Annual Operating Budget FY 2012-2013 by City of Rock Hill, SC

Photo Background: The Catawba River as seen from the Piedmont Medical Center Trail at the Rock Hill Outdoor Center at Riverwalk. Photo Credit: Laurie Helms

Budget Adopted June 25, 2012

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 begin‐ ning July 1, 2011. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications de‐ vice. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

The City of Rock Hill’s accountability and transparency efforts earned a 2011 Award for Excellence in Gov‐ ernment Finance from the Government Finance Officers Association of the United States and Canada. Learn about our efforts on pages 42 ‐ 43.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

MAYOR AND CITY COUNCIL A. Douglas Echols, Jr. Mayor John A. Black III Mayor Pro Tem, Ward 4 Susie B. Hinton Councilmember, Ward 1 Kathy S. Pender Councilmember, Ward 2 James C. Reno, Jr. Councilmember, Ward 6 Osbey Roddey Councilmember, Ward 5 Kevin Sutton Councilmember, Ward 3

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 Paul Carlisle Public Works Director Phyllis R. Fauntleroy Human Resources Director Steven Gibson Office of Management and Budget Director John Gregory, III Police Chief

Ray Koterba Housing and Neighborhood Services Director William Meyer Planning and Development Director Scott Motsinger Utilities Director Anne Harty Chief Financial Officer Edward A. Thompson Parks, Recreation, and Tourism Director Stephen Turner Economic and Urban Development Director Richard Unz Housing Authority Director Spencer & Spencer, P.A. City Attorney

BUDGET STAFF

Monica D. Croskey Budget and Performance Manager

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

City of Rock Hill Organization Chart Citizens of Rock Hill

Mayor and City Council

Boards and Commissions

City Attorney

City Manager

Deputy City Manager

Utilities

Finance

Public Works/Stormwater

Solicitor’s Office*

Information Technology*

Municipal Court*

Fleet/Purchasing*

Grants*

Building Maintenance*

Housing & Neighborhood

Cemetery Services*

Human Resources

Custodial Services*

Parks, Recreation & Tourism

Police

Office of Management and Budget

Fire

Planning and Development

Economic and Urban Development

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

*denotes divisions within the organization

Table of Contents INTRODUCTORY SECTION

City Manager’s Budget Message

Budget Highlights

Rock Hill at a Glance

Budget Process

Budget Calendar

Financial Policies and Strategies

Sources and Uses of Funds

REVENUE SUMMARY

Revenue Summary

EXPENDITURE SUMMARY

Expenditure Summary

PERFORMANCE BUDGETS

Introduction to Performance Budgets

Fiscal Year 2012 Performance Results Summary

Accountability & Transparency Efforts

General Government

Office of Management and Budget

Human Resources

Planning and Development

Housing and Neighborhood Services

Police

Fire

Public Works

Finance

Parks, Recreation, and Tourism

Economic and Urban Development

Housing Authority

Stormwater Fund

Electric Fund

Water Fund

Wastewater Fund

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

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Table of Contents FY2013—2015 Strategic Plan

City of Rock Hill Strategic Goals

102

Quality Services

112

Quality Places

118

Quality Community

BOND SCHEDULES

Debt Service Narrative

127

Debt Schedules

129

Summary of Total Debt Service Requirements

142

CAPITAL SUMMARY

Capital Summary

143

Routine Capital Projects

147

Ten‐Year Capital Improvement Plan

149

PERSONNEL SUMMARY

Personnel Summary

153

APPENDIX

Budget Ordinance

179

Glossary of Terms

185

Glossary of Acronyms

192

Financial Policies

193

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

FY2012/2013 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 2012/2013

City Manager’s Letter

It is my privilege to present you with the balanced budget for the fiscal year beginning The Fiscal Year 2013 balanced July 1, 2012 and ending June 30, 2013 which totals $183,222,542. The annual budget is budget maintains the level of the policy document that communicates the financial policies of the City for the fiscal service that Rock Hill citizens year. The budget is prepared each year with the support and policy input of our elected have grown to appreciate and officials and hard work from our departments to ensure that we are preparing the lean‐ expect while continuing the est budget possible while still providing high quality services through excellent service City’s tradition of fiscal prudence delivery. The recovering economy presented a few challenges during the development and efficient operations. The of the Fiscal Year 2013 budget, however, as a result of years of fiscal prudence and effi‐ approved budget reflects the cient management of operations, the City of Rock Hill was well positioned to respond to City’s priorities as outlined in the those challenges. Strategic Plan. This budget docu‐ ment provides useful informa‐ STRATEGIC PLANNING tion about the City’s financial The City of Rock Hill has a vision for the future. To bring this to fruition, Rock Hill’s City and performance plans, goals, Council and staff developed a set of strategic initiatives and a strategic plan, which pro‐ and policies. vide a blueprint for the City’s future by outlining ambitions, setting priorities, and pro‐ viding performance targets to ensure adequate progress toward making the vision a reality. The strategic planning process began with the administration of a citizen’s survey conducted by an independent third party in which Rock Hill residents were randomly selected to provide satisfaction ratings regarding the City’s delivery of a variety of services. Keeping with the City’s strengthened commitment to community engage‐ ment, in October 2011, for the first time in our strategic planning history, we held third‐party independently led strategic planning focus group sessions compromised of randomly selected residents. Survey data, focus group feedback, and progress on the previous Strategic Plan’s goals were discussed with Mayor and City Council during the January 2012 strategic planning retreat. After several months of collaboration among the Mayor, City Council, and City staff, the Fiscal Year 2013 through 2015 Strategic Plan was adopted on June 11, 2012. This Strategic Plan will guide the City from July 1, 2012 through June 30, 2015. FOCUS AREAS After reviewing the ideas and feedback provided during the strategic planning process, a clear recurring theme emerged: Rock Hill is a city committed to quality. A city committed to providing quality services, offer‐ ing quality places, and being a quality community. The FY2013‐2015 Strategic Plan focus areas are: quality services, quality places, and quality community. Quality Services: This focus area includes some of the most fun‐ damental 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 com‐ munity life to flourish. This includes having a vibrant downtown and managing transformative development projects within our community, such as Riverwalk and the Bleachery.

Quality Community: This focus area addresses several quality of life initiatives such as supporting neighborhoods within our City, fostering a diverse and inclusive community, building public trust, and encouraging public engagement. Additional information on the Strategic Plan can be found in the Performance Budget section of this document.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

City Manager’s Letter FUNDING BY STRATEGIC INITIATIVE Our approved budget distributes Fiscal Year 2013 financial resources by departments and across strategic initiatives in the following manner: Services Places Community Total General Government $8,108,133 $202,770 $8,310,903 Office of Management & Budget $1,664,480 $1,664,480 Human Resources $809,262 $809,262 Planning & Develop. $2,906,833 $2,906,833 Housing & Neighborhood Services $1,290,004 $1,290,004 Police $12,487,709 $12,487,709 $7,767,662 $7,767,662 Fire Public Works $7,936,506 $7,936,506 Finance $3,181,698 $3,181,698 $3,234,649 $3,558,383 $6,793,032 Parks, Recreation & Tourism Housing Authority $1,542,776 $1,542,776 Economic & Urban Dev. $1,489,440 $397,634 $1,887,074 Stormwater $1,866,435 $1,866,435 Utilities $102,418,084 $200,000 $102,618,084 Debt Service $15,150,097 $1,546,728 $16,696,825 Non‐Departmental $5,069,624 $393,635 $5,463,259 Total $171,183,779 $6,096,380 $5,942,383 $183,222,542

A FEW BUDGET HIGHLIGHTS:

Business Friendly In a continuing effort to support existing businesses and encourage the development of new businesses, the Fiscal Year 2013 budget includes a 10% discount on business license fees that are paid on time. A 5% reduction is proposed for Fiscal Year 2014. Although the City of Rock Hill has seen unemployment rates decline from rates that peaked in excess of 18% a few years ago, unemployment and business performance remains a concern as our community con‐ tinues to recover from the recession. The City of Rock Hill business license fees are some of the lowest in the state, however, the benefit of a temporary reduction in business license fees will assist businesses struggling to return to pre‐recession performance and employment levels.

Reorganizations Last year’s organizational changes which included consolidating the Customer Service and Finance departments into one department under the leadership of the Chief Financial Officer, consolidating the various Information Technol‐ ogy divisions into one division under the leadership of a Chief Information Officer, and creating an Office of Manage‐ ment and Budget, have proven to be beneficial. There are no organizational changes reflected in the Fiscal Year 2013 budget.

New Personnel There are no new positions included in the Fiscal Year 2013 budget.

BUDGET SUMMARY The Fiscal Year 2013 approved budget totals $183,222,542 a 2.2% increase over last fiscal year. The proposed Fiscal Year 2014 budget totals $189,526,307, a 3.4% increase over Fiscal Year 2013. Successful business recruitment efforts in our area have resulted in significant improvement in non‐residential build‐ ing in our community. In Fiscal Year 2012 there was a 376% increase in the valuation of permits issued when com‐ pared to Fiscal Year 2011. However, we continue to experience only modest gains in account growth for utility and sanitation services.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

City Manager’s Letter Given some improvements in the economy, for the first time in three years the approved Fiscal Year 2013 budget in‐ cludes restoration of the employee pay‐for‐performance program. Financial prudence requires us to carefully evaluate the ability to sustain the restoration of the employee pay‐for‐performance for Fiscal Year 2014. As such, the proposed Fiscal Year 2014 budget includes modifications to pay‐for‐performance program. Additionally, fiscal years 2013 and 2014 budgets reflect a continued restoration of the Taxpayer Concentration City’s established equipment and vehicle replacement 2008‐2011 schedule. Total Assessed Assessed Value of % Top 10 Total General Fund Year Value Top 10 Taxpayers Assessed Value The approved Fiscal Year 2013 General Fund budget $241,562,930 $18,559,618 7.68% totals $51,641,018, an increase of 2.6% when compared 2011 to last year’s approved budget. The proposed Fiscal 2010 228,345,160 17,396,594 7.60% Year 2014 General Fund budget totals $52,141,920 a 223,396,488 17,801,217 7.97% 2009 1% increase when compared to Fiscal Year 2013. 213,443,497 17,835,172 8.30% 2008

The property tax rate remains at 93.5 mills. The City’s taxpayer concentration remains favorable; there is no significant exposure among any certain taxpayer.

Utility Enterprise Fund The Utility Enterprise Fund consists of the electric, water, wastewater, stormwater, and water/wastewater impact fee funds. Fiscal Year 2013 expenditures for the Utility Enterprise Fund total $125,156,745 a 1.9% increase over last year’s approved budget. The proposed 2014 budget is $130,800,213 which represents a 4.5% increase over Fiscal Year 2013. Maintaining aging infrastructure, expanding infrastructure into growing areas, and using technology to enhance service delivery are priorities for our Utility Fund.

The Fiscal Year 2013 approved budget includes a 4% electric rate increase to cover a 6.7% wholesale electric rate in‐ crease and a 5% wastewater rate increase to cover capital improvement projects for the wastewater system. These increases are effective July 1, 2012 and represent a $6.31 increase in the average residential customer’s monthly utility bill.

The proposed Fiscal Year 2014 budget includes a 4% electric rate increase to cover a pro‐ jected wholesale power rate increase. CONCLUSION Despite the challenges presented with balancing the Fiscal Year 2013 and Fiscal Year 2014 budgets, Rock Hill’s tradition of fiscal prudence has allowed us to continue with progress on accomplishing the goals outlined in the Strategic Plan and enhancing the overall quality of service delivery to our community. I invite you to monitor our financial and strategic plan progress throughout the year by visiting the City’s performance and financial dashboards located on the City’s transparency webpage— cityofrockhill.com/transparency. Respectfully submitted, Our accountability and transparency David B. Vehaun efforts won the Government Fi‐ City Manager nance Officers Association’s 2011 Award for Excellence in Govern‐ ment.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Budget Highlights During Fiscal Year 2013, the City’s strategic goals will continue to guide our focus on maintaining Rock Hill as a city known for quality. The following funding highlights are included in the adopted budget: Quality Services

The approved budget includes funding to assist with addressing the Storm‐ water Plan implementation strategies. The budget also provides for in‐ creased funding for road paving in our community. The approved Fiscal Year 2013 budget also allows for continued restoration of the City’s vehicle replacement plan . A few of the replacements include: a ladder fire truck, six sanitation trucks, and over 30 police vehicles.

Quality Places

Funding for capital improvement work at the Bleachery site is included in the approved Fiscal Year 2013 budget. The approved budget also includes funding for Downtown job recruitment efforts.

Quality Community

The Fiscal Year 2013 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 pro‐ grams in targeted neighborhoods.

Quick Numbers •

City Financial Profile Total Budget General Fund Budget Total Employees Property Tax Millage Rate

2010/2011

2011/2012

2012/2013

$167,844,800

$179,210,645

$183,222,542

$50,361,644

$50,354,619

$51,641,018

891

900

93.5

•

Millage Rate remains at 9 3.5 mills 4% Electric R ate increase; $ 4.20 increase average resid for ential custom er 5% Wastewat er Rate increa se; $2.11 incr for average r ease esidential cu stomer Business Licen se Discount o ffers a 10% r tion for on‐ti educ‐ me payment.

Fiscal Year 2 012 Total Bu dget—$183, 222,542

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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 expan‐ sion. 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 organiza‐ tional 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 2,300 employees, Rock Hill School District 3 is the largest of York County’s four school systems.

of cultural activities. The Arts Council pro‐ vides a network for cooperation between cultural organizations and provides the public with a central location for informa‐ tion and tickets.

Through the School of Visual and Perform‐ ing Arts, Winthrop University offers a vari‐ ety of arts programs each year. Winthrop Galleries, located in Rutledge Building and McLaurin Hall, exhibits the work of local, regional and national artists. The Depart‐ ment of Music and the Department of Theatre and Dance schedule campus per‐ formances by guest artists, faculty, and students throughout the year.

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. Wint‐ throp has an estimated enrollment of The Rock Hill Community Theatre (RHCT) Area Vicinity Map 5,998 students with approximately 18% is dedicated to providing quality theatrical of these students pursuing post entertainment for the residents of York graduate degrees. County. The RHCT annually stages be‐ tween four and six performances. The 80‐ York Technical College is a public institution offering both technical and voice York County Choral Society (YCCS) is college transfer courses. The College is one of 16 state‐funded technical annually accompanied by members of the colleges. Charlotte Symphony and provides 4‐6 per‐ Under the supervision of the AME Zion Church, Clinton Junior College formances. Finally, the York County Con‐ (founded in 1894) offers associate degrees in business, divinity, and lib‐ cert Ballet offers two full‐length ballets each year. eral arts. 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

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Rock Hill at a Glance DEMOGRAPHICS PROFILE

The United States Census Bureau’s July 1, 2011 population estimate for Rock Hill is 67,423. Rock Hill Population U.S. Census Bureau Estimates 75 , 000 70 , 000 66,154 67,339 65 , 000 64,858 67,243 64,858 60 , 000 61,620 59,554 57,991 55 , 000 54,91656,427 50 , 000

53,014

45 , 000

Unemployment Rate for Rock Hill

40 , 000

35 , 000

Year

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

2001

30 , 000

Year

2002 2003

The following table sets forth the 10 largest manufacturing/distribution/ office related employers located in the County. Major Employers in York County

2004 2005 2006 2007

Number of Employees

2008

1. Wells Fargo Home Mortgage

2,419

2009

2. CitiFinancial

1,850

2010

3. Ross Distribution

1,419

2011

4. Duke Power—Catawba Nuclear Station

1,103

5. Schaffer Group USA, Inc.

1,000

Employer

6. AbitibiBowater, Inc. Catawba Operations

811

5. U.S. Foodservice, Inc.

750

8. Tanley/Black & Decker

500

9. TE Connectivity

451

10. Muzak

450

Unemployment Rate 7.7% 8.8% 8.6% 8.0% 7.4% 6.3% 8.1% 15.0% 17.4% 15.8%

Source: US Bureau of Labor Statistics

Source: York County Economic Development http://www.ycedb.com/ExistingIndustry/LeadingIndustry/tabid/65/default.aspx

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Rock Hill at a Glance ECONOMICS PROFILE

Real Property

Tax Levy Year 2011*^ 2010 2009 2008 2007 2006* 2005 2004 2003 2002

Personal Property

Total

Assessed Value

Estimated Actual Value

Assessed Value

Estimated Actual Value

Assessed Value

Estimated Actual Value

$186,449,285 175,709,840 167,855,603 158,437,437 154,070,543 129,105,803 120,531,406 119,951,208 114,518,584 106,895,131

3,853,110,908 3,777,761,558 3,608,895,467 3,316,099,627 3,224,700,346 2,702,188,890 2,355,935,382 2,300,609,615 2,203,116,261 2,102,866,312

55,113,645 52,635,320 55,540,885 55,006,000 52,326,124 46,873,797 48,473,002 42,252,247 42,820,555 46,335,800

584,029,769 575,525,917 608,761,825 614,380,306 584,447,242 523,557,505 503,565,564 426,134,477 415,140,812 506,920,362

241,562,930 228,345,160 223,396,488 213,443,497 206,396,667 175,979,600 169,004,408 162,203,455 157,339,139 153,230,931

4,437,140,677 4,353,287,475 4,217,657,292 3,930,479,933 3,809,147,588 3,225,746,395 2,859,500,946 2,726,744,092 2,726,744,092 2,609,786,674

_______________ * Year of Reassessment ^ Projected

Classification of Property

2011 Assessed Value*

Real Property (Non‐manufacturing)

$186,449,285

Vehicles

19,720,319

Manufacturing (Real/Personal)

13,964,019

Marine/Aircraft

837,284

Business Personal Property

12,879,518

Utilities

7,712,505

Total

$241,562,930

Computation of General Fund Legal Debt Margin* 2011/2012 Total Assessed Value $241,562,930 Debt Limit– 8% of Total Assessed Value 19,325,034 Total Amount of Debt Applicable to Debt (18,180,000) Limit Legal Debt Margin $1,145,034 *projected

*projected

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

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Rock Hill at a Glance ECONOMICS PROFILE

City Financial Profile Total Budget Total General Fund Budget Total Employees Total Employees per 1,000 Population Property Tax Millage Rate *population estimated

2009/2010

2010/2011

2011/2012

2012/2013

$164,490,420

$167,844,800

$179,210,645

$183,222,542

$49,523,315

$50,361,644

$50,354,619

$51,641,018

883

891

900

12.76

13.47

13.35

13.09*

93.5

Property Tax Rates Direct and Overlapping Governments Last Ten Tax Years

Year

City General Fund

Rock Hill School District #3 and County Purpose

Total

2012

93.5

289

382.5

2011

93.5

289

382.5

2010

95.0

289

384.0

2009

95.0

286

381.0

2008

95.0

284

379.0

2007

95.0

275

370.0

2006

102.0

262

364.0

2005

102.0

271

373.0

2004

98.0

255

353.0

2003

98.0

244

342.0

Top Five Taxpayers Taxpayer

2011 Property Taxes

Assessed Value

Rock Hill Telephone Company

$555,644

$5,942,720

AMISUB of SC Inc.

$331,639

$3,546,936

Piedmont Medical Center

$162,388

$1,736,770

Atotech USA Inc.

$150,351

$1,018,500

TTP South Brookstone LLC et al

$98,674

$1,055,340 City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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 ar‐ eas, 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.

Water System

Electric System

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

The City has operated the electric system since 1911. The electric system consists of six substa‐ tions which serve 21 distribution feeder circuits of 25,000 volts and four substations which serve 17 distribution feeder circuits at 4,160 volts. The City purchases electric power from Pied‐ mont Municipal Power Agency (PMPA) and Southeastern Power Administration at whole‐ sale 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 ex‐ treme emergencies.

Number of Customers ‐ Electric System

Number of Customers ‐ Water System

Last Ten Fiscal Years

2003

28,575

2003

24,040

2004

29,398

2004

24,921

2005

30,127

2005

25,903

2006

31,156

2006

26,927

2007

32,409

2007

28,075

2008

32,917

2008

28,688

2009

32,873

2009

28,779

2010

33,204

2010

29,288

2011

33,126

2011

29,209

2012

33,142

2012

29,427

Wastewater System

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

2004

2005

2006

2007

2008

2009

2010

2011

2012

24,093

25,120

26,427

27,735

28,828

29,541

29,786

30,286

30,561

30,824

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Rock Hill at a Glance

MONTHLY IMPACT OF TAX & UTILITY RATES ON TYPICAL RESIDENTIAL HOUSEHOLD 2008/2009

2009/2010

2010/2011

2011/20121

2012/2013

Electricity2

$93.94

$97.05

$100.93

$104.97

$109.17

Sanitation including recycling

$18.59

Water3

$19.47

$20.44

$21.46

Sewer

$38.34

$42.22

$44.33

Taxes5

$32.00

$31.16

Total

$202.29

$205.40

$214.09

$218.40

$224.71

Assumptions 1 Reassessment year and rollback of millage rate 2 Usage of 1,000 kWh 3 Usage of 7,500 gallons 4 Charged on 7,500 gallons 5 Based on a home valued at $100,000

MONTHLY IMPACT OF TAX & UTILITY RATES ON TYPICAL BUSINESS 2008/2009

2009/2010

2010/2011

2011/20121

2012/2013

Electricity

$2,106.42

$2,175.93

$2,262.98

$2,353.50

$2,447.64

Sanitation3

$388.96

Water

$59.94

$62.94

$66.09

Sewer5

$124.00

$136.40

$143.22

$127.50

$118.75

$87.49

$74.37

$78.74

$2,894.31

$2,963.82

$3,066.27

$3,138.07

$3,243.40

Taxes Business License7 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 (For fiscal years 2012 and 2013 also assumes the business receives the ‘On‐Time Payment Discount’ of 15% and 10% respectively)

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Budget Process Each year, the City of Rock Hill’s budget is devel‐ oped in conjunction with the Mayor and City Coun‐ cil, 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 modi‐ fied extensively with only minor adjustments occur‐ ring in the other years. Information from these ses‐ sions are then carried over to the budgeting proc‐ ess. The budget process begins in January with a special, comprehensive work session in which OMB meets with all departments to discuss current and future trends, needs, and goals of the City. During this meeting, the City’s budget calendar is reviewed. Departments are then responsible for preparing requests for programs, projects, and initiatives they would like to have considered for the upcoming budget year. The Strategic Plan serves as a guide by which each department prepares its expenditure requests. During this time, OMB prepares revenue estimates for both the current and upcoming two fiscal years. Each department meets individually with OMB to review program budgets and expenditure requests. During these meetings, the goals of each depart‐ ment are reviewed and expenditure requests are evaluated to determine their alignment with the strategic goals and the fiscal resources necessary to fund the requests. Following these meetings, the Office of Manage‐ ment and Budget meets to prepare a draft budget for submission to City Council being sure that the priorities and goals discussed in the strategic plan‐ ning sessions are appropriately reflected in the rec‐ ommended budget. This draft budget is submitted to the Mayor and Council at formal budget work‐ shops held in April and May.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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 pub‐ lic hearings and two readings are required for formal adoption of the budget. State law re‐ quires the City Council to adopt a balanced budget, in which current revenues equal current expenditures, prior to June 30 of each year. Amendments to the budget are allowable under South Carolina law and are made throughout the year as necessary. The budget calendar is provided on the follow‐ ing page. 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 fu‐ ture.

Budget Calendar FISCAL YEAR 2013 & FISCAL YEAR 2014 BUDGET DEVELOPMENT CALENDAR January 17, 2012

Budget kick‐off meeting

February 7, 2012

Personnel confirmations & edits due

February 20, 2012

Issue papers due Requests for new positions to be added to the Pay and Classification manual due

Requests for reorganizations due

Requests for reclassifications due Departments provided expenditure baselines and if applicable, reve‐ nue projections Risk Management provides Office of Management and Budget the citywide FY2012, FY2013, and FY2014 projected costs for property, auto, liability, and works compensation insurance

March 5, 2012

Revenue and Expenditure data due. This includes:

‐January through June 2012 revenue projections (if applicable)

‐January through June 2012 expenditure projections

‐FY2013 & FY2014 revenue projections (if applicable)

‐FY2013 & FY2014 expenditure baseline reallocations

March 12, 2012

Capital Improvement Program requests and updates

March 21 ‐ April 6, 2012

Departmental budget reviews with Office of Management and Budget

April 9 ‐ April 23, 2012

Budget Office prepares draft budget for submission to City Council

April 26, 2012

First City Council Workshop

May 10, 2012

Second City Council Workshop

May 25, 2012

Advertise projected budget totals in newspaper Public hearing and budget ordinance first reading at regular City Coun‐ cil meeting Budget ordinance for second reading and adoption New fiscal year begins

February 22, 2012 February 27, 2012

June 11, 2012 June 25, 2012 July 1, 2012

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Financial Policies & Strategies

The City Manager is authorized to transfer any sum from one budget line item to another, or from one department or division to another de‐ partment 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 ap‐ proved by City Council.

Percentage of General Fund Expenses Covered

Rock Hill budget and financial polices and strategies are governed by South Carolina state law, the City Charter, and generally accepted accounting princi‐ ples. 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

Fund’s dependency on the utilities fund transfer. From a 1992 high of covering 42% of general fund expenditures, the Fiscal Year 2013 budgeted utili‐ ties transfer adheres to the policy and covers 12% (6,362,164) of general fund expenditures. The Fis‐

Enterprise Fund Transfer to General Fund: Percent of Gerneral Fund Expenditures Covered 35.0% 30.0%

31.0% 28.0%

25.0%

23.0%

20.0%

17.5%

15.0%

12.0%

10.0%

13.1% 8.4% 10.0% 11.0% 10.8% 12.6%

11.7% 12.7%

12.7% 12.9% 13.4% 13.0%

11.2%

5.0% 0.0%

BUDGET CONTROLS & REPORTING

Year

All excess revenue collected by the City of Rock Hill that exceeds the projected budget revenue fig‐ ure 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 sav‐ ings that may occur within a specific department can be utilized within that particular department; however, this cost savings cannot be transferred to another department without prior approval of Council. ENTERPRISE FUND TRANSFERS & YEAR ENDING CONDITION

In addition to building cash reserves, the City has also successfully met its goal of reducing the amount of transfers from the enterprise fund to the general fund. By aggressively containing costs in General Fund de‐ partments and adhering to the established financial policies, the City has been able to reduce the General

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

cal Year 2014 budgeted transfer is $6,407,504 which will cover 12% of General Fund Expendi‐ tures.

BUDGETARY & ACCOUNTING SYSTEMS

The accounting policies of the City of Rock Hill con‐ form 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 poli‐ cies 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 con‐ sidered a separate accounting entity. Fund ac‐ counting is designed to demonstrate legal compli‐ ance and to aid financial management by segregat‐ ing transactions related to certain government functions or activities. The operations of each fund are accounted for with a separate set of self‐balancing accounts that com‐ prise its assets, liabilities, fund equity, revenues and expenditures or expenses, as appropriate.

Financial Policies & Strategies The operations of each fund are accounted for with a separate set of self‐balancing accounts that comprise its assets, liabilities, fund equity, revenues and expen‐ ditures 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 sanita‐ tion services. These revenues come from property taxes, user fees, licenses, and permits. Within the cate‐ gory of Governmental Funds, Rock Hill maintains Gen‐ eral, Special Revenue, and Capital Projects Funds.

General Fund‐ The General Fund is the City's gen‐ eral operating fund and is used to account for all financial transactions except those required to be accounted for in another fund. Principal sources of revenue are property taxes, licenses and permits, intergovernmental revenues, and sanitation service charges. The expenditures in the General Fund are administration, budget, finance, economic develop‐ ment, 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 capi‐ tal projects) that are legally restricted to expendi‐ tures for specified purposes. The City does not adopt a budget for the Special Revenue Fund be‐ cause it primarily serves as a pass‐through for fed‐ eral 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, Waste‐ water, 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 cur‐ rent 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. Reve‐ nues are deemed susceptible to accrual and are recognized in the period when they become meas‐ urable 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 associ‐ ated with the operation of these funds are included on the balance sheet. Unlike modified accrual ba‐ sis, this basis includes depreciation, amortization, capital assets donated by private parties, and capi‐ tal 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—Fiscal Year 2012/2013

City of Rock Hill, South Carolina—Fiscal Year 2012/2013 $395,000

$1,642,717

$4,130,982

$51,641,018

TOTAL USES OF FUNDS

395,000

1,317,584 4,130,982

1,642,717 1,642,717

1,264,981 51,641,018

395,000

$4,130,982

$395,000

$1,642,717

97,808 4,033,174

Local Hosp. Fee Fund

395,000

1,642,717

Tax Inc. Surplus Fund

2,813,398

16,607,962 21,432,679 7,936,506

22,875,009 244,826 670,013 6,449,318 2,435,693 10,957,679 6,362,164 775,001 871,314 $51,641,017

Accom. Tax Fund

6,793,032 1,358,975 (3,753,117)

0.935

General Fund

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

ESTIMATED REVENUES: Taxes: Property Taxes‐Ad Valorem 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

Millage per $1,000

$2,415,000

538,703 2,415,000

1,876,297

$2,415,000

2,415,000

Stormwater Fund

$256,080

256,080 256,080

$256,080

256,080

Fire Impact Fee Fund

SOURCES AND USES OF FUNDS

Fiscal Year 2012/2013

BUDGET SUMMARY

$88,825,295

846,024 1,430,512 1,182,374 2,712,113 88,825,295

$14,169,337

20,000 1,004,533 2,272,098 4,590,265 14,169,337

6,282,441

216 $14,169,337

365,476 $88,825,295

162,337 13,619,825 68,872,110

14,169,121

Water Fund

88,459,819

Electric Fund

$19,285,113

20,000 1,318,072 2,907,692 3,912,381 19,285,113

11,126,968

541 $19,285,113

19,284,572

Wastewater Fund

$178,500

178,500 178,500

$178,500

178,500

Water Impact Fee Fund

$283,500

283,500 283,500

$283,500

283,500

Wastewater Impact Fee Fund

$183,222,542

16,607,962 21,595,016 40,842,037 68,872,110 7,188,032 5,058,397 0 6,362,164 16,696,824 183,222,542

24,517,726 244,826 670,013 7,167,398 2,928,501 139,319,365 6,362,164 775,001 1,237,547 $183,222,541

Total FY 12/13 Budget

Sources & Uses of Funds

ESTIMATED REVENUES: Taxes: Property Taxes‐Ad Valorem 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

0.935

Millage per $1,000

$385,000

$52,141,920

$4,168,796

385,000

$1,771,737

1,313,272 4,168,796

1,353,264 52,141,920

1,771,737 1,771,737

2,855,524

385,000

$4,168,796

$1,771,737

$385,000

Local Hosp. Fee Fund

97,808 4,070,988

1,771,737

Tax Inc. Surplus Fund

385,000

Accom. Tax Fund

6,870,944 1,037,206 (3,737,868)

16,580,592 21,951,547 8,086,235

22,710,000 244,828 670,020 6,868,524 2,359,510 11,184,468 6,407,504 805,001 892,066 $52,141,921

General Fund

$2,416,000

538,703 2,416,000

1,877,297

$2,416,000

2,416,000

Stormwater Fund

$258,641

258,641 258,641

$258,641

258,641

Fire Impact Fee Fund

SOURCES AND USES OF FUNDS

Fiscal Year 2013/2014

BUDGET SUMMARY

$93,485,195

546,933 1,424,425 1,190,762 2,932,155 93,485,195

$14,666,112

20,600 1,000,570 2,288,468 5,003,253 14,666,112

6,353,221

221 $14,666,112

367,289 $93,485,195

163,278 13,848,106 73,379,536

14,665,891

Water Fund

93,117,906

Electric Fund

$19,766,286

20,600 1,312,873 2,928,274 4,027,091 19,766,286

11,477,448

552 $19,766,286

19,765,734

Wastewater Fund

$180,285

180,285 180,285

$180,285

180,285

Water Impact Fee Fund

$286,335

286,335 286,335

$286,335

286,335

Wastewater Impact Fee Fund

16,580,592 22,114,825 41,642,307 73,379,536 7,255,944 4,480,863 0 6,407,504 17,664,736 189,526,307 0 $189,526,307

24,481,737 244,828 670,020 7,593,785 2,842,318 145,220,987 6,407,504 805,001 1,260,128 $189,526,308

Total FY 13/14 Budget

Sources & Uses of Funds

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Revenue Summary REVENUE SOURCES: GENERAL FUND Fiscal Year 2013

The General Fund is budgeted at $51,641,018 for General Fund Revenues Fiscal Year 2013. This represents a 2.65% increase FY2012/2013‐ Total $51,641,018 over the Fiscal Year 2012 adopted budget. Fines There are no general fund rate increases for Fiscal Miscellaneous Licenses/Permits 2% Year 2013. The budget projects increases in general 2% 12% property tax and business license revenue. A sum‐ mary of the Fiscal Year 2013 General Fund revenue Intergovernmental by source is provided in the chart on the right. 5% Charges for Services 21% Operating Franchise Fees Transfers 1% 12% Fiscal Year 2014

Property Taxes 45%

The General Fund is budgeted at $52,141,920 for Fiscal Year 2014. This represents a 1% increase Ge ne r a l Fund R e v e nue s FY2 0 13 / 2 0 14 - Tot a l $ 5 2 , 14 1, 9 2 0 from the Fiscal Year 2013 adopted budget. There are no general fund rate increases proposed Licenses/Permits Fines Miscellaneous for Fiscal Year 2014. The proposed Fiscal Year 2014 13% 2% 2% budget includes modest increases in property taxes Property Taxes and business licenses revenue. A summary of the Intergovernmental 5% 44% Fiscal Year 2014 General Fund revenue by source is provided in the chart on the right. Charges for Services 21% Operating Transfers Franchise Fees 12% 1% 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—Fiscal Year 2012/2013

Revenue Summary MAJOR REVENUE SOURCES: GENERAL FUND As shown in the pie charts on the previous page, general property taxes, charges for services, operating transfers, and licenses and permits make up 90% of Fiscal Year 2013 and 2014 revenue. These major revenue sources are discussed in greater detail below. GENERAL PROPERTY TAXES

The operating transfer is comprised of franchise fees, payments in lieu of taxes, and rates of return that are levied on the City’s pub‐ licly owned utility as though it were privately held. The City has a financial policy, discussed on page 195, that governs operating transfers. Operating transfers account for 12% of all General Fund revenue in fiscal years 2013 and 2014.

*Projected

Fiscal Year

$6.4

$6.8

2013/2014

$6.2

2012/2013

$6.9

2011/2012*

$6.9

2010/2011

$7.2

2009/2010

$7.3

2008/2009

$7.5 $7.0 $6.5 $6.0 $5.5

2007/2008

Revenue (in millions)

Rock Hill SC Business License Revenue

*Year of Reassessment ^ Recommended

93.5

2012/2013

2013/2014^

2011/2012*

Additional History The local tax rate remained steady at 100 mills until 1998 when it was increased to 104 mills to meet the cost of Public Safety initiatives. An additional two mill tax increase was included in the Fiscal Year 2001 budget. Reassessment was completed by York County and the rollback millage, with a two mill rate in‐ crease, brought the City’s total millage for Fiscal Year 2002 down to 98 mills. A four mill tax increase was included in the Fiscal Year 2005 budget to cover the cost of adding Firefighters to the new fire station. In Fiscal Year 2007, a three mill tax increase funded the addition of a Street Crimes Unit in the Police Department and construction of a new fire station. In Fiscal Year 2012, the tax rate was decreased to 93.5 mills to provide a revenue neutral budget as a result of reassessment. OPERATING TRANSFERS

2009/2010

2008/2009

100 80 60 40 20 0

2007/2008

Tax Rate (in mills)

General property taxes account for 45% of General Fund reve‐ nue in fiscal years 2013 and 2014. South Carolina law allows lo‐ cal governments to levy taxes on real and personal property valuations as assessed and equalized according to statutory guidelines (Code of Laws of South Carolina, Chapter 12, Article 3, Section 38 12‐43‐220). The tax rate remains at 93.5 mills in the adopted Fiscal Year 2013 and recommended Fiscal Year 2014 budgets.

2010/2011

Rock Hill SC Property Tax Rates

Fiscal Year

CHARGES FOR SERVICES

Charges for Services, such as sanitation fees, cemetery fees, and recreation fees, significantly support many city government operations. In Fiscal Year 2013, charges for services represent approximately 21% of total General Fund reve‐ nue. Revenue projections are based on histori‐ cal trend analysis of each revenue account and additional information provided by city depart‐ ments. LICENSES AND PERMITS

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 12% of the General Fund reve‐ nues in fiscal years 2013 and 2014. The fee con‐ sists 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. Given the current economic challenges and with the hope of encouraging development of new businesses and the expansion of existing ones to employ Rock Hill citizens, the fiscal years 2013 and 2014 budgets include a 10% and 5% discount respectively for businesses that pay their business license fees on time. This effort is part of a three year phased plan that began in Fiscal Year 2012.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Revenue Summary REVENUE SOURCES: UTILITY FUNDS Fiscal Year 2013

The Fiscal Year 2013 budget includes a 4% electric rate increase to Rock Hill customers effective July 1, 2012 to partially cover a 6.7% wholesale rate increase from the City’s power provider—Piedmont Municipal Power Agency (PMPA). The approved budget also includes a 5% wastewater rate increase to fund capital projects Stormwater for the wastewater system. This marks the end of a 2% series of scheduled wastewater rate increase as part of Water the Utilities Capital Improvement Plan. 11% Impact Fees 0.37% Fiscal Year 2014

Utility Funds Revenue FY2012/2013 Total $125,156,745

Wastewater 15%

Electric 71%

A 4% electric rate increase is included in the recom‐ mended Fiscal Year 2014 budget to cover a 7% antici‐ pated PMPA wholesale power rate increase.

U t i l i t y Funds R e v e nue FY2 0 13 / 2 0 14 - Tot a l $ 13 0 , 8 0 0 , 2 13

Wast ewat er 15% St ormwat er 2% Wat er 11%

Impact Fees

UTILITY FUND REVENUE SOURCES

0.36%

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

Elect ric 71%

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Revenue Summary MAJOR REVENUE SOURCES: UTILITY FUNDS Utility Impact Fees: Water & Wastewater

Fiscal Year

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 com‐ prise approximately 15% of all Enterprise revenues. A 5% wastewater rate increase is included in the approved Fiscal Year 2013 budget to cover capital projects for the wastewa‐ ter system. There is no wastewater rate increase included in the recommended Fiscal Year 2014 budget. WATER FUND Water revenue estimates are based on historical trends of customer growth and customer water usage patterns. Wa‐ ter revenues account for approximately 11% of all Enter‐ prise revenue. There is no water rate increase included in fiscal years 2013 and 2014 budgets.

1,500,000 1,000,000 500,000

14 ^

13 ^

FY 20

12 *

FY 20

Fiscal Year

* projected ^ budgeted

water

wastewater

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 mil‐ lion 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 pro‐ jects. As a result of the economy, there has been a signifi‐ cant slow down of new construction; the graph above illus‐ trates the impact on revenues.

Rock Hill, SC: Wastewater Charges Revenue (in millions)

14 ^ FY 20

13 ^ FY 20

12 * FY 20

10 FY 20

FY 20 * projected ^ budgeted

$73.7

$69.9

$89.5

$84.9

$78.4

$78.1

FY 20

$100 $90 $80 $70 $60 $50

Revenue (in millions)

Rock Hill, SC: Electric Sales Revenue

Impact Fees Revenue

ELECTRIC FUND Electric sales represent the single largest source of revenue for the City of Rock Hill. The City monitors the Electric reve‐ nues closely on a week to week basis in order to project with great accuracy. Fiscal Years 2013 and 2014 estimates are based on historical trends of customer growth that is applied to rate schedules. Electric revenue account for ap‐ proximately 71% of all Enterprise Fund revenues. A 4% rate increase is included in the approved budget to cover a PMPA rate increase. A 4% electric rate increase is projected for Fiscal Year 2014 to cover an anticipated PMPA wholesale power rate increase.

$25.0 $20.0

$15.8

$16.3

$17.5

$17.4

$19.0

$19.5

$15.0 $10.0 $5.0 $0.0 FY2009 FY2010 FY2011 FY2012* FY2013^ FY2014^

* projected ^ budgeted

Fiscal Year

STORMWATER FUND Stormwater fees are imposed on residential and non‐ residential customers inside the City limits. Currently, resi‐ dential properties with gross land area less than 10,000 square feet (including apartments) are charged $2.38 per month and residential properties with gross land area more than 10,000 square feet are charged $2.88 per month. Fees for nonresidential property are based on size of property and impervious surface area and vary among properties. The revenues are used to fund drainage system improvements, repairs, and maintenance throughout the City. The is no stormwater rate increase included in the approved Fiscal Year 2013 budget or the proposed Fiscal Year 2014 budget. City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Revenue Detail REVENUE DETAIL

The following pages provided more detailed information regarding revenue sources.

(500) GENERAL FUND General Property Taxes Real Property Taxes Personal Property Taxes Manchester/Tech Park– City LMD Assessment Revenue Manchester/Tech Park– County Total General Property Taxes Property Taxes‐ not on assess value Manufacturer's Exemptions Merchants Inventory Taxes Total Property Taxes‐ non assess value Other Taxes Franchise Taxes Total Other Taxes Business Licenses & Permits Business Licenses Developer Fees Other Total Business Licenses & Permits Intergovernmental Aid to Subdivisions Total Intergovernmental Federal Grants Police ‐ COPS R.F.A.T.S. Federal Transit Grants FTA 5307 Grant SC‐90‐x235 Operating‐Categorical Total Federal Grants State Government Grants State Grant Planning SMTF Recreation ‐ PARD Total State Government Grants

2009/10

2010/11

Actual

2011/12 Budget

2011/12

2012/13

2013/14

Estimated Approved

Proposed

$18,840,898 $19,006,978 $19,380,000 $19,764,006 1,759,899 1,691,255 1,700,000 1,819,160 208,000 215,080 225,000 216,633 0 57,566 111,000 0 635,515 689,328 710,000 694,149 $21,444,312 $21,660,207 $22,126,000 $22,493,948 51,913 70,396 52,001 71,778 194,824 194,824 194,824 146,117 246,736 265,220 246,825 217,895 677,602 686,251 670,007 684,464 677,602 686,251 670,007 684,464 6,996,128 6,988,728 6,177,318 7,324,483 0 0 36,000 0 700 729 500 650 6,996,828 6,989,457 6,213,818 7,325,133 1,300,386 1,222,733 1,111,491 900,962 1,300,386 1,222,733 1,111,491 900,962 0 254,193 286,278 216,125 126,338 210,429 225,000 245,039 85,473 93,662 0 0 0 83,030 232,520 200,326 87,777 1,461 0 0 299,588 642,775 743,798 661,490 0 0 157,315 69,409 7,967 618 10,000 12,565 7,967 618 167,315 81,974

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

$20,000,000 $20,480,000 1,830,000 1,895,000 225,002 225,000 110,000 110,000 710,007 0 $22,875,009 $22,710,000 50,000 50,000 194,826 194,828 244,826 244,828 670,013 670,020 670,013 670,020 6,449,318 6,868,524 0 0 500 500 6,449,818 6,869,024 1,264,196 1,275,000 1,264,196 1,275,000 120,664 0 225,000 225,000 0 0 179,868 205,250 0 0 525,532 430,250 118,137 126,425 10,000 10,000 128,137 136,425

Revenue Detail Local Gov‐ Pmt in Lieu of Taxes Housing Authority Total Local Gov‐ Pmt in Lieu of Taxes Charges for Services Grave Fees Monument Marker Placement Fee Sale of Cemetery Lots Zoning Permits & Fees Plan Checking Fees Planning Printing/Duplicating Building Permits Plumbing Permits Electrical Permits Gas Permits Mechanical Permits Occupancy Inspection Reinspection Fees Maint & Security (Tech Park) Total Charges for Services General Government Other Revenues ‐ All Others Winthrop Fuel Purchases Miscellaneous Planning Revenue Total General Government 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 Total Public Safety Sanitation Refuse Charges ‐ Residential Refuse Charges ‐ Commercial Refuse Charges ‐ Miscellaneous Refuse Chrgs‐Apts w/Dumpsters Cardboard

2009/10 Actual

2010/11 Actual

2011/12 Budget

35,674 35,674 109,587 8,737 109,190 24,410 11,323 38 590,857 9,136 12,072 2,690 22,769 6,300 8,990 3,550 919,648 60,771 173,533 7,113 241,418 83,734 18,020 0 3,785 8,421 52,780 84,194 0 21,069 272,003 4,134,216 1,660,960 53 483,042 49,546

44,187 44,187 114,698 1,900 111,818 18,970 10,993 0 456,490 12,033 14,832 4,200 22,988 5,005 7,710 3,550 785,187 68,950 204,373 5,255 278,578 83,367 7,708 19 3,157 5,075 56,921 65,050 0 8,250 229,547 4,150,595 1,683,505 0 531,665 143,073

30,000 30,000 120,000 2,000 85,000 15,000 13,000 50 555,000 11,000 9,500 3,000 25,500 4,000 10,000 3,550 856,600 75,001 140,001 0 215,002 86,979 0 0 5,500 7,000 0 80,001 0 10,000 189,480 4,338,612 1,707,269 0 478,921 97,230

2011/12 2012/13 Estimated Approved

52,431 52,431 122,386 2,040 151,953 25,965 15,289 9 898,888 10,774 13,721 3,010 23,265 4,915 5,020 3,550 1,280,785 23,428 231,843 1,630 256,901 82,109 0 239 3,019 3,915 0 35,350 875 0 125,507 4,163,503 1,771,436 0 583,763 145,325

40,000 40,000 125,000 2,000 110,000 26,000 10,000 0 700,000 11,000 13,000 3,000 25,500 4,000 10,000 3,550 1,043,050 75,002 200,000 2,000 277,002 83,500 0 200 5,501 5,000 0 35,000 0 10,000 139,201 4,338,655 1,725,000 0 550,000 97,231

2013/14 Proposed

40,000 40,000 125,001 2,000 110,000 26,000 10,000 0 730,000 11,220 13,260 3,000 26,010 4,080 10,000 3,550 1,074,121 75,002 200,000 2,000 277,002 83,501 0 200 5,501 5,000 0 35,000 0 10,000 139,202 4,425,428 1,759,500 0 561,000 99,176

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Revenue Detail Cardboard Container Rental Comingle Newsprint Sale of Refuse Containers Demolition Lot Clearance Fees Total Sanitation Recreation ‐ Fees Gate admission fee PRT Programs‐ General Programs ‐ Athletics Vending Concessions Regional Park Concessions Rentals Other Recreation Revenues Special events ‐ athletics York County Rec assistance Accom tax gen fund portion Total Recreation‐ Culture Fees Utility Revenues Charge Off Collections Total Utility Revenues Court Fines Court Fines Victim Assistance Rev‐All Victim Assistance Court Rev Total Court Fines Investment Earnings Interst Rev– General Interest Rev– Bond Trustees Total Investment Earnings 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 Reserved‐Sullivan Tennis Reserved Clean & Green Total Rents and Royalties

2009/10 Actual

2010/11 Actual

2011/12 Budget

44,715 0 0 0 29,646 20,932 6,423,111 129,082 223,184 180,788 664 203,952 96,783 1,743 8,159 468,993 42,171 1,355,519 31,157 31,157 560,833 52,780 0 613,613 2,057 79 2,136 59,621 12,775 104,421 21,020 19,919 5,100 144 40,767 28,742 16,500 309,009

43,470 8,502 43,739 0 28,000 85,055 6,717,604 112,859 167,908 192,713 598 209,655 107,468 2,507 3,793 472,423 40,110 1,310,034 27,070 27,070 601,660 56,921 0 658,581 3,362 0 3,362 40,524 20,568 111,371 23,062 15,197 6,450 109 39,667 54,443 17,798 329,189

44,000 8,800 0 0 25,000 12,000 6,711,832 105,000 154,000 165,000 500 185,000 90,000 2,000 4,000 472,423 42,000 1,219,923 36,530 36,530 560,000 0 130,000 690,000 0 20,000 20,000 30,000 35,000 115,000 21,420 19,000 6,000 100 38,000 50,000 24,001 338,521

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

2011/12 2012/13 Estimated Approved

30,683 17,347 82,901 0 27,107 11,129 6,833,194 105,155 231,123 191,538 661 204,706 110,913 0 5,740 475,824 42,000 1,367,660 31,047 31,047 604,233 0 113,131 717,364 0 0 0 26,696 44,858 107,543 21,223 16,081 3,343 89 40,589 40,183 13,114 313,719

44,000 8,800 60,000 130,000 25,000 12,000 6,990,686 120,000 200,000 180,000 500 200,000 90,001 2,000 4,000 475,824 42,001 1,314,326 37,261 37,261 570,000 0 110,000 680,000 0 20,000 20,000 30,000 35,000 115,004 23,000 19,000 6,000 100 38,000 50,001 20,000 336,105

2013/14 Proposed

44,441 8,800 60,001 130,001 25,001 12,000 7,125,348 120,001 215,000 180,002 500 200,002 90,002 2,000 4,000 475,829 42,001 1,329,337 38,006 38,006 590,000 0 120,000 710,000 0 20,001 20,001 30,001 35,001 117,304 23,000 19,000 6,000 100 38,001 50,001 20,000 338,408

Revenue Detail Proceeds‐ Cap Asset Disposition Sale of Surplus, Scrap, Etc Sale of City Property ‐ Land Sale of Inventory Capital Leases Total Proceeds‐ Cap Asset Disposition Operating Transfers From Utilities Funds Total Operating Transfers Other Revenues Other Miscellaneous Discounts 3rd Party Damages Recovered 3rd Party Damages Recovered– Police Reimbursement ‐ HA Costs Police Mortgage Loan Pymts Service Chrg‐Returned Checks Total Other Revenues TOTAL GENERAL (502) ACCOMMODATIONS TAX Intergovernmental Accommodations Fee‐State TOTAL ACCOMMODATIONS

2009/10 Actual

2010/11 Actual

2011/12 Budget

2011/12 2012/13 Estimated Approved

2013/14 Proposed

257,812 (11,852) 0 715,000 960,960 6,046,512 6,046,512 900 36 17,722 0 1,835,281 2,654 0 1,856,593

689,549 (371) 3,628 1,789,667 2,482,473 7,107,995 7,107,995 690 73 25,799 3,449 1,642,853 1,946 0 1,674,810

605,000 3,000 2,000 0 610,000 6,504,230 6,504,230 1,000 1,500 35,000 0 1,612,245 3,500 0 1,653,245

366,329 21,751 600 1,901,332 2,290,012 6,504,240 6,504,240 0 28 24,140 12,150 1,602,113 2,325 570 1,641,326

650,000 5,000 2,000 0 657,000 6,362,164 6,362,164 1,000 1,500 35,001 0 1,545,691 3,500 0 1,586,692

670,007 5,000 2,000 0 677,007 6,407,504 6,407,504 1,000 1,500 35,001 0 1,589,436 3,500 0 1,630,437

$50,040,771 $53,115,878 $50,354,618 $53,780,052 $51,641,018 $52,141,920 330,074 372,435 383,302 289,422 395,000 385,000 $330,074 $372,435 $383,302 $289,422 $395,000 $385,000

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Revenue Detail (504) TAX INCREMENT SURPLUS General Property Taxes Downtown ‐ City Textile Corridor ‐ City LMD Assessment Revenue Downtown ‐ County Textile Corridor ‐ County Riverwalk Assessment Revenue TOTAL TAX INCREMENT SURPLUS (506) LOCAL OPTION HOSPITALITY TAX

Admissions tax RZDB Subsidy Lodging Restaurants LOP Sunday Alcohol Sales Interest Revenues‐General IF Transfers in‐____ Fund TOTAL HOSPITALITY TAX (553) FIRE IMPACT FEE FUND Impact fees ‐ Fire TOTAL FIRE IMPACT FEE FUND (700) STORMWATER FUND Charge Off Collections Stormwater Revenues Stormwater Erosion Control Rev Interest Revenues‐General Interest Rev‐Bond Trustees TOTAL STORMWATER FUND (725) ELECTRIC FUND Utility Revenues Electric Sales Smart Switch Other Electric Revenue Electric Underground

2009/10 Actual

2010/11 Actual

2011/12 Budget

94,000 102,000 53,341 274,501 299,912 237,325 $1,061,079 28,512 0 525,445 2,881,923 84,850 7,969 42,203 $3,570,902 154,469 $154,469 9,288 2,331,149 50,000 7,744 0 $2,398,181 73,799,817 (2,302) 53,847 47,947

97,945 105,985 0 298,371 299,470 476,987 $1,278,758 14,426 0 604,524 3,040,054 66,540 3,999 44,313 $3,773,856 230,765 $230,765 11,726 2,322,395 63,025 0 6 $2,397,152 78,109,884 (2,200) 67,488 16,990

100,709 106,000 0 296,000 300,000 840,000 $1,642,709 60,000 112,500 598,016 2,957,455 79,000 10,000 0 $3,816,971 238,683 $238,683 0 2,206,296 63,672 0 0 $2,269,968 82,586,756 (2,000) 31,836 40,000

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

2011/12 2012/13 Estimated Approved

108,045 136,165 0 330,376 356,253 856,986 $1,787,825 7,773 112,500 684,137 3,345,018 90,340 0 0 $4,239,768 381,751 $381,751 0 2,397,892 81,928 0 0 $2,479,820 78,475,178 (2,000) 55,567 17,590

100,710 106,001 0 296,003 300,003 840,000 $1,642,717 60,000 97,808 642,000 3,242,174 79,000 10,000 0 $4,130,982 256,080 $256,080 0 2,350,000 65,000 0 0 $2,415,000 84,975,513 (2,000) 32,473 25,000

2013/14 Proposed

132,481 106,002 0 393,239 300,006 840,009 $1,771,737

60,000 97,808 630,000 3,291,988 79,000 10,000 0 $4,168,796

258,641 $258,641

0 2,350,000 66,000 0 0 $2,416,000

89,567,310 (2,000) 34,284 25,500

Revenue Detail Security Lights Service Connection Fees Utility Theft Fee Charge Off Collections Traffic Signalization Reimb Charge Off Collections Penalty‐Charge Offs Forward Purchase Contracts Late Pymt Fee Service Chrg‐Returned Checks Interest Revenues‐General Interest Rev‐Prem. Amort. Riverwalk Assessment Revenue Insured Damages Recovered Total Utility Revenues Investment Earnings Interest Revenues‐General Interest Rev‐Prem. Amort. Total Investment Earnings Proceeds‐ Cap Asset Disposition Restricted Land Sale Revenues Total Proceeds‐ Cap Asset Disposition Other Revenues 3rd Party Damages Recovered Reserved‐Capital Lease Total Other Revenues Capital Contributions Contrib to Util Oper York Cty Total Capital Contributions TOTAL ELECTRIC FUND (726) WATER FUND Utility Revenues Water Sales

2009/10 Actual

2010/11 Actual

2011/12 Budget

2011/12 2012/13 Estimated Approved

2013/14 Proposed

1,203,498 1,223,554 1,267,095 1,317,512 1,339,403 1,366,191 376,060 344,256 350,000 346,924 357,000 364,140 34,737 34,250 40,000 20,100 25,000 25,500 (11,328) (7,132) 0 0 0 0 156,927 21,410 160,000 180,666 155,000 158,100 279,973 282,452 230,000 122,887 310,000 310,000 17,063 16,440 12,000 15,416 15,000 15,000 30,974 30,561 0 0 0 0 777,695 817,726 860,000 802,048 907,200 924,744 30,810 30,630 35,000 25,860 35,700 36,414 112,491 107,694 100,000 52,913 50,000 60,000 294,573 363,042 0 138,510 0 0 85,159 42,504 50,000 79,935 40,000 40,000 0 124,488 0 0 0 0 76,880,877 81,153,301 85,660,687 81,457,683 88,215,289 92,865,183 112,491 107,694 100,000 52,913 50,000 60,000 294,573 363,042 0 138,510 0 0 407,064 470,736 100,000 191,423 50,000 60,000 265,000 265,000 265,000 265,000 265,003 265,005 265,000 265,000 265,000 265,000 265,003 265,005 56,371 29,230 15,000 51,026 30,000 30,000 386 90 0 0 0 0 56,757 29,320 15,000 51,026 30,000 30,000 265,000 265,000 265,000 265,000 265,003 265,005 265,000 265,000 265,000 265,000 265,003 265,005 $77,874,698 $82,183,357 $86,305,687 $82,230,132 $88,825,295 $93,484,693 11,414,451 12,289,523 13,335,394 12,590,008 12,954,534 13,365,576

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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

2009/10 Actual

2010/11 Actual

2011/12 Budget

298,936 85,711 9,634 180,285 290 (50) 59 203,702 38,307 12,231,325 21,985 21,985 $12,253,309 16,384,562 55,484 11,680 7,478 1,878 11,014 0 121,623 209 0 64,005 16,657,933 956 956 $16,658,889

386,780 85,806 12,984 184,118 301 0 47 203,739 36,802 13,200,100 0 0 $13,200,340 17,532,479 33,168 4,552 1,957 0 17,877 2,274 84,251 138 0 55,713 17,732,409 1,961 1,961 $17,734,370

400,000 82,410 367,973 153,000 1,061 0 212 203,421 30,000 14,573,471 500 500 $14,573,972 19,050,000 35,000 10,000 9,000 0 0 0 90,203 531 25,000 30,000 19,249,733 0 0 $19,249,733

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

2011/12 2012/13 Estimated Approved

2013/14 Proposed

299,656 358,572 436,160 73,105 75,000 75,000 8,774 375,332 382,839 195,373 170,000 170,000 1,020 1,082 1,104 0 0 0 27 216 221 203,421 204,000 204,000 43,776 30,600 31,212 13,415,160 14,169,336 14,666,112 0 0 0 0 0 0 $13,415,160 $14,169,336 $14,666,112 17,481,381 19,094,065 19,571,417 69,493 35,700 36,414 5,840 10,200 10,404 2,110 2,000 2,040 0 0 0 0 0 0 0 0 0 108,749 92,007 93,847 67 541 552 0 20,000 20,400 70,055 30,600 31,212 17,737,695 19,285,113 19,766,286 0 0 0 0 0 0 $17,737,695 $19,285,113 $19,766,286

Revenue Detail ALL FUNDS REVENUE SUMMARY

2009/10 Actual

2010/11 Actual

2011/12 Budget

2011/12 2012/13 Estimated Approved

General Fund $50,040,771 $53,115,878 $50,354,618 $53,780,052 Accommodations Tax $330,074 $372,435 $383,302 $289,422 Tax Increment Surplus $1,061,079 $1,278,758 $1,642,709 $1,787,825 Local Hospitality Tax $3,570,902 $3,773,856 $3,816,971 $4,239,768 Fire Impact Fee $154,469 $230,765 $238,683 $381,751 Stormwater Fund $2,398,181 $2,397,152 $2,269,968 $2,479,820 Electric Fund $77,874,698 $82,183,357 $86,305,687 $82,230,132 Water Fund $12,253,309 $13,200,340 $14,573,972 $13,415,160 Wastewater Fund $16,658,889 $17,734,370 $19,249,733 $17,737,695 Water Impact Fee Fund $102,412 $104,856 $150,000 $169,456 $254,982 Wastewater Impact Fee Fund $228,035 $165,775 $225,000 Total Revenues $164,672,819 $174,557,542 $179,210,644 $176,766,063

2013/14 Proposed

$51,641,018 $52,141,920 $395,000 $385,000 $1,642,717 $1,771,737 $4,130,982 $4,168,796 $256,080 $258,641 $2,415,000 $2,416,000 $88,825,295 $93,485,193 $14,169,336 $14,666,112 $19,285,113 $19,766,286 $178,500 $180,285 $283,500 $286,335 $183,222,541 $189,526,305

APPROVED FISCAL YEAR 2013 RATE AND FEE CHANGES Electric Rate Wastewater Rate Business License Fee

4% increase to cover 6.7% purchased power wholesale rate increase 5% increase to cover wastewater system capital projects 10% on‐time payment discount

PROJECTED FISCAL YEAR 2014 RATE AND FEE CHANGES Electric Rate

4% increase to cover projected purchased power wholesale rate increase

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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 2013 covers approximately 12% of General Fund expenses, down from as much as 42% in 1990. General Fund expenditures for Fiscal Year 2013 are budgeted at $51,641,018 a 2.6% increase when compared to Fiscal Year 2012. Personnel expendi‐ tures (salaries and salary additives) make up 72% of the total general fund expenditures ($37 million). The Fiscal Year 2013 budget reflects the restoration of the employee pay‐for‐performance program after three years of a modified plan. The approved Fiscal Year 2013 budget reflects a 7% increase in capital spending when compared to Fiscal Year 2012, largely due to the continued efforts to restore the City’s equipment and vehicle replacement plan fol‐ lowing years of modified implementation.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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 in‐ cludes several capital projects in the Electric, Water, and Wastewater Funds over the next five years. Many of these projects will be funded from rate increases in the corresponding funds. The others will be funded with revenue bonds. The Capital Im‐ provement Plan section provides more information on these projects. The Fiscal Year 2013 budget reflects the restoration of the employee pay‐for‐performance program after three years of a modified plan. The Fiscal Year 2013 approved budget includes a 5% scheduled wastewa‐ ter rate increase. This increase will cover capital pro‐ jects for the wastewater system. The approved budget also includes a 4% to cover a 6.7% PMPA wholesale rate increase.

Expenditure Summary EXPENDITURES SUMMARY Fiscal Year 2013 Enterprise Fund Expenditures by Category

Fiscal Year 2013 General Fund Expenditures by Category Capital Expenses, 6%

Non‐Operating Expense, 18%

Operating Expenses, 22%

Personnel Expense, 8%

Capital Expense, 7%

Personnel Expenses, 72%

Operating Expense, 67%

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

$50,497,438 314,932 1,646,884 4,022,453 154,469 1,949,259 77,457,077 12,498,752 16,787,400

$52,748,814 347,793 1,480,771 3,546,222 230,765 2,540,456 83,161,426 15,416,216 15,419,808

$50,354,619 383,302 1,642,709 3,816,971 238,683 2,269,968 86,305,687 14,573,972 19,249,733

2011/2012 2012/2013 Estimated Approved Budget

2013/2014 Projected

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

$51,847,877 292,583 1,786,876 3,602,268 240,135 1,587,823 86,104,199 14,010,235 18,134,873

$51,641,018 $52,141,919 395,000 385,000 1,642,717 1,771,737 4,130,982 4,168,796 256,080 258,641 2,415,000 2,416,000 88,825,295 93,485,195 14,169,337 14,666,112 19,285,113 19,766,286

138,740 104,856 150,000 150,000 Water Impact Fee Wastewater Impact Fee Fund 229,495 165,775 225,000 225,000 Total Expenditures $165,696,899 $175,162,902 $179,210,644 $177,981,869

178,500 180,285 283,500 286,335 $183,222,542 $189,526,306

*Fund totals include non‐departmental and debt service. DEPARTMENTAL LEVEL SUMMARY General Government Personnel Operating Capital Total Management & Budget Personnel Operating Capital Total Human Resources Personnel Operating Capital Total 38

$3,014,814 1,414,975 28,623 $4,458,411 $1,058,593 435,868 10,906 $1,505,366 $681,007 168,572 0 $849,579

$2,840,065 1,694,232 18,672 $4,552,969 $1,050,359 464,631 31,440 $1,546,430 $626,009 180,669 0 $806,679

$2,730,655 1,691,431 8801 $4,430,889 $1,050,234 408,528 29,870 $1,488,632 $612,690 184,345 0 $797,035

$2,896,775 1,729,818 22,745 $4,649,338 $1,141,881 463,174 59,426 $1,664,480 $630,975 178,287 0 $809,262

$3,005,636 1,549,115 61,250 $4,616,000 $1,146,199 463,175 33,914 $1,643,288 $641,522 178,287 0 $819,810

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Expenditure Summary EXPENDITURES SUMMARY Fire Personnel Operating Capital Total Police Personnel Operating Capital Non‐operating Total Public Works Personnel Operating Capital Total Finance Personnel Operating Capital Total Parks, Recreation, Tourism Personnel Operating Capital Total Economic & Urban Development Personnel Operating Capital Non‐operating Total Housing Authority Personnel Operating Capital Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

2010/2011 Actual

$6,247,360 793,040 410,818 $7,451,219 $9,295,903 1,824,392 726,067 25,751 $11,872,113 $3,244,136 2,936,820 1,392,254 $7,573,209 $2,403,685 815,803 16,156 $3,235,644 $2,781,871 2,634,924 162,854 $5,579,650 $891,657 832,609 99,483 0 $1,823,749 $1,588,352 47,524 0 $1,635,876

2011/2012 Budget

2011/2012 2012/2013 Estimated Approved Budget

$6,658,933 $6,822,509 658,186 867,733 355,352 361,176 $7,672,471 $8,051,418 $9,926,290 $9,953,604 1,738,056 1,933,715 663,309 700,268 25,751 11,958 $12,353,406 $12,599,545 $3,196,289 $3,250,572 2,824,056 3,383,009 1,484,428 1,174,703 $7,504,773 $7,808,284 $2,268,872 $2,427,152 769,410 715,082 0 0 $3,038,282 $3,142,234 $3,368,647 $3,382,349 2,980,770 3,048,678 302,222 222,954 $6,651,639 $6,653,981 $979,184 $988,881 794,184 771,343 55,000 57,829 0 (4,318) $1,828,368 $1,813,735 $1,559,365 $1,550,931 52,880 52,323 0 0 $1,612,245 $1,603,254

$6,735,088 711,358 321,216 $7,767,662 $10,052,108 1,812,220 597,630 25,751 $12,512,709 $3,253,327 2,918,441 1,764,739 $7,936,506 $2,379,740 767,958 34,000 $3,181,698 $3,592,218 2,929,999 270,814 $6,793,031 $1,046,001 786,074 55,000 0 $1,887,074 $1,483,514 59,262 0 $1,542,776

2013/2014 Projected

$6,846,335 711,363 428,029 $7,985,727 $10,219,848 1,787,732 719,225 25,751 $12,777,557 $3,307,289 2,918,462 1,860,483 $8,086,235 $2,417,963 773,461 2,571 $3,193,995 $3,652,750 2,934,742 283,452 $6,870,944 $1,065,043 786,084 55,000 0 $1,906,127 $1,507,229 59,263 0 $1,566,491

Expenditure Summary EXPENDITURES SUMMARY

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.

2010/2011 Actual

2011/2012 Budget

$1,879,270 780,251 1,089 $2,660,611

$1,914,999 771,875 4,001 $2,690,875

$920,901 530,864 9,109 $1,460,874

$741,606 698,258 348,264 752,327 $2,540,456 $5,054,968 10,045,392 60,910,535 2,032,409 8,244,996 $86,288,301 $2,202,908 3,217,976 26,183 9,969,150 $15,416,216 $2,158,761 4,182,867 3,790,820 8,353,430 $18,485,878

2011/2012 2012/2013 Estimated Approved Budget

2013/2014 Projected

$1,886,765 $663,178 0 $2,549,943

$2,076,782 789,641 40,410 $2,906,833

$2,115,152 789,644 2,000 $2,906,795

$935,637 $959,220 299,818 195,318 82,335 112,724 $1,317,790 $1,267,262 $842,623 $638,689 675,182 252,931 203,878 195,140 0 501,064 $1,721,683 $1,587,823 $4,072,189 $4,690,521 9,831,731 8,306,134 64,680,358 63,596,858 2,154,279 3,727,213 5,567,130 5,783,472 $86,305,687 $86,104,199 $2,132,340 $2,275,520 2,472,942 2,590,092 1,810,670 986,595 8,158,020 8,158,027 $14,573,972 $14,010,235 $1,959,876 $2,117,606 4,542,188 4,563,679 4,508,717 3,467,759 8,238,953 7,985,829 $19,249,734 $18,134,873

$944,538 302,466 43,000 $1,290,004 $768,316 468,629 639,352 538,703 $2,415,000 $4,906,162 8,136,857 68,872,110 1,585,167 5,324,999 $88,825,295 $2,147,753 2,717,723 1,436,965 7,866,896 $14,169,337 $2,034,215 4,457,739 4,655,013 8,138,145 $19,285,113

$960,079 302,466 25,000 $1,287,545 $779,322 468,632 629,342 538,703 $2,416,000 $4,983,492 8,142,072 73,379,536 1,432,753 5,547,342 $93,485,195 $2,179,450 2,717,742 1,476,629 8,292,291 $14,666,112 $2,063,897 4,457,773 4,976,379 8,268,238 $19,766,286

Divisional level expenditure information is available on pages 44‐90.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budget Overview Performance Budgets Performance Budget Overview

Introduction to Performance Budgets

FY2012 Performance Results

Accountability & Transparency Efforts

Performance Budgets

General Government

Office of Management & Budget

Human Resources Office

Planning and Development

Housing and Neighborhood Services

Police

Fire

Public Works

Finance

Parks, Recreation, and Tourism

Economic and Urban Development

Housing Authority

Stormwater Fund

Electric Fund

Water Fund

Wastewater Fund

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

FY2013—2015 Strategic Plan City of Rock Hill Strategic Goals

Quality Services

102

Quality Places

112

Quality Community

118

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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 remind‐ ing 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 sec‐ tion:

FY2012 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 2012. 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 INNOVA‐ TION AWARD.

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

FY2013—FY2015 Strategic Plan—while the performance budget section, pages 44 through 90, highlight a few performance measures, the Strategic Plan section provides the City’s official Strategic Plan in its entirety. Our Strategic Plan and Perform‐ ance Dashboard earned the International City/County Management Association (ICMA) 2012 CERTIFICATE OF EXCELLENCE FOR PER‐ FORMANCE MANAGEMENT.

FISCAL YEAR 2012 PERFORMANCE RESULTS SUMMARY

The City met 72% of the performance targets that were due in Fiscal Year 2012. 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 de‐ veloped with appropriate rigor. During Fiscal Year 2013, the City will use its resources to address the priorities set forth in the new Strategic Plan. FY2012 Performance Results Strategic Initiative

Targets Met (Percent)

Targets Not Met Unavailable (Percent)

All Initiatives

72%

26%

Public Safety

81%

13%

Short & Long Term Economic Development

77%

23%

Old Town Revitalization

70%

30%

Ensure the Provision of Quality Public Services

62%

36%

Sustainable Growth

75%

19%

Quality of Life

69%

31%

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

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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

Progress is communicated using various types of graphs and timelines with narrative information. When available, historical performance data is 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 fre‐ quency 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 an‐ nually (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 2012/2013

Performance Budgets Divisional Chart and Core Processes & Outputs

GENERAL GOVERNMENT

Mayor Department Description & City Council is responsible for directing the government Cemetery Municipal City Council through policy actions and legislative decisions. The Mu‐ Services Court nicipal Court strives to render fair, impartial judicial deci‐ sions on all traffic violations and certain criminal offenses which occur within City limits. The Solicitor’s Office works Custodial Solicitor’s to secure safety and justice for the citizens of Rock Hill and Services Office prosecutes cases in the Municipal Court, including jury tri‐ General als and environmental code violations. The Grants division Government is responsible for securing grants for various City opera‐ Building City Attorney tions and ensuring compliance with grant requirements. Maintenance The Purchasing/Fleet division oversees bid management and fleet maintenance for the entire organization. The City Attorney is a contracted service which provides legal sup‐ Purchasing & General port to all City Departments, Council, Boards, and Commis‐ Fleet Election sions; to ensure City property is well maintained; to pro‐ Grants vide professional cemetery services to the public. Building Maintenance and Custodial Services maintain the cleanli‐ Mayor & City Council Grants ness and upkeep of City buildings. Review and adopt budget Secure grant funding Enact ordinances and resolutions Purchasing & Fleet Fiscal Year 2013 Key Issues Municipal Court Bid management/purchase Caseload management will remain a challenge for both the Maintain jury docket orders Municipal Court and Solicitor’s Office. The planned expan‐ Render judicial decisions Vehicle maintenance sion to the Law Center should assist with managing the City Attorney caseload. Maintaining the City owned buildings will remain Solicitor’s Office Maintain jury trial scheduling Legal services a challenge given the level of funding. The City will con‐ Victim advocacy Custodial Services tinue to seek out environmentally friendly fleet. Building Maintenance Maintain building cleanliness Preventive maintenance Cemetery Services Grounds upkeep

GENERAL GOVERNMENT DEPARTMENT PROGRAM EXPENDITURES Expenditures by Category

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$3,028,366

$3,014,814

$2,840,065

$2,730,655

$2,896,775

$3,005,636

Operating

1,373,968

1,414,975

1,694,232

1,691,431

1,729,818

1,549,115

16,576

28,623

18,672

8801

22,745

61,250

$4,418,910

$4,458,411

$4,552,969

$4,430,889

$4,649,338

$4,616,000

Capital Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets GENERAL GOVERNMENT (continued)

Target

FY2010 Actual

FY2011 Actual

FY2012 Actual

Objective: Provide effective services in the Solicitor’s Office Effectively manage caseload Number of jury trial cases processed

Number proc‐ essed

1,267

1,559

1,811

Dispose of jury trials within 180 days

50%

63%

68%

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

267

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

265

267

Division: City Council

Mission: To serve the citizens of Rock Hill as the governing body of the City; responsible for formulat‐ ing and enacting public policy which provides for the growth and development of the commu‐ nity and directs the government to provide services which meet the needs of the citizens and en‐ hance the quality of life.

CITY COUNCIL PROGRAM EXPENDITURES (DIVISION– 1101) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$175,083

$180,299

$112,729

$129,056

$115,915

$116,201

Operating

91,288

90,329

86,855

67,988

86,855

86,856

$266,371

$270,628

$199,584

$197,044

$202,770

$203,056

Capital Total

Personnel

Full‐time

Part‐time

Total

Division: Municipal Court

Mission: To serve the public in the administration of law; to ren‐ der 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 citi‐ zens of Rock Hill.

MUNICIPAL COURT PROGRAM EXPENDITURES (DIVISION ‐ 1201) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$543,732

$545,831

$552,406

$582,223

$563,502

$572,671

Operating

186,208

155,940

197,855

184,070

188,161

188,163

320

15,657

$730,260

$717,428

$750,261

$766,293

$751,664

$760,833

Capital Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets

GENERAL GOVERNMENT (continued)

Division: Solicitor’s Office

Mission: To provide professional and responsive prosecution of criminal cases in the Rock Hill Municipal Court; to approach each citizen who has been the victim of a crime with a sense of compassion and understanding; to work in cooperation with the Rock Hill Police Department and other law enforcement agencies, including Winthrop University Police, in the preparation, pres‐ entation, and disposition of crimi‐ nal cases and provide legal assis‐ tance to all departments of the City. Division: Purchasing & Fleet

Mission: To provide competitive and timely purchase of supplies, materials, equipment and ser‐ vices 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 qual‐ ity, cost‐effective fleet mainte‐ nance services.

SOLICITOR’S OFFICE PROGRAM EXPENDITURES (DIVISION— 1202) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$371,164

$384,650

$356,023

$380,596

$329,412

$397,797

Operating

48,688

48,996

59,033

61,171

96,233

54,633

$419,852

$433,646

$415,056

$441,767

$425,644

$452,430

Capital Total

Personnel

Full‐time

Part‐time

Total

PURCHASING & FLEET PROGRAM EXPENDITURES (DIVISION– 4305) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$959,916

$960,909

$955,808

$1,012,766

$995,027

$1,011,288

Operating

71,036

117,052

87,101

110,000

87,101

‐18,222

Capital

14,931

12,889

33,000

Total

$1,045,883 $1,090,849 $1,042,909 $1,122,766 $1,082,129 $1,026,066

Personnel

Full‐time

Part‐time

Total

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. Responsibili‐ ties associated with this include working in collaboration with City staff and project stakeholders on needs, and fostering positive rela‐ tionships with funders and United Sates Congressional delegation.

GRANTS PROGRAM EXPENDITURES (DIVISION– 1320) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Approved

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$200,765

$203,629

$174,989

$238,418

$182,559

$186,375

Operating

32,804

51,602

84,975

50,949

68,175

1,201

$234,770

$255,231

$259,964

289,368

$250,734

$254,550

Capital Total

Personnel

Full‐time

Part‐time

Total

Division: Grants

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets GENERAL GOVERNMENT (continued)

Division: City Attorney

CITY ATTORNEY PROGRAM EXPENDITURES (DIVISION– 1601)

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

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

Operating

355,414

317,588

288,992

313,087

288,995

288,998

Capital Total

$355,414

$317,588

$288,992

$313,087

$288,995

$288,998

2011/2012 2011./2012 Budget Projected

2012/2013 Approved

2013/2014 Proposed

GENERAL ELECTIONS PROGRAM EXPENDITURES (DIVISION– 1401)

Expenditures

Division: Buildings Maintenance

2009/2010 Actual

2010/2011 Actual

Personnel

Operating

3,424

509

16,000

4,030

5,000

$3,424

$509

$16,000

$4,030

$5,000

Capital Total

BUILDINGS MAINTENANCE PROGRAM EXPENDITURES (DIVISION— 3310; PRIOR TO FY2012 DIVISION 4320)

Expenditures

Mission: To provide effective maintenance of all City facilities to ensure their optimal use by employees and the public.

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$225,976

$241,818

$276,096

$290,607

$281,903

$286,136

Operating

459,481

465,048

419,120

630,178

447,824

409,038

24,173

41,730

10,001

10,000

$709,630

$748,596

$705,217

$920,785

$739,728

$705,174

Capital

Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets GENERAL GOVERNMENT (continued)

CEMETERY SERVICES PROGRAM EXPENDITURES (DIVISION– 3315; PRIOR TO FY2012 DIVISION 4325)

Division: Cemetery Services

Expenditures

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

Division: Custodial Services

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$111,750

$109,546

$105,508

$158,993

$107,891

$109,560

Operating

227,622

219,495

241,877

248,629

241,747

124

8,671

8,801

12,745

18,250

$339,497

$329,118

$356,056

$416,424

$362,382

$369,557

Personnel

Full‐time

Part‐time

Total

Capital Total

CUSTODIAL SERVICES PROGRAM EXPENDITURES (DIVISION– 3320; PRIOR TO FY2012 DIVISION 4330) 2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$332,978

$314,975

$306,507

$318,592

$320,566

$325,609

Operating

67,216

69,253

66,229

82,500

78,529

78,530

Capital

Total

$400,194

$384,228

$372,736

$401,092

$399,095

$404,138

Personnel

Full‐time

Part‐time

Total

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

Expenditures

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets OFFICE OF MANAGEMENT AND BUDGET

Divisional Chart and Core Processes & Outputs

Department Description The Administration division provides professional leader‐ ship and direction in the administration and execution of all polices, supervises City departments to ensure high quality community services, and communicates public in‐ formation to keep the public informed on City programs, policies, and initiatives. The Budget Office is responsible for developing and man‐ aging the City’s budget, capital improvement plan, and strategic planning efforts. The Airport division is responsible for operating the munici‐ pal airport.

Administration

Office of Man‐ agement and Budget Airport

Budget Office

Fiscal Year 2013 Key Issues The Airport will continue addressing its capital improve‐ ment plan to enhance the infrastructure at the airport. The Office of Management and Budget (OMB) will continue to manage the City’s budget and performance efforts. OMB will seek out opportunities to enhance communications and accessibility to City services and data, including re‐ vamping the City’s website.

Administration Policy direction Communicate public information Develop communication plans Provide television broadcasts Airport Planning and development Hangars, facilities, runways

Budget Office Budget preparation Capital Improvement Plan Strategic planning Performance measurement

OFFICE OF MANAGEMENT AND BUDGET PROGRAM EXPENDITURES Expenditures by Category

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$1,158,563

$1,058,593

$1,050,359

$1,050,234

$1,141,881

$1,146,199

Operating

410,654

435,868

464,631

408,528

463,174

463,175

6,957

10,906

31,440

29,870

59,426

33,914

$1,576,174

$1,505,366

$1,546,430

$1,488,632

$1,664,480

$1,643,288

Capital Total

Personnel

Full‐time

Part‐time

Total

*The Office of Management and Budget was created in Fiscal Year 2012. The financial and personnel information shown for fiscal years 2010 and 2011 are reflective of the divisions that are now included in the Office of Management and Budget. City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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

FY2006 Actual

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

Division: Administration

FY2009 Actual

FY2012 Actual

59%

61%

70%

46%

62%

59%

ADMINISTRATION EXPENDITURES (DIVISION— 2401; PRIOR TO FY2012 DIVISIONS 1305 AND 1310)

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 sup‐ port between City government and the community by communi‐ cating public information, man‐ aging municipal public relations, fostering community partner‐ ships, and facilitating citizen in‐ volvement.

Expenditures

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

$813,056

$761,495

$751,224

$742,038

$821,678

$820,982

Operating

136,927

144,805

179,763

150,503

178,305

178,306

Total

7,001

7,232

8,506

8,389

$949,984

$906,300

$937,989

$899,774

$1,008,489

$1,007,676

Personnel

Full‐time

Part‐time

Total

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

Division: Airport

AIRPORT PROGRAM EXPENDITURES (DIVISION– 2405; PRIOR TO FY2012 DIVISION 1825)

2011/2012 Budget

Personnel

Capital

2009/2010* 2010/2011* Actual Actual

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.

Expenditures

2009/2010 2010/2011* Actual Actual

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$125,676

$81,383

$76,649

$84,741

$81,683

$83,045

Operating

238,049

262,283

254,640

237,775

254,641

254,642

Capital Total

2011/2012 Budget

6,957

10,906

24,439

22,637

50,920

25,525

$370,682

$354,572

$355,728

$345,155

$387,244

$363,212

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets

OFFICE OF MANAGEMENT AND BUDGET (continued)

Division: Budget Office

Mission: To develop, implement, monitor, and manage the City’s budget; manage the City’s stra‐ tegic planning efforts; provide financial and operations analysis for all City operations; provide research on best practices; pro‐ vide technical functions for the Mayor and Council and City de‐ partments so that the highest levels of quality services are de‐ livered to the residents of the City of Rock Hill in a fiscally re‐ sponsible manner.

BUDGET OFFICE PROGRAM EXPENDITURES (DIVISION– 2410; PRIOR TO FY2012 DIVISION 4301) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$219,831

$215,714

$222,485

$223,453

$238,519

$242,172

Operating

35,678

28,780

30,227

20,249

30,228

$255,509

$244,494

$252,713

$243,702

$268,747

$272,400

Capital Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets HUMAN RESOURCES DEPARTMENT

Divisional Chart and Core Processes & Outputs

Department Mission To direct citywide human resources services in a manner that is innovative, effective, efficient, and customer fo‐ cused; serves as a conduit through which City Management affects comprehensive organizational change and quality of government; oversees employee customer service training to ensure that all employees understand the City’s commit‐ ment to providing high quality customer service.

Administration

Human Resources

Fiscal Year 2013 Key Issues During Fiscal Year 2013, one of Human Resources most significant challenges will be to enhance insurance cost containment. Additionally Human Resources will work closely with the Police and Fire Departments on recruit‐ ment and retention efforts and ; 3) coordinating a citywide classification and compensation study and increasing train‐ ing and employee development for front‐line employees.

Personnel Services

Administration Management & staff training Employee & retiree benefits Wage & salary administration Employment law compliance Youth grant programs

Personnel Services Recruitment New‐hire orientation Special events Mail Courier Services

HUMAN RESOURCES PROGRAM EXPENDITURES Expenditures by Category

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$711,848

$681,007

$626,009

$612,690

$630,975

$641,522

Operating

191,581

168,572

180,669

184,345

178,287

$903,429

$849,579

$806,679

$797,035

$809,262

$819,810

Capital Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets HUMAN RESOURCES DEPARTMENT (continued)

FY2004

FY2006

FY2009

FY2012

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

75%

77%

73%

87%

Percent rating employees’ responsiveness as excellent or good

71%

63%

66%

84%

Percent rating employees’ courtesy as excellent or good

71%

68%

74%

81%

Percent rating overall impression of employees as excellent or good

71%

64%

72%

84%

Division: Administration

ADMINISTRATION PROGRAM EXPENDITURES (DIVISION– 1701)

Mission: To direct citywide hu‐ man resources services in a man‐ ner that is innovative, effective, efficient, and customer focused. Serve as a conduit through which City Management affects compre‐ hensive organizational change and quality of government. Division: Personnel Services

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$401,228

$370,535

$322,876

$340,825

$319,295

$324,332

Operating

165,323

143,571

147,515

157,806

147,482

147,483

$566,552

$514,106

$470,390

$498,631

$466,777

$471,814

Capital Total

Personnel

Full‐time

Part‐time

Total

PERSONNEL SERVICES PROGRAM EXPENDITURES (DIVISION– 1705)

Mission: To provide employment,

Expenditures

training, and departmental part‐ nerships that enable the City to excel in its goal of being a cus‐ tomer‐driven organization.

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$310,619

$310,472

$303,134

$271,846

$311,680

$317,190

Operating

26,258

25,002

33,155

26,539

30,805

$336,877

$335,473

$336,288

$298,386

$342,485

$347,995

Capital

Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets PLANNING AND DEVELOPMENT DEPARTMENT

Divisional Chart and Core Processes & Outputs

Department Mission The mission of the Planning and Development Depart‐ ment is to preserve and enhance Rock Hill’s economic vital‐ ity and quality of life through thoughtful planning and care‐ ful management of growth and development activities. To accomplish this we strive to engage the community and further its values, communicate and collaborate with inter‐ nal and external partners at all levels, and provide the high‐ est quality of customer service to citizens, businesses and investors in our community. As part of this mission we pro‐ vide 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 man‐ ner.

Administration & Customer Service

Infrastructure Planning & Development

Planning

Fiscal Year 2013 Key Issues The Department will continue to implement the work plan associated with the recently adopted Comprehensive Plan. Planning and Development will continue its efforts of orga‐ nizing a Transportation Planning Coordination Group across City Departments to help coordinate the planning phase of all transportation capital projects.

Zoning

Building Inspections

Administration & Customer Service Planning Personnel management Annexation Staff training Transportation Planning Comprehensive Planning Building Inspections

Infrastructure Site/subdivision plan review Water & sewer permitting

Code enforcement Inspections

Zoning Zoning enforcement Land Uses

PLANNING & DEVELOPMENT PROGRAM EXPENDITURES Expenditures by Category1

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$1,856,144

$1,879,270

$1,914,999

$1,886,765

$2,076,782

$2,115,152

Operating

596,437

780,251

771,875

$663,178

789,641

789,644

7,738

1,089

4,001

40,410

2,000

$2,460,318

$2,660,611

$2,690,875

$2,549,943

$2,906,833

$2,906,795

Capital Total 1

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets PLANNING AND DEVELOPMENT DEPARTMENT (continued)

Target

FY2010 Actual

FY2011 Actual

FY2012 Actual

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

2 2 departments

Assist departments as they develop or update functional plans annually

Objective: Investigate further mass transit options in conjunction with York County and other affected jurisdictions Communicate transit programs and initiatives to public, build community sup‐ port for Bus Rapid Transit, and meet customer needs

61,018 ridership

Maintain participation/ridership level in transit programs Rock Hill’s Ratings from the National Citizen Survey

50,861

FY2004 Actual

63,287

FY2006 Actual

77,547

FY2009 Actual

FY2012 Actual

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

‐

58%

64%

59%

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

‐

37%

45%

39%

Division: Administration & Cus‐ tomer Service

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

ADMINISTRATION & CUSTOMER SERVICE PROGRAM EXPENDITURES (DIVISION–2301) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

Personnel

$408,999

$437,251

$477,996

$471,522

$543,288

$551,604

Operating

97,630

125,937

108,818

59,214

110,818

$506,629

$563,189

$586,814

$530,737

$654,105

$662,422

Capital Total

2012/2013 2013/2014 Approved Proposed

Personnel

Full‐time

Part‐time

Total

ZONING PROGRAM EXPENDITURES (DIVISION– 2310)

Mission: To thoughtfully and effec‐ tively administer the Zoning Ordi‐ nance to foster quality, sustainable growth and economic develop‐ ment, and to provide thorough staff support to the Boards and Commissions that assist in imple‐ menting that vision.

Expenditures

2009/2010 Actual

2010/2011 2011/2012 Actual Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$456,563

$481,598

$513,699

$553,748

$556,399

$565,673

Operating

52,631

58,457

50,714

37,738

52,333

7,738

1,089

4,000

2,000

$516,931

$541,144

$568,413

$591,486

$610,732

$620,006

Capital Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets

Division: Building Inspections

PLANNING AND DEVELOPMENT DEPARTMENT (continued)

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

BUILDING INSPECTIONS PROGRAM EXPENDITURES (DIVISION– 2305) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$412,755

$389,453

$349,301

$362,769

$407,291

$413,954

Operating

26,246

23,856

32,155

25,843

33,345

38,410

$439,001

$413,309

$381,455

$388,613

$479,045

$447,299

Capital Total

Personnel

Full‐time

Part‐time

Total

Division: Planning

Mission: To support the long range vision of the City through development and implementa‐ tion of the Comprehensive Plan and other special studies, and through the administration of the Rock Hill‐Fort Mill Area Transpor‐ tation Study (RFATS) and other transportation‐related activities.

PLANNING PROGRAM EXPENDITURES (DIVISION– 2315) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$374,488

$363,591

$366,932

$273,605

$354,232

$360,534

Operating

405,287

551,474

560,229

519,353

570,721

570,722

$779,775

$915,064

$927,161

$792,959

$924,953

$931,256

Capital Total

Personnel

Full‐time

Part‐time

Total

Division: Infrastructure

Mission: To ensure the adequacy and quality construction of newly developed public and private in‐ frastructure, including landscap‐ ing, streets, utilities and stormwa‐ ter management facilities, through the administration of development standards and coor‐ dination with affected depart‐ ments and agencies.

INFRASTRUCTURE PROGRAM EXPENDITURES (DIVISION–2320) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$203,339

$207,377

$207,072

$225,119

$215,573

$223,386

Operating

14,643

20,527

19,959

21,027

22,425

Capital Total

$217,982

$227,905

$227,031

$246,146

$237,998

$245,812

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets HOUSING AND NEIGHBORHOOD SERVICES

Divisional Chart and Core Processes &Outputs

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

Administration

Neighborhood Empowerment

Housing & Neighborhood Services

Neighborhood Development Services

Fiscal Year 2013 Key Issues Neighborhood Development will continue to move forward with the Neighborhood Stabilization Program. The Neighborhood Development Division will continue to work with faith based organizations to maximize limited funding to rehabilitate owner occupied properties falling within low income guidelines. Neighborhood Inspections will continue the Old Town Pride initiative by beginning a new round of investor owned property inspections within the urban core. Additional neighborhoods will be sought out to con‐ tinue the Pro‐Active Code Enforcement (PACE) program. PACE works in conjunction with an active neighborhood association, Neighborhood Inspections, Clean and Green, Neighborhood Empowerment, Public Works, Zoning, and the Rock Hill Police Department if necessary; all working together to make a high impact on the appearance and safety of an entire neighborhood.

Neighborhood Inspections

Administration Coordinate civics courses Administer Community Development Block Grants

Neighborhood Empowerment Develop neighborhood organizations Organize neighborhood meetings

Neighborhood Development Services Affordable housing program Historic Preservation

Neighborhood Inspections Code enforcement

HOUSING & NEIGHBORHOOD SERVICES PROGRAM EXPENDITURES Expenditures by Category

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$872,098

$920,901

$935,637

$959,220

$944,538

$960,079

Operating

286,424

530,864

299,818

195,318

302,466

24,964

9,109

82,335

112,724

43,000

25,000

$1,183,487

$1,460,874

$1,317,790

$1,267,262

$1,290,004

$1,287,545

Capital Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets HOUSING AND NEIGHBORHOOD SERVICES DEPARTMENT (continued)

Target

FY2010 Actual

FY2011 Actual

FY2012 Actual

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

5 within Weed & Seed area

8 homes

7 homes 5 homes

Objective: Work with neighborhoods to build strong communities and promote neighborhood redevelopment Engage Neighborhoods/Community Building

Encourage and assist in the formation of neighborhood associations and crime watch groups within Old Town Neighborhood Redevelopment Target infill lots within Hagins Fewell for the creation of affordable housing

3 new associa‐ tions/groups

Not Applica‐ ble

Not Applicable

2 new houses built per year

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

25 per year

Provide owner‐occupied rehabilitations within Old Town neighborhoods

FY2004 Actual

Rock Hill’s Ratings from the National Citizen Survey

FY2006 Actual

FY2009 Actual

FY2012 Actual

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

68%

72%

70%

75%

Percent rating code enforcement as excellent or good

30%

36%

35%

Division: Administration

Mission: Provide support to the Neighborhood Development, Neighborhood Inspections, and Neighborhood Empowerment divi‐ sions of the Housing and Neighbor‐ hood Services Department

ADMINISTRATION PROGRAM EXPENDITURES (DIVISION– 2001) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$103,635

$123,122

$153,173

$160,094

$156,090

$158,735

Operating

58,418

59,081

67,221

62,031

67,121

67,122

$162,053

$182,203

$220,393

$222,125

$223,211

$225,857

Capital Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets HOUSING AND NEIGHBORHOOD SERVICES DEPARTMENT (continued)

Division: Neighborhood Empowerment

NEIGHBORHOOD EMPOWERMENT PROGRAM EXPENDITURES (DIVISION– 2005)

Expenditures

Mission: To stabilize and revitalize neighborhoods by encouraging and assisting citizens with developing neighborhood organizations, so they may better access City services and identify and leverage community re‐ sources. Neighborhood Empower‐ ment serves as a link between City government and Rock Hill neighbor‐ hoods and works to build a sense of community and partnership within and between neighborhoods, the City of Rock Hill, and other public and pri‐ vate stakeholders. Division: Neighborhood Inspections

Mission: To provide customer‐ focused community development and housing services in a cost‐effective manner that ensure quality develop‐ ment and living standards for all citi‐ zens. To improve health, safety, and community appearance through edu‐ cation and to plan and implement quality programs which involve the public in community improvement, waste reduction, litter control, and environmental education.

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$249,113

$275,131

$273,584

$282,006

$268,879

$273,345

Operating

41,335

39,637

50,909

35,477

51,197

$290,448

$314,768

$324,493

$317,483

$320,076

$324,542

Total

Personnel

Full‐time

Part‐time

Total

NEIGHBORHOOD INSPECTIONS PROGRAM EXPENDITURES (DIVISION– 2010) Expenditures

2010/2011 Actual

Capital

Division: Neighborhood Development

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$222,650

$207,362

$204,857

$201,303

$209,381

$212,653

Operating

139,775

388,623

130,334

70,117

131,814

31,000

36,540

18,000

$362,425

$595,984

$366,191

$307,961

$359,195

$344,468

Capital Total

Personnel

Full‐time

Part‐time

Total

2012/2013 Approved

2013/2014 Proposed

$310,188

$315,345

52,333

NEIGHBORHOOD DEVELOPMENT PROGRAM EXPENDITURES (DIVISION– 2015) Expenditures Personnel

Operating

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

$296,700

$315,287

$304,023

$315,815

51,354

27,692

Capital Total

Personnel Full‐time

46,896

43,523

24,964

9,109

51,335

76,183

25,000

$368,560

$367,919

$406,712

$419,691

$387,521

$392,679

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets POLICE DEPARTMENT

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

Divisional Chart and Core Processes & Outputs Administration

Information Management

Fiscal Year 2013 Key Issues In addition to addressing recommendations from the Police Staffing Study, the department will continue its efforts on reaching performance goals that include reducing property crime and responding to Priority One calls within five min‐ utes.

Investigations Police Department

Support Services

Patrol

Administration Personnel management Community relations Department oversight/policy

Support Services Detention Community services Recruitment & accreditation

Investigations Crimes against persons & property Street Crimes Unit Victim/Witness program

Information Management Crime analysis Telecommunications Record management

Patrol Enforce traffic law Proactive patrol Respond to citizen calls for service

POLICE DEPARTMENT PROGRAM EXPENDITURES Expenditures by Category

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$8,931,230

$9,295,903

$9,926,290

$9,953,604

$10,052,108

$10,219,848

Operating

1,643,838

1,824,392

1,738,056

1,933,715

1,812,220

1,787,732

693,694

726,067

663,309

700,268

597,630

719,225

25,751

11,958

25,751

$11,294,512

$11,872,113

$12,353,406

$12,599,545

$12,512,709

$12,777,557

Capital Non‐operating Total

Personnel

Full‐time

182

184

Part‐time

185

187

185

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets POLICE DEPARTMENT (continued)

Target

FY2010 Actual

FY2011 Actual

FY2012 Actual

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

2% annually

18%

35%

33%

Reduce property crime per capita from three year trend

2% annually

13%

Respond to Priority 1 calls within 5 minutes

80%

48%

51%

46%

FY2004 Actual

Rock Hill’s Ratings from the National Citizen Survey

52%

61%

65%

Percent who feel very or somewhat safe from property crime

50%

51%

48%

60%

FY2012 Actual

60%

FY2009 Actual

Percent who feel very or somewhat safe from violent crime

FY2006 Actual

Division: Administration Mission: Members of the Rock Hill Police Department are dedi‐ cated to delivering high quality police services through meaning‐ ful community partnerships and problem solving. The Police De‐ partment is built on a philosophy that includes the values of: com‐ munity, excellence, integrity, loy‐ alty, and teamwork. Division: Investigations

Mission: Members of the Criminal Investigations Division are dedi‐ cated to conducting thorough, fair, and impartial persons and property investigations. Division members take a proactive ap‐ proach toward focusing resources on crime detection, investigation, and apprehension of criminal offenders.

ADMINISTRATION PROGRAM EXPENDITURES (DIVISION– 2101) Expenditures

2009/2010 1 Actual

2010/2011 1 Actual

2011/2012 1 Budget

2011/2012 1 Projected

2012/2013 Approved

2013/2014 1 Proposed

Personnel

$8,925,758

$9,295,903

$9,637,849

$9,951,322 $10,052,108

$10,219,848

Operating

826,110

975,598

778,993

1,129,719

829,653

829,662

Capital

693,694

726,067

663,309

700,268

597,630

719,225

Total

$10,445,562 $10,997,568 $11,080,151 $11,781,310 $11,479,391 $11,768,735

Personnel

Full‐time

168

Part‐time Total

184

171

187

185

INVESTIGATIONS PROGRAM EXPENDITURES (DIVISION– 2105) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

Operating

43,736

37,791

42,170

27,777

42,170

$43,736

$37,791

$42,170

$27,777

$42,170

Capital Total

Personnel

Full‐time

Part‐time

Total

To better reflect police enforcement strategies and subsequent frequent reassignment of personnel in the Police De‐ partment, beginning with Fiscal Year 2010, all Police personnel expenditures are reflected in the Administration Division.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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 PROGRAM EXPENDITURES (DIVISION— 2110) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$5,123

$2,281

Operating

29,190

29,262

26,073

25,871

26,073

26,074

$34,313

$29,262

$26,073

$28,153

$26,073

$26,074

Capital Total

Personnel

Full‐time

Part‐time

Total

Division: Support Services Mission: The members of the Sup‐ port Services Division are dedicated to being responsive, fair, and impar‐ tial to the needs of the community and the employees of the agency when conducting investigations. Support Services is also dedicated to delivering high quality police services through meaningful community partnerships and leading the depart‐ ment in problem solving. The Divi‐ sion also strives to provide the most up‐to‐date and relevant training pos‐ sible to all employees of the agency.

SUPPORT SERVICES PROGRAM EXPENDITURES (DIVISION– 2120) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$349

Operating

379,975

433,893

471,112

376,220

471,116

471,119

25,751

11,958

25,751

$406,074

$459,644

$496,863

$388,179

$496,867

$496,870

Capital Non‐operating Total

Personnel

Full‐time

Part‐time

Total

Division: Information Management

Mission: Members of the Informa‐ tion Management Division, as the first point of contact, are committed to providing the citizens of Rock Hill a professional customer service ex‐ perience. Members will provide ac‐ curate 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 mainte‐ nance of technology systems, utiliz‐ ing state of the art technology as needed to assist in reducing crime.

INFORMATION MANAGEMENT PROGRAM EXPENDITURES (DIVISION— 2125) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

Operating

364,827

347,849

419,708

374,125

443,208

418,708

$364,827

$347,849

$419,708

$374,125

$443,208

$418,708

Capital Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets FIRE DEPARTMENT

Divisional Chart and Core Processes & Outputs

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

Administration

Fiscal Year 2013 Key Issues During Fiscal Year 2013, the Fire Department will address the need to increase fire safety awareness among the com‐ munity’s adult population. In addition, the Fire Department will continue to be challenged with meeting performance targets such as responding to 90% of fire suppression and medical calls within five minutes.

Fire Firefighting/ Suppression

Prevention/ Inspections

Administration Public education Safety classes

Firefighting/Suppression First responder Hazardous material Training Water rescue Industrial accidents Public education

Fire Prevention/Inspections Inspections Arson investigation Public education

FIRE DEPARTMENT PROGRAM EXPENDITURES Expenditures by Category

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$5,905,222

$6,247,360

$6,658,933

$6,822,509

$6,735,088

$6,846,335

Operating

610,957

793,040

658,186

867,733

711,358

711,363

1,304,335

410,818

355,352

361,176

321,216

428,029

$7,820,514

$7,451,219

$7,672,471

$8,051,418

$7,767,662

$7,985,727

Capital Total

Personnel

Full‐time

122

Part‐time

122

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets FIRE DEPARTMENT (continued)

Target

FY2010 Actual

Provide fire safety education programs to elementary school students

3,000

4,626

7,715

6,818

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

90%

89%

90%

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

90%

FY2004 Actual

Rock Hill’s Ratings from the National Citizen Survey

FY2011 Actual

FY2006 Actual

FY2012 Actual

FY2009 Actual

FY2012 Actual

Percent rating fire services excellent or good

89%

90%

95%

Percent rating fire prevention and education excellent or good

72%

76%

77%

Division: Administration

Mission: To provide leadership, administrative support, planning services, and training for all opera‐ tions in the Fire Department to en‐ sure the citizens and businesses of Rock Hill receive high quality fire protection and fire prevention ser‐ vices. Division: Fire Fighting/Suppression

ADMINISTRATION PROGRAM EXPENDITURES (DIVISION– 2201) Expenditures Personnel Operating Capital Total

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

$351,962

$354,890

$390,194

$394,168

$272,539

$275,928

199,314

278,877

199,712

311,982

200,978

200,979

1,021,604

49,074

1.00

60,986

$1,572,879

$682,841

$589,906

$706,152

$473,517

$537,893

Personnel

Full‐time

Part‐time

Total

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

FIRE FIGHTING/SUPPRESSION PROGRAM EXPENDITURES (DIVISION– 2205)

Mission: To minimize the loss of life and property in the community through immediate and effective deployment of personnel and equipment at fires, medical emer‐ gencies, and other dangerous con‐ ditions including hazardous material spills and rescues.

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

Personnel

$5,177,981 $5,514,650 $5,954,240 $6,115,331 $6,107,656 $6,209,311

Operating

376,938

483,145

425,565

518,931

477,689

477,692

Capital

278,861

336,440

352,350

358,130

315,816

361,643

Total

$5,833,780 $6,334,235 $6,732,156 $6,992,393 $6,901,160 $7,048,646

Personnel

Full‐time

112

113

Part‐time

Total

112

113

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets

Division: Fire Prevention/Inspections Mission: The Fire Prevention/ Inspections Division ensures a fire– safe community through effective fire code enforcement, fire preven‐ tion education, ad fire investigation.

FIRE PREVENTION/INSPECTIONS PROGRAM EXPENDITURES (DIVISION– 2210) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$375,279

$377,820

$314,499

$313,010

$354,893

$361,096

Operating

34,706

31,018

32,908

36,820

32,692

32,693

3,870

25,304

3,001

3,045

5,400

$413,855

$434,142

$350,408

$352,875

$392,985

$399,188

Capital

Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets Divisional Chart and Core Processes & Outputs

PUBLIC WORKS DEPARTMENT

Department Mission To improve the health, safety, and appearance of the com‐ munity by cleaning, marking, and resurfacing roadways, by collection and disposing of solid waste and recyclable ma‐ terials, and by supporting other City departments with manpower, equipment, and expertise.

Administration

Recycling

Street Maintenance

Public Works

Fiscal Year 2013 Key Issues During Fiscal Year 2013, Public Works will concentrate on meeting several performance targets including repairing at least 2,500 feet of damaged sidewalks and upgrading at least 30 intersection ramps to comply with ADA standards.

Curbside

Residential Sanitation Commercial Sanitation

Administration Budget & personnel management

Commercial Sanitation Bulk container service Dumpster rentals

Street Maintenance Streets, sidewalks, curbs/gutters Street/parking striping Street signs/markers

Curbside Yard waste collection Public education

Residential Sanitation Refuse collection

Recycling Recycling collection Litter education & prevention

PUBLIC WORKS DEPARTMENT PROGRAM EXPENDITURES Expenditures by Category

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

$3,366,752

$3,244,136

$3,196,289

$3,250,572

$3,253,327

$3,307,289

Operating

2,646,470

2,936,820

2,824,056

3,383,009

2,918,441

2,918,462

Capital

1,248,598

1,392,254

1,484,428

1,174,703

1,764,739

1,860,483

$7,261,821

$7,573,209

$7,504,773

$7,808,284

$7,936,506

$8,086,235

Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets PUBLIC WORKS DEPARTMENT (continued)

Target

Replace 2,000 linear feet of damaged sidewalk annually

2,000 linear feet

6,702

4,995

Linear feet

Linear feet Linear feet

35 per year

Upgrade intersection ramps to comply with ADA requirements

FY2010 Actual

FY2004 Actual

Rock Hill’s Ratings from the National Citizen Survey

FY2011 Actual

FY2006 Actual

FY2012 Actual 3,480 34

FY2009 Actual

FY2012 Actual

Percent rating sidewalk maintenance as excellent or good

36%

43%

38%

44%

Percent rating street repair as excellent or good

23%

25%

29%

24%

Percent rating garbage collection service as excellent or good

75%

74%

76%

84%

Percent rating recycling service as excellent or good

69%

75%

69%

81%

Percent rating yard waste pick‐up as excellent or good

60%

61%

70%

68%

Division: Administration

ADMINISTRATION PROGRAM EXPENDITURES (DIVISION– 3101)

Mission: To provide administra‐ tive leadership, supervision, sup‐ port, and direction for all pro‐ grams in the Public Works Depart‐ ment so that services are deliv‐ ered in a quality, cost‐effective manner while emphasizing friendly and professional cus‐ tomer service.

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$158,609

$168,210

$255,179

$156,513

$254,569

$258,415

Operating

27,564

22,129

30,832

20,081

30,833

22,020

$186,173

$212,359

$286,011

$176,595

$285,402

$289,247

Capital Total

Personnel

Full‐time

Part‐time

Total

STREET MAINTENANCE PROGRAM EXPENDITURES (DIVISION– 3105)

Division: Street Maintenance

Expenditures

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

Expenditures Personnel

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

$683,237

$722,348

$613,724

$732,879

$723,487

$735,439

Operating

231,044

188,782

324,629

205,607

273,902

273,905

Capital

445,270

411,287

519,379

212,663

631,843

614,923

$1,359,551 $1,322,418 $1,457,733 $1,151,151 $1,629,232

$1,624,267

Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets PUBLIC WORKS DEPARTMENT (continued)

Division: Residential Sanitation

Mission: To promote the environ‐ mental health and safety of the com‐ munity by providing household solid waste removal at a cost that is rea‐ sonable to the public and is respon‐ sive to citizens’ needs.

RESIDENTIAL SANITATION PROGRAM EXPENDITURES (DIVISION—3115) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$427,660

$407,997

$396,826

$427,201

$409,142

$416,038

Operating

826,626

932,184

869,963

931,707

892,535

892,543

Capital

274,948

372,621

420,692

426,580

549,875

548,001

Total

$1,529,234 $1,712,802 $1,687,481 $1,785,488 $1,851,552 $1,856,582

Personnel

Full‐time

Part‐time

Total

Division: Commercial Sanitation Mission: To provide cost‐effective, high‐quality bulk container sanita‐ tion service to business, industry, and multi‐family housing units within the City of Rock Hill.

COMMERCIAL SANITATION PROGRAM EXPENDITURES (DIVISION— 3120) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$374,658

$380,064

$356,128

$405,570

$365,744

$371,724

Operating

909,717

953,672

903,132

1,076,062

930,037

930,045

Capital

144,641

191,009

165,747

168,233

158,434

161,181

Total

$1,429,016 $1,524,745 $1,425,007 $1,649,866 $1,454,214 $1,462,950

Personnel

Full‐time

Part‐time

Total

Division: Curbside

CURBSIDE PROGRAM EXPENDITURES (DIVISION— 3125)

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.

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$816,398

$747,377

$777,631

$736,470

$749,317

$762,230

Operating

307,091

335,285

348,436

539,654

389,963

389,965

Capital

132,606

105,523

112,394

114,080

137,704

185,098

Total

Personnel

Full‐time

Part‐time

Total

$1,256,095 $1,188,185 $1,238,461 $1,390,204 $1,276,985 $1,337,293

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets PUBLIC WORKS DEPARTMENT (continued)

RECYCLING PROGRAM EXPENDITURES (DIVISION—3130)

Division: Recycling

Expenditures

Mission: To provide an efficient, cost‐effective collection service for residential recycling, corru‐ gated 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 substan‐ tial savings in associated tipping fees. Division: Construction

2009/2010 Actual

2010/2011 Actual

2012/2013 Approved

2013/2014 Proposed

Personnel

$462,384

$366,691

$348,141

$375,182

$303,248

$308,059

Operating

225,608

304,694

174,354

300,921

198,782

198,783

Capital

211,739

199,330

119,629

121,423

161,686

233,522

$899,731

$870,715

$642,125

$797,526

$663,717

$740,364

Personnel

Full‐time

Part‐time

Total

2011/2012 2011/2012 Budget Projected

CONSTRUCTION PROGRAM EXPENDITURES (DIVISION— 3145)

Mission: To construct and main‐ tain City streets, sidewalks, and curb and gutter infrastructure in a manner that is safe and efficient.

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$443,806

$451,450

$448,659

$416,757

$447,819

$455,383

Operating

118,819

200,072

172,709

172,545

202,388

202,389

39,395

90,463

146,587

131,724

125,197

117,758

$602,020

$741,986

$767,956

$721,027

$775,404

$775,530

Capital Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets FINANCE DEPARTMENT

Divisional Chart and Core Processes & Outputs

Department Mission Ensure the sound financial management of the City’s funds by planning and furnishing accountable financial re‐ cords management, including treasury management, audit‐ ing, auditing, and tax administration and to provide high quality customer services through effective billing, collec‐ tions, account management, and customer service. To pro‐ vide high quality customer services through effective bill‐ ing, collections, account management, and customer ser‐ vice.

Administration & Archives Accounting

Billing & Metering Services Finance

Account Management

Fiscal Year 2013 Key Issues The Finance Department will continue to provide citywide accounting, internal control, and financial reporting ser‐ vices as well as customer services. Fiscal Year 2013 marks the first year in which performance standards for the Call Center have been included in the Strategic Plan. One goal is to limit call wait time to three minutes or less.

Risk Management

Central Collections

Call Center & Customer Services

Administration and Archives City Council minutes Contracts, ordinances, resolutions Personnel & budget management

Accounting Fixed assets Accounts payable Cash Management

Call Center & Customer Service Customer inquires New accounts, payment processing Business licenses

Central Collections Payment processing Cash receipts

Billing & Metering Services Bill generation Field surveys Easements

Accounts Management Payment arrangements Debt set‐off

FINANCE PROGRAM EXPENDITURES Expenditures by Category

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$2,403,350

$2,403,685

$2,268,872

$2,427,152

$2,379,740

$2,417,963

Operating

844,000

815,803

769,410

715,082

767,958

773,461

16,156

34,000

2,571

$3,247,351

$3,235,644

$3,038,282

$3,142,234

$3,181,698

$3,193,995

Capital Total

Personnel

Full‐time

Part‐time

Total *

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 years 2010 and 2011 are reflective of the divisions that are now included in the Finance Department. 70

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets FINANCE DEPARTMENT (continued)

Initiative: SHORT & LONG TERM ECONOMIC DEVELOPMENT

Target

FY2010 Actual

FY2011 Actual

FY2012 Actual

Create a Municipal Improvement District to support development of the Riverwalk site

By 1/1/2010

08/10/09

‐

Issue TIF bond to fund construction of the public infrastructure to serve the Riverwalk site

By 2/28/2010 10/23/09

‐

Division: Administration

ADMINISTRATION PROGRAM EXPENDITURES (DIVISION– 4001; PRIOR TO FY2012 DIVISION 4201 AND 4001)

Mission: To provide leadership, supervision, support, and direction for all programs in the Finance Department. To serve as the Mu‐ nicipal Clerk to City Council and provide support services which include maintaining all records of the City, codification of ordi‐ nances, and compilation of min‐ utes. To oversee the development and implementation of legal and ethical customer service policies and procedures. coordinate efforts appropriately. Division: Accounting

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$415,709

$399,235

$307,648

$312,354

$318,800

$323,473

Operating

75,768

70,720

29,725

35,211

25,725

29,725

$491,477

$469,954

$337,372

$347,565

$344,525

$353,197

Capital Total

Personnel

Full‐time

Part‐time

Total

ACCOUNTING PROGRAM EXPENDITURES (DIVISION– 4005)

Expenditures

Mission: To provide City‐wide ac‐ counting, 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.

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$428,659

$430,951

$424,318

$440,776

$432,430

$439,451

Operating

106,027

103,747

116,866

92,399

119,111

119,112

$534,686

$534,698

$541,184

$533,175

$551,541

$558,563

Capital Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets FINANCE DEPARTMENT (continued)

Division: Risk Management

RISK MANAGEMENT PROGRAM EXPENDITURES (DIVISION—4010; PRIOR TO FY2012 DIVISION 4310)

Mission: To implement and adminis‐ ter a comprehensive risk manage‐ ment program with the highest con‐ cern for employee safety, public safety, prevention of financial losses from liability claims and contractual matters, and the reduction of physi‐ cal damage to property. To promote citywide safety through inspections, training, and other loss prevention/ reduction techniques.

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$145,226

$159,240

$163,839

$169,747

$155,370

$157,946

Operating

162,063

118,109

167,569

143,332

167,870

167,871

$307,289

$277,349

$331,409

$313,080

$323,240

$325,817

Capital Total

Personnel

Full‐time

Part‐time

Total

Division: Call Center & Customer Services Mission: The Call Center is commit‐ ted to responding to all incoming telecommunication from customers in a polite, effective manner on questions regarding all City pro‐ grams. 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.

CALL CENTER & CUSTOMER SERVICES EXPENDITURES (DIVISION – 4015; PRIOR TO FY2012 DIVISION 4205) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$439,595

$436,757

$405,558

$401,994

$402,198

$408,771

Operating

34,580

42,837

53,670

45,421

53,670

55,170

$474,175

$479,594

$459,228

$447,415

$455,868

$463,941

Capital Total

Personnel

Full‐time

Part‐time

Total

Division: Central Collections

CENTRAL COLLECTIONS PROGRAM EXPENDITURES (DIVISION— 4020; PRIOR TO FY2012 DIVISION 4210)

Mission: The Central Collections Di‐ vision has the responsibility of col‐ lecting 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 main‐ tained properly and that the City’s cash flow process is correct and in‐ tact and meets all audit standards.

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$327,110

$322,311

$371,278

$370,491

$356,750

$362,654

Operating

57,480

59,905

76,920

56,732

76,920

$384,590

$382,216

$448,198

$427,223

$433,670

$439,574

Capital Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets FINANCE DEPARTMENT (continued)

Division: Accounts Management

ACCOUNTS MANAGEMENT PROGRAM EXPENDITURES (DIVISION– 4025; PRIOR TO FY2012 DIVISION 4215)

Mission: Accounts Management assists and responds to citizens during times of financial difficulty. The staff of this area set terms for customers to avoid interruption of service, and further, have de‐ veloped relationships with dozens of agencies willing to offer help‐ ing hands to customers in need. Accounts Management further facilitates the coordination of efforts to bring assistance agen‐ cies and those in need together.

Expenditures

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$220,673

$218,761

$204,730

$229,109

$211,721

$215,103

Operating

10,024

8,840

13,647

8,190

13,647

$230,697

$227,601

$218,377

$237,299

$225,368

$228,750

Personnel

Full‐time

Part‐time

Total

Capital Total

2009/2010 Actual

Division: Billing & Metering Ser‐ vices

BILLING & METERING SERVICES PROGRAM EXPENDITURES (DIVISION–4030; PRIOR TO FY2012 DIVISION 4220)

Expenditures

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 reve‐ nue 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.

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$426,379

$436,430

$391,501

$502,681

$502,471

$510,565

Operating

398,057

411,646

311,013

333,797

311,015

311,016

Capital Total

16,156

34,000

2,571

$824,436

$864,232

$702,514

$836,479

$847,486

$824,152

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets PARKS, RECREATION, AND TOURISM DEPARTMENT

Divisional Chart and Core Processes & Outputs

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

Parks

Fiscal Year 2013 Key Issues During Fiscal Year 2012 Parks, Recreation, and Tourism will focus on developing an implementation strategy for its recently com‐ pleted master plan. Additionally, the department will host a num‐ ber of athletic tournaments and various Parks, Recreation, and PRT Tourism facilities within the community. Department Recreation Tourism Parks Tourism Supports tournament complexes Marketing & promotions Neighborhood parks & playgrounds Budget management Athletic facilities Tourism & Hospitality Services Pools Recreation Recreation centers Therapeutic, family, senior citizen, and after school programs Cultural arts & special events

PARKS, RECREATION, AND TOURISM DEPARTMENT PROGRAM EXPENDITURES Expenditures by Category

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$3,089,709

$2,781,871

$3,368,647

$3,382,349

$3,592,218

$3,652,750

Operating

2,630,080

2,634,924

2,980,770

3,048,678

2,929,999

2,934,742

154,801

162,854

302,222

222,954

270,814

283,452

$5,874,591

$5,579,650

$6,651,639

$6,653,981

$6,793,031

$6,870,944

Capital Total

Personnel

Full‐time

Part‐time

134

148

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets PARKS, RECREATION, AND TOURISM DEPARTMENT (continued)

Target

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

100% of regis‐ tered programs

Rock Hill’s Ratings from the National Citizen Survey

FY2010 Actual

FY2011 Actual

100%

FY2004 Actual

FY2012 Actual

100%

FY2006 Actual

100%

FY2009 Actual

FY2012 Actual

Percent who used Rock Hill recreation centers

63%

59%

57%

52%

Percent rating recreation centers or facilities as excellent or good

57%

61%

68%

76%

Percent participated in a recreation program or activity

49%

42%

44%

37%

Percent rating recreation program or classes as excellent or good

57%

69%

71%

69%

Percent visited a neighborhood park or City park

88%

85%

87%

83%

Percent rating City parks as excellent or good

‐

73%

81%

85%

Division: Parks

PARKS PROGRAM EXPENDITURES (DIVISION– 5135)

Mission: To develop and operate the City’s regional facilities to offer the public active and passive lei‐ sure opportunities and events that create tourism and economic im‐ pact.

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$2,117,720

$1,842,505

$2,392,873

$2,404,382 $1,277,507

$1,306,541

Operating

2,121,512

2,083,608

2,424,599

2,431,279

2,055,482

2,060,222

115,099

125,772

277,221

203,251

225,394

238,032

Capital Total

$4,354,331 $4,051,885 $5,094,692 $5,078,088 $3,558,383 $3,604,795

Personnel

Full‐time

Part‐time

Total

113

In Fiscal Year 2012, the Parks division received two new positions and the former Horticulture division was merged with the Parks division. City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets PARKS, RECREATION, AND TOURISM DEPARTMENT (continued)

Division: Recreation RECREATION PROGRAM EXPENDITURES (DIVISION– 5110)

Mission: To provide diversified and quality recreational activities and special events for individual neighborhoods as well as the en‐ tire community, for citizens of all ages and economic statuses. To provide year‐round, quality lei‐ sure services to the senior citizens and handicapped population of the community by designing, planning, and conducting activi‐ ties to meet the specific needs of these citizens.

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

$611,880

$591,833

$608,794

$611,580

$636,193

$646,744

Operating

423,932

452,544

428,098

501,043

558,299

558,301

33,485

26,722

25,000

19,703

25,000

Capital Total

$1,069,297 $1,071,099 $1,061,892 $1,132,327 $1,219,492 $1,230,045

Personnel

Full‐time

Part‐time

Total

TOURISM PROGRAM EXPENDITURES (DIVISION– 5101)

Division: Tourism Mission: To provide leadership and

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

$360,110

$347,533

$366,980

$366,387

$1,678,519

$1,699,465

Operating

84,636

98,772

128,074

116,356

316,218

316,219

6,217

10,360

20,420

$450,963

$456,665

$495,054

$482,743

$2,015,157

$2,036,104

Expenditures

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.

Capital Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets ECONOMIC AND URBAN DEVELOPMENT

Divisional Chart and Core Processes & Outputs

Department Mission To strengthen the City’s role as a place for economic activ‐ ity through job creation, business location and expansion, redevelopment, and tourism.

Old Town Marketing and Events

Fiscal Year 2013 Key Issues Fiscal Year 2013 will be driven by several development pro‐ Economic jects including the Downtown East, Bleachery and River‐ and Urban Infrastructure/ walk projects. Economic and Urban Development will also Administration Development Redevelop‐ ment continue its efforts of assisting existing industries and com‐ panies within the City of Rock Hill. Economic and Urban Development has several targets within the Strategic Plan including encouraging private investment in the downtown area, recruiting and meeting with existing industries to Business and identify problems and opportunities in which the City can Jobs provide assistance, and assisting with job creation. Recruitment Administration Staff services in support of City goals and initiatives Staff services in support of Rock Hill Economic Development Corporation Old Town Marketing & Events Old Town marketing; onlyinoldtown.com Old Town festivals and events; Old Town Market; Old Town Amphitheater Concert Series Business & Jobs Recruitment Marketing of business parks and other properties Old Town Jobs Initiative; RockHillUSA.com Infrastructure/Redevelopment Urban design services for City projects; capital improvements to serve redevelopment areas

ECONOMIC AND URBAN DEVELOPMENT DEPARTMENT PROGRAM EXPENDITURES Expenditures by Category

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$869,325

$891,657

$979,184

$988,881

$1,046,001

$1,065,043

Operating

614,023

832,609

794,184

771,343

786,074

786,084

Capital

90,243

99,483

55,000

57,829

55,000

Non‐Operating

75,000

(4,318)

$1,648,591

$1,823,749

$1,828,368

$1,813,735

$1,887,074

$1,906,127

Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets ECONOMIC AND URBAN DEVELOPMENT (continued)

Initiatives: SHORT & LONG TERM ECONOMIC DEVELOPMENT, OLD TOWN REVI‐ TALIZATION

Target

Increase the commercial and industrial tax base in the City

By $40 million per year

$5.0 Million

$12.9 Million

$164 Million

Assist in the creation of new jobs

125 jobs by 6/30/2012

117

Provide technical assistance to Downtown retail and restaurant businesses, through programs such as ShopTalk, to strengthen their operations and marketing

assist 6 business 5 each year

Seek additional funding and manage the Facade Rehabilitation Grant Pro‐ gram

fund 2 eligible businesses a year

Rock Hill’s Ratings from the National Citizen Survey

FY2010 Actual

FY2004 Actual

FY2006 Actual

FY2011 Actual

FY2012 Actual

FY2009 Actual

FY2012 Actual

Percent rating employment opportunities as excellent or good

27%

29%

24%

Percent rating economic development services as excellent or good

50%

43%

46%

40%

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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.

Core Processes & Outputs

Housing Authority

Fiscal Year 2013 Key Issues Housing Authority will continue to work to secure neces‐ sary federal funds, grants, and other revenue sources to ensure the City’s public housing is properly managed and maintained. Partnerships with organizations such as the Boys and Girls Club of York County will continue to be pur‐ sued to offer additional programs and services for resi‐ dents.

Housing Authority Manage Housing Authority properties Voucher assistance to families and individuals Affordable housing programs

HOUSING AUTHORITY DEPARTMENT PROGRAM EXPENDITURES (DIVISION– 6301) Expenditures by Category

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$1,790,611

$1,588,352

$1,559,365

$1,550,931

$1,483,514

$1,507,229

Operating

47,746

47,524

52,880

52,323

59,262

59,263

$1,838,357

$1,635,876

$1,612,245

$1,603,254

$1,542,776

$1,566,491

Capital Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets STORMWATER DEPARTMENT

Department Mission To improve drainage throughout the City by performing im‐ provement projects, routine maintenance and repair on the City’s stormwater drainage system.

Core Processes & Outputs

Stormwater

Fiscal Year 2013 Key Issues The Stormwater Department will concentrate on developing an implementation strategy based on the findings from the recently completed Stormwater Master Plan.

Stormwater Drainage system maintenance Sediment/Erosion control inspections Public education ‐ water quality, water pollution

STORMWATER DEPARTMENT PROGRAM EXPENDITURES (DIVISION 3605) Expenditures by Category

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

$689,457

$741,606

$852,198

$638,689

$768,316

$779,322

Operating

275,560

698,258

675,182

252,931

468,629

468,632

Capital

188,964

348,264

203,878

195,140

639,352

629,342

Non‐operating

795,277

752,327

538,710

501,064

538,703

$1,949,259

$2,540,456

$2,269,968

$1,587,823

$2,415,000

$2,416,000

Total

Personnel

Full‐time

Part‐time

Total 1

Includes Non‐Departmental and Debt Service Expenditures

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

FY2004 Actual 42%

FY2006 Actual 41%

FY2009 Actual 59%

FY2012 Actual 55%

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets UTILITIES DEPARTMENT‐ ELECTRIC FUND

Core Processes & Outputs

Department Mission To provide the most reliable and efficient service of elec‐ trical power, traffic signalization, and street lighting with the best possible service and support to our customers; to coordinate recovery from storms, disasters, emergen‐ cies; to develop and implement security, emergency, and disaster plans. To support the business operations of the City through the support of technology endeavors for all City operations while promoting the efficient utilization of technology resources and investments through train‐ ing, secure data sharing, and procurement of advanced integrated technological solutions for information and communication systems.

Operations Administration Hometown Security

Dispatch/ SCADA

Electric Fund

Information Technology

Fiscal Year 2013 Key Issues Electric Fund divisions are continuing to implement WiFi and automated meter reading. These projects will com‐ bine to dramatically change the manner in which me‐ tered electric and water services are served and billed by leveraging state‐of‐the‐art technology. A key challenge for the Electric Divisions will be improving the current tree trimming cycle to improve service delivery and reli‐ ability.

Utilities Administration

Electric Services

Electric Engineering Traffic Signals

Operations Administration Oversight of all enterprise funds

Electric Engineering Electric system design Electric system maintenance

Utilities Administration Personnel management Budget

Traffic Signals Substation maintenance Underground locates

Electric Services Load management Monitor flow

Information Technology Database and end‐user support GIS

Dispatch/SCADA Manage SCADA and Dispatch

ELECTRIC FUND PROGRAM EXPENDITURES Expenditures by Category1

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$4,805,975

$5,054,968

$4,072,189

$4,690,521

$4,906,162

$4,983,492

Operating

9,691,379

10,045,392

9,831,731

8,306,134

8,136,857

8,142,072

57,056,584

60,910,535

64,680,358

63,596,858

68,872,110

73,379,536

Capital

1,531,238

2,032,409

2,154,279

3,727,213

1,585,167

1,432,753

Non‐operating

7,453,460

8,244,996

5,567,130

5,783,472

5,324,999

5,547,342

$80,538,636

$86,288,301

$86,305,687

$86,104,199

$88,825,295

$93,485,195

Purchased Power

Total

Personnel

Full‐time

Part‐time

Total 1

Includes Non‐Departmental and Debt Service Expenditures

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets UTILITIES DEPARTMENT– ELECTRIC FUND (continued)

Rock Hill’s Ratings from the National Citizen Survey

FY2004 Actual

FY2006 Actual

FY2009 Actual

FY2012 Actual

Percent rating street lighting as excellent or good

42%

44%

48%

60%

Percent rating traffic signal timing as excellent or good

37%

43%

39%

45%

Percent rating electric service as excellent or good

‐

68%

66%

Division: Utilities Administration

UTILITIES ADMINISTRATION PROGRAM EXPENDITURES (DIVISION– 3501)

Mission: To provide administrative leadership, supervision, support, and direction for all programs in the Electric, Water, and Wastewater Funds. Division: Electric Services

Mission: To provide the most reli‐ able and efficient service of electri‐ cal power, traffic signalization, and street lighting with the best possi‐ ble service and support to our cus‐ tomers.

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$649,796

$675,999

$272,709

$309,393

$327,530

$333,110

Operating

2,889

93,944

153,108

229,106

171,283

171,284

‐282,468

589,989

3,539

2,756,840

3,065,201

1,217,063

1,217,064

1,182,374

1,190,762

$3,127,057

$4,425,133

$1,642,881

$1,759,102 $1,681,186

$1,695,156

Capital Non‐operating Total

Personnel

Full‐time

Part‐time

Total

ELECTRICAL SERVICES PROGRAM EXPENDITURES (DIVISION – 3575) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$1,319,489

$1,365,760

$1,182,032

$1,405,560 $1,206,891

$1,225,578

Operating

4,959,363

4,049,558

5,070,356

Purchased Power

55,801,672

60,910,535

64,680,358

1,160,600

676,373

159,984

3,802,827

3,481,415

3,481,437

63,596,858 68,872,110

73,379,536

Capital

112,018

101,391

Total

$63,241,125 $67,002,226 $71,092,730 $69,890,658 $73,672,434

$78,187,942

Personnel

Full‐time

Part‐time

Total

1,085,413

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets UTILITIES DEPARTMENT– ELECTRIC FUND (continued)

ELECTRIC ENGINEERING PROGRAM EXPENDITURES (DIVISION– 3576)

Division: Electric Engineering

Expenditures

Mission: To provide engineering and project management ser‐ vices to our customers and co‐ workers. Design and manage an electrical system that is safe, reliable, and efficient. To set a standard of excellence in cus‐ tomer service, design applica‐ tions, project management, and commitment to accomplishing the City’s strategic goals. Division: Traffic Signals

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$337,144

$356,158

$410,662

$366,001

$529,257

$537,919

Operating

2,170,485

1,692,794

1,045,011

950,598

973,560

973,561

‐24,749

8,445

1,033,995

1,125,570

781,398

630,340

$2,482,879

$2,057,397

$2,489,668

$2,442,169 $2,284,215

$2,141,820

Total

Personnel

Full‐time

Part‐time

Total

TRAFFIC SIGNALS PROGRAM EXPENDITURES (DIVISION– 3580)

Mission: To provide the most reliable and efficient service of electrical power and street light‐ ing with the best possible service and support to our customers while promoting safety and training as electrical profession‐ als. To provide the greatest reli‐ ability for emergency generation at City facilities and reduce power costs by utilizing load control device and generation equipment during peak times. Division: Information Technol‐ ogy Services

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel

$633,165

$730,832

$686,704

$559,795

$806,789

$819,106

Operating

821,447

817,278

810,441

609,328

803,824

809,005

Capital

103,149

348,923

407,300

204,512

451,351

460,622

$1,557,761 $1,897,032 $1,904,445 $1,373,636 $2,061,964

$2,088,733

Total

Personnel

Full‐time

Part‐time

Total

INFORMATION TECHNOLOGY SERVICES PROGRAM EXPENDITURES (DIVISION– 4130*)

2010/2011 Actual

Capital

2009/2010 Actual

Mission: To support technology endeavors in hardware and soft‐ ware throughout the organiza‐ tion. Information Technology Services strives to provide high quality customer service in an efficient and effective manner.

Expenditures

2009/2010 2010/2011 Actual Actual

Personnel

$1,264,617 $1,298,927

Operating Capital Total

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected $1,418,731

$928,118

$974,857 $1,395,581

1,415,468

1,625,354

1,460,453

1,430,041

1,463,224

1,463,223

322,025

89,921

239,000

278,818

220,000

$3,002,110 $3,014,202 $2,627,571 $2,683,717 $3,078,805

$3,101,954

Personnel

Full‐time

Part‐time

Total

*Prior to FY2012, includes financial data for the former information technology divisions which were divisions 4101, 4105, 4110, and 4115.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets UTILITIES DEPARTMENT– ELECTRIC FUND (continued)

DISPATCH/SCADA PROGRAM EXPENDITURES (DIVISION– 3585)

Division: Dispatch/SCADA

Expenditures

Mission: To provide professional and timely dispatch of work or‐ ders and provide accurate sys‐ tem information. Division: Operations Administra‐ tion Mission: To provide oversight to all functions housed at the City’s Operations Center. Division: Hometown Security

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

$156,596

$93,671

$151,093

$151,700

Operating

211,991

67,855

161,992

Capital

314,000

274,354

16,000

$682,587

$435,881

$329,085

$329,692

Total

Personnel

Full‐time

Part‐time

Total

OPERATIONS ADMINISTRATION PROGRAM EXPENDITURES (DIVISION– 3590) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

$341,884

$397,768

$403,348

$409,834

Operating

17,675

16,104

17,075

Capital

4,023

$359,559

$417,896

$420,423

$426,909

Total

Personnel

Full‐time

Part‐time

Total

HOMETOWN SECURITY PROGRAM EXPENDITURES (DIVISION– 2415; PRIOR TO FY2012 DIVISION 2130 )

Mission: To develop and imple‐ ment security, emergency, and disaster plans, and related pro‐ grams serving as a deterrence to threats; enhancing response and recovery operations during and after emergencies and disasters which will enable the City of Rock Hill, businesses, and citi‐ zens to return to normalcy.

Expenditures

2009/2010 2010/2011 Actual Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

$50,633

$52,948

$51,191

$54,316

$55,674

$56,614

Operating

28,816

87,971

100,484

103,795

102,264

204

4,400

$79,449

$140,919

$151,674

$158,316

$162,337

$163,278

Capital Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets UTILITIES DEPARTMENT‐ WATER FUND

Core Processes & Outputs

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

Engineering

Fiscal Year 2013 Key Issues The Water Divisions will be working on several perform‐ ance targets many of which are related to the American Water Works Association’s annual benchmarking survey. A couple of these targets are efficiency targets such as re‐ maining above the median for the number of customer accounts per employee and remaining above the median for millions of gallons per day of water delivered per em‐ ployee.

Water Treatment Plant

Water Fund

Water Distribution

Raw Water Pump Station

Engineering Project design Project inspection Project management

Raw Water Pump Station Preventative maintenance Pump maintenance

Water Treatment Plant Monitor bacterial compliance Water quality assurance Well monitoring/reporting

Water Distribution Water meter installation Hydrant maintenance & flushing Valve operation

WATER FUND PROGRAM EXPENDITURES Expenditures by Category1

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

$2,092,333

$2,202,908

$2,132,340

$2,275,520

$2,147,753

$2,179,450

Operating

3,657,759

3,217,976

2,472,942

2,590,092

2,717,723

2,717,742

748,087

26,183

1,810,670

986,595

1,436,965

1,476,629

6,666,035

9,969,150

8,158,020

8,158,027

7,866,896

8,292,291

$13,164,214

$15,416,216

$14,573,972

$14,010,235

$14,169,337

$14,666,112

Capital Non‐operating Total

Personnel

Full‐time

Part‐time

Total 1

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

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets UTILITIES DEPARTMENT– WATER FUND (continued)

Target

Comply with EPA and DHEC drinking water standards

100%

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

Above median

Not Available

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

Above median

Not Available

Rock Hill’s Ratings from the National Citizen Survey

FY2010 Actual

FY2004 Actual

Percent rating drinking water services as excellent or good

FY2006 Actual

49%

60%

FY2011 Actual

FY2009 Actual 68%

FY2012 Actual

FY2012 Actual 65%

Division: Water Engineering

Mission: To design, manage, sur‐ vey, 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 PROGRAM EXPENDITURES (DIVISION – 3505) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

$199,870

$201,420

$267,275

$233,651

$261,913

$265,962

Operating

58,037

49,106

72,270

80,158

97,127

97,128

332

$257,906

$250,526

$339,545

$314,141

$359,040

$363,089

Capital Total

Personnel

Full‐time

Part‐time

Total

Division: Water Distribution

WATER DISTRIBUTION PROGRAM EXPENDITURES (DIVISION – 3510)

Mission: To effectively repair, re‐ place, and expand the City’s water system to allow an adequate, unin‐ terrupted supply of safe water for domestic, industrial, and fire pro‐ tection needs of the community.

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 2013/2014 Approved Projected

Personnel

$1,195,361 $1,239,605

$1,163,735 $1,179,584

$1,144,458

$1,272,550

Operating

933,698

1,380,357

670,928

777,563

669,477

669,481

Capital

595,432

199,310

1,759,235

958,494

1,398,359

1,438,023

Total

$2,724,490 $2,819,272 $3,574,621 $3,008,606 $3,231,572 $3,287,089

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets UTILITIES DEPARTMENT– WATER FUND (continued)

Division: Water Treatment Plant

WATER TREATMENT PROGRAM EXPENDITURES (DIVISION – 3530)

Mission: To provide residents and customers with an adequate, high quality supply of drinking water through the effective operation of the water filter plant.

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

$670,945

$743,614

$693,483

$746,162

$702,105

$713,304

Operating

1,430,480

1,454,919

1,419,627

1,467,145

1,598,211

1,598,223

46,415

28,120

51,435

27,542

38,606

Capital Total

$2,147,841 $2,226,653 $2,164,545 $2,240,850 $2,338,922 $2,350,132

Personnel

Full‐time

Part‐time

Total

Division: Raw Water Pump Station

RAW WATER PUMP STATION PROGRAM EXPENDITURES (DIVISION – 3525)

Expenditures

Mission: To ensure an adequate supply of raw water for use at the water treatment plant and to keep all pumps and related equip‐ ment in operable condition.

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

Operating

308,297

305,384

309,855

263,314

309,858

309,861

5,979

227

$314,276

$305,384

$309,855

$263,541

$309,858

$309,861

Personnel

Full‐time

Part‐time

Total

Capital Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets UTILITIES DEPARTMENT‐ WASTEWATER FUND

Core Processes & Outputs

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

Wastewater System

Fiscal Year 2013 Key Issues Lift Wastewater Wastewater projects for Fiscal Year 2013 include sewer Stations Treatment line replacements. Additionally, the Wastewater Divisions Plant Wastewater will be working on several performance targets many of Fund which are related to the American Water Works Associa‐ tion’s annual benchmarking survey. A couple of these tar‐ gets are efficiency targets such as remaining above the median for the number of customer accounts per em‐ ployee and remaining above the median for millions of Industrial Environmental Pretreatment gallons per day of wastewater processed per employee. Lab Wastewater System Environmental Lab Maintain sewer pipe Analyze pretreatment samples Install new wastewater lines Analyze plant process samples System maintenance Lift Stations Wastewater Treatment Plant Maintain lift stations Operate/maintain reclamation sites Maintain collection system Inspection compliance Submergible pump readings Preventative maintenance Industrial Pretreatment Sample permitted industries Sample surcharge industries Inspections

WASTEWATER FUND PROGRAM EXPENDITURES Expenditures by Category1

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

$2,118,049

$2,158,761

$1,959,876

$2,117,606

$2,034,215

$2,063,897

Operating

5,562,020

4,182,867

4,542,188

4,563,679

4,457,739

4,457,773

Capital

2,656,729

3,790,820

4,508,717

3,467,759

4,655,013

4,976,379

Non‐operating

6,450,603

8,353,430

8,238,953

7,985,829

8,138,145

8,268,238

$16,787,400

$18,485,878

$19,249,734

$18,134,873

$19,285,113

$19,766,286

Total

Personnel

Full‐time

Part‐time

Total 1

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

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets UTILITIES DEPARTMENT– WASTEWATER FUND (continued)

Target

Comply with wastewater treatment standards

100%

99%

100%

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

Above median

Not Available

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

Above median

Not Available

FY2009 Actual

FY2012 Actual

Rock Hill’s Ratings from the National Citizen Survey

FY2010 Actual

FY2004 Actual

Percent rating sewer services as excellent or good

FY2011 Actual

FY2006 Actual

61%

60%

FY2012 Actual

73%

72%

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 col‐ lection system and maintenance and expansion of the system to meet future needs. Division: Wastewater Treatment Plant

WASTEWATER SYSTEM PROGRAM EXPENDITURES (DIVISION – 3535) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

$783,224

$853,942

$688,258

$820,330

$735,429

$745,023

Operating

706,832

753,634

975,386

769,141

850,144

850,148

1,366,045

1,868,797

3,938,565

1,766,559

4,016,812

4,280,960

Capital Total

$2,856,101 $3,476,373 $5,602,209 $3,356,030 $5,602,386 $5,876,131

Personnel

Full‐time

Part‐time

Total

WASTEWATER TREATMENT PLANT PROGRAM EXPENDITURES (DIVISION – 3555)

Mission: To protect the public health and preserve the environ‐ ment by effectively treating the community’s wastewater and pro‐ ducing clean water for discharge into the Catawba River.

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

$918,129

$892,771

$817,941

$834,080

$829,677

$842,035

Operating

3,030,086

2,702,428

2,628,065

2,972,815

2,618,331

2,618,353

667,571

1,544,297

528,002

1,624,804

600,000

647,000

$4,615,786 $5,139,496 $3,974,008 $5,431,699 $4,048,008

$4,107,388

Capital Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets UTILITIES DEPARTMENT– WASTEWATER FUND (continued)

Division: Industrial Pretreatment

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

INDUSTRIAL PRETREATMENT PROGRAM EXPENDITURES (DIVISION – 3560) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

$99,605

$102,992

$148,439

$131,533

$158,235

$160,960

Operating

21,956

29,253

64,468

26,828

67,137

2,383

31,552

36,716

12,269

29,369

29,292

$123,943

$163,797

$249,623

$170,629

$254,741

$257,389

Personnel

Full‐time

Part‐time

Total

Capital Total

Division: Environmental Monitoring

Mission: Generate analytical data utilized by the wastewater treat‐ ment plant in process control and in satisfying the federal and state environmental program require‐ ments. Division: Lift Stations

ENVIRONMENTAL MONITORING LAB PROGRAM EXPENDITURES (DIVISION – 3565) Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

$176,677

$178,343

$166,980

$194,826

$180,084

$182,872

Operating

129,851

129,014

207,545

114,746

202,253

2,063

5,433

5,289

8,832

13,403

$306,603

$309,420

$379,958

$314,861

$391,169

$398,528

Capital Total

Personnel

Full‐time

Part‐time

Total

LIFT STATIONS PROGRAM EXPENDITURES (DIVISION – 3570)

Mission: To manage and maintain the lift stations in proper working conditions at an economical cost to provide for the effective deliv‐ ery of sewage to the treatment plant.

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel

$110,690

$110,794

$108,669

$111,590

$110,789

$112,407

Operating

606,113

568,538

666,724

680,149

676,826

676,833

654

500,803

58,838

5,724

$717,457 $1,180,135

$775,393

$850,577

$787,615

$794,964

Capital

Total

Personnel

Full‐time

Part‐time

Total

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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

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

2009/2010 Actual $22,422,856 7,634,351 674,639 2,390,868 10,380,567 0 607,770 44,111,051

2010/2011 Actual $21,927,378 6,989,457 905,785 1,933,887 11,022,152 0 869,409 43,648,068

2011/2012 Projected $23,396,310 7,325,133 798,816 2,162,254 10,477,938 0 741,275 44,901,726

2012/2013 Budget $23,119,835 6,449,318 775,001 2,435,693 10,957,679 0 1,541,327 45,278,853

2013/2014 Budget $22,954,828 6,868,524 805,001 2,359,510 11,184,468 20,000 1,542,084 45,734,415

17,890,649 17,952,791 6,144,174 5,034,063 739,952

17,904,519 18,441,587 6,597,694 5,651,372 1,774,579

16,936,334 19,642,389 6,968,177 6,594,674 344,081

17,889,211 19,551,462 6,725,776 6,779,418 305,920

17,910,534 19,648,030 6,749,765 6,766,038 280,525

565,000 88,889 1,856,332 50,271,850

965,000 233,836 2,049,027 53,617,614

860,000 475,050 1,976,804 53,797,509

635,000 629,981 2,120,821 54,637,589

717,000 636,264 2,495,566 55,203,722

(6,160,799)

(9,969,546)

(8,895,783)

(9,358,736)

(9,469,307)

6,442,532 (75,000) 748,433 7,115,965

6,414,156 0 1,789,667 8,203,823

6,504,240 0 1,901,332 8,405,572

6,362,164 (265,000) 3,261,572 9,358,736

6,407,504 (265,000) 3,326,803 9,469,307

955,166

(1,765,723)

2,756,978

3,712,144

1,946,421

1,456,210

$3,712,144

$1,946,421

$1,456,210

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

(490,211)

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

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2010 Business‐type Activities ‐ Enterprise Funds Electric, Water and Sewer Stormwater OPERATING REVENUES: Electric sales Water sales Sewer charges Impact fees Stormwater charges Other user charges Total operating revenues OPERATING EXPENSES: Purchased power System operations Depreciation and amortization General and administrative Total operating expenses OPERATING INCOME (LOSS) NON‐OPERATING REVENUES (EXPENSES) Interest income Interest expense Gain (loss) on disposal of fixed assets Total non‐operating revenues (expenses) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS CAPITAL CONTRIBUTIONS TRANSFERS IN TRANSFERS OUT CHANGE IN NET ASSETS TOTAL NET ASSETS‐ BEGINNING TOTAL NET ASSETS‐ END

$ 73,044,394 11,604,804 16,272,294 368,235 3,376,890 104,666,617

$ 2,376,809 0 2,376,809

Totals

$ 73,044,394 11,604,804 16,272,294 368,235 2,376,809 3,376,890 107,043,426

57,056,584 22,532,262 9,662,675 6,519,052 95,770,573

1,723,772

8,896,044

653,037

327,795 (3,803,532)

0 (540,966)

(3,475,737)

(540,966)

327,795 (4,344,498) 0 (4,016,703)

5,420,307

112,071

5,532,378

2,899,800

110,000

3,009,800

961,608 762,164

57,056,584 23,493,870 10,424,839 6,519,052 97,494,345 9,549,081

265,000

(6,422,532)

2,162,575 244,180,650 $ 246,343,225

222,071 13,562,320 $ 13,784,391

2,384,646 257,742,970 $ 260,127,616

Note: Presented on a GAAP basis

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2011 Business‐type Activities ‐ Enterprise Funds Electric, Water and Sewer Stormwater OPERATING REVENUES: Electric sales Water sales Sewer charges Impact fees Stormwater charges Other user charges Total operating revenues

$ 78,109,884 12,289,522 17,532,479 270,631 4,111,597 112,314,113

$ 2,376,809 0 2,376,809

Totals

$ 78,109,884 12,289,522 17,532,479 270,631 2,376,809 4,111,597 114,690,922

OPERATING EXPENSES: Purchased power System operations Depreciation and amortization General and administrative Total operating expenses

60,910,534 22,134,096 9,663,632 6,089,473 98,797,735

2,225,817

OPERATING INCOME (LOSS)

13,516,378

150,992

13,667,371

222,934 (5,552,756)

0 (195,161)

(5,329,822)

(195,161)

222,934 (5,747,917) 0 (5,524,983)

NON‐OPERATING REVENUES (EXPENSES) Interest income Interest expense Gain (loss) on disposal of fixed assets Total non‐operating revenues (expenses) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS CAPITAL CONTRIBUTIONS TRANSFERS IN TRANSFERS OUT CHANGE IN NET ASSETS TOTAL NET ASSETS‐ BEGINNING TOTAL NET ASSETS‐ END

8,186,556 2,870,802

1,456,031 769,786

‐44,169 108,900

60,910,534 23,590,127 10,433,417 6,089,473 101,023,551

8,142,388 2,979,702

265,000

(6,414,156)

4,908,202 246,343,225 $ 251,251,427

64,731 13,784,391 $ 13,849,123

4,972,934 260,127,616 $ 265,100,549

Note: Presented on a GAAP basis

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2012 ‐ PROJECTED Business‐type Activities ‐ Enterprise Funds Electric, Water and Sewer Stormwater OPERATING REVENUES: Electric sales Water sales Sewer charges Impact fees Stormwater charges Other user charges Total operating revenues OPERATING EXPENSES: Purchased power System operations Depreciation and amortization General and administrative Total operating expenses OPERATING INCOME (LOSS) NON‐OPERATING REVENUES (EXPENSES) Interest income Interest expense Gain (loss) on disposal of fixed assets Total non‐operating revenues (expenses) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS CAPITAL CONTRIBUTIONS TRANSFERS IN TRANSFERS OUT CHANGE IN NET ASSETS

$ 78,475,178 12,590,008 17,481,381 424,438 $ 2,479,820 4,836,420 113,807,425

2,479,820

Totals

$ 78,475,178 12,590,008 17,481,381 424,438 2,479,820 4,836,420 116,287,245

63,596,858 26,076,300 9,760,268 5,709,829 105,143,255

1,739,522

8,664,170

740,298

160,595 (5,434,502)

0 (142,437)

(5,273,907)

(142,437)

160,595 (5,576,939) 0 (5,416,344)

3,390,263

597,861

3,988,124

2,842,094

107,811

2,949,905

962,038 777,484

63,596,858 27,038,338 10,537,752 5,709,829 106,882,777 9,404,468

265,000

(6,504,240)

(6,883)

705,672

TOTAL NET ASSETS‐ BEGINNING

$ 244,187,533

$ 12,856,648

TOTAL NET ASSETS‐ END

$ 244,180,650

$ 13,562,320

698,789 257,044,181 $ 257,742,970

Note: Presented on a GAAP basis

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA INCOME STATEMENT‐ BUDGET BASIS FOR THE YEAR ENDED JUNE 30, 2013 ‐ PROJECTED Business‐type Activities ‐ Enterprise Funds Electric, Water and Sewer Stormwater OPERATING REVENUES: Electric sales Water sales Sewer charges Impact fees Stormwater charges Other user charges Total operating revenues OPERATING EXPENSES: Purchased power System operations General and administrative Total operating expenses OPERATING INCOME (LOSS) NON‐OPERATING REVENUES (EXPENSES) Interest income Interest expense Principal payments Total non‐operating revenues (expenses) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS

TRANSFERS OUT NET INCOME

$ 84,975,513 12,954,534 19,094,065 462,000 $ 2,415,000 4,793,632 122,279,744

2,415,000

Totals

$ 84,975,513 12,954,534 19,094,065 462,000 2,415,000 4,793,632 124,694,744

68,872,110 28,831,427 7,049,284 104,752,821

1,876,297

17,526,923

538,703

18,065,626

50,000 (5,097,262) (6,117,497) (11,164,759)

(174,532) (364,171) (538,703)

50,000 (5,271,794) (6,481,668) (11,703,462)

1,876,297

68,872,110 30,707,724 7,049,284 106,629,118

6,362,164

‐

6,362,164

(6,362,164)

‐

(6,362,164)

$ ‐

Note: This schedule is presented on a budget (cash) basis and excludes depreciation and amortization. Additionally, while the actual GAAP financial statements do not include principal payments, this statement is presented using a budget basis which includes prinicipal payments.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2013 ‐ PROJECTED Business‐type Activities ‐ Enterprise Funds Electric, Water and Sewer Stormwater OPERATING REVENUES: Electric sales Water sales Sewer charges Impact fees Stormwater charges Other user charges Total operating revenues OPERATING EXPENSES: Purchased power System operations Depreciation and amortization General and administrative Total operating expenses OPERATING INCOME (LOSS) NON‐OPERATING REVENUES (EXPENSES) Interest income Interest expense Gain (loss) on disposal of fixed assets Total non‐operating revenues (expenses) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS CAPITAL CONTRIBUTIONS TRANSFERS IN TRANSFERS OUT CHANGE IN NET ASSETS TOTAL NET ASSETS‐ BEGINNING TOTAL NET ASSETS‐ END

$ 84,975,513 12,954,534 18,295,305 462,000 2,415,000 4,793,632 121,480,984

2,415,000

Totals

$ 84,975,513 12,954,534 18,295,305 462,000 2,415,000 4,793,632 123,895,984

68,872,110 26,831,427 9,955,473 7,049,284 112,708,295

2,161,556

8,772,689

253,444

50,000 (5,097,262)

0 (192,303)

(5,047,262)

(192,303)

50,000 (5,289,565) ‐ (5,239,565)

3,725,427

61,141

3,786,569

3,000,000

120,000

3,120,000

1,376,297 785,259

68,872,110 28,207,724 10,740,732 7,049,284 114,869,850 9,026,134

265,000 (6,362,164) 628,264 251,251,427 $ 251,879,691

(6,362,164) 181,141 13,849,123 $ 14,030,264

544,405 265,100,549 $ 265,909,954

Note: Presented on a GAAP basis

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA INCOME STATEMENT‐ BUDGET BASIS FOR THE YEAR ENDED JUNE 30, 2014 ‐ PROJECTED Business‐type Activities ‐ Enterprise Funds Electric, Water and Sewer Stormwater OPERATING REVENUES: Electric sales Water sales Sewer charges Impact fees Stormwater charges Other user charges Total operating revenues OPERATING EXPENSES: Purchased power System operations General and administrative Total operating expenses OPERATING INCOME (LOSS) NON‐OPERATING REVENUES (EXPENSES) Interest income Interest expense Principal payments Total non‐operating revenues (expenses) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS

TRANSFERS OUT NET INCOME

$ 89,567,310 13,365,576 19,571,417 466,620 $ 2,416,000 4,946,168 127,917,091

2,416,000

Totals

$ 89,567,310 13,365,576 19,571,417 466,620 2,416,000 4,946,168 130,333,091

73,379,536 29,170,011 7,057,541 109,607,088

1,877,297

18,310,003

538,703

18,848,706

(164,093) (374,610) (538,703)

60,000 (5,471,015) (7,030,187) (12,441,202)

1,877,297

60,000 (5,306,922) (6,655,577) (11,902,499) 6,407,504

‐

6,407,504

(6,407,504) $ ‐

73,379,536 31,047,308 7,057,541 111,484,385

(6,407,504) $ ‐

$ ‐

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2014 ‐ PROJECTED Business‐type Activities ‐ Enterprise Funds Electric, Water and Sewer Stormwater OPERATING REVENUES: Electric sales Water sales Sewer charges Impact fees Stormwater charges Other user charges Total operating revenues OPERATING EXPENSES: Purchased power System operations Depreciation and amortization General and administrative Total operating expenses OPERATING INCOME (LOSS) NON‐OPERATING REVENUES (EXPENSES) Interest income Interest expense Gain (loss) on disposal of fixed assets Total non‐operating revenues (expenses) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS CAPITAL CONTRIBUTIONS TRANSFERS IN TRANSFERS OUT

$ 89,567,310 13,365,576 19,571,417 466,620

2,416,000

73,379,536 26,954,207 10,154,582 7,057,541 117,545,866

2,716,964

73,379,536 28,870,207 10,955,547 7,057,541 120,262,831

10,371,225

‐300,964

10,070,260

60,000 (5,306,922)

0 (192,303)

60,000 (5,499,225)

(5,246,922)

(192,303)

(5,439,225)

5,124,303

‐493,267

4,631,035

1,916,000 800,964

‐

3,030,000

121,200

3,151,200

265,000 6,407,504

CHANGE IN NET ASSETS

14,826,807

TOTAL NET ASSETS‐ BEGINNING

251,879,691

TOTAL NET ASSETS‐ END

$ 89,567,310 13,365,576 19,571,417 466,620 2,416,000 4,946,168 130,333,091

$ 2,416,000 4,946,168 127,917,091

Totals

$ 266,706,497

6,407,504 ‐372,067 14,030,264 $ 13,658,196

14,189,739 265,909,954 $ 280,364,694

Note: Presented on a GAAP basis

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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

From Vision:

Manchester Meadows Master Plan:

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

To Reality:

Since its 2006 construction, Manchester Meadows has captured the interest of park and soccer enthusiasts locally, regionally, and nationally. In summer 2012, Manches‐ ter Meadows will host the 2012 US Youth Soccer National Championships.

In addition to Manchester Meadows, our velodrome, tennis complex, future BMX track, and many baseball fields, continue to reinforce our success as a leader in sports tourism. To learn more about our facilities visit: www.rockhillrocks.com.

ity community. City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets: FY2013-2015 Strategic Plan

We commit to provide quality services. We seek to offer quality places. We strive to be a quality community.

Quality Services: This focus area includes some of the most funda‐ mental responsibilities we have as being the local provider for services such as fire, police, water, sewer, electricity, public works, economic development, customer service, and parks, recreation, and tourism. Quality Places: This focus area involves ensuring that the City offers quality development and places for businesses and community life to flourish. This includes having a vibrant downtown and managing transformative development projects within our community, such as Riverwalk and the Bleachery. Quality Community: This focus area addresses several quality of life initiatives such as supporting neighborhoods within our City, fostering a diverse and inclusive community, building public trust, and encour‐ aging public engagement.

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

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

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

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

100

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets: FY2013-2015 Strategic Plan Plan properly – Planning activities relate to our ability to plan for the future. Planning activities often precede any action and may involve re‐ searching best practices, meeting with partners or conducting master planning for infrastructure improvements. While these activities may seem trivial, they are important because they prepare the foundation for future success. Act appropriately – Action activities relate to our ability to meet desired achievement and service levels and often involve implementing ele‐ ments from the planning phase. Examples of action activities are meet‐ ing police response time goals or revising incentives to enhance business recruitment efforts. Action activities are important because they have tremendous impact on whether we will have successful outcomes. Evaluate continuously – Evaluation activities relate to the effectiveness of both our planning and our actions. Are we seeing a reduction in crime? Do citizens feel safe after dark? Have our marketing efforts successfully recruited new businesses? Evaluation measures are important because they tell us whether our planning and actions are producing the desired ARE WE THERE YET? When using a road map, it is important to be able to recognize when you have arrived at your desired destination; the same can be said for strategic planning. One of the most distinctive features of our Strategic Plan is its inclusion of performance targets. Our Strategic Plan goes beyond aspiring for robust economic development and safe neighborhoods; Rock Hill’s Strategic Plan clearly states how success will be defined. Whether the goal is to add 500 new jobs in three years or to reduce violent crime in our downtown area by two percent annually, the standards by which the City will be judged are explicitly stated in the Strategic Plan. Because our per‐ formance targets are set with appropriate rigor, perfection is not expected; however, ensuring appropriate progress towards accomplishing our vision and communicating that progress to our stakeholders is important – as it supports our commitment to transparency and accountability. JOIN US ON OUR JOURNEY We encourage you to follow our progress as we address the tasks and goals included in the FY2013‐2015 Strategic Plan. Each year the City pub‐ lishes mid‐year and year‐end progress reports that quantify our progress at meeting the performance targets included in the Strategic Plan. Using both quantifiable data and narrative information, these reports provide mean‐ ingful information on both successes and challenges. To complement the semi‐annual progress reports, the City has a Performance Dashboard which provides monthly progress updates on many of the goals included in the Strategic Plan. Progress reports and the Performance Dashboard are available on the City’s website – cityofrockhill.com/transparency.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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

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

101

Performance Budgets: FY2013-2015 Strategic Plan Award‐winning Quality Services Our services have received numerous awards and recognitions throughout the years. A few of these include: The Electric Division received the RP3 Platinum Award from the American Public Power Association for being a reliable public power provider (2009/2010, 2011/2012).

The Rock Hill Police Department was named a Flagship Agency by The Commission on Ac‐ creditation for Law Enforcement Agencies (CALEA) for continually demonstrating excel‐ lence in commitment to the CALEA accredita‐ tion process (2009).

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

102

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets: FY2013-2015 Strategic Plan Quality Services Many of our most fundamental responsibilities to our community are included in the Quality Services focus area. A few of these re‐ sponsibilities include police, fire, public works, electric, water, sewer, and customer service. Goals

1. 2. 3. 4. 5.

Provide high quality public safety and judicial services Provide high quality public works and stormwater services Provide high quality parks, recreation, and tourism services Provide high quality electric, water, and sewer services Ensure exceptional customer service and proactive communica‐ tion through accessible, responsive, and knowledgeable em‐ ployees 6. Provide high quality economic development services Efficient and Effective Services Rock Hill is committed to using our financial and personnel re‐ sources in a manner that allows us to deliver services in an efficient manner. Our strategic plan includes several measures that monitor our staffing levels and compare them to other jurisdictions. Addi‐ tionally, there are several measures that evaluate our ability to ac‐ complish outcome goals such as reduction in crime and the creation of jobs. Affordable Services Ensuring that we provide affordable services is very much a part of providing quality services. Each year the City conducts a rate com‐ parison survey in which we compare our rates to other communi‐ ties in our county, region, and state. The rate comparison findings are

Engaging Our Community: Citizen Survey Responses & Focus Group Feedback

♦♦♦ Quality of Police Services percent rated excellent/good 100 80 60 40 20 0

2003

2005

2008

2011

♦♦♦

Quality of Fire Services percent rated excellent/good

100 80 60 40 20 0 2003

2005

2008

2011

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

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

103

Performance Budgets: FY2013-2015 Strategic Plan Quality Services Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

GOAL: PROVIDE HIGH QUALITY PUBLIC SAFETY & JUDICIAL SERVICES

POLICE SERVICES

Evaluate the efficiency and effectiveness of police services as it relates to reducing crime and increasing the commu‐ nity’s perception of safety Explore methods to improve response times By 6/30/2013

Explore methods to increase visibility in neighborhoods/patrol zones

By 1/1/2014

Respond to Priority One calls

Reduce citywide property crime per 1,000 residents from three year trend

70% within 5 minutes 2% per year

Maintain or reduce citywide violent crime per 1,000 residents from three year trend

Continue to increase the percentage of residents who feel very or some‐ what safe from violent crimes by three percentage points

Maintain or re‐ duce citywide vio‐ lent crime 68% 63%

Continue to increase the percentage of residents who feel very or some‐ what safe from property crimes by three percentage points Enhance the communication and delivery of police community outreach programs which will provide citizens the oppor‐ tunity to interact with police employees and learn about current police initiatives and performance

Hold Open House Inform the community about crime reduction and crime prevention activi‐ ties Attend community and neighborhood meetings and events

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

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

Police Open House event 104

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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

Plan

Act

Evaluate

Target

Implement practices and strategies that contribute positively to the delivery of police services Address space demands at the Law Center Evaluate progress of Police workforce diversity/minority recruitment

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

FIRE SERVICES Evaluate the efficiency and effectiveness of fire services and the community’s satisfaction with fire services Respond to top priority fire suppression calls Respond to top priority medical emergency calls Percent of fires contained to the room of origin Maintain percentage of residents rating fire prevention and education as excellent or good Maintain the percentage of residents rating fire services as excellent or good

90% within 5 minutes 90% within 5 minutes 62% 77% 95%

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

4 per year

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

2 per year

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

100% By 6/30 each year

JUDICIAL SERVICES

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

50% within 120 days

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

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Disposed/ Conditional exceed cases filed

105

Performance Budgets: FY2013-2015 Strategic Plan Quality Services Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

GOAL: PROVIDE HIGH QUALITY PUBLIC WORKS AND STORMWATER SERVICES PUBLIC WORKS

Evaluate current services/programs and communicate program features to customers Develop initiatives to increase participation level in YardCart Program

By 10/1/2012

Evaluate YardCart program participation level

By 9/1 each year

By 1/1/2014 Create an interactive map for the City’s website that displays street clean‐ ing sweeping routes and schedules Create an interactive application that allows citizens to check road ratings By 6/1/2014 and learn about various road paving solutions Evaluate the efficiency of service delivery and explore opportunities for maximizing economies of scale Remain below median cost for operating and maintenance expenditures 25% below for refuse collections per ton of refuse collected Explore opportunities to appeal to additional commercial customers By 1/1/2014 Evaluate sidewalk and street infrastructure and address concerns in a methodical manner By 6/30 each year

Annually conduct an inventory and conditions assessment of City side‐ walks/streets Replace damaged sidewalk annually

At least 2,500 feet annually 30 ramps per year

Upgrade intersection ramps to comply with ADA requirements Upgrade street signage to comply with state/federal street signage regu‐ lation changes

600 signs per year

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

100

Percent excellent or good

“Some of the roads around here—they’ve come a long way in 35 years, but some of them could still come a long way.” ‐focus group participant From July 2009 through July 2012, the Public Works Department replaced over 11,700 feet of damaged sidewalk using existing financial and personnel resources. 106

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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

Plan

Act

Evaluate

Target

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

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

Develop strategies for dealing with state roads, stormwater, and side‐ walks in neighborhoods

By 7/1/2014

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

Increase resurfacing/street paving funding in the City’s General Fund Seek changes in how C‐funds are allocated Seek legislation change that would allow local governments the flexibility to address citizen complaints regarding state roads without local govern‐ ments being required to assume future responsibility for the road

By 7/1/2014

Address the stormwater master plan Develop a phased implementation action plan to address the stormwater master plan

By 6/30/2013

GOAL: PROVIDE HIGH QUALITY PARKS, RECREATION, AND TOURISM SERVICES Evaluate park operations, enhancements, and efficiencies

Provide cross‐training to parks personnel for maintenance and operation duties Provide cross‐training to recreation personnel for recreation program‐ ming duties Provide web‐based facility rental to customers Provide web‐based program registration to customers for all PRT pro‐ grams

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

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

By 1/1/2013

Evaluate program offerings using cost‐to‐serve methodology and com‐ plete annual assessments for determining future program directions

By 6/1 annually

Continue services and activities that enhance our sports tourism efforts

Meet with the Rock Hill Sports Marketing Alliance regularly

Quarterly

Identify potential Sports Commission members and hold a first meeting

By 6/1/2013

Work with local, state, and national organizations to host quality sports tourism events at Manchester Meadows, Rock Hill Tennis Center, Cherry Park/Hargett Park/Terry Complex and Giordana Velodrome

Host 4 regional, state, or national events

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

107

Performance Budgets: FY2013-2015 Strategic Plan Quality Services Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

Evaluate sports tourism’s economic impact

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

$ financial impact

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

Number of hotel nights

Build awareness and enhance the City’s nature based tourism efforts

Host tourism events at Glencairn Garden

At least 4 events annually

GOAL: PROVIDE HIGH QUALITY ELECTRIC, WATER, AND SEWER SERVICES

Evaluate electric operations to ensure operational efficiency and customer service are maximized Identify high traffic areas that require adjustments to traffic signal syn‐ chronization

By 6/1/2014

Begin tracking system average interruption duration index (SAIDI), cus‐ tomer average interruption duration index (CAIDI), and average system availability index (ASAI) to develop benchmarks for improving overall sys‐ tem operation Implement Outage Management System

By 6/1/2013

Identify the five worst power outage areas inside the City limits and de‐ velop plans to improve reliability through operational and capital im‐ provements

By 6/1/2015

By 1/1/2013

Sports Tourism Economic Impact $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0

By Year Cumulative

2009

2010

2011

Giordana Velodrome—Rock Hill’s newest sports facility 108

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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

Plan

Act

Evaluate

Target

Evaluate the efficiency and effectiveness of water operations

Comply with EPA and DHEC drinking water standards

100%

Remain above the American Water Works Association (AWWA) median for the amount of water delivered per employee

Above median

Evaluate the efficiency and effectiveness of wastewater operations

Comply with EPA and DHEC wastewater treatment standards Remain above the median for the amount of wastewater processed per employee Address the electric system’s maintenance and expansion needs

Complete electric capital projects according to the Capital Improvement Plan (CIP) schedule Evaluate trim cycle per substation/circuit Examine how rate structure/electrical system could be leveraged to at‐ tract new customers and industries

100% Above median

90% of CIP pro‐ jects completed during scheduled fiscal year Attain industry standard cycle By 6/30/2014

Address the water system’s maintenance and expansion needs

Complete water capital projects according to the Capital Improvement Plan (CIP) schedule Complete wholesale contract negotiations

90% of CIP pro‐ jects completed during scheduled fiscal year By 1/1/2013

Address the wastewater system’s maintenance and expansion needs

Complete wastewater capital projects according to the Capital Improve‐ ment Plan (CIP) schedule

90% of CIP pro‐ jects completed during scheduled fiscal year

GOAL: ENSURE EXCEPTIONAL CUSTOMER SERVICE AND PROACTIVE COMMUNICATION THROUGH ACCESSI‐ BLE, RESPONSIVE, AND KNOWLEDGEABLE EMPLOYEES Implement strategies that inform customers about specific public projects and initiatives, such as service interruptions, road work, utilities work, and zoning changes Develop door knockers that front‐line employees can use to notify cus‐ tomers of planned service interruptions

By 1/1/2013

Develop a communication checklist to assist with informing affected par‐ ties

By 1/1/2013

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

109

Performance Budgets: FY2013-2015 Strategic Plan Quality Services Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

Evaluate and implement features/practices that will enhance customer service accessibility Monitor the Call Center’s average call wait time

Average call time 3 minutes or less 90 calls per day per full time agent 10% increase in online service re‐ quest activity per fiscal year By 1/1/2015

Ensure Call Center operates efficiently; monitor the average calls per day per full time agent Expand and encourage the use of online service requests module via City website for customers and employees

Establish process to provide customized electronic notifications via email, text, and phone based on customer selection At least 2 new Expand customer access to online services by equipping City facilities with technology points, such as kiosks or open computer terminals technology points Explore creation of mobile smart phone application for customers to sub‐ By 1/1/2014 mit service requests Provide comprehensive employee training and education regarding the importance of customer service and customer‐ focused communication in our organizational culture Provide customer service training to new employees 100% of new hires Develop and implement employee training on the Good Neighbor Values campaign

By 1/1/2013

Citizen Survey: City Employees otlight: Service Sp r e m Center o st u C has a Call l il H k c o R agents City of er service year, m While the to s u c y four alls each staffed b 120,000 c r e g high v o le d at providin ery th who han s e v e li e v rmly b e job of e Rock Hill fi rvice is th se mer r o e st m u c o st s vide ro p y quality cu it C e yee. Th ar. city emplo g throughout the ye in in service tra

2003

2005

2008

2011 84% 72%

Overall impression

64% 71% 81% 74%

Courtesy

68% 71% 84% 66%

Responsiveness

63% 71% 87% 73%

Knowledge

77% 75% 0%

50%

100%

Percent “excellent” or “good” 110

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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

Plan

Act

Evaluate

Target

GOAL: PROVIDE HIGH QUALITY ECONOMIC DEVELOPMENT SERVICES

Market Rock Hill as a preferred location for business growth Complete a redesign of the www.RockHillUSA.com website that will pro‐ vide prospects a fully interactive experience in evaluating locations

By 1/1/2014

Hold marketing events for area brokers

2 events/3 meetings per year

Promote a business‐friendly environment that supports business growth and recruitment

By 6/30 each fiscal year 2 meetings each year

Prepare a competitiveness analysis each year Host meetings with developers and small business owners to solicit advice on how the City can support their efforts Re‐recruit existing businesses by meeting with local business

2 meetings per month Meet quarterly

Meet with the owners of Antrim regularly to discuss business recruitment Support the creation of full time jobs in the City’s business parks

500 new jobs in 3 years $50 million in new investment

Solicit and support new business investments in the City Support RHEDC as a key economic development leadership and investment organization

40 meetings per year

Provide staff support to the RHEDC board and all RHEDC Committees Create an economic development investment fund as a joint effort of the City and RHEDC Support and manage RHEDC investments

By 1/1/2013

2 investment pro‐ jects by 6/30/2015

Develop strategies to improve Rock Hill’s position in Columbia and the Charlotte region Strengthen relationship with the SC Department of Commerce

Encourage local leaders to seek positions with state‐wide organizations that influence economic development

Facilitate the City’s membership in New Carolina by identifying local lead‐ ership to participate in planning activities with New Carolina Explore possible relationships with South Carolina’s research universities to support economic development efforts in Rock Hill

Participate in Charlotte Regional Partnership activities

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

2 staff visits to Co‐ lumbia/2 events in Rock Hill per year 3 local leaders repre‐ sented on state‐wide organizations by 6/30/2015 Representation on 2 cluster task force groups by 6/30/2015 Contact economic development official at each of the 3 re‐ search universities by 1/1/14 Attend 6 meetings per year; host 1 meeting in Rock Hill 111

Performance Budgets: FY2013-2015 Strategic Plan Award‐winning Quality Places Our quality places, and the events that take place at these venues, have received numerous awards and recognitions throughout the years. A few of these include:

Our vibrant downtown sets the stage for the annual ChristmasVille event– which turns downtown Rock Hill into a charming, picturesque holiday village and outdoor art festival. ChristmasVille was named South Carolina Event of the Year by the South Carolina Festival and Events Association (2008, 2009, 2010, 2011).

The Cotton Factory was named the Best Commercial/Retail/Non‐residential Historic Rehabilita‐ tion Project by the National Housing and Rehabilitation Association (2009).

Glencairn Garden was named Attraction of the Year by the Olde English District Commission (2010).

112

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets: FY2013-2015 Strategic Plan Quality Places An important part of fostering our community’s success is to ensure that we have quality areas, business parks, and overall development to offer residents, visitors, and potential businesses. Currently the City and many of its community and business partners are undertaking transformative development projects within our community, such as Riverwalk, Downtown East, and the Bleachery. Goals

1. Create a vibrant Old Town 2. Provide support for major development projects throughout the community 3. Contribute to the success of the community’s business parks Transformative Vision and Projects Thanks to visionary civic, business, political, and administrative lead‐ ers, a variety of exciting projects are unfolding in our community. Old Town—The City continues to promote and market the Old Town area as a key component to the City’s continued success. Old Town serves as host to many of the City’s cultural and so‐ cial events. Old Town Amphitheater crowd at the Charlie Daniels concert. Riverwalk— Riverwalk is a multi‐phased, mixed‐use development that will boast an unparalleled collection of amenities, including the 3‐mile Piedmont Medical Center Trail, that is part of the greater Carolina Thread Trail system, and the Giordana Velodrome at the Rock Hill Out‐ door Center. To learn more about Riverwalk, visit www.riverwalkcarolinas.com.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Engaging Our Community: Citizen Survey Responses & Focus Group Feedback

♦♦♦ Support Center City/Old Town Redevelopment Efforts percent strongly/somewhat support

100 80 60 40 20 0 2008

2011

♦♦♦ “I think if you develop Old Town, I think it’s something that the entire community can enjoy, and it might be something that can bring the entire community to‐ gether” ‐focus group participant ♦♦♦ “If they can turn the Bleachery into part of downtown and expand, then the more you make a center city or an epicenter in the community or kind of like the place where everybody can come together and –I think once you create that, that’ll help... if you’ve got one central commu‐ nity, a center place…” ‐focus group participant ♦♦♦ “Riverwalk, that appeals to a lot of na‐ ture people, people who like to go hiking, canoeing and kayaking —it’s diverse.” ‐focus group participant

113

Performance Budgets: FY2013-2015 Strategic Plan Quality Places Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

GOAL: CREATE A VIBRANT OLD TOWN Promote Old Town as a vibrant business area in Rock Hill through effective marketing, meeting with the business com‐ munity, and implementing the Old Town Jobs Strategy Provide City Management recommendations on establishing special pro‐ By 7/1/2014 grams/facilities for business growth such as incubators, innovation center, etc. By 6/30/2013 Expand the www.RockHillBleachery.com website as the key business/jobs marketing platform for all of Old Town Create a marketing/branding plan for Old Town as a place for business By 1/1/2014 Develop/implement strategies for small businesses to own real estate efforts in Old Town Support the Rock Hill School District in its interest in relocating adminis‐ trative offices to Old Town Meet with downtown small business owners both individually and collec‐ tively to gather specific needs and list partners that can assist them with expansion Produce a development plan for the Lowenstein Building Organize meetings with the Old Town Leadership Group and facilitate economic development initiatives within group to support Old Town and other key business initiatives Recommend/implement policies and incentives as part of the Old Town Jobs Strategy Number of new and existing Old Town businesses receiving incentives

By 1/1/2014 Respond to 100% of RHSD inquiries re‐ garding relocating Meet with at least 15 business owners each fiscal year By 7/1/2013 Attend 100% of meetings By 6/30/2013 # receiving incen‐ tives

Attract new housing to Old town Create a redevelopment strategy for Textile Corridor neighborhoods

By 6/30/2014

Attract and support residential construction in Old Town

40 new residential units by 6/30/2015

Engage the community in Old Town planning and design activities Conduct focus groups of downtown residents, businesses, and other com‐ munity stakeholders to discuss their perceptions, vision, and thoughts of Downtown Create a special citizen task force to: identify spaces and structure/uses that detract from the visual and functional aspects of Old Town, identify improvements to the physical environment o downtown that may im‐ prove safety, and identify and recommend opportunities to create special places in downtown to exhibit art, provide gathering places, etc. Evaluate crime and the perception of safety in the Downtown area Maintain/reduce Downtown violent crime per capita from three year trend Maintain the percentage of citizens who feel safe in the downtown area during the day Increase the percentage of citizens who feel safe in the downtown area after dark by three percentage points over the next three years 114

2 focus groups

By 6/30/2015

Maintain/reduce crime per capita 87% 54%

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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

Plan

Act

Evaluate

Target

Organize, manage, market, and support Old Town events Work with Rock Hill School District and Winthrop University to host down‐ town events targeted at attracting high school and college students Monitor OnlyinOldtown.com website traffic

3 events

Build marketing partnerships with Comporium, the Arts Council, and oth‐ ers to support Old Town businesses and events Design and construct infrastructure projects to enhance Old Town’s vibrancy and economic growth

By 1/1/2015

Make recommendations regarding the next phase of Old Town Amphi‐ theater improvements Ensure that the Old Town Market is operational

By 1/1/2013

Make progress on railroad sidetrack extension project

Solicit developer(s) to partner with the City and other Old Town stake‐ holders to plan for and attract new investment to Old Town Report results of the Streetcar Master Plan and identify next steps

Number of visits per fiscal year By 7/1/2014

Complete phase 1 by 6/30/2014 Phase 2 ready for construction by 6/30/15 Issue RFQ by 1/1/2013 By 1/1/2013

OnlyinOldtown.com is the official guide to all things happening in the Old Town area.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

115

Performance Budgets: FY2013-2015 Strategic Plan Quality Places Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

Complete White Street improvements

Phase 1 by 1/1/2014 Phase 2 by 1/1/2015

Complete Downtown East Park and streetscapes

By 1/1/2015

Complete Oakland Avenue streetscapes

By 1/1/2015

Complete the Woolworth Walkway

By 1/1/2015

Complete environmental assessment and cleanup projects in Old Town Complete the Arcade Mill Voluntary Cleanup Contract

By 1/1/2013 By 1/1/2015

Complete the Annex Voluntary Cleanup Contract Implement action steps identified in the College Town Action Plan Initiate a targeted pro‐active code enforcement program in neighbor‐ hoods surrounding Winthrop University’s campus Begin implementation of College Town Area Bike/Pedestrian Plan

By 1/1/2013 By 1/1/2013 By 1/1/2014

Work with Winthrop to develop marketing materials to attract college oriented restaurants and businesses to available or planned space

GOAL: PROVIDE SUPPORT FOR MAJOR DEVELOPMENT PROJECTS THROUGHOUT THE COMMUNITY

Continue to encourage development of the Bleachery site Complete all cleanup related projects at the Bleachery site

By 7/1/2014

Develop a conceptual infrastructure plan for the Bleachery site

By 1/1/2013

Support the Riverwalk development

Complete The Greens, public open space, at the Rock Hill Outdoor Center

By 8/1/2013

Complete construction of BMX Supercross facility

By 10/31/2012

Complete construction of the canoe/kayak launch at the Rock Hill Out‐ door Center Complete design phase and begin layout of mountain bike trails at the Rock Hill Outdoor Center Work with York County, the Carolina Thread Trail, and Norfolk Southern Railroad to develop plans for connecting the Rock Hill Outdoor Center Trail with the River Park Trail Support private development in the Galleria/Manchester area

116

By 7/1/2013 By 10/31/2012 By 7/1/2014

Build missing segments of the pedestrian system to serve the Galleria area

Support SC DOT’s efforts in completing the Exit 79 southbound ramp im‐ provements, completion of streetscape, and pedestrian improvements Regularly discuss development opportunities with owners/developers

$25,000 in improve‐ ments per year City design goals met

Twice per year

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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

Plan

Act

Evaluate

Target

Support private development on Saluda Street and at South Gate Regularly discuss status of the South Gate project with developer

Once per quarter

Support private development along Cherry Road Corridor Complete three subarea plans for Cherry Road

By 1/1/2014

Provide support to complete all infrastructure improvements related to the Ross Store project Manage state grants for infrastructure projects

100% grant com‐ pliance By 6/30/2015

Complete the relocation of Paddock Parkway

GOAL: CONTRIBUTE TO THE SUCCESS OF THE COMMUNITY’S BUSINESS PARKS

Support, assist, and encourage development in publicly and privately owned business parks Solicit and support development in business parks over the next three years Encourage the development of spec buildings over the next three years

$200 million in investment at least 1 new spec building At least 1 pre‐ graded site By 7/1/2013

Seek to pre‐grade sites at Waterford and/or TechPark for new business investment Develop a working group to identify and plan a new publicly‐owned busi‐ ness park site Support the development of infrastructure to serve Riverwalk Business Park Communicate frequently with owners of private business parks

Respond to oppor‐ tunities presented by developer 6 contacts per month

The Antrim Business Park and the future Riverwalk Business Park are just two of the many business parks located in Rock Hill. To learn more about the various business parks in our community visit http://www.rockhillusa.com. City of Rock Hill, South Carolina—Fiscal Year 2012/2013

117

Performance Budgets: FY2013-2015 Strategic Plan Award‐winning Quality Community Our community’s quality of life has received numerous awards and recognitions throughout the years. A few of these include:

Rock Hill was featured as the Best Place to Raise Kids in South Carolina by Businessweek Magazine (2009, 2010).

Rock Hill was named one of the 100 Best Communities for Young People by the America’s Promise Alliance (2006, 2008, 2010, 2011).

Rock Hill was designated a Playful City USA Community by KaBOOM (2010, 2012).

118

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Performance Budgets: FY2013-2015 Strategic Plan Quality Community There are many initiatives that the City undertakes and supports in efforts to enhance the quality of life within our community. These initiatives are wide ranging including: supporting our many neighbor‐ hoods, providing comprehensive planning that ensures housing and transportation needs are met, fostering a diverse and inclusive com‐ munity, building public trust, and encouraging public engagement. Goals

Engaging Our Community: Citizen Survey Responses & Focus Group Feedback

♦♦♦ Overall Quality of Life in Rock Hill percent rated excellent/good

1. Strengthen neighborhoods through partnerships that promote community, identity, and livability 2. Evaluate and implement the City’s comprehensive planning and 3. 4. 5. 6.

zoning initiatives to ensure quality development throughout the community Provide for a coordinated transportation system that supports the City’s growth goals Offer a variety of opportunities to engage citizens and build pub‐ lic trust Cultivate partnerships that encourage a wide range of cultural, recreational, and educational opportunities for all ages Develop and implement strategies to reinforce a sense of com‐ munity and strengthen civic pride among the citizens of Rock Hill

Comprehensive Planning In November 2010, the City of Rock Hill adopted the Vision 2020 Comprehensive Plan following an extensive 30‐month public planning process. The Comprehensive Plan serves as a guide to community decision making regarding growth and development, public facility investments, and regulation of land uses. Its intent is to ensure that in the future, Rock Hill develops and grows in ways that enhance the community's economic vitality and overall quality of life for residents, stakeholders, and visitors. Several of the Comprehensive Plan’s phased recommended action steps are included in the Strategic Plan.

100 80 60 40 20 0 2003

2005

2008

2011

♦♦♦ Sense of Community in Rock Hill percent rated excellent/good 100 80 60 40 20 0 2003

2005

2008

2011

♦♦♦ “You know, it’s just a local, clean community. Part of the reason my wife and I moved down here three years ago was because we really like the place, we like the people. It’s just a nice, fun community. We’re going to live the rest of our lives here, and hopefully, it’ll be a long one. This is where we wanted to be.” ‐focus group participant

Community meetings ‐ Comprehensive Plan development

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

119

Performance Budgets: FY2013-2015 Strategic Plan Quality Community Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

GOAL: STRENGTHEN NEIGHBORHOODS THROUGH PARTNERSHIPS THAT PROMOTE COMMUNITY, IDENTITY, AND LIVABILITY Examine the strengths and weaknesses of the local housing market and its impact on neighborhoods and new develop‐ ment Track the number of foreclosures in the community By 12/31 annually Refer qualifying homeowners to the South Carolina Homeownership and Employment Lending Program’s anti‐foreclosure program Examine and support affordable housing opportunities within the community

Explore funding sources for possible expansion into rental housing for seniors Engage neighborhoods to promote community building

Refer 10 home‐ owners By 7/1/2013

Increase the number of neighborhood associations and/or reengage inac‐ tive neighborhood associations

Add 2 new asso‐ ciations/reengage inactive associa‐ tions annually Add 2 new neighborhoods to the event annually

Encourage neighborhood participation in National Night Out

Implement practices that contribute to neighborhoods throughout the City being well maintained Code Enforcement — average number of calendar days from case initia‐ tion to voluntary compliance Code Enforcement — rate of voluntary compliance

Review demolition practices

At or below me‐ dian days (ICMA) At or above me‐ dian rate (ICMA) By 7/1/2013

Examine rental housing standards

By 7/1/2014

Expand PACE (Pro‐active Code Enforcement) project to neighborhoods outside the Urban Core area

1 PACE project outside Urban Core each fiscal year

Secure funding to continue the Weed & Seed initiative

By 8/1/2012

Add two new contiguous neighborhoods (the Triangle and the Saluda Cor‐ ridor) to the Weed & Seed Initiative

By 1/1/2013

Continue to work with targeted neighborhoods within the City

Weed & Seed Neighborhoods

120

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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

Plan

Act

Evaluate

Target

Facilitate the establishment of a new Weed & Seed Board

By 3/1/2013

Meet with Weed & Seed neighborhoods regularly

Paint homes within the Weed & Seed neighborhoods through Rolling in Rock Hill Perform PACE (Pro‐active Code Enforcement) project in Weed & Seed neighborhoods

11 times per fiscal year 5 homes per fiscal year 1 PACE project per fiscal year

Construct/redevelop homes in Hagins–Fewell

Improve the Harden/Finley Road/Sidney Street entrance into the new development located in the Hagins‐Fewell neighborhood

1 home per fiscal year By 6/30/2013

Provide owner occupied rehabilitations within Old Town neighborhoods

25 per year

Continue the Old Town Pride Project with random inspections of urban core rental and owner occupied properties

10% of rental 800 owner homes each year

Saluda Corridor Neighborhood Association Provide meeting space for the association and attend monthly meetings to provide support as needed Neighborhood Inspections will direct focus on Saluda Street one week per month

10 meetings per fiscal year 12 times per fiscal year

Hagins‐Fewell Neighborhood

Continue Old Town neighborhood enhancement initiatives

Weed & Seed Neighborhood Clean‐up Event The Weed and Seed program reflects a comprehensive approach to community revitalization through the use of coordinated crime reduction activities combined with a mix of social, economic, and housing improvement programs in targeted neighbor‐ hoods. Rock Hill Police Department assists with “weeding” out crime in the neighborhoods and a host of other departments led by Housing and Neighborhood Services assist with “seeding” positive initiatives into the neighborhoods. The community plays a pivotal role by partnering with the City to assist with both weeding and seeding activities. City of Rock Hill, South Carolina—Fiscal Year 2012/2013

121

Performance Budgets: FY2013-2015 Strategic Plan Quality Community Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

GOAL: EVALUATE AND IMPLEMENT THE CITY’S COMPREHENSIVE PLANNING AND ZONING INITIATIVES TO EN‐ SURE QUALITY DEVELOPMENT THROUGHOUT THE COMMUNITY

Examine current development policies and practices Evaluate the long term impact of code amendments made in response to economic conditions Provide City Council with policies to assist with meeting housing needs and fulfilling goals for new housing development

By 7/1/2013

By 7/1/2014

Implement Comprehensive Plan growth policies as they affect the three major goals of infill, neighborhood design, and connectivity Implement development regulation changes and incentives By 7/1/2014 Adopt redevelopment plan and mixed use center plans identified in the Comprehensive Plan

By 1/1/2014

Propose an updated annexation policy to City Council

By 3/30/2013

GOAL: PROVIDE FOR A COORDINATED TRANSPORTATION SYSTEM THAT SUPPORTS THE CITY’S GROWTH GOALS

Ensure there are opportunities for alternative transportation modes within our community Analyze existing transit programs to determine if there are indicators sup‐ porting expansion

By 7/1/2014

Evaluate participation/ridership level in transit programs

Maintain or increase ridership

Coordinate land use and transportation planning and continue collaboration through RFATS and other regional efforts Complete the Catawba River Crossing Study

By 7/1/2012

Complete the RFATS Long Range Plan Update

By 7/1/2013

GOAL: OFFER A VARIETY OF OPPORTUNITIES TO ENGAGE CITIZENS AND BUILD PUBLIC TRUST Expand and promote opportunities to educate citizens about city services and operations Use the utility connection process as an opportunity to welcome newcom‐ ers

Continue to host Operations Center Open House

Develop a compre‐ hensive welcome packet Biennially

By 4/1/2013

One active topic per quarter; increase participation by 20% annually

Promote and encourage civic engagement Explore ways to engage residents who commute to North Carolina for employment Promote and grow Open City Hall as a venue for citizen involvement

122

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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

Plan

Act

Evaluate

Target

Explore and implement new uses of social media to provide opportunities to educate, engage, and interact with the public Explore various mediums for which to advertise boards and commissions’ vacancies in an effort to increase participation Monitor the average vacancy age for boards and commissions’ openings

Implement 2 new uses of social media By 1/1/2013

Average vacancy age

Develop a follow‐up initiative for graduates of Inside Rock Hill

By 1/1/2013

Enhance current communication methods to more effectively provide information to a diverse audience Create a variety of audio/video production formats suitable for assorted Create 3 new series messages, audiences, and venues by 6/30/2015 Identify and implement website access portals targeted to specific citizen By 7/1/2013 audiences, such as portals for newcomers and students Utilize printed publications, such as brochures, flyers and advertisements, 6 newsletters annu‐ ally as a source to communicate city information Seek opportunities to enhance public trust by sharing information in an accessible, convenient manner Identify website enhancements to better highlight accessibility of infor‐ mation including dashboards, financial records, and public meeting infor‐ mation

Implement enhance‐ ments by 6/30/2013

Public Information Spotlight: Whether it’s our Twitter account (@RockHillSCCity), Open City Hall on‐line forum, RH19 TV Channel, live streaming City Council meetings, or our many printed pub‐ lications, it is our goal to provide convenient user‐friendly opportunities for our commu‐ nity to be engaged and informed.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

123

Performance Budgets: FY2013-2015 Strategic Plan Quality Community Plan

Tasks (in bold) and Performance Target

Act

Evaluate

Target

GOAL: GOAL: OFFER A VARIETY OF OPPORTUNITIES TO ENGAGE CITIZENS AND BUILD PUBLIC TRUST (continued)

Develop a campaign to promote live streaming of Council and Planning Commission meetings Identify alternate locations to hold public meetings relative to the meet‐ ing’s topic, appropriate audience, and geographic location

Work to build a comprehensive list of community organizations and civic groups in order to facilitate communication and build community advo‐ cates Identify appropriate community venues to serve as distribution points for information regarding city services and initiatives

By 7/1/2013

At least 1 public meeting in alter‐ nate location each fiscal year By 4/1/2014

By 7/1/2014

GOAL: CULTIVATE PARTNERSHIPS THAT ENCOURAGE A WIDE RANGE OF CULTURAL, RECREATIONAL, AND EDUCATIONAL OPPORTUNITIES FOR ALL AGES Examine opportunities to work with community partners to expand leisure opportunities Continue to work with City Council appointed advisory commissions, advi‐ sory committees, Rock Hill School District 3, and other citizen groups to identify the next potential major regional park site Conduct an inventory and evaluation of arts and culture program offer‐ ings across the community and recommend new partnerships or pro‐ grams to the Public Parks and Recreation Commission

Work with Winthrop University to identify strategies that will assist in increasing Rock Hill’s attractiveness to retirees

By 6/30/2015

Implement 3 goals by 1/1/2014 Identify & pursue 1 new funding source

By 6/30/2015

Recommend 1 new program/ partnership each fiscal year Work with community partners to develop social opportunities for all residents inclusive of special populations, teenag‐ ers and seniors 1 sport opportu‐ Offer alternative sport opportunities to the teen population nity each fiscal year Offer adventure‐based programs targeted to the teen population 1 program each fiscal year Engage Rock Hill School District to assist with hosting joint pep rallies for 1 pep rally each fiscal year the three high schools Host concerts at the Old Town Amphitheater targeted to the teen popula‐ 1 concert each tion fiscal year Design cycling programs that provide access for special populations at the By 7/1/2013 Rock Hill Outdoor Center Work with community partners to increase Rock Hill’s attractiveness to retirees

Continue to provide, support, and promote health and wellness initiatives Provide leadership and support to implement goal of the ACHIEVE Com‐ munity Action Plan Seek funding opportunities aimed at improving community health by con‐ tinuing to facilitate partnerships and leverage resources 124

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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

Plan

Act

Evaluate

Target

GOAL: CULTIVATE PARTNERSHIPS THAT ENCOURAGE A WIDE RANGE OF CULTURAL, RECREATIONAL, AND EDUCATIONAL OPPORTUNITIES FOR ALL AGES (continued) Offer a variety of exercise classes for youth and adults at all recreation centers

Complete the I‐77 crossing of the Galleria Greenway as part of the Trails and Greenway Master Plan

Number of classes offered each fiscal year By 1/1/2014

Increase the number of marked family‐friendly bike routes

1 per fiscal year

Develop a community awareness and outreach program for the Giordana Velodrome

By 7/1/2013

GOAL: DEVELOP AND IMPLEMENT STRATEGIES TO REINFORCE A SENSE OF COMMUNITY AND STRENGTHEN CIVIC PRIDE AMONG THE CITIZENS OF ROCK HILL Implement programs and strategies that enhance the sense of place and promote Rock Hill’s civic pride Implement the Good Neighbor Values campaign

By 1/1/2013

Work to foster social, racial, and cultural acceptance and promote community inclusiveness by identifying, planning, and participating in events that promote diversity and inclusiveness 2 events per fiscal Partner with the Youth Council to host events that promote diversity and inclusiveness year Partner with the MLK Committee to host events that promote diversity and inclusiveness Partner with the Committee on Human Relations to host events that pro‐ mote diversity and inclusiveness Partner with the No Room for Racism to host events that promote diver‐ sity and inclusiveness

2 events per fiscal year 2 events per fiscal year 2 events per fiscal year

The City’s many boards and commissions are very active and host numerous events that promote diversity, inclusive‐ ness, and unity.

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

125

FY2012/2013 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 website at: cityofrockhill/transparency.

126

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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, 2012, the City of Rock Hill’s total principal bond debt service outstanding was $171,568,516 most of which consists of Revenue Bonds ($113,351,010), General Obligation Bonds ($17,185,000), and Tax Increment Financing ($17,110,000).

REVENUE BONDS All revenue bonds are payable from the net revenues of the City’s combined utility system. The various bond indentures con‐ tain significant limitations and restrictions on annual debt service requirements and minimum revenue bond coverage. The City is in compliance with all such significant financial limitations and restrictions. Highlights of outstanding Utility Revenue Bonds consist of:

• In 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 October 2009, the City issued $30,210,000 in Utility System Revenue Bonds. The bonds were issued to fund improve‐ ments to the water and waster water systems, refund the outstanding Combined Utility System Revenue Bond Anticipa‐ tion Notes, Series 2008 and Revenue Bonds 1998C, 2000A, and 2000C.

Combined Utility System Revenue Bonds Principal Debt Service Requirements $20,000,000

Principal Debt Service Requirements

$18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 32/33 33/34 34/35 35/36 36/37 37/38 38/39 39/40

Fiscal Year

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

127

Debt Service GENERAL OBLIGATION BONDS

General Obligation Principal Debt Service Requirements $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000

23/24

22/23

21/22

20/21

19/20

18/19

17/18

16/17

15/16

14/15

13/14

$0 12/13

Principal Debt Service Requirements

The full faith, credit, and taxing power of the City are pledged for the payment of General Obligation Bonds. Highlights of outstanding General Obligation Bonds: • Series 2011, outstanding principal in the amount of $10,700,000, issued to fund the General Obli‐ gation debt portion for the construction of the City’s Operations Center. • Series 1997, outstanding principal in the amount of $525,000, issued to complete the first phase of the Fire Master Plan, including construction of a new fire station and various improvements to the three existing fire stations; • Series 2003, outstanding principal in the amount of $3,650,000, for construction of two new fire stations, • Series 2008, outstanding principal in the amount of $2,310,000 for construction of a new fire sta‐ tion.

TAX INCREMENT BONDS Taxes 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 ex‐ ceed the incremental property taxes revenues, utility net reve‐ nues are pledged. The City projects that all debt service require‐ ments will be met through the construction of businesses and utilities generated by those businesses in the tax increment dis‐ tricts. Highlights of outstanding Tax Increment Bonds: • Series 2007, outstanding principal in the amount of $610,000 for the Downtown Tax Increment bonds; • Series 2009, outstanding principal of $10,125,000; • Series 2011A, outstanding principal of $3,410,000; and • Series 2011B, outstanding principal of $2,965,000.

Fiscal Year

Garden, automated meter reading, and improvements to the Wi‐Fi system.

FUTURE DEBT

In Fiscal Year 2013, the City plans to issue approxi‐ mately $1.8 million in General Obligation Bonds to fund an expansion to the City’s Law Center which houses the Police Department and Municipal Court. Additionally, the City anticipates issuing approximately $100 million in debt over the next five years for the purpose of completing improvements and additions for CERTIFICATES OF PARTICIPATION the City’s Combined Utility System. The City has $8,615,000 principal outstanding in Certificates of Participation, issued Fiscal Year 2005 for the purpose of building The Utility System debt will be financed through a com‐ Manchester Meadows, the City’s regional soccer complex. This bination of structured rate increases in the Electric, debt service is being paid for by the Food and Beverage Hospital‐ Water, and Wastewater Funds, and future Utility Reve‐ ity Taxes which were instituted in Fiscal Year 2002/2003. nue Bonds. More information on these projects can be found in the Capital Summary. SHORT TERM DEBT Each fiscal year, since Fiscal Year 2006, 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. Other short term debt include funding for Glencairn

128

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Debt Service 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 2009

Tax Year 2010

Tax Year 2011*

Assessed Value

$223,396,488

$228,345,160

$241,562,930

8% Debt Limit

17,871,719

18,267,613

19,325,304

Total Amount of Debt Applicable to Debt Limit

(8,650,000)

(8,445,000)

(18,180,000)

Legal Debt Margin

$9,221,719

$9,822,613

$1,145,034

*projected

DEBT SCHEDULES

COMBINED UTILITY SYSTEM REVENUE REFUNDING BONDS, SERIES 2000B

BONDS ISSUANCE DATE

July 2000

AMOUNT OF ISSUE

$10,000,000

PRINCIPAL PAYMENTS TO DATE

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$10,000,000

Interest payable monthly (variable) to the Bank of New York Principal payments due January 1 are reserved in monthly installments in the previous year

Bonds Redemption Schedule January 1, 2016 through 2025, as follows: 6.000%

January 1, 2016

$835,000

6.000%

January 1, 2021

$1,015,000

6.000%

January 1, 2017

865,000

6.000%

January 1, 2022

1,055,000

6.000%

January 1, 2018

900,000

6.000%

January 1, 2023

1,095,000

6.000%

January 1, 2019

935,000

6.000%

January 1, 2024

1,140,000

6.000%

January 1, 2020

975,000

6.000%

January 1, 2025

1,185,000

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

129

Debt Service DEBT SCHEDULES (CONTINUED)

COMBINED UTILITY SYSTEM REVENUE IMPROVEMENT AND REFUNDING BONDS, SERIES 2012A BONDS ISSUANCE DATE

March 2012

AMOUNT OF ISSUE

$38,280,000

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$19,830,000

Interest payable semi‐annually on the first of January and July

Principal payments in lump sum payment on the first of January

Bonds Redemption Schedule January 1, 2013 through 2030, as follows: 2.00%

January 1, 2013

$560,000

3.00%

January 1, 2022

2,480,000

2.00%

January 1, 2014

1,875,000

5.00%

January 1, 2023

2,560,000

3.00%

January 1, 2015

1,920,000

5.00%

January 1, 2024

2,040,000

4.00%

January 1, 2016

1,985,000

3.50%

January 1, 2025

2,145,000

3.00%

January 1, 2017

2,065,000

5.25%

January 1, 2026

2,230,000

2.25%

January 1, 2018

2,125,000

5.25%

January 1, 2027

2,350,000

4.00%

January 1, 2019

2,175,000

5.25%

January 1, 2028

2,475,000

5.00%

January 1, 2020

2,265,000

4.00%

January 1, 2029

2,610,000

4.00%

January 1, 2021

2,380,000

4.00%

January 1, 2030

2,040,000

COMBINED UTILITY SYSTEM REVENUE BONDS, SERIES 2003B January 15, 2003 $10,000,000

BONDS ISSUANCE DATE AMOUNT OF ISSUE

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$10,000,000

Interest payable (variable) to the Bank of New York Principal payable in lump sum payments on the first of January

Bonds Redemption Schedule January 1, 2030 through 2033, as follows:

4.00%

January 1, 2030

$675,000

4.00%

January 1, 2031

2,985,000

4.00%

January 1, 2032

3,105,000

4.00%

January 1, 2033

3,235,000

130

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Debt Service DEBT SCHEDULES (CONTINUED)

COMBINED UTILITY SYSTEM REVENUE BONDS, SERIES 2009A BONDS ISSUANCE DATE

September 23, 2009

AMOUNT OF ISSUE

$13,910,000

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$12,510,000

Interest payable semi‐annually on the first of January and July

Principal payable in a lump sum payment on the first of January

Bonds Redemption Schedule January 1, 2013 through 2029, as follows:

4.31%

January 1, 2013

$590,000

4.31%

January 1, 2021

$790,000

4.31%

January 1, 2014

$607,500

4.31%

January 1, 2022

$822,500

4.31%

January 1, 2015

$627,500

4.31%

January 1, 2023

$860,000

4.31%

January 1, 2016

$652,500

4.31%

January 1, 2024

$902,500

4.31%

January 1, 2017

$677,500

4.31%

January 1, 2025

$945,000

4.31%

January 1, 2018

$702,500

4.31%

January 1, 2026

$985,000

4.31%

January 1, 2019

$730,000

4.31%

January 1, 2027

$1,027,500

4.31%

January 1, 2020

$760,000

4.31%

January 1, 2028

$677,500

4.31%

January 1, 2029

$152,500

COMBINED UTILITY SYSTEM REVENUE BONDS, SERIES 2009B

September 23, 2009 $16,300,000

BONDS ISSUANCE DATE AMOUNT OF ISSUE REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$16,300,000

Interest payable semi‐annually on the first of January and July

Principal payable in a lump sum payment on the first of January

Bonds Redemption Schedule January 1, 2028 through 2040, as follows: 4.31% January 1, 2028

$395,000

4.31% January 1, 2034

$1,370,000

4.31% January 1, 2029

$965,000

4.31% January 1, 2035

$1,427,500

4.31% January 1, 2030

$1,162,500

4.31% January 1, 2036

$1,487,500

4.31% January 1, 2031

$1,210,000

4.31% January 1, 2037

$1,550,000

4.31% January 1, 2032

$1,262,500

4.31% January 1, 2038

$1,615,000

4.31% January 1, 2033

$1,315,000

4.31% January 1, 2039

$1,682,500

4.31% January 1, 2040

$857,500

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

131

Debt Service October 15, 2009 $14,390,000 $9,062,500

DEBT SCHEDULES (CONTINUED)

COMBINED UTILITY SYSTEM REVENUE BONDS, 2009C BONDS ISSUANCE DATE AMOUNT OF ISSUE REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

Interest payable semi‐annually on the first of January and July

Principal payable in a lump sum payment on the first of January

Bonds Redemption Schedule January 1, 2013, through 2021 as follows: 3.47%

January 1, 2013

$2,275,000

3.47%

January 1, 2017

$512,500

3.47%

January 1, 2014

$2,360,000

3.47%

January 1, 2018

$535,000

3.47%

January 1, 2015

$1,447,500

3.47%

January 1, 2019

$557,500

3.47%

January 1, 2016

$495,000

3.47%

January 1, 2020

$582,500

3.47%

January 1, 2021

$297,500

2011 GENERAL OBLIGATION BONDS

BONDS ISSUANCE DATE

August 3, 2011

AMOUNT OF ISSUE

$10,700,000

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$10,700,000

Principal payable in lump sum payments on first of April

Bonds Redemption Schedule April 1, 2013 through 2036, as follows: April 1, 2013

$285,000

April 1, 2025

430,000

April 1, 2014

295,000

April 1, 2026

450,000

April 1, 2015

300,000

April 1, 2027

470,000

April 1, 2016

310,000

April 1, 2028

495,000

April 1, 2017

315,000

April 1, 2029

515,000

April 1, 2018

330,000

April 1, 2030

535,000

April 1, 2019

345,000

April 1, 2031

555,000

April 1, 2020

355,000

April 1, 2032

580,000

April 1, 2021

365,000

April 1, 2033

605,000

April 1, 2022

375,000

April 1, 2034

630,000

April 1, 2023

395,000

April 1, 2035

660,000

April 1, 2024

415,000

April 1, 2036

690,000

132

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Debt Service DEBT SCHEDULES (CONTINUED)

TAX INCREMENT BONDS, SERIES 2007A

March 22, 2007 $1,650,000 $610,000

BONDS ISSUANCE DATE AMOUNT OF ISSUE REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

Interest payable annually on the first of May to Branch Banking and Trust Bonds Redemption Schedule May 1, 2013 through 2014 4.370%

May 1, 2013

$295,000

4.370%

May 1, 2014

$315,000

TAX INCREMENT BONDS, SERIES 2009

October 2009

BONDS ISSUANCE DATE AMOUNT OF ISSUE

$10,500,000

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$10,125,000

Interest payable annually on the first of May Bonds Redemption Schedule May 1, 2013 through 2029, as follows: 4.96%

May 1, 2013

$395,000

4.96%

May 1, 2021

$580,000

4.96%

May 1, 2014

$410,000

4.96%

May 1, 2022

$610,000

4.96%

May 1, 2015

$435,000

4.96%

May 1, 2023

$640,000

4.96%

May 1, 2016

$455,000

4.96%

May 1, 2024

$580,000

4.96%

May 1, 2017

$475,000

4.96%

May 1, 2025

$610,000

4.96%

May 1, 2018

$500,000

4.96%

May 1, 2026

$640,000

4.96%

May 1, 2019

$525,000

4.96%

May 1, 2027

$775,000

4.96%

May 1, 2020

$550,000

4.96%

May 1, 2028

$810,000

4.96%

May 1, 2029

$855,000

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

133

Debt Service DEBT SCHEDULES (CONTINUED)

December 8, 1997 $1,350,000 $525,000

1997 GENERAL OBLIGATION BONDS BONDS ISSUANCE DATE AMOUNT OF ISSUE REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

Interest payable semi‐annually on the first of May and November to Wachovia

Principal payable in lump sum payments on the first of May

Bonds Redemption Schedule May 1, 2013 through 2018, as follows:

5.000%

May 1, 2013

$75,000

5.125%

May 1, 2016

$90,000

5.100%

May 1, 2014

$80,000

5.125%

May 1, 2017

$95,000

5.125%

May 1, 2015

$85,000

5.125%

May 1, 2018

$100,000

Catawba Regional Brownfields #1 AMOUNT OF ISSUE

$455,000

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$389,610

Interest payable semi‐annually on the 30 of March and September Principal payable semi‐annually on the 30 of March and September

Bonds Redemption Schedule September 30, 2012 through 2020, as follows:

134

1.00% September 30, 2012

$22,016

1.00%

September 30, 2016

$22,912

1.00%

March 30, 2013

$22,125

1.00%

March 30, 2017

$23,025

1.00% September 30, 2013

$22,236

1.00%

September 30, 2017

$23,142

1.00%

March 30, 2014

$22,347

1.00%

March 30, 2018

$23,256

1.00% September 30, 2014

$22,459

1.00%

September 30, 2018

$23,374

1.00%

March 30, 2015

$22,571

1.00%

March 30, 2019

$23,489

1.00% September 30, 2015

$22,684

1.00%

September 30, 2019

$23,608

1.00%

March 30, 2016

$22,797

1.00%

March 30, 2020

$23,725

1.00%

September 30, 2020

$23,844

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Debt Service DEBT SCHEDULES (CONTINUED)

Catawba Regional Brownfields #2 AMOUNT OF ISSUE

$350,000

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$316,550

Interest payable semi‐annually on the 27 of December and June Principal payable semi‐annually on the 27 of December and June

Bonds Redemption Schedule December 27, 2012 through 2021, as follows:

1.00% December 27, 2012

$16,851

1.00%

December 27, 2016

$17,537

1.00%

June 27, 2013

$16,934

1.00%

June 27, 2017

$17,624

1.00% December 27, 2013

$17,019

1.00%

December 27, 2017

$17,713

1.00%

June 27, 2014

$17,104

1.00%

June 27, 2018

$17,800

1.00% December 27, 2014

$17,191

1.00%

December 27, 2018

$17,890

1.00%

June 27, 2015

$17,276

1.00%

June 27, 2019

$17,979

1.00% December 27, 2015

$17,363

1.00%

December 27, 2019

$18,069

1.00%

June 27, 2016

$17,449

1.00%

June 27, 2020

$18,159

1.00%

December 27, 2020

$18,251

1.00%

June 27, 2021

$18,341

2007 (NOVEMBER) EQUIPMENT LEASE PURCHASE AGREEMENT

AMOUNT OF ISSUE

$5,110,450

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$1,450,450

Interest payable annually on first of February Principal payable annually on the first of February

Bonds Redemption Schedule February 1, 2013 through 2017, as follows: 3.390%

February 1, 2013

$351,000

3.390%

February 1, 2015

$251,000

3.390%

February 1, 2014

$351,000

3.390%

February 1, 2016

$251,000

3.390%

February 1, 2017

$246,450

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

135

Debt Service

DEBT SCHEDULES (CONTINUED)

2003 GENERAL OBLIGATION BONDS BONDS ISSUANCE DATE

July 2, 3003 $5,500,000 $3,650,000

AMOUNT OF ISSUE REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

Interest payable semi‐annually on the first of April and October to Wachovia Principal payable in lump sum payments on first of April

Bonds Redemption Schedule April 1, 2013 through 2023, as follows: 3.250%

April 1, 2013

$275,000

4.000%

April 1, 2018

$350,000

3.375%

April 1, 2014

$275,000

4.000%

April 1, 2019

$350,000

3.500%

April 1, 2015

$300,000

4.000%

April 1, 2020

$350,000

3.750%

April 1, 2016

$300,000

4.100%

April 1, 2021

$350,000

3.750%

April 1, 2017

$300,000

4.125%

April 1, 2022

$400,000

4.125%

April 1, 2023

$400,000

2008 GENERAL OBLIGATION BONDS

AMOUNT OF ISSUE

$2,700,000

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2011

$2,310,000

Interest payable semi‐annually on the first of October and April Bonds Redemption Schedule April 1, 2013 through 2024, as follows:

136

4.3%

April 1, 2013

$145,000

4.3%

April 1, 2019

$195,000

4.3%

April 1, 2014

$150,000

4.3%

April 1, 2020

$205,000

4.3%

April 1, 2015

$160,000

4.3%

April 1, 2021

$215,000

4.3%

April 1, 2016

$165,000

4.3%

April 1, 2022

$225,000

4.3%

April 1, 2017

$175,000

4.3%

April 1, 2023

$240,000

4.3%

April 1, 2018

$185,000

4.3%

April 1, 2024

$240,000

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Debt Service

DEBT SCHEDULES (CONTINUED)

TAX INCREMENT BONDS, SERIES 2011A March 24, 2011 $3,500,000 $3,410,000

BONDS ISSUANCE DATE AMOUNT OF ISSUE REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

Interest payable annually on the first of May Principal payable in a lump sum payment on the first of May

Bonds Redemption Schedule May 2013 through 2023 (only showing payments through 2023) 4.84%

May 1, 2013

$280,044

4.84%

May 1, 2018

$301,406

4.84%

May 1, 2014

$284,478

4.84%

May 1, 2019

4.84%

May 1, 2015

$298,428

4.84%

May 1, 2020

$298,178 $299,708

4.84%

May 1, 2016

$296,410

4.84%

May 1, 2021

$300,754

4.84%

May 1, 2017

$299,150

4.84%

May 1, 2022

4.84%

May 1, 2023

$301,316 $301,394

TAX INCREMENT BONDS, SERIES 2011B BONDS ISSUANCE DATE

March 30,2011

AMOUNT OF ISSUE

$3,000,000

R EMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$2,965,000

Interest payable semi‐annually on the first of May Principal payable in a lump sum payment on the first of May

Bonds Redemption Schedule May 1, 2013 through 2014, as follows: 2.10%

May 1, 2013

$40,000

2.10%

May 1, 2014

$2,925,000

WIFI SYSTEM AMOUNT OF ISSUE

$3,427,089

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$1,890,285

Principal payable in a lump sum payment on the first of February

Bonds Redemption Schedule February 1, 2013 through 2017, as follows: 3.863%

February 1, 2013

$349,956

3.863%

February 1, 2015

$377,514

3.863%

February 1, 2014

$363,474

3.863%

February 1, 2016

$392,096

3.863%

February 1, 2017

$407,242

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

137

Debt Service DEBT SCHEDULES (CONTINUED)

2005 CERTIFICATES OF PARTICIPATION (COPS) BONDS ISSUANCE DATE

February 16, 2005

AMOUNT OF ISSUE

$11,925,000

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$8,615,000

Interest payable semi‐annually on the first of January and July to Bank of New York

Principal payable in lump sum payments on first of January

Bonds Redemption Schedule January 1, 2013 through 2025, as follows: 3.500%

January 1, 2013

$525,000

4.000%

January 1, 2019

3.750%

January 1, 2014

$540,000

4.000%

January 1, 2020

3.750%

January 1, 2015

$560,000

4.000%

January 1, 2021

$655,000 $680,000 $710,000

4.000%

January 1, 2016

$580,000

4.000%

January 1, 2022

$735,000

4.000%

January 1, 2017

$605,000

4.000%

January 1, 2023

$765,000

4.000%

January 1, 2018

$630,000

4.500%

January 1, 2024

$795,000

4.500%

January 1, 2025

$835,000

2006 (APRIL) STORMWATER BONDS BONDS ISSUANCE DATE

December 2005

AMOUNT OF ISSUE

$5,310,559

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$3,995,047

Interest payable quarterly on the first of July, October, January, and April to South Carolina Budget and Control Board, Of‐ fice of Local Government Principal payable quarterly on the first of July October, January, and April

Bonds Redemption Schedule April 1, 2013 through 2026, as follows:

138

3.25%

April 1, 2013

$233,624

3.25%

April 1, 2020

$291,559

3.25%

April 1, 2014

$241,103

3.25%

April 1, 2021

$301,043

3.25%

April 1, 2015

$248,834

3.25%

April 1, 2022

$310,809

3.25%

April 1, 2016

$256,826

3.25%

April 1, 2023

$320,908

3.25%

April 1, 2017

$265,089

3.25%

April 1, 2024

$331,352

3.25%

April 1, 2018

$273,632

3.25%

April 1, 2025

$342,154

3.25%

April 1, 2019

$282,465

3.25%

April 1, 2026

$353,325

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Debt Service DEBT SCHEDULES (CONTINUED) 2006 (JULY) STORMWATER BONDS BONDS ISSUANCE DATE

December 2005

AMOUNT OF ISSUE

$2,850,000

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$2,146,046

Interest payable quarterly on the first of August, November, February, and May to South Carolina Budget and Control Board, Office of Local Government Principal payable quarterly on the first of August, November, February, and May

Bonds Redemption Schedule May 1, 2013 through August 1, 2026, as follows:

2.25%

May 1, 2013

$130,549

2.25%

May 1, 2020

$152,751

2.25%

May 1, 2014

$133,511

2.25%

May 1, 2021

$156,217

2.25%

May 1, 2015

$136,541

2.25%

May 1, 2022

$159,761

2.25%

May 1, 2016

$139,639

2.25%

May 1, 2023

$163,386

2.25%

May 1, 2017

$142,807

2.25%

May 1, 2024

$167,094

2.25%

May 1, 2018

$146,048

2.25%

May 1, 2025

$170,885

2.25%

May 1, 2019

$149,362

2.25%

May 1, 2026

$174,763

2.25%

August 1, 2026

$44,307

2011 Equipment Lease Purchase Agreement BONDS ISSUANCE DATE

December 15, 2011

AMOUNT OF ISSUE

$2,050,000

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$1,663,000

Principal payable annually on the first of February Bonds Redemption Schedule February 1, 2013 through February 1, 2017, as follows:

February 1, 2013

$387,000

February 1, 2014

$387,000

February 1, 2015

$387,000

February 1, 2016

$387,000

February 1, 2017

$115,000

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

139

Debt Service DEBT SCHEDULES (CONTINUED) 2006 Equipment Lease Purchase Agreement BONDS ISSUANCE DATE

December 2006

AMOUNT OF ISSUE

$2,361,454

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$99,722

Principal payable annually on the first of January 3.622% January 1, 2013

$49,861

3.622% January 1, 2014

AMI Equipment Lease Purchase Agreement BONDS ISSUANCE DATE

July 2008

AMOUNT OF ISSUE

$3,500,000

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$2,233,225

Principal payable annually on the first of January 4.396% January 1, 2013

$333,350

4.396% January 1, 2016

$379,273

4.396% January 1, 2014

$348,004

4.396% January 1, 2017

$395,946

4.396% January 1, 2015

$363,302

4.396% January 1, 2018

$413,351

2008B Equipment Lease Purchase Agreement BONDS ISSUANCE DATE

October 2008

AMOUNT OF ISSUE

$3,200,000

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 20112

$1,055,000

Principal payable annually on the first of January 4.135% January 1, 2013 $327,000

4.135% January 1, 2016

$111,000 $111,000 $110,000

4.135% January 1, 2014

$198,000

4.135% January 1, 2017

4.135% January 1, 2015

$198,000

4.135% January 1, 2018

2008 Glencairn Garden BONDS ISSUANCE DATE

August 2008

AMOUNT OF ISSUE

$3,550,000

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$3,006,857

Principal payable annually on the first of August (showing payments through August 2018) 4.570% August 1, 2013 4.570% August 1, 2016 $193,659 4.570% August 1, 2014

$202,509

4.570% August 1, 2017

4.570% August 1, 2015

$211,764

4.570% August 1, 2018

140

$221,441 $231,561 $242,144

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Debt Service DEBT SCHEDULES (CONTINUED) 2009 Equipment Lease Purchase Agreement BONDS ISSUANCE DATE

December 30, 2009

AMOUNT OF ISSUE

$715,000

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$421,000

Principal payable annually on the first of February February 1, 2013

$98,000

February 1, 2016

February 1, 2014

$98,000

February 1, 2017

$45,000 $45,000

February 1, 2015

$45,000

February 1, 2018

$45,000

February 1, 2019

$45,000

2010 Equipment Lease Purchase Agreement AMOUNT OF ISSUE

$2,100,000

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012

$1,366,000

Principal payable annually on the first of February February 1, 2013

$367,000

February 1, 2017

$107,000

February 1, 2014

$367,000

February 1, 2018

$49,000

February 1, 2015

$252,000

February 1, 2019

February 1, 2016

$126,000

February 1, 2020

$49,000 $49,000

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

141

Debt Service

SUMMARY SCHEDULE OF TOTAL DEBT SERVICE REQUIREMENTS FISCAL YEAR 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 32/33 33/34 34/35 35/36 36/37 37/38 38/39 39/40 TOTAL

General Fund Enterprise Fund Other Debt Total

142

PRINCIPAL $21,884,611 $13,126,081 $9,313,739 $8,803,905 $8,809,284 $12,102,166 $7,527,084 $7,772,096 $7,715,074 $7,690,698 $7,982,753 $7,278,343 $5,973,938 $4,646,474 $4,437,269 $4,642,500 $5,220,000 $5,032,500 $4,255,000 $4,432,500 $2,932,500 $1,370,000 $1,427,500 $1,487,500 $1,550,000 $1,615,000 $1,682,500 $857,500 $171,568,516

INTEREST $6,792,989 $6,718,060 $6,315,759 $5,987,473 $5,650,014 $5,318,582 $4,758,715 $4,458,188 $4,125,683 $3,816,714 $3,518,131 $3,183,892 $2,566,087 $2,346,861 $2,132,095 $1,913,459 $1,675,282 $1,430,197 $1,202,439 $1,002,822 $794,226 $644,355 $555,990 $463,916 $367,973 $267,998 $163,830 $55,309 $78,227,037

Fiscal Year 2013 Principal Interest $780,000 $699,627 $17,549,816 $4,367,056 $3,554,795 $1,726,302 $21,884,611 $6,792,985

TOTAL $28,677,600 $19,844,141 $15,629,498 $14,791,378 $14,459,298 $17,420,749 $12,285,799 $12,230,284 $11,840,757 $11,507,411 $11,500,883 $10,462,236 $8,540,024 $6,993,335 $6,569,364 $6,555,959 $6,895,282 $6,462,697 $5,457,439 $5,435,322 $3,726,726 $2,014,355 $1,983,490 $1,951,416 $1,917,973 $1,882,998 $1,846,330 $912,809 $249,795,552

Fiscal Year 2014 Principal Interest $800,000 $672,156 $5,931,002 $4,444,628 $6,395,079 $1,601,276 $13,126,081 $6,718,060

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Capital Improvement Program

CAPITAL IMPROVEMENT PROGRAM

These types of expenditures are budgeted within the regular operating budget from year to year if operating funds, rather than bond funds or other sources, are used to finance the purchase or project.

The Capital Improvement Program is used to plan, budget, and finance the purchase and/or construction of large capi‐ tal infrastructure, facilities, equipment, and other fixed as‐ sets.

Traditionally, the 10 Year Capital Improvement Program is prepared in conjunction with the operating budget and is finalized in July following the adoption of the annual operat‐ ing budget. The plan is a management tool prepared with the advice and consent of the Office of Management and Budget. The 10 Year Capital Improvement Program is not formally approved by City Council and no state law requires it to do so. However, any expenditures from the 10 Year Capital Improvement Program requiring operating funds from the current year are included in the operating budget.

Annual/Routine Operating Capital Items

Fiscal Year 2013 Capital Improvement Projects

The sections below discuss the various types of capital pro‐ ject categories, estimated impact on the operating budget, and listings of anticipated capital project needs.

Capital Projects Categories

The types of capital projects the City undertakes can be summarized in two categories: annual/routine operating capital items and 10 year capital projects plan.

Annual operating capital items are capital needs of a recur‐ ring nature, such as office equipment and motor vehicles. These needs are funded using revenues of a recurring na‐ ture. An outlay for operating capital is defined as:

The direct impact of capital improvements on the Fiscal Year 2013 budget is $11,559,284. This figure reflects the costs of the improvements themselves. For Fiscal Year 2013, there are no significant and non‐routine capital expenditures that • Any item with a useful life of greater than one will have an additional impact on the operating budget be‐ yond the direct cost. year; and • A unit cost of at least $5,000 but less than $100,000. It is generally expected that expenditures for operating capi‐ tal projects or items will remain fairly constant from year to year as a percent of the City’s total budget. However, cer‐ tain factors may contribute to fluctuations. For example, variances in actual revenues from projections have a direct bearing on capital spending decisions.

One of the most common categories within the annual op‐ erating capital section is fleet replacement. Having a reliable fleet is pivotal to providing excellent service delivery to our citizens. In addition to providing routine maintenance to our fleet through the Fleet Services division, given the high us‐ age and age of our fleet, it is often necessary to replace por‐ tions of our fleet on an annual basis. The City has taken steps to plan for the acquisition of new fleet by implement‐ ing a financing schedule for the purchase or lease‐purchase financing for fleet replacement.

Ten Year Capital Improvement Program

Longer term capital requirements are projected in the 10 Year Capital Improvement Plan (CIP). The 10 Year CIP primarily focuses on larger capital items and construction projects and differs from the operating capital items and budget in two respects: • Any capital equipment with a cost of more than $100,000; and • Any construction project with a cost of more than $100,000. City of Rock Hill, South Carolina—Fiscal Year 2012/2013

143

Capital Improvement Program The first schedule below details the Operating Budget revenues created from rate increases. Projects are funded during the effective year of the increase in the respective fund, and that same amount is reserved subsequent years through Fiscal Year 2017 for additional phases or projects. As Fiscal Year 2018 approaches, the rate increases will build the capacity for debt service for the $87 million bond issuance. This plan, which began in Fiscal Year 2008, avoids rate shock to our customers by raising the necessary funding to pay the ultimate debt service over time. In the meantime, the plan also allows for pay‐as‐you‐go projects. While the chart below displays Fiscal Years 2009 through 2017, the plan has been in place since Fiscal Year 2008.

Utility System Capital Improvements Summary of New Revenues from Rate Increases

2008/09 Electric

2009/10

2010/11 2011/12

2012/13 2013/14 2014/15 2015/16 2016/17

Total

2% increase on July 1, 2007 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $12,951,000

5% increase on July 1, 2007

$525,000 $525,000 $525,000 $525,000 $525,000 $525,000 $525,000 $525,000 $525,000 $4,725,000

Water

5% increase on July 1, 2010 5% increase on July 1, 2011

Wastewater

$0 $571,000 $571,000 $571,000 $571,000 $571,000 $571,000 $571,000 $3,426,000

$0 $0 $0 $635,000 $635,000 $635,000 $635,000 $635,000 $635,000 $3,810,000 $525,000 $525,000 $1,096,000 $1,731,000 $1,731,000 $1,731,000 $1,731,000 $1,731,000 $1,731,000 $11,961,000

10% increase on July 1, 2008 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $13,534,200 10% increase on July 1, 2010 5% increase on July 1, 2012

$0 $1,646,700 $1,646,700 $1,700,000 $1,700,000 $1,700,000 $1,700,000 $1,700,000 $11,793,400

$0 $0 $0 $0 $895,000 $895,000 $895,000 $895,000 $895,000 $4,475,000 $1,503,800 $1,503,800 $3,150,500 $3,150,500 $4,098,800 $4,098,800 $4,098,800 $4,098,800 $4,098,800 $29,802,600

TOTAL

$3,467,800 $3,467,800 $5,685,500 $6,320,500 $7,268,800 $7,268,800 $7,268,800 $7,268,800 $7,268,800 $55,285,600

144

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Capital Improvement Program Projects that will be funded through the operating budget and rate increases are detailed on the schedule below. Summary of Operating Budget Capital Items Future Utility System Capital Improvements 2011/12

2012/13

2013/14

2014/15

2015/16

2016/17

Electric Projects ‐ Operating Budget Manchester WWTP SCADA Springdale Feeders Heckle Blvd St. Lights (Wade Hampton to Hollis Lakes) Hollis Lakes St. Lights (Ebenezer to Heckle) Catawba Terrace OH to UG Downtown Electric Substation Road Widening Projects Removal of Existing Power Lines at Bleachery York Tech Backfeed Riverwalk Electric Substation Other Electric Projects Primary Feeders from Substation to Bleachery Mast Arm Replacement Textile Corridor‐White St Signalization Base radio system Upgrade Repeaters Outage Management System Radio System Upgrade Subtotal

$ 100,000 $ 125,000 $ 200,000 $ 300,000 $ 100,000 $ 200,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 200,000 $ ‐ $ 25,000 $ 90,000 $ 100,000 $ 99,000 $ 1,539,000

$ ‐ $ ‐ $ ‐ $ ‐ $ 100,000 $ 500,000 $ 200,000 $ ‐ $ 300,000 $ ‐ $ ‐ $ ‐ $ 200,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 16,000 $ 1,316,000

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,439,000 $ ‐ $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,939,000

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 305,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,134,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,439,000

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 256,000 $ ‐ $ ‐ $ ‐ $ 1,134,000 $ ‐ $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,890,000

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,366,000 $ 73,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,439,000

$ 100,000 $ 125,000 $ 200,000 $ 300,000 $ 200,000 $ 2,700,000 $ 200,000 $ 500,000 $ 300,000 $ 2,500,000 $ 1,207,000 $ 500,000 $ 400,000 $ ‐ $ 25,000 $ 90,000 $ 100,000 $ 115,000 $ 9,562,000

Water Projects ‐ Operating Budget Paint Elevated Herlong Tank Water System Distribution Feeder Upgrades Hwy 322 Water Line (Meadowlakes to Eastview) Small Diameter Water Lines Paint Elevated Highland Park Tank Eastview Road Loop (Hwy 322 to Plantation Hills) Eastview Road Loop Tie (Plantation to Adnuh Church) Hwy 5 Loop Tie (Adnuh Church to Tools Fork Creek) Other Water Projects 16" Line from Plant to Tank Electrical/Pump/Drive/SCADA for Raw Water Intake Alarm/Notification System High Service Pump Maintenance‐Magnadrive to Pump #6 Surface Floc Eradication System Water Plant Expansion Replace High Service Pump #4 Subtotal

$ 230,000 $ 200,000 $ 246,416 $ 300,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 33,603 $ 525,000 $ ‐ $ ‐ $ ‐ $ 1,535,019

$ ‐ $ 300,000 $ 105,584 $ 99,811 $ 230,000 $ 880,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 33,604 $ ‐ $ ‐ $ 1,648,999

$ ‐ $ ‐ $ ‐ $ 200,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 256,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 315,000 $ 560,000 $ 1,331,000

$ ‐ $ ‐ $ ‐ $ 300,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 556,000 $ ‐ $ 875,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,731,000

$ ‐ $ ‐ $ ‐ $ 275,000 $ ‐ $ ‐ $ 900,000 $ ‐ $ ‐ $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,675,000

$ ‐ $ ‐ $ ‐ $ 275,000 $ ‐ $ ‐ $ ‐ $ 900,000 $ 556,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 1,731,000

$ 230,000 $ 500,000 $ 352,000 $ 1,449,811 $ 230,000 $ 880,000 $ 900,000 $ 900,000 $ 1,368,000 $ 500,000 $ 875,000 $ 33,603 $ 525,000 $ 33,604 $ 315,000 $ 560,000 $ 9,652,018

Wastewater Projects ‐ Operating Budget Manchester Creek Basin Sewer Line Replacements White Street Sewer Improvements (Wildcat Basin) Restore/Abandon Industrial Lines (Lucas/Oak) Royal Oaks Pump Station Retirement Rollingwood Pump Station Retirement Wildcat Creek Basin Sewer Line Replacements Lift Station Retirements Dutchman Creek Sewer Line Improvements Restore/Abandon Industrial Lines Burgis Creek Sewer Basin Sewer Ext. Extension on Stewart Extension on White‐Arcade Mill Ph II Other Sewer Upgrade Projects Purchase Additional Property for WWTP Expansion Manchester Intermediate pump Manchester Valve Replacement Wastewater Plant 20 to 30 MDG Aerobic Digester Odor Control at MWWTP Wildcat Liftstation Odor Control Liftstation Control Project Subtotal

$ ‐ $ 757,000 $ 661,162 $ 400,000 $ 500,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 800,000 $ 450,000 $ 35,000 $ ‐ $ ‐ $ 750,000 $ ‐ $ 4,353,162

$ 2,000,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 2,000,000 $ 460,423 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 750,000 $ 5,210,423

$ 1,019,900 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,019,900 $ 940,000 $ 1,000,000 $ ‐ $ ‐ $ ‐ $ 1,223,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 5,202,800

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 195,000 $ ‐ $ 995,200 $ 1,194,800 $ 405,000 $ 577,000 $ 436,200 $ ‐ $ ‐ $ ‐ $ 408,800 $ 890,800 $ ‐ $ ‐ $ 5,102,800

$ 1,000,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,000,000 $ ‐ $ 1,000,000 $ 679,800 $ ‐ $ ‐ $ ‐ $ 1,223,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 4,902,800

$ 1,000,000 $ ‐ $ ‐ $ ‐ $ ‐ $ 1,000,000 $ ‐ $ 1,000,000 $ 879,800 $ ‐ $ ‐ $ ‐ $ 1,223,000 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 5,102,800

$ 5,019,900 $ 757,000 $ 661,162 $ 400,000 $ 500,000 $ 5,019,900 $ 1,595,423 $ 3,000,000 $ 2,554,800 $ 1,194,800 $ 405,000 $ 1,800,000 $ 2,882,200 $ 800,000 $ 450,000 $ 35,000 $ 408,800 $ 890,800 $ 750,000 $ 750,000 $ 29,874,785

Total Operating Budget Projects

$ 7,427,181

$ 8,175,422

$ 8,472,800

$ 8,272,800

$ 8,467,800

$ 8,272,800

$ 49,088,803

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Total

145

Capital Improvement Program Projects funded by debt are the final component of the utility system’s Capital Improvement Plan. The table below lists the projects funded by bond anticipation notes and revenue bonds. Summary of Debt Funded Capital Items Future Utility System Capital Improvements 2011/12

2012/13

2013/14

2014/15

2015/16

2016/17

Total

Water Projects ‐ BAN/Bond Lesslie Water Tank Distribution Line Improvements Replace Laurel Tank Laurel Tank Property Purchase Laurel Tank Distribution Line Upgrade Church/Neely Store Road Line Extension Lake Wylie Raw Water Intake Upgrade PAC System Water Plant Improvements Subtotal

$ 1,068,000 $ 1,800,000 $ 200,000 $ 500,000 $ ‐ $ 1,000,000 $ 700,000 $ ‐ $ 5,268,000

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ ‐ $ ‐ $ 2,500,000 $ 3,500,000 $ ‐ $ 17,000,000 $ 23,000,000

$ 1,068,000 $ 1,800,000 $ 200,000 $ 500,000 $ 2,500,000 $ 4,500,000 $ 700,000 $ 17,000,000 $ 28,268,000

Wastewater Projects ‐ BAN/Bond Manchester Creek Outfall Replacement Crest/Piedmont Sewer Industrial Line Rehab Manchester Creek Outfall Replacement Phase II Wastewater Plant 20 to 30 MDG Aerobic Digester Odor Control at MWWTP Subtotal

$ 568,000 $ 611,764 $ ‐ $ ‐ $ ‐ $ 1,179,764

$ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ ‐ $ ‐ $ 980,884 $ 60,000,000 $ 3,500,000 $ 64,480,884

$ 568,000 $ 611,764 $ 980,884 $ 60,000,000 $ 3,500,000 $ 65,660,648

Total

$ 6,447,764 $ ‐

$ ‐

$ 87,480,884 $ 93,928,648

The following pages list routine projects that meet the City’s classification of a capital item. These items include projects such as sidewalk upgrades, major computer hardware, and debt service payments on the City’s fleet and equipment.

146

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Capital Improvement Program

Annual/Routine Capital Projects are detailed below.

ANNUAL/ROUTINE CAPITAL PROJECTS ITEM DETAIL

Non‐Departmental

Senior Citizens Center

Public Works– Street/Sidewalk/Curb/Gutter

Fiscal Year 2013

Fiscal Year 2014

$25,501

Full Cost Paving

400,000

Sidewalks & Ramp Upgrades

100,000

Automotive Equipment Replacement

15,000

Capital Lease Payments

89,334

102,410

549,875

548,001

158,434

161,181

137,704

218,169

161,686

233,522

113,697

106,258

25,000

10,220

143,600

Public Works– Residential Sanitation

Capital Lease Payments

Public Works– Commercial Sanitation

Capital Lease Payments

Public Works— Curbside

Capital Lease Payments

Public Works– Recycling

Capital Lease Payments

Public Works– Construction

Capital Lease Payments

Parks, Recreation, and Tourism – Recreation

Recreation Projects

Parks, Recreation, and Tourism – Parks

Building Improvement Projects

Automotive Equipment Replacement

Park Equipment

89,767

94,500

Parks Capital Projects

40,000

50,920

25,525

25,000

315,816

361,643

10,000

540,630

662,225

57,000

Office of Management & Budget – Airport

Airport Improvements

Housing & Neighborhood Services– Neighborhood Development

Neighborhood Capital Projects

Fire– Fire Fighting/Suppression

Capital Lease Payments

General Government—Building Maintenance

Building Maintenance Capital Projects

Police—Administration

Capital Lease Payments

Automotive Equipment Replacement

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

147

Capital Improvement Program ANNUAL/ROUTINE CAPITAL PROJECTS ITEM DETAIL (CONTINUED)

Economic and Urban Development

Galleria Area Sidewalk Improvements

25,000

Downtown Infrastructure Improvements

30,000

$3,114,184

$3,419,755

Utilities—Water Treatment Plant

33,605

33,606

220,000

92,696

92,289

32,000

51,000

1,615,393

1,581,787

121,606

199,223

10,000

4,519,956

4,528,623

24,000

1,100,001

Water Treatment Plant Capital Projects

Information Technology Services

Computer Hardware

Utilities — Electric Services

Capital Lease Payments

Utilities—Traffic Signals

Substation Equipment

Utilities—Water Distribution

Water Meters

Water Distribution Capital Projects

Capital Lease Payments

Utilities– Wastewater System

New Sewer Services

Wastewater System Capital Projects

Automotive Equipment Replacement

Utilities– Electric Engineering

Electric Engineering Capital Projects

Stormwater

Computer Hardware

30,000

Automotive Equipment Replacement

40,000

62,000

Stormwater Capital Projects

257,901

240,487

Capital Lease Payments

296,942

282,346

$8,445,100

$8,426,362

$11,559,284

$11,846,117

UTILITIES FUND TOTAL CAPITAL PROJECTS/ITEMS ALL FUNDS TOTAL CAPITAL PROJECTS/ITEMS

148

Fiscal Year 2014

GENERAL FUND TOTAL CAPITAL PROJECTS/ITEMS

Fiscal Year 2013

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Capital Improvement Program TEN YEAR CAPITAL IMPROVEMENT PLAN This 10 Year Capital Improvement Plan (CIP) is for Fiscal Years 2013 through 2022. The purpose of this section is to pro‐ ject over a 10 year period all necessary projects and large equipment purchases. This portion of project financing may change. Projects included do not necessarily have a guarantee for funding since priorities may shift. However, this is the best tool the City has to adequately prepare for future bond issues. Many of the projects are funded by previous bond issues, tax increments, or similar revenue‐specific sources. The pie chart below provides a categorical breakdown of funding sources for the projects included in the 10 Year Capital Improvement Plan. The total cost currently identified for these projects is approximately $201 million. The largest project to be completed is an upgrade to Manchester Creek Wastewater Treatment Plan, a $60 million project scheduled to begin in FY2018. The following schedule details the proposed projects by department for the next 10 years.

10 Year CIP Funding Sources

TIF Bonds, 5.81% SC Division of Aeronautics, 0.30%

County, 0.15%

FAA & Other Federal, 11.57% GO Bonds, 0.90% Grants, 1.50% Hospitality Tax, 2.69%

Revenue Bonds, 39.59%

Operating Budget, 37.00%

Pennies for Progress, 0.50%

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

149

150 55,000 $55,000

GENERAL GOVERNMENT‐ BUILDING MAINTENANCE Citywide roof replacement/facilities improvements TOTAL BUILDING MAINTENANCE

25,000 0 $25,000

100,000 40,000 0 0 50,000 350,000 20,000 $560,000

400,000 100,000 $500,000

PRT‐ RECREATION Recreation Centers Infrastructure McGirt Auditorium Lobby and Restrooms TOTAL PRT‐ RECREATION

PRT‐ PARKS Greenway Projects Park Infrastructure Hargett Park Light Poles Pool Resurfacing Trail Repaving Glencarin Gardens Wayfinding Signage TOTAL PRT‐ PARKS

PUBLIC WORKS‐ STREET/SIDEWALK/CURB/GUTTER Full Cost Paving Sidewalks & ADA Ramp Upgrades TOTAL‐ STREET/SIDEWALK/CURB/GUTTER

0 $0

580,000 0 0 990,000 280,000 0 0 0 0 0 0 0 0 $1,850,000

OFFICE OF MANAGEMENT & BUDGET‐ AIRPORT Apron North Project ‐ Construction Apron North Phase II ‐ Design Apron North Phase II ‐ Construction Drainage Remediation ‐ Construction Benefit Cost Anaylsis/Environment Documentation Runway Extension ‐ Phase I Grading & Drainage Runway Extension ‐ Design RPZ Land Acquisition Obstruction Removal Fire Station Access Road Road Relocation Master Plan Airport Capital Improvements TOTAL AIRPORT

GENERAL GOVERNMENT‐ CEMETERY Forest Hills Cemetery Expansion TOTAL CEMETERY

1,019,375 $1,019,375

2012/2013

400,000 100,000 $500,000

100,000 40,000 150,000 0 50,000 350,000 20,000 $710,000

25,000 0 $25,000

0 $0

55,000 $55,000

0 0 0 0 0 0 565,001 600,000 553,495 242,288 0 250,000 0 $2,210,784

1,014,783 $1,014,783

2013/2014

500,000 100,000 $600,000

100,000 100,000 51,000 0 100,000 350,000 20,000 $721,000

50,000 0 $50,000

200,000 $200,000

0 179,801 0 0 0 0 0 0 0 0 873,501 0 0 $1,053,302

1,019,447 $1,019,447

2014/2015

500,000 100,000 $600,000

100,000 100,000 0 0 100,000 350,000 20,000 $670,000

80,000 350,000 $430,000

200,000 $200,000

0 0 899,101 0 0 2,541,001 0 0 0 0 0 0 0 $3,440,102

1,017,871 $1,017,871

2015/2016

600,000 100,000 $700,000

100,000 100,000 0 0 100,000 350,000 20,000 $670,000

80,000 250,000 $330,000

212,500 $212,500

200,000 $200,000

0 0 0 0 0 0 0 0 0 0 0 0 6,582,283 $6,582,283

1,015,303 $1,015,303

2016/2017

600,000 100,000 $700,000

100,000 100,000 0 40,000 100,000 350,000 20,000 $710,000

100,000 0 $100,000

212,500 $212,500

200,000 $200,000

0 0 0 0 0 0 0 0 0 0 0 0 3,487,910 $3,487,910

1,016,743 $1,016,743

2017/2018

600,000 100,000 $700,000

100,000 100,000 0 40,000 100,000 350,000 20,000 $710,000

100,000 0 $100,000

0 $0

200,000 $200,000

0 0 0 0 0 0 0 0 0 0 0 0 1,070,422 $1,070,422

1,016,943 $1,016,943

2018/2019

600,000 100,000 $700,000

100,000 100,000 0 40,000 100,000 350,000 20,000 $710,000

100,000 0 $100,000

0 $0

200,000 $200,000

0 0 0 0 0 0 0 0 0 0 0 0 1,615,599 $1,615,599

1,015,903 $1,015,903

2019/2020

600,000 100,000 $700,000

100,000 100,000 0 0 100,000 350,000 20,000 $670,000

100,000 0 $100,000

0 $0

200,000 $200,000

0 0 0 0 0 0 0 0 0 0 0 0 1,586,812 $1,586,812

1,018,623 $1,018,623

2019/2021

600,000 100,000 $700,000

100,000 100,000 0 0 100,000 350,000 20,000 $670,000

100,000 0 $100,000

0 $0

200,000 $200,000

0 0 0 0 0 0 0 0 0 0 0 0 1,586,816 $1,586,816

1,018,623 $1,018,623

2021/2022

5,400,000 1,000,000 $6,400,000

1,000,000 880,000 201,000 120,000 900,000 3,500,000 200,000 $6,801,000

760,000 600,000 $1,360,000

825,000 $825,000

1,710,000 $1,710,000

580,000 179,801 899,101 990,000 280,000 2,541,001 565,001 600,000 553,495 242,288 873,501 250,000 15,929,842 $24,484,030

10,173,614 $10,173,614

Total

RIVERWALK Riverwalk Expenses Total Riverwalk

Ten Year Capital Improvement Program

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

City of Rock Hill, South Carolina—Fiscal Year 2012/2013 200,000 176,123 $376,123

1,800,000 597,630 $597,630

1,000,000 150,000 25,000 $1,175,000

HOUSING AND NEIGHBORHOOD SERVICES Housing Development Corporation of Rock Hill Saluda Street Master Plan TOTAL HOUSING AND NEIGHBORHOOD SERVICES

POLICE Law Center Expansion Police Vehicle/Equipment Replacement TOTAL POLICE

ECONOMIC AND URBAN DEVELOPMENT White St Improvements from Dave Lyle Blvd‐ Columbia Downtown Streetscape Improvements Enhancement of Downtown Streets, Alleys, & Public Spaces TOTAL ECONOMIC AND URBAN DEVELOPMENT

296,942 257,901 $554,843

161,686 $161,686

PUBLIC WORKS‐ RECYCLING Equipment/Vehicle Truck Replacement TOTAL‐ RECYCLING

STORMWATER Stormwater Capital Lease Payments Capital Projects TOTAL STORMWATER

137,704 $137,704

PUBLIC WORKS‐ CURBSIDE Equipment/Vehicle Truck Replacement TOTAL‐ CURBSIDE

315,816 $315,816

158,434 $158,434

PUBLIC WORKS‐ COMMERCIAL SANITATION Equipment/Vehicle Truck Replacement TOTAL‐ COMMERCIAL SANITATION

FIRE Fire Vehicle/Equipment Replacement TOTAL FIRE

549,875 $549,875

PUBLIC WORKS‐ RESIDENTIAL SANITATION Equipment/Vehicle Truck Replacement TOTAL‐ RESIDENTIAL SANITATION

2012/2013

282,346 240,487 $522,833

361,643 $361,643

0 150,000 25,000 $175,000

0 719,225 $719,225

200,000 176,603 $376,603

233,522 $233,522

218,169 $218,169

161,181 $161,181

548,001 $548,001

2013/2014

282,035 245,297 $527,332

273,711 $273,711

0 150,000 25,000 $175,000

0 1,000,642 $1,000,642

200,000 176,775 $376,775

278,407 $278,407

250,678 $250,678

192,466 $192,466

445,860 $445,860

2014/2015

284,242 250,203 $534,445

335,580 $335,580

0 150,000 25,000 $175,000

0 920,163 $920,163

200,000 175,645 $375,645

322,542 $322,542

231,685 $231,685

192,466 $192,466

445,860 $445,860

2015/2016

325,235 255,207 $580,441

367,219 $367,219

0 150,000 25,000 $175,000

0 1,022,011 $1,022,011

200,000 176,172 $376,172

347,559 $347,559

233,322 $233,322

192,466 $192,466

451,031 $451,031

2016/2017

231,613 260,311 $491,923

376,420 $376,420

0 150,000 25,000 $175,000

0 872,030 $872,030

200,000 175,380 $375,380

354,601 $354,601

223,922 $223,922

196,178 $196,178

479,511 $479,511

2017/2018

202,119 265,517 $467,636

397,735 $397,735

0 150,000 25,000 $175,000

0 1,039,532 $1,039,532

200,000 174,330 $374,330

379,924 $379,924

251,132 $251,132

218,041 $218,041

471,548 $471,548

2018/2019

265,259 270,827 $536,087

378,107 $378,107

0 150,000 25,000 $175,000

0 883,028 $883,028

200,000 174,330 $374,330

327,085 $327,085

257,142 $257,142

207,693 $207,693

471,548 $471,548

2019/2020

259,751 276,244 $535,995

460,623 $460,623

0 150,000 25,000 $175,000

0 1,131,475 $1,131,475

0 0 $0

329,292 $329,292

260,264 $260,264

207,693 $207,693

471,548 $471,548

2019/2021

248,822 281,769 $530,591

424,699 $424,699

0 150,000 25,000 $175,000

0 902,580 $902,580

0 0 $0

346,742 $346,742

263,498 $263,498

207,693 $207,693

476,978 $476,978

2021/2022

2,678,363 2,603,762 $5,282,126

3,691,553 $3,691,553

1,000,000 1,500,000 250,000 $2,750,000

1,800,000 9,088,317 $10,888,317

1,600,000 1,405,358 $3,005,358

3,081,360 $3,081,360

2,327,516 $2,327,516

1,934,311 $1,934,311

4,811,760 $4,811,760

Total

Capital Improvement Program

151

152 100,000 374,244 100,000 500,000 200,000 0 0 200,000 16,000 $1,490,244

300,000 300,000 0 0 0 0 525,000 33,606 0 0 0 0 84,429 $1,243,035

2,000,000 917,102 864,283 0 0 0 0 0 0 750,000 0 0 $4,531,385 $15,301,150

WATER FUND Water System Distribution Feeder Upgrades Small Diameter Water Lines Eastview Road Loop (Hwy 322 to Plantation Hills) Other Water Projects 16" Line from Plant to Tank Electrical/Pump/Drive/SCADA for Raw Water Intake High Service Pump Maintenance‐Magnadrive to Pump #6 Surface Floc Eradication System Water Plant Expansion Replace High Service Pump #4 Upgrade Operator Control Room Water Plant Improvements Altitude Valves & Equipment Housing at Highland & Herlong Tanks TOTAL WATER FUND

WASTEWATER FUND Manchester Creek Basin Sewer Line Replacements Wildcat Creek Basin Sewer Line Replacements Albright Road Sewer Replacement Dutchman Creek Sewer Line Improvements Restore/Abandon Industrial Lines Burgis Creek Sewer Basin Sewer Ext. Extension on Stewart Extension on White‐Arcade Mill Ph II Other Sewer Upgrade Projects Liftstation Control Project Wastewater Plant 20 to 30 MDG Lift Station Retirements TOTAL WASTEWATER FUND

TOTAL ALL DEPARTMENTS

$16,219,473

1,019,900 1,019,900 0 1,000,000 0 0 0 1,223,000 0 0 0 587,183 $4,849,983

202,800 200,000 0 256,000 0 0 0 0 0 560,000 33,606 0 0 $1,252,406

100,000 0 0 1,439,000 0 0 530,340 200,000 16,000 $2,285,340

2013/2014

$13,662,202

0 0 0 0 995,200 1,194,800 555,000 577,000 931,931 0 0 287,300 $4,541,231

326,000 130,000 756,351 0 0 0 0 0 0 0 0 0 0 $1,212,351

100,000 0 0 305,000 0 0 139,000 0 0 $544,000

2014/2015

$16,182,291

667,000 667,000 0 667,000 679,800 0 0 0 1,710,431 0 0 0 $4,391,231

0 275,000 400,000 0 406,000 0 0 0 131,351 0 0 131,351 0 $1,343,702

100,000 0 0 256,000 0 0 0 0 0 $356,000

2015/2016

$19,908,889

667,000 667,000 0 667,000 879,800 0 0 0 1,510,431 0 0 0 $4,391,231

0 275,000 0 381,351 0 406,000 0 0 150,000 0 0 150,000 0 $1,362,351

100,000 0 0 0 0 600,000 0 0 0 $700,000

2016/2017

$86,972,119

0 0 0 0 0 0 0 0 0 0 60,000,000 0 $60,000,000

0 0 0 0 0 0 0 0 0 0 0 17,000,000 0 $17,000,000

0 0 0 0 0 0 0 0 0 $0

2017/2018

$7,572,244

0 0 0 0 0 0 0 0 0 0 0 0 $0

0 0 0 0 0 0 0 0 0 0 0 0 0 $0

0 0 0 0 0 0 0 0 0 $0

2018/2019

$7,951,522

0 0 0 0 0 0 0 0 0 0 0 0 $0

0 0 0 0 0 0 0 0 0 0 0 0 0 $0

0 0 0 0 0 0 0 0 0 $0

2019/2020

$7,847,325

0 0 0 0 0 0 0 0 0 0 0 0 $0

0 0 0 0 0 0 0 0 0 0 0 0 0 $0

0 0 0 0 0 0 0 0 0 $0

2019/2021

$7,603,220

0 0 0 0 0 0 0 0 0 0 0 0 $0

0 0 0 0 0 0 0 0 0 0 0 0 0 $0

0 0 0 0 0 0 0 0 0 $0

2021/2022

$201,020,435

4,353,900 3,271,002 864,283 2,334,000 2,554,800 1,194,800 555,000 1,800,000 4,152,793 750,000 60,000,000 874,483 $82,705,061

828,800 1,180,000 1,156,351 637,351 406,000 406,000 525,000 33,606 281,351 560,000 33,606 17,281,351 84,429 $23,413,845

500,000 374,244 100,000 2,500,000 200,000 600,000 669,340 400,000 32,000 $5,375,584

Total

ELECTRIC FUND Distribution SCADA Automation Springdale Feeders Catawba Terrace Overhead to Underground Downtown Electric Substation Removal of Existing Power Lines at Bleachery Riverwalk Electric Substation Primary Feeders from Substation to Bleachery Master Arm Replacement Radio System Upgrade TOTAL ELECTRIC FUND

2012/2013

Capital Improvement Program

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Personnel Summary The approved Fiscal Year 2013, as well as the proposed Fiscal Year 2014, budgets do not include any personnel changes. Rock Hill’s commitment to becoming increasingly more productive in service delivery is demonstrated by the trend line representing the number of employees per 1,000 population in the chart below.

920

900

880

860

Total Employees

840

820 10 800 8

780

760 740

720

700

1995

1996

1997

1998

1999

00/ 01 01/ 02 02/ 03 03/ 04 04/ 05 05/ 06 06/ 07 07/ 08 08/ 09 09/ 10

10/ 11 11/ 12* 12/ 13*

Number of Employees

839

821

815

775

774

773

791

802

835

861

850

863

867

871

883

891

898

Employees per 1,000 populat ion

18.8

17.89

17.4

16.22

15.87

15.32

14.92

14.60

14.80

14.85

14.27

14.01

13.37

12.93

12.76

13.47

13.35

13.09

Employees per 1,000 population

Employment Efficiences

Fiscal Year 2012/2013 • No personnel changes Fiscal Year 2013/2014 • No personnel changes

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

153

Personnel Summary POSITIONS SUMMARY BY FUND

154

Fund

FY2010/11 Approved

FY2011/12 Approved

FY2012/13 Approved

FY2013/14 Projected

General Fund

751

744

Stormwater Fund

Electric fund

Water Fund

Wastewater

Total Approved Positions

891

900

Departmental Overview

General Government

City Manager’s Office

Office of Management & Budget

Human Resources

Housing & Neighborhood Services

Police

187

185

Fire

122

Planning & Development

Public Works

Finance

Technology Services

Customer Services

Administrative Services

Parks, Recreation, and Tourism

134

148

Housing Authority

Economic and Urban Development 13

Stormwater Fund

Electric Fund

Water Fund

Wastewater Fund

Total Citywide

891

900

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Pay Job Description Number Grade

GENERAL FUND

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

GENERAL GOVERNMENT

City Council

9159

993

Council Member

1032

Executive Secretary

9169

994

Mayor

Total City Council Municipal Court

4010

Bailiff

4004

City Recorder

4002

Clerk of Court

1410

Customer Service Technician

4001

Ministerial Recorder

4005

Court Administrator

1413

Municipal Court Assistant

1023

Office Assistant

4006

Senior Ministerial Recorder

Total Municipal Court Solicitor’s Office

1030

Administrative Secretary

4007

City Solicitor

4036

Court & Training Advocate

4008

Senior Solicitor

Total Solicitor’s Office Grants

1312

Accounting Clerk III

1038

Assistant to the City Manager

2001

Grants Administrator/Planning Tech

Total Grants

1012

Customer Service Clerk I

1202

Warehouse Supervisor

1203

Purchasing Specialist

6230

Fleet Maintenance Superintendent

Purchasing/Fleet

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

155

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Pay Job Description Number Grade

156

FY2010/11 FY2011/12 Approved Approved

FY2012/13 Position FY2013/14 Approved Status Projected

1204

Senior Warehouse Clerk

2024

Performance Manager

6205

Radio Technician

6223

Tire Technician

6224

Preventive Maintenance Specialist

6225

Service Technician I

6226

Service Technician II

6227

Lead Service Technician

9019

Seasonal Crew Worker

Total Purchasing/Fleet Building Maintenance

2024

Performance Manager

5325

Maintenance Specialist

6032

Crew Worker II

6202

Maintenance Mechanic II

Total Building Maintenance

6020

Crew Leader

6544

Crew Supervisor II

Total Cemetery Services

Custodial Services

6002

Custodial Worker II

6020

Crew Leader

6503

Crew Supervisor

Total Custodial Services

1461

Airport Administrator

5325

Maintenance Specialist

Total Airport Services

GENERAL GOVERNMENT TOTAL

Full Time

Part Time

Cemetery Services

Airport Services

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Pay Job Description Number Grade

CITY MANAGER’S OFFICE

FY2010/11 FY2011/12 Approved Approved

FY2012/13 Position FY2013/14 Approved Status Projected

9149

992

City Manager

1439

Deputy City Manager

1037

Executive Assistant

1022

Secretary

City Management

Total City Management Grants

1312

Accounting Clerk III

1038

Assistant to the City Manager

2001

Grants Administrator/Planning Tech

Total Grants

1011

Clerk II

2022

Project Manager

1456

Sr. Coordinator Website Production

1452

Communications Specialist

1462

Senior Projects Intern

Total Public Affairs

CITY MANAGER’S OFFICE TOTAL

Full Time

Part Time

OFFICE OF MANAGEMENT & BUDGET

Administration

9149

992

City Manager

1439

Deputy City Manager

1037

Executive Assistant

1032

Executive Secretary

1011

Clerk II

2022

Project Manager

1452

Communications Specialist

2015

Marketing Assistant

1462

Senior Projects Intern

Total Administration City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Public Affairs

157

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Pay Description Job Number Grade

158

Airport Services

1461

FY2010/11 FY2011/12 Approved Approved

FY2012/13 Approved

Position FY2013/14 Status Projected

Airport Administrator

Total Airport Services

Budget Office

1464

Management & Budget Director

1309

Senior Financial Analyst

1038

Assistant to the City Manager

Total Budget Office

OFFICE OF MANAGEMENT & BUDGET TOTAL

Full Time

Part Time

HUMAN RESOURCES

Administration

2119

Benefits Specialist

2024

Performance Manager

2127

Human Resources Director

1032

Executive Secretary

9889

Senior Projects Intern

Total Administration

Personnel

1110

Office Services Specialist

2121

Personnel Analyst

2107

Personnel Supervisor

2103

Personnel Technician

2024

Performance Manager

Total Personnel

HUMAN RESOURCES TOTAL

Full Time

Part Time

HOUSING & NEIGHBORHOOD SERVICES

Administration

4061

Housing & Neigh Services Director

2001

Planning Technician II

Total Administration

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Pay Job Description Number Grade

4060

5310

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

Neigh. Empowerment Supervisor

Program Supervisor

1462

Senior Projects Intern

Total Neighborhood Empowerment

1415

Development Assistant

2010

Planner

2024

Performance Manager

2025

Project Manager

2027

Rehab Specialist

2307

Development Coordinator

9884

908

Special Projects Intern

TOTAL NEIGHBORHOOD DEVELOPMENT

NEIGHBORHOOD INSPECTIONS

1449

Neigh. Environ. Inspections Supervisor

9003

911

Environmental Inspector/Senior Intern

1462

Senior Projects Intern

TOTAL NEIGHBORHOOD INSPECTIONS

HOUSING & NEIGHBORHOOD SERVICES TOTAL

Full Time

Part Time

POLICE

4050

Police Chief

1032

Executive Secretary

1030

Administrative Secretary

4035

Law Enforcement Victim Advocate

4040

Police Officer I

4041

Police Officer II

4044

Police Sergeant/Detective

4046

Police Lieutenant

4047

Police Captain

4043

Master Police Officer

Neighborhood Empowerment

Neighborhood Development

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

159

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Pay Description Job Number Grade

160

4071

Master Police Officer II

4072

4034

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected 10

Senior Police Officer

Warrant Service Officer

1011

Clerk II

1022

Secretary

1310

Accounting Clerk I

1311

Accounting Clerk II

1410

Customer Service Technician

1504

Systems Operator

4011

Correctional Officer

4012

Correctional Officer II

4040

Master Correctional Officer

4071

Criminalist

4073

Accreditation Manager/Grants Manager

4075

Parking/Customer Service Officer

9879

908

Special Projects Intern

2104

Telecommunications Operator I

2105

Telecommunications Operator II

2106

Telecommunications Operator III

4031

Telecommunications Div. Supervisor

1510

Information Technology Technician

1512

Information Technology Engineer II

1019

Records Clerk

3006

Project Specialist

POLICE TOTAL

Full Time

184

Part Time

187

185

FIRE

Administration

1412

Customer Service Clerk II

4131

123

Fire Training Officer/Battalion Chief

4126

118

Logistics Officer

Hometown Security

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Job Pay Description Number Grade

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

4133

34/134 Fire Chief

4101 4102 4103 4104 4135 4131 4105 4121 4122 4123 4131 4124 2033 1022 1030 3012 3016 2040 1415 2308

Total Fire Administration

Fire Suppression/Emergency Response

109

Firefighter I

110

Firefighter II

112

Driver‐Engineer

118

Fire Captain

124

Battalion Chief II

Hazardous Material Coordinator

123

Battalion Chief

112

113

1032

Total Fire Suppression

Fire Prevention & Investigation

Fire Investigator‐Captain

Fire Inspector II

Fire Inspector III

Fire Prevention‐Captain

123

Battalion Chief

Fire Prevention Supervisor/Fire Marshall

Total Fire Prevention & Investigation

FIRE TOTAL

Full Time

122

Part Time

122

PLANNING AND DEVELOPMENT

Administration & Customer Service

Development Services Director

Secretary

Administrative Secretary

City Engineer I

CIS Technician II

Permit Center Manager

Development Assistant

Building Plans Examiner

Executive Secretary

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

161

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Job Pay Description Number Grade

Total Administration & Customer Service

2303

2304

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected 9

Building Inspector I

Building Inspector II

2308

Building Plans Examiner

2310

Building Official

Total Building Inspections

2002

Planning Technician II

2011

Senior Planner

2016

Planner II

2017

Planner III

2303

Inspector I

9879

908

Special Projects Intern

Total Zoning

2030

Planning Services Manager

9879

908

Special Projects Intern

2011

Senior Planner

2016

Planner II

2017

Planner III

Total Planning

3004

Engineering Technician III

3021

City Engineer II

3024

Engineering Technician I

Engineering Tech III

Total Infrastructure

PLANNING AND DEVELOPMENT TOTAL

Full Time

Part Time

162

Building Inspections

Zoning

Planning

Infrastructure

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Pay Description Job Number Grade

Administration

1410

6530

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

Customer Service Technician

Public Works Director

6505

Construction Maintenance Supervisor

Total Administration

6010

Crew Worker I

6011

Crew Worker II

6103

Equipment Operator III

6202

Maintenance Mechanic II

6203

Maintenance Mechanic III

6503

Crew Supervisor

6505

Construction Maintenance Supervisor

6525

Construction Maintenance Superintendent

Total Street Maintenance

6011

Crew Worker II

6106

Refuse Truck Operator II

6107

Refuse Truck Operator III

6501

Sanitation Supervisor

Total Residential Waste

6107

Refuse Truck Operator III

6202

Maintenance Mechanic II

6501

Sanitation Supervisor

Total Commercial Waste

6010

Crew Worker I

6020

Crew Leader

6105

Refuse Truck Operator I

PUBLIC WORKS

Street Maintenance

Residential Waste

Commercial Waste

Curbside Trash

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

163

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Job Pay Description Number Grade

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

6106

Refuse Truck Operator II

6523

Sanitation Superintendent

9003

911

Environmental Inspector

6504

Environmental Inspector

9019

Seasonal Crew Worker

Total Curbside Trash

6106

Refuse Truck Operator II

6107

Refuse Truck Operator III

6203

Maintenance Mechanic III

6501

Sanitation Supervisor

9029

Seasonal Crew Leader

9869

905

Special Intern

Total Recycling/Beautification

3024

Engineering Tech I

6010

Crew Worker I

6011

Crew Worker II

6020

Crew Leader

Equipment Operator I

6103

Equipment Operator III

6503

Crew Supervisor

Total Construction

PUBLIC WORKS TOTAL

Full Time

Part Time

Administration

1440

Assistant City Manager

9879

908

Special Projects Intern

1022

Secretary

1320

Finance Director/Municipal Clerk

164

Recycling/Beautification

Construction

FINANCE

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Job Pay Description Number Grade

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

2024

Performance Manager

Total Administration

1304

Accountant I

1308

Controller

1311

Accounting Clerk II

1312

Accounting Clerk III

1313

Accountant III

9869

905

Special Intern

Total Accounting

1410

Customer Service Technician

1412

Customer Service Clerk II

1422

Billing Services Coordinator

Total Call Center & Customer Service

1033

Central Collections Specialist

1316

Central Collections Coordinator

1410

Customer Service Technician

1411

Customer Service Clerk I

1412

Customer Service Clerk II

9859

903

Intern

Total Central Collections

1447

Recovery Specialist

1421

Meter Reader Coordinator

1448

Recovery Service Technician

Total Account Management

Billing & Metering Services

1012

Clerk III

1410

Customer Service Technician

1419

Meter Reader I

1420

Meter Reader II

Accounting

Call Center & Customer Service

Central Collections

Account Management

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

165

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Job Pay Description Number Grade

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

1422

Billing Services Coordinator

1431

Billing/Customer Service Supervisor

1448

Recovery Service Technician

1446

Senior Administrative Assistant

9859

903

Intern

Total Billing & Metering Services

1425

Risk Manager/Safety Supervisor

9869

905

Special Intern

1035

Insurance & Safety Specialist

Total Risk Management

FINANCE TOTAL

Full Time

Part Time

TECHNOLOGY SERVICES

Risk Management

Administration

1515

Chief Information Officer

1511

Information Technology Engineer

1032

Executive Secretary

Total Administration

1507

Information Systems Supervisor

1511

Information Technology Engineer

1512

Information Technology Engineer II

Total Management Information Systems

2001

Planning Technician

3020

GIS Program Analyst II

3018

GIS Manager

Total Geographic Information Systems

166

Management Information Systems

Geographic Information Systems

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Job Pay Description Number Grade

TECHNOLOGY SERVICES TOTAL

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

Full Time

Part Time

Technology Services also included nine additional employees in the Electric Fund

CUSTOMER SERVICES

Administration

1322

Customer Services Director

2024

Executive Secretary

Total Administration

1410

Customer Service Technician

1412

Customer Service Clerk II

1422

Billing Services Coordinator

Total Call Center & Customer Service

Call Center & Customer Service

1033

Central Collections Specialist

1316

Central Collections Coordinator

1410

Customer Service Technician

1411

Customer Service Clerk I

1412

Customer Service Clerk II

9859

903

Intern

Total Central Collections

1447

Recovery Specialist

1448

Recovery Service Technician

Central Collections

Account Management

Total Account Management Billing & Metering Services

1012

Clerk III

1410

Customer Service Technician

1419

Meter Reader I

1420

Meter Reader II

1422

Billing Services Coordinator

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

167

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Job Pay Description Number Grade

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

1431

Billing/Customer Service Supervisor

1446

Senior Administrative Assistant

9859

903

Intern

Total Billing & Metering Services

CUSTOMER SERVICES TOTAL

Full Time

Part Time

Administration

1463

Administrative Services Director

1309

Senior Financial Analyst

Total Administration

1012

Customer Service Clerk I

1202

Warehouse Supervisor

1203

Purchasing Specialist

1204

Senior Warehouse Clerk

2024

Performance Manager

6205

Radio Technician

6223

Tire Technician

6224

Preventive Maintenance Specialist

6225

Service Technician I

6226

Service Technician II

6227

Lead Service Technician

9019

Seasonal Crew Worker

Total Purchasing/Fleet

1425

Risk Manager/Safety Supervisor

9869

905

Special Intern

1035

Insurance & Safety Specialist

Total Risk Management

168

ADMINISTRATIVE SERVICES

Purchasing/Fleet

Risk Management

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Pay Description Job Number Grade

3006

6021

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

Project Specialist

Horticulturist I

6022

Horticulturist II

6521

Grounds Maintenance Superintendent

Total Horticulture Building Maintenance

2024

Performance Manager

5325

Maintenance Specialist

6032

Crew Worker II

6202

Maintenance Mechanic II

Total Building Maintenance

6020

Crew Leader

6544

Crew Supervisor II

Total Cemetery Services

Custodial Services

6002

Custodial Worker II

6020

Crew Leader

6503

Crew Supervisor

Total Custodial Services

ADMINISTRATIVE SERVICES TOTAL

Full Time

Part Time

Horticulture

Cemetery Services

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

169

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Pay Description Job Number Grade

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

PARKS, RECREATION & TOURISM

Tourism

1023

Office Assistant

1032

Executive Secretary

1450

Administrative Assistant

5310

Program Supervisor

5311

Recreation Superintendent

5315

Parks, Recreation & Tourism Director

9339

Recreation Leader I

Total Tourism

2022

Project Manager

2029

Performance Manager

5303

Center Supervisor I

5304

Center Supervisor II

5314

Program Coordinator

5330

Special Programs Supervisor

9339

Recreation Leader I

9379

Recreation Programmer I

9389

Recreation Programmer II

9539

904

Recreation Specialist III

5309

Recreation Coordinator II

Total Recreation

1312

Accounting Clerk III

1314

Cashier I

3006

Project Specialist

6521

Grounds Maintenance Superintendent

2022

Project Manager

3006

Park Specialist

5302

Park Supervisor II

5305

Center Supervisor III

170

Recreation

Parks

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Pay Job Description Number Grade

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

5306

Recreation Coordinator I

5309

Recreation Coordinator II

5310

Program Supervisor

5311

Recreation Superintendent

5314

Program Coordinator

6010

Crew Worker I

6011

Crew Worker II

6020

Crew Leader

6021

Horticulturist I

6022

Horticulturist II

6201

Maintenance Mechanic I

6202

Maintenance Mechanic II

6204

Maintenance Mechanic IV

9019

Seasonal Crew Worker

9029

Seasonal Crew Leader

9339

Recreation Leader I

9369

Recreation Leader III

9379

Recreation Programmer I

9389

Recreation Programmer II

9539

904

Recreation Specialist III

9885

Senior Projects Intern

Total Parks

113

PARKS, RECREATION & TOURISM TOTAL

Full Time

Part Time

134

148

HOUSING AUTHORITY

4401

Housing Authority Director

4406

Housing Inspector

4409

Occupancy Specialist I

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

171

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Pay Job Description Number Grade

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

4413

Applications Coordinator

4419

Clerk Stenographer

4434

Crew Worker I

4435

Crew Worker II

4437

Maintenance Mechanic

6503

Crew Supervisor

6508

Maintenance Superintendent I

9019

Seasonal Crew Worker

9359

Recreation Leader III

HOUSING AUTHORITY TOTAL

Full Time

Part Time

ECONOMIC & URBAN DEVELOPMENT

Administration

2012

Economic & Urban Develop. Director

9869

905

Special Intern

2010

Planner

2014

Economic Development Coordinator

2017

Downtown Development Manager

2022

Project Manager

2024

Performance Manager

5314

Program Coordinator

1455

Graphic Designer

ECONOMIC & URBAN DEVELOPMENT TOTAL

Full Time

Part Time

GENERAL FUND TOTAL

Full Time

634

624

Part Time

117

120

751

744

172

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Job Pay Description Number Grade

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

ENTERPRISE FUNDS

STORMWATER FUND

Engineering Technician I

Engineering Technician II

Staff Professional Engineer

Crew Worker I

Crew Worker II

Equipment Operator I

Equipment Operator II

Equipment Operator III

City Engineer III

Sanitation Superintendent

STORMWATER TOTAL

Full Time

Part Time

ELECTRIC FUND

Administration

Customer Service Clerk II

Key Accounts Manager

Engineering Technician III

Utilities Services Coordinator

Public Utilities Director

Public Services Administrator

Operations Supervisor

Total Administration

Operations Administration

908

Special Projects Intern

Utilities Services Coordinator

Executive Secretary

Assistant City Manager

3002 3003 3009 6010 6011 6101 6122 6103 3022 6523 1412 1460 3004 6405 6531 6533 9010 9879 6405 1032 1440 1412

Customer Service Clerk II

Total Operations Administration

Information Technology

1510

Information Technology Technician

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

173

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Job Pay Number Grade

Description

1512 3003 3004 9881 6350 6415 1515 1511 1507 2001 3020 2024 3018 3006 3003 6423 6424 6506 2022 2024 3003 3008 6423 1443 9879

Information Technology Engineer II

Engineering Technician II

Engineering Technician III

908

Special Projects Intern

Maintenance Technician

Electronic Service Technician II

Chief Information Officer

Information Technology Engineer

Information Systems Supervisor

Planning Technician

GIS Program Analyst II

Performance Manager

GIS Manager

Total Information Technology

Hometown Security

Project Specialist

Total Hometown Security

Electric Services

Engineering Technician II

Lineworker III

Lineworker IV

Electric Line Crew Supervisor

Total Electric Services

Project Manager

Electric Operations Manager

Engineering Technician II

Engineering Technician IV

Lineworker III

City Forester

908

Special Projects Intern

Total Electric Engineering

Electric Traffic Signals

6411

Electronic Service Technician I

174

Electric Engineering

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Pay Job Description Number Grade

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

6415

Electronic Service Technician II

6418 6516 6329 6331 6506 1412 6551 3004 3022 6514 9010 6508 6103 6201 6202 6503 6508 6311

Electronic Service Technician III

Electronic Service Technician Supervisor

Maintenance Technician I

Maintenance Technician III

Electric Line Crew Supervisor

Total Electric Traffic Signals

Dispatch/SCADA

Customer Service Clerk II

Maintenance Superintendent

Engineering Technician III

Total Dispatch/SCADA

ELECTRIC FUND TOTAL

Full Time

Part Time

WATER FUND

Engineering

City Engineer III

Water/Wastewater Superintendent

Operations Supervisor

Maintenance Superintendent I

Total Engineering

Water Distribution

Equipment Operator III

Maintenance Mechanic I

Maintenance Mechanic II

Crew Supervisor

Maintenance Superintendent I

Total Water Distribution

Water Treatment Plant

Water Plant Operator II

6312

Water Plant Operator III

6360

Maintenance Technician II

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

175

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Pay Description Job Number Grade 6331

Maintenance Technician III

6333

6334

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected 1

Environmental Lab Technician II

Environmental Lab Technician III

6514

Water/Wastewater Superintendent

6551

Maintenance Superintendent

Total Water Treatment Plant

WATER FUND TOTAL

Full Time

Part Time

WASTEWATER FUND

Wastewater System

3003

Engineering Technician II

6103

Equipment Operator III

6201

Maintenance Mechanic I

6202

Maintenance Mechanic II

6329

Maintenance Technician I

6503

Crew Supervisor

6508

Maintenance Superintendent I

Total Wastewater System

WASTEWATER TREATMENT PLANT

6231

Operations Superintendent

1508

Operations Supervisor

6320

Wastewater Plant Operator II

6312

Wastewater Plant Operator III

6330

Maintenance Technician II

6411

Electronic Service Technician I

6415

Electronic Service Technician II

6503

Crew Supervisor

6508

Maintenance Superintendent I

9879

908

Special Projects Intern

TOTAL WASTEWATER TREATMENT PLANT

176

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Personnel Summary POSITIONS DETAIL BY FUND AND DEPARTMENT Job Description Pay Number Grade

6335

FY2010/11 FY2011/12 FY2012/13 Position FY2013/14 Approved Approved Approved Status Projected

Industrial Pretreatment Field Technician

Total Industrial Pretreatment

6333

Environmental Lab Technician II

6334

Environmental Lab Technician III

6520

Environmental Operations Coordinator

6507

Environmental Lab Supervisor

Total Environmental Lab

6330

Maintenance Technician II

Total Lift Stations

WASTEWATER FUND TOTAL

Full Time

Part Time

TOTAL ENTERPRISE FUND

Full Time

135

151

Part Time

140

156

TOTAL CITYWIDE

Full Time

769

775

Part Time

122

125

891

900

Industrial Pretreatment

Environmental Lab

Lift Stations

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

177

FY2012/2013 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 website at: cityofrockhill/transparency.

178

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Budget Ordinance

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

179

Budget Ordinance

180

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Budget Ordinance

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

181

Budget Ordinance

182

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Budget Ordinance

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

183

FY2012/2013 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 website at: cityofrockhill/transparency.

184

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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 ac‐ tivity within the public safety function).

Adoption: Formal action by the City Council that sets the spending limits for the fiscal year.

Ad Valorem: Latin for “value of”. Refers to the tax assessed against real (land and buildings) and personal (equipment and furniture) property.

Allocation: The portion of an appropriation which is designated for expenditure by specific organization units and/or for specific purposes.

Annual Operating Budget: The City’s plan of current expenditures and the proposed means of financing them. The an‐ nual 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 dis‐ trict 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 2012/2013

185

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 re‐ cent 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 under‐ write 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 ex‐ change. Current Assets: Those assets which are available or can be made readily available from current operations or to pay current li‐ abilities. Those assets which will be used up or converted to cash within one year. Some examples are cash, temporary invest‐ ments 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 princi‐ pal portion due on debt maturing in the up‐coming year. The city’s debt service requirement may also include required annual contributions to sinking funds set up to accumulate monies for the retirement of term bonds. Delinquent Taxes: Taxes that remain unpaid on and after the date they are due and which include a penalty for nonpayment. Department: A major administrative unit of the City which manages an operation or group of related operations within a func‐

186

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Appendix tional 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. Encum‐ brances are used for budgetary purposes only and are not expenditures under generally accepted accounting principles (GAAP). Enterprise Fund: A fund established to account for operations: (a) financed through user charges and operated in a manner similar to private businesses, where the intent is to cover the cost of providing goods and services to the general public on a continuing basis; or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, or other purposes. The City’s Enterprise Funds are for water, wastewater, storm water, and electric utilities. Estimated Revenue: The amount of projected revenue to be collected during the fiscal year. Exempt: Personnel not eligible to receive overtime pay and who are expected to put in whatever hours are nec‐ essary 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 gov‐ ernment determines its financial position and the results of its operations. The City of Rock Hill’s fiscal year be‐ gins 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, expen‐ ditures are recognized when incurred and fixed assets are depreciated over their estimated useful life. All enter‐ prise 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 spe‐ cial regulations, restrictions, or limitations. Fund Balance: The difference between governmental fund assets and liabilities, also referred to as fund equity. GASB 34: Statement number 34 issued by GASB. A new reporting model that will require government financial statements to be written in a format similar to private business. Generally Accepted Accounting Principles (GAAP): A body of accounting and financial reporting standards set by the Governmental Accounting Standards Board (GASB) for state and local governments. General Fund: The fund used to account for all financial resources except those required to be accounted for in City of Rock Hill, South Carolina—Fiscal Year 2012/2013

187

Appendix 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 standard‐ setting 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 mainte‐ nance. 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 im‐ mediately incurred as a liability while revenues are not recorded until they are actually received or are "measurable" and available. It is recommended as the standard for most governmental funds.

Nephelometric Turbidity Units (NTU): The scientific unit of measure for fine particles in water.

Net Assets: Total assets minus total liabilities. 188

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

Appendix

Non‐Exempt: Personnel eligible to receive overtime pay when overtime work has been authorized or requested by the supervisor.

Objectives: A desired outcome that is measurable and that can be achieved within a specific time frame.

Operating Budget: A financial plan for the City’s general operations, such as salaries, utilities and supplies.

Operating Transfers: Legally authorized transfers from a fund receiving revenue to the fund through which the re‐ sources 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 ordi‐ nance and a resolution is that the latter requires less formality and has a lower legal status. Ordinarily, the City’s stat‐ utes 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 repre‐ sent well‐defined uses of city resources.

Property Tax: Property taxes are levied on both real and personal property according to the property's assessed valuation and the tax rate applied.

Proposed Budget: The budget as formulated and proposed by the budget‐making authority (the City Manager). It is submitted to the legislative body (the City Council) for review and approval.

Purchase Order: A document which authorizes the delivery of specified merchandise or the rendering of certain ser‐ vices 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 for‐ mality than an ordinance. Resources: Total monies available for appropriation purposes to include revenues, fund balances, transfers, and other financing services (e.g. bond proceeds). Restricted Assets: Monies or other resources whose use is restricted by legal or contractual requirements. In govern‐ mental accounting, special treatment is given to restricted assets arising out of revenue bond indentures in enter‐ prise 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. City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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Appendix Revenue: Income received or anticipated from taxes or other sources, such as business licenses, user fees, fines, and investments. Revenue Bonds: When a government issues bonds which do not pledge the full faith and credit of the jurisdic‐ tion, it issues limited liability revenue bonds. Typically, pledges are made to dedicate one specific revenue source to repay these bonds. Revenue bonds are not included in the 8% general obligation debt limit set by the State. The City’s revenue bonds are repayable from utility user charges. Rock Hill‐Fort Mill Area Transportation Study (RFATS): A transportation planning area in the northeast section of York County. Rock Hill Economic Development Commission (RHEDC): The purpose of which is to transition the community from dependence on the textile industry to more diverse economic opportunities. Services: The costs related to services performed for the City by individuals, business, or utilities. Sexual Assault Nurse Examiner (SANE): A grant from South Carolina Department of Public Safety’s Stop Violence Against Women program. Short Term Debt: Any debt obligation of five years or less duration, such as short term loans or lease/purchase agreements for equipment purchases. Sinking Fund: A group of accounts established to account for the accumulation of resources for, and the payment of, long‐term bond principal and interest. Bonds issued in such a fund contain an agreement requiring the gov‐ ernmental unit to periodically set aside a sum which, when compounded with interest, will be sufficient to re‐ deem 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 spe‐ cific 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 re‐ stricted 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 con‐ duct their operations. Supplemental Appropriation: An additional appropriation made by the legislative body (the City Council) after the budget year has begun. Support Services: The expenditure class for charges paid by one City department or agency to another for ser‐ vices rendered or materials supplied. Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the com‐ mon benefit, such as police and fire services, planning, parks and recreation, etc. This term does not include spe‐ cific charges such as special assessments or user charges.

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Appendix Unencumbered Balance: The amount of an appropriation that is neither expended nor encumbered. It is essen‐ tially 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 BS: Balance Sheet CA: Current Assets CALEA: Communications Assistance for Law Enforcement Act CL: Current Liabilities CIP: Capital Improvement Program CDBG: Community Development Block Grant COPS: Certificates of Participation CPI: Consumer Price Index DCC: Development Coordinating Center DHEC: (South Carolina) Department of Health and Environ‐ mental Control DOA: (South Carolina) Department of Aviation DS: Debt Service DSR: Debt Service Reserve EPA: Environmental Protection Agency FAA: Federal Aviation Administration FBO: Fixed Base Operator FEMA: Federal Emergency Management Agency FY: Fiscal Year F.T.E.: Full Time Equivalent GAAP: Generally Accepted Accounting Principles GASB: Governmental Accounting Standards Board GO: General Obligation Bonds GIS: Geographic Information System I & I: Infiltration and inflow

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ISO: Insurance Service Office KV: kilovolt KVA: Kilovolt‐ampere M & O: Maintenance and Operation Costs MGD: Millions Gallons per Day NE: Neighborhood Empowerment program NPDES: National Pollutant Discharge Elimination System NTU: Nephelometric Turbidity Units OSHA: Occupational Safety and Health Administration PARD: (South Carolina) Parks and Recreation Department PMPA: Piedmont Municipal Power Agency PO: Purchase Order RE: Retained Earnings RFATS: Rock Hill‐Fort Mill Area Transportation Study RHEDC: Rock Hill Economic Development Commission SANE: Sexual Assault Nurse Examiner program SCADA: Supervisory Control and Data Acquisition SCLGIP: South Carolina Local Government Investment Pool WWTP: Wastewater Treatment Plant

City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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: Reserved and Unreserved Funds The City will maintain reserved and unreserved 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 rais‐ ing 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 emer‐ gencies; 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. 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 reserved and unreserved ending fund balances: 1. Unreserved Fund Balances The General Fund shall maintain an unreserved fund balance equal to at least 15% of the total audited General Fund expenditures for the previous fiscal year. These funds are to be left in the City’s general operating cash account for the purpose of floating the City’s operations throughout the fiscal year. 2. Reserved Fund Balances All Reserved Fund Balances shall be fully funded and set aside in a special bank account. The total set aside in this account is to be equal to the cumulative total of all “Reserved for Fund Balances” for the previous fiscal year with the exception of funds reserved for Food & Beverage/Local Accommodations purposes (these funds are to be set aside in a separate account) These fund balances may only be used for the express purpose of funding expenditures directly related to the specified fund 3. Liabilities As a matter of policy, the City will maintain a separate account for Utility Deposits equal to the prior year au‐ dited total. This account is only updated on an annual basis when the final audit is complete. These fund bal‐ ances may only be used for the purpose of refunding utility deposits or paying delinquencies related to the account. FP 2: Revenue The City will design, maintain and administer a revenue system that will assure a reliable, equitable, diversified and suffi‐ cient 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 im‐ portant 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 un‐ derstanding 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: City of Rock Hill, South Carolina—Fiscal Year 2012/2013

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Appendix 1. The City will seek to establish all user charges fees at a level related to the full costs (operating, di‐ rect, 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 busi‐ nesses (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 re‐ cover all costs, but it should identify such costs. Reasons for not recovering full costs should be identi‐ fied and explained. State and local law may govern the establishment of fees and charges. 3. The City will consider market rates and charges levied by other businesses and municipalities for like services in establishing rates, fees and charges. These fees will be reviewed through the City’s annual rate survey. 4. One‐time or special revenues shall not be used to finance ongoing City operations but rather be used for the funding of special projects. 5. An aggressive policy of seeking the collection of delinquent utility and license fee accounts will be maintained. 6. Citizen input into decisions relating to revenues will be solicited during the annual budget public hearing process and will be made available for public review prior to City Council consideration of first reading. 7. In determining revenue projections ‐ and where judgment is required ‐ conservatism shall be the rule. 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 character‐ istics in terms of stability, growth, sensitivity to inflation or business cycle effects, and impact on tax and rate pay‐ ers ‐ a diversity of revenue sources can improve a government’s ability to handle fluctuations in revenues and potentially help to better distribute the cost of providing services. The City will identify approaches that will be used to improve revenue diversification. In accomplishing this policy, the City will analyze the sensitivity of revenues to changes in rates, the fairness of the tax or fee, administrative aspects of the revenue source, and other relevant issues. Over time the City will strive to improve its revenue diversity to the extent feasible. Since the City is statutorily limited as to the types of revenues it may raise, it may consider options to enhance flexibility within the con‐ straints of available revenue sources. For example, The City will seek to diversify the tax base on which the prop‐ erty 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 develop‐

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Appendix ment, 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 de‐ termine 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 unpredict‐ ability of the revenue source increases. The City will annually identify major revenue sources it considers unpredictable and define how these revenues may be used. Unpredictable revenue sources cannot be relied on as to the level of revenue they will generate. Particularly with major revenue sources, it is important to consider how significant variation in revenue receipts will affect the government’s financial outlook and ability to operate programs in the current and future budget periods. For each major unpredictable revenue source, the City will identify those aspects of the revenue source that make the revenue unpredictable. Most importantly, the City will identify the expected or normal degree of 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 cur‐ rent utility business practices. In quantifying these transfers, the City uses a formula that presupposes that utility services would have been pro‐ vided by a privately‐owned utility instead of the City’s publicly owned utility. Such utility would have paid munici‐ pal 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 guide‐ line regarding franchise fees, payments in lieu of taxes, rates of return and operating transfers from the utility system: 1. Franchise Fees. The City shall budget annually a franchise fee from the Utility Fund that equals the franchise fee that would have been paid had electric, water and sewer services been provided by an investor‐owned utility. The franchise fee shall be calculated by multiplying all gross revenues of the electric, water and sewer systems made within the City’s corporate boundaries by the current fran‐ chise fee the City charges to private utility providers (5%). The franchise fee shall be reported as an

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Appendix expense of the electric, water and sewer system and as a revenue of the General Fund.

2. Payment in Lieu of Taxes. The City shall budget annually a payment in lieu of taxes from the electric, water, and sewer systems to the General Fund that approximates the amount of ad valorem taxes that would have been paid had utility services been provided by an investor‐owned utility. The pay‐ ment 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 lo‐ cated within the City’s corporate boundaries. The payment in lieu of taxes amount calculated under this section shall be reported as an expense of the electric, water and sewer system and as a revenue of the General Fund. 3. Rate of Return. The City may budget annually a rate of return on the gross operational revenues of the electric, water and sewer systems. This rate of return will be based on 5% of gross utility reve‐ nues and may be adjusted by City Council to meet the current competitive utility business environ‐ ment. The rate of return amount calculated under this section shall be reported as an expense of the electric, water and sewer system and as revenue of the General Fund. 4. Exceptions. The amount to be paid from the electric, water and sewer systems under this resolution may be increased or reduced upon approval of the City Council.

FP 7: Operational Reporting City staff will provide to the City Council a report on the operating results of the City All excess revenue collected by the City of Rock Hill that exceeds the projected budget revenue figure from a spe‐ cific 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 departmen‐ tal 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 Coun‐ cil. Cost savings that may occur within a specific department can be utilized within that particular department; how‐ ever, 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 re‐ serves 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 con‐

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Appendix sideration 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 sys‐ tem. 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 reve‐ nues. Expenditures in these funds are strictly limited to the mandates of the funding source. Special Revenue Funds are not to be used to subsidize other funds, except as required or permitted by pro‐ gram 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 con‐ straints 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 expendi‐ tures. 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 ex‐ ceed current revenues plus the planned use of fund balance accumulated through prior years. The City shall take immediate corrective actions if at any time during the fiscal year expenditure and revenue re‐

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Appendix estimates are such that an operating deficit is projected at year‐end. Corrective actions are outlines separately within these policies. Expenditure deferrals into the following fiscal year, short‐term loans, or use of one‐time revenue sources to balance the budget will be avoided. The Finance Director is charged with performing periodic staff and third‐party reviews of City programs for both efficiency and effectiveness. Privatization and contracting with other governmental agencies will be evaluated as alternatives to service delivery. Programs that are determined to be inefficient and/or ineffective are to be re‐ duced 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 main‐ tain a sound fiscal position and protect credit quality Issuing debt commits the City’s revenues several years into the future, and may limit the City’s flexibility to re‐ spond to changing service priorities, revenue inflows, or cost structures. A debt policy sets forth the parameters for issuing debt and managing outstanding debt and provides guidance to decision makers regarding the timing and purposes for which debt may be issued, types and amounts of permissible debt, method of sale that may be used and structural features that may be incorporated. The City plans long‐ and short‐term debt issuance to finance its capital program based on its cash flow needs, sources of revenue, capital construction periods, available financing instruments and market conditions. The Di‐ rector 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 require‐ ment for entry into the capital markets. Adherence to a debt policy helps to ensure that the City maintains a sound debt position and that credit quality is protected. Components of the debt policy are as follows: The City will confine its long‐term borrowing to capital improvements and follow a policy of full disclosure on every financial report and bond prospectus. In no case will General obligation debt will not be used for self‐ supporting enterprise activity. The City will use voter‐approved general obligation debt to fund general‐purpose public improvements that cannot be financed from current revenues. Capital Planning. The City will have an annual capital planning process that outlines major projected capi‐ tal expenditures over the next ten years. The capital budget identifies revenue sources and capital ex‐ penditures 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 issu‐ ance 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 negoti‐ ated sale), the City attorney and City representatives (the Director of Finance and other City representa‐ tives 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 eco‐

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Appendix nomic 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 bondhold‐ ers, 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 in‐ terest 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 – ac‐ cording to state law. For these bonds – and any other bonds that the City may deem necessary ‐ the City will set the terms of the sale to encourage as many bidders as possible. By maximizing bidding, the City seeks to obtain the lowest possible interest rates on its bonds. The following conditions may favor the use of a competitive sale: 1. The market is familiar with the issuer; 2. The issuer is a stable and regular borrower in the public market; 3. There is an active secondary market with a broad investor base for the City’s bonds; 4. The issue has a non‐enhanced credit rating of A or above or can obtain a credit enhancement prior to the competitive sale; 5. The debt structure is backed by the issuer’s full faith and credit or a strong, known or histori‐ cally performing revenue stream; 6. The issue is neither too large to be easily absorbed by the market nor too small to attract inves‐ tors without a concerted sale effort; 7. The issue does not include complex or innovative features or require explanation as to the bonds’ security; 8. The issue can be sold and closed on a schedule that does not need to be accelerated or short‐ ened for market or policy reasons; and 9. Interest rates are stable, market demand is strong, and the market is able to absorb a reason‐ able amount of buying or selling at reasonable price changes Negotiated Sales. When certain conditions favorable for a competitive sale do not exist and when a negotiated sale will provide significant benefits to the City that would not be achieved through a competitive sale, the City may elect to sell its debt obligations through a private or negotiated sale. Such determination may be made on an issue‐by‐issue basis, for a series of issues, or for part or all of a specific financing program. The following conditions may favor the use of a negotiated sale: 1. Insure fairness by using a competitive underwriter selection process through a request for pro‐ posals where multiple proposals are considered; 2. Remain actively involved in each step of the negotiation and sale processes to uphold the pub‐ lic trust; 3. Insure that either an employee of the issuer, or an outside professional other than the issue underwriter, who is familiar with and abreast of the condition of the municipal market, is avail‐

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Appendix able to assist in structuring the issue, pricing, and monitoring sales activities; 4. Require that the financial advisor used for a particular bond issue not act as underwriter of the same bond issue; 5. Require that financial professionals disclose the name or names of any person or firm, including attorneys, lobbyists and public relations professionals compensated in connection with a spe‐ cific bond issue; 6. Request all financial professionals submitting joint proposals or intending to enter into joint accounts or any fee‐splitting arrangements in connection with a bond issue to fully disclose to the issuer any plan or arrangements to share tasks, responsibilities and fees earned, and dis‐ close the financial professionals with whom the sharing is proposed, the method used to calcu‐ late the fees to be earned, and any changes thereto; and 7. Review the “Agreement among Underwriters” and insure that it is filed with the issuer and that it governs all transactions during the underwriting period.

Refinancing. The City may undertake refinancing of outstanding debt under the following circumstances: Debt Service Savings. The City may refinance outstanding long‐term debt when such refinancing allows the City to realize significant debt service savings without lengthening the term of refinanced debt and without increasing debt service in any subsequent fiscal year. Defeasance. The City may refinance outstanding debt, either by advance refunding to the first call or by defeasance to maturity, when the public policy benefits of replacing such debt outweigh the costs associated with new issuance as well as any increase in annual debt service.

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 meet‐ ings 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 ma‐ jor rating agencies for municipal bond issues: Moody’s Investors Service and Standard & Poor’s Cor‐ poration. 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 require‐ ments 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 determin‐

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Appendix ing 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 borrow‐ ings? 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 require‐ ments of the government? 9. What types of affordability guidelines will be established to help monitor and preserve credit qual‐ ity? 10. What provisions have been made to periodically review the capital plan and borrowing practices? 11. What is the overlapping debt burden on the taxpayer? 12. How will the formal debt policies be integrated into the capital planning and funding process? FP 11: Debt Limit The city will establish thresholds for the maximum amount of debt and debt service that should be outstanding at any one time. Policies guiding the amount of debt that may be issued by a government help ensure that outstanding and planned debt levels do not exceed an amount that can be supported by the existing and projected tax and reve‐ nue base. Because of this, the City has developed distinct policies for general obligation debt, debt supported by revenues of government enterprises, and other types of debt such as special assessment bonds, tax increment financing bonds, short‐term debt, variable‐rate debt, and leases. General Obligation Debt Affordability Measures. The City examines four statistical measures to deter‐ mine debt capacity and compares these ratios to other cities, rating agency standards and Rock Hill’s historical ratios to determine debt affordability: 1. This is the only measure that is prescribed by state law, which provides that the City’s general obli‐ gation 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.) 2. Total general obligation debt as measured against the population on a per‐capita basis cannot ex‐ ceed $225. 3. Total annual general obligation debt as measured as a percent of current expenditures cannot ex‐ ceed 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 addi‐ tion 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.

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Appendix 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 col‐ lected revenues or intergovernmental aid, and unexpected major capital maintenance requirements. Develop‐ ment 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. 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.

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Appendix 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 As‐ sociation (GFOA). In general, it will be the policy of the City to: Prepare and present regular reports that analyze, evaluate, and forecast the City’s financial performance and economic conditions. This information will be made available to the public for their inspection. With available resources, the City will seek out and employ the assistance of qualified financial advisors and consultants in the management and administration of the City’s financial functions. An independent audit will be performed annually. The City will issue annual financial reports in accordance with generally accepted accounting principles (GAAP) as outlined in the Governmental Accounting, Auditing and Financial Reporting (GAAFR) publi‐ cation. 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 gov‐ ernmental 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 ac‐ counts recording cash and other financial resources together with related liabilities and residual equities or bal‐ ances, 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

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Appendix Fiduciary Funds Agency Expendable Trust Governmental Funds. These funds are, in essence, accounting segregations of financial resources. Ex‐ pendable 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 spend‐ able resources are reported in the operating statement as revenues or other financing sources, and de‐ creases are reported as expenditures or other financing uses. Proprietary Funds. These funds are sometimes referred to as "income determination," "non expend‐ able," 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 pri‐ vate 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 proprie‐ tary fund are reported as revenues or gains in the operating statement. Those that diminish the eco‐ nomic 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 re‐ sources available for expenditures. The outstanding principal of the general long‐term debt and general long‐term liabilities not accounted for in the Proprietary Funds or Trust Funds do not require an appro‐ priation or expenditure during the account year. Internal Control. In developing and maintaining the City's accounting system, consideration is given to the adequacy of internal accounting controls. Internal accounting controls are designed to provide rea‐ sonable, but not absolute, assurance regarding the safeguarding of assets against loss from unauthorized use or disposition and the reliability of financial records for preparing financial statements and maintain‐ ing accountability for assets. The concept of reasonable assurance recognizes that the cost of a control should not exceed the benefits likely to be derived, and the evaluation of costs and benefits requires estimates and judgments by management. All internal control evaluations occur within the above frame‐ work. We believe that the City's internal accounting controls adequately safeguard assets and provide reasonable assurance of proper recording of financial transactions.

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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 geo‐ graphic 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 pro‐ grams 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 re‐ sponsible 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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