernmental Aid to Subdivisions Total Intergovernmental

1,428,769 1,428,769

1,435,504 1,435,504

1,427,266 1,427,266

1,112,286 1,112,286

1,435,504 1,435,504

Federal Grants Police - COPS

159,301

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

191,670 0 205,554 107,871 (3,276) 661,119

143,650 56,643 156,625 0

215,000 0 215,660 0

102,774 0 165,863 0

215,000 0 240,790 0

215,000 0 264,869 0

356,918

430,660

268,637

455,790

479,869

State Grant Planning SMTF

126,240

135,425

187,763

291,109

305,796

Recreation - PARD Total State Government Grants

0 0

21,350 147,590

10,000 145,425

0 187,763

10,000 301,109

10,000 315,797

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

56,678 56,678

57,334 57,334

60,000 60,000

59,862 59,862

61,500 61,500

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

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

116,917 984 111,901 18,990 104,477 61

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

139,863 1,590 126,097 24,010 134,379 146

125,000 3,000 130,000 20,000 115,000 0

128,000 3,000 130,000 20,000 115,000 0

State Government Grants

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

Revenue Detail 2012/2013. Actual 653,250 7,630 6,111 1,670 12,947 5,655 7,080 3,550 1,045,523

2013/2014. Actual 836,606 0 0 0 0 9,026 12,363 3,550 1,214,874

2014/2015. Budget 840,000 0 0 0 0 4,000 8,000 3,550 1,215,200

2014/2015. Estimated 1,039,242 40 0 70 (80) 8,750 14,050 0 1,488,158

2015/2016. Approved 990,000 0 0 0 0 4,000 14,000 3,550 1,404,550

2016/2017. Proposed 990,000 0 0 0 0 4,000 14,000 3,550 1,407,550

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

(24,996) 180,650 667 156,320

25,175 153,994 1,495 180,663

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

96,900 112,880 428 210,207

75,000 150,000 2,000 227,000

75,000 160,000 2,000 237,000

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

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

87,665 2,420 337 4,248 40 0 28,650 2,875 25 8,750 135,009

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

87,560 5,677 496 3,923 0 0 24,900 0 (3,429) 4,500 123,627

88,000 0 200 3,000 3,000 0 40,000 800 0 12,000 147,000

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

4,202,191 1,813,384 56 616,737 133,838 (13,353) 10,950 18,504 0 24,285 15,300 6,821,892

4,265,208 1,823,173 5,282 621,899 164,419 (27,049) 300 24,653 0 33,705 18,009 6,929,597

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

4,341,188 1,748,930 5,848 613,886 96,285 (18,138) 3,380 8,475 0 47,510 23,016 6,870,378

4,525,000 1,925,000 60 638,500 100,000 (10,000) 8,000 20,000 0 40,000 20,000 7,266,561

4,615,500 1,963,500 61 651,270 100,000 (10,000) 8,000 20,000 0 40,000 20,000 7,408,332

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

119,349 237,423 219,860 677 226,209 92,957 (3,021) 15,578 0 491,050 42,531 1,442,612

151,366 211,024 212,675 253 270,177 157,681 152 8,840 0 506,273 49,105 1,567,545

125,000 240,000 230,000 550 235,000 105,000 500 12,000 0 506,000 50,000 1,504,051

158,045 190,656 230,223 0 313,108 175,032 1,046 9,254 6,055 511,656 0 1,595,075

140,000 210,000 210,000 0 260,000 160,000 100 12,000 12,000 516,000 50,000 1,570,100

140,000 210,000 220,000 0 265,000 160,000 100 12,000 12,000 521,000 50,000 1,590,100

26,321 26,321

28,879 28,879

38,766 38,766

(7,414) (7,414)

40,000 40,000

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

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

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

Revenue Detail 2012/2013. Actual

2013/2014. Actual

2014/2015. Budget

2014/2015. Estimated

2015/2016. Approved

2016/2017. Proposed

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

679,791 0 116,003 795,793

614,726 0 108,359 723,085

700,000 0 125,000 825,000

582,235 0 104,734 686,969

680,000 0 103,000 783,000

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

1,046 153 1,199

1,369 101 1,469

0 20,001 20,001

0 205 205

0 400 400

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

26,020 29,640 111,406 21,329 15,454 5,700 97 31,641 18,612 34,319 20,287 314,507

26,351 24,255 110,460 19,852 14,524 3,600 31 36,545 74,967 47,673 23,127 381,384

36,000 35,001 112,000 22,000 15,500 3,600 200 34,000 87,543 52,000 5,000 402,844

23,254 2,530 106,388 23,317 16,284 3,500 0 43,748 205,135 4,955 19,015 448,125

30,000 21,000 113,000 22,000 16,000 3,600 200 35,000 200 48,000 15,000 304,000

30,000 21,000 114,000 22,000 16,000 3,600 200 35,000 200 48,000 15,000 305,000

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

522,165 (15,293) 0 0 506,872

584,872 206 0 0 585,078

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

720,842 (256) 0 0 720,586

555,000 5,000 2,000 0 562,000

Operating Transfers From Utilities Funds Total Operating Transfers

6,398,276 6,398,276

6,552,476 6,552,476

6,730,295 6,730,295

6,730,308 6,730,308

7,144,515 7,144,515

7,432,574 7,432,574

Other Revenue Other Miscellaneous Discounts 3rd Party Damages Recovered 3rd Party Damages Recov-Police Reimbursement - HA Costs Police Mortgage Loan Pymts At-fault Accident Recovery - Fire Police - 3rd Party Recovery Total Other Revenue

630 0 9,603 58,194 1,555,400 1,317 0 0 1,625,145

770 0 38,586 12,709 1,610,170 2,977 0 0 1,665,212

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

270 77,551 40,579 21,670 1,557,849 1,333 0 0 1,699,252

1,000 0 10,000 0 1,524,992 4,500 100,000 10,000 1,650,492

1,000 0 10,000 0 1,553,707 4,500 100,000 5,000 1,674,207

$53,696,185

$54,303,431

$56,099,325

$56,782,136

$57,687,100

$58,880,212

537,994 $537,994

523,799 $523,799

570,000 $570,000

605,324 $605,324

580,000 $580,000

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

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

Revenue Detail 2012/2013. Actual

2013/2014. Actual

2014/2015. Budget

2014/2015. Estimated

2015/2016. Approved

2016/2017. Proposed

101,089 95,734 0 309,105 361,988 24 887,641 $1,755,581

101,455 91,729 0 312,395 351,468 3 1,067,079 $1,924,129

133,000 122,001 0 342,000 360,000

92,322 82,426 0 294,344 311,731

92,322 86,379 0 294,343 320,160

93,266 87,262 0 297,354 323,435

1,257,521 $2,214,522

954,608 $1,735,432

1,292,179 $2,085,383

1,305,396 $2,106,713

87,720 0 93,553 793,456 3,491,902 80,460 1,750 3,479 289,950 $4,842,269

56,183 90,765

60,001 90,000

37,105 90,668

62,000 90,000

811,983 3,939,280 98,700 0 0 289,950 $5,286,861

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

907,026 4,197,849 103,275 0 0 289,950 $5,625,873

995,428 4,407,589 81,000 10,000 0 0 $5,646,016

1,045,199 4,627,968 82,215 10,000 0 0 $5,917,382

242,306 $242,306

460,651 $460,651

400,000 $400,000

608,538 $608,538

525,000 $525,000

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

8,826 2,528,257 101,610 5,377 $2,644,070

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

(13,807) 3,263,774 92,025 0 $3,341,992

0 3,260,800 71,050 0 $3,331,850

0 3,326,016 71,050 0 $3,397,066

304,178 81,542,604 (20,134) 59,572 56,950 1,427,456 374,896 26,450 (4,804) 118,661 0 218,061 13,561 30,780 837,765 27,690 33,533 1,708,872 34,204 265,000 50,073 265,000 $87,370,368

228,087 89,677,673 (2,500) 122,927 86,359 1,503,166 394,231 19,800 (7,641) 192,992 1,801 215,555 14,715 30,761 878,174 29,435 15,432 398,389 38,046 265,000 2,200,515 265,000 $96,567,916

0 96,797,354 (2,000) 70,000 75,000 1,438,688 400,000 20,000 0 150,000 0 322,524 10,000 0 945,000 30,000 50,001 0 35,000 265,000 70,000 265,000 $100,941,567

535,126 96,305,246 (2,325) 87,021 74,065 1,619,104 368,268 19,582 (59,803) 150,220 0 (176,851) (16,118) 0 920,346 25,068 30,157 0 41,816 264,996 48,682 265,000 $100,499,600

250,000 103,173,720 (2,000) 50,000 46,500 1,745,033 425,000 20,000 0 175,000 0 328,974 10,000 0 995,000 30,000 50,000 0 35,000 265,000 50,000 265,000 $107,912,228

250,000 107,131,464 (2,000) 50,000 46,500 1,811,972 440,000 20,000 0 175,000 0 328,974 10,000 0 995,000 30,000 50,000 0 35,000 265,000 50,000 265,000 $111,951,911

(504) TAX INCREMENT SURPLUS FUND Downtown - City Textile Corridor - City LMD Assessment Revenue Downtown - County Textile Corridor - County Interest Revenues-General Riverwalk Assessment Revenue TOTAL ACCOMMODATIONS FUND (506) LOCAL OPTION HOSPITALITY TAX FUND Admissions tax RZDB Subsidy RZDB Subsidy Lodging Restaurants LOP Sunday Alcohol Sales Interest Revenues-General IF Transfers in-____ Fund Management Fee RH Cycle Facility 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 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 Other Utility Revenue 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 Restricted Land Sale Revenues 3rd Party Damages Recovered Contrib to Util Oper York Cty TOTAL ELECTRIC FUND

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

Revenue Detail 2012/2013. Actual

2013/2014. Actual

2014/2015. Budget

2014/2015. Estimated

2015/2016. Approved

2016/2017. Proposed

0 0 12,557,997 270,096 97,877 16,850 170,636 0 0 203,391 (134,117) 25,000 32,236 0 576 0 $13,240,543

81,446 341,637 12,576,150 263,300 110,690 16,157 163,977 0 0 202,971 (141,629) 0 33,684 144,802 2,201 0 $13,795,385

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

0 341,111 13,542,120 292,234 242,199 28,517 150,733 0 0 203,735 0 0 (27,486) 0 0 0 $14,773,164

0 349,580 13,844,145 300,000 130,000 20,000 175,000 0 0 208,080 0 0 30,000 0 0 0 $15,056,805

0 349,850 14,473,362 300,000 130,000 20,000 175,000 0 0 208,080 0 0 30,000 0 0 0 $15,686,292

351,966 0 18,815,834 13,757 13,140 4,151 444 0 0 93,193 0 57,462 43,418 519 0 $19,393,883

0 5,400 19,146,064 14,883 10,684 3,199 0 3,829 22,907 87,170 0 61,875 8,629 2 0 $19,364,642

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

0 0 19,493,092 40,462 21,381 1,194 0 16,763 97,533 117,390 0 (55,693) 0 0 0 $19,732,122

0 0 20,351,904 40,000 20,000 0 0 0 0 93,000 574 40,000 0 0 0 $20,545,478

0 0 21,276,898 40,000 20,000 0 0 0 0 93,000 574 40,000 0 0 0 $21,470,472

225,798 $225,798

270,714 $270,714

256,000 $256,000

240,450 $240,450

275,000 $275,000

364,999 $364,999

447,400 $447,400

375,000 $375,000

375,730 $375,730

380,000 $380,000

(726) WATER FUND York Co - Pennies for Progress BABS Water Sales Irrigation sales Water Tap Fees Other Water Revenues Cellular antenna rents Water Surcharge Interest Surcharge Fort Mill Debt Service Fort Mill princ. reduction Other Utility Revenue Charge Off Collections Forward Purchase Contracts 3rd Party Damages Recovered Capital Contributions TOTAL WATER FUND (727) WASTEWATER FUND BABS Sales from warehouse inventory Sewer Charge Sewer Charge-BOD/TSS Sewer Service Connections Sewer Capacity Fee - Red River Sewer Capacity Fee - Rawlinson Sewer Capacity Fee Tools Fork Sewer Capacity Fee - I-77 Sampling & Monitoring Fee Interest Surcharge Charge Off Collections Interest Rev-Bond Trustees 3rd Party Damages Recovered Capital Contributions TOTAL WASTEWATER FUND

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

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

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

2012/2013. Actual

2013/2014. Actual

2014/2015. Budget

2014/2015. Estimated

2015/2016. Approved

2016/2017. Proposed

$53,696,185 $537,994 $1,755,581 $4,842,269 $242,306 $2,559,679 $87,370,368 $13,240,543 $19,393,883 $225,798 $364,999 $184,229,606

$54,303,431 $523,799 $1,924,129 $5,286,861 $460,651 $2,644,070 $96,567,916 $13,795,385 $19,364,642 $270,714 $447,400 $195,588,998

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

$56,782,136 $605,324 $1,735,432 $5,625,873 $608,538 $3,341,992 $100,499,600 $14,773,164 $19,732,122 $240,450 $375,730 $204,320,361

$57,687,100 $580,000 $2,085,383 $5,646,016 $525,000 $3,331,850 $107,912,228 $15,056,805 $20,545,478 $275,000 $380,000 $214,024,861

$58,880,212 $580,000 $2,106,713 $5,917,382 $525,000 $3,397,066 $111,951,911 $15,686,292 $21,470,472 $275,000 $380,000 $221,170,049

Approved Fiscal Year 2016 Rate and Fee Changes

Electric Rate

5% increase to cover 4.5% purchased power wholesale rate increase and .5% for electric operations

Water Rate

1% increase to cover system capital improvements

Wastewater Rate

1% increase to cover system capital improvements

Projected Fiscal Year 2017 Rate and Fee Changes

Electric Rate

1.8% increase to cover projected purchased power wholesale rate increase

Water Rate

3% increase to cover system capital improvements

Wastewater Rate

3% increase to cover system capital improvements

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

Expenditure Summary Expenditure Observations General Fund General Fund departments continue to control costs to reduce the dependency on the Enterprise Fund transfer. The transfer for Fiscal Year 2016 covers approximately 12% of General Fund expenses, down from as much as 42% in 1990. General Fund expenditures for Fiscal Year 2016 are budgeted at $57,687,100, a 2.83% increase when compared to Fiscal Year 2015. Personnel expenditures (salaries and salary additives) make up 65% of the total general fund Rock Hill’s new recycling logo wrap expenditures ($39.1 million). The Fiscal Year 2016 budget reflects a modified pay for-performance program with a 1.5% performance base compensation wage increase. Personnel expenses have also increased as a result of increasing health costs. The approved Fiscal Year 2016 budget reflects a 25% increase in capital spending when compared to Fiscal Year 2015, showing the City’s continued commitment to investing in infrastructure and economic development projects including Knowledge Park, and Bleachery area developments. Additionally, the Fiscal Year 2016 budget includes replacing vehicles

Enterprise Funds Despite the current challenges, the outlook for our region is still favorable, and the City continues to plan for the future. The enterprise fund outlook includes several capital projects in the Electric, Water, Wastewater, and Stormwater Funds over the next five years. Many of these projects will be funded from rate increases in the corresponding funds. The others will be funded with revenue bonds. The Capital Improvement Plan section provides more information on these projects.

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

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

Enterprise Fund expenditures are budgeted at $147,501,361, a 5.27% increase compared to Fiscal Year 2015. Similar to the General Fund, personnel expenditures have greatly increased with healthcare costs and the modified employee pay-for-performance program. The Fiscal Year 2016 approved budget includes a 5% electric rate increase to cover a 4.5% increase in purchased power and .5% for electric operations . A 1% water and a 1% wastewater rate increase are also included to cover system capital improvements.

Expenditure Summary 2012/2013. 2013/2014. 2014/2015. Actual Actual Budget $ 53,253,223 $ 54,411,787 $ 56,099,325 $ $ 339,453 $ 486,557 $ 570,000 $ $ 2,004,097 $ 2,577,286 $ 2,214,522 $ $ 4,762,164 $ 5,115,397 $ 4,740,865 $ $ 240,747 $ 462,210 $ 400,000 $ $ 2,229,453 $ 2,636,996 $ 3,171,306 $ $ 89,191,544 $ 94,428,954 $ 100,941,567 $ $ 14,275,200 $ 16,034,475 $ 15,141,072 $ $ 18,581,490 $ 19,552,294 $ 20,228,847 $ $ 225,798 $ 270,714 $ 256,000 $ $ 364,999 $ 447,400 $ 375,000 $ $ 185,468,169 $ 196,424,068 $ 204,138,506 $

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

2014/2015. Estimated 56,802,566 $ 609,279 $ 1,699,453 $ 5,320,311 $ 401,720 $ 3,027,986 $ 101,131,780 $ 15,534,929 $ 18,969,766 $ 255,996 $ 375,000 $ 204,128,785 $

2015/2016. Approved 57,687,100 $ 580,000 $ 2,085,383 $ 5,646,016 $ 525,000 $ 3,331,850 $ 107,912,228 $ 15,056,805 $ 20,545,478 $ 275,000 $ 380,000 $ 214,024,861 $

2016/2017. Proposed 58,880,212 580,000 2,106,713 5,917,382 525,000 3,397,066 111,951,911 15,686,292 21,470,472 275,000 380,000 221,170,049

*Fund totals include non-departmental and debt service.

Fiscal Year 2016 General Fund Expenditures by Category Capital Expense 9%

Operating Expense 26%

Personnel Expense 65%

Fiscal Year 2016 Enterprise Funds Expenditures by Category Non-Operating Expense 13%

Personnel Expense 9%

Capital Expense 5%

Operating Expense 73%

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

Expenditure Summary 2013/2014. Actual

2014/2015. Budget

2014/2015. Estimated

2015/2016. Approved

2016/2017. Proposed

Personnel Operating Capital Total

3,254,196 2,049,058 145,977 $5,449,231

3,385,889 1,822,431 199,481 $5,407,802

3,370,020 2,301,682 122,425 $5,794,127

3,595,191 2,153,399 309,610 $6,058,200

3,697,756 2,059,286 319,104 $6,076,146

Personnel Operating Capital Total

1,082,531 254,072 8,389 $1,344,992

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

1,233,485 226,595 16,420 $1,476,500

1,240,526 238,767 25,654 $1,504,946

1,274,103 239,609 17,369 $1,531,082

Personnel Operating Capital Total

634,780 190,865 0 $825,645

655,001 179,693 0 $834,693

678,781 144,129 0 $822,910

663,111 188,448 0 $851,559

678,438 233,381 0 $911,819

Personnel Operating Capital Total

6,973,902 873,473 349,058 $8,196,433

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

7,270,938 878,990 549,539 $8,699,467

7,370,197 682,015 1,055,513 $9,107,725

7,481,256 665,694 1,299,025 $9,445,975

Personnel Operating Capital Non-operating Total

9,760,071 3,046,470 1,024,574 15,823 $13,846,938

10,718,844 3,055,566 1,154,881 25,751 $14,955,042

10,048,628 3,551,226 1,115,338 28,834 $14,744,027

10,883,469 2,871,659 1,107,821 25,752 $14,888,701

11,012,018 2,940,430 1,202,260 25,752 $15,180,461

Personnel Operating Capital Total

3,060,436 3,257,132 1,571,055 $7,888,623

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

3,016,616 2,851,710 1,847,461 $7,715,786

3,097,718 2,786,501 2,650,347 $8,534,566

3,066,965 2,740,402 2,817,326 $8,624,693

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

2,362,332 742,710 57,525 $3,162,567

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

2,532,231 787,938 36,104 $3,356,273

2,563,646 833,321 0 $3,396,967

2,610,296 828,326 16,640 $3,455,263

3,504,137 3,093,906 153,896 $6,751,939

3,554,581 3,063,470 285,932 $6,903,983

3,725,553 3,348,666 281,838 $7,356,057

3,323,271 3,281,188 315,718 $6,920,177

3,362,616 3,292,459 268,189 $6,923,264

1,063,847 721,696 39,080

1,001,585 840,833 25,000

1,005,700 794,679 31,579

982,619 829,077 0

997,598 911,077 66,547

$1,824,623

$1,867,418

$1,831,958

$1,811,697

$1,975,222

DEPARTMENTAL LEVEL SUMMARY General Government

Management & Budget

Human Resources

Fire

Police

Public Works

Finance

Total

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

Expenditure Summary DEPARTMENTAL LEVEL SUMMARY

2013/2014. Actual

2014/2015. Budget

2014/2015. Estimated

2015/2016. Approved

2016/2017. Proposed

1,557,726 56,330 0 $1,614,056

1,514,237 57,913 0 $1,572,150

1,497,246 49,612 0 $1,546,858

1,472,702 52,290 0 $1,524,992

1,501,339 52,368 0 $1,553,707

1,964,321 574,214 75,507 $2,614,042

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

2,130,972 811,539 64,316 $3,006,827

2,268,341 837,627 35,350 $3,141,318

2,347,249 852,429 140,230 $3,339,908

867,765 360,848 43,425 $1,272,038

974,203 322,692 45,000 $1,341,895

1,004,930 314,132 18,052 $1,337,114

1,049,497 344,608 0 $1,394,105

1,068,663 344,961 0 $1,413,624

742,255 1,034,502 424,950 435,289 $2,636,996

854,320 555,527 697,781 1,063,678 $3,171,306

651,565 1,625,566 583,070 167,784 $3,027,986

849,927 389,711 1,004,518 1,087,694 $3,331,850

864,049 389,962 956,384 1,186,671 $3,397,066

5,795,764 8,198,410 72,713,106 1,710,283 6,011,391 $94,428,954

6,378,388 8,231,925 79,418,207 1,496,491 5,416,557 $100,941,568

6,375,754 10,134,016 78,701,846 806,725 5,113,439 $101,131,780

7,136,694 8,655,134 85,225,209 1,204,374 5,690,817 $107,912,228

7,370,427 8,600,277 88,014,802 2,219,013 5,747,392 $111,951,911

1,904,772 8,481,570 2,469,052 3,179,081 $16,034,475

2,025,887 8,241,598 1,385,546 3,488,042 $15,141,072

1,897,127 9,851,663 298,099 3,488,040 $15,534,929

1,917,718 7,732,332 1,826,243 3,580,513 $15,056,805

1,948,349 8,120,853 1,913,713 3,703,378 $15,686,292

2,215,120 5,130,303 4,773,116 7,433,755 $19,552,294

2,297,255 4,512,071 4,227,157 9,192,365 $20,228,847

2,457,631 11,197,205 228,536 5,086,394 $18,969,766

2,502,013 5,155,754 3,525,331 9,362,380 $20,545,478

2,544,232 5,152,123 4,708,115 9,687,329 $21,470,472

Housing Authority Personnel Operating Capital Total Planning and Development Personnel Operating Capital Total Housing & Neighborhood Svcs Personnel Operating Capital Total Stormwater Personnel Operating Capital Non-operating* Total Electric Personnel Operating Purchased Power Capital Non-operating* Total 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 88-150.

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

Performance Budget Overview Performance Budgets FY2016â&#x20AC;&#x201D;2018 Strategic Plan City of Rock Hill Strategic Plan

Quality Services

Quality Places

Quality Community

Performance Budget Overview Introduction to Performance Budgets

FY2015 Performance Results

Accountability & Transparency Efforts

Performance Budgets General Government

Office of Management & Budget

Human Resources

Planning and Development

101

Housing and Neighborhood Services

106

Police

110

Fire

114

Public Works

118

Finance

124

Parks, Recreation, and Tourism

129

Economic and Urban Development

133

Housing Authority

135

Stormwater Fund

136

Electric Fund

137

Water Fund

143

Wastewater Fund

147

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

152

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

Performance Budgets: FY2016-2018 Strategic Plan

Our award-winning Strategic Plan has enhanced our organizationâ&#x20AC;&#x2122;s transparency and accountability. 42

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

Performance Budgets: FY2016-2018 Strategic Plan

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

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Performance Budgets: FY2016-2018 Strategic Plan

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Performance Budgets: FY2016-2018 Strategic Plan

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Performance Budgets: FY2016-2018 Strategic Plan

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Performance Budgets: FY2016-2018 Strategic Plan

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Performance Budgets: FY2016-2018 Strategic Plan

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Performance Budgets: FY2016-2018 Strategic Plan

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Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

Performance Budgets: FY2016-2018 Strategic Plan

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

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: FY2015 Year-End Performance Results Summary—provides a high level summary of the City’s progress at accomplishing performance goals that were due within Fiscal Year 2015. The full report is available at cityofrockhill.com/transparency. Accountability & Transparency Efforts– provides 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. FY2016—FY2018 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) 2015 Certificate of Excellence for Performance Management.

Fiscal Year 2015 Performance Results Summary The City met 74% of the performance targets that were due in Fiscal Year 2015. The Year-End results suggest that the City experienced both successes and challenges. The results further solidify that the Strategic Plan’s goals and targets were developed with appropriate rigor. During Fiscal Year 2016, the City will continue to use its resources to address the priorities set forth in the newly adopted FY2016-FY2018 Strategic Plan. FY2015 Performance Results Strategic Focus Area

Targets Met (Percent)

Targets Not Met (Percent)

Unavailable

All Focus Areas

74%

24%

Quality Services

80%

17%

Quality Places

52%

48%

Quality Community

76%

24%

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

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

Performance Budgets Accountability & Transparency Efforts To assist with providing the community with updates on revenues, expenditures, and progress at addressing the goals and meeting the targets within the Strategic Plan, the City has Performance and Financial Dashboards available on our website. What are the Dashboards? The Performance Dashboard is a tool to communicate track the City’s progress on addressing many of performance targets included in the Strategic Plan. Financial Dashboard communicates revenue expenditure information specific to Rock Hill.

and the The and

What information is provided on the Dashboards? Information on the City’s progress at meeting performance targets ranging from reducing crime to meeting milestone dates for major projects is included on the Performance Dashboard. Summaries of expenditures by department and revenues by source are included on the Financial Dashboard. Progress is communicated using various types of graphs and timelines with narrative information. When available, historical performance data are included to offer added context.

How often are the Dashboards updated? The Financial Dashboard is updated monthly. The Performance Dashboard as a whole is updated monthly; however, the frequency of updates for individual performance targets vary. Some targets are evaluated and updated on a monthly basis (e.g., tax base growth), while others are evaluated quarterly (e.g., stormwater master planning, public safety response times) or annually (e.g., code enforcement voluntary compliance rate).

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

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

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

Performance Budgets General Government Department Description City Council is responsible for directing the government through policy actions and legislative decisions. The Municipal Court strives to render fair, impartial judicial decisions on all traffic violations and certain criminal offenses which occur within City limits. The Solicitor’s Office works to secure safety and justice for the citizens of Rock Hill and prosecutes cases in the Municipal Court, including jury trials and environmental code violations. The Grants division is responsible for securing grants for various City operations and ensuring compliance with grant requirements. The Purchasing/Fleet division oversees bid management and fleet maintenance for the entire organization. The City Attorney is a contracted service which provides legal support to all City Departments, Council, Boards, and Commissions; to ensure City property is well maintained; to provide professional cemetery services to the public. Building Maintenance and Custodial Services maintain the cleanliness and upkeep of City buildings. The Airport division is responsible for operating the municipal airport.

Mayor & City Council

Cemetery Services

Municipal Court

Airport Solicitor’s Office General Government

Custodial Services

City Attorney Building Maintenance

General Election Purchasing & Fleet

Grants

GENERAL GOVERNMENT DEPARTMENT PROGRAM EXPENDITURES TOTAL 2012/2013 Total

2013/2014 Total

2014/2015 Budget

2014/2015 Estimated

2015/2016 Approved

2016/2017 Projected

Personnel

3,140,178

3,254,196

3,385,889

3,370,020

3,595,191

3,697,756

Operating Capital Total

2,019,657 46,221 $5,206,057

2,049,058 145,977 $5,449,231

1,822,431 199,481 $5,407,802

2,301,682 122,425 $5,794,127

2,153,399 309,610 $6,058,200

2,059,286 319,104 $6,076,146

Full Time Part Time Total

51 8 59

52 10 62

55 9 64

57 8 65

Expenditures by Category

Personnel Count

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

Performance Budgets General Government (continued) Target

FY2011

FY2012

FY2013

FY2014

FY2015

50%

68%

47%

67%

Cases disposed > Cases filed

Disposed 13,414 > Filed 13,363

Disposed 14,234 > Filed 13,943

Disposed 16,963 > Filed 15,699

Disposed 12,877 > Filed 12,648

Disposed 11,976 > Filed 11,871

53%

52%

48%

53%

51%

43%

265

N/A

267

285

313

347

Objective: Efficiently manage the Solicitor’s Office operations.

•Dispose of jury trials within 180 days

•Number of cases disposed of, and under conditional disposition, exceed the number of cases filed

Objective: Efficiently manage Municipal Court’s operations. •Increase the gross collection rate for fines imposed by 2% annually Objective: Promote practives to improve air quality •Maintain the number of vehicles and equipment using alternative fuel

Fiscal Year 2016 Key Issues Focus: Strategic Plan revision Update Court and Solicitor’s processes Continued maintenance of City-owned facilities Airport Taxiway Rehabilitation and ALP Update Continued Grant applications Continued vehicle replacement program and maintenance

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

Rock Hill City Hall

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

Performance Budgets General Government (continued) Division: City Council Mission: To serve the citizens of Rock Hill as the governing body of the City; responsible for formulating and enacting public policy which provides for the growth and development of the community and directs the government to provide services which meet the needs of the citizens and enhance the quality of life. CITY COUNCIL EXPENDITURES (DIVISION - 1101) 2013

2014

2015

2016

2017

Actual

Budget

Projected

Approved

Proposed

Personnel

122,631

145,056

171,053

169,712

180,755

188,293

Operating

77,184

81,583

87,902

115,124

90,073

90,379

$199,815

$226,639

$258,955

$284,836

$270,827

$278,672

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures

Personnel

Division: Municipal Court Mission: To serve the public in the administration of law; to render judicial decisions fairly and impartially; and to administer the Municipal Court in a dignified, professional, customer focused and efficient manner consistent with the expectations of the citizens of Rock Hill. MUNICIPAL COURT EXPENDITURES (DIVISION - 1201) 2013

2014

2015

2016

2017

Actual

Budget

Projected

Approved

Proposed

Personnel

577,231

593,356

689,911

613,711

642,896

666,496

Operating

213,563

199,415

123,871

190,465

220,008

269,041

Expenditures

Capital

$790,794

$792,771

$813,781

$804,176

$862,904

$935,536

Full-time

Part-time

Actual Personnel

Actual Expenditures Personnel

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

Performance Budgets General Government (continued) Division: Solicitorâ&#x20AC;&#x2122;s Office Mission: To provide professional and responsive prosecution of criminal cases in the Rock Hill Municipal Court; to approach each citizen who has been the victim of a crime with a sense of compassion and understanding; to work in cooperation with the Rock Hill Police Department and other law enforcement agencies, including Winthrop University Police, in the preparation, presentation, and disposition of criminal cases and provide legal assistance to all departments of the City. SOLICITOR'S OFFICE EXPENDITURES (DIVISION - 1202) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

321,240

359,758

364,866

372,455

417,237

425,790

Operating

107,389

36,490

55,241

32,418

54,705

55,788

Capital

0 $428,630

0 $396,248

0 $420,107

0 $404,874

0 $471,941

0 $481,578

Full-time

Part-time

Actual Personnel

Expenditures

Actual Expenditures Personnel

Division: Purchasing & Fleet Mission: To provide competitive and timely purchase of supplies, materials, equipment and services which meet the needs of departments and adhere to state and municipal procurement guidelines and regulations and to ensure the safe and reliable use of City vehicles by providing quality, cost-effective fleet maintenance services. PURCHASING & FLEET EXPENDITURES (DIVISION - 4305) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

1,012,507

999,830

1,007,137

1,028,309

1,153,572

1,173,901

Operating

119,594

128,826

-9,540

157,631

-13,370

-13,518

7,523

26,517

$1,139,624

$1,128,656

$997,597

$1,185,940

$1,140,202

$1,186,900

Expenditures

Capital Actual Expenditures

Personnel Full-time Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

Performance Budgets General Government (continued) Division: Grants Mission: The Grants Division has the responsibility of researching, writing, and administering grants for the City of Rock Hill as well as coordinating the annual federal legislative program. Responsibilities associated with this include working in collaboration with City staff and project stakeholders on needs, and fostering positive relationships with funders and United Sates Congressional delegation. GRANTS EXPENDITURES (DIVISION - 1320) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

229,769

265,697

215,418

248,660

191,258

215,796

Operating

49,611

27,734

73,257

42,108

35,007

35,055

0 $279,380

2,594 $296,025

0 $288,675

0 $290,768

0 $226,265

0 $250,851

Full-time

Part-time

0 3

2 5

1 5

0 4

Expenditures

Capital Actual Expenditures

Personnel

Actual Personnel

Division: City Attorney Mission: To serve as legal counsel and provide legal services to City Council, City Manager, Municipal Clerk, boards and commissions, and all departments of the City. CITY ATTORNEY EXPENDITURES (DIVISION - 1601) Expenditures

2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

Operating

353,726

354,784

289,001

483,249

300,100

Capital

0 $353,726

0 $354,784

0 $289,001

0 $483,249

0 $300,100

Actual Expenditures

Division: Elections GENERAL ELECTION EXPENDITURES (DIVISION - 1401) Expenditures

2014

2015

2016

2017

Actual

Budget

Projected

Approved

Proposed

Personnel

Operating

12,347

5,000

Capital

0 $0

0 $12,347

0 $5,000

0 $0

0 $5,000

Actual Expenditures

2013 Actual

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

Performance Budgets General Government (continued) Division: Buildings Maintenance Mission: To provide effective maintenance of all City facilities to ensure their optimal use by employees and the public. BUILDING MAINTENANCE EXPENDITURES (DIVISION - 3310) 2013

2014

2015

2016

2017

Actual

Budget

Projected

Approved

Proposed

Personnel

287,852

317,001

350,726

366,106

419,287

427,133

Operating

551,403

684,510

592,646

717,239

793,988

709,108

Capital

0 $839,255

102,235 $1,103,746

131,172 $1,074,544

92,145 $1,175,491

267,260 $1,480,535

225,237 $1,361,478

Full-time

Part-time

Actual Personnel

Expenditures

Actual Expenditures Personnel

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

2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

129,569

72,856

114,049

82,320

112,608

114,442

Operating

217,744

200,938

244,258

229,334

317,699

257,788

Capital

11,974 $359,286

12,536 $286,330

29,929 $388,235

30,280 $341,934

12,350 $442,658

12,350 $384,580

Full-time

Part-time

0 2

Actual Expenditures Personnel

Actual Personnel

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

Performance Budgets General Government (continued)

Division: Custodial Services Mission: To provide custodial services in a manner that ensures clean buildings. CUSTODIAL SERVICES EXPENDITURES (DIVISION - 3320) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

365,155

409,129

376,557

398,260

378,963

385,461

Operating

81,848

67,918

80,388

81,026

70,066

70,157

0 $447,003

0 $477,047

0 $456,945

0 $479,286

0 $449,029

0 $455,618

Full-time

Part-time

0 9

Expenditures

Capital Actual Expenditures Personnel

Actual Personnel

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

2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

94,224

91,513

96,174

90,487

98,615

100,445

Operating

247,596

254,513

280,406

253,087

280,124

280,388

Capital

26,724 $368,544

28,612 $374,638

38,380 $414,960

0 $343,574

30,000 $408,739

55,000 $435,833

Full-time

Part-time

0 1

Actual Expenditures Personnel

Actual Personnel

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

Performance Budgets Office of Management and Budget Department Description The Administration division provides professional leadership and direction in the administration and execution of all polices, supervises City departments to ensure high quality community services, and communicates public information to keep the public informed on City programs, policies, and initiatives. The Budget Office is responsible for developing and managing the Cityâ&#x20AC;&#x2122;s budget, capital improvement plan, and strategic planning efforts.

Office of Management and Budget

Budget Office

Administration

OFFICE OF MANAGEMENT AND BUDGET PROGRAM EXPENDITURES TOTAL

2012/2013 Total

2013/2014 Total

2014/2015 Budget

2014/2015 Estimated

2015/2016 Approved

2016/2017 Projected

Personnel Operating Capital Total

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

1,082,531 254,072 8,389 $1,344,992

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

1,233,485 226,595 16,420 $1,476,500

1,240,526 238,767 25,654 $1,504,946

1,274,103 239,609 17,369 $1,531,082

Full Time Part Time Total

10 1 11

9 1 10

11 0 11

Expenditures by Category

Personnel Count

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

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

Performance Budgets Office of Management and Budget (continued) Rock Hill's Ratings from the National Citizen Survey •Percent rating services provided by the City of Rock Hill as excellent or good •Percent rating public information services provided by the City of Rock Hill as excellent or

2003

2005

2008

2011

2014

66%

59%

61%

70%

61%

N/A

46%

62%

59%

49%

Fiscal Year 2016 Key Issues Focus: Policy direction Communication of public information Develop communication plans Continue television broadcasts Budget preparation Capital Improvement Plan Strategic Planning Performance Management

Financial Highlights: City Hall Maintenance- $15,000 Communications Initiative- $15,000

The City’s Twitter Page

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

Performance Budgets Office of Management and Budget (continued) Division: Administration Mission: To provide professional leadership and direction in the administration and execution of all policies set by the City Council and supervise City departments to ensure low-cost, high quality community services. To develop mutual understanding and support between City government and the community by communicating public information, managing municipal public relations, fostering community partnerships, and facilitating citizen involvement. ADMINISTRATION EXPENDITURES (DIVISION - 2401) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

824,687

756,409

831,526

892,011

908,016

935,434

Operating

171,168

208,768

199,691

171,999

192,020

192,744

7,991 $1,003,846

8,389 $973,566

16,582 $1,047,800

16,420 $1,080,431

25,654 $1,125,690

17,369 $1,145,547

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

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

Division: Budget Office Mission: To develop, implement, monitor, and manage the City’s budget; manage the City’s strategic planning efforts; provide financial and operations analysis for all City operations; provide research on best practices; provide technical functions for the Mayor and Council and City departments so that the highest levels of quality services are delivered to the residents of the City of Rock Hill in a fiscally responsible manner. BUDGET OFFICE EXPENDITURES (DIVISION - 2410) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

343,281

326,122

357,229

341,473

332,510

338,669

Operating

23,390

45,304

46,999

54,595

46,746

46,865

0 $366,671

0 $371,426

0 $404,228

0 $396,069

0 $379,256

0 $385,534

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

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

Performance Budgets Human Resources Department Department Mission To direct citywide human resources services in a manner that is innovative, effective, efficient, and customer focused; serves as a conduit through which City Management affects comprehensive organizational change and quality of government; oversees employee customer service training to ensure that all employees understand the Cityâ&#x20AC;&#x2122;s commitment to providing high quality customer service.

Human Resources

Personnel Services

Administration

HUMAN RESOURCES PROGRAM EXPENDITURES TOTAL

Personnel Operating Capital Total

2012/2013 Total 665,795 182,691 0 $848,486

2013/2014 Total 634,780 190,865 0 $825,645

2014/2015 Budget 655,001 179,693 0 $834,693

2014/2015 Estimated 678,781 144,129 0 $822,910

2015/2016 Approved 663,111 188,448 0 $851,559

2016/2017 Projected 678,438 233,381 0 $911,819

Full Time Part Time Total

7 2 9

9 1 10

10 0 10

Expenditures by Category

Personnel Count

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

Performance Budgets Human Resources Department (continued) Rock Hill's Ratings from the National Citizen Survey •Percent rating employees' knowledge as excellent or good •Percent rating employees' responsiveness as excellent or good •Percent rating employees' courtesy as excellent or good •Percent rating overall impression of employees as excellent or good

2003

2005

2008

2011

2014

75%

77%

73%

87%

76%

71%

63%

66%

84%

79%

71%

68%

74%

81%

78%

71%

64%

72%

84%

75%

Fiscal Year 2016 Key Issues Focus: Health Insurance cost containment Police and Fire retention efforts Manage and train staff Employee and retiree benefits Wage and salary administration Employment law compliance Youth grant programs Recruitment New-hire orientation

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

New Customer Service Training

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

Performance Budgets Human Resources Department (continued)

Division: Administration Mission: To direct citywide human resources services in a manner that is innovative, effective, efficient, and customer focused. Serve as a conduit through which City Management affects comprehensive organizational change and quality of government. HR ADMINISTRATION EXPENDITURES (DIVISION - 1701) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

349,126

327,554

328,644

329,463

252,594

260,150

Operating

165,723

163,199

151,810

122,863

159,899

159,921

Capital

0 $514,848

0 $490,753

0 $480,454

0 $452,327

0 $412,493

0 $420,071

Full-time

Part-time

Actual Personnel

Expenditures

Actual Expenditures Personnel

Division: Personnel Services Mission: To provide employment, training, and departmental partnerships that enable the City to excel in its goal of being a customer-driven organization. PERSONNEL SERVICES EXPENDITURES (DIVISION - 1705) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

316,669

307,226

326,357

349,318

410,516

418,288

Operating

16,969

27,666

27,882

21,266

28,549

73,460

0 $333,638

0 $334,892

0 $354,239

0 $370,583

0 $439,065

0 $491,748

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

100

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

Performance Budgets Planning and Development Department Department Mission The mission of the Planning and Development Department is to preserve and enhance Rock Hillâ&#x20AC;&#x2122;s economic vitality and quality of life through thoughtful planning and careful management of growth and development activities. To accomplish this we strive to engage the community and further its values, communicate and collaborate with internal and external partners at all levels, and provide the highest quality of customer service to citizens, businesses and investors in our community. As part of this mission we provide a one-stop service for development investment in the City where every regulatory activity from the conception of the idea to the completion of the project be handled by one department in an efficient, customer-oriented manner.

Administration & Customer Service

Infrastructure

Zoning Planning & Development

Planning

Building Inspections

PLANNING & DEVELOPMENT PROGRAM EXPENDITURES TOTAL 2012/2013 Total

2013/2014 Total

2014/2015 Budget

2014/2015 Estimated

2015/2016 Approved

2016/2017 Projected

Personnel Operating Capital Total

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

1,964,321 574,214 75,507 $2,614,042

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

2,130,972 811,539 64,316 $3,006,827

2,268,341 837,627 35,350 $3,141,318

2,347,249 852,429 140,230 $3,339,908

Full Time Part Time Total

32 2 34

34 0 34

35 0 35

Expenditures by Category

Personnel Count

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

101

Performance Budgets Planning and Development Department (continued) Target FY2011 FY2012 FY2013 Objective: Promote and market Rock Hill as a business-friendly environment that supports business growth and recruitment. •Maintain or increase the number of small businesses owners who use the Open for Business 735 N/A 222 718 program. Rock Hill's Ratings from the National Citizen Survey •Percent rating new development in Rock Hill as excellent or good •Percent rating land use, planning, and zoning as excellent or good

FY2014

FY2015

735

751

2003

2005

2008

2011

2014

N/A

58%

64%

59%

57%

N/A

37%

45%

39%

Fiscal Year 2016 Key Issues Focus: Code Enforcement Inspections Zoning enforcement Annexation Permitting Comprehensive Plan update Transportation planning coordination

Financial Highlights: Cherry Road Revitalization —$24,000

Cherry Road Streetscape Rendering

102

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

Performance Budgets Planning and Development Department (continued) Division: Administration & Customer Service Mission: To provide the support and overall coordination for the department, including the Permit Application Center, which is charged to take in every application that we process, and issue many permits and approvals on the spot. ADMINISTRATION & CUSTOMER SERVICE EXPENDITURES (DIVISION - 2301) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

497,615

578,700

590,129

595,678

669,413

681,644

Operating

65,014

70,483

113,200

68,029

105,327

105,666

0 $562,629

0 $649,183

0 $703,329

0 $663,707

0 $774,740

0 $787,310

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

Division: Building Inspections Mission: To protect the health and well-being of the community through the administration of building-related codes by highly trained professionals using progressive policies and the latest technology in a customer-focused process. BUILDING INSPECTIONS EXPENDITURES (DIVISION - 2305) 2013

2014

2015

2016

2017

Actual

Budget

Projected

Approved

Proposed

Personnel

376,098

345,976

435,379

437,489

455,452

463,482

Operating

26,068

25,056

35,209

28,656

34,375

32,800

38,300 $440,466

25,463 $396,495

0 $470,588

0 $466,145

9,350 $499,178

32,230 $528,512

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

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

103

Performance Budgets Planning and Development Department (continued)

Division: Zoning Mission: To thoughtfully and effectively administer the Zoning Ordinance to foster quality, sustainable growth and economic development, and to provide thorough staff support to the Boards and Commissions that assist in implementing that vision. ZONING EXPENDITURES (DIVISION - 2310) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

540,780

580,526

505,563

595,547

519,613

528,943

Operating

19,477

23,897

55,490

38,633

42,060

42,134

Expenditures

Capital

1,678

2,000

$561,936

$604,423

$563,053

$634,180

$563,673

$573,077

Full-time

Part-time

Actual Personnel

Actual Expenditures

Personnel

Division: Planning Mission: To support the long-range vision of the City through development and implementation of the Comprehensive Plan and other special studies, and through the administration of the Rock Hill-Fort Mill Area Transportation Study (RFATS) and other transportation-related activities. PLANNING EXPENDITURES (DIVISION - 2315) 2013

2014

2015

2016

2017

Actual

Budget

Projected

Approved

Proposed

Personnel

273,964

231,252

385,012

257,781

376,420

416,458

Operating

495,485

439,469

633,060

661,793

632,476

648,436

Capital

0 $769,449

0 $670,721

111,981 $1,130,054

46,264 $965,838

24,000 $1,032,896

106,000 $1,170,894

Full-time

Part-time

Actual Personnel

Expenditures

Actual Expenditures Personnel

104

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

Performance Budgets Planning and Development Department (continued)

Division: Infrastructure Mission: To ensure the adequacy and quality construction of newly developed public and private infrastructure, including landscaping, streets, utilities and stormwater management facilities, through the administration of development standards and coordination with affected departments and agencies. INFRASTRUCTURE EXPENDITURES (DIVISION - 2320) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

200,213

227,867

241,048

244,477

247,443

256,722

Operating

22,352

15,309

25,062

14,429

23,389

23,394

0 $222,566

50,044 $293,220

18,000 $284,111

18,052 $276,958

0 $270,832

0 $280,115

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

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

105

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

Neighborhood Empowerment

Housing & Neighborhood Services Neighborhood Development Services

Neighborhood Inspections

HOUSING & NEIGHBORHOOD SERVICES PROGRAM EXPENDITURES TOTAL

Expenditures by Category Personnel Operating Capital Total

2012/2013

2013/2014

2014/2015

2015/2016

2016/2017

Total

Budget

Estimated

Approved

Projected

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

867,765 360,848 43,425 $1,272,038

974,203 322,692 45,000 $1,341,895

1,004,930 314,132 18,052 $1,337,114

1,049,497 344,608 0 $1,394,105

1,068,663 344,961 0 $1,413,624

10 8 18

10 9 19

18 1 19

Personnel Count Full Time Part Time Total

106

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

Performance Budgets Housing and Neighborhood Services Department (continued) Target FY2011 FY2012 Objective: Evaluate and implement practices that contribute to the maintenance and vibrancy of neighborhoods. •Provide owner occupied rehabilitations within Old 25 37 28 Town Neighborhoods At least 5 homes in •Paint homes with Rolling in Rock Hill each year Weed and Seed 7 5 areas At least 5 homes in •Paint homes with Rolling in Rock Hill each year Weed and Seed 7 5 areas Rock Hill's Ratings from the National Citizen Survey •Percent rating their neighborhoods as an excellent or good place to live •Percent rating code enforcement as excellent or good

FY2013

FY2014

FY2015

2003

2005

2008

2011

2014

68%

72%

70%

75%

69%

30%

36%

35%

39%

2015 World Changers Week

Fiscal Year 2016 Key Issues Focus: Neighborhood Stabilization Program Rehabilitate owner-occupied properties falling within low income guidelines Windshield Surveys

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

Financial Highlights: Fully implemented Mobile 311 technology— $4314

107

Performance Budgets Housing and Neighborhood Services Department (continued) Division: Administration Mission: Provide support to the Neighborhood Development, Neighborhood Inspections, and Neighborhood Empowerment divisions of the Housing and Neighborhood Services Department. ADMINISTRATION EXPENDITURES (DIVISION - 2001) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

140,737

87,704

Operating

54,801

56,559

5,502

0 $195,538

0 $144,263

0 $0

0 $5,502

0 $0

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

Division: Neighborhood Empowerment Mission: To stabilize and revitalize neighborhoods by encouraging and assisting citizens with developing neighborhood organizations, so they may better access City services and identify and leverage community resources. Neighborhood Empowerment serves as a link between City government and Rock Hill neighborhoods and works to build a sense of community and partnership within and between neighborhoods, the City of Rock Hill, and other public and private stakeholders. NEIGHBORHOOD EMPOWERMENT EXPENDITURES (DIVISION - 2005) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

300,240

306,956

298,874

328,069

348,024

353,929

Operating

73,962

67,249

79,078

71,551

77,163

77,189

0 $374,202

0 $374,205

0 $377,952

0 $399,620

0 $425,187

0 $431,118

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

108

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

Performance Budgets Housing and Neighborhood Services Department (continued) Division: Neighborhood Inspections Mission: To provide customer-focused community development and housing services in a cost-effective manner that ensure quality development and living standards for all citizens. To improve health, safety, and community appearance through education and ordinance enforcement. NEIGHBORHOOD INSPECTIONS EXPENDITURES (DIVISION - 2010) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

181,065

127,386

233,645

257,452

310,337

316,277

Operating

40,429

216,901

143,730

147,967

163,082

163,157

Expenditures

Capital

18,245

18,425

20,000

18,052

$239,739

$362,712

$397,376

$423,472

$473,419

$479,433

Full-time

Part-time

Actual Personnel

Actual Expenditures

Personnel

Division: Neighborhood Development Mission: To provide customer-focused community development and housing services in a cost-effective manner that ensure quality development and living standards for all citizens. To improve health, safety, and community appearance through education and to plan and implement quality programs which involve the public in community improvement, waste reduction, litter control, and environmental education. NEIGHBORHOOD DEVELOPMENT EXPENDITURES (DIVISION - 2015) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

331,968

345,719

441,684

419,409

391,137

398,457

Operating

41,533

20,139

99,884

89,111

104,362

104,616

-24,084 $349,418

25,000 $390,858

25,000 $566,568

0 $508,519

0 $495,499

0 $503,073

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

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

109

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

Administration

Technical Services

Investigations Police Department

Professional Standards

Patrol

POLICE PROGRAM EXPENDITURES TOTAL

Expenditures by Category Personnel Operating Capital Non-Operating Total

2012/2013 Total

2013/2014 Total

2014/2015 Budget

2014/2015 Estimated

2015/2016 Approved

2016/2017 Projected

9,130,339

9,760,071

10,718,844

10,048,628

10,883,469

11,012,018

2,785,791 558,984 $27,072 $12,502,185

3,046,470 1,024,574 $15,823 $13,846,938

3,055,566 1,154,881 $25,751 $14,955,042

3,551,226 1,115,338 $28,834 $14,744,027

2,871,659 1,107,821 $25,752 $14,888,701

2,940,430 1,202,260 $25,752 $15,180,461

184 1

191 1

199 1

202 0

206 0

185

192

200

202

206

Personnel Count Full Time Part Time Total

110

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

Performance Budgets Police Department (continued) Target FY2011 Objective: Reduce the crime rate and improve the community's perception of safety. •Respond to Priority 1 calls within 5 minutes 70% 51% •Reduce violent crime per capita from three year < 5.8 6.8 trend •Reduce property crime per capita from three year < 41.2 44.4 trend

FY2012

FY2013

FY2014

FY2015

46%

49%

57%

65%

6.3

5.7

5.4

46.6

38.9

43.4

37.1

National Night Out 2015

Fiscal Year 2016 Key Issues Focus: Additional correctional officers New patrol officer assigned to Downtown Reducing property crime and responding to Priority One calls within five minutes CALEA site visit Officer Recruitment

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

Financial Highlights: Dispatch console upgrade (amortized cost) — $42,000 Cellular Connectivity Enhancement—$120,000

111

Performance Budgets Police Department (continued) Division: Administration Mission: Members of the Rock Hill Police Department are dedicated to delivering high-quality police services through meaningful community partnerships and problem solving. The Police Department is built on a philosophy that includes the values of community, excellence, integrity, loyalty, and teamwork. ADMINISTRATION EXPENDITURES (DIVISION - 2101) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

9,128,212

9,760,046

10,718,844

10,048,628

10,883,469

11,012,018

Operating

1,847,454

1,903,548

1,974,316

1,966,369

1,900,894

1,897,306

558,984 $11,534,650

1,024,573 $12,688,167

1,154,881 $13,848,040

1,115,338 $13,130,335

1,107,821 $13,892,185

1,202,260 $14,111,584

Full-time

184

191

199

202

206

Part-time

185

192

200

202

206

Expenditures

Capital Actual Expenditures Personnel

Actual Personnel

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

Division: Investigations Mission: Members of the Criminal Investigations Division are dedicated to conducting thorough, fair, and impartial investigations against persons and property. Division members take a proactive approach toward focusing resources on crime detection, investigation, and apprehension of criminal offenders. INVESTIGATIONS EXPENDITURES (DIVISION - 2105) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

Operating

42,096

41,338

45,281

44,657

45,149

$42,096

$41,338

$45,281

$44,657

$45,149

Expenditures

Capital Actual Expenditures

112

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

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

2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

2,127

Operating

31,618

35,230

24,463

27,565

13,963

86,323

Capital Actual Expenditures

$33,744

$35,255

$24,463

$27,565

$13,963

$86,323

Division: Professional Standards Mission: The members of the Professional Standards Division are dedicated to being responsive, fair, and impartial to the needs of the community and the employees of the agency when conducting investigations. Professional Standards is also dedicated to delivering high quality police services through meaningful community partnerships and leading the department in problem solving. The Division also strives to provide the most up-todate and relevant training possible to all employees of the agency. PROFESSIONAL STANDARDS EXPENDITURES (DIVISION - 2120) Expenditures

2013

2014

2015

2016

2017

Actual

Budget

Projected

Approved

Proposed

Personnel

Operating

447,863

457,821

459,347

463,710

432,421

Capital Non-Operating Actual Expenditures

27,072 $474,935

15,823 $473,644

25,751 $485,098

28,834 $492,544

25,752 $458,173

Division: Technical Services 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. TECHNICAL SERVICES EXPENDITURES (DIVISION - 2125) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

Operating

416,760

608,533

552,159

976,146

479,231

416,760

608,534

552,159

976,146

479,231

Expenditures

Capital Actual Expenditures

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

113

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

Administration

Fire

Firefighting/ Suppression

Prevention/ Inspections

FIRE PROGRAM EXPENDITURES TOTAL

Personnel Operating Capital Total

2012/2013 Total 6,861,841 864,347 301,782 $8,027,969

2013/2014 Total 6,973,902 873,473 349,058 $8,196,433

2014/2015 Budget 7,184,614 714,442 582,255 $8,481,311

2014/2015 Estimated 7,270,938 878,990 549,539 $8,699,467

2015/2016 Approved 7,370,197 682,015 1,055,513 $9,107,725

2016/2017 Projected 7,481,256 665,694 1,299,025 $9,445,975

Full Time Part Time Total

122 0 122

123 0 123

124 0 124

Expenditures by Category

Personnel Count

114

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

Performance Budgets Fire Department (continued) Target FY2011 Objective: Enhance fire services and the community’s satisfaction with fire services. •Respond to top priority fire suppression calls 90% 90% within 5 minutes •Respond to top priority medical emergency calls 90% 90% within 5 minutes •Provide fire safety education to elementary school 7,000 7,715 students Rock Hill's Ratings from the National Citizen Survey •Percent rating fire service as an excellent or good •Percent rating fire prevention as excellent or good

2003 89% 72%

2005 89% 76%

FY2012

FY2013

FY2014

FY2015

90%

93%

95%

90%

93%

95%

6,818

10,208

7,375

8,173

2008 90% 77%

2011 95% 77%

2014 86% 69%

Rock Hill Fire Station 6

Fiscal Year 2016 Key Issues Focus: Financial Highlights: Fire inspection regulations Fire Training Facility- $505,880 Fire safety awareness Inspections Performance targets such as responding to 90% of fire suppression and medical calls within five minutes

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

115

Performance Budgets Fire Department (continued)

Division: Administration Mission: To provide leadership, administrative support, planning services, and training for all operations in the Fire Department to ensure the citizens and businesses of Rock Hill receive high quality fire protection and fire prevention services. ADMINISTRATION EXPENDITURES (DIVISION - 2201) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

293,184

305,254

285,657

296,687

287,887

293,714

Operating

225,841

237,733

210,448

289,024

247,683

248,436

Capital

0 $519,025

54,810 $597,797

106,318 $602,423

76,190 $661,901

509,647 $1,045,218

633,357 $1,175,507

Full-time

Part-time

Actual Personnel

Expenditures

Actual Expenditures Personnel

Division: Fire Fighting/Suppression Mission: To minimize the loss of life and property in the community through immediate and effective deployment of personnel and equipment at fires, medical emergencies, and other dangerous conditions including hazardous material spills and rescues. FIRE FIGHTING/SUPPRESSION (DIVISION - 2205) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

6,259,596

6,308,911

6,525,618

6,593,962

6,687,085

6,785,222

Operating

607,311

604,567

468,843

559,641

402,464

385,308

296,708 $7,163,615

294,248 $7,207,726

454,937 $7,449,399

450,437 $7,604,040

537,974 $7,627,523

639,056 $7,809,586

Full-time

112

113

114

115

Part-time

112

113

114

115

Expenditures

Capital Actual Expenditures Personnel

Actual Personnel

116

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

Performance Budgets Fire Department (continued)

Division: Fire Prevention/Inspections Mission: The Fire Prevention/Inspections Division ensures a fire–safe community through effective fire code enforcement, fire prevention education, and fire investigation. FIRE PREVENTION/INSPECTIONS EXPENDITURES (DIVISION - 2210) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

309,060

359,737

373,339

380,289

395,224

402,320

Operating

31,196

31,173

35,150

30,325

31,868

31,950

5,073 $345,329

0 $390,910

21,000 $429,489

22,912 $433,526

7,892 $434,984

26,612 $460,882

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

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

117

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

Administration

Construction

Street Maintenance

Recycling

Public Works

Residential Sanitation

Curbside

Commercial Sanitation

PUBLIC WORKS PROGRAM EXPENDITURES TOTAL 2012/2013

2013/2014

2014/2015

2015/2016

2016/2017

Total

Budget

Estimated

Approved

Projected

Personnel Operating Capital Total

3,372,908 3,195,563 1,609,903 $8,178,374

3,060,436 3,257,132 1,571,055 $7,888,623

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

3,016,616 2,851,710 1,847,461 $7,715,786

3,097,718 2,786,501 2,650,347 $8,534,566

3,066,965 2,740,402 2,817,326 $8,624,693

Full Time Part Time Total

69 3 72

68 3 71

63 3 66

64 2 66

Expenditures by Category

Personnel Count

118

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

Performance Budgets Public Works Department (continued) Target FY2011 Objective: Evaluate sidewalk infrastructure and address concerns in a methodical manner. •Replace damaged sidewalk annually At least 2,000 feet 4,995 •Upgrade intersection ramps to comply with ADA At least 35 ramps 37 requirements annually Rock Hill's Ratings from the National Citizen Survey •Percent rating sidewalk maintenance as an excellent or good •Percent rating street repair as excellent or good •Percent rating garbage collection as excellent or good •Percent rating recycling as excellent or good •Percent rating yard waste pick-up as excellent or good

FY2012

FY2013

FY2014

FY2015

3,480

2,982

2,586

2,500

2003

2005

2008

2011

2014

36%

43%

38%

44%

42%

23%

25%

29%

24%

22%

75%

74%

76%

84%

79%

69%

75%

69%

81%

76%

60%

61%

70%

68%

66%

Pro Patch Pothole Truck

Fiscal Year 2016 Key Issues Focus: Streets, sidewalks, curbs and gutters Striping Refuse collection Dumpster rental Yard waste Recycling education

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

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

119

Performance Budgets Public Works Department (continued) Division: Administration Mission: To provide administrative leadership, supervision, support, and direction for all programs in the Public Works Department, so that services are delivered in a quality, cost-effective manner while emphasizing friendly and professional customer service. ADMINISTRATION EXPENDITURES (DIVISION - 3101) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

155,821

88,458

186,920

154,145

80,775

83,230

Operating

19,710

54,032

33,627

41,237

30,994

31,295

0 $175,531

0 $142,490

0 $220,547

0 $195,381

125,000 $236,770

0 $114,525

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

Division: Street Maintenance Mission: To provide for the safe and efficient movement of traffic and pedestrians by maintaining and cleaning the Cityâ&#x20AC;&#x2122;s streets, sidewalks, and curb and gutter in a manner that meets the high standards of the community. STREET MAINTENANCE EXPENDITURES (DIVISION - 3105) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

801,150

678,334

585,432

623,183

661,294

672,689

Operating

230,794

207,847

285,853

199,950

261,997

262,155

551,545 $1,583,488

487,793 $1,373,974

665,284 $1,536,570

619,129 $1,442,262

1,079,951 $2,003,242

1,350,991 $2,285,835

Expenditures

Capital Actual Expenditures

Personnel Full-time

120

Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

Performance Budgets Public Works Department (continued) Division: Residential Sanitation Mission: To promote the environmental health and safety of the community by providing household solid waste removal at a cost that is reasonable to the public and is responsive to citizens’ needs. RESIDENTIAL SANITATION EXPENDITURES (DIVISION - 3115) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

426,679

371,980

439,602

385,009

443,569

450,873

Operating

848,814

962,296

908,922

869,496

847,958

800,539

516,606 $1,792,098

453,751 $1,788,027

572,237 $1,920,761

566,577 $1,821,082

578,018 $1,869,545

591,326 $1,842,738

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

Division: Commercial Sanitation Mission: To provide cost-effective, high-quality bulk container sanitation service to business, industry, and multifamily housing units within the City of Rock Hill. COMMERCIAL SANITATION EXPENDITURES (DIVISION - 3120) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

400,474

387,904

399,389

405,508

402,344

409,018

Operating

1,062,119

1,044,942

941,610

955,799

915,790

916,000

148,848

141,903

183,334

181,521

210,735

209,205

$1,611,441

$1,574,749

$1,524,333

$1,542,827

$1,528,868

$1,534,223

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures

Personnel

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

121

Performance Budgets Public Works Department (continued) Division: Curbside Mission: To promptly and properly collect and dispose of all household trash and yard waste in a cost-effective, expedient manner for the citizens of Rock Hill. CURBSIDE EXPENDITURES (DIVISION - 3125) 2013

2014

2015

2016

2017

Actual

Budget

Projected

Approved

Proposed

Personnel

741,196

681,002

788,679

654,410

673,909

685,107

Operating

553,127

502,445

409,148

427,472

378,330

378,691

129,373 $1,423,696

211,331 $1,394,778

149,545 $1,347,372

148,066 $1,229,948

277,641 $1,329,881

325,081 $1,388,879

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

Division: Recycling Mission: To provide an efficient, cost-effective collection service for residential recycling, corrugated cardboard, office paper, and restaurant cans and bottles. The recycling collections program provides a significant diversion to products normally destined for the landfill and creates substantial savings in associated tipping fees. RECYCLING EXPENDITURES (DIVISION - 3130) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

386,508

382,058

452,134

367,025

397,756

320,651

Operating

329,939

309,535

215,778

204,296

189,796

189,902

Capital

151,904 $868,351

189,475 $881,068

263,749 $931,660

261,140 $832,461

300,539 $888,091

261,542 $772,094

Full-time

Part-time

Actual Personnel

Expenditures

Actual Expenditures Personnel

122

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

Performance Budgets Public Works Department (continued)

Division: Construction Mission: To construct and maintain City streets, sidewalks, and curb and gutter infrastructure in a manner that is safe and efficient. CONSTRUCTION EXPENDITURES (DIVISION - 3145) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

461,080

470,700

437,778

427,337

438,070

445,398

Operating

151,060

176,035

176,141

153,459

161,636

161,821

Capital

111,628 $723,769

86,802 $733,537

81,125 $695,044

71,028 $651,825

78,463 $678,169

79,181 $686,400

Full-time

Part-time

Actual Personnel

Expenditures

Actual Expenditures Personnel

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

123

Performance Budgets Finance Department Department Mission Ensure the sound financial management of the Cityâ&#x20AC;&#x2122;s funds by planning and furnishing accountable financial records management, including treasury management, auditing, auditing, and tax administration and to provide high quality customer services through effective billing, collections, account management, and customer service. To provide high quality customer services through effective billing, collections, account management, and customer service.

Administration & Archives Billing & Metering

Accounting

Finance Account Management

Risk Management

Customer Services

Central Collections

FINANCE PROGRAM EXPENDITURES TOTAL 2012/2013 Total

2013/2014 Total

2014/2015 Budget

2014/2015 Estimated

2015/2016 Approved

2016/2017 Projected

Personnel Operating Capital Total

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

2,362,332 742,710 57,525 $3,162,567

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

2,532,231 787,938 36,104 $3,356,273

2,563,646 833,321 0 $3,396,967

2,610,296 828,326 16,640 $3,455,263

Full Time Part Time

42 5

38 5

42 2

44 2

Total

Expenditures by Category

Personnel Count

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

124

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

Performance Budgets Finance Department (continued) 窶｢Maintain a high collection rate for utility receivables Rock Hill's Ratings from the National Citizen Survey 窶｢Percent rating customer service as an excellent or good 窶｢Percent rating value of services for taxes paid as excellent or good

Target Minimum of 98.5% utility receivables

FY2014

FY2015

98.5%

99.2%

2003

2005

2008

2011

2014

71%

64%

72%

84%

65%

N/A

46%

42%

47%

45%

Fiscal Year 2016 Key Issues Focus: Accounting Internal Control Financial Reporting Customer Service

Financial Highlights: Technological Upgrades - $41,878

2015 Outstanding CPA in Government, awarded to Anne Harty, Chief Financial Officer 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 and coordinate efforts appropriately. ADMINISTRATION PROGRAM EXPENDITURES (DIVISION - 4001; PRIOR TO FY12 DIVISION 4201 & 4001) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

317,753

331,143

340,678

344,095

369,353

376,537

Operating

48,758

32,012

47,078

42,395

44,505

44,594

0 $366,511

0 $363,155

0 $387,756

0 $386,489

0 $413,858

0 $421,131

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

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

125

Performance Budgets Finance Department (continued) Division: Accounting Mission: To provide City-wide accounting, internal control, and financial reporting services. To perform all necessary accounts payable and payroll functions of the City. To invest all funds of the City to maximize returns. ACCOUNTING EXPENDITURES (DIVISION - 4005) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

439,407

448,069

445,688

451,787

458,324

466,769

Operating

108,046

104,428

120,281

109,452

121,579

121,762

$547,453

$552,497

$565,969

$561,238

$579,903

$588,531

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures

Personnel

Division: Risk Management Mission: To implement and administer a comprehensive risk management program with the highest concern for employee safety, public safety, prevention of financial losses from liability claims and contractual matters, and the reduction of physical damage to property. To promote citywide safety through inspections, training, and other loss prevention/reduction techniques. RISK MANAGEMENT EXPENDITURES (DIVISION - 4010) 2013

2014

2015

2016

2017

Actual

Budget

Projected

Approved

Proposed

Personnel

169,789

170,765

172,716

185,356

178,796

182,041

Operating

128,625

126,883

183,144

174,458

193,477

193,544

Capital

0 $298,414

0 $297,648

0 $355,860

0 $359,814

0 $372,273

0 $375,585

Full-time

Part-time

Actual Personnel

Expenditures

Actual Expenditures Personnel

126

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

Performance Budgets Finance Department (continued) Division: Customer Services Mission: The Customer Service area is charged with assisting customers in establishing and maintaining their utility services while ensuring that all City policies and procedures related to these transactions are followed. CUSTOMER SERVICES EXPENDITURES (DIVISION - 4015) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

414,294

240,833

249,007

248,507

343,451

349,565

Operating

33,526

39,954

67,670

36,860

63,950

64,017

Expenditures

Capital

$447,820

$280,787

$316,677

$285,367

$407,401

$413,581

Full-time

Part-time

Actual Personnel

Actual Expenditures Personnel

Division: Central Collections Mission: The Central Collections Division has the responsibility of collecting all monies due to the City with the exception of property taxes. Central Collections is committed to the proper processing of payment and reimbursements to ensure that both the customer’s account is maintained properly and that the City’s cash flow process is correct and intact and meets all audit standards. CENTRAL COLLECTIONS EXPENDITURES (DIVISION - 4020) 2013

2014

2015

2016

2017

Actual

Budget

Projected

Approved

Proposed

Personnel

371,563

376,802

388,233

381,904

351,523

357,920

Operating

76,708

66,174

76,105

75,922

77,287

70,302

0 $448,271

0 $442,976

0 $464,338

0 $457,826

0 $428,810

16,640 $444,861

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

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

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

127

Performance Budgets Finance Department (continued) Division: Account Management Mission: Account 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. Account Management further facilitates the coordination of efforts to bring assistance agencies and those in need together. ACCOUNT MANAGEMENT EXPENDITURES (DIVISION - 4025) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

236,160

225,703

190,256

232,577

234,027

238,029

Operating

5,844

7,247

14,028

8,236

12,441

12,472

0 $242,003

0 $232,950

0 $204,284

0 $240,813

0 $246,468

0 $250,502

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

Division: Billing & Metering Services Mission: The Billing and Metering Services Division is the area charged with producing accurate and timely utility invoices for all utility customers. These efforts represent the single largest revenue source for the City. This group also investigates customer inquires regarding utility charges and also carefully regulates the termination of service for those customers who are outside of the terms of payment required by municipal code. BILLING & METERING EXPENDITURES (DIVISION - 4030) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

502,803

569,017

573,270

688,006

628,171

639,435

Operating

305,667

366,012

316,372

340,616

320,082

321,636

Capital

41,147 $849,617

57,525 $992,554

45,000 $934,642

36,104 $1,064,725

0 $948,254

0 $961,072

Full-time

Part-time

Actual Personnel

Expenditures

Actual Expenditures Personnel

128

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

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

Parks

PRT Department

Recreation

Tourism

PARKS, RECREATION, AND TOURISM PROGRAM EXPENDITURES TOTAL 2012/2013 Total

2013/2014 Total

2014/2015 Budget

2014/2015 Estimated

2015/2016 Approved

2016/2017 Projected

Personnel Operating Capital Total

3,473,988 3,120,733 263,291 $6,858,011

3,504,137 3,093,906 153,896 $6,751,939

3,554,581 3,063,470 285,932 $6,903,983

3,725,553 3,348,666 281,838 $7,356,057

3,323,271 3,281,188 315,718 $6,920,177

3,362,616 3,292,459 268,189 $6,923,264

Full Time Part Time

64 84

66 84

68 84

78 75

Total

148

150

152

153

Expenditures by Category

Personnel Count

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

129

Performance Budgets Parks, Recreation, and Tourism Department (continued) Target Objective: Evaluate and communicate the economic impact of sports tourism. •Increase the financial impact of sports tourism By at least $1 $ (calendar year) million per year •Quantify the number of hotel nights (calendar -

2011

2012

2013

14,889,318 $

18,359,654 $

N/A

14,012

15,638

13,376

Rock Hill's Ratings from the National Citizen Survey •Percent of residents who used Rock Hill recreation centers •Percent rating recreation centers or facilities as excellent or good •Percent rating recreation program or classes as excellent or good •Percent of residents who visited a City park •Percent rating City parks as excellent or good

2003

2005

2008

2011

2014

63%

59%

57%

52%

59%

57%

61%

68%

76%

61%

57%

69%

71%

69%

57%

88% N/A

85% 73%

87% 81%

83% 85%

83% 73%

17,393,499 $

2014 20,481,431

Manchester Meadows

Fiscal Year 2016 Key Issues Focus: Recreation Centers Special Events Tournament Complexes Neighborhood parks Marketing Hospitality services

130

Financial Highlights: Gym Floor Refurbishment (Boyd Hill, Emmett Scott & Northside) —$19,000 Pool Repairs—$10,200 Power Equipment & Implements —$25,000 Additional bleachers at BMX—$90,000 Trails construction—$80,000

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

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

Division: Parks Mission: To develop and operate the Cityâ&#x20AC;&#x2122;s regional facilities to offer the public active and passive leisure opportunities and events that create tourism and economic impact. PARKS EXPENDITURES (DIVISION - 5135) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

1,138,760

1,087,305

1,457,585

1,466,362

1,150,039

1,171,625

Operating

2,033,849

2,006,251

2,179,176

2,140,417

2,289,434

2,300,169

Capital

219,406 $3,392,016

124,677 $3,218,233

247,538 $3,884,299

243,478 $3,850,257

277,974 $3,717,447

225,675 $3,697,469

Full-time

Part-time

Actual Personnel

Expenditures

Actual Expenditures Personnel

Division: Recreation Mission: To provide diversified and quality recreational activities and special events for individual neighborhoods as well as the entire community, for citizens of all ages and economic statuses. To provide year-round, quality leisure services to the senior citizen and handicapped populations of the community by designing, planning, and conducting activities to meet the specific needs of these citizens. RECREATION EXPENDITURES (DIVISION - 5110) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

595,714

571,501

632,910

584,956

694,362

706,657

Operating

650,833

607,452

564,943

637,502

665,365

665,550

17,920 $1,264,467

25,825 $1,204,778

35,000 $1,232,853

35,000 $1,257,458

25,000 $1,384,728

25,000 $1,397,207

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

131

Performance Budgets Parks, Recreation, and Tourism Department (continued) Division: Tourism Mission: To provide leadership and administrative support to all divisions of the Parks, Recreation, and Tourism Department, to ensure efficient and effective operations, and to promote leisure and tourism opportunities to increase public participation and tourism. TOURISM EXPENDITURES (DIVISION - 5101) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

1,739,513

1,845,331

1,464,086

1,674,235

1,478,869

1,484,334

Operating

436,051

480,203

319,351

570,747

326,389

326,741

25,965 $2,201,529

3,394 $2,328,928

3,394 $1,786,831

3,360 $2,248,343

12,744 $1,818,002

17,514 $1,828,588

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

Giordana Velodrome

132

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

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

Old Town Marketing and Events

Administration

Economic and Urban Development

Infrastructure/ Redevelopment

Business and Jobs Recruitment

ECONOMIC AND URBAN DEVELOPMENT PROGRAM EXPENDITURES TOTAL

Expenditures by Category Personnel Operating Capital Total

2012/2013 Total 1,057,791 725,173 55,316 $1,838,280

2013/2014 Total 1,063,847 721,696 39,080 $1,824,623

2014/2015 Budget 1,001,585 840,833 25,000 $1,867,418

2014/2015 Estimated 1,005,700 794,679 31,579 $1,831,958

2015/2016 Approved 982,619 829,077 0 $1,811,697

2016/2017 Projected 997,598 911,077 66,547 $1,975,222

12 1 13

12 0 12

Personnel Count Full Time Part Time Total

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

133

Performance Budgets Economic and Urban Development (continued) Target FY2011 Objective: Evaluate sidewalk infrastructure and address concerns in a methodical manner. New job announcements•Assist in the creation of new jobs 269 cumulative since June 2010 •Solicit and support business investment Dollar business throughout the city investment Rock Hill's Ratings from the National Citizen Survey •Percent rating employment opportunities as excellent or good •Percent rating economic development services as excellent or good

FY2012

FY2013

FY2014

FY2015

481

1,333

1,656

1,754

118,500,000 $

43,300,000 $

2003

2005

2008

2011

2014

27%

29%

24%

25%

50%

43%

46%

40%

41%

57,285,000

Summer Concert Series

Fiscal Year 2016 Key Issues Focus: Development projects: Knowledge Park, including redevelopment of Bleachery site and Woolworth Bldg Assisting private investment Job creation RH Economic Development Corporation

134

Financial Highlights: Downtown Façade Rehabilitation - $15,000 Knowledge Park Innovation Center—$33,600 Knowledge Park Workforce Development— $28,500 Downtown Business Assistance—$22,000

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

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

Housing Authority

HOUSING AUTHORITY PROGRAM EXPENDITURES TOTAL 2012/2013 Total

2013/2014 Total

2014/2015 Budget

2014/2015 Estimated

2015/2016 Approved

2016/2017 Projected

Personnel Operating Capital Total

1,559,073 59,872 0 $1,618,944

1,557,726 56,330 0 $1,614,056

1,514,237 57,913 0 $1,572,150

1,497,246 49,612 0 $1,546,858

1,472,702 52,290 0 $1,524,992

1,501,339 52,368 0 $1,553,707

Full Time Part Time Total

22 4 26

Expenditures by Category

Personnel Count

Fiscal Year 2016 Key Issues Focus: Manage public housing Partner with Boys and Girls Club of York County Voucher assistance to families and individuals Affordable housing programs

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

135

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

Stormwater

STORMWATER PROGRAM EXPENDITURES TOTAL

2012/2013 Total

2013/2014 Total

2014/2015 Budget

2014/2015 Estimated

2015/2016 Approved

2016/2017 Projected

715,898 436,420 620,056 $457,080 2,229,453

742,255 1,034,502 424,950 $435,289 2,636,996

854,320 555,527 697,781 $1,063,678 3,171,306

651,565 1,625,566 583,070 $167,784 3,027,986

849,927 389,711 1,004,518 $1,087,694 3,331,850

864,049 389,962 956,384 $1,186,671 3,397,066

Full Time Part Time

14 0

Total

Expenditures by Category Personnel Operating Capital Non-Operating Total Personnel Count

Includes Non-Departmental and Debt Service Expenditures

Rock Hill's Ratings from the National Citizen Survey •Percent rating storm drainage as excellent or good

2003 42%

2005 41%

2008 59%

2011 55%

2014 48%

Fiscal Year 2016 Key Issues Focus: Stormwater Master Plan Drainage system maintenance Sediment/Erosion control inspections Public education– water quality, water pollution

136

Financial Highlights: $4,023,000 Stormwater Bond to fund 4 major capital improvement projects, including: Charlotte/Park Hagins/Allen

Pinevalley/Midbrook Rawlinson Acres II

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

Performance Budgets Utilities Department- Electric Fund Department Mission To provide the most reliable and efficient service of electrical power, traffic signalization, and street lighting with the best possible service and support to our customers; to coordinate recovery from storms, disasters, emergencies; to develop and implement security, emergency, and disaster plans. To support the business operations of the City through the operational and administrative assistance of its projects and technology endeavors for all City operations. To promote the efficient utilization of resources and investments through training and procurement.

Project Management

General Services

Operations Administration

Utilities Administration

Electric Services

Electric Fund

Electric Engineering

Information Technology Power & Communication Services

ELECTRIC FUND PROGRAM EXPENDITURES TOTAL 2012/2013 Total

2013/2014 Total

2014/2015 Budget

Personnel

5,359,049

5,795,764

Operating Capital Purchased Power Non-operating Total

9,206,175 431,873 67,808,030 6,386,417 89,191,544

8,198,410 1,710,283 72,713,106 6,011,391 94,428,954

Full Time

Part Time Total

3 71

Expenditures by Category

2014/2015 Estimated

2015/2016 Approved

2016/2017 Projected

6,378,388

6,375,754

7,136,694

7,370,427

8,231,925 1,496,491 79,418,207 5,416,557 100,941,568

10,134,016 806,725 78,701,846 5,113,439 101,131,780

8,655,134 1,204,374 85,225,209 5,690,817 107,912,228

8,600,277 2,219,013 88,014,802 5,747,392 111,951,911

3 76

1 90

0 94

Personnel Count

Includes Non-Departmental and Debt Service Expenditures

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

137

Performance Budgets Utilities Department– Electric Fund (continued) Rock Hill's Ratings from the National Citizen Survey •Percent rating street lighting as excellent or good •Percent rating traffic signal timing as excellent or good •Percent rating electric service as excellent or good

2003 42%

2005 44%

2008 48%

2011 60%

2014 54%

37%

43%

39%

45%

42%

N/A

68%

66%

59%

Electrical crews on Cherry Road replacing utility poles damaged during a storm

Fiscal Year 2016 Key Issues Focus: Capital projects throughout Old Town, Textile Corridor, and Knowledge Park Overhead to underground conversion Minimize outages and improve service

138

Financial Highlights: Air Core Reactors at Delivery 5 - $160,000 Distribution SCADA Automation—$70,000

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

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

Personnel

2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

502,144

425,083

286,703

307,784

339,855

345,746

Operating

209,962

367,069

141,195

170,646

147,156

147,258

Capital

-149,652

16,210

-370

1,301,545 $1,863,999

1,362,769 $2,171,131

1,246,830 $1,674,728

1,246,836 $1,724,897

1,418,493 $1,905,503

1,464,473 $1,957,477

Full-time

Part-time

Actual Personnel

Non-Operating Actual Expenditures Personnel

Division: Electrical Services Mission: To provide the most reliable and efficient service of electrical power, traffic signalization, and street lighting with the best possible service and support to our customers. ELECTRICAL SERVICES EXPENDITURES (DIVISION - 3575) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

1,269,398

1,255,186

1,228,827

1,248,324

1,336,489

1,360,116

Operating

3,827,740

3,947,017

3,357,606

4,171,879

4,007,915

4,008,526

Expenditures

Capital

9,053

147,861

111,542

116,845

174,842

271,184

Purchased Power

67,808,030

72,713,106

79,418,207

78,701,846

85,225,209

88,014,802

Non-Operating

0 $72,914,221

0 $78,063,170

300,003 $84,416,184

0 $84,238,893

0 $90,744,456

0 $93,654,629

Full-time

Part-time

Actual Personnel

Actual Expenditures Personnel

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

139

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) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

506,303

523,000

464,774

335,032

458,640

467,349

Operating

1,734,953

917,959

974,143

2,190,643

992,288

1,012,295

Capital

70,588 $2,311,843

930,124 $2,371,083

903,494 $2,342,411

44,309 $2,569,984

525,606 $1,976,534

771,321 $2,250,964

Full-time

Part-time

Actual Personnel

Expenditures

Actual Expenditures Personnel

Division: Power and Communication Services Mission: To provide the most reliable and efficient service of electrical power and street lighting with the best possible service and support to our customers while promoting safety and training as electrical professionals. To provide the greatest reliability for emergency generation at City facilities and reduce power costs by utilizing load control device and generation equipment during peak times. POWER AND COMMUNICATION SERVICES (DIVISION - 3580; PREVIOUSLY TRAFFIC SIGNALS & SCADA) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

1,097,675

1,155,425

1,361,907

1,445,293

1,489,911

1,545,855

Operating

849,342

679,221

860,054

782,573

872,828

896,970

263,778 $2,210,795

227,132 $2,061,778

231,464 $2,453,426

248,299 $2,476,164

257,315 $2,620,054

283,934 $2,726,760

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

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

140

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

Performance Budgets Utilities Department– Electric Fund (continued) Division: Information Technology Services Mission: To support technology endeavors in hardware and software throughout the organization. Information Technology Services strives to provide high quality customer service in an efficient and effective manner. INFORMATION TECHNOLOGY SERVICES EXPENDITURES (DIVISION - 4130) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

1,425,585

1,485,487

1,498,696

1,517,138

1,752,942

1,858,175

Operating

1,317,298

1,174,500

1,782,310

1,662,477

1,613,586

1,513,771

Capital

233,659 $2,976,541

375,250 $3,035,237

238,000 $3,519,007

385,630 $3,565,246

150,000 $3,516,528

150,000 $3,521,947

Full-time

Part-time

Actual Personnel

Expenditures

Actual Expenditures Personnel

Division: Operations Administration Mission: To provide oversight to all functions housed at the City’s Operations Center. OPERATIONS ADMINISTRATION EXPENDITURES (DIVISION - 3590) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

465,032

448,946

425,968

450,068

449,238

458,043

Operating

22,575

17,880

16,575

40,223

20,775

20,799

315 $487,921

9,913 $476,739

8,198 $450,741

8,256 $498,547

8,198 $478,211

0 $478,842

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

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

141

Performance Budgets Utilities Department– Electric Fund (continued) Division: General Services* Mission: To support City Utility Services through key account and business support functions. GENERAL SERVICES EXPENDITURES (DIVISION - 2415) Expenditures

2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

56,845

471,895

1,077,512

1,040,162

629,362

641,663

Operating

92,961

106,707

137,803

149,573

172,237

172,298

4,134 $153,940

3,793 $582,395

3,793 $1,219,109

3,755 $1,193,491

3,793 $805,392

3,793 $817,754

Full-time

Part-time

Actual Personnel

Capital Actual Expenditures Personnel

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

Division: Project Management Mission: To support City operations through the efficient management of capital projects.

PROJECT MANAGEMENT EXPENDITURES (DIVISION - 2420) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

646,256

658,799

Operating

102,756

102,767

Capital

0 $0

84,620 $833,632

738,781 $1,500,347

Full-time

Part-time

Actual Personnel

Expenditures

Actual Expenditures Personnel

142

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

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

Engineering

Water Fund

Water Treatment Plant

Water Distribution

WATER FUND PROGRAM EXPENDITURES TOTAL 2012/2013 Total

2013/2014 Total

2014/2015 Budget

2014/2015 Estimated

2015/2016 Approved

2016/2017 Projected

2,015,937 7,892,197

1,904,772 8,481,570

2,025,887 8,241,598

1,897,127 9,851,663

1,917,718 7,732,332

1,948,349 8,120,853

1,418,147 3,115,561 $14,441,842

2,469,052 3,179,081 $16,034,475

1,385,546 3,488,042 $15,141,072

298,099 3,488,040 $15,534,929

1,826,243 3,580,513 $15,056,805

1,913,713 3,703,378 $15,686,292

Full Time

Part Time

Total

Expenditures by Category Personnel Operating Capital Non-operating Total Personnel Count

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

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

143

Performance Budgets Utilities Department– Water Fund (continued) Target FY2011 FY2012 FY2013 FY2014 Objective: Evaluate the efficiency and effectiveness of water operations in order to address the system's maintenance and expansion needs. •Comply with EPA and DHEC drinking water 100% 100% 100% 100% 100% standards •Remain above the median for MGD water Above median Above median Above median Above median Above median delivered per employee (AWWA) Rock Hill's Ratings from the National Citizen Survey •Percent rating drinking water as excellent or good

2003 49%

2005 60%

2008 68%

2011 65%

FY2015 100% Above median

2014 60%

Water Filter Plant Water Filter Plant

Fiscal Year 2015 Key Issues Focus: Water meter installation Pump maintenance Rate study Design phase of Water Filter Plant expansion (from 36 to 48 mgd)

144

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

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

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

2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

91,336

88,522

178,023

37,153

41,328

42,060

Operating

76,074

98,140

98,130

45,635

54,971

55,061

2,648 $170,059

277,318 $463,980

3,000 $279,153

0 $82,788

3,000 $99,298

3,000 $100,121

Full-time

Part-time

Actual Personnel

Capital Actual Expenditures Personnel

Division: Water Distribution Mission: To effectively repair, replace, and expand the City’s water system to allow an adequate, uninterrupted supply of safe water for domestic, industrial, and fire protection needs of the community. WATER DISTRIBUTION EXPENDITURES (DIVISION - 3510) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

1,228,749

1,184,811

1,209,301

1,221,371

1,238,713

1,257,766

Operating

944,424

1,361,110

740,974

2,193,581

761,603

761,924

1,584,041 $3,757,214

1,664,783 $4,210,704

1,377,546 $3,327,822

297,525 $3,712,477

1,808,802 $3,809,118

1,875,472 $3,895,163

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

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

145

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

2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

670,604

610,944

615,863

617,270

614,977

625,369

Operating

1,909,698

2,131,420

2,149,052

2,819,623

2,251,918

2,262,257

Capital

39,064 $2,619,366

526,951 $3,269,315

5,000 $2,769,914

574 $3,437,467

14,441 $2,881,335

35,241 $2,922,867

Full-time

Part-time

Actual Personnel

Actual Expenditures Personnel

In Fiscal Year 2016, Raw Water Pump Station, Division 3525, was merged with Water Treatment.

146

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

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

Wastewater System

Wastewater Treatment Plant

Lift Stations Wastewater Fund

Industrial Pretreatment

Environmental Monitoring

WASTEWATER FUND PROGRAM EXPENDITURES TOTAL 2012/2013 Total

2013/2014 Total

2014/2015 Budget

2,147,677

2,215,120

4,518,270 4,849,803 7,065,741 $18,581,490

5,130,303 4,773,116 7,433,755 $19,552,294

Full Time Part Time

36 2

Total

Expenditures by Category Personnel Operating Capital Non-operating Total

2014/2015 Estimated

2015/2016 Approved

2016/2017 Projected

2,297,255

2,457,631

2,502,013

2,544,232

4,512,071 4,227,157 9,192,365 $20,228,847

11,197,205 228,536 5,086,394 $18,969,766

5,155,754 3,525,331 9,362,380 $20,545,478

5,152,123 4,086,788 9,687,329 $21,470,472

36 2

39 0

Personnel Count

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

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

147

Performance Budgets Utilities Department– Wastewater Fund (continued) Target FY2011 FY2012 FY2013 FY2014 Objective: Evaluate the efficiency and effectiveness of wastewater operations in order to address the system's maintenance and expansion needs. •Comply with EPA and DHEC wastewater treatment 100% 99% 100% 100% 100% standards •Remain above the median for MGD water Above median Above median Above median Above median Above median delivered per employee (AWWA) Rock Hill's Ratings from the National Citizen Survey •Percent rating sewer service as excellent or good

2003 61%

2005 60%

2008 73%

2011 72%

FY2015 100% Above median

2014 69%

Fiscal Year 2016 Key Issues Focus: Maintain sewer pipes Maintain lift stations Analyze pretreatment samples Design phase of Wastewater Treatment Plant expansion

Financial Highlights: Manchester Outfall Replacement—$800,000 Sanitary Sewer Infrastructure Condition Assessment— $425,000 Pickens/Pendleton Sewer Rehabilitation— $300,000

Wastewater Treatment Facility

148

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

Performance Budgets Utilities Department– Wastewater Fund (continued) Division: Wastewater System Mission: To provide quality sewer service to customers by ensuring the integrity and reliability of the system through quick response to the problems that arise in the collection system and maintenance and expansion of the system to meet future needs. WASTEWATER SYSTEM EXPENDITURES (DIVISION - 3535) Expenditures

Personnel Operating

2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

784,954

798,454

831,273

861,965

869,730

883,318

856,060

908,368

895,647

3,750,413

895,437

895,029

4,450,730 $6,091,744

3,879,557 $5,586,379

4,173,105 $5,900,024

142,344 $4,754,723

3,351,107 $5,116,274

3,997,408 $5,775,755

Full-time

Part-time

Actual Personnel

Capital Actual Expenditures Personnel

Division: Wastewater Treatment Plant Mission: To protect the public health and preserve the environment by effectively treating the community’s wastewater and producing clean water for discharge into the Catawba River. WASTEWATER TREATMENT PLANT EXPENDITURES (DIVISION - 3555) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

461,970

491,097

519,076

623,202

670,435

682,326

Operating

3,062,407

3,531,669

2,685,824

3,438,902

3,217,354

3,217,772

Capital

353,801 $3,878,179

412,775 $4,435,541

24,000 $3,228,900

60,507 $4,122,611

26,970 $3,914,758

47,607 $3,947,704

Full-time

Part-time

Actual Personnel

Expenditures

Actual Expenditures Personnel

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

149

Performance Budgets Utilities Department– Wastewater Fund (continued)

Division: Industrial Pretreatment Mission: To monitor and control the discharge from industries utilizing the City’s treatment plant to protect the environment and plant from any unauthorized or harmful discharge. INDUSTRIAL PRETREATMENT EXPENDITURES (DIVISION - 3560) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

155,435

157,468

164,757

162,372

165,996

169,129

Operating

30,672

31,875

42,557

31,306

47,696

47,723

33,888 $219,995

13,424 $202,767

17,552 $224,866

14,097 $207,774

17,552 $231,244

12,071 $228,923

Full-time

Part-time

Actual Personnel

Expenditures

Capital Actual Expenditures Personnel

Division: Environmental Monitoring Mission: To generate analytical data utilized by the wastewater treatment plant in process control and in satisfying the federal and state environmental program requirements. ENVIRONMENTAL MONITORING EXPENDITURES (DIVISION - 3565) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

215,122

205,813

201,553

234,417

205,309

209,044

Operating

110,571

113,228

154,299

114,534

139,579

139,816

Capital

7,508 $333,201

2,015 $321,056

8,000 $363,852

10,153 $359,104

8,000 $352,887

8,000 $356,859

Full-time

Part-time

Actual Personnel

Expenditures

Actual Expenditures Personnel

150

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

Performance Budgets Utilities Departmentâ&#x20AC;&#x201C; Wastewater Fund (continued)

Division: Lift Stations Mission: To manage and maintain the lift stations in proper working conditions at an economical cost to provide for the effective delivery of sewage to the treatment plant. LIFT STATIONS EXPENDITURES (DIVISION - 3570) 2013 Actual

2014 Actual

2015 Budget

2015 Projected

2016 Approved

2017 Proposed

Personnel

504,948

541,793

557,896

554,341

567,843

577,262

Operating

414,602

495,938

690,694

408,485

698,391

694,485

Capital

3,876 $923,426

60,345 $1,098,076

4,500 $1,253,090

1,437 $964,262

121,702 $1,387,936

21,702 $1,293,449

Full-time

Part-time

Actual Personnel

Expenditures

Actual Expenditures Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

151

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

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

EXPENDITURES Current General government Public safety Public works Parks, recreation, and tourism Capital outlay Operating budget capital Lease purchase capital Debt service: Principal Interest and fees Capital lease payments Total expenditures REVENUES OVER (UNDER) EXPENDITURES OTHER FINANCING SOURCES: Transfers in Transfers out Tax Increment financing bonds issued Proceeds from capital lease Payments to refunded capital lease banks Total other financing sources REVENUES AND OTHER FINANCING SOURCES OVER (UNDER) EXPENDITURES

2012/2013 Actual 25,024,261 4,453,538 8,791,708 867,011 2,735,582 10,523,984 3,488 289,950 1,782,163 54,471,685

2013/2014 Actual 24,832,196 4,685,146 9,202,204 739,249 2,617,829 10,831,970 1,878 289,950 2,300,433 55,500,855

2014/2015 Projected 25,446,590 5,245,255 10,710,748 774,118 5,044,286 10,798,017 2,000 289,950 1,950,227 60,261,191

2015/2016 Budget 26,495,461 6,226,017 9,715,000 972,800 2,758,403 11,728,053 0 0 1,483,251 59,378,985

2016/2017 Budget 26,953,591 6,497,382 9,935,000 967,800 2,802,169 11,927,540 0 0 1,493,251 60,576,733

16,218,244 20,241,928 7,053,907 9,606,425

16,229,454 21,138,549 6,800,239 9,569,888

17,525,020 21,591,395 6,254,248 10,074,258

18,348,970 23,996,426 8,534,566 6,920,177

18,839,656 26,043,550 8,624,693 6,923,264

600,749 2,968,686

672,260 3,199,812

552,683 3,477,176

1,101,880 2,714,000

1,232,187 1,928,670

2,346,585 1,777,607 1,992,439 62,806,570

2,912,707 2,288,990 2,380,589 65,192,488

2,390,421 2,520,376 2,850,500 67,236,077

2,411,284 2,647,646 3,299,733 69,974,682

2,511,887 2,554,608 3,501,086 72,159,600

(8,334,885)

(9,691,633)

(6,974,886)

(10,595,697)

(11,582,867)

6,401,755 (1,190,898)

6,552,476 (951,060) 3,250,000 2,662,797 (3,170,000) 8,344,213

6,730,308 (220,830) 0 3,926,309 0 10,435,787

7,144,515 0 0 4,390,000 0 11,534,515

7,432,574 0 0 3,567,710 0 11,000,284

(1,347,420)

3,460,901

938,818

9,437,456 (5,675,720) 8,972,593

637,708

(582,583)

FUND BALANCE, BEGINNING OF YEAR

8,596,753

9,234,461

7,887,041

11,347,942

12,286,759

FUND BALANCE, END OF YEAR

9,234,461

7,887,041

11,347,942

12,286,759

11,704,176

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

152

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

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

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

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

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

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

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

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

2,118,296

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

12,083,741

434,372

12,518,113

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

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

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

7,187,701

104,520

7,292,221

1,296,526 821,770

CAPITAL CONTRIBUTIONS

856,855

TRANSFERS IN

265,000

(6,398,276)

TRANSFERS OUT CHANGE IN NET ASSETS

1,911,280

104,520

2,015,800

TOTAL NET POSITION - BEGINNING

218,887,290

11,479,661

230,366,951

TOTAL NET POSITION - END

220,798,570

11,584,181

232,382,751

Note: Pres ented on a GAAP ba s i s

153

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

Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2014 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

651,170 6,356,151 129,388,622

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

72,713,106 21,450,106 10,936,144 6,757,507 111,856,863

89,677,673 12,839,450 19,146,064 718,114 2,629,867 8,826 2,638,693

89,677,673 12,839,450 19,146,064 718,114 2,629,867 651,170 6,364,977 132,027,315

2,754,778

72,713,106 23,371,965 11,769,063 6,757,507 114,611,641

1,921,859 832,919

OPERATING INCOME (LOSS)

17,531,759

(116,085)

17,415,674

NON-OPERATING REVENUES (EXPENSES) Interes t i ncome Interes t expens e Sa l e of l a nd Ga i n (l os s ) on di s pos a l of ca pi ta l a s s es ts Tota l non-opera ti ng revenues (expens es )

816,810 (4,377,898) 854,845 (7,528) (2,713,771)

5,377 (156,243) (10,978) (161,844)

822,187 (4,534,141) 854,845 (18,506) (2,875,615)

INCOME BEFORE CONTRIBUTIONS AND TRANSFERS

14,817,988

(277,929)

14,540,059

CAPITAL CONTRIBUTIONS

1,723,434

265,000

TRANSFERS OUT

(6,659,463)

CHANGE IN NET POSITION

10,146,959

(277,929)

9,869,030

220,798,570

11,584,181

232,382,751

(2,473,953)

(28,229)

(2,502,182)

TOTAL NET POSITION - BEGINNING RESTATED

218,324,617

11,555,952

229,880,569

TOTAL NET POSITION - END

228,471,576

11,278,023

239,749,599

TRANSFERS IN

TOTAL NET POSITION - BEGINNING, RESTATED RESTATEMENT

Note: Pres ented on a GAAP ba s i s

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

154

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

4,332,452 134,283,602

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

78,885,963 24,232,032 11,155,000 6,888,141 121,161,136

96,305,246 13,542,120 19,487,604 616,180 3,359,799 3,359,799

96,305,246 13,542,120 19,487,604 616,180 3,359,799 4,332,452 137,643,401

2,630,290

78,885,963 26,012,322 12,005,000 6,888,141 123,791,426

13,122,466

729,509

13,851,975

231,921 (5,900,000)

(108,165)

231,921 (6,008,165)

(5,668,079)

(108,165)

(5,776,244)

INCOME BEFORE CONTRIBUTIONS AND TRANSFERS

7,454,387

621,344

8,075,731

CAPITAL CONTRIBUTIONS

1,800,000

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 )

TRANSFERS IN TRANSFERS OUT CHANGE IN NET ASSETS

1,780,290 850,000

265,000

(6,730,308)

2,789,079

621,344

3,410,423

TOTAL NET ASSETS- BEGINNING

228,471,576

11,278,023

239,749,599

TOTAL NET ASSETS- END

231,260,655

11,899,367

243,160,022

Note: Pres ented on a GAAP ba s i s

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

155

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

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

103,173,720 13,844,145 20,351,904

655,000

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

6,144,742 144,169,511

3,260,800 71,050 3,331,850

3,260,800 6,215,792 147,501,361

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

85,225,209 27,237,420 11,803,815 124,266,444

2,216,636 510,074 2,726,710

85,225,209 29,454,056 12,313,889 126,993,154

19,903,067

605,140

20,508,207

51,000 (5,186,958) (7,622,594) (12,758,552)

(108,165) (496,975) (605,140)

51,000 (5,295,123) (8,119,569) (13,363,692)

7,144,515

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

(7,144,515) 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 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 .

156

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

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

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

103,173,720 13,844,145 20,351,904 655,000 6,144,742 144,169,511

3,260,800 71,050 3,331,850

103,173,720 13,844,145 20,351,904 655,000 3,260,800 6,215,792 147,501,361

85,225,209 27,237,420 11,155,000 11,803,815 135,421,444

2,216,636 850,000 510,074 3,576,710

85,225,209 29,454,056 12,005,000 12,313,889 138,998,154

8,748,067

(244,860)

8,503,207

51,000 (5,186,958)

(108,165)

(5,135,958)

(108,165)

51,000 (5,295,123) 0 (5,244,123)

3,612,109

(353,025)

3,259,084

CAPITAL CONTRIBUTIONS

400,000

TRANSFERS IN

265,000

TRANSFERS OUT

(7,144,515)

CHANGE IN NET ASSETS

(2,867,406)

(353,025)

(3,220,431)

TOTAL NET ASSETS- BEGINNING

231,260,655

11,899,367

243,160,022

TOTAL NET ASSETS- END

228,393,249

11,546,342

239,939,591

Note: Pres ented on a GAAP ba s i s

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

157

Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA INCOME STATEMENT- BUDGET BASIS FOR THE YEAR ENDED JUNE 30, 2017 - 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

107,131,464 14,473,362 21,276,898 655,000

Stormwa ter cha rges

107,131,464 14,473,362 21,276,898 655,000 3,326,016

3,326,016

71,050 3,397,066

6,298,001 153,160,741

Other us er cha rges Total opera ting revenues

6,226,951 149,763,675

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

88,014,802 29,125,005 12,605,382 129,745,189

2,182,650 519,949 2,702,599

88,014,802 31,307,655 13,125,331 132,447,788

20,018,486

694,467

20,712,953

51,000 (5,000,434) (8,338,757) (13,288,191)

(99,451) (595,016) (694,467)

51,000 (5,099,885) (8,933,773) (13,982,658)

6,730,295

(6,730,295) 0

158

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

Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2017 - 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

107,131,464 14,473,362 21,276,898 655,000 3,326,016

6,226,951

71,050

6,298,001

Tota l opera ti ng revenues

149,763,675

3,397,066

153,160,741

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

88,014,802 29,125,005 11,400,000 12,605,382 141,145,189

2,182,650 865,000 519,949 3,567,599

88,014,802 31,307,655 12,265,000 13,125,331 144,712,788

8,618,486

(170,533)

8,447,953

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

51,000 (5,000,434)

(99,451)

(4,949,434)

(99,451)

51,000 (5,099,885) 0 (5,048,885)

3,669,052

(269,984)

3,399,068

CAPITAL CONTRIBUTIONS

400,000

TRANSFERS IN

265,000

TRANSFERS OUT

(6,730,295)

CHANGE IN NET ASSETS

(2,396,243)

(269,984)

(2,666,227)

TOTAL NET ASSETS- BEGINNING

228,393,249

11,546,342

239,939,591

TOTAL NET ASSETS- END

225,997,006

11,276,358

237,273,364

Note: Pres ented on a GAAP ba s i s

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

159

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, 2015, the City of Rock Hill’s total principal bond debt service outstanding was $192,127,058 most of which consists of Revenue Bonds ($119,073,274), Tax Increment Financing ($23,587,526) and General Obligation Bonds ($16,430,000).

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 2012

Tax Year 2013

Tax Year 2014*

Assessed Value

247,622,812

251,405,535

251,127,874

8% Debt Limit

19,809,825

20,112,443

20,090,230

(16,405,000)

(17,375,000)

(16,430,000)

$3,460,825

$2,737,443

$3,660,230

Total Amount of Debt Applicable to Debt Limit Legal Debt Margin *projected

Future Debt In Fiscal Year 2016, the City plans to issue $5 million in a Bond Anticipation Note to begin the design phase for the expansion of the existing wastewater plant facilities and flow equalization basin. Financing for the FY2016 Equipment Lease Purchase, totaling $4.39 million, was finalized in early August to fund vehicle replacements and needed equipment. A second equipment lease purchase for $5 million is expected later in the year to fund an AMI Pilot program. Beginning in Fiscal Year 2017 and continuing over the next seven years, the City plans to issue approximately $253 million in debt for the purpose of completing improvements and additions for the City’s Combined Utility System. The expansion of the current water and wastewater facilities, along with the construction of a new wastewater facility, will be financed through the State Revolving Fund; however, electric infrastructure enhancements, totaling $10 million, will be financed through Utility Revenue Bonds. These improvements are needed not only to manage the current demand but also the anticipated demand on our system due to growth. Utility system rate increases between 2016 and 2019 will help service the future debt and continue to fund payas-you- go projects. As the cost of the Utility System improvements have drastically increased in the last few years, the City will continue to monitor the need for further rate increases to help pay the anticipated debt service.

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

160

Debt Service Revenue Bonds All revenue bonds are payable from the net revenues of the City’s combined utility system. The various bond indentures contain significant limitations and restrictions on annual debt service requirements and minimum revenue bond coverage. Revenue bond repayment is generally structured so that interest is payable semi-annually on the first of January and July. Principal payments are paid in a lump sum on the first of January. The City is in compliance with all such significant financial limitations and restrictions. Highlights of outstanding Utility Revenue Bonds consist of:  In October 2009, the City issued $30,210,000 in Utility System Revenue Bonds. The bonds were issued to fund improvements to the water and waster water systems, refund the outstanding Combined Utility System Revenue Bond Anticipation Notes, Series 2008 and Revenue Bonds 1998C, 2000A, and 2000C.  In December 2010, the City issued $13 million in Bond Anticipation Notes. The revenue was used to fund the completion of the City’s New Operations Center, which houses the City’s public works and utilities employees as well as the City’s equipment and fleet.  In 2013, the City refinanced $20 million of old Utility System Revenue Bonds in order to take advantage of lower interest rates. The City also issued $9 million in new money to purchase three additional substations, paint the Herlong Tank, replacement of the Myrtle Dr. Waterline and the Bleachery Outfall project.

Combined Utility System Revenue Bonds Principal Debt Service Requirements

Principal Debt Service Requirements

$10,000,000 $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000

$4,000,000 $3,000,000 $2,000,000

$1,000,000 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 32/33 33/34 34/35 35/36 36/37 37/38 38/39 39/40 40/41 41/42

Fiscal Year

161

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

Debt Service Revenue Bond Debt Schedules

Combined Utility System Revenue Bonds, Series 2009A

January 1, 2016

$652,500

January 1, 2024

$902,500

January 1, 2017

$677,500

January 1, 2025

$945,000

Issued: September 30, 2009

January 1, 2018

$702,500

January 1, 2026

$985,000

January 1, 2019

$730,000

January 1, 2027

$1,027,500

January 1, 2020

$760,000

January 1, 2028

$677,500

January 1, 2021

$790,000

January 1, 2029

$152,500

January 1, 2022

$822,500

January 1, 2023

$860,000

Combined Utility System Revenue Bonds, Series 2009B

January 1, 2028

$395,000

January 1, 2035

$1,427,500

January 1, 2029

$965,000

January 1, 2036

$1,487,500

Issued: September 30, 2009

January 1, 2030

$1,162,500

January 1, 2037

$1,550,000

Amount of Issue: $16,300,000

January 1, 2031

$1,210,000

January 1, 2038

$1,615,000

Remaining Principal Outstanding as of July 1, 2015: $16,300,000

January 1, 2032

$1,262,500

January 1, 2039

$1,682,500

January 1, 2033

$1,315,000

January 1, 2040

$857,500

Interest Rate: 4.31%

January 1, 2034

$1,370,000

Amount of Issue: $13,910,000 Remaining Principal Outstanding as of July 1, 2015: $10,685,000 Interest Rate: 4.31%

Combined Utility System Revenue Bonds, Series 2009C Issued: October 28, 2009 Amount of Issue: $14,390,000 Remaining Principal Outstanding as of July 1, 2015: $2,980,000

January 1, 2016

$495,000

January 1, 2020

$582,500

January 1, 2017

$512,500

January 1, 2021

$297,500

January 1, 2018

$535,000

January 1, 2019

$557,500

Interest Rate: 3.47%

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

162

Debt Service Revenue Bond Debt Schedules (Continued) January 1, 2016 $1,985,000

January 1, 2024

$2,040,000

January 1, 2017 $2,065,000

January 1, 2025

$2,145,000

January 1, 2018 $2,125,000

January 1, 2026

$2,230,000

January 1, 2019 $2,175,000

January 1, 2027

$2,350,000

January 1, 2020 $2,265,000

January 1, 2028

$2,475,000

January 1, 2021 $2,380,000

January 1, 2029

$2,610,000

January 1, 2022 $2,480,000

January 1, 2030

$2,040,000

January 1, 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

Amount of Issue: $27,950,000

January 1, 2022

$380,000

January 1, 2036

$655,000

Remaining Principal Outstanding as of July 1, 2015: $24,935,000

January 1, 2023

$395,000

January 1, 2037

$690,000

January 1, 2024

$410,000

January 1, 2038

$725,000

Interest Rate: Variable

January 1, 2025

$425,000

January 1, 2039

$760,000

January 1, 2026

$440,000

January 1, 2040

$800,000

January 1, 2027

$460,000

January 1, 2041

$830,000

January 1, 2028

$470,000

January 1, 2042

$865,000

January 1, 2029

$485,000

Combined Utility System Revenue Bonds, Series 2012A Issued: March 22, 2012 Amount of Issue: $38,280,000 Remaining Principal Outstanding as of July 1, 2015: $33,925,000 Interest Rate: Variable (2-5.25%)

Combined Utility System Revenue Bonds, Series 2012B Issued: October 17, 2012

January 1, 2023 $2,560,000

The City’s Operation Center

163

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

Debt Service Revenue Bond Debt Schedules (Continued)

January 1, 2016

$835,000

January 1, 2025

$1,185,000

January 1, 2017

$865,000

January 1, 2026

January 1, 2018

$900,000

January 1, 2027

January 1, 2019

$935,000

January 1, 2028

Amount of Issue: $20,000,000

January 1, 2020

$975,000

January 1, 2029

Remaining Principal Outstanding as of July 1, 2015: $20,000,000

January 1, 2021 $1,015,000

January 1, 2030

$675,000

January 1, 2022 $1,055,000

January 1, 2031

$2,985,000

Interest Rate: Variable

January 1, 2023 $1,095,000

January 1, 2032

$3,105,000

January 1, 2024 $1,140,000

January 1, 2033

$3,235,000

January 1, 2016

$340,000

January 1, 2025

$480,000

January 1, 2017

$350,000

January 1, 2026

$500,000

January 1, 2018

$365,000

January 1, 2027

$520,000

January 1, 2019

$380,000

January 1, 2028

$540,000

Amount of Issue: $9,000,000

January 1, 2020

$395,000

January 1, 2029

$565,000

Remaining Principal Outstanding as of July 1, 2015: $8,675,000

January 1, 2021

$410,000

January 1, 2030

$585,000

January 1, 2022

$430,000

January 1, 2031

$610,000

Interest Rate: Variable

January 1, 2023

$435,000

January 1, 2032

$635,000

January 1, 2024

$465,000

January 1, 2033

$660,000

October 1, 2015

$184,765

October 1, 2025

$219,407

State Revolving Funds, July 2014

October 1, 2016

$187,957

October 1, 2026

$223,225

October 1, 2017

$191,207

October 1, 2027

$227,113

Issued: July 2014

October 1, 2018

$194,514

October 1, 2028

$231,071

Amount of Issue: $4,372,905

October 1, 2019

$197,882

October 1, 2029

$235,102

October 1, 2020

$201,310

October 1, 2030

$239,205

October 1, 2021

$204,802

October 1, 2031

$243,382

October 1, 2022

$208,354

October 1, 2032

$247,635

October 1, 2023

$211,974

October 1, 2033

$251,967

October 1, 2024

$215,656

October 1, 2034

$256,377

Combined Utility System Revenue Bonds, Series 2013A Issued: August 7, 2013

Combined Utility System Revenue Bonds, Series 2013B Issued: August 2013

Remaining Principal Outstanding as of July 1, 2015: $4,188,140 Interest Rate: Variable (1.73% blended)

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

164

Debt Service General Obligation Bonds The full faith, credit, and taxing power of the City are pledged for the payment of General Obligation Bonds. General Obligation Bonds have interest payable semi-annually on the first of October and April, as well as a principal lump sum payable on the first of April. Highlights of outstanding General Obligation Bonds include:  Series 2008, outstanding principal in the amount of $1,855,000, was used for construction of a new fire station.  Series 2011, outstanding principal in the amount of $9,820,000, was issued to fund the General Obligation debt portion for the construction of the City’s Operations Center.  Series 2013A, outstanding principal in the amount of $1,655,000, was used for the expansion of the City’s Law Center.  Series 2013B was a refinancing of two older General Obligation Bonds: 1997 and 2003. The 1997 Series, was issued to complete the first phase of the Fire Master Plan, including construction of a new fire station and various improvements to the three existing fire stations; The 2003 Series, was used for the construction of two new fire stations.

General Obligation Principal Debt Service Requirements

Principal Debt Service Requirements

$1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000

35/36

34/35

33/34

32/33

31/32

30/31

29/30

28/29

27/28

26/27

25/26

24/25

23/24

22/23

21/22

20/21

19/20

18/19

17/18

16/17

15/16

Fiscal Year

165

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

Debt Service General Obligation Bond Debt Schedules

General Obligation Bonds, 2008 Issued: December 30, 2008 Amount of Issue: $2,700,000 Remaining Principal Outstanding as of July 1, 2015: $1,855,000

April 1, 2016

$165,000

April 1, 2021

$215,000

April 1, 2017

$175,000

April 1, 2022

$225,000

April 1, 2018

$185,000

April 1, 2023

$240,000

April 1, 2019

$195,000

April 1, 2024

$250,000

April 1, 2020

$205,000

Interest Rate: 4.3%

April 1, 2016

$310,000 April 1, 2027

$470,000

April 1, 2017

$315,000 April 1, 2028

$495,000

General Obligation Bonds, 2011

April 1, 2018

$330,000 April 1, 2029

$515,000

April 1, 2019

$345,000 April 1, 2030

$535,000

Issued: August 3, 2011

April 1, 2020

$355,000 April 1, 2031

$555,000

Amount of Issue: $10,700,000

April 1, 2021

$365,000 April 1, 2032

$580,000

April 1, 2022

$375,000 April 1, 2033

$605,000

April 1, 2023

$395,000 April 1, 2034

$630,000

April 1, 2024

$415,000 April 1, 2035

$660,000

April 1, 2025

$430,000 April 1, 2036

$690,000

April 1, 2026

$450,000

Remaining Principal Outstanding as of July 1, 2015: $9,820,000

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

166

Debt Service General Obligation Bond Debt Schedules (Continued)

General Obligation Bonds, 2013A Issued: June 27, 2013 Amount of Issue: $1,800,000 Remaining Principal Outstanding as of July 1, 2015: $1,655,000

April 1, 2016

$65,000 April 1, 2026

$95,000

April 1, 2017

$70,000 April 1, 2027

$100,000

April 1, 2018

$70,000 April 1, 2028

$100,000

April 1, 2019

$75,000 April 1, 2029

$105,000

April 1, 2020

$75,000 April 1, 2030

$110,000

April 1, 2021

$80,000 April 1, 2031

$115,000

April 1, 2022

$85,000 April 1, 2032

$120,000

April 1, 2023

$85,000 April 1, 2033

$125,000

April 1, 2024

$90,000

April 1, 2025

$90,000

The City’s Law Center

General Obligation Bonds, 2013B

April 1, 2016

$420,000 April 1, 2020

$350,000

Issued: June 27, 2013

April 1, 2017

$415,000 April 1, 2021

$340,000

Amount of Issue: $3,935,000

April 1, 2018

$460,000 April 1, 2022

$385,000

April 1, 2019

$355,000 April 1, 2023

$375,000

Remaining Principal Outstanding as of July 1, 2015: $3,100,000

167

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

Debt Service Tax Increment Financing BondsTaxes generated from the construction of businesses in these areas are being used to retire the debt on these bonds. To the extent that debt service requirements on the bonds exceed the incremental property taxes revenues, utility net revenues are pledged. Currently, Rock Hill has three Tax Increment Bond areas: Downtown, Textile Corridor, and Red River. The debt service requirements for these three tax increment districts will be met through the construction of businesses and utilities generated by those businesses. The debt service payments for each TIF bond are due at different times throughout the year. Highlights of outstanding Tax Increment Bonds:     

Series 2012A, outstanding principal of $2,665,000. Series 2013A, outstanding principal of $6,315,000. Series 2013B, outstanding principal of $3,275,000. Series 2014, outstanding principal of $3,080,000. Series 2015, outstanding principal of $8,885,000.

The 2013A and 2013B Tax Increment Financed Bonds were issued for the building of Fountain Park and the associated parking deck in the heart of Downtown Rock Hill. The Series 2014 was a refinancing of the 2011A Textile TIF and the Series 2015 was a refinancing of the 2009 Red River TIF, both which were done in order to take advantage of lower interest rates.

Tax Increment Principal Debt Service Requirements

Principal Debt Service Requirements

$1,800,000

$1,600,000 $1,400,000 $1,200,000 $1,000,000

$800,000 $600,000 $400,000 $200,000

37/38

36/37

35/36

34/35

33/34

32/33

31/32

30/31

29/30

28/29

27/28

26/27

25/26

24/25

23/24

22/23

21/22

20/21

19/20

18/19

17/18

16/17

15/16

Fiscal Year

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

168

Debt Service Downtown/Textile Corridor TIF Districts

169

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

Debt Service TIF Debt Schedulesâ&#x20AC;&#x201D;Downtown/Textile Corridor

Tax Increment Bonds, Series 2012 (Textile Corridor)

May 1, 2016

$140,000

May 1, 2023

$200,000

May 1, 2017

$145,000

May 1, 2024

$205,000

Issued: May 18, 2012

May 1, 2018

$150,000

May 1, 2025

$215,000

May 1, 2019

$160,000

May 1, 2026

$220,000

May 1, 2020

$165,000

May 1, 2027

$230,000

May 1, 2021

$170,000

May 1, 2028

$240,000

May 1, 2022

$180,000

May 1, 2029

$245,000

Amount of Issue: $3,035,000 Remaining Principal Outstanding as of July 1, 2015: $2,665,000 Interest Rate: 3.62-4.42%

Tax Increment Bonds, Catawba Regional Brownfields #1

September 30, 2015

Issued: July 2, 2013

September 30, 2016

Amount of Issue: $455,000 Remaining Principal Outstanding as of July 1, 2015: $255,855

March 30, 2016

March 30, 2017 September 30, 2017

$22,684 September 30, 2018

$23,373

$22,797

March 30, 2019

$23,490

$22,911 September 30, 2019

$23,607

$23,026

March 30, 2020

$23,725

$23,141 September 30, 2020

$23,844

March 30, 2018

$23,257

Tax Increment Bonds, Catawba Regional Brownfields #2

December 27, 2015

$17,362

December 27, 2018

$17,890

June 27, 2016

$17,449

June 27, 2019

$17,979

Issued: July 2, 2013

December 27, 2016

$17,536

December 27, 2019

$18,069

June 27, 2017

$17,624

June 27, 2020

$18,160

December 27, 2017

$17,712

December 27, 2020

$18,250

June 27, 2018

$17,801

June 27, 2021

$18,342

Interest Rate: 1.00%

Amount of Issue: $350,000 Remaining Principal Outstanding as of July 1, 2015: $214,174 Interest Rate: 1.00%

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

170

Debt Service TIF Debt Schedules—Downtown/Textile Corridor (Continued)

April 1, 2018

$80,000

April 1, 2029

$300,000

April 1, 2019

$95,000

April 1, 2030

$325,000

Tax Increment Bonds, Series 2013A

April 1, 2020

$110,000

April 1, 2031

$350,000

April 1, 2021

$125,000

April 1, 2032

$400,000

Issued: July 2, 2013

April 1, 2022

$155,000

April 1, 2033

$425,000

Amount of Issue: $6,315,000

April 1, 2023

$160,000

April 1, 2034

$450,000

Remaining Principal Outstanding as of July 1, 2015: $6,315,000

April 1, 2024

$180,000

April 1, 2035

$490,000

April 1, 2025

$200,000

April 1, 2036

$520,000

April 1, 2026

$215,000

April 1, 2037

$585,000

April 1, 2027

$260,000

April 1, 2038

$620,000

April 1, 2028

$270,000

April 1, 2016

75,000

April 1, 2028

140,000

April 1, 2017

105,000

April 1, 2029

145,000

April 1, 2018

75,000

April 1, 2030

155,000

April 1, 2019

80,000

April 1, 2031

165,000

April 1, 2020

85,000

April 1, 2032

175,000

April 1, 2021

90,000

April 1, 2033

185,000

April 1, 2022

95,000

April 1, 2034

200,000

Remaining Principal Outstanding as of July 1, 2015: $3,275,000

April 1, 2023

105,000

April 1, 2035

210,000

April 1, 2024

110,000

April 1, 2036

225,000

Interest Rate: 6.13%

April 1, 2025

115,000

April 1, 2037

235,000

April 1, 2026

125,000

April 1, 2038

250,000

April 1, 2027

130,000

Tax Increment Bonds, Series 2014

May 1, 2016

$175,000

May 1, 2023

$220,000

May 1, 2017

$180,000

May 1, 2024

$225,000

Issued: May 1, 2014

May 1, 2018

$190,000

May 1, 2025

$235,000

May 1, 2019

$190,000

May 1, 2026

$245,000

May 1, 2020

$200,000

May 1, 2027

$260,000

May 1, 2021

$205,000

May 1, 2028

$265,000

May 1, 2022

$215,000

May 1, 2029

$275,000

Interest Rate: 4.89%

Tax Increment Bonds, Series 2013B Issued: July 2, 2013 Amount of Issue: $3,360,000

Amount of Issue: $3,250,000 Remaining Principal Outstanding as of July 1, 2015: $3,080,000 Interest Rate: 3.04%

171

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

Debt Service TIF Debt Schedules—Red River

Tax Increment Bonds, Series 2015 (Red River)

May 1, 2016

$529,000

May 1, 2023

$640,000

May 1, 2017

$544,000

May 1, 2024

$657,000

Issued: May 1, 2015

May 1, 2018

$559,000

May 1, 2025

$675,000

May 1, 2019

$574,000

May 1, 2026

$693,000

May 1, 2020

$590,000

May 1, 2027

$712,000

May 1, 2021

$606,000

May 1, 2028

$732,000

May 1, 2022

$622,000

May 1, 2029

$752,000

Amount of Issue: $8,885,000 Remaining Principal Outstanding as of July 1, 2015: $8,885,000 Interest Rate: 2.74%

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

172

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 $3,281,505.  Series 2006 (July), outstanding principal of $1,767,020. As the City learns more about its Stormwater system, there is an increased need to tackle some of the larger stormwater issues. Therefore, the City is exploring financing options to fund some large future stormwater projects.

Stormwater Bonds General Obligation Principal Debt Service Requirements

Principal Debt Service Requirements

$600,000

$500,000

$400,000

$300,000

$200,000

$100,000

25/26

24/25

23/24

22/23

21/22

20/21

19/20

18/19

17/18

16/17

15/16

Fiscal Year

173

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

Debt Service Stormwater Debt Schedules

Stormwater Bonds, April 2006

April 1, 2016

$265,991

April 1, 2022

$304,321

Issued: December 2005

April 1, 2017

$272,026

April 1, 2023

$311,226

April 1, 2018

$278,199

April 1, 2024

$318,288

April 1, 2019

$284,511

April 1, 2025

$325,510

April 1, 2020

$290,967

April 1, 2026

$332,897

April 1, 2021

$297,569

May 1, 2016

$139,639

May 1, 2022

$159,761

May 1, 2017

$142,807

May 1, 2023

$163,386

May 1, 2018

$146,048

May 1, 2024

$167,094

Amount of Issue: $2,850,000

May 1, 2019

$149,362

May 1, 2025

$170,885

Remaining Principal Outstanding as of July 1, 2015: $1,767,020

May 1, 2020

$152,751

May 1, 2026

$174,763

May 1, 2021

$156,217

August 1, 2026

$44,307

Amount of Issue: $5,310,559 Remaining Principal Outstanding as of July 1, 2015: $3,281,505 Interest Rate: 3.25%

Stormwater Bonds, July 2006 Issued: December 2005

Interest Rate: 2.25%

Stormwater Replacement

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

174

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 $5,215,000  Series 2013: Manchester Meadows, outstanding principal of $5,925,000  Series 2013: Glencairn Gardens, outstanding principal of $2,230,000 The City’s BMX Supercross Track

Hospitality Tax Revenue Bonds General Obligation Principal Debt Service Requirements

Principal Debt Service Requirements

$1,400,000 $1,200,000

$1,000,000 $800,000 $600,000 $400,000 $200,000

32/33

31/32

30/31

29/30

28/29

27/28

26/27

25/26

24/25

23/24

22/23

21/22

20/21

19/20

18/19

17/18

16/17

15/16

Fiscal Year

175

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

Debt Service Hospitality Tax Revenue Bond Debt Schedules

April 1, 2016

$195,000

April 1, 2025

$285,000

April 1, 2017

$200,000

April 1, 2026

$300,000

April 1, 2018

$205,000

April 1, 2027

$315,000

April 1, 2019

$215,000

April 1, 2028

$330,000

April 1, 2020

$225,000

April 1, 2029

$350,000

April 1, 2021

$235,000

April 1, 2030

$365,000

April 1, 2022

$245,000

April 1, 2031

$385,000

April 1, 2023

$260,000

April 1, 2032

$405,000

April 1, 2024

$275,000

April 1, 2033

$425,000

April 1, 2016

$490,000

April 1, 2021

$600,000

April 1, 2017

$505,000

April 1, 2022

$625,000

April 1, 2018

$525,000

April 1, 2023

$655,000

April 1, 2019

$545,000

April 1, 2024

$690,000

April 1, 2020

$565,000

April 1, 2025

$725,000

Hospitality Tax Revenue Bonds, Glencairn Gardens

April 1, 2016

$210,000

April 1, 2021

$255,000

Issued: April 18,2013

April 1, 2017

$215,000

April 1, 2022

$270,000

Amount of Issue: $2,650,000

April 1, 2018

$225,000

April 1, 2023

$280,000

Remaining Principal Outstanding as of July 1, 2015: $2,230,000

April 1, 2019

$235,000

April 1, 2024

$295,000

April 1, 2020

$245,000

Hospitality Tax Revenue Bonds, BMX Issued: April 18,2013 Amount of Issue: $5,615,000 Remaining Principal Outstanding as of July 1, 2015: $5,215,000 Interest Rate: 2-5%

Hospitality Tax Revenue Bonds, Manchester Meadows Issued: April 18,2013 Amount of Issue: $6,895,000 Remaining Principal Outstanding as of July 1, 2015: $5,925,000 Interest Rate: 2-5%

Interest Rate: 2-5%

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

176

Debt Service New Market Recovery Bonds Used to finance the Velodrome. In year 8, the A-1 loan will be refinanced for the principal value of $3,780,000. Also in year 8, the B Principal of $1,200,000 will be forgiven. The A-2 loan will be interest only for the first eight years.

The Cityâ&#x20AC;&#x2122;s Giordana Velodrome Recovery Zone Designation Velodrome Loan A-1

Recovery Zone Designation Velodrome Loan A-2

Issued: August 2010

Amount of Issue: $3,780,000

Amount of Issue: $20,000

Remaining Principal Outstanding as of July 1, 2015: $3,780,000

Remaining Principal Outstanding as of July 1, 2015: $20,000

Principal payments deferred until after 2018. Interest payable semi-annually on the fifth of January and July.

Principal payments deferred until after 2018. Payoff in 2051. Interest payable semi-annually on the fifth of January and July.

Recovery Zone Designation Velodrome Loan B Issued: August 2010 Amount of Issue: $1,200,000 Remaining Principal Outstanding as of July 1, 2015: $1,200,000 Principal forgiven in 2018. Interest payable semiannually on the fifth of January and July.

177

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

Debt Service Equipment Lease Purchase Each fiscal year, the City has entered into a larger lease-purchase agreement for several cars and trucks. This continues to be a favorable method of vehicle and equipment acquisition. This type of debt is incurred on an annual basis in order to maintain our fleet according to a replacement schedule. Typically vehicles that are financed in this way are at least $30,000 and have an estimated useful life of at least three years. Recently, the City has refinanced some older lease purchase deals in order to take advantage of lower interest rates.

Equipment Lease Purchase Principal Debt Service Requirements

Principal Debt Service Requirements

$5,000,000 $4,500,000

$4,000,000 $3,500,000 $3,000,000

$2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000

24/25

23/24

22/23

21/22

20/21

19/20

18/19

17/18

16/17

15/16

Fiscal Year

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

178

Debt Service Equipment Lease Purchase

Equipment Lease Purchase Agreement, 2010

February 1, 2016

$126,000 February 1, 2019

$49,000

Amount of Issue: $2,100,000

February 1, 2017

$107,000 February 1, 2020

$49,000

Remaining Principal Outstanding as of July 1, 2015: $380,000

February 1, 2018

$49,000

Equipment Lease Purchase Agreement, 2011

February 1, 2016

$387,000

Amount of Issue: $2,050,000

February 1, 2017

$115,000

Equipment Lease Purchase Agreement, 2012A

February 1, 2016

$586,200

Amount of Issue: $2,931,000

February 1, 2017

$586,200

Remaining Principal Outstanding as of July 1, 2015: $502,000

Remaining Principal Outstanding as of July 1, 2015: $1,172,400

A City Fire Truck

179

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

Debt Service Equipment Lease Purchase (Continued)

Equipment Lease Purchase Agreement, 2012B

February 1, 2016

$117,929 February 1, 2018

$117,929

Amount of Issue: $825,500

February 1, 2017

$117,929 February 1, 2019

$117,926

February 1, 2016

$122,100 February 1, 2020

$122,100

February 1, 2017

$122,100 February 1, 2021

$122,100

February 1, 2018

$122,100 February 1, 2022

$122,100

February 1, 2019

$122,100

Remaining Principal Outstanding as of July 1, 2015: $471,713

Equipment Lease Purchase Agreement, 2012C Amount of Issue: $1,221,000 Remaining Principal Outstanding as of July 1, 2015: $854,700

Equipment Lease Purchase Refinancing, 2013 Amount of Issue: $5,667,000 Remaining Principal Outstanding as of July 1, 2015: $3,025,000 The 2013 Equipment Lease Purchase Refinancing includes:  2006 Suntrust WI-FI Equipment  2007 First Citizens Lease Purchase  2008A Suntrust AMI  2008B Suntrust Lease Purchase  2009 Suntrust Lease Purchase

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

February 1, 2016

$1,200,000

February 1, 2017

$1,230,000

February 1, 2018

$595,000

180

Debt Service Equipment Lease Purchase (Continued)

Equipment Lease Purchase Agreement, 2013A

February 1, 2016

$386,200 February 1, 2018

Amount of Issue: $1,841,000

February 1, 2017

$386,200

Equipment Lease Purchase Agreement, 2013B

February 1, 2016

$177,700 February 1, 2019

$177,700

Amount of Issue: $1,244,000

February 1, 2017

$177,700 February 1, 2020

$177,800

Remaining Principal Outstanding as of July 1, 2015: $888,600

February 1, 2018

$177,700

February 1, 2016

$825,296 February 1, 2021

$401,704

February 1, 2017

$825,296 February 1, 2022

$241,704

Amount of Issue: $5,655,000

February 1, 2018

$825,296 February 1, 2023

$241,704

Remaining Principal Outstanding as of July 1, 2015: $4,829,704

February 1, 2019

$825,296 February 1, 2024

$241,704

February 1, 2020

$401,704

$386,200

Remaining Principal Outstanding as of July 1, 2015: $1,158,600

Equipment Lease Purchase Agreement, 2014

February 1, 2016

$695,915 February 1, 2021

$286,847

Equipment Lease Purchase Agreement, 2015

February 1, 2017

$695,915 February 1, 2022

$286,847

Amount of Issue: $4,390,000

February 1, 2018

$695,915 February 1, 2023

$112,244

February 1, 2019

$695,915 February 1, 2024

$112,244

February 1, 2020

$695,915 February 1, 2025

$112,244

Remaining Principal Outstanding as of July 1, 2015: $4,390,000

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

181

Debt Service

SUMMARY SCHEDULE OF TOTAL DEBT SERVICE REQUIREMENTS FISCAL YEAR 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

182

PRINCIPAL $14,946,849 $15,441,979 $13,704,697 $12,241,941 $11,387,613 $10,095,746 $9,973,327 $9,363,620 $9,064,516 $8,872,403 $7,784,414 $7,117,783 $7,204,234 $6,151,820 $5,344,797 $6,018,706 $7,423,579 $7,734,221 $5,490,022 $3,473,026 $3,670,556 $3,128,089 $2,358,123 $2,462,500 $1,672,500 $192,127,058

INTEREST $7,886,853 $7,543,671 $7,140,243 $6,478,229 $6,043,787 $5,629,075 $5,282,826 $4,880,159 $4,487,170 $4,124,216 $3,767,904 $3,447,150 $3,074,535 $2,770,229 $2,499,539 $2,251,446 $1,968,702 $1,626,889 $1,269,073 $1,004,236 $810,650 $606,355 $424,658 $282,630 $139,109 $85,439,332

Fiscal Year 2016 Principal Interest $ 960,000 $ 613,731 $7,486,218 $5,255,378 $6,500,631 $2,017,744 $14,946,849 $7,886,853

TOTAL $22,833,703 $22,985,650 $20,844,940 $18,720,170 $17,431,400 $15,724,821 $15,256,153 $14,243,778 $13,551,687 $12,996,619 $11,552,318 $10,564,933 $10,278,769 $8,922,048 $7,844,336 $8,270,152 $9,392,281 $9,361,109 $6,759,094 $4,477,262 $4,481,206 $3,734,444 $2,782,781 $2,745,130 $1,811,609 $277,566,390

Fiscal Year 2017 Principal Interest $ 975,000 $ 588,223 $8,146,542 $5,009,130 $6,320,436 $1,946,319 $15,441,978 $7,543,672

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

Capital Improvement Plan Capital Improvement Plan The Capital Improvement Plan (CIP) is used to plan, budget, and finance the purchase and/or construction of large capital infrastructure, facilities, equipment, and other fixed assets. Through a process that ties in closely with the annual budget, the CIP helps our elected officials and management better allocate resources for sustained quality services, places, and community here in Rock Hill. Our five year plan not only identifies, but prioritizes our community’s capital needs according to a system that puts great emphasis on supporting the goals of our strategic plan. The CIP informs all of our stakeholders about the key investments the City plans to make in the coming years. It serves in multiple capacities: as a long-term financial plan, a support of strategic goals, and a planning document. Although this plan does not appropriate financial resources, it does give our leaders relevant information to make informed decisions. It is also important to recognize that this document is an ever-changing document. As priorities shift, unexpected events happen, and new technologies change business as usual, we must adapt our capital plans to provide the Quality our citizens expect. The City of Rock Hill defines a capital item as a project or piece of equipment with a cost that exceeds $100,000 that the City plans to build, improve, or purchase between Fiscal Year 2016 and Fiscal Year 2020. The CIP is broken up into two different types of capital categories: Non-Routine Capital Items and Annual/Routine Operating Capital Items. Non-Routine items are capital equipment or construction projects that exceed $100,000 and have a useful life of many years, such as a building or a park. Annual/Routine items are capital needs of a recurring nature, such as office equipment or motor vehicles, that are more than $10,000. Yearly, the City reviews all capital items that are scheduled for replacement (based on their useful life) to plan for what replacements will be made in the coming budget years.

Process Departments submit capital item requests during the budget process. Their requests include a description of the capital item/ project, how their project works towards the goals of the strategic plan, the useful life (if applicable), and any projected additional operating costs.

Strategic Plan and Comprehensive plan focus The CIP was developed in a way that directly relates our future capital plans to our Strategic Plan. Every three years, the City’s Strategic Plan is updated. Currently, there are three major tenets: Provide quality services Develop quality places Foster a quality community Every project or piece of equipment that the City seeks to build, improve, or purchase should uphold one of the Quality goals. In total, there are thirteen goals within these three tenets. In addition to upholding the values of the Strategic Plan, the CIP also directly relates to the City’s Comprehensive Plan. Vision 2020 is a long-range plan that seeks to provide further vision and policies to guide decision making in Rock Hill. Completed in 2010, there are three core ideas: Grow inside first Well-designed, sustainable neighborhoods Better connections These values aim for the City to grow with an inward focus, enhance our neighborhoods, and connect our community strategically through transportation needs. City of Rock Hill, South Carolina—Fiscal Year 2015/2016

183

Capital Improvement Planâ&#x20AC;&#x201C; Ongoing Impact Impact of capital investments on operating budgets The City makes an effort to proactively plan for all capital projects. However, a large part of the capital plan is accounting for the ongoing impact of capital investments on future operating budgets. Non-recurring capital investments can have a dramatic impact on the operating budget for the new fiscal year, as well as years to come. In planning for the result of these recurring expenses on the operating budget, the City has made sure to best calculate ongoing expenses. To highlight how the City proactively budgets for costs due to capital investments, the section below explains the impact in future years from the addition of a new fire training facility. Burn Building & Fire Training Tower In November 2015, York County will vacate a fire training facility they built decades ago on property they leased from the City. The current 4-story burn building and training tower will be demolished and replaced with a more modernized, universal burn building and training tower capable of increasing the ability of the fire department to train in more areas, such as technical rescue (high angle rescue/low angle rescue/confined space), fire fighting (search and rescue/fire attach/ventilation) and HAZMAT (hot zone entry/recon/mitigation). Once the County vacates this property, it will then become the responsibility of the Fire Department. In addition to the $505,880 included in the FY2016 budget and $1.48 million needed in future budgets to cover renovations to the facility, there is ongoing operational expenses that will need to be included in future budgets to fund the day-to-day operations of the facility. Though there will be no additional personnel cost associated with the new facility; when renovations are complete, the department will need an additional $35,000 annually to cover utilities, maintenance, insurance and supplies (outlined on page 186). All expenditures will be covered by the General Fund.

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

184

Capital Improvement Plan– Non-routine Fiscal Year 2016 Capital Improvement Projects

Fiscal Year 2017 Capital Improvement Projects

The direct impact of capital improvements on the Fiscal Year 2016 budget is $13,060,479 in the operating budget. This figure includes pay-go capital projects, lease payments, utility infrastructure, computer infrastructure, etc. For Fiscal Year 2016, there are significant and non-routine capital expenditures that will have an additional impact on the operating budget beyond the direct cost. Fiscal Year 2016 includes capital highlights such as:

The direct impact of capital improvements on the Fiscal Year 2017 budget is $15,322,588 in the operating budget. This figure includes pay-go capital projects, lease payments, utility infrastructure, computer infrastructure, etc. Although the year two budget is not approved, it does allow the City to be proactive in funding its needs– including capital. There are significant and non-routine capital expenditures that will have an additional impact on the operating budget beyond the direct cost. Fiscal Year 2017 includes capital highlights such as:

    

   

Fire Training Facility Improvements—$505,880 Building Maintenance—$212,000 Electric Infrastructure Improvements—$508,252 Water Infrastructure Improvements—$1,423,354 Wastewater Plant Design & Flow Equalization— $3,333,000



Fire Training Facility Improvements—$629,640 Building Maintenance—$200,000 Electric Delivery 3 Substation —$2,500,000 Water Distribution System Improvements— $794,766 Wastewater Replacement and Relocation— $1,834,516

Breakdown of City Expenses

FY2013 and FY2014 are actual expenses. FY2015, FY2016, FY2017 are budgeted expenses.

The subsequent pages provide more information on non-routine capital projects in City departments. Information is included about capital projects in the next five years including project cost, description, relation to City goals, etc.

185

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

Capital Improvement Plan– Non-routine Fire Over the next five years, the Fire Department’s capital projects revolve around meeting the Strategic Plan goal of “Providing High Quality Public Safety and Judicial Service.” These projects are mainly centered around the renovation of a fire training facility, building a new fire station and replacing equipment. Fire capital projects are estimated to cost $10,112,159 over the next five years. The majority of funding comes from the General Fund. Currently, the City is developing a plan to fully fund these fire initiatives through pay-as-you-go and debt financing. Future operating budgets will feel the impact of the staggered costs of replacing such items as radios, SCBAS, LifePaks and vehicles through a yearly cost along with increased maintenance costs which will be incurred through the replacement of these items. However, acquisition and renovation of a training facility and the opening of a new fire station will have significant annual operating impact. Early estimates are roughly $1,048,562 per year to cover the additional 12-staff, debt service payments, new equipment and operational costs required for the new station and $35,000 per year to cover additional operational costs for the new training facility.

Fire Department Projects Burn Building & Training Tower Renovation

FY2016

FY2017

FY2018

FY2019

FY2020

FY2021-2025

Total Cost

Annual Operating Impact

$505,880

$629,640

$847,330

$1,982,850

See note 1

Station 7

$2,700,000

$1,750,000

$4,450,000

See note 2

SCBA Replacement

$65,000

$390,000

$650,000

Routine

LifePak 15 Replacement

$29,000

$203,000

$290,000

Routine

Radio Replacement

$60,000

$420,000

$600,000

Routine

$545,866

$605,668

$619,398

$664,629

$716,748

$4,122,919

$7,275,228

Routine

$1,051,746

$1,300,308

$1,620,728

$3,518,629

$2,620,748

$5,135,919

$15,248,078

$891,000

Vehicle Replacement TOTAL

Revenue Sources General Fund Future GO Bonds TOTAL

Note 1

FY2016

FY2017

FY2018

FY2019

FY2020

FY2021-2025

$1,051,746

$1,300,308

$1,620,728

$818,629

$2,620,748

$5,135,919

$2,700,000

$1,051,746

$1,300,308

$1,620,728

$3,518,629

$2,620,748

$5,135,919

$15,248,078

Burn Building & Training Tower

utilities maintenance burn panels insurance

Station 7

Total Impact

186

$12,548,078

$12,000 $10,000 $8,000 $5,000 $35,000

Total Impact

Note 2

Total Revenues

service contracts utilities fuel personnel maintenance insurance debt service

$25,000 $15,000 $6,000 $800,000 $5,000 $5,000 $192,562 $1,048,562

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

Capital Improvement Plan– Non-routine Planning Over the next five years, the Planning Department is managing many capital projects that revolve around meeting the Comprehensive goal of “Better Connections”. Part of bettering connections is done through the Congestion Mitigation and Air Quality Improvement (CMAQ) program. CMAQ projects are funded through the federal government that seek to improve air quality and assist with congestion relief in high traffic areas. Because of the nature of the work, these projects span over multiple fiscal year budgets, so the sources are listed by type and usually not by year. The Planning CMAQ projects are estimated to cost $15,747,221 over the next five years. The majority of funding for these projects is reimbursed through CMAQ funds; however, some of the funding requires a local match, which is paid through General Funds. Generally, there are some minimal impacts on future operating budgets in the form of extra road maintenance for additional lanes, but typically those costs are not realized for ten or more years depending on the quality of the construction and the amount and type of vehicle traffic. Because these roads are state-maintained, any operational impact would realized by the state.

Project Name

Funding Source

Amount

Dave Lyle Interchange SC Ramp and Chamberside Add storage and right turn lane on I-77 SB ramp, a signalized dual right turn at Dave Lyle, and a second left lane to Chamberside [Target]. SCDOT

100,000

RFATS - Guideshare

1,694,000

PE/Design - 5/30/2014

RFATS - CMAQ (80%)

400,000

Begin Construction - 4/1/2015

General Fund (20%) - FY14

100,000

Finish Construction 9/15/2015

Funding Source Totals

2,294,000

Project Cost:

2,294,000

Funding Diff:

Project Name

Funding Source

Amount

Princeton/Springsteen/Anderson Road Intersection improvement-Add turn lanes on both Springsteen and Princeton at Anderson signal to reduce congestion from mall traffic. SCDOT (Safety)

200,000

RFATS - CMAQ (80%): (A) - FY12

960,266

PE/Design - 6/15/2012

General Fund (20%): (A) - FY12

179,300

Begin Construction - 9/1/2015

RFATS - CMAQ (80%): (B)

146,100

Finish Construction 11/1/2015

Unfunded (20%): (B)

36,495

Funding Source Totals

1,485,666

Project Cost:

1,522,161

Funding Diff:

Project Name

187

Funding Source

(36,495)

Amount

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

Capital Improvement Plan– Non-routine Planning (continued)

Riverview/Riverchase I & II Intersection improvements to reduce congestion between I-77 and Automall Parkway, add turn lanes, add access control and provide alternate access to Riverview at Ligon

PE/Design - 5/30/2014 Begin Construction - 12/31/2015 Finish Construction 9/30/2016

Project Name

RFATS - Guideshare

1,956,500.00

RFATS - CMAQ (100%)

1,020,000.00

RFATS - CMAQ (80%)

650,000.00

General Fund (20%)

162,500.00

Funding Source Totals

3,789,000.00

Project Cost:

3,789,000

Funding Diff:

Funding Source

Amount

White Street East- SC 72 Intersection Intersection Improvements to add turn lanes on White and Firetower to reduce congestion on SC 72/SC 121. RFATS - CMAQ (100%)

150,000.00

RFATS - CMAQ (80%): (A)

1,381,924.00

PE/Design - 9/30/2015

General Fund (20%): (A)

345,394.00

Begin Construction - 9/1/2016

RFATS - CMAQ (80%): (B)

851,792.00

Finish Construction 7/1/2017

CoRH - Civil Projects Budget (20%): (B) - FY16

212,950.00

Funding Source Totals

2,942,060.00

Project Cost:

2,942,060.00

Funding Diff:

Project Name Celanese Road (161) at India Hook Rd. Intersection Improvement

Funding Source

Amount

Intersection improvements on SC 161 (Celanese Road) at S-30 (India Hook Road) to increase traffic flow through the intersection.

188

Guideshare

868,000.00

SCDOT (20% Guideshare match)

217,000.00

PE/Design - 9/1/2017

Currently Unfunded

4,115,000.00

Begin Construction - TBD

Funding Source Totals

1,085,000.00

Finish Construction TBD

Project Cost:

5,200,000.00

Funding Diff:

(4,115,000)

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

Capital Improvement Plan– Non-routine Parks, Recreation and Tourism Over the next five years, the Parks, Recreation and Tourism Department’s capital projects revolve around meeting the Strategic Plan goal of “Providing high quality parks, recreation and tourism services.” These projects are mainly centered around upgrading existing parks beyond general maintenance and planning for future parks. Parks, Recreation and Tourism capital projects are estimated to cost $13,025,000 over the next five years. The majority of funding comes from the Hospitality Tax, with some funding from the General Fund and grants. Yearly, the City evaluates hospitality tax revenues and does ten year projections to help better plan for these future expenses. PRT Department Projects

FY2016

FY2017

FY2018

FY2019

Hargett Park - Athletic Field (drainage & fencing)

$750,000

Future Regional Park - India Hook

$1,600,000

Future Regional Park

$3,000,000

Total Cost

Annual Operating Impact

$750,000

$1,600,000

See Note 1

$3,000,000

See Note 2

$750,000

$1,500,000

See Note 3

Trails & Greenways System

$150,000

Parking Lot Expansion (Crest, Edgemont)

$450,000

See Note 4

Tennis Center Plaza (storage & 4 courts)

$500,000

See Note 5

River Park Canoe/Kayak Launch

$250,000

Riverwalk Trail Washrooms/Parking

$500,000

See Note 6

BMX Parking

$300,000

See Note 6

Criterium Course

$1,800,000

See Note 6

Criterium RV Parking

$1,750,000

See Note 6

Cherry Park Improvements (Infrastructure, Lighting)

$1,375,000

$750,000

$13,775,000

TOTAL

FY2016

FY2017

FY2018

$750,000

$5,625,000

$4,600,000

$10,225,000

General Fund Future Hospitality Tax Bond Private Funding TOTAL

$150,000 $150,000 $1,300,000

$150,000

FY2019

FY2020 FY2021-2025 Total Revenues

$150,000 $150,000 $0

* start up expense only

Total Impact

$750,000

$1,500,000

$1,300,000

$5,775,000 $150,000 $900,000 $4,750,000 $150,000

Note 1 Future Regional Park - India Hook (17 acre)

189

$150,000 $150,000

$7,075,000 $150,000 $900,000 $4,750,000 $150,000

Revenue Sources

Hospitality Tax

$150,000 $150,000

FY2020 FY2021-2025

$750,000

utilities personnel

$13,775,000

$42,000 $343,000

maintenance

$15,000

landscaping

$10,000

equipment *

$100,000 $510,000

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

Capital Improvement Planâ&#x20AC;&#x201C; Non-routine Parks, Recreation and Tourism (continued)

Note 2 Future Regional Park (60 acre) * start up expense only

utilities

$168,000

personnel

$645,000

maintenance

$50,000

landscaping

$50,000

equipment *

$225,000 $1,138,000

Total Impact Note 3 Trails & Greenways System

personnel landscaping

$50,000 $5,000 $55,000

personnel maintenance landscaping equipment *

$16,000 $2,000 $10,000 $5,000 $33,000

utilities personnel maintenance landscaping equipment *

$9,600 $56,000 $10,000 $5,000 $15,000 $95,600

utilities personnel maintenance landscaping equipment *

$2,400 $116,200 $40,000 $20,000 $35,000 $213,600

Total Impact Note 4 Parking Lot Expansion (Crest, Edgemont) * start up expense only

Total Impact Note 5 Tennis Center Plaza (storage, 4 courts) * start up expense only

Total Impact Note 6 Riverwalk Trail Washrooms/Parking ^ BMX Parking ^ Criterium Course ^ Criterium RV Parking ^ Total Impact ^ will fall under the Rock Hill Outdoor Center Maintenance Team * start up expense only

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

190

Capital Improvement Plan– Non-routine General Services General Services encompasses many functions of City government. The projects in this section are broken up by division, which includes the Airport, Information Technology, and Project Management. AIRPORT Over the next five years, the Airport’s capital projects revolve around meeting the Comprehensive Plan goal of “Providing for a Coordinated Transportation System that Supports the City’s Growth Goals.” These projects are mainly centered around preparing for a runway extension in FY2019. Airport capital projects are estimated to cost $7,021,000 over the next five years with ten-year funding needs at $12,733.000. The majority of funding comes from outside City resources. Funding is broken down as follows: FAA 90%; SCAC - 5%, York County - 2.5%; Rock Hill - 2.5%. The City estimates the General Fund contribution for Airport projects to be $318,325 from FY2016-FY2020. The General Fund contribution for FY2016 is $30,000 and for FY2017 is projected to be $55,000. Future operating budgets will feel the impact of the runway extension project, which is not projected to be completed until after FY2020. Early estimates are roughly $6,372 per year to cover the additional operational costs which include pavement maintenance and electrical expenses for additional runway, taxiway lights and airfield signs. Airport Projects

FY2016

FY2017

FY2018

FY2019

FY2020

FY2021-2025

Total Cost

Annual Operating Impact

$2,293,000

$1,119,000

Drainage Improvements (Construction)

$990,000

North Apron Expansion (Design and Construction) Environmental Assessment for Runway Extension 500' Runway Extension - Phase I Grading and Drainage (Design); RPX Land Acquisition (Associated with Runway Extension) 500' Runway Extension - Phase I Grading and Drainage (Construction)

$1,019,000

$1,600,000

$4,300,000

500' Runway Extension - Paving & Lighting (Design) 500' Runway Extension - Paving & Lighting (Construction)

$175,000

$1,237,000

See Note 1

$2,293,000 $1,119,000 $990,000 $1,019,000 $1,600,000 $5,712,000

$12,733,000

Taxiway Rehabilitation & Fillet Widening (Design, Repackage, Construction) Glideslope and Localizer Replacement Drainage Improvements (Design)

TOTAL

Revenue Sources

FY2016

FAA Funding

FY2017

FY2018

$2,063,700 $1,007,100 $891,000

FY2019

FY2020

FY2021-2025 Total Revenues

$917,100 $1,440,000 $5,140,800

$11,459,700

State Funding

$114,650

$55,950

$49,500

$50,950

$80,000

$285,600

$636,650

General Fund

$57,325

$27,975

$24,750

$25,475

$40,000

$142,800

$318,325

County Funding

$57,325

$27,975

$24,750

$25,475

$40,000

$142,800

$318,325

TOTAL

$2,293,000 $1,119,000 $990,000 $1,019,000 $1,600,000 $5,712,000

$12,733,000

The annual operating impact of all identified projects is currently estimated at $1,985,200 and is outlined below. Note 1 500' Runway Extension Total Impact

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

utilities

$1,597

maintenance

$4,775 $6,372

191

Capital Improvement Plan– Non-routine Project Management Over the next five years, the Project Management Team in General Services has many capital projects that revolve around many Comprehensive and Strategic Plan goals. Key among those goals are: Support the study and development of key city corridors Creating a vibrant Knowledge Park Area Provide for a coordinated transportation system that supports the City’s growth goals. Better Connections Project Management capital projects are estimated to cost $36,933,124 over the next five years with ten-year funding needs at $43,063,124. The funding comes from many local, state, federal and even private sources, including General and Enterprise pay-as-you-go funds, Utility Bonds, Downtown TIF issuances, Pennies for Progress funding, Transportation Enhancement Program, CMAQ, and even grants and private sources. The General Fund contribution for G-Fund Paving was increased from $500,000 in FY15 to $860,000 in FY2016 and is estimated at $1,100,000 in FY2017. As the Project Management Team assists departments across the City with their capital projects, there are twentythree projects that this team solely manages. Future operating budgets will feel the direct impact of having to maintain eight of those projects, including: Antrim-Paddock Parkway, Cel-River Road, East White Street, Hagins/Fewell Streets, Laurel/Peachtree Streets, Oakland Avenue and the Woolworth Walkway. Operating monies will be allocated to help maintain these facilities and pay for the increased cost of utilities. Project Management Projects

FY2016

FY2017

FY2018

FY2019

FY2020

FY2021-2025

Total Cost

Annual Operating Impact See Note 1

Antrim-Paddock Parkway Relocation

$367,570

Bleachery Environmental

$400,000

$80,000

$480,000

Cel-River Road Phase I

$2,609,892

$8,409,892

$13,629,676

See Note 2

C-fund Paving Projects

$629,512

Community Street Crossing & Poplar Street Widening

$300,000

$1,215,000

$185,000

$1,700,000

Constitution/White Roundabout

$177,264

$3,825,722

$4,002,986

$300,000

East White Street Phase 1

$867,898

See Note 3

East White Street Phase 2

$168,587

$312,816

$481,403

$630,000

Dave Lyle Boulevard Sidewalk: Galleria Blvd to Chamberside

Frank P. Gaston Blvd Realignment

G-Fund Paving Projects

$860,000

$1,100,000

Hagins Street/Fewell Street

$484,069

Laurel Street/Peachtree Street

$196,055

Laurelwood Cemetery House

$60,000

Oakland Avenue Improvements

$181,450

$1,100,000 $1,100,000 $1,100,000 $5,500,000

$10,760,000

$484,069

See Note 4

$196,055

See Note 5

$60,000

$181,450

See Note 6

Operations Center Overflow Parking Lot

$425,000

Quantz/Poe Realignment & RR Crossing

$413,000

$1,702,000

$2,115,000

$0 $0

Sidetrack Extension

$1,112,534

$3,112,466

$4,225,000

Sidney Street Improvements

$169,746

$146,800

$316,546

White Street Parking Lot

$275,000

See Note 7

White Street Pedestrian Improvements

$14,000

$205,547

$219,547

Woolworth Walkway

$541,412

See Note 8

$175,000

York Tech Connector from Baxter Hood to existing trail TOTAL

$9,827,989 $14,310,243 $10,594,892 $1,100,000 $1,100,000 $6,130,000

$43,063,124

The annual operating impact of all identified projects is currently estimated at $30,350 and is outlined on the following page.

192

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

Capital Improvement Plan– Non-routine Project Management (continued) Revenue Sources

FY2016

FY2017

FY2018

FY2019

FY2020

2010 Utility BAN

$196,055

2016 Utility BAN

$797,534

C Fund

$423,088

$78,000

$501,088

CDBG Fund

$409,746

$234,816

$644,562

$3,112,466

$351,812

CMAQ Downtown TIF - 2007

FY2021-2025 Total Revenues

Downtown TIF - 2013

$435,000

Enterprise Fund

$1,911,344

$348,400

$185,000

$270,000

$2,714,744

EPA Grant

$400,000

General Fund

$1,105,498

$1,166,547

Hospitality Tax

$80,000

$60,600

$140,600

$6,305,722

$5,800,000

$12,105,722

Private Funds

$912,570

$270,000

$1,182,570

RFATS

$2,609,892

$7,829,676

TAP - Assistance

$247,000

TEP Enhancement

$181,450

$146,800

$328,250

Unfunded

$14,000

$900,000

$90,000

$1,004,000

Pennies for Progress

TOTAL

$1,100,000 $1,100,000 $1,100,000 $5,500,000

$9,827,989 $14,310,243 $10,594,892 $1,100,000 $1,100,000 $6,130,000

Note 1 Antrim-Paddock Parkway Relocation

utilities maintenance

$1,000 $8,000 $9,000

Note 2 Cel-River Road Phase I Total Impact

maintenance

$8,000 $8,000

Note 3 East White Street Phase 1 Total Impact

maintenance

$1,000 $1,000

Note 4 Hagins Street/Fewell Street Total Impact

utilities

Note 5 Laurel Street/Peachtree Street

utilities maintenance

$500 $2,000 $2,500

maintenance

$2,000

Total Impact

Total Impact Note 6 Oakland Avenue Improvements

$850 $850

Note 7 White Street Parking Lot Total Impact

maintenance

$1,000 $1,000

Note 8 Woolworth Walkway

utilities

$1,000

maintenance

$5,000 $6,000

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

$43,063,124

$2,000

Total Impact

$11,072,045

193

Capital Improvement Plan– Non-routine Information Technology Information Technology capital projects are estimated to cost $13,999,839 over the next five years. In providing support and tools in which the City accomplishes its strategic goals, IT capital projects are very important. Although many projects have been identified, the City is currently working on a way in which to handle these capital needs financially and logistically. Information Technology Projects WiFi Mesh Refresh Project AC Units for City Hall & Manchester Computer Rooms

FY2016

FY2017

FY2018

FY2019

FY2020

FY2021-2025

$1,347,260 $1,347,260 $1,347,260 $2,694,520

Total Cost

Annual Operating Impact

$6,736,300

See Note 1

$30,000

$45,000

$75,000

See Note 2

PBX Phone System Upgrade

$156,267

$468,801

See Note 3

Video Camera Systems

$75,000

$150,000

See Note 4

Core Edge Network Expansion

$95,000

$69,750

$259,750

See Note 5

Windows EA Expansion

$55,000

$50,000

$45,000

$65,000

$215,000

See Note 6

Body Cameras

$675,000

$172,500

$847,500

See Note 7

Time Attendance System

$221,000

$442,000

See Note 8

Load Balances & Firewall Upgrade

$125,000

See Note 9

Operations Center Data Center UPS

$75,000

See Note 10

Core Storage Array Expansion & Document Mgmt

$152,113

$130,382

$152,113

$434,608

See Note 11

Boyd Hill/Fewell Park/Northside Fiber Connection

$75,000

See Note 12

Virtual Data Center Core for Operations Center

$100,000

See Note 13

Digital Signage

$110,000

$220,000

See Note 14

ERP Financial & Utility Management System

$5,500,000

See Note 15

Virtual Desktop Project

$248,400

See Note 16

$787,000

See Note 17

$30,000

Video-Sensor Smart City Project TOTAL

$124,200

$262,333

$262,334

$8,193,173 $3,743,942 $2,032,724 $2,759,520

FY2016

General Fund

$30,000

$8,193,173 $3,743,942 $2,032,724 $2,759,520

$16,729,359

$30,000

$8,193,173 $3,743,942 $2,032,724 $2,759,520

$16,759,359

TOTAL

FY2018

FY2019

FY2020

$16,759,359

Revenue Sources Unfunded

FY2017

$4,500,000 $1,000,000

FY2021-2025 Total Revenues $0

$30,000

The annual operating impact of all identified projects is currently estimated at $1,281,839 and is outlined below.

Note 1 WiFi Mesh Refresh

maintenance

$336,815 $336,815

maintenance

$13,500

Total Impact Note 2 A/C Units for City Hall & Manchester Computer Rooms

$13,500

Total Impact Note 3 PBX Phone System Upgrade Total Impact

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

maintenance

$70,320 $70,320

194

Capital Improvement Planâ&#x20AC;&#x201C; Non-routine Information Technology (continued)

Note 4 Video Camera System

maintenance

$27,000 $27,000

Total Impact Note 5 Core/Edge Network Expansion Total Impact

maintenance

$38,963 $38,963

Note 6 Windows EA Expansion Total Impact

maintenance

$21,500 $21,500

Note 7 Body Cameras Total Impact

maintenance

$101,700 $101,700

Note 8 Time-Attendance System Total Impact

maintenance

$53,040 $53,040

Note 9 Load Balancer & Firewall Upgrade Total Impact

maintenance

$10,000 $10,000

Note 10 Operations Center Data Center UPS Total Impact

maintenance

$4,500 $4,500

Note 11 Core Storage Array Expansion & Document Management Total Impact

maintenance

$65,191 $65,191

Note 12 Boyd Hill/Fewell Park/Northside Fieber Connection Total Impact

maintenance

$6,000 $6,000

Note13 Virtual Data Center Core for Operations Center Total Impact

maintenance

$15,000 $15,000

Note 14 Digital Signage Total Impact

maintenance

$33,000 $33,000

Note 15 ERP Financial & Utility Management System Total Impact

maintenance

$330,000 $330,000

Note 16 Virtual Desktop Project Total Impact

maintenance

$37,260 $37,260

Note 17 Video-Sensor Smart City Project Total Impact

maintenance

$118,050 $118,050

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

195

Capital Improvement Plan– Non-routine Enterprise Funds Past Rate Increases In the 2000’s, the City began proactively planning for future plant expansions for water and wastewater treatment. Originally, the plant expansions were planned for Fiscal Year 2013. Knowing that the plant expansions would be very expensive, the City created a plan in order to have small, incremental rate increases over many years. These increases would avoid rate shock to our customers by raising the necessary funding to pay the ultimate debt service over time. In the meantime, the plan allows for pay-as-you-go projects and debt service every year. The revenue raised is compounded over the course of time to allow for more pay-as-you-go projects up until the debt for the plant upgrades is issued. From July 2007 to June 2015, these rate increases have resulted in over $45 million worth of capital improvements to the utility system. Over the course of time, however, the projected date for the large bond issuance for water and wastewater plant expansions slipped. This was due to a number of reasons. One of the biggest factors was weak revenue growth. Growth in electric revenues has been hampered by yearly purchase power increases (upwards of 6.7% in the last few years). Additionally, water revenues have declined due to a mentality shift in water consumption. For three years, from 2007 to 2010, the City was in a drought, and the citizens learned conservation techniques. Equally, wastewater growth has been very mild. The plant expansions were also delayed due to a greater cost. There have been more state and federal regulations that have increased the cost. Also, as time progressed, there has been some unexpected inflation. Estimated costs for expansion of our current facilities are right at $79 million while the construction of a new wastewater plant is at an additional expense of $163 million, all improvements needed to manage the anticipated demand on our system due to growth. Proposed Rate Increases In preparing for future debt service, City leaders wanted to ensure there was a reasonable plan for generating more revenue. The schedule included on the next page shows rate increase proposals in order to fund future debt service on $242 million for plant expansions. Beginning in Fiscal Year 2017, water and wastewater rates will experience a flat 3% increase for three years. In Fiscal Year 2018, there is a 1% rate increase on electric rates. This staggered effect will help customers avoid ‘rate shock’ and will also allow for more pay-as-you-go projects between Fiscal Years 2017-2019. In Fiscal Years 2017-2022, the City will issue $201 million for the wastewater plant and $42.3 million for the water plant. Future Debt Service Proposed FY2016 BAN $5m (Design Wastewater Plant and Flow Equalization) Proposed FY2016 Bond $5m (AMI Pilot) **** Proposed FY2017 Bond $10.5m (AMI Expansion) **** Proposed FY2017 Bond $3.21m (WTP Expansion) * ^ Proposed FY2017 Bond $10m (Electric Projects) *** Proposed FY2017 Bond $6m (Sewer Flow Equalization + WWTP design) * Proposed FY2018 Bond $21.4m (WTP Expansion) * ^ Proposed FY2018 Bond $23.9m (WWTP Expansion + new WWTP) Proposed FY2019 Bond $17.7m (WTP Expansion) * ^ Proposed FY2019 Bond $20m (WWTP Expansion + new WWTP)

Proposed FY2020 Bond $44.3m (New WWTP) * Proposed FY2021 Bond $52m (New WWTP) * Proposed FY2022 Bond $54.7m (New WWTP) *

FY2016 -

$ $ $ $ $ $ $ $ $ $

$ $ $

FY2021 108,434 $ $ $

$ $ $ $ $ $ $ $ $ $

FY2017 100,000 542,171 -

$ $ $ $ $ $ $ $ $ $

FY2022 108,434 $ 227,712 $ $

FY2018 542,171 1,138,559 196,313 613,915 267,900 -

$ $ $ $ $ $ $ $ $ $

FY2023 108,434 $ 227,712 $ 267,900 $

FY2019 542,171 1,138,559 196,313 613,915 267,900 1,308,754 1,067,133 -

$ $ $ $ $ $ $ $ $ $

FY2020 542,171 1,138,559 196,313 613,915 267,900 1,308,754 1,067,133 1,082,474 892,998

FY2024 108,434 $ 227,712 $ 267,900 $

FY2025 108,434 227,712 267,900

* SRF Bonds - Water - 20 years @ 2% ** Sewer - 30 years @ 2% *** Revenue Bonds - Electric - 30 years @ 4.5% **** Equipment Lease - AMI - 10 years @ 1.5% ^ Debt service for WTP Expansion will go to $2,123,493/yr if we have to use Revenue Bonds at 4.4% for 30 yrs

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

196

Capital Improvement Planâ&#x20AC;&#x201C; Non-routine Enterprise Funds Proposed Rate Increases FY2016-2020 Sources All Electric Revenues All Water Revenues All Wastewater Revenues AMI Adjustment Base Sources Total

$ $ $ $ $

FY2016 107,372,667 14,906,237 20,340,023 220,839 142,839,766

$ $ $ $ $

FY2017 110,511,619 15,065,135 20,620,903 1,033,354 147,231,011

$ $ $ $ $

FY2018 114,412,679 15,291,112 21,033,321 1,037,104 151,774,216

$ $ $ $ $

FY2019 118,451,447 15,520,479 21,453,987 1,040,948 156,466,861 150,568 470,589 477,368 484,249 205,455 644,114 656,487 669,107 539,561 1,674,543 1,166,268 7,138,308 163,605,169 FY2019 13,368,973 19,565,841 94,338,321 7,732,850 8,097,489 2,083,219 3,487,568 11,366,787 (655,000) (795,923) (281,846) 100,000 158,408,279

Proposed Water Rate Increase (1% in FY16- average residential monthly impact $0.22) Proposed Water Rate Increase (3% in FY17- average residential monthly impact $0.65) Proposed Water Rate Increase (3% in FY18- average residential monthly impact $0.67) Proposed Water Rate Increase (3% in FY19- average residential monthly impact $0.69) Proposed Wastewater Rate Increase (1% in FY16- average residential monthly impact $0.44) Proposed Wastewater Rate Increase (3% in FY17- average residential monthly impact $1.34) Proposed Wastewater Rate Increase (3% in FY18- average residential monthly impact $1.38) Proposed Wastewater Rate Increase (3% in FY19- average residential monthly impact $1.43) Proposed Electric Rate Increase (.5% in FY16- average residential est. monthly impact $0.62) Proposed Electric Rate Increase (1.5% in FY17- average residential est. monthly impact $1.93) Proposed Electric Rate Increase (1% in FY18- average residential est. monthly impact $1.31) Proposed Rate Increase Total TOTAL SOURCES with Proposed Rate Increases Uses Personnel Operating Purchased Power Operating Transfers PAYgo Projects Budgeted Additional Available for PAYgo Other Capital (Equip, including ITS & Project Mgmt) Other Non-Operating G&A Transfer All Existing Debt Impact Fees AMI Savings AMI Project Contingencies AMI Annual Maintenance Base Uses Total

150,568 $ $

150,568 $ 470,589 $ $

205,455 $ $

205,455 $ 644,114 $ $

539,561 $ $

539,561 $ 1,674,543 $ $ 3,684,830 $ 150,915,841 $ FY2017 11,863,008 $ 17,395,416 $ 88,014,802 $ 7,432,574 $ 6,255,880 $ 1,579,196 $ 1,963,634 $ - $ 3,287,367 $ 13,994,191 $ (655,000) $ (789,133) $ (234,932) $ 166,667 $ 150,273,670 $

150,568 $ 470,589 $ 477,368 $ $ 205,455 $ 644,114 $ 656,487 $ $ 539,561 $ 1,674,543 $ 1,166,268 $ 5,984,952 $ 157,759,169 $ FY2018 12,159,583 $ 17,830,301 $ 91,121,725 $ 7,581,225 $ - $ 7,931,907 $ 2,022,543 $ - $ 3,385,988 $ 12,151,464 $ (655,000) $ (792,486) $ (274,972) $ 100,000 $ 152,562,279 $

Proposed FY2016 BAN $5m (Design Wastewater Plant and Flow Equalization) Proposed FY2016 Bond $5m (AMI Pilot) **** Proposed FY2017 Bond $10.5m (AMI Expansion) **** Proposed FY2017 Bond $3.21m (WTP Expansion) * ^ Proposed FY2017 Bond $10m (Electric Projects) *** Proposed FY2017 Bond $6m (Sewer Flow Equalization + WWTP design) * Proposed FY2018 Bond $21.4m (WTP Expansion) * ^ Proposed FY2018 Bond $23.9m (WWTP Expansion + new WWTP) Proposed FY2019 Bond $17.7m (WTP Expansion) * ^ Proposed FY2019 Bond $20m (WWTP Expansion + new WWTP) Proposed FY2020 Bond $44.3m (New WWTP) * Proposed FY2021 Bond $52m (New WWTP) * Proposed FY2022 Bond $54.7m (New WWTP) * New Uses Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $

100,000 542,171 642,171

542,171 1,138,559 196,313 613,915 267,900 5,196,890

TOTAL USES

143,735,350 $

SOURCES LESS USES

(0) $

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

895,584 143,735,350 FY2016 11,556,425 16,788,824 85,225,209 7,144,516 5,472,295 31,967 1,083,653 3,222,910 13,464,551 (655,000)

$ $

$ $ $ $ $ $ $ $ $ $ $ $ 116,667 $ 283,333 $ 143,735,350 $ -

$ $ $ $ $ $ $ $ $ $ $ $ $ $

150,915,841 $ -

$ $ $ $ $ $ $ $ $ $ $ $ $ $

542,171 1,138,559 196,313 613,915 267,900 1,308,754 1,067,133 5,196,890

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

FY2020 122,632,783 15,753,286 21,883,067 1,044,888 161,314,024 150,568 470,589 477,368 484,249 205,455 644,114 656,487 669,107 539,561 1,674,543 1,166,268 7,138,308 168,452,332 FY2020 13,703,197 20,054,987 97,668,464 7,887,507 9,195,748 2,145,716 3,592,195 10,650,967 (655,000) (799,446) (288,893) 100,000 163,255,442

$ $ $ $ $ $ $ $ $ $ $ $ $ $

542,171 1,138,559 196,313 613,915 267,900 1,308,754 1,067,133 1,082,474 892,998 5,196,890

157,759,169 $

163,605,169 $

168,452,332

(0) $

The City will continue to monitor growth, revenue, and capital projections in a way that best prepares our community for needed improvements. The subsequent pages specifically outline existing bonds and the projects associated with them, as well as the upcoming pay-as-you-go projects for electric, water, and sewer funds.

197

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

Capital Improvement Plan– Non-routine Existing Bonds/Electric Bond Funded El ectri c Projects

2008 BAN

Sa l uda St. Ga tewa y Heckl e Bl vd Street Li ghting Pri ma ry Feeders from Subs tation to Bl ea chery Downtown Ea s t Fi ber Optic Li nes Oa kl a nd/Bl a ck Si gna l Upgra de Oa kl a nd/Whi te Si gna l Upgra de Oa kl a nd/Ma i n Si gna l Upgra de Bl a ck/Ha mpton Si gna l Upgra de Da ve Lyl e/Bl a ck Si gna l Upgra de Del i very 1 Subs tation Al bri ght Rd Wi deni ng El ectri c Bl a ck/El i za beth Si gna l Upgra de Ma i n/El i za beth Si gna l Upgra de Downtown Subs tation (Stewa rt) Ol d Town Ea s t El ectri c Li ne Rel oca tion Ri verwa l k Subs tation Del i very 2 Subs tation Del i very 2, Ri verwa l k & Stewa rt Upgra des ??? Evergreen to Cons titution OH to UG (Col l ege Town Action Pl a n) Ci ty Ha l l /La w Center Si te Genera tor Spa re/Portabl e Subs tation Tra ns former Di s tri bution Extens i on to Newl a nd S. Cherry Rd. OH to UG Convers i on (Cons titution to Heckl e) Del i very 3 Subs tation Subtotal

$2,477 $1,168 $60,508 $33,300 $130,000 $150,000 $150,000 $150,000 $60,000 $$$$$$$$$$$$$$$-

2009 BABs $$$$$$$$$-

2012B

$$$$$$$$$$$1,450,000

2013B Utility Bond $$$$$$$$$$$$$$$226,000 $$2,731,652 $1,922,273 $1,922,273 $$$$$$$226,000 $6,576,198

SRF 2013

$$26,993 $$276,834 $$$$$$$$$60,000 $$130,000 $$130,000 $$326,503 $2,496,503 $$$$$$$$$$$950,330 $2,496,503

$$$$$$$1,450,000 $-

$$$$$$$$$$$$$$$737,453

2010 BAN

$$$$$$$$$$$$$$$$$$$$$$$$-

TIF

$$$$$$$$$$$$$$$$$$$$$$$$0

2017 Utility Bond $$$$$$$$$$$$$$$$$$3,000,000 $1,500,000 $800,000 $700,000 $1,500,000 $2,500,000 $10,000,000

10-Year Electric Project Plan: July 1, 2016-June 30, 2025 Operating Budget Projects Detail

Sources

Electric Projects - Operating Budget Di s tri bution SCADA Automa tion Recl os er Repl a cement/Upgra de to Sma rt Gri d Ca pa bl e Pri ma ry UG Ca bl e Repl a cement Sma l l Conductor Reconductor Projects Sma rt Fa ul t Indi ca tors New Subs tation Feeders OH to UG Pri ma ry Convers i ons Rel i a bi l i ty Improvement Projects Al bri ght Rd. Cros s i ngs Shi l a nd OH to UG Ol d Town Ea s t El ectri c Li ne Rel oca tions Pri ma ry Feeders from Subs tation to Bl ea chery DOCs for Ra w Wa ter Intake DOCs for Wi l dca t Ai r Core Rea ctors a t Del i very 5 Hi gh Effi ci ency Street Li ghting Arres tor Repl a cement Cel -Ri ver El ectri c Heckl e Bl vd Street Li ghting Herl ong/Fra nk Ga s ton Si gna l Upgra de Sma rt Swi tch Ins tal l a tion WWTP Genera tors Swi tchgea r Repl a cement Whi te St/Cons titution Rounda bout Da ve Lyl e Ext. Streetli ghting (pa s t Wa terford Pkwy. Inters ection) Whi te St Si gna l Upgra de (Spruce to Jones ) Pa ra gon & Cel -Ri ver Si gna l Upgra de Ci ty Ha l l Ea s t Wi ng Genera tor Upgra de Del i very 4 Rel a y Pa nel Pri nceton/Spri ngs tei n Ma s t Arm Ai r Core Rea ctors a t Del i very 1, Del i very 4 SCADA Upgra de Ani ma l Gua rd for Del i very 1 Fi ber to SCADAMATE Swi tches Pa i nt Steel a t Del i very #1 (FY16) Subtotal Surpl us or (cuts needed)

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

2015/16 2016/17 612,830 $ 2,413,044

2017/18 1,910,357

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2015/16 70,000 20,000 28,270 16,500 160,000 14,000 84,482 60,000 55,000 104,578 612,830

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2016/17 100,000 20,000 500,000 50,000 90,000 759,077 48,567 50,000 57,700 120,000 60,000 57,700 500,000 2,413,044

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

2017/18 100,000 20,000 503,562 115,715 10,000 150,000 166,340 44,740 50,000 250,000 500,000 1,910,357

2018/19 2019/20 $ 1,910,357 $ 1,910,357

$ $ $ $ $

2018/19 100,000 20,000 417,961 100,000 20,000

$ 200,000 $ $ $ $ $ $ $ $ $ 50,000 $ 50,000 $ 82,818 $ $ $ $ $ $ 25,000 $ $ $ $ 50,000 $ $ 150,000 $ 500,000 $ 50,000 $ 44,578 $ 50,000 $ 1,910,357 $

$ $ $ $ $

2019/20 100,000 20,000 694,163 100,000 20,000

$ 200,000 $ $ $ $ $ $ $ $ $ 50,000 $ 50,000 $ $ $ $ $ $ $ $ $ $ $ $ $ 126,194 $ 500,000 $ 50,000 $ $ $ 1,910,357 $

198

Capital Improvement Plan– Non-routine Water 10-Year Water Project Plan: July 1, 2015-June 30, 2025 Operating Budget Projects Detail

Sources Wa ter Fund Subtota l

2015/16 1,952,063

2016/17 2,215,102

2017/18 3,039,000

2018/19 807,560 $

2019/20 1,056,020

Water Projects - Operating Budget Maintenance Projects WFP-Repl a ce Pi l ot Li ghts on 4 Tra ck-Va c Pa nel s on Ba s i ns WFP-Ins ta l l Hea t Shi el d or Roof over (4) Fl occul a tor Dri ve Pa nel s to keep Dri ves from goi ng out Ma i ntena nce Projects (s ee l i s t bel ow)

2015/16 18,000 18,000

$ $ $ $

2016/17 73,400 73,400

$ $ $ $

2017/18 92,000 92,000

$ $ $ $

2018/19 50,000 50,000

2019/20

$ $ $ $

Water Filter Plant/ Intake Projects La ke Wyl i e Inta ke WFP-Prel i mi na ry Archi tectura l Des i gn Study for Top Fl oor of WFP WFP: Al um Sl udge Dewa teri ng Fa ci l i ty WFP - VFD for HSPS#2 - Pump 6 (ga p) WFP: chemi ca l meter pump repl a cement Va ri a bl e frequency dri ve for HSPS #4 w/ pi pi ng modi fi ca ti ons WFP: Repl a ce exi s ti ng l i me-feed s ys tem Cover/roof for s ettl i ng ba s i ns Fl ow meter for fi l ters 1-4 Va cuum pump s ys tem repl a cement El ectri ca l /Pump/Dri ve/SCADA for Ra w Wa ter Inta ke Fence a t Ra w Wa ter Inta ke Lot - Securi ty WFP: el ect. upgra des , repl a ce chemi ca l feed s ys tem, vent for off ga s s i ng of the Fl ta nk, pl a ce a l a dder on Fl ta nk ($150,000) WFP: Pl a ci ng a ctua tors on the ba s i n va l ves ($80,000) Aera ti on s ys tem for cl ea rwel l s a t WFP (3 @ $150K ea ) WFP: Va ri a bl e s peeds on the exi s ti ng hi gh s ervi ce pump s ta ti on (#5)

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

170,000 170,000 -

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

775,000 50,000 350,000 250,000 125,000 -

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

760,000 50,000 280,000 200,000 150,000 80,000 -

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

450,000 50,000 400,000 -

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Miscellaneous Projects Wa ter & Sewer Uti l i ty Ra te ($35,000) a nd Ca pa ci ty Fee ($25,000) Study - Sewer Budget $42,500 & Wa ter Budget $17,500 Wa ter Model i ng to Es ta bl i s h Di s tri buti on Sys tem Fl us hi ng Progra m

$ $ $

Distribution System Projects Sma l l Di a meter Wa ter Li ne Repl a cement Country Cl ub - Country Cl ub Dr. Loop Country Cl ub - Oa kda l e Rd. Loop Country Cl ub - La kes i de Dr. Loop Corpora te Boul eva rd Wa ter Ma i n Extens i on Ma i n Street Wa ter Ma i n Repl a cement Mi xers a t Les s l i e Ta nk & Herl ong Ta nk Newport Ti e Wa l -Ma rt to 274 Eden Terra ce Wa terl i ne Upgra de (Eden Terr - Myrtl e Dr) Spri ngs teen Roa d Wa ter Li ne Loop Pa i nt Wa terl i ne - Oa kl a nd Avenue Bri dge over Da ve Lyl e Boul eva rd & Ra i l roa d (bri dge a nd pi pe) Fi retower Roa d Loop Red Ri ver Roa d Wa ter Li ne Upgra de, Pha s e II (Cherry St to Wa terford Pkwy) Long Mea dow Loop Mt. Ga l l a nt -Indi a Hook/Jos l yn Pa rk (cl ea ns up mi s -ma tched 8" & 12" pi pe to 16" pi pe) Penni ngton Roa d Loop ($700K-Devel oper/Dema nd dri ven project) - SC Rte. 161 to Chel s ea Woods Church Roa d (24-Inch Wa terl i ne) – Sturgi s Roa d to Neel y Store Roa d (8,120 l f) Sys tem betterments , l i ne repl a cements , & upgra des for ci vi l projects

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

432,709 92,000 340,709

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Civil Projects Oa kl a nd Avenue Wa ter Servi ces Repl a cement (Whi te Street to Bl a ck Street) Whi te Street (Ph 1: El i za beth Avenue to Spruce Street), 3/27/2015es t Whi te Street (Ph2: Jones Street to Cummi ngs Street) Whi te Street (Ph3: North Spruce to Jones Street) TBD Schuyl er Avenue s ervi ces -SCDOT (Enti re Length) - 2013-2014 C-Fund Project Si dney Street Wa ter (Servi ce Repa i r/Repl a cement Onl y) Arca de Mi l l Wa ter Pi pe Repl a cement (Ma teri a l s onl y) Cel -Ri ver Wa ter, Pha s e I (des i gn FY 15 pl us cons tructi on FY16) betterments Cons ti tuti on/Whi te Rounda bout (non rei mburs a bl e from Penni es ) Mt. Ga l l a nt - Anders on to DLB betterments (TBD ~ Ma y 2015) Anders on/Spri ngs teen/Pri nceton Inters ecti on Improvements by SCDOT, pl a cehol der va l ue Subtota l

$ $ $ $ $ $ $ $ $ $ $ $

1,331,354 11,000 242,000 168,587 52,500 25,000 10,000 495,000 147,751 179,516 $1,952,063

$ $ $ $ $ $ $ $ $ $ $ $

Surpl us or (cuts needed)

Subtotal

1,366,702 124,300 137,700 512,649 592,053 $2,215,102

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

$ $ $

2,187,000 100,000 422,000 100,000 600,000 340,000 300,000 325,000 $3,039,000

$ $ $

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

307,560 251,775 55,785

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

656,020 550,000 106,020

$ $ $ $ $ $ $ $ $ $ $ $

$807,560

$ $ $ $ $ $ $ $ $ $ $ $

$1,056,020

- $

663,184

- $

525,000

- $

4,956,563

- $

4,021,028

- $

813,295

- $

732,710

- $

1,000,000

- $

610,000

- $

550,584

- $

105,000

- $

140,000

- $

1,864,787

525,000

8,977,591

1,546,005

1,405,584

1,000,000

2010 BAN

1,201,603 $

2012B

SRF 2013

TIF

258,668

SC state Appropriation

SCDOT Reimbursement $ -

2009 BABs

2013B Utility Bond

400,000 400,000

PFP Reimbursement $ -

Other Funded Wa ter Projects

Lake Wylie Raw Water Intake from Drew PAC Feed System/Lake Wylie Intake Laurel St. Improvements Laurel St. Water Tank & Line Upgrades High Service Pumps Herlong Tank Painting Myrtle Dr. Waterline Replacement (may be less than funded) Old Town East Water/Sewer Upgrade Cel-River Road Water Main Relocation Ph I Cel-River Water, Phase I Reimbursable by Pennies (HDR estimate 9/17/2014) McConnells Hwy Water (PFP relocation) Poe/Quantz Waterline Relocation (Campco 2014-06-05 Cost Estimate-Reimbursable by Pennies White/Constitution/Camden Roundabout Campco 2014-06-05 Est.- Reimbursable by Pennies Anderson/Princeton/Springsteen Intersection (TBD)

The Water and Wastewater Funds have projects scheduled out until FY2025. Due to space constraints, the schedules shown 199

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

Capital Improvement Plan– Non-routine Wastewater 10-Year Wastewater Project Plan: July 1, 2015-June 30, 2025 Operating Budget Projects Detail

Sources Wa s tewa ter Fund Subtota l Wastewater Projects - Operating Budget Maintenance Projects Ma nches ter WWTP Genera tor Swi tchgea r Repl a cement Ha rbor Inn Li ft Sta ti on - New Control Pa nel , Ins ta l l a ti on a nd Demo of ol d equi pment Roya l Oa ks Li ft Sta ti on - Control Pa nel Repl a cement (1PH to 3PH Ca pa ci tor Pa nel to Cha nge to VFD's & i nc. El ec Svc cos ts ) Upgra de Ra di o Sys tem Fi ber Opti c & SCADA Upgra des for the Ma nches ter Creek WWTF Upgra de SCADA Pa nel s / Ha rdwa re $5,000.00 X 28 PLC Pa nel s SCADA Progra mmi ng for Control $4,000.00 X 28 PLC's Ma nches ter WWTP OH to UG Convers i on Ma i ntena nce Projects (s ee bel ow)

2015/16 3,252,689

2016/17 3,858,747

$ $ $

2015/16 63,000 -

2016/17 $ 1,274,231 $ $ -

$ $ $

2017/18 2018/19 2019/20 5,175,071 $ 2,019,198 $ 1,459,509 2017/18

2018/19

2019/20

$ $ $ $ $ $

35,000 28,000 -

$ $ $ $ $ $

75,000 60,000 1,131,231 8,000

$ $ $ $ $ $

$ $ $ $ $ $ $ $ $ $ $ $ $

670,000 160,000 310,000 200,000 -

$ $ $ $ $ $ $ $ $ $ $ $

750,000 250,000 500,000

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

$ $

$ $ $

$ 1,962,000 $ $ $ $ $ $ $ $ $ $ $ $ $ 972,000 $ 990,000 $ -

Miscellaneous Projects

Wa ter & Sewer Uti l i ty Ra te ($35,000) a nd Ca pa ci ty Fee ($25,000) Study - Sewer Budget $42,500 & Wa ter Budget $17,500

Collection System Replacement & Relocation Projects Sa ni ta ry Sewer Infra s tructure Condi ti on As mt (Wi l dca t Ck FM, Fewel l , Bea ty, Greenfi el d & 17-Acres S/D) Fewel l Pa rk Sewer Reha bi l i ta ti on Bea ty Es ta tes Sewer Li ni ng Greenfi el d Sewer Li ni ng 17-Acre Subdi vi s i on Sewer Li ni ng Bl ea chery Outfa l l Project-Al l en to Stewa rt/Whi te PAC Feed ga p Pi ckens /Pendl eton Sewer Reha bi l i ta ti on Ma nches ter Outfa l l Repl a cement Pha s e II Ma nches ter Outfa l l Repl a cement Pha s e III/Tech Pa rk Outfa l l (Des i gn+ Cons tructi on) Indi a Hook/Gl enda l e Sewer Reha bi l i ta ti on Ol d Town Outfa l l (Wi l s on to Whi te) - Pha s e I Ol d Town Outfa l l (Wi l s on to Whi te) - Pha s e II Sha dowbrook Sewer Outfa l l (Ph II - Lower, Ph III - Upper) Cel a nes e/Ros ewood Outfa l l - Cl ea ned/Recl ea n - Eva l ua te & Pos s i bl e Poi nt Repa i r Sturgi s Es ta tes (Cha rl es La ne) Sewer Reha bi l i ta ti on Cherry Rd (Cha rl otte to Evergreen) Sewer Reha bi l i ta ti on Ca ta wba Terra ce (McDow, El l en, Bos e) Sewer Reha bi l i ta ti on Anna frel (Whi te to Wi l l owbrook) Sewer Reha bi l i ta ti on Boyd Hi l l Outfa l l Ara gon Mi l l Sewer Reha bi l i ta ti ons Luca s /Cha rl otte/YMCA Sewer Rel oca ti on Wi l dca t Creek Ba s i n Sewer Li ne Repl a cements Cherry Rd (Burton/Cel a nes e) Sewer Outfa l l - LOW PRIORITY Dutchma n Creek Ba s i n Sewer Li ne Repl a cements Mi l l Vi l l a ges & Ol der Nei ghborhood Sewer Repl a cement/Reha bi l i ta ti on Sys tem betterments , s ervi ce repl a cements a nd upgra des for ci vi l projects

$ 1,597,020 $ 425,000 $ $ $ $ $ $ $ 300,000 $ $ 800,000 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 72,020

$ 1,834,516 $ $ $ 690,000 $ 150,000 $ $ $ $ $ $ 600,000 $ 175,000 $ $ $ 100,000 $ $ $ $ $ $ $ $ $ $ $ $ $ 119,516

$ 3,213,071 $ $ 300,000 $ $ $ $ $ $ $ $ $ $ 350,000 $ 265,000 $ 1,000,000 $ 455,000 $ $ 300,000 $ 475,000 $ $ $ $ $ $ $ $ $ 68,071

$ 1,047,198 $ $ $ $ $ 150,000 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 250,000 $ $ 500,000 $ $ $ $ $ $ 147,198

$ 1,459,509 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 750,000 $ $ 150,000 $ 500,000 $ $ $ $ 59,509

Civil Projects Cons ti tuti on/Whi te Rounda bout Ca mpco 2014-06-05 Es t.- Betterment Upgra des Oa kl a nd Avenue Streets ca pe Project Whi te Street Sewer Reha bi l i ta ti on (Ph 1 - El i za beth to North Spruce), 3/27/2015es t Whi te Street Sewer Reha bi l i ta ti on (Ph 2 - Jones to Cummi ngs ) Whi te Street Sewer Reha bi l i ta ti on (Ph 3 - North Spruce to Jones ) TBD Si dney St. Sewer (Servi ce Repa i r/Repl a cement Onl y) SCDOT project Whi te Street Pa rki ng Lot Sewer Repl a cement Cel -Ri ver Sewer Pha s e I - betterments ($0) Mt. Ga l l a nt - Anders on to DLB betterments (TBD ~ Ma y) Anders on/Spri ngs teen/Pri nceton Inters ecti on Improvements by SCDOT, pl a cehol der va l ue Subtota l

$ $ $ $ $ $ $ $ $ $ $

Wastewater Treatment Plant Projects Bore for New Fi ber - Ma nches ter Creek WWTF North & South Thi ckener Bl dg. - Abl e Pumps 7.5HP Dri ve Pa nel s Repl a cement WWTP: Proces s Opti mi za ti on Study Wa s tewa ter Pl a nt 20 to 30 MGD Si ti ng/Al terna tes (engr) Screen & gri t cha i n repl a cement (one) Upgra de meteri ng va ul t a t ba ck of WWTP (medi um) Tri ckl i ng Fi l ter Equi pment New entra nce to WWTP Li me Si l o feed s ys tem repl a cement Infl uent Pump Sta ti on Modi fi ca ti ons Reci rcul a ti on pump a nd va l ve repl a cement Pump & Va l ve Repl a cement/repa i rs (for pri ma ry, tri ckl i ng fi l ter, a nd pres s feed) Seconda ry Cl a ri fi er component Repl a cement (#1) Control Bui l di ng Equi pment Modi fi ca ti on/Upgra des Seconda ry Cl a ri fi er component Repl a cement (#2)

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

Surpl us or (cuts needed)

922,669 29,513 20,000 220,000 297,128 25,000 131,028 200,000 $3,252,689 -

$3,858,747 -

$5,175,071 -

972,000 972,000

$2,019,198 -

$1,459,509

200

Capital Improvement Plan– Non-routine Stormwater Stormwater Plans In recent years, there have been numerous studies to determine City stormwater issues. From these studies, there are two main plans: The Stormwater Master Plan and The Stormwater Operating Plan. The Stormwater Master Plan focuses on larger issues, and the Stormwater Operating Plan focuses on smaller, neighborhood issues. Although these plans are constantly changing whenever new stormwater issues are found, they are crucial to our capital program development.

Stormwater Master Plan Map– Top 20 Projects

The Master Plan currently has identified over 111 major stormwater issues in the City. However, these Stormwater issues are very expensive and time-consuming to fix. Therefore, the City will bond $4 million in Fiscal Year 2016 to begin work on the top four projects. Future plans are still being developed in order to continue working on the many large stormwater issues. The annual operating impact for these projects includes the debt service payment. Stormwater Operating Plan Map—Top 20 Projects

In City neighborhoods, there are also many stormwater issues. Some of these projects are small and can be fixed for a few thousand dollars. Other projects, though small in size, can cost upwards of a million dollars. As funding and time allow, City staff are dedicated to examining ways to deal with these identified stormwater issues . Of the 36 projects identified to date, seven have been completed. The operational impact will be realized through the debt service payments which total $515,815 annually through 2027.

201

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

Capital Improvement Planâ&#x20AC;&#x201C; Annual/Routine Annual/Routine Replacement There are two groups of annual/routine capital items that the City proactively plans for: Equipment/Vehicles and Maintenance. Equipment/Vehicles is a standardized schedule that is a part of Fleet Maintenance in general. Quarterly, the Budget Office and the Fleet Maintenance division meet to discuss any changes to the fleet and project out future fleet replacement. The Maintenance program is a part of the CIP. Building Maintenance and Parks, Recreation, and Tourism complete detail sheets on their maintenance related items to ensure budget funds are available. Equipment/Vehicles The City maintains a fleet maintenance schedule that replaces equipment or vehicles based on their useful life. Equipment that is less than $30,000 is typically paid for in cash, whereas equipment over $30,000 is paid for through a yearly lease purchase agreement; however, the cap for purchase was placed at $21,000 in FY2016. Future projections for vehicle costs are projected out with a 2% inflation factor. For Fiscal Year 2016, the City is replacing $213,580 worth of cash vehicles and a lease purchase deal of $4,328,330. The lease purchase deal includes: Division Number Planning Admin 2301

Division Name

Vehicle Number

Planning Administration 892

Model Year

Useful Life (years)

Ford

2013

TBD Chevy Ford

2016 2005 2005

10 10 10

TBD Chevy Ford Ford Chevy

2016 2013 2012 2012 2013

10 10 10 10 10

Dodge Ford

2005 2014

10 10

Vehicle Description Explorer

Make

Loan Term (years)

What Fiscal Year Will it Be Replaced

Most Likely Purchase Price

2023

$27,000

2026 2017 ?

FY2016

FY2017

FY2018

FY2019

FY2020

$22,300 $22,000 $20,000

$4,739

$4,739 $22,880

$4,739

2026 2024 2023 2023 2024

$22,300 $20,000 $20,000 $20,000 $20,000

$4,739

2018 2025

$18,000 $18,051

$9,478

Building Inspections

Building Inspections Building Inspections Building Inspections Building Inspections Building Inspections

# TBD, replacing 221 222 282 - spare # TBD, replacing 357 359 905 906 907

Pick-up 4x4 to replace 05 Chevy Pkup Pick-up C1500 Pick-up F-150 Pick-up 4x4 to replace 04 Chevy Pkup Pick-up Pick-up Pick-up Pick-up

Zoning Zoning

272 835

Stratus Pick-up F-150

2305 2305 2305

Building Inspections Building Inspections Building Inspections

2320 2320 2305 2305 2320 2310 2310

Zoning

TOTAL PLANNING - reconciled 5.18.15

$21,600

$9,478

Purchase w/cash

Type

To be Most likely price purchased Lease at next purchase in FY16

Quantity

Automated single arm 1-man leaf truck Automated trash truck w/arm feature Backhoe 4x4 95hp in 1 bucket & extra dig Backhoe 4x4 95hp in 1 bucket & extra dig Bucket truck w/40' boom Bucket truck w/50' boom Caprice, marked w/police package Caprice, unmarked w/police package Container truck w/rotation device Crew Cab Pickup Digger truck w/utility body, 4x4 Dump truck small single axle w/1 yard hydr bed Dump truck w/auto tarp system & warning light Explorer SUV Explorer SUV w/special service package Extended cab pickup w/trailer towing package Forklift, 3500 lb lift w/side shift heavy duty tires Gang mower w/multiple cutter heads Heavy duty crew cab truck w/dual wheels, tow Heavy duty pickup w/utility body & crew cab City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

2 2 1 1 2 2 3 4 1 2 1 1 2 1 1 1 1 1 2 1

$32,358

$31,078

To be replaced in FY16 lease

Type Heavy duty utility body pickup w/tow Interceptor sedan w/police package Mini van w/3rd row seating & 2nd sliding door Motorola MCC 7500 Public Safety Dispatch Equip One ton dual rear wheel utility body trk w/tow Pickup 4x4 regular cab Pickup extended cab 4x4 w/towing Pickup heavy duty w/towing Pickup trk w/towing & extra cab Pickup trk w/towing & extra cab 4x4 Pickup truck w/4x4 & towing Pickup truck w/extra cab & towing Pot hole truck w/patch body & attachments Ram X trench compactor w/remote Rear loading trash truck Small 35hp backhoe w/4in1 bucket Standard utility body truck w/tow package Suburban; unmarked heavy duty Truck w/automated body & packer Utility body truck w/4 wheel drive, heavy duty Vacuum for meter box cleaning trk w/gas engine

Quantity 1 6 2 1 1 2 1 1 1 1 2 1 2 1 1 1 1 1 1 1 1 202

Capital Improvement Plan– Annual/Routine General Maintenance General maintenance mainly involves City-owned properties. The following chart describes routine work over the next five years. Maintenance Improvement Projects

General Services

HVAC Replacement

General Services

Roof Replacement

General Services

Park Deck Improvments/Repairs

General Services

Cemetery Improvements

General Services

CIP Information *This was compiled prior to the Property Assessment Report, which will be completed in Nov/Dec 2015. **This information does not include maintenance/service contracts, ie HVAC service, extinguisher inspections, elevator maint, pest control, etc…

Funding Uses City Hall Carpeting - final phase

FY 2017 Proposed

FY2016

FY2018

FY2019

Total

115,000

City Hall Fire Panel Replacement

15,000

City Hall MIS HVAC

30,000

City Hall EW Chiller

130,000

75,000

Ops Center Dispatch HVAC

12,000

Courtroom HVAC

30,000

Replace Misc. HVAC Units

30,000

42,000

City Hall Walls/Infrastructure/Misc flooring

$100,000

City Hall EW Roof Replacement

Misc Building Repair Maintenance

Replace Emmett Scott HVAC Getty's Building Electrical

30,000

45,000

15,000

100,000

30,000

50,000

55,000

60,000

10,000

25,000

Repairs to Fire Station Restrooms

20,000

15,000

RHPD Add Energy Mgmt System to HVAC $

Replace RHPD Warehouse Roof Replace Roof Hagins Substation

15,000

Misc Roof Maintenance

20,000

15,000

30,000

150,000

30,000

252,000 15,000

100,000

110,000

15,000

50,000

$30,000

30,000

25,000

10,000

290,000

$29,000

29,000

20,000

18,000

Replace Roof Northside Center

20,000

70,000

115,000

50,000

25,000

50,000

25,000

50,000

15,000

110,000

70,000

18,000

115,000

50,000

250,000

Cemetery House Paving Project

60,000

Cemetery Shed Relocation

50,000

75,000

50,000

Black St. Parking Deck

Cemetery Realignment Project

400,000

Replace Roof HNS WWTP Chlorine Building Roof Replace

150,000

10,000

Replace RHPD Roof

115,000

$100,000

Misc Capital Projects

$ $150,000

Getty's Elevator Controller

RHPD Fire Panel Replacement

100,000

75,000

Replace Roof Getty's Building

75,000

Forest Hills Brick Pond Stablization

25,000

Laurelwood Fence Repairs

40,000

Barber Fence Addition

28,000

78,000

Cemetery Property Acquisition $

203

FY2020

639,000

75,000

817,000

773,000

$ $

50,000 485,000

290,000

75,000

2,786,000

$ 765,000 City Hall

$ 265,000 Getty's

$ 374,000 RHPD

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

Personnel Summary The approved Fiscal Year 2016 budget includes 13 new positions. Eight of the new positions are spread throughout the General Fund with the remaining in the Enterprise Fund . The City has worked efficiently with given staff in the past, but increased service needs have dictated that additional staff is needed. Even with the addition of 13 new positions, the City remains dedicated to providing Quality services with a growing population. This is demonstrated by the trend line representing the number of employees per 1,000 population in the chart below.

1000

900

800

700

600

500

400

300

200

100

0 Total Employees Employees per 1,000 population

1996

1997

1998

1999

00/01

01/02

02/03

03/04

04/05

05/06

06/07

07/08

08/09

09/10

10/11

11/12

12/13

13/14*

14/15*

15/16*

821

815

775

774

773

791

802

835

861

850

863

867

871

883

891

900

913

934

946

17.89

17.4

16.22

15.87

15.32

14.92

14.60

14.80

14.85

14.27

14.01

13.37

12.93

13.61

13.47

13.35

13.22

13.21

13.25

Employees per 1,000 population

Total Employees

Employment Efficiences

General Fund • 2 Correctional Officers • 2 Crew Worker II • Customer Service Clerk I • Grants Specialist • Meter Reader I • Permit Center Assistant Enterprise Fund • Crew Worker II • Electronic Service Tech II • Engineering Tech III • Information Technology Tech • Performance Manager II

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

204

Personnel Summary Position Summary By Fund

FY2013/14

FY2014/15

FY2015/16

FY2016/17

Approved

Projected

General Fund

752

762

769

773

Stormwater Fund

Electric fund

Water Fund

Wastewater

Total Approved Positions

913

934

947

951

General Government

Office of Management & Budget

Human Resources

Housing & Neighborhood Services

Police

192

200

202

206

Fire

123

124

Planning & Development

Public Works

Finance

Parks, Recreation, and Tourism

150

152

153

Housing Authority

Economic and Urban Development

Stormwater Fund

Electric Fund

Water Fund

Wastewater Fund

Total Citywide

913

934

947

951

Fund

Departmental Overview

205

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

Personnel Summary Positions Detail By Fund And Department Job Number

Description (Pay Grade)

FY2013/14 Approved

FY2014/15 Approved

FY2015/16 Approved

1 6 7

PT PT

1 6 7

1 1 2 0 2 1 1 1 1 10

1 1 2 0 2 2 1 1 1 11

1 1 2 1 1 2 1 0 2 11

FT FT FT FT FT FT FT FT FT

1 1 2 1 1 2 1 0 2 11

Position Status

FY2016/17 Projected

GENERAL FUND

9169 9159

GENERAL GOVERNMENT City Council Mayor (994) Council Member (993) Total City Council

4004 4005 4006 1032 4001 1413 4010 1410 1023

Municipal Court City Recorder (33) Court Administrator (23) Senior Ministerial Recorder (13) Executive Secretary (11) Ministerial Recorder (11) Municipal Court Assistant (10) Bailiff (8) Customer Service Technician (8) Office Assistant (8) Total Municipal Court

4008 4007 1450 4036 1030

Solicitor’s Office Senior Solicitor (33) City Solicitor (23) Administrative Assistant (13) Court & Training Advocate (11) Administrative Secretary (9) Total Solicitor’s Office

1 2 0 1 1 5

1 2 2 1 0 6

FT FT FT FT FT

1 2 2 1 0 6

1038 1039 6505 2002 1312 2001 1040 9879

Grants Assistant to the City Manager (24) Grants Coordinator (21) Construction Maintenance Supervisor (15) Planning Technician II (13) Accounting Clerk III (11) Grants Administrator/Planning Tech (10) Grants Specialist (10) Special Projects Intern (908) Total Grants

1 0 0 0 1 1 0 2 5

1 1 1 1 0 0 0 1 5

0 1 1 1 0 0 1 0 4

FT FT FT FT FT FT FT PT

0 1 1 1 0 0 1 0 4

2024 1306 6230 6227 1202 6226 1203 6225 1412 1204 1012 6224 6223 9019

Purchasing/Fleet Performance Manager (31) Financial Analyst (19) Fleet Maintenance Superintendent (17) Lead Service Technician (14) Warehouse Supervisor (13) Service Technician II (12) Purchasing Specialist (10) Service Technician I (10) Customer Service Clerk III (9) Senior Warehouse Clerk (8) Customer Service Clerk I (7) Preventive Maintenance Specialist (6) Tire Technician (5) Seasonal Crew Worker (5) Total Purchasing/Fleet

1 0 1 2 1 4 1 2 0 2 1 2 1 1 19

1 1 1 2 1 4 0 3 1 1 1 2 1 1 20

FT FT FT FT FT FT FT FT FT FT FT FT FT PT

1 1 1 2 1 4 0 3 1 1 1 2 1 1 20

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

206

Personnel Summary Positions Detail By Fund And Department Job Number

Description (Pay Grade)

FY2014/15 Approved

FY2015/16 Approved

Position Status

FY2016/17 Projected

2029 2024 6418 5325 6202

Building Maintenance Performance Manager II (33) Performance Manager (31) Electronic Service Tech III (16) Maintenance Specialist (15) Maintenance Mechanic II (10) Total Building Maintenance

0 1 0 1 2 4

1 1 1 1 1 5

FT FT FT FT FT

1 1 1 1 1 5

6544 6020

Cemetery Services Crew Supervisor II (13) Crew Leader (9) Total Cemetery Services

1 1 2

FT FT

1 1 2

6503 6020 6002

Custodial Services Crew Supervisor (12) Crew Leader (9) Custodial Worker II (5) Total Custodial Services

1 1 7 9

FT FT FT

1 1 7 9

1461

Airport Services Airport Administrator (23) Total Airport Services

1 1

52 10 62

55 9 64

57 8 65

1 1 0 1 1 1 0 1 0 1 7

1 1 0 2 1 1 1 0 0 1 8

1 1 1 1 1 1 1 0 1 0 8

FT FT FT FT FT FT FT FT FT FT

1 1 1 1 1 1 1 0 1 0 8

1 1 3

FT FT

1 1 3

9 1 10

11 0 11

GENERAL GOVERNMENT TOTAL Full Time Part Time

9149 1439 2022 1506 1458 1037 1450 1032 1012 1011

1464 2022 1038

OFFICE OF MANAGEMENT & BUDGET Administration City Manager (992) Deputy City Manager (48) Project Manager (25) Senior Programmer/Analyst (21) Sr. Teleproduction Admin (20) Executive Assistant (16) Administrative Assistant (13) Executive Secretary (11) Clerk III (7) Clerk II (5) Total Administration Budget Office Office of Management & Budget Director (39) Project Manager (25) Assistant to the City Manager (24) Total Budget Office OFFICE OF MANAGEMENT & BUDGET Full Time Part Time

207

FY2013/14 Approved

57 8 65

11 0 11

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

Personnel Summary Positions Detail By Fund And Department FY2013/14 Approved

FY2014/15 Approved

FY2015/16 Approved

HUMAN RESOURCES Administration Human Resources Director (39) Performance Manager (31) Executive Secretary (11) Personnel Technician (10) Senior Projects Intern (11) Total Administration

1 1 1 0 2 5

1 1 2 0 1 5

1 0 1 1 0 3

FT FT FT FT PT

1 0 1 1 0 3

Personnel Performance Manager (31) Personnel Analyst (19) Accounting Clerk III (11) Executive Secretary (11) Personnel Technician (10) Office Services Specialist (7) Total Personnel

1 1 0 0 1 1 4

1 1 1 0 1 1 5

2 1 1 1 1 1 7

FT FT FT FT FT FT

2 1 1 1 1 1 7

7 2 9

9 1 10

10 0 10

1 1 2

0 0 0

FT FT

0 0 0

0 1 1

1 0 1

FT FT FT

1 0 1

0 3 5

1 2 5

FT FT

1 2 5

Job Number

2127 2024 1032 2103 9889

2024 2121 1312 1032 2103 1110

Description (Pay Grade)

HUMAN RESOURCES TOTAL Full Time Part Time

2010 1462

2024 4060 4057 2010 1462

HOUSING & NEIGHBORHOOD SERVICES Administration Housing & Neigh Services Director (33) Planning Technician II (13) Total Administration Neighborhood Empowerment Performance Manager (31) Neigh. Empowerment Supervisor (25) Neighborhood Redevelopment Coordinator (16) Planner I (16) Project Specialist (13) Total Neighborhood Empowerment

Position Status

FY2016/17 Projected

10 0 10

4061 2024 2307 2010 2027 1449 1415 2001 3006 9884

Neighborhood Development Performance Manager II (33) Performance Manager (31) Development Coordinator (17) Planner I (16) Rehab Specialist (15) Program Supervisor (14) Development Assistant (13) Planning Technician II (13) Project Specialist (13) Special Projects Intern (908) Total Neighborhood Development

0 1 1 1 1 0 1 0 0 1 6

1 1 1 1 1 0 1 1 0 1 8

1 0 0 0 1 1 1 1 1 1 7

FT FT FT FT FT FT FT FT FT PT

1 0 0 0 1 1 1 1 1 1 7

2037 2307 1449 3006 6517 6504

Neighborhood Inspections Project Manager (25) Development Coordinator (17) Neigh. Environ. Inspections Supervisor (14) Project Specialist (13) Environmental Inspector II (10) Environmental Inspector (8) Total Neighborhood Inspections

0 0 1 1 1 3 6

1 1 0 1 4 0 7

FT FT FT FT FT FT

1 1 0 1 4 0 7

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

208

Personnel Summary Positions Detail By Fund And Department Job Number

Description (Pay Grade)

HOUSING & NEIGHBORHOOD SERVICES TOTAL Full Time Part Time

4050 4049 2037 4047 4054 4044 4071 4072 1037 4073 4071 4043 1446 4031 1450 4041 1032 4035 4040 2106 4012 1311 1030 4011 1504 2105 1410 1022 1310 2104 1019 1011 4075

POLICE Police Chief (39) Police Major (28) Project Manager (25) Police Captain (24) Police Lieutenant (20) Police Sergeant/Detective (18) Criminalist (17) Senior Police Officer (17) Executive Assistant (16) Accredi ta ti on Ma na ger/Gra nts Ma na ger (15)

Master Police Officer II (15) Master Police Officer (14) Sr. Administrative Assistant (14) Telecommunications Div. Supervisor (14) Administrative Assistant (13) Police Officer II (12) Executive Secretary (11) Law Enforcement Victim Advocate (11) Police Officer I (11) Telecommunications Operator III (11) Correctional Officer II (10) Accounting Clerk II (9) Administrative Secretary (9) Correctional Officer (9) Systems Operator (9) Telecommunications Operator II (9) Customer Service Technician (8) Secretary (8) Accounting Clerk I (7) Telecommunications Operator I (7) Records Clerk (6) Clerk II (5) Parking/Customer Service Officer (5) POLICE TOTAL Full Time Part Time

4133 4126 1412

4136 4135 4131 4104

209

FIRE Fire Administration Fire Chief (34/134) Logistics Officer (118) Customer Service Clerk II (9) Total Fire Administration Fire Fighting/Suppression Sr. Battalion Chief (125) Battalion Chief II (124) Battalion Chief (123) Fire Captain (118)

FY2013/14 Approved

FY2014/15 Approved

FY2015/16 Approved

10 9 19

18 1 19

1 2 0 4 13 17 1 6 0 1 10 14 0 1 0 35 1 1 46 4 4 1 4 4 1 7 1 1 2 7 1 1 1

1 2 0 4 14 17 1 6 0 1 10 14 0 1 2 35 1 1 51 4 4 1 4 4 1 7 1 1 2 7 1 1 1

1 2 1 4 13 17 1 10 1 1 10 14 1 1 1 35 1 1 48 4 4 1 3 6 1 7 1 1 2 7 2 0 0

191 1 192

199 1 200

202 0 202

1 1 1 3

FT FT FT

1 1 1 3

0 4 1 24

2 3 1 24

2 3 2 24

FT FT FT FT

2 3 2 24

Position Status

FY2016/17 Projected

18 1 19

FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT PT

1 2 1 4 13 17 1 14 1 1 10 14 1 1 1 35 1 1 48 4 4 1 3 6 1 7 1 1 2 7 2 0 0

206 0 206

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

Personnel Summary Positions Detail By Fund And Department FY2013/14 Approved 0 24 30 30 113

FY2014/15 Approved 0 24 30 30 114

FY2015/16 Approved 3 21 30 30 115

1 1

2 0

1 0

FT FT

1 0

1 1 2 1 7

2 3 0 0 6

FT FT FT FT

2 3 0 0 6

123 0 123

124 0 124

PLANNING AND DEVELOPMENT Administration & Customer Service Development Services Director (39) City Engineer I (27) Permit Center Manager (21) Building Plans Examiner (17) Planning Assistant (16) Development Assistant (13) Planning Technician II (13) Executive Secretary (11) CIS Technician II (10) Administrative Secretary (9) Total Administration & Customer Service

1 1 1 1 0 1 0 1 2 1 9

1 0 1 1 1 1 1 1 2 0 9

FT FT FT FT FT FT FT FT FT FT

1 0 1 1 1 1 1 1 2 0 9

2310 2308 2304 2303

Building Inspections Building Official (24) Building Plans Examiner (17) Building Inspector II (16) Building Inspector I (13) Total Building Inspections

1 1 4 1 7

1 1 4 0 6

FT FT FT FT

1 1 4 0 6

2011 2017 2016 2036 2002 2303 2001

Zoning Senior Planner (25) Planner III (23) Planner II (21) Plans Reviewer (17) Planning Technician II (13) Inspector I (11) Planning Technician I (10) Total Zoning

1 1 2 0 1 1 1 7

1 1 2 1 1 1 0 7

FT FT FT FT FT FT FT

1 1 2 1 1 1 0 7

2030 3012 2011 2017 2016 2001

Planning Planning Services Manager (36) City Engineer I (27) Senior Planner (25) Planner III (23) Planner II (21) Planning Technician I (10) Total Planning

1 0 1 1 1 1 5

1 1 1 1 2 0 6

FT FT FT FT FT FT

1 1 1 1 2 0 6

Job Number 4106 4103 4102 4101

4131 4124 4123 4122 4121 4120

Description (Pay Grade)

Sr. Driver Engineer (113) Driver-Engineer (112) Firefighter II (110) Firefighter I (109) Total Fire Fighting/Suppression Fire Prevention/Investigation Battalion Chief (123) Fire Prevention Supervisor/Fire Marshall (19) Fire Prevention-Captain (17) Fire Inspector III (13) Fire Inspector II (12) Fire Inspector I (10) Total Fire Prevention & Investigation FIRE TOTAL Full Time Part Time

2033 3012 2040 2308 2009 1415 2002 1032 3016 1030

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

Position Status FT FT FT FT

FY2016/17 Projected 6 18 30 30 115

124 0 124

210

Personnel Summary Positions Detail By Fund And Department FY2013/14 Approved

FY2014/15 Approved

FY2015/16 Approved

0 1 0 0 4 1 6

1 0 1 0 4 1 7

1 0 0 1 4 1 7

32 2 34

34 0 34

35 0 35

1 1 0 1 3

1 0 1 0 2

1 0 0 0 1

FT FT FT FT

1 0 0 0 1

Cons tructi on Ma i ntena nce Superi ntendent (21)

Construction Maintenance Supervisor (15) Crew Supervisor (12) Maintenance Mechanic III (11) Maintenance Mechanic II (10) Equipment Operator III (9) Crew Worker II (6) Crew Worker I (5) Total Street Maintenance

1 1 2 1 1 7 1 15

1 1 2 1 1 7 1 14

1 1 2 1 1 8 1 15

FT FT FT FT FT FT FT

1 1 2 1 1 8 1 15

Job Number 3022 3021 2304 2304 3004 3024

Description (Pay Grade)

Infrastructure City Engineer III (32) City Engineer II (29) Building Inspector II (16) Planner I (16) Engineering Technician III (15) Engineering Technician I (10) Total Infrastructure PLANNING AND DEVELOPMENT TOTAL Full Time Part Time

6530 6505 6503 1410

PUBLIC WORKS Administration Public Works Director (38) Construction Maintenance Supervisor (15) Crew Supervisor (12) Customer Service Technician (8) Total Administration

Position Status FT FT FT FT FT FT

FY2016/17 Projected 1 0 0 1 4 1 7

35 0 35

Street Maintenance 6525 6505 6503 6203 6202 6103 6011 6010

211

6501 6107 6020 6106 6011

Residential Waste Sanitation Supervisor (14) Refuse Truck Operator III (11) Crew Leader (9) Refuse Truck Operator II (9) Crew Worker II (6) Total Residential Waste

1 4 0 3 1 9

1 4 1 3 0 9

FT FT FT FT FT

1 4 1 3 0 9

6501 6107 6202

Commercial Waste Sanitation Supervisor (14) Refuse Truck Operator III (11) Maintenance Mechanic II (10) Total Commercial Waste

1 5 1 7

FT FT FT

1 5 1 7

2037 6523 6020 6106 6504 6105 6010 9029 9019

Curbside Trash Project Manager (25) Sanitation Superintendent (14) Crew Leader (9) Refuse Truck Operator II (9) Environmental Inspector (8) Refuse Truck Operator I (7) Crew Worker I (5) Seasonal Crew Leader (9) Seasonal Crew Worker (5) Total Curbside Trash

0 1 1 5 1 3 5 1 1 18

1 0 2 5 1 3 3 1 1 17

0 0 2 5 1 3 3 1 1 16

FT FT FT FT FT FT FT PT PT

0 0 2 5 1 3 3 1 1 16

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

Personnel Summary Positions Detail By Fund And Department FY2013/14 Approved

FY2014/15 Approved

FY2015/16 Approved

1 0 1 5 0 1 8

0 0 1 5 0 1 7

0 1 1 5 1 0 8

FT FT FT FT FT PT

0 1 1 5 1 0 8

1 1 1 1 4 1 2 11

1 0 1 1 4 1 2 10

FT FT FT FT FT FT FT

1 0 1 1 4 1 2 10

68 3 71

63 3 66

64 2 66

FINANCE Administration Finance Director/Municipal Clerk (39) Performance Manager (31) Secretary (8) Special Projects Intern (908) Total Administration

1 1 1 1 4

FT FT FT PT

1 1 1 1 4

2029 1308 1313 1304 1312 1311 9869

Accounting Performance Manager II (33) Controller (31) Accountant III (21) Accountant I (16) Accounting Clerk III (11) Accounting Clerk II (9) Special Intern (905) Total Accounting

0 1 2 1 1 1 1 7

1 0 2 1 1 1 1 7

FT FT FT FT FT FT PT

1 0 2 1 1 1 1 7

2013 1316 1422 1412 1410 1012

Customer Services Business Analyst (21) Central Collections Coordinator (20) Billing Services Coordinator (12) Customer Service Clerk II (9) Customer Service Technician (8) Clerk III (7) Total Customer Services

0 0 1 2 1 0 4

1 1 0 2 1 1 6

1 1 0 4 0 0 6

FT FT FT FT FT FT

1 1 0 4 0 0 6

1316 1505 1033 1412 1410 1411 9859

Central Collections Central Collections Coordinator (20) Programmer/Analyst (18) Central Collections Specialist (12) Customer Service Clerk II (9) Customer Service Technician (8) Customer Service Clerk I (7) Intern (903) Total Central Collections

1 0 1 2 1 2 1 8

0 1 0 2 2 3 0 8

0 1 0 1 2 4 0 8

FT FT FT FT FT FT FT

0 1 0 1 2 4 0 8

Job Number 6501 6503 6107 6106 6350 9869

6503 3024 6020 6103 6011 6101 6010

Description (Pay Grade)

Recycling/Beautification Sanitation Supervisor (14) Crew Supervisor (12) Refuse Truck Operator III (11) Refuse Truck Operator II (9) Refuse Truck Operator I (7) Special Intern (905) Total Recycling/Beautification Construction Crew Supervisor (12) Engineering Tech I (10) Crew Leader (9) Equipment Operator III (9) Crew Worker II (6) Equipment Operator I (6) Crew Worker I (5) Total Construction PUBLIC WORKS TOTAL Full Time Part Time

1320 2024 1022 9879

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

Position Status

FY2016/17 Projected

64 2 66

212

Personnel Summary Positions Detail By Fund And Department Job Number

Description (Pay Grade)

1447 1422 1421 1412 1448 1411

Account Management Recovery Specialist (13) Billing Services Coordinator (12) Meter Reader Coordinator (10) Customer Service Clerk II (9) Recovery Service Technician (9) Customer Service Clerk I (7) Total Account Management

1431 1446 1422 1448 1410 1420 1012 1411 1419 9859

Billing & Metering Services Billing/Customer Service Supervisor (20) Senior Administrative Assistant (14) Billing Services Coordinator (12) Recovery Service Technician (9) Customer Service Technician (8) Meter Reader II (8) Clerk III (7) Customer Service Clerk I (7) Meter Reader I (6) Intern (903) Total Billing & Metering Services

1425 1035 1011

Risk Management Risk Manager/Safety Supervisor (18) Insurance & Safety Specialist (12) Clerk II (5) Total Risk Management FINANCE TOTAL Full Time Part Time

5315 2029 2029 2022 5311 5305 1037 6019 5302 5304 5310 3006 5314 9389 1312 1032 6022 5309 5306 1023 9379 9389 9885 9379 9339

213

PARKS, RECREATION & TOURISM Tourism Parks, Recreation & Tourism Director (34) Performance Manager II (33) Performance Manager (31) Project Manager (25) Recreation Superintendent (20) Center Supervisor III (17) Executive Assistant (16) Grounds Superintendent (16) Park Supervisor II (16) Center Supervisor II (14) Program Supervisor (14) Park Supervisor I (13) Recreation Coordinator II (12) Recreation Programmer II (12) Accounting Clerk III (11) Executive Secretary (11) Horticulturist II (11) Recreation Coordinator I (10) Program Coordinator I (9) Office Assistant (8) Recreation Programmer I (7) Recreation Programmer II (12) Senior Projects Intern (11) Recreation Programmer I (7) Recreation Leader I (3) Total Tourism

FY2013/14 Approved

FY2014/15 Approved

FY2015/16 Approved

1 0 1 0 1 0 3

1 1 0 0 1 1 4

1 1 0 1 1 0 4

FT FT FT FT FT FT

1 1 0 1 1 0 4

1 1 1 1 1 3 1 0 4 1 14

1 1 1 1 1 3 0 0 4 0 12

1 1 1 1 1 3 0 1 5 0 14

FT FT FT FT FT FT FT FT FT PT

1 1 1 1 1 3 0 1 5 0 14

1 1 1 3

FT FT FT

1 1 1 3

38 5 43

42 2 44

44 2 46

1 0 1 1 1 1 1 0 2 1 2 1 1 0 1 1 1 4 2 1 0 1 2 2 33 61

1 0 1 1 1 1 1 0 2 1 3 1 2 0 1 2 1 3 1 0 1 1 2 1 33 61

1 1 1 1 1 1 1 1 1 1 3 1 3 1 1 2 1 3 1 0 2 0 1 1 33 63

Position Status

FY2016/17 Projected

44 2 46

FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT PT PT PT PT

1 1 1 1 1 1 1 1 1 1 3 1 3 1 1 2 1 3 1 0 2 0 1 1 33 63

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

Personnel Summary Positions Detail By Fund And Department Job Number

Description (Pay Grade)

FY2013/14 Approved

FY2014/15 Approved

FY2015/16 Approved

Position Status

FY2016/17 Projected

5311 5302 5304 5303 5309 5333 9379 9339 9389 9379 9339 9539

Recreation Recreation Superintendent (20) Park Supervisor II (16) Center Supervisor II (14) Center Supervisor I (13) Recreation Coordinator I (10) Special Populations Supervisor (10) Recreation Programmer I (7) Recreation Leader I (3) Recreation Programmer II (12) Recreation Programmer I (7) Recreation Leader I (3) Recreation Specialist III (904) Total Recreation

0 1 3 1 1 2 2 0 1 0 6 9 26

0 1 3 1 1 2 1 0 1 1 6 9 26

0 1 3 1 0 2 0 1 1 1 5 9 24

FT FT FT FT FT FT FT FT PT PT PT PT

0 1 3 1 0 2 0 1 1 1 5 9 24

2029 5311 6521 6019 5302 5310 3006 3006 6204 6022 6202 5306 6020 6021 6201 6011 1314 6010 9029 9369 9019 9339 9539

Parks Performance Manager (31) Project Manager (25) Grounds Maintenance Superintendent (18) Grounds Superintendent (16) Park Supervisor II (16) Program Supervisor (14) Park Supervisor I (13) Project Specialist (13) Maintenance Mechanic IV (12) Horticulturist II (11) Maintenance Mechanic II (10) Recreation Coordinator I (10) Crew Leader (9) Horticulturist I (9) Maintenance Mechanic I (7) Crew Worker II (6) Cashier I (5) Crew Worker I (5) Seasonal Crew Leader (9) Recreation Leader III (7) Seasonal Crew Worker (5) Recreation Leader I (3) Recreation Specialist III (904) Total Parks

0 1 1 0 1 1 1 1 1 4 1 1 3 5 1 4 1 9 1 1 2 12 11 63

0 1 1 1 1 2 1 0 1 4 1 0 3 6 1 4 1 9 1 1 2 12 12 65

1 0 1 2 0 2 1 0 1 4 1 0 4 6 2 5 1 11 0 0 0 12 12 66

FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT PT PT PT PT PT

1 0 1 2 0 2 1 0 1 4 1 0 4 6 2 5 1 11 0 0 0 12 12 66

66 84 150

68 84 152

78 75 153

1 1 1 2 5 4 1 2 2 3 3 1

PARKS, RECREATION AND TOURISM TOTAL Full Time Part Time

4401 4406 6508 6503 4437 4409 4413 4435 4419 4434 9359 9019

HOUSING AUTHORITY Housing Authority Director (36) Housing Inspector (16) Maintenance Superintendent I (16) Crew Supervisor (12) Maintenance Mechanic (10) Occupancy Specialist I (7) Applications Coordinator (6) Crew Worker II (6) Clerk Stenographer (5) Crew Worker I (5) Recreation Leader III (7) Seasonal Crew Worker (5)

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

78 75 153

FT FT FT FT FT FT FT FT FT FT PT PT

1 1 1 2 5 4 1 2 2 3 3 1

214

Personnel Summary Positions Detail By Fund And Department Job Number

Description (Pay Grade)

HOUSING AUTHORITY TOTAL Full Time Part Time

2012 2024 2020 2041 2022 2014 2010 3006 1032 1455 5314 9869

ECONOMIC & URBAN DEVELOPMENT Administration Economic & Urban Develop. Director (39) Performance Manager (31) Textile Coord Redev Mgr (31) Technology Incubator Director (29) Project Manager (25) Economic Development Coordinator (22) Planner (16) Project Specialist (13) Executive Secretary (11) Graphic Designer (11) Program Coordinator (9) Office Assistant (8) ECONOMIC & URBAN DEVELOPMENT TOTAL Full Time Part Time

FULL TIME PART TIME

FY2013/14 Approved

FY2014/15 Approved

FY2015/16 Approved

22 4 26

1 2 0 0 5 1 1 0 0 1 1 1

1 1 0 0 5 1 1 0 0 1 1 1

1 1 1 1 3 1 1 1 1 0 1 0

12 1 13

12 0 12

677 92 769

681 92 773

GENERAL FUND TOTAL 630 657 122 105 752 762

Position Status

FY2016/17 Projected

22 4 26

FT FT FT FT FT FT FT FT FT FT FT FT

1 1 1 1 3 1 1 1 1 0 1 0

ENTERPRISE FUNDS STORMWATER FUND 3022 6523 3009 3003 3002 6103 6122 6011 6101 6010

City Engineer III (32) Sanitation Superintendent (21) Staff Professional Engineer (21) Engineering Technician II (11) Engineering Technician I (10) Equipment Operator III (9) Equipment Operator II (7) Crew Worker II (6) Equipment Operator I (6) Crew Worker I (5) STORMWATER TOTAL Full Time Part Time

1 1 0 1 1 4 2 1 1 2

14 0 14

1 1 2

2 0 2

FT FT FT FT FT FT FT FT FT FT

1 1 0 1 1 4 2 1 1 2

14 0 14

ELECTRIC FUND 6531 9010

215

Administration Public Utilities Director (42) Operations Supervisor (17) Total Administration

FT PT

2 0 2

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

Personnel Summary Positions Detail By Fund And Department FY2013/14 Approved

FY2014/15 Approved

FY2015/16 Approved

1 0 1 1 1 1 5

1 0 1 2 1 1 6

1 1 0 2 1 1 6

FT FT FT FT FT FT

1 1 0 2 1 1 6

1 0 1 2 1 8 2 1 0 1 1 1 19

1 0 1 2 1 9 1 1 1 1 0 1 19

1 1 1 2 1 9 1 1 3 1 0 0 21

FT FT FT FT FT FT FT FT FT FT FT PT

1 1 1 2 1 9 1 1 3 1 0 0 21

1 0 0 0

1 1 2 1

1 1 1 0

FT FT FT FT

1 1 1 0

Key Accounts Manager (21) Planner II (21) Engineering Technician III (15) Project Specialist (13) Engineering Technician II (11) Engineering Tech I (10) Customer Service Clerk II (9) Total General Services

1 0 0 1 0 0 4 7

1 1 1 1 1 1 4 15

0 0 0 1 0 0 4 8

FT FT FT FT FT FT FT

0 0 0 1 0 0 4 8

2029 2024 2025 2016 3004 3003

Project Management Performance Manager II (33) Performance Manager (31) Project Manager (25) Planner II (21) Engineering Technician III (15) Engineering Technician II (11) Total Project Management

0 0 0 0 0 0 0

1 1 2 1 2 1 8

FT FT FT FT FT FT 0

1 1 2 1 2 1 8

6506 6424 6423 3003

Electric Services Electric Line Crew Supervisor (22) Lineworker IV (17) Lineworker III (15) Engineering Technician II (11) Total Electric Services

1 5 13 1 20

1 5 12 0 18

FT FT FT FT

1 5 12 0 18

Job Number

Description (Pay Grade)

1439 1037 1032 1412 1023 6405

Operations Administration Deputy City Manager (48) Executive Assistant (16) Executive Secretary (11) Customer Service Clerk II (9) Office Assistant (8) Utilities Services Coordinator (8) Total Operations Administration

1515 2029 1507 2024 3018 1512 1511 3020 1510 3003 2001 9881

Information Technology Chief Information Officer (42) Performance Manager II (33) Information Systems Supervisor (31) Performance Manager (31) GIS Manager (27) Information Technology Engineer II (24) Information Technology Engineer (20) GIS Program Analyst II (19) Information Technology Technician (13) Engineering Technician II (11) Planning Technician (10) Special Projects Intern (908) Total Information Technology

6533 2024 2025 6525 1460 2016 3004 3006 3003 3024 1412

General Services Public Services Administrator (43) Performance Manager (31) Project Manager (25) Cons tructi on Ma i ntena nce Superi ntendent (21)

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

Position Status

FY2016/17 Projected

216

Personnel Summary Positions Detail By Fund And Department FY2013/14 Approved

FY2014/15 Approved

FY2015/16 Approved

1 1 1 0 1 2 6

1 1 1 1 2 0 6

1 1 1 3 0 0 6

FT FT FT FT FT FT

1 1 1 3 0 0 6

1 2

0 0

FT FT

0 0

5 2 2 2 14

0 0 0 0 0

FT FT FT FT

0 0 0 0 0

1 1 1 3

0 0 0 0

FT FT FT

0 0 0 0

0 0

1 2

FT FT

1 2

0 0 0 0 0 0 0 0 0 0 0

1 3 1 5 4 2 1 1 1 2 24

1 3 1 6 4 2 1 1 1 2 25

FT FT FT FT FT FT FT FT FT FT

1 3 1 6 4 2 1 1 1 2 25

73 3 76

89 1 90

94 0 94

Engineering City Engineer III (32) Maintenance Superintendent I (16) Engineering Technician III (15) Operations Supervisor (17) Total Engineering

2 1 0 0 3

1 0 0 1 2

0 0 1 1 2

FT FT FT PT

0 0 1 1 2

Water Distribution Operations Superintendent (25) Maintenance Superintendent II (18) Maintenance Superintendent I (16)

0 0 1

1 1 0

FT FT FT

1 1 0

Job Number 2024 3008 1443 3004 6423 3003

6506 6516 6415 6411 6331 6329

6551 3004 1412

2026 6516 6418 6551 6423 6415 6411 6331 6202 1412 1411 6329

Description (Pay Grade)

Electric Engineering Performance Manager (31) Engineering Technician IV (17) City Forester (16) Engineering Technician III (15) Lineworker III (15) Engineering Technician II (11) Total Electric Engineering Electric Traffic Signals Electric Line Crew Supervisor (22) Electronic Service Technician Supervisor (18) Electronic Service Technician II (14) Electronic Service Technician I (13) Maintenance Technician III (11) Maintenance Technician I (7) Total Electric Traffic Signals Dispatch/SCADA Maintenance Superintendent (16) Engineering Technician III (15) Customer Service Clerk II (9) Total Dispatch/SCADA Power & Communication Services Project Manager- Electric (25) Electronic Service Technician Supervisor (18) Electronic Service Technician III (16) Maintenance Superintendent (16) Lineworker III (15) Electronic Service Technician II (14) Electronic Service Technician I (13) Maintenance Technician III (11) Maintenance Mechanic II (10) Customer Service Clerk II (9) Customer Service Clerk I (7) Maintenance Technician I (7) Total Power & Communication Services ELECTRIC FUND TOTAL Full Time Part Time

Position Status

FY2016/17 Projected

94 0 94

WATER FUND 3022 6508 3004 9010

6231 6512 6508

217

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

Personnel Summary Positions Detail By Fund And Department Job Number 6503 6331 6202 6103 6201 6011

6514 6507 6312 6311 6334 6333 6331 6360

Description (Pay Grade)

Crew Supervisor (12) Maintenance Technician III (11) Maintenance Mechanic II (10) Equipment Operator III (9) Maintenance Mechanic I (7) Crew Worker II (6) Total Water Distribution Water Treatment Plant Water/Wastewater Superintendent (23) Environmental Lab Supervisor (16) Water Plant Operator III (15) Water Plant Operator II (14) Environmental Lab Technician III (13) Environmental Lab Technician II (11) Maintenance Technician III (11) Maintenance Technician II (10) Total Water Treatment Plant WATER FUND TOTAL Full Time Part Time

FY2013/14 Approved 3 0 10 3 3 0 20

FY2014/15 Approved 3 1 8 3 3 0 20

FY2015/16 Approved 3 1 8 3 3 1 21

1 0 2 3 1 1 1 1 10

1 0 2 3 1 1 0 0 8

1 1 2 3 0 1 0 0 8

33 0 33

29 1 30

30 1 31

Position Status FT FT FT FT FT FT

FT FT FT FT FT FT FT FT

FY2016/17 Projected 3 1 8 3 3 1 21

1 1 2 3 0 1 0 0 8

30 1 31

WASTEWATER FUND 6512 6508 6503 3003 6202 6103 6201 6329

Wastewater System Maintenance Superintendent II (18) Maintenance Superintendent I (16) Crew Supervisor (12) Engineering Technician II (11) Maintenance Mechanic II (10) Equipment Operator III (9) Maintenance Mechanic I (7) Maintenance Technician I (7) Total Wastewater System

0 1 3 1 5 2 3 1 16

1 0 3 0 6 2 3 0 15

FT FT FT FT FT FT FT PT

1 0 3 0 6 2 3 0 15

3022 6231 1508 6508 6312 6411 6320 6503 6330 6319 9879

Wastewater Treatment Plant City Engineer III (32) Operations Superintendent (25) Operations Supervisor (17) Maintenance Superintendent I (16) Wastewater Plant Operator III (15) Electronic Service Technician I (13) Wastewater Plant Operator II (13) Crew Supervisor (12) Maintenance Technician II (10) Wastewater Plant Operator I (10) Special Projects Intern (908) Total Wastewater Treatment Plant

0 1 1 2 1 1 3 1 3 0 1 14

1 0 1 0 1 0 3 0 0 0 1 7

2 0 1 0 1 0 3 0 0 1 0 8

FT FT FT FT FT FT FT FT FT FT PT

2 0 1 0 1 0 3 0 0 1 0 8

6430 6333 6335

Industrial Pretreatment Environmental Education Specialist II (14) Environmental Lab Technician II (11) Industrial Pretreatment Field Technician (9) Total Industrial Pretreatment

0 0 3 3

1 0 2 3

1 1 1 3

FT FT FT

1 1 1 3

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

218

Personnel Summary Positions Detail By Fund And Department Job Number 6507 6334

6508 6503 6250 6330 6329 6329

Description (Pay Grade)

Environmental Lab Environmental Lab Supervisor (16) Environmental Lab Technician III (13) Total Environmental Lab Lift Stations Maintenance Superintendent I (16) Crew Supervisor (12) Maintenance Technician III (11) Maintenance Technician II (10) Maintenance Technician I (7) Maintenance Technician I (7) ` Total Lift Stations WASTEWATER FUND TOTAL Full Time Part Time

FY2013/14 Approved

FY2014/15 Approved

FY2015/16 Approved

1 2 3

1 3 4

FT FT

1 3 4

0 0 2 0 0 0

1 1 2 4 0 1

1 1 2 4 1 0

FT FT FT FT FT PT

1 1 2 4 1 0

36 2 38

39 0 39

177

Position Status

FY2016/17 Projected

ENTERPRISE FUNDS TOTAL FULL TIME PART TIME

FULL TIME PART TIME

219

156

168

161

172

178

CITYWIDE TOTAL 786 825 127 109 913 934

854 93 947

858 93 951

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

Budget Ordinance

AN ORDINANCE TO RAISE REVENUE, ADOPT A BUDGET AND WORK PROGRAM FOR THE CITY OF ROCK HILL, S.C. FOR THE FISCAL YEAR ENDING JUNE 30, 2016, AND TO AUTHORIZE THE ISSUANCE OF TAX ANTICIPATION NOTES FROM TIME TO TIME DURING THE FISCAL YEAR 2015/2016

BE IT ORDAINED by the Governing Body of the City of Rock Hill, in Council assembled: SECTION 1.

That this Ordinance is being adopted in order to effect

proper compliance with the provisions of the Home Rule Act of 1975, now South Carolina Code of Laws for 1976,

Section 5-7-30 and

Section 5-7-260 and Section 2-48 and Section 2-96 of the Code of the City of Rock Hill. SECTION 2.

That this Ordinance was adopted by the Rock Hill City

Council by a positive majority vote. SECTION 3.

That this Ordinance is enacted in order to comply with

Section 6-1-320 of the South Carolina Code,

1976

(as amended),

following public notice of a public hearing held on June 8, 2015, at 6:00 p.m. in the Rock Hill Council Chambers with public input duly noted. SECTION 4.

That the proposed budget with proposed estimated

revenue for payment thereof, as prepared and as contained in and shown by an archived copy on file in the office of the Municipal Clerk,

and

available

for

public

inspection,

which

copy

incorporated herein by reference, is hereby adopted and made a part 00118725.1

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

220

Budget Ordinance hereof. The budget as shown therein is balanced as to receipts and disbursements in the total sum of $214,024,861.00. SECTION 5.

That for the fiscal year 2015/2016, a tax of 93.5 mills

($ .935 per $1,000) upon every dollar of the value of all taxable

property,

real and personal,

within the corporate limits of the

City of Rock Hill be and the same is hereby imposed and levied for the purposes of:

(1) defraying the ordinary current expenses of

the government of the City of Rock Hill for the year 2015/2016; (2) paying the floating indebtedness of said City, if any, during the year 2015/2016;

(3) paying interest on the bonded indebtedness of

the City of Rock Hill, past due or that may become due during the year

2015/2016;

and

(4)

paying

bonds

maturing

the

year

2015/2016; provided, however, that, pursuant to the provisions of

S.C. Code of 1976, Section 12-37-2640, the millage applied by the County Auditor in calculating taxes on motor vehicles licensed during 2015/2016 shall be the millage applicable to other taxable property within the City (i.e., .935 mills). SECTION

That

facilitate

operations,

there

shall

established and maintained a General Fund, an Enterprise Fund, and other appropriate funds, in such amounts as are provided for in the budget aforesaid,

as hereby adopted or as hereafter modified

pursuant to law. SECTION 7. any

sum

That the City Manager is hereby authorized to transfer

from

one

budget

line

item

another,

from

one

00118725.1

221

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

Budget Ordinance department or division to another department or division; provided, however, that no such transfer shall (a) be made from one fund to another fund established pursuant to Section (3) above, (b) conflict with

any

existing

Bond

Ordinance,

(c)

conflict

previously adopted policy of the City Council.

with

any

Any change in the

budget which would increase or decrease the total of all authorized expenditures must be approved by City Council. SECTION

permitted

Article

Section

14,

the

Constitution of the State of South Carolina, 1895, as amended and Section 11-27-40, Code of Laws of South Carolina, 1976, as amended, the Council is hereby empowered to authorize the issuance of tax anticipation notes in an aggregate principal amount not exceeding $5,000,000 (the "TANS") in anticipation of the collection of taxes imposed and levied by this Ordinance.

The TANS may be issued at

any time or from time to time during 2015/2016; shall be issued pursuant to a Resolution adopted by Council;

may be issued in

bearer form or fully registered form upon such terms and conditions as prescribed in such Resolution; shall be issued in the principal amounts, mature and bear interest as prescribed in such Resolution; may be sold by negotiated or public sale upon such terms and conditions as the Council prescribes in the Resolution. SECTION 9.

The City Manager is hereby authorized to undertake any

actions or approvals required or permitted to be undertaken by the City in connection with:

(i) the Riverwalk Municipal Improvement

00118725.l

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

222

Budget Ordinance District established pursuant to Ordinance No. 2009-29 enacted by the City Council of the City on August 10, Ordinance");

2009

(the "District

(ii) the Riverwalk Municipal Improvement District

Assessment Report dated as of August

2009

(the "Assessment

Report") approved by the City Council pursuant to the District Ordinance and Ordinance No. 2009-43 enacted by the City Council on September 28,

2009

(the "Assessment Roll Ordinance");

Riverwalk Improvement District Assessment Roll Roll"),

(iii) the

(the "Assessment

and the Rate and Method of Apportionment of Assessment

attached thereto as Appendix A (the "Rate and Method") approved by the

City

Council

pursuant

to the District

Ordinance

and the

Assessment Roll Ordinance; and (iv) the Financing Agreement between The Greens of Rock Hill, LLC and the City dated as of September 1, 2009, approved by the City Council pursuant to Resolution No. 17 adopted by the City Council on August 24, 2009.

Such actions or

approvals include, but are not limited to:

(A) designation of the

"Administrator"

and

defined

the

Rate

Method;

and

(B)

confirmation and approval of annual updates to the Assessment Report and the Assessment Roll

(and any exhibits or appendices

thereto) for Assessments (as defined in the Rate and Method) to be imposed and collected in the fiscal year ending June 30, 2016. Section 10.

In the event any new projected taxes contained in this

Ordinance are not enacted, then this Council will make adjustments to this Ordinance so that the budget remains balanced. 00118725.1

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Budget Ordinance SECTION 11.

That if any phrase, clause, sentence, paragraph or

section of this Ordinance shall be declared unconstitutional by valid judgment or decree of any Court of competent jurisdiction, such unconstitutionality shall not affect any of the remaining phrases,

clauses,

sentences,

paragraphs

sections

this

Ordinance, which remaining parts shall be considered as severable and shall continue in full force and effect. SECTION

12.

That

all

ordinances

parts

ordinances

inconsistent with this Ordinance are hereby repealed to the extent of such inconsistency. SECTION 13.

That this ordinance shall take effect, following its

first and second reading and adoption, in the manner required by law, effective as of and from July 1, 2015, and shall continue in effect during the next twelve

(12)

months of the fiscal year

2015/2016.

00118725.1

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224

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. Amortization: Repayment of principal over the course of time for a loan. Annual Operating Budget: The City’s plan of current expenditures and the proposed means of financing them. The annual operating budget is the primary controlling document for most of the City’s spending, financing, and/or acquisition activities. Appropriation: The legal authorization granted by a legislative body (the City Council) to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in both amount and time. Appropriation Ordinance: The City’s legal instrument by which budgets are set and adopted on a line-item basis. Arbitrage: The interest earnings derived from invested bond proceeds or debt service fund balances. Assessed Valuation: The estimated value placed on real and personal property by the chief appraiser of the appraisal district as the basis for levying property taxes. All appraisal activity is the responsibility of The York County Assessor's Office. Audit: A methodical examination of the use of resources. It concludes in a written report of its findings, and it is a test of management's accounting system to determine the extent to which internal accounting controls are both available and being used. Balanced budget: A budget in which current revenues equal current expenditures Balance Sheet: The basic financial statement which discloses the assets, liabilities, and equities of an entity at a specified date in conformity with GAAP. Bond: A written promise to pay a specified sum of money, called the face value or principal amount, at a specific date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. Budget: A comprehensive financial plan of operation which incorporates an estimate of proposed expenditures for a given period and the proposed means of financing them. Budget Calendar: The schedule of key dates or milestones which the City follows in the preparation and adoption of the budget. City of Rock Hill, South Carolina—Fiscal Year 2015/2016 226

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.

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Appendix Department: A major administrative unit of the City which manages an operation or group of related operations within a functional area. 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 Cityâ&#x20AC;&#x2122;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 Hillâ&#x20AC;&#x2122;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. City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2015/2016

228

Appendix General Fund: The fund used to account for all financial resources except those required to be accounted for in another fund. General Ledger: A book, file or other device which contains the accounts needed to reflect the financial 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. 229

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

Appendix Net Assets: Total assets minus total liabilities. 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 Cityâ&#x20AC;&#x2122;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 Cityâ&#x20AC;&#x2122;s statutes or charter will specify or imply those legislative actions which must be by ordinance and those which may be by resolution. Performance Budget: A budget format that includes (1) performance goals and objects and (2) demand, workload, efficiency, and effectiveness measures for each governmental program. Performance Indicators: Statistical information which denotes the demands for services within a department/ division. Performance Measurement: A method of evaluation that uses measurable performance of activities to determine achievement of goals. Personnel Services: The costs associated with compensating employees for their labor. Program: An organized set of related work activities that are directed toward a common purpose or goal and represent well-defined uses of city resources. Property Tax: Property taxes are levied on both real and personal property according to the property's assessed valuation and the tax rate applied. Proposed Budget: The budget as formulated and proposed by the budget-making authority (the City Manager). It is submitted to the legislative body (the City Council) for review and approval. Proprietary Fund: A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. Purchase Order: A document which authorizes the delivery of specified merchandise or the rendering of certain services and the making of a charge for them. Reserve: An account used to earmark a portion of the fund balance. This may be done for various reasons. The most common are to indicate that a portion of the fund balance is not available for general expenditures or the amount has been legally segregated for specific future use. Resolution: A special or temporary order of a legislative body (the City Council). This action requires less legal formality than an ordinance. Resources: Total monies available for appropriation purposes to include revenues, fund balances, transfers, and other financing services (e.g. bond proceeds).

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Appendix 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. 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 Cityâ&#x20AC;&#x2122;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 Safetyâ&#x20AC;&#x2122;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.

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Appendix Support Services: The expenditure class for charges paid by one City department or agency to another for services rendered or materials supplied. Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit, such as police and fire services, planning, parks and recreation, etc. This term does not include specific charges such as special assessments or user charges. Unencumbered Balance: The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future use. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service (e.g. fees paid for periodic refuse pick-up). Working Capital: An amount calculated by subtracting current liabilities from current assets. An indicator of the liquidity of an entity.

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Appendix GLOSSARY OF ACRONYMS

ADA: Americans with Disabilities Act

GIS: Geographic Information System

BS: Balance Sheet

ICMA: International City/County Management Association

CA: Current Assets

I & I: Infiltration and inflow

CAFR: Comprehensive Annual Financial Report

ISO: Insurance Service Office

CALEA: Communications Assistance for Law Enforcement Act KV: kilovolt CL: Current Liabilities

KVA: Kilovolt-ampere

CIP: Capital Improvement Program

M & O: Maintenance and Operation Costs

CDBG: Community Development Block Grant

MGD: Millions Gallons per Day

COPS: Certificates of Participation

NE: Neighborhood Empowerment program

CPI: Consumer Price Index

NPDES: National Pollutant Discharge Elimination System

DCC: Development Coordinating Center

NTU: Nephelometric Turbidity Units

DHEC: (South Carolina) Department of Health and Environ- OSHA: Occupational Safety and Health Administration mental Control PARD: (South Carolina) Parks and Recreation Department DOA: (South Carolina) Department of Aviation PMPA: Piedmont Municipal Power Agency DS: Debt Service PO: Purchase Order DSR: Debt Service Reserve RE: Retained Earnings EPA: Environmental Protection Agency RFATS: Rock Hill-Fort Mill Area Transportation Study FAA: Federal Aviation Administration RHEDC: Rock Hill Economic Development Commission FBO: Fixed Base Operator SANE: Sexual Assault Nurse Examiner program FEMA: Federal Emergency Management Agency SCADA: Supervisory Control and Data Acquisition FY: Fiscal Year SCLGIP: South Carolina Local Government Investment Pool F.T.E.: Full Time Equivalent WWTP: Wastewater Treatment Plant GAAP: Generally Accepted Accounting Principles GASB: Governmental Accounting Standards Board GFOA: Government Finance Officers Association GO: General Obligation Bonds

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Appendix Financial Policies The City of Rock Hill has developed a comprehensive set of financial policies that are consistent with the City’s goals and objectives. Specific attention has been given to make sure that these policies are both consistent and relationally sound. Financial policies are an integral part of the development of service, capital, and financial plans and the budget. They provide the basis for decision-making and continue Rock Hill’s tradition of financial stability. FP 1: Fund Balances The City will maintain stabilization funds at levels sufficient to protect the City's credit as well as its financial position from emergencies. The City of Rock Hill seeks to maintain a prudent level of financial resources to protect against reducing service levels or raising taxes and fees because of temporary revenue shortfalls or unpredicted one-time expenditures. Stabilization funds are called by many names including rainy day funds, unreserved, undesignated fund balances, and contingency funds. These funds are used at a government’s discretion for many purposes: to address temporary cash flow shortages; to fund emergencies; unanticipated economic downturns; and one-time opportunities. These funds provide flexibility to respond to unexpected opportunities that may help a government achieve its goals. The minimum and maximum amounts to be accumulated are based on the types of revenue, the level of uncertainty associated with revenues, the condition of capital assets, or the City’s level of security with its financial position. It is the goal of the City of Rock Hill to maintain a General Fund Balance equal to at least 15% of the total audited General Fund expenditures from the previous fiscal year and to maintain Enterprise Fund Unrestricted Net Assets equal to at least 20% of total Enterprise Fund operating expenses for the previous fiscal year. The State of South Carolina does not provide any local government constraints regarding the establishment of stabilization funds. The following summarizes the City's policy on different types of fund balances: Nonspendable The nonspendable fund balance includes amounts that cannot be spent because they are either not in spendable form, such as supplies inventories, or are legally or contractually required to be maintained intact, such as principal donated to the City to be invested and held in a permanent fund from which only the investment earnings can be spent. Restricted Fund balance is reported as restricted when constraints placed on the use of resources are either externally imposed by creditors (such as through debt covenants), grantors, contributors, or laws or regulations of other governments or is imposed by law through constitutional provisions or enabling legislation (City ordinances). Enabling legislation includes a legally enforceable requirement that those resources be used only for the specific purposes stipulated in the legislation. Legal enforceability means that the City can be compelled by an external party to use resources created by enabling legislation only for the purposes specified by the legislation. Committed The committed fund balance classification includes amounts that can be used only for the specific purposes imposed by formal action of City Council. Those committed amounts cannot be used for any other purpose unless City Council removes or changes the specified use by taking the same type of action it employed to previously commit those amounts. In contrast to fund balance that is restricted by enabling legislation, committed fund balance classification may be redeployed for other purposes with appropriate due process. Constraints imposed on the use of committed amounts are imposed by City Council, separate from the authorization to raise the underlying revenue; therefore, compliance with these constraints is not considered to be legally enforceable. Committed fund balance also incorporates contractual obligations to the extent that existing resources in the fund have been specifically committed for use in satisfying those contractual requirements.

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Appendix Assigned Amounts in the assigned fund balance classification are intended to be used by the City for specific purposes but do not meet the criteria to be classified as restricted or committed. In governmental funds other than the General Fund, assigned fund balance represents the remaining amount that is not restricted or committed. In the General Fund, assigned amounts represent intended uses established by City Council or the City Manager or his designee. Unassigned Unassigned fund balance is the residual classification for the General Fund and includes all spendable amounts not contained in the other classifications. In other governmental funds, the unassigned classification is used only to report a deficit balance resulting from overspending for specific purposes for which amounts had been restricted, committed, or assigned. FP 2: Revenue The City will design, maintain and administer a revenue system that will assure a reliable, equitable, diversified and sufficient revenue stream to support desired City services. Since the principle revenue stream for the government is determined by the fees and charges that are established, it is important that the City adopt policies that identify the manner in which fees and charges are set and the extent to which they cover the cost of the service provided. A revenue system that requires the identification of both the cost of the program and the portion of the cost that will be recovered through fees & charges allows the City and its citizens to develop a better understanding of the cost of services and to consider the appropriateness of established fees and charges. To that end, the City has established the following goals that are used to accomplish this policy: 1. The City will seek to establish all user charges fees at a level related to the full costs (operating, direct, indirect and capital) of providing the service. The City will review these fees & charges annually in the budget process and target rates that meet the cost to serve – particularly in the City’s key businesses (Public Safety, Public Works, Electric, Water, Wastewater, and Parks, Recreation & Tourism). In any event, all enterprise funds will be self-supporting. 2. Costs of service include direct and indirect costs such as operating and maintenance costs, overhead, and charges for use of capital (depreciation and debt service). A government may choose not to recover all costs, but it should identify such costs. Reasons for not recovering full costs should be identified and explained. State and local law may govern the establishment of fees and charges. 3. The City will consider market rates and charges levied by other businesses and municipalities for like services in establishing rates, fees and charges. These fees will be reviewed through the City’s annual rate survey. 4. One-time or special revenues shall not be used to finance ongoing City operations but rather be used for the funding of special projects. 5. An aggressive policy of seeking the collection of delinquent utility and license fee accounts will be maintained. 6. Citizen input into decisions relating to revenues will be solicited during the annual budget public hearing process and will be made available for public review prior to City Council consideration of

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Appendix first reading. 7. In determining revenue projections - and where judgment is required - conservatism shall be the rule. FP 3: Diversified Revenue Base The City will annually review its revenue source to maintain a diversified revenue base The City of Rock Hill is committed to a diverse revenue base. Since all revenue sources have particular characteristics in terms of stability, growth, sensitivity to inflation or business cycle effects, and impact on tax and rate payers - a diversity of revenue sources can improve a governmentâ&#x20AC;&#x2122;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 governmentâ&#x20AC;&#x2122;s financial outlook and ability to operate programs in the current and future budget periods.

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Appendix For each major unpredictable revenue source, the City will identify those aspects of the revenue source that make the revenue unpredictable. Most importantly, the City will identify the expected or normal degree of volatility of the revenue source. For example, revenues from a particular source may fluctuate, but rarely, if ever, fall below some predictable minimum base. The City will decide, in advance, on a set of tentative actions to be taken if these revenue sources generate revenues substantially higher or lower than projected. The plans should be publicly discussed and used in budget decision making. FP 6: Operating Transfers The City will quantify operating transfers from the utility system to cover general fund expenses The City has traditionally made operating transfers from the Utility Fund to the General Fund. City Council has determined that the City needs to maintain the competitiveness of the utility system and to reduce the General Fund’s need for Utility Fund transfers. These transfers should be established at a level that is supportable by current utility business practices. In quantifying these transfers, the City uses a formula that presupposes that utility services would have been provided by a privately-owned utility instead of the City’s publicly owned utility. Such utility would have paid municipal ad valorem taxes and a franchise fee to the General Fund of the City and the utility’s investors would have been entitled to a return on their investment. For this reason, the city has established the following policy guideline regarding franchise fees, payments in lieu of taxes, rates of return and operating transfers from the utility system:

237

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.

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.

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.

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.

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

Appendix FP 7: Operational Reporting City staff will provide to the City Council a report on the operating results of the City All excess revenue collected by the City of Rock Hill that exceeds the projected budget revenue figure from a specific revenue category for each fiscal reporting period must be reported to City Council on a monthly basis. The expenditure of any and all excess revenue will be at Council’s discretion and cannot be utilized within the City budget without Council’s approval. Likewise, all expenditures that exceed the projected budget expense figures in excess of $5,000 on a departmental level must be reported to Council in writing by the next scheduled Council meeting. Expenditures that would cause an increase above the $5,000 cap on a departmental level cannot be made without prior approval of Council. Cost savings that may occur within a specific department can be utilized within that particular department; however, this cost savings cannot be transferred to another department without prior approval of Council. FP 8: Adoption of Balanced Budget The City will annually adopt a Balanced Operating Budget According to the laws of the State of South Carolina, the City will adopt a balanced operating budget and provide full disclosure when a deviation from a balanced operating budget is planned or when it occurs. This balanced budget will ensure that all operating revenues are equal to, or exceed, all operating expenditures at adoption and at year-end. Any increase in expenses, decrease in revenues, or combination of the two that would result in a budget imbalance will require budget revision, rather than spending unappropriated surpluses or designated reserves to support ongoing operations. Any year end operating surpluses will revert to unappropriated balances. The City of Rock Hill annual budget appropriation will cover the twelve-month period beginning July 1 and ending June 30 of the following year. The proposed budget document is to be presented to the City Council for their consideration no later than June 1 with adoption of the approved ordinance by June 30. According to state law, any required public hearings will be scheduled to receive input on the development of the budget. Special public hearings are also required to consider the issue of a tax increase. Budgets shall be prepared at the department level and provide the basis for the City’s financial management system. The adopted appropriations by fund shall constitute the maximum expenditure authorization for that fund and can be amended only by action of the City Council. The budget shall be developed in conjunction with a stated program of performance objectives and measures with which to gauge progress towards meeting those objectives. The following guidelines will be used in the preparation of the budget document: 1. Current appropriations in all funds are limited to the sum of available, unencumbered cash balances and revenues estimated to be received in the current budget period. 2. General Fund expenditures and subsidy appropriations for mandated and priority programs are to be made against current revenue sources, and not dependent upon uncertain reserves or fluctuating prior period cash balances. 3. Special Revenue Funds are supported by special levies and fees, grants or intergovernmental revenues. Expenditures in these funds are strictly limited to the mandates of the funding source. Special Revenue Funds are not to be used to subsidize other funds, except as required or permitted

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Appendix by program regulations. 4. All operations of the Enterprise Fund will be self-supporting entities. The City will conduct an annual review of fee structures, charges for services, and other operating revenues and expenditures. 5. Multi-year operating cost projections shall be prepared and updated each year to identify the impact on resources. 6. A ten-year Capital Improvements Program shall be prepared and updated each year. The operating impact of each project shall be identified and incorporated into annual operating budgets. Capital assets shall be purchased and maintained on a regular schedule. Within legal limits and the constraints of operating budgets, debt shall be issued for the purchase of capital assets, including major renovations. 7. For purposes of this policy, the cash basis of accounting are used in defining revenues and expenditures. 8. It will be the duty of the City Manager to take action to bring the budget into balance if adjustments are needed in the course of a fiscal period.

FP 9: Delivery of Services The City will Identify priority services, establish appropriate service levels, and administer the expenditure of available resources to assure fiscal stability and the effective and efficient delivery of services. The City will operate on a current funding basis. Expenditures shall be budgeted and controlled so as not to exceed current revenues plus the planned use of fund balance accumulated through prior years. The City shall take immediate corrective actions if at any time during the fiscal year expenditure and revenue 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 Cityâ&#x20AC;&#x2122;s revenues several years into the future, and may limit the Cityâ&#x20AC;&#x2122;s flexibility to respond to changing service priorities, revenue inflows, or cost structures. A debt policy sets forth the parameters for issuing debt and managing outstanding debt and provides guidance to decision makers regarding the timing and purposes for which debt may be issued, types and amounts of permissible debt, method of sale that may be used and structural features that may be incorporated.

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Appendix The City plans long- and short-term debt issuance to finance its capital program based on its cash flow needs, sources of revenue, capital construction periods, available financing instruments and market conditions. The Director of Finance oversees and coordinates the timing, issuance process and marketing of the City’s borrowing and capital funding activities required in support of the capital improvement plan. This debt policy recognizes a binding commitment to full and timely repayment of all debt as an intrinsic requirement for entry into the capital markets. Adherence to a debt policy helps to ensure that the City maintains a sound debt position and that credit quality is protected. Components of the debt policy are as follows: The City will confine its long-term borrowing to capital improvements and follow a policy of full disclosure on every financial report and bond prospectus. In no case will General obligation debt will not be used for selfsupporting enterprise activity. The City will use voter-approved general obligation debt to fund general-purpose public improvements that cannot be financed from current revenues. Capital Planning. The City will have an annual capital planning process that outlines major projected capital expenditures over the next ten years. The capital budget identifies revenue sources and capital expenditures and projects this information for each of the ten years. This information is updated annually. Financing Team. The City often employs outside financial specialists to assist it in developing a bond issuance strategy, preparing bond documents and marketing bonds to investors. The key players in the City’s financing transactions include its bond counsel, the underwriter and underwriters counsel (on a negotiated sale), the City attorney and City representatives (the Director of Finance and other City representatives as may be appointed by the City Manager). Other outside firms, such as those providing paying agent/registrar, trustee, credit enhancement, auditing, or printing services, are retained as required. The financing team will meet at least annually to review the overall financing strategy of the City and make recommendations to the City Manager. Term of Debt Repayment. Borrowings by the City shall mature over a term that does not exceed the economic life of the improvements that they finance. General Obligation Bonds shall be issued with a term not to exceed 25 years; Revenue Bonds with a term not to exceed 30 years; and tax increment bonds with a term not to exceed 25 years. The City does not finance improvements with a probable useful life less than twenty years, using pay-as-you-go funding for such needs. Call provisions. The City seeks to minimize the protection from optional redemption given to bondholders, consistent with its desire to obtain the lowest possible interest rates on its bonds. The City’s bonds are generally subject to optional redemption. The City seeks early calls at low or no premiums because such features have allowed it in the past to refinance debt more easily for debt service savings when interest rates dropped. The City will annually evaluate optional redemption provisions for each issue to assure that the City does not pay unacceptably higher interest rates to obtain such advantageous calls. Interest rates. In most cases, the city will use fixed-rate debt to finance it capital needs; however, the City may issue up to 25% of its total debt portfolio in variable rate debt. Method of Sale. The City will select a method of sale that is the most appropriate in light of financial, market, transaction-specific and issuer-related conditions. Competitive Sales. General obligation debt obligations are issued through a competitive sale – according to state law. For these bonds – and any other bonds that the City may deem necessary - the City will set the terms of the sale to encourage as many bidders as possible. By maximizing bidding, the City seeks to obtain the lowest possible interest rates on its bonds. The following conditions may favor the use of a competitive sale:

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Appendix 1. 2. 3. 4. 5. 6. 7. 8. 9.

The market is familiar with the issuer; The issuer is a stable and regular borrower in the public market; There is an active secondary market with a broad investor base for the City’s bonds; The issue has a non-enhanced credit rating of A or above or can obtain a credit enhancement prior to the competitive sale; The debt structure is backed by the issuer’s full faith and credit or a strong, known or historically performing revenue stream; The issue is neither too large to be easily absorbed by the market nor too small to attract investors without a concerted sale effort; The issue does not include complex or innovative features or require explanation as to the bonds’ security; The issue can be sold and closed on a schedule that does not need to be accelerated or shortened for market or policy reasons; and Interest rates are stable, market demand is strong, and the market is able to absorb a reasonable amount of buying or selling at reasonable price changes

Negotiated Sales. When certain conditions favorable for a competitive sale do not exist and when a negotiated sale will provide significant benefits to the City that would not be achieved through a competitive sale, the City may elect to sell its debt obligations through a private or negotiated sale. Such determination may be made on an issue-by-issue basis, for a series of issues, or for part or all of a specific financing program. The following conditions may favor the use of a negotiated sale: 1. 2. 3.

4. 5.

Insure fairness by using a competitive underwriter selection process through a request for proposals where multiple proposals are considered; Remain actively involved in each step of the negotiation and sale processes to uphold the public trust; Insure that either an employee of the issuer, or an outside professional other than the issue underwriter, who is familiar with and abreast of the condition of the municipal market, is available to assist in structuring the issue, pricing, and monitoring sales activities; Require that the financial advisor used for a particular bond issue not act as underwriter of the same bond issue; Require that financial professionals disclose the name or names of any person or firm, including attorneys, lobbyists and public relations professionals compensated in connection with a specific bond issue; Request all financial professionals submitting joint proposals or intending to enter into joint accounts or any fee-splitting arrangements in connection with a bond issue to fully disclose to the issuer any plan or arrangements to share tasks, responsibilities and fees earned, and disclose the financial professionals with whom the sharing is proposed, the method used to calculate the fees to be earned, and any changes thereto; and Review the “Agreement among Underwriters” and insure that it is filed with the issuer and that it governs all transactions during the underwriting period.

Refinancing. The City may undertake refinancing of outstanding debt under the following circumstances: Debt Service Savings. The City may refinance outstanding long-term debt when such refinancing allows the City to realize significant debt service savings without lengthening the term of refinanced debt and without increasing debt service in any subsequent fiscal year. Defeasance. The City may refinance outstanding debt, either by advance refunding to the first call or by defeasance to maturity, when the public policy benefits of replacing such debt outweigh the costs associated with new issuance as well as any increase in annual debt service.

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Appendix Conduit Financings. Conduit financings are securities issued by a government agency to finance a project of a third party, such as a non-profit organization or other private entity. The City may sponsor conduit financings for those activities (e.g., economic development, housing) that have a general public purpose and are consistent with the City’s overall service and policy objectives. Unless a compelling public policy rationale exists, such conduit financings will not in any way pledge the City’s faith and credit. Credit Ratings Rating Agency Relationships. The Director of Finance is responsible for maintaining relationships with the rating agencies that assign ratings to the City’s various debt obligations. This effort includes providing periodic updates on the City’s general financial condition along with coordinating meetings and presentations in conjunction with a new debt issuance. Quality of Ratings. The City requests ratings prior to the sale of securities from each of the two major rating agencies for municipal bond issues: Moody’s Investors Service and Standard & Poor’s Corporation. The City may provide a written and/or oral presentation to the rating agencies to help each credit analyst make an informed evaluation. The City will make every reasonable effort to maintain its high quality credit ratings. Rebate Reporting/Covenant Compliance/Reporting Practices. The Director of Finance is responsible for maintaining a system of record keeping and reporting to meet the arbitrage rebate compliance requirements of the federal tax code. Additionally, general financial reporting and certification requirements embodied in bond covenants are monitored to ensure that all covenants are complied with. The City will comply with the standards of the Government Finance Officers Association for financial reporting and budget presentation and the disclosure requirements of the Securities and Exchange Commission. Checklist of Debt Policy Considerations. The City will observe the following GFOA checklist in determining the appropriateness of debt issuance 1. How long is the capital planning period? 2. Have all non-debt sources of funds been considered? 3. How are borrowing plans reviewed internally? 4. What level of debt is manageable in order to maintain or improve the government’s credit quality? 5. How much “pay-as-you-go” financing should be included in the capital plan? 6. How much short-term borrowing will be undertaken, including both operating and capital borrowings? 7. How much debt will be issued in the form of variable-rate securities? 8. How does the redemption schedule for each proposed issue affect the overall debt service requirements of the government? 9. What types of affordability guidelines will be established to help monitor and preserve credit quality? 10. What provisions have been made to periodically review the capital plan and borrowing practices? 11. What is the overlapping debt burden on the taxpayer? 12. How will the formal debt policies be integrated into the capital planning and funding process? FP 11: Debt Limit The city will establish thresholds for the maximum amount of debt and debt service that should be outstanding at any one time. Policies guiding the amount of debt that may be issued by a government help ensure that outstanding and planned debt levels do not exceed an amount that can be supported by the existing and projected tax and revenue base. Because of this, the City has developed distinct policies for general obligation debt, debt supported by revenues of government enterprises, and other types of debt such as special assessment bonds, tax increment financing bonds, short-term debt, variable-rate debt, and leases.

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Appendix General Obligation Debt Affordability Measures. The City examines four statistical measures to determine debt capacity and compares these ratios to other cities, rating agency standards and Rock Hill’s historical ratios to determine debt affordability: This is the only measure that is prescribed by state law, which provides that the City’s general obligation debt cannot exceed 8% of the City’s total assessed value (excluding tax anticipation notes and other indebtedness with a maturity of one year or less; bonds or other indebtedness of the City payable from taxes levied from special taxing areas; and self-supporting bonds or other debt.) Total general obligation debt as measured against the population on a per-capita basis cannot exceed $225. Total annual general obligation debt as measured as a percent of current expenditures cannot exceed 12%.

Utility Enterprise Debt Affordability Measures. The City’s Revenue debt level shall not exceed a debt service coverage ratio of 1.20 times of the annual net pledged revenues to annual debt service. In addition additional bonds should not have a negative impact on the City’s overall credit ratings. Tax Increment Debt Affordability Measures. The City’s Tax Increment debt level shall not exceed the current available revenues or revenues projected within the district from projects that have obtained a building permit. FP 12: Contingency Planning The City will develop practices to guide the financial actions it will take in the event of emergencies, natural disasters, or other unexpected events. When emergencies or unexpected events occur, having a policy that can be applied, or at least serve as a starting point, for financial decisions and actions improves the ability of a government to take timely action and aids in the overall management of such situations. Policies on contingency planning are used as a general guide when an emergency or unexpected event occurs. A set of actions and strategies are identified for each type of situation. Examples of financial emergencies that require contingency plans are sudden and severe decreases in locally collected revenues or intergovernmental aid, and unexpected major capital maintenance requirements. Development of a contingency plan in advance of such situations may be viewed positively by the rating agencies when evaluating a government’s credit quality. This can also help expedite relief efforts when an emergency does occur and allow the government to recover funds more quickly or more effectively in the event of a natural disaster. The following is a summary of the phase classifications and the corresponding actions to be taken. Alert. An anticipated net reduction in available reserves or reduction in major revenue source(s) from 1% up to 9%. The actions associated with this phase would best be described as delaying expenditures where reasonably possible, while maintaining the "Same Level" of service. Each department will be responsible for monitoring its individual budgets to ensure that only essential expenditures are made. Minor. A reduction in reserves in excess of 9%, but less than 23%. The objective at this level is still to maintain "Same Level" of service where possible. Actions associated with this level would be: a. Implementing the previously determined "Same Level" Budget. b. Intensifying the review process for large items such as contract services, consulting services, and capital expenditures including capital improvements. c. Closely scrutinizing hiring for vacant positions, delaying the recruitment process, and using temporary help to fill in where possible.

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Appendix 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 Cityâ&#x20AC;&#x2122;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 Cityâ&#x20AC;&#x2122;s financial functions. An independent audit will be performed annually. The City will issue annual financial reports in accordance with generally accepted accounting principles (GAAP) as outlined in the Governmental Accounting, Auditing and Financial Reporting (GAAFR) publication.

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Appendix The basis of accounting refers to the point at which revenues or expenditures/expenses are recognized in the accounts and reported in the financial statements. It relates to the timing of the measurements made regardless of the measurement focus applied. As in the basis of budgeting, accounting records for the City of Rock Hill governmental funds are maintained on a modified accrual basis with the revenues being recorded when available and measurable and expenditures being recorded when the services or goods are received and the liabilities are incurred. In contrast to the basis of budgeting, accounting records for proprietary funds are maintained on the accrual basis in which revenues are recognized when earned and expenses are recognized when incurred. The City of Rock Hill’s accounting system is organized and operated on a "fund" basis. Each accounting entity is accounted for in a separate "fund” which is defined as a fiscal accounting entity with a self-balancing set of accounts recording cash and other financial resources together with related liabilities and residual equities or balances, and changes therein. Two fund types defined in the “Description of Budgeted Funds are further defined below as well as the addition of Fiduciary Funds. Classification Fund Type Governmental Funds General Special Revenue Debt Service Capital Projects Proprietary Funds Enterprise Fiduciary Funds Agency Expendable Trust Governmental Funds. These funds are, in essence, accounting segregations of financial resources. Expendable assets are assigned to the various governmental funds according to the purposes for which they may or must be used; current liabilities are assigned to the fund from which they are to be paid; and the differences between governmental fund assets and liabilities (the fund equity) is referred to as "Fund Balance". The primary measurement focus is “flow of current financial resources.” Increases in spendable resources are reported in the operating statement as revenues or other financing sources, and decreases are reported as expenditures or other financing uses. Proprietary Funds. These funds are sometimes referred to as "income determination," "non expendable," or "commercial type" funds and are used to account for a government's on-going organizations and activities which are similar to those often found in the private sector. All assets, liabilities, equities, revenues, expenses, and transfers relating to the government's business and quasi-business activities, where net income and capital maintenance are measured, are accounted for through proprietary funds. The generally accepted accounting principles here are those applicable to similar businesses in the private sector, and the measurement focus is the economic condition of the fund as a result of the events and transactions of the period. Events and transactions that improve the economic position of a proprietary fund are reported as revenues or gains in the operating statement. Those that diminish the economic position are reported as expenses or losses. Fiduciary Funds. These funds account for assets held by the City in a trustee capacity or as an agent for other governmental units and for other funds. Each trust fund is accounted for as either a governmental or a proprietary fund. Fiduciary funds are not budgeted in the annual budget process. Account Groups. These represent another accounting entity used to establish control and accountability for the City's general fixed assets and the outstanding principal of its general long-term debt (General Fixed Assets Account Group and General Long- Term Debt Account Group). These records are accounted for in a self-balancing group of accounts because the City's general fixed assets -- all fixed assets except those accounted for in Proprietary Funds or Trust Funds. These account groups are not financial resources available for expenditures. The outstanding principal of the general long-term debt and general longterm liabilities not accounted for in the Proprietary Funds or Trust Funds do not require an appropriation

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Appendix FP 14: Economic Development Incentive Policy The City of Rock Hill will provide economic development incentives with the goals of targeting economic and geographic sectors; promoting business retention and recruitment; encouraging job creation; increasing property tax revenue; and improving blight, economically distressed areas, and environmental conditions. In general it will be the policy of the City to maintain a fund, replenish the fund, and provide financial incentives programs in accordance with the strategic goals of the City. Financial Incentive Programs: Growth Management Incentives Façade Grants Job Creation Land Acquisition Environmental Testing and/or Cleanup Gap Financing Infrastructure extensions Other Business Incentives at the discretion of the City Council Guidelines for Limits to Incentives: Growth Management incentives: as approved by City Council in the Growth Management Incentive Policy Façade Grants: to specific geographic areas Infrastructure: in general, to a 5 year payback from Utility revenues Fund Establishment and Replenishment: The Economic Development Incentive Fund was established from the land sale proceeds of City property in the Dave Lyle/Manchester area. The following revenue sources are identified to replenish the fund: Interest income from the fund Cell tower rental revenues from Hwy 901 Water Tank Site Proceeds from the sale of property in City Business Parks: Tech Park – 50% of land sale proceeds Southway Industrial Park – 100% of land sale proceeds Proceeds from the sale of property in the Dave Lyle/Manchester area Proceeds from the sale of other City owned property at the discretion of Council Performance Monitoring: The effectiveness of the overall economic development incentive fund and each project funded shall be measured and reported annually to ensure that the overall goals of the program are met.

FP 15: Written Procedures Related to the Issuance of Tax-Exempt Bonds Post-issuance tax compliance begins with the debt issuance process itself and provides for a continuing focus on investments of bond proceeds and use of bond-financed property. It requires identifying existing policies, the responsible people, the applicable procedures, and the affected population. I.

Procedures

The City Manager or the Chief Financial Officer (the “City Representative”) of the City of Rock Hill, South Carolina (the “City”) will be responsible for post-issuance tax compliance and steps to be taken to transfer that responsibility and accumulated information in the future.

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Appendix The City Representative may delegate to his/her staff responsibility for different aspects, for example investment of bond proceeds and expenditure of bond proceeds on projects, coordinate record-keeping and review; however, the City Representative will be ultimately responsible. II.

Issuance

The City Representative will: Obtain and store the Transcript of Proceedings prepared by bond counsel. Confirm filing of Form 8038-G with the Internal Revenue Service, usually overseen by bond counsel at or soon after closing. III.

Recordkeeping

The City Representative will: Establish plan for keeping relevant books and records as to investment and expenditure of bond proceeds. Keep accurate records including: - Basic records relating to the bond transactions (including the bond ordinances, closing certificates, and bond counsel opinion); - Documentation evidencing expenditure of bond proceeds; - Documentation evidencing use of bond-financed property by public and private sources (i.e., copies of management contracts use agreements); - Documentation evidencing all sources of payment or security for the bonds; and - Documentation pertaining to any investment of bond proceeds (including the purchase and sale of securities, SLGS subscriptions, yield calculations for each class of investments, actual investment income received from the investment of proceeds, guaranteed investment contracts, and rebate calculations). Keep all records in a manner that ensures their complete access to the IRS so long as they are material. While this is typically accomplished through the maintenance of hard copies, records may be kept in an electronic format if certain requirements are satisfied, in accordance with the guidelines in Rev Proc 97-22, 1997-1 C.B. 652. Keep records for as long as the bonds are outstanding plus three years after the final redemption date of the bonds. IV.

Arbitrage

The City Representative will: Engage services of an arbitrage/rebate consultant for assistance in compliance with arbitrage related issues. Monitor compliance with “temporary period expectations” for expenditure of bond proceeds, typically three years for new money bonds, and provide for yield restriction of investments or “yield reduction payments” if expectations are not satisfied. Ensure investments acquired with bond proceeds are purchased at fair market value. This can include use of bidding procedures under regulatory safe harbor.

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Appendix Consult with the City’s bond counsel prior to the creation of funds which would reasonably be expected to be used to pay debt service on bonds to determine in advance whether such funds must be invested at restricted yield. Consult with the City’s bond counsel before engaging in post-issuance credit enhancement transactions (e.g., bond insurance, letter of credit) or hedging transactions (e.g., interest rate swap, cap). Consult with the City’s bond counsel and arbitrage consultant to identify situations in which compliance with applicable yield restrictions depends upon later investments, (e.g., purchase of 0% SLGS from U.S. Treasury), and monitor implementation. Work with the City’s arbitrage consultant to arrange for timely computation of rebate liability and, if rebate is payable, for timely filing of Form 8038-T and payment of rebate. Rebate is ordinarily due at 5-year intervals. The arbitrage consultant’s report will be reviewed by bond counsel. V.

Private Use of Bonds-Funded Facilities

The City Representative will: Create and maintain records of which proceeds of bond issues were used to finance which facilities. These records shall track refunding or partial refunding of any bond issues. Accurately record the allocation of bond proceeds to expenditures, including reimbursements. These records will be used for arbitrage purposes. Record the allocation of bond proceeds and funds from other sources in connection with any bond funded project. Review expenditure of bond proceeds with bond counsel to ensure bond proceeds are used for qualifying costs. Keep records of private use, if any, of bond financed facilities to ensure the amount of private use of bond financed facilities. Private use of bond-financed facilities shall be reviewed once a year (in connection with the preparation of annual financial statements). If a change in private use occurs, bond counsel will be consulted to determine of remedial action is necessary. Review with bond counsel prior to the sale or lease of a bond-financed facility, or the granting of a license or management contract, or any other arrangement allowing private use of a bond financed facility. VI.

Reissuance

The City Representative will: Consult with bond counsel to identify any post-issuance change to the terms of bonds which could be treated as a current refunding of “old” bonds by “new” bonds, often referred to as a “reissuance.” Consult with bond counsel to determine whether any “remedial action” in connection with a “change of use” must be treated as a “reissuance.”

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FY2015/2016 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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