Fy17budgetdocfinal by City of Rock Hill, SC

Photo Background: Rock Hill’s annual Independence Day festival, Red, White & BOOM

Photo Credit: Mike Baker

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Budget Adopted June 27, 2016 1

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Rock Hill, South Carolina for its annual budget for the fiscal year beginning July 1, 2015. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, an operations guide, a financial plan, and a communications device. This award is valid for a period of one year only. As we believe our current budget continues to conform to program requirements, we are submitting it to GFOA to determine its eligibility for another award.

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

The City received the 2016 Certificate of Excellence Award from the International City/County Management Association. Learn about our efforts on pages 86-87.

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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

City Staff City Management David B. Vehaun City Manager James Bagley Deputy City Manager Steven Gibson Assistant City Manager

Management Team Mike Blackmon Fire Chief Lisa M. Brown Strategy & Performance Manager Phyllis Fauntleroy Human Resources Director Anne Harty Chief Financial Officer Cynthia Howard General Services Director Mike Jolly Electric Utility Director

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

Budget Staff Melanie Brandon Budget Analyst

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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

City Attorney

City Manager Deputy City Manager

Assistant City Manager

Operations Administration *

Police

Solicitorâ&#x20AC;&#x2122;s Office*

Information Technology *

Fire

Municipal Court*

Electric

Planning & Development

Housing & Neighborhood Services

Water/Sewer Economic & Urban Development Public Works

Human Resources

Finance City Management *

Parks, Recreation, and Tourism Intergovernmental Manager General Services

Grants *

Airport *

*Denotes divisions within the organization

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Table of Contents INTRODUCTORY SECTION City Manager’s Budget Message

Budget Highlights

Rock Hill at a Glance

Budget Process

Budget Calendar

Budgetary Fund Structure

Financial Policies and Strategies

Sources and Uses of Funds

REVENUE SUMMARY Revenue Summary

EXPENDITURE SUMMARY Expenditure Summary

FY2016—2018 Strategic Plan

Quality Services

Quality Places

Quality Community

PERFORMANCE BUDGETS

Introduction to Performance Budgets

Fiscal Year 2016 Performance Results Summary

Accountability & Transparency Efforts

Office of Management

Judicial Services

Human Resources

Housing and Neighborhood Services

100

Police

104

Fire

108

Planning and Development

112

Public Works

117

General Services (Fund 500)

123

Finance

128

Parks, Recreation, and Tourism

134

Housing Authority

138

Economic and Urban Development

139 City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Table of Contents Stormwater Fund

141

Electric Fund

142

Water Fund

149

Wastewater Fund

153

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

158

BOND SCHEDULES Debt Service Narrative

166

Revenue Bonds

167

General Obligation Bonds

172

Tax Increment Financing Bonds

175

Stormwater Bonds

181

Hospitality Tax Revenue Bonds

184

New Market Recovery Bonds

186

Equipment Lease Purchase

188

Summary of Total Debt Service Requirements

192

CAPITAL SUMMARY Capital Summary

193

Enterprise Funds Rate Plan

194

Capital Improvement Plan and Process

196

Development of the Plan

197

Impact of the CIP on the Operating Budget

198

Classification of Improvements

198

Distribution of Capital Improvements

199

Funding Plan

201

PERSONNEL SUMMARY Personnel Summary

224

APPENDIX Budget Ordinance

239

Glossary of Terms

245

Glossary of Acronyms

252

Financial Policies

253

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

FY2016/2017 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 2016/2017

City Manager’s Letter It is my privilege to present you with the balanced budget for the fiscal year beginning July 1, 2016, and ending June 30, 2017, which totals $225,791,516. The annual budget is the policy document that communicates the financial policies of the City for the fiscal year. The budget is prepared each year with the support and policy input of our elected officials and hard work from our departments to ensure that we are preparing the leanest budget possible while still providing high quality services through excellent service delivery. The recovering economy continued to present a few challenges during the development of the Fiscal Year 2017 (FY 2017) budget; however, as a result of years of fiscal prudence and efficient The Fiscal Year 2017 balanced management of operations, the City of Rock Hill was well positioned to budget maintains the level of respond to those challenges.

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

Factors Affecting This Year’s Budget In preparing the annual budget, several factors greatly impacted the decisionmaking process. A major factor influencing the FY 2017 budget is an ever increasing need for resources to maintain the roadways within the City limits. The City historically invested $300,000 of General Fund dollars to repave roads in addition to the annual C-Fund allocation. In FY 2013, the General Fund portion began increasing, and by FY 2016, using the savings from reduced fuel costs and additional monies generated by a business license cap change initiative for auto dealers and manufacturers, the allocation was increased to $860,000. An additional $300,000 was added to the FY 2017 allocation, bringing the total to $1,160,000. The increased allocation for fullcost paving along with the two new pothole trucks which were funded in FY 2016 have produced positive results, reducing the percentage of city roads considered in poor condition from 12.27% to 10.83%, a trend we expect to continue, given the emphasis placed on this strategic focus area. In addition, providing the 20% local match for Congestion Management/Air Quality (CMAQ) road construction projects also created a challenge for the FY 2017 budget. Since the recession, such air quality improvement projects had been funded at 100%. The intersection of Celanese and India Hook Roads, recently awarded CMAQ funding, will likely bridge three fiscal years. The match requirement in FY 2017 is $300,000; however, we will most likely need to budget $500,000 in FY 2018 & 2019 to cover the remaining cost of this extensive project. To leverage future CMAQ funds, we will need to budget similar amounts annually. With the implementation of these two initiatives alone, 30 percent of the overall increase in annual General Fund revenues this fiscal year was allocated to road improvements. The growth of our community has also created many challenges within our departments. To meet the demands of a growing area where there are more services being provided to more customers, many employees work additional hours each week to ensure we maintain the same high quality level of service. While the city’s population has grown 65.67% over the past 25 years, our workforce has only grown 15.12%. If you exclude public safety, the number of employees actually decreased by 5.85% during that same time period. Despite these growing demands, only 3 new positions are included in the Fiscal Year 2017 budget: a Software Administrator in Police to maintain the many specialized software products and programs required in the department, a City Engineer II in Water Engineering to provide the necessary oversight to manage the capital improvement projects, and an Equipment Operator II in Stormwater to expand our street sweeping program necessary to meet our MS4 permit requirements. The City also continued to focus on business-friendly initiatives this fiscal year. City Management and elected officials continue to meet with the small business leadership group, developers and community members to determine ways the City can best assist businesses. The City continues to offer a 10% discount on business license fees to those who pay on time. Additionally, a local preference ordinance was extended through this budget year that gives an advantage to our local contractors in matching the lowest bid on City projects. Finally, the City is keeping the business-friendly initiative of reimbursing contractors who upsize water and sewer lines.

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

City Manager’s Letter Strategic Planning Last year, Rock Hill’s City Council looked at new data collected from citizen, business & employee surveys, and working with staff, developed a set of revised strategic initiatives and a strategic plan, which was adopted on May 26, 2015, and will guide the City through June 30, 2018, at which time a new strategic plan will be adopted. Our strategic plan provides a blueprint for the City’s future by outlining ambitions, setting priorities, and providing performance targets to ensure adequate progress toward making the vision a reality. As Rock Hill is a city committed to quality, this year’s budget continues to support providing quality services, developing quality places, and fostering a quality community. Quality Services focuses on the core governmental functions that the City of Rock Hill provides. These include initiatives like police, fire, public works, parks, electric, water and sewer services. However, we don’t just provide these basic services, we do so in a way that emphasizes efficiency, effectiveness, and affordability for our customers. Quality Places focuses on developing and sustaining exceptional locations throughout our City. Places to work, live, and play add to the appeal of Rock Hill. This includes everything from business parks to sports tourism facilities. In the development of City-led projects, input is solicited from civic, business, political, and cultural leaders. Whenever possible, the City looks for public-private partnerships to help facilitate quality places throughout our City. Quality Community is about enhancing the overall quality of life for Rock Hill citizens through partnerships and collaboration. The City is intent on engaging citizens and building public trust. Additional information on the Strategic Plan can be found in the Performance Budget section of this document. Funding by Strategic Initiative Our approved budget distributes Fiscal Year 2017 financial resources by departments and across strategic initiatives in the following manner: General Government Office of Management Human Resources Planning & Develop. Housing & Neighborhood Services Police Fire Public Works Finance Parks, Recreation & Tourism Housing Authority Economic & Urban Dev. Stormwater Utilities Debt Service Non-Departmental Total

Services $11,171,347 $2,319,961 $926,292

Places

Community $270,193

$3,526,427 $1,632,737 $15,496,858 $9,055,833 $8,882,926 $2,141,641 $3,564,363

$3,738,774 $1,521,608

$1,308,474 $2,730,873 $127,904,516 $18,978,394 $7,243,013 $211,724,490

$470,189

$2,907,098 $7,116,061

$6,950,965

Total $11,441,540 $2,319,961 $926,292 $3,526,427 $1,632,737 $15,496,858 $9,055,833 $8,882,926 $2,141,641 $7,303,136 $1,521,608 $1,778,663 $2,730,873 $127,904,516 $21,885,492 $7,243,013 $225,791,516

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

City Manager’s Letter Financial reality on budget process As with any budget process, there are certain financial limitations that are taken into account. The City’s financial policies govern the entire budget process. For example, the City is very cognizant of our General Fund debt margin of 8%. With this in mind, there have been certain capital projects that the City chose to fund from the operating budget instead of issuing debt. Another example of how the City’s financial policies govern the budget process is with our operating transfer policy. The City uses a formula that presupposes that utility services would have been provided by a privately-owned utility instead of the City’s publicly-owned utility. Such utility would have paid municipal ad valorem taxes and a franchise fee to the General Fund of the City, and the utility’s investors would have been entitled to a return on their investment. For this reason, the City has established a policy guideline regarding franchise fees, payments in lieu of taxes, rates of return and operating transfers from the utility system. Both the FY 2017 and FY 2018 budgets strictly adhere to these types of financial policies. A Few Budget Highlights:

Rock Hill SC Business License Revenue

Revenue (in millions)

Budget Summary The Fiscal Year 2017 approved budget totals $225,791,516, a 5.5% increase over last fiscal year. The proposed Fiscal Year 2018 budget totals $236,127,579, a 4.6% increase over Fiscal Year 2017.

$12.0 $10.0 $8.0 $6.0 $4.0 $2.0 $0.0

$8.1

$8.4

$9.6

$9.1

$10.1

$10.5

2018 Recommended

2017 Budgeted

2016 Forecast

2015 Actual

2014 Actual

2013 Actual

FY 2014 and 2015 business license revenues were impacted by an audit of non -compliant businesses resulting in collection of multiple years in revenues. While business recruitment remained strong this fiscal year, collections returned to single-year increments, thus stabilizing. There has also been modest growth in real Fiscal Year and personal property taxes. While electric, water, and wastewater revenues were not as strong as projected in recent years due to mild weather patterns, FY 2016 produced electric revenues that were on target, while water and wastewater actually exceeded budget. Given some improvements in the economy, for the fifth time in seven years, the approved FY 2017 budget includes a modified pay-for-performance base wage increase for employees. Financial prudence requires us to carefully evaluate our ability to sustain employee pay-for-performance increases for FY 2018. Additionally, fiscal years 2017 and 2018 budgets reflect a continued restoration of the City’s established equipment and vehicle replacement schedule. General Fund The approved FY 2017 General Fund budget totals $59,900,249, an increase of 3.8% when compared to last fiscal year’s approved budget. The proposed FY 2018 General Fund budget totals $61,788,144, a 3.2% increase when compared to FY 2017. Taxpayer Concentration 2013-2016

The revenues in the General Fund are predominately property taxes (41%), charges Assessed Value of % Top 10 Total for services (20%), and licenses/permits (17%). Top 10 Taxpayers Assessed Value The property tax rate remains at 93.5 mils. The City’s taxpayer concentration remains 28,500,960 10.40% favorable; there is no significant exposure 20,583,964 7.95% among any certain taxpayer.

Tax Year

Total Assessed Value

2016

273,946,825

2015

258,937,028

2014

251,125,844

18,373,151

7.32%

2013

247,622,812

18,201,187

7.35%

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

City Manager’s Letter Utility Enterprise Fund The Utility Enterprise Fund consists of the electric, water, wastewater, stormwater and water/wastewater impact fee funds. Fiscal Year 2017 expenditures for the Utility Enterprise Fund total $155,763,305, a 5.6% increase over last year’s approved budget. The proposed 2018 budget is $163,298,505 which represents a 4.8% increase over Fiscal Year 2017. Maintaining aging infrastructure, expanding infrastructure into growing areas, and using technology to enhance service delivery are priorities for our Utility Fund. In Fiscal Year 2017 alone, the combined utility system will issue $94 million in new debt to expand our electric, water and wastewater facilities, with an anticipated total of $340 million going towards expansion over the next ten years ($22 million—electric, $62 million—water, $256 million— wastewater). The Fiscal Year 2017 approved budget includes a 1.5% electric rate increase to cover electric system capital improvements. This increase is effective July 1, 2016, and represents a $1.93 increase in the average residential customer’s monthly utility bill. Over the past twenty years, the City’s electric system has absorbed over $208 million worth of rate increases from PMPA. Although we seek to minimize rate increases of any kind to our citizens, this year’s rate increase was a necessity to keep our system in good standing and to fund the additional $22 million in capital improvements needed. The Fiscal Year 2017 budget also includes a water and wastewater rate restructure. The restructure decreased the water base charge and implemented tiers based on consumption to reflect industry standards. The wastewater base was also decreased with an increase to the volumetric charge to fund wastewater capital projects. The restructure is revenue-neutral for our average residential customer inside the city limits, resulting in a $0.77 net decrease in water and a $0.73 increase for wastewater. Additionally, there is a stormwater rate increase included in this budget to fund annual improvements to neighborhood stormwater systems, and will result in an increase of $0.51 for the average residential customer. Commercial stormwater rate increases will fund an estimated $8 million of additional major stormwater projects identified in the stormwater master plan. The proposed Fiscal Year 2018 budget includes a 1% electric rate increase to cover a projected wholesale power rate increase, along with a combined base and volumetric increase of 8.79% for water and a 3% base and volumetric wastewater rate increase to cover additional system capital improvements as outlined in our newly revised utility CIP. Conclusion Despite the challenges presented with balancing the Fiscal Year 2017 and Fiscal Year 2018 budgets, Rock Hill’s tradition of fiscal prudence has allowed us to continue with progress on accomplishing the goals outlined in the Strategic Plan and enhancing the overall quality of service delivery to our community. I invite you to monitor our financial and strategic plan progress throughout the year by visiting the City’s performance and financial dashboards located on the City’s transparency webpage— cityofrockhill.com/transparency. Respectfully submitted,

David B. Vehaun City Manager

The International City/ County Management Association recognized our performance management program, comparative analysis, and transparency in awarding us the 2016 Certificate of Excellence Award.

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Budget Highlights During Fiscal Year 2017, the City’s strategic goals will continue to guide our focus on maintaining Rock Hill as a city known for quality. The following funding highlights are included in the adopted budget: Quality Services

The budget provides for increased funding for road paving in our community– up $300,000 from the previous budget. The approved budget also includes funding to assist with addressing the Stormwater Plan implementation strategies through residential and commercial rate increases.

Quality Places

Funding for capital improvement work in the Knowledge Park area, including utility work, is provided in the approved budget. In addition, $300,000 is allocated to fund the CMAQ local match for the Celanese/ India Hook Road intersection improvement project.

Quality Community

The Fiscal Year 2017 budget includes funding for the continuation of the successful Weed & Seed program which is a comprehensive approach to community revitalization that uses coordinated crime reduction activities combined with a mix of social, economic, and housing improvement programs in targeted neighborhoods. City Financial Profile

Budget Challenges this year: 



Increasing funding for road improvements -An additional $300,000 was added to the FY17 full-cost paving budget to meet the ever increasing need for resources to maintain the roadways within the City limits, bringing the total allocation to $1,160,00. This along with the $300,000 allocated for the 20% CMAQ local match required for the Celanese/India Hook intersection improvement project, consumed approximately 30% of the total General Fund revenue increase in the FY17 budget. Increasing personnel to meet demands of growth -In the past 25 years, the City’s population has grown 65.67%; however, the City workforce has only grown 15.12%. Excluding public safety, the number of employees actually decreased by 5.85% during that same time period. Despite increased demands of a growing area where there are more services being provided to more customers, only 3 new positions were added, 2 in our Utility Funds and 1 in our General Fund . Continuing business-friendly initiatives -Continued reduction of business license fees by 10% if paid on time -Extension of the Local Preference policy for purchasing to give local contractors an advantage for City projects. - Reimbursement to developers for the cost of upsizing water and sewer lines.

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

2014/2015

2015/2016

2016/2017

Total Budget

$204,138,506

$214,024,861

$225,791,516

General Fund Budget

$56,099,326

$57,687,100

$59,900,249

Total Staff Positions

934

948

951

Property Tax Millage Rate

93.5

Quick Numbers 

Millage Rate remains at 93.5 mils



1.5% Electric Rate increase; $1.93 increase for average, residential customer.



Water rates for the average residential customer will decrease by 4%, and wastewater rates will increase for the average residential customer by 1.85% due to a rate restructure. The average, residential customer will see a decrease of $0.77 for water and an increase of $0.73 for wastewater, resulting in a net decrease of $0.04.



13.6% Stormwater Residential Rate increase; $0.51 increase for average residential customer. 21% Stormwater Commercial Rate increase.



Sanitation Rates remained the same.



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



Fiscal Year 2016-2017 Budget- $225,791,516 13

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

Educational Profile Rock Hill is served by Rock Hill School District 3 and is home to three colleges and universities. With a student enrollment of over 17,400 and 2,400 employees, Rock Hill School District 3 is the largest of York County’s four school systems and the 11th largest in the state. Winthrop University has been a Rock Hill landmark since 1886. Winthrop’s 100-acre tree-lined main campus is complemented by a nearby 450 acre sports and recreation facility. Winthrop has an estimated enrollment of 6,024 students with Area Vicinity Map approximately 17% of these students pursuing post graduate degrees. York Technical College, founded in 1964, is a public institution offering both technical and college transfer courses. The College is one of 16 state-funded technical colleges. Under the supervision of the AME Zion Church, Clinton College, formerly Clinton Junior College, (founded in 1894) offers associate degrees in business, religious studies, early childhood development, natural sciences and liberal arts. In 2013, Clinton added two four-year programs to their course offerings, including, a Bachelor of Science in Business Administration and a Bachelor of Arts in Religious Studies.

Community Arts Profile The arts are an important part of the quality of life in any community. In Rock Hill, the Arts Council of Rock Hill and York County serves as the hub of cultural activities. The Arts Council provides a network for cooperation between cultural organizations and provides the public with a central location for information and tickets. Through the School of Visual and Performing Arts, Winthrop University offers a variety of arts programs each year. Winthrop Galleries, located in Rutledge Building and McLaurin Hall, exhibits the work of local, regional and national artists. The Department of Music and the Department of Theatre and Dance schedule campus performances by guest artists, faculty, and students throughout the year. The Rock Hill Community Theatre (RHCT) is dedicated to providing quality theatrical entertainment for the residents of York County. The RHCT annually stages between four and six performances. The 75-voice York County Choral Society (YCCS) is annually accompanied by members of the Charlotte Symphony and provides two performances annually. Finally, the York County Ballet offers two full-length ballets each year. Additionally, the Old Town Association hosts the The Old Town Amphitheater Concert Series. The Concert Series offers national entertainment on a local level scale in its 1,200 capacity outdoor concert/event facility.

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Rock Hill at a Glance Demographics Profile

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

71,548*

70,000 65,000

Population

60,000 55,000

54,916

50,000 45,000 40,000 35,000

Major Employers in York County Number of Employees

1. Rock Hill School District Three

2,209

2. Wells Fargo Home Mortgage

2,171

3. Lash Group

1,850

4. Ross Stores, Inc.

1,790

5. Piedmont Medical Center

1,550

6. Fort Mill School District

1,419

7. Schaeffler Group USA, Inc..

1,270

8. Duke Power– Catawba Nuclear Station

1,228

9. Winthrop University

1,219

10. Clover School District

1,019

Source: York County Economic Development

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

2015

2014

2013

2012

Year

* United States Census Bureau’s July 1, 2015, population estimate for Rock Hill

Employer

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

30,000

Unemployment Rate for Rock Hill Year

Unemployment Rate

2006

9.8%

2007

8.1%

2008

10.7%

2009

16.5%

2010

16.9%

2011

15.8%

2012

12.9%

2013

10.5%

2014

6.9%

2015

6.0%

Rock Hill at a Glance Economics Profile Real Property

Personal Property

Total

Tax Levy Year

Assessed Value

Estimated Actual Value

Assessed Value

Estimated Actual Value

Assessed Value

Estimated Actual Value

2015*^ 2014 2013 2012 2011* 2010 2009 2008 2007

194,039,186 192,274,209 190,770,687 189,417,598 186,482,809 179,738,100 175,709,840 167,855,603 158,437,437

4,107,162,767 3,877,529,883 3,847,322,733 3,894,104,523 3,853,110,908 3,824,214,894 3,777,761,558 3,594,867,803 3,243,207,659

79,907,639 66,662,819 60,353,157 58,245,214 55,476,526 51,797,882 52,635,320 55,540,885 55,006,000

967,902,166 762,000,227 675,900,776 670,112,601 650,570,628 631,911,120 575,525,917 607,004,207 599,455,444

273,946,825 258,937,028 251,125,844 247,622,812 241,959,335 231,535,982 228,345,160 223,396,488 213,443,497

5,075,064,933 4,639,530,110 4,523,223,509 4,564,217,124 4,503,681,536 4,456,126,014 4,353,287,475 4,201,872,010 3,842,663,103

Classification of Property

2015 Assessed Value^

Real Property (Non-manufacturing)

194,039,186

Vehicles

29,263,284

Manufacturing (Real/Personal)

28,624,651

Marine/Aircraft

705,379

Business Personal Property Utilities

14,487,787 6,826,538

Total

273,946,825

Computation of General Fund Legal Debt Margin ^ 2015/2016 Total Assessed Value Debt Limit– 8% of Total Assessed Value Total Amount of Debt Applicable to Debt Limit Legal Debt Margin

273,946,8251 21,915,746 (15,470,000) $6,445,746

* Year of Reassessment ^ Projected 1

The gross assessed value for property taxes is the assessed value found in the City’s audit and is how the 8% debt limit is calculated. Budgetary purposes, however, only show the assessed value of property less Industrial Abatement. For 2015, Industrial Abatement is estimated to be $3,020,960. 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 2016/2017

Rock Hill at a Glance Economics Profile City Financial Profile 2013/2014

2014/2015

2015/2016

2016/2017

Total Budget

$192,409,564

$204,138,506

$214,024,861

$225,791,516

Total General Fund Budget

$53,475,881

$56,099,326

$57,687,100

$59,900,249

913

934

948

951

Total Employees per 1,000 Population

13.41*

13.68*

13.70*

13.29*

Property Tax Millage Rate

93.5

Total Employees

*population estimated

Property Tax Rates Direct and Overlapping Governments Last Ten Tax Years

City General Fund

Rock Hill School District #3 and County* Purpose

2016*

93.5

298.1

391.6

2015

93.5

298.1

391.6

2014

93.5

287.9

381.4

2013

93.5

287.9

381.4

2012

93.5

285.9

379.4

2011

93.5

289.4

382.9

2010

95.0

285.9

380.9

2009

95.0

285.5

380.5

2008

95.0

284.4

379.4

2007

95.0

275

370.0

Year

Total

* County rate estimated

Top Five Taxpayers Taxpayer

2015 Property Taxes

Assessed Value

Ross Dress for Less Inc.

$910,377

$9,736,648

Comporium Inc.

$501,190

$5,360,322

AMISUB of SC Inc.

$313,868

$3,356,880

Atotech USA Inc.

$192,279

$2,056,464

REIT Management & Research LLC

$169,793

$1,815,970

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Rock Hill at a Glance Utility System Profile The combined utility system, which provides electrical, water, and sewer services within the City and its surrounding areas, is municipally owned and operated. Rates are set by City Council. The system presently serves approximately 110,000 people, including residential and commercial customers of the City and its suburbs. The Rock Hill City Council is the rate setting body for all utilities– no State or other authority regulates the City’s utility rates.

Electric System

Water System

The City has operated the electric system since 1911. The electric system consists of eight substations which serve 33 distribution feeder circuits of 25,000 volts. The City purchases electric power from Piedmont Municipal Power Agency (PMPA) and Southeastern Power Administration at wholesale rates and retails to local consumers through the City-owned distribution lines. A mutual assistance agreement with 20 other members provides for mutual assistance in extreme emergencies.

The City withdraws water from Lake Wylie, a Duke Energy Company lake constructed in 1915. The water division currently maintains 506 miles of waterline, 2,980 hydrants, 37,351 water meters, 6,545 valves and 5 elevated water tanks. Within the water system, 4.75 million gallons of elevated storage and 3 million gallons of ground storage are provided. The water system serves both residential and industrial customers.

Number of Customers - Electric System

Number of Customers - Water System

Last Ten Fiscal Years

2016

34,937

2016

31,422

2015

34,338

2015

31,375

2014

33,839

2014

30,243

2013

33,531

2013

29,950

2012

33,142

2012

29,427

2011

33,126

2011

29,357

2010

33,204

2010

29,288

2009

32,873

2009

28,779

2008

32,917

2008

28,688

2007

32,409

2007

28,075

Wastewater System The City’s wastewater and a significant amount of wastewater collected by York County is treated at the Manchester Creek Treatment Facility. Manchester is a combination trickling filter and activated sludge plant with a 20 million gallons per day capacity. The sewer division maintains 484 miles of sewer line, 10,218 manholes and a low-pressure sewer system. Number of Customers - Wastewater System Last Ten Fiscal Years

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

32,897

31,873

31,600

31,296

30,824

30,568

30,286

29,786

29,541

28,828

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Rock Hill at a Glance

Monthly Impact of Tax & Utility Rates on Typical Residential Household 2012/2013

2013/2014

2014/2015

2015/20166

2016/2017

$109.39

$115.95

$122.91

$129.06

$131.00

Sanitation including recycling

$18.59

Water2

$19.26

$19.43

$18.66

$39.03

$39.45

$40.18

$46.75

$2.88

$3.74

$4.25

$235.90

$242.46

$250.28

$257.02

$259.43

Electricity1

Sewer

Taxes4 Stormwater

Total Assumptions

1 Usage of 1,000 kWh 2 Usage of 6,000 gallons 3 Charged on 6,000 gallons 4 Based on a home valued at $150,000 5 Based on a lot size of more than 10,000 sq. ft. 6 Reassessment year (millage rate remained the same)

Monthly Impact of Tax & Utility Rates on Typical Business 2012/2013

2013/2014

2014/2015

2015/20168

2016/2017

$2,431.75

$2,577.32

$2,732.64

$2,869.27

$2,912.45

Sanitation2

Electricity

$387.73

$65.69

$66.19

$73.31

Sewer4

$166.64

$168.31

$185.40

$116.88

$84.96

$5.46

$6.55

$7.93

$3,259.11

$3,404.68

$3,561.09

$3,699.89

$3,768.66

Water

Taxes

Business License6 Stormwater Total

Assumptions 1 Usage of 24,000 kWh 2 Five day pick up and 8 cu yd. container 3 Usage of 38,700 gallons. Rock Hill uses a conservation water rate structure in which there is a lower charge per gal during non-peak months (November through April); reflects a typical bill during a non-peak month. 4 Charged on 38,700 gallons 5 Based on a business structure valued at $250,000 6 Based on $1,000,000 in sales and includes the ‘On-Time Payment Discount’ of 10% 7 Based on a developed building with 9,000 sq. ft. total area and a .6 weight factor. 8 Reassessment year (millage rate remained the same)

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Budget Process Each year, the City of Rock Hillâ&#x20AC;&#x2122;s budget is developed in conjunction with the Mayor and City Council, the Office of Management, Finance, and all other city departments, with opportunities for citizen feedback. Budget Process Developing the Budget Strategic planning sessions precede the official budget process. During these sessions, Council and staff discuss goals and priorities. Every three years these goals and priorities are evaluated and modified extensively with only minor adjustments occurring in the other years. Information from these sessions are then carried over to the budgeting process. The budget process begins in January with a special, comprehensive work session in which the Office of Management and Finance meet with all departments to discuss current and future trends, needs, and goals of the City. During this meeting, the Cityâ&#x20AC;&#x2122;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, Finance prepares revenue estimates for both the current and upcoming two fiscal years. Each department meets individually with the Office of Management and Finance to review program budgets and expenditure requests. During these meetings, the goals of each department are reviewed and expenditure requests are evaluated to determine their alignment with the strategic goals and the fiscal resources necessary to fund the requests.

Following these meetings, the Office of Management and Finance meet to prepare a draft budget for submission to City Council being sure that the priorities and goals discussed in the strategic planning sessions are appropriately reflected in the recommended budget. This draft budget is submitted to the Mayor and Council at formal budget workshops in April and May. Adopting the Budget The public has an opportunity to comment on the budget during the first and second reading of the ordinance to adopt the budget. A public hearing and two readings are required for formal adoption of the budget. State law requires the City Council to adopt a balanced budget, in which current revenues equal current expenditures, prior to June 30 of each year. Amendments to the budget are allowable under South Carolina law and are made throughout the year as necessary. The budget calendar is provided on the following page. Two-Year Budgeting The City of Rock Hill uses a two-year budgeting process with the governing body approving the year one budget and being made aware of the projected budget for year two. The two-year budgeting process has several benefits; one of the most obvious benefits is demonstrating how financial decisions in one year affects the future.

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Budget Calendar FISCAL YEAR 2017 & FISCAL YEAR 2018 BUDGET DEVELOPMENT CALENDAR

January 19, 2016

Budget kick-off meeting

January 22, 2016

Departments will be provided personnel information

February 1, 2016

Personnel confirmations & edits due

February 4, 2016

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

February 8, 2016

Risk Management provides Office of Management and Budget the City-wide FY2014, FY2015, and FY2016 projected costs for property, auto, liability, and workers compensation insurance

February 19, 2016

Revenue and Expenditure data due. This includes: *January through June 2016 revenue projections (if applicable) *January through June 2016 expenditure projections *FY2017 & FY2018 revenue projections (if applicable) *FY2017 & FY2018 expenditure baseline reallocations

March 4, 2016

Issue papers due Requests for new positions due Requests for re-organizations due Requests for re-classifications due

March 14-April 1, 2016

Departmental budget reviews with Office of Management and Budget

April 4-20, 2016

Budget Office prepares draft budget for submission to City Council

April 21, 2016

First City Council Workshop

May 12, 2016

Second City Council Workshop

May 28, 2016

Advertise projected budget totals in newspaper

June 13, 2016

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

June 27, 2017

Budget ordinance for second reading and adoption

July 1, 2016

New fiscal year begins

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Budgetary Fund Structure The annual budget is comprised of many different types of funds. In creating the annual budget, the City appropriates funds for the General Fund, various Enterprise Funds, and a few Impact Fee Funds. Although there are other funds, like debt service or special revenue, they have specific revenues/expenditures that limit their uses. Therefore, the chart below only includes funds for which the City allocated its funds.

NON-ENTERPRISE FUNDS  The General Fund accounts for all financial resources that are not accounted for in other funds. This includes the   

common City functions such as Police, Fire, Finance, Public Works, etc. The Tax Increment Surplus Fund accounts for special districts throughout the City. This Fiscal Year includes the following districts: Downtown, Textile Corridor, and Riverwalk. State Accommodations Tax is a 2% tax on overnight lodging throughout the state of South Carolina. These monies can be spent on tourism-related expenses. The Local Option Hospitality Tax is a City tax on lodging, food and beverage sales. The proceeds of this tax are used to fund tourism-related activities including local festivals and tourism facilities.

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

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

Non-Enterprise Funds

Enterprise Funds

General Fund

Tax Increment Surplus

Stormwater

Water

State Accommodations

Local Option Hospitality Tax

Electric

Wastewater

Impact Fees

Fire

Water

Wastewater

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

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

Enterprise Fund Transfers & Year Ending Condition In addition to building cash reserves, the City has also successfully met its goal of reducing the amount of transfers from the Enterprise Fund to the General Fund. By aggressively containing costs in General Fund departments and adhering to the established financial policies, the City has been able to reduce the General Fund’s dependency on the utilities fund transfer. From a 1992 high of covering 42% of general fund expenditures, the Fiscal Year 2017 budgeted utilities transfer adheres to the policy and covers 12.43% ($7,447,795) of general fund expenditures.

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

Percentage of General Fund Expenses Covered

30.0%

28.0%

25.0% 20.0% 15.0%

12.43%

10.0% 5.0%

8.40%

0.0%

97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 19 /19 /19 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 /20 / 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 19 19 19 19 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20

Year

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Financial Policies & Strategies Budgetary & Accounting Systems The accounting policies of the City of Rock Hill conform to generally accepted accounting principles (GAAP) as applicable to governmental units. The Governmental Accounting Standards Board (GASB) is the accepted body for establishing governmental accounting and financial reporting principles. The following is a summary of the more significant policies applicable to revenues and expenditures. Fund Accounting The accounts of the City are organized on the basis of funds and account groups, each of which is considered a separate accounting entity. Fund accounting is designed to demonstrate legal compliance and to aid financial management by segregating transactions related to certain government functions or activities. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures or expenses, as appropriate. Funds Governmental Funds are used to account for all or most of a government's general activities. Examples of these activities include public safety, parks, and sanitation services. These revenues come from property taxes, user fees, licenses, and permits. Within the category of Governmental Funds, Rock Hill maintains General, Special Revenue, and Capital Projects Funds. General Fund- The General Fund is the City's general operating fund and is used to account for all financial transactions except those required to be accounted for in another fund. Principle sources of revenue are property taxes, licenses and permits, intergovernmental revenues, and sanitation service charges. The expenditures in the General Fund are administration, budget, finance, economic development, fleet maintenance, public safety, general government, public works, housing authority, and parks and recreation. Special Revenue Fund- The Special Revenue Fund is used to account for the proceeds from specific revenue sources (other than funding for major capital projects) that are legally restricted to expenditures for specified purposes. The City does not adopt a budget for the Special Revenue Fund because it primarily serves as a pass-through for federal grants. Capital Projects Fund- The Capital Projects Fund accounts for financial resources, including bond proceeds and intergovernmental grants, used for the acquisition, construction, or improvement of major general government facilities. The City does not adopt a formal budget for the Capital Projects Fund, although particular projects are detailed within this budget in the "Bond Schedule" section. Enterprise Funds are used to account for the business-type activities of a government. These are activities which are financed and operated in a manner where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges. The funds include the Electric, Water, Wastewater, Stormwater, and Impact Fee funds. Basis of Accounting The accounting and financial reporting applied to a fund are determined by its measurement focus. All governmental funds are accounted for using a current financial resources measurement focus. Only current assets and current liabilities generally are included on the balance sheet. Governmental fund revenues and expenditures are recognized on the modified accrual basis. Revenues are deemed susceptible to accrual and are recognized in the period when they become measurable and available. Expenditures are recognized when the fund liability is incurred, except principal and interest on general long-term debt which is recognized when due or when funds have been made available for payment. The proprietary fund is accounted for on a flow of economic resources measurement focus. With this measurement focus, all assets and liabilities associated with the operation of these funds are included on the balance sheet. Unlike modified accrual basis, this basis includes depreciation, amortization, capital assets donated by private parties, and capital asset purchases are treated as expenses. Fund equity is segregated into contributed capital and retained earnings components. Proprietary fund-type operating statements present increases (revenues) and decreases (expenses) in net total assets.

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Financial Policies & Strategies Budgetary & Accounting Systems (continued) 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 Funds (Fund 700 series).

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

TOTAL USES OF FUNDS

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

EXPENDITURES/EXPENSES: General Government Public Safety Public Works

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

$59,900,249

$625,000

$2,806,922

$6,171,041

6,171,041

$3,979,119

3,979,119

2,806,922

59,900,249

625,000

694,451

2,393,666

2,806,922

33,106

1,245,906

3,777,375 520,689

625,000

2,730,873

$3,979,119

(4,355,178)

7,303,136 1,926,996

18,939,142 25,957,321 8,882,926

$6,171,041

$525,000

525,000

$525,000

$112,874,181

112,874,181

1,766,045 1,536,050 3,922,657

627,318

85,651,538

18,127,415

1,243,158

$112,874,182

$2,806,922

$625,000

250,000 111,954,451

$59,900,249

3,979,119

525,000

669,730

91,157 6,079,884

Electric Fund

625,000

2,806,922

Accom. Tax Tax Inc. Local Hosp. Stormwater Fire Impact Fund Surplus Fund Fee Fund Fund Fee Fund

24,422,300 265,078 800,000 10,100,000 2,980,382 11,790,669 7,447,795 937,174 1,156,850

General Fund

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

$15,694,686

15,694,686

811,260 2,464,788 4,923,386

108,901

7,386,351

$15,694,686

15,694,686

Water Fund

$22,560,318

22,560,318

1,257,184 3,446,957 4,718,504

144,318

12,993,355

$22,560,318

560

22,559,758

Wastewater Fund

$275,000

275,000

$275,000

275,000

225,791,516 $380,000 $225,791,516

380,000

0 7,447,795 21,885,492

85,651,538 7,928,136 6,618,014

20,182,300 25,957,321 50,120,920

$380,000 $225,791,516

380,000

27,229,222 265,078 800,000 10,625,000 4,601,539 172,058,567 7,447,795 937,174 1,827,141

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

Sources & Uses of Funds

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

TOTAL USES OF FUNDS

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

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

$61,788,144

$625,000

$2,857,600

$7,033,330

7,033,330

$4,057,280

4,057,280

2,857,600

61,788,144

625,000

895,376

2,395,575

2,857,600

1,285,968

4,637,755 531,103

625,000

2,630,801

$4,057,280

4,057,280

$525,000

525,000

$525,000

525,000

Stormwater Fire Impact Fund Fee Fund

(4,442,282)

7,082,179 2,262,599

20,143,690 26,602,789 8,853,201

$7,033,330

$625,000

$61,788,144

$2,857,600

270,000

91,157 6,672,173

625,000

2,857,600

Accom. Tax Tax Inc. Local Hosp. Fund Surplus Fund Fee Fund

24,772,300 265,078 820,000 10,500,000 3,215,382 12,096,712 8,021,188 940,633 1,156,850

General Fund

17,982,234

560

24,696,738

17,982,234

827,485 2,729,355 6,352,914

109,364

7,963,116

24,697,298

1,282,328 3,751,343 5,370,789

144,781

14,148,057

$115,906,693 $17,982,234 $24,697,298

115,906,693

1,801,366 1,583,541 5,830,837

628,011

18,301,776 86,542,053

1,219,109

$275,000

275,000

$275,000

275,000

$380,000

380,000

$380,000

380,000

$236,127,579

236,127,579

0 8,064,239 26,169,059

21,362,800 26,602,789 51,896,951 86,542,053 7,707,179 7,782,510

$236,127,579

27,629,901 265,078 820,000 11,680,000 4,181,539 180,740,359 8,021,188 940,633 1,848,881

Wastewater Wastewater Water Impact Total FY 17/18 Impact Fee Fund Fee Fund Budget Fund

$115,906,693 $17,982,234 $24,697,298

421,470

250,000 115,235,222

Electric Fund Water Fund

BUDGET SUMMARY Fiscal Year 2017/2018 SOURCES AND USES OF FUNDS

Sources & Uses of Funds

Revenue Summary Revenue Sources: General Fund

General Fund Revenues FY2016/2017- Total $59,900,249

Fiscal Year 2017

Fines 2%

The General Fund is budgeted at $59,900,249 for Fiscal Year 2017. This represents a 3.85% increase over the Fiscal Year 2016 adopted budget.

Miscellaneous 2%

Licenses/Permits 17%

Property Taxes 41%

Intergovernmental 5%

There are no general fund rate increases for Fiscal Year 2017. The budget projects increases in general property tax and business license revenue. A summary of the Fiscal Year 2017 General Fund revenue by source is provided in the chart on the right.

Charges for Services 20%

Franchise Fees 1%

General Fund Revenues FY2017/2018- Total $61,788,144 Fines 2%

Fiscal Year 2018

Miscellaneous 2%

Licenses/Permits 17% Property Taxes 40%

Intergovernmental 5%

Charges for Services 20%

Operating Transfers 13%

Franchise Fees 1%

Operating Transfers 12%

The General Fund is budgeted at $61,788,144 for Fiscal Year 2018. This represents a 3.15% increase from the Fiscal Year 2017 adopted budget. There are no general fund rate increases proposed for Fiscal Year 2018. The proposed Fiscal Year 2018 budget includes modest increases in property taxes and business licenses revenue. A summary of the Fiscal Year 2018 General Fund revenue by source is provided on the left.

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

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Revenue Summary Major Revenue Sources: General

Tax Rate (in mils)

Rock Hill SC Property Tax Rates 100 90 80 70 60 50 40 30 20 10 0

*Year of Reassessment ^ Recommended

General Property Taxes General property taxes account for 41% of General Fund revenue in the Fiscal Year 2017 budget and 40% in the Fiscal Year 2018 proposed budget. South Carolina law allows local governments to levy taxes on real and personal property valuations as assessed and equalized according to statutory guidelines (Code of Laws of South Carolina, Chapter 12, Article 3, Section 38 12-43-220). The tax rate remains at 93.5 mils in the adopted Fiscal Year 2017 and recommended Fiscal Year 2018 budgets.

Fiscal Year

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

Operating Transfers

Charges for services, such as sanitation fees, cemetery fees, and recreation fees, significantly support many city government operations. In Fiscal Year 2017, charges for services represent approximately 20% of total General Fund revenue. Revenue projections are based on historical trend analysis of each revenue account and additional information provided by city departments.

The operating transfer is comprised of franchise fees, payments in lieu of taxes, and rates of return that are levied on the City’s publicly-owned utility as though it were privately held. The City has a financial policy, discussed on page 243, that governs operating transfers. Operating transfers account for 12% of all General Fund revenue in fiscal year 2017 and 13% of all General Fund revenue in fiscal year 2018.

Licenses and Permits

$10.5

Revenue (in millions)

The Business License Fee, which is Rock Hill SC Business License Revenue imposed on any business, occupation, or profession, in whole or in part, within the $12.0 $10.1 $9.6 $9.1 City limits, is the major source of revenue $10.0 $8.4 $8.1 within this category and accounts for $7.3 $8.0 17% of the General Fund revenues in $6.0 Fiscal Years 2017 and 2018. The fee consists of a base rate plus a percentage $4.0 of gross income and varies according to $2.0 the business classification. License and $permit projections are based primarily on historical trend analysis. Beginning in Fiscal Year 2012, the City Council adopted an ordinance implementing a 10% Fiscal Year reduction of business license fees for *Projected businesses who paid their fees before the ^ Recommended due date in an effort to promote job growth. 29

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Revenue Summary Revenue Sources: Utility Funds

Utility Funds Revenue FY2016/2017 Total $155,763,304

Fiscal Year 2017 The Fiscal Year 2017 budget includes a 1.5% electric rate increase to Rock Hill customers effective July 1, 2016, to cover electric system capital improvements. The 2017 budget also includes a water and sewer rate restructure. The restructure decreases the water base charge and implements tiers based on consumption to reflect industry standards. The wastewater base is also decreased with an increase to the volumetric charge to fund wastewater capital projects. The restructure is revenue-neutral for our average residential customer. Additionally, there is a stormwater rate increase included in this budget to fund annual improvements to neighborhood stormwater systems and major stormwater projects identified in the stormwater master plan.

Stormwater 2.6%

Impact Fees 0.4%

Wastewater 14.5%

Water 10.1%

Electric 72.5%

Utility Funds Revenue FY2017/2018- Total $163,298,505 Stormwater Impact Fees 2.5% 0.4%

Fiscal Year 2018

Wastewater 15.1%

Water 11.0%

Electric 71.0%

A summary of the Fiscal Year 2018 Utility Fund revenue by source is provided on the left. A 1% electric rate increase is included in the recommended Fiscal Year 2018 budget to cover an anticipated PMPA wholesale power rate increase, along with a combined base and volumetric increase of 8.79% for water and a 3% base and volumetric wastewater rate increase to cover additional system capital improvements as outlined in our newly revised utility CIP.

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

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Revenue Summary Major Revenue Sources: Utility Electric Fund Electric sales represent the single largest source of revenue for the City of Rock Hill. The City monitors the Electric revenues closely on a week to week basis in order to project with great accuracy. Fiscal Years 2017 and 2018 estimates are based on historical trends of customer growth that is applied to rate schedules. Electric revenue account for approximately 72.5% of all Enterprise Fund revenues. A 1.5% rate increase is included in the approved budget to cover electric system capital improvements. A 1% electric rate increase is projected for Fiscal Year 2018 to cover an anticipated PMPA wholesale power rate increase.

Rock Hill, SC: Electric Sales Revenue

Revenue (in millions)

$120.0 $100.0 $80.0

$60.0 $40.0 $20.0 $-

*Projected ^ Budgeted

FY2012

FY2013

FY2014

FY2015

FY2016* FY2017^ FY2018^

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 comprise approximately 14.5% of all Enterprise revenues. The 2017 budget includes a wastewater rate restructure which decreases the base charge and increases the volumetric charge to fund wastewater capital projects. The restructure is an increase of 1.85% for the average residential customer. There is a 3% wastewater rate increase to the base and volume included in the Fiscal Year 2018 proposed budget to cover system capital improvements. Water Fund Water revenue estimates are based on historical trends of customer growth and customer water usage patterns. Water revenues account for approximately 10.1% of all Enterprise revenue. The FY 2017 budget includes a rate restructure that decreases the water base charge and implements tiers based on consumption to reflect industry standards. The restructure produces an average decrease of 3.96% for the average residential customer. There is a combined base and volumetric increase of 8.79% for water included in the Fiscal Year 2018 budget to cover system capital improvements. Stormwater Fund Stormwater fees are imposed on residential and non-residential customers inside the City limits. The Fiscal Year 2017 budget includes an increase to stormwater rates of 13.6% for residential properties and 21% for commercial properties. Beginning July 1, 2016, residential properties with gross land area less than 10,000 square feet (including apartments) will be charged $3.50 per month and residential properties with gross land area more than 10,000 square feet will be charged $4.25 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, including annual improvements to neighborhood stormwater systems and major stormwater projects identified in the stormwater master plan. There is no stormwater rate Utility Impact Fees: increase in the proposed Fiscal Year 2018 budget . Water & Wastewater $800,000 $700,000

Impact Fee Revenue

Impact Fees In Fiscal Year 2004, the City began implementing fire, water and wastewater impact fees to ensure that growth pays for related infrastructure improvements. Fire impact fees collected have covered over $4.8 million in eligible fire capital expenses. The water and wastewater impact fees collected to date have funded over $3.5 million in water improvements, mainly at the water treatment plant, and over $5.8 million in wastewater projects.

$500,000 $400,000

wastewater

$300,000

water

$200,000 $100,000

*Projected ^ Budgeted

$600,000

Fiscal Year

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Revenue Detail Revenue Detail The following pages provided more detailed information regarding revenue sources. 2013/2014 Actual

2014/2015 Actual

2015/2016 Budget

2015/2016 Estimated

2016/2017 Approved

2017/2018 Proposed

20,382,232 2,265,561 221,190 108,000 22,976,983

20,861,285 2,411,751 226,720 0 23,499,756

21,350,000 2,450,000 230,000 115,000 24,145,000

21,148,132 2,570,959 230,000 123,095 24,072,186

21,700,000 2,600,000 0 122,300 24,422,300

22,000,000 2,650,000 0 122,300 24,772,300

(500) GENERAL FUND General Property Taxes Real Property Taxes Personal Property Taxes Manchester/Tech Park LMD Assessment Revenue Total General Property Taxes Property Taxes - not on assess value Manufacturer's Exemptions Merchants Inventory Taxes Total Property Taxes - not on assess value

70,254 194,824 265,078

70,683 194,824 265,507

70,254 194,824 265,078

69,908 194,824 264,732

70,254 194,824 265,078

Other Taxes Franchise Taxes Total Other Taxes

733,087 733,087

751,284 751,284

733,000 733,000

863,968 863,968

800,000 800,000

820,000 820,000

Business Licenses Other Total Business Licenses & Permits

8,365,210 450 8,365,660

9,612,875 260 9,613,135

9,190,000 500 9,190,500

9,056,352 0 9,056,352

10,100,000 500 10,100,500

10,500,000 500 10,500,500

Intergovernmental Aid to Subdivisions

1,435,504

1,448,089

1,435,504

1,448,089

1,427,226

Total Intergovernmental

1,435,504

1,448,089

1,435,504

1,448,089

1,427,226

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

143,650 56,643 156,625 356,918

143,581 0 18,024 161,605

215,000 0 240,790 455,790

179,382 0 157,369 336,751

350,000 0 465,000 815,000

300,000 0 750,000 1,050,000

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

126,240 21,350 147,590

130,027 0 130,027

291,109 10,000 301,109

133,724 0 133,724

161,500 10,000 171,500

57,334 57,334

59,862 59,862

61,500 61,500

67,421 67,421

63,960 63,960

66,518 66,518

125,000 2,000 130,000 22,000 115,000 0 990,000 0 0 0 0 8,500 15,500 3,550 1,411,550

Business Licenses & Permits

Local Government- Payment 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

116,917 984 111,901 18,990 104,477 61 836,606 0 0 0 0 9,026 12,363 3,550 1,214,875

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

114,003 1,590 119,936 24,010 134,379 146 1,039,242 40 0 70 (80) 8,750 14,050 0 1,456,136

125,000 3,000 130,000 20,000 115,000 0 990,000 0 0 0 0 4,000 14,000 3,550 1,404,550

114,541 1,660 152,894 25,260 108,149 19 756,783 (35) (85) (35) (185) 10,389 15,080 10,650 1,195,084

Revenue Detail 2013/2014 Actual

2014/2015 Actual

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

25,175 153,994 1,495 180,664

82,606 119,023 428 202,057

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

51,345 70,493 898 122,736

75,000 120,000 700 195,700

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

87,665 2,420 337 4,248 40 28,650 2,875 25 8,750 135,010

87,560 5,677 496 3,923 0 42,150 125 71 4,500 144,502

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

86,035 4,439 837 9,870 0 11,200 0 0 11,250 123,631

88,000 0 500 9,500 0 30,000 800 0 12,000 140,800

Sanitation Refuse Charges - Residential Refuse Charges - Commercial Refuse Charges - Miscellaneous Refuse Chrgs-Apts w/Dumpsters Cardboard Cardboard Container Rental Comingle Newsprint

4,265,208 1,823,173 5,282 621,899 164,419 (27,049) 300 24,653

4,343,180 1,749,230 6,757 613,886 96,285 (18,138) 3,380 8,475

4,525,000 1,925,000 60 638,500 100,000 (10,000) 8,000 20,000

4,427,987 1,843,265 10,244 613,652 67,590 (13,184) 3,184 17,182

4,635,000 1,887,000 8,000 627,300 100,000 (10,000) 4,500 8,500

4,774,050 1,924,740 8,000 639,846 100,000 (10,000) 4,500 8,500

Sale of Refuse Containers Demolition Total Sanitation

33,705 18,009 6,929,599

47,510 22,866 6,873,430

40,000 20,000 7,266,561

54,553 16,049 7,040,522

45,000 15,000 7,320,300

45,000 15,000 7,509,636

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

151,366 211,024 212,675 253 270,177 157,681 152 8,840 0 506,273 49,105 1,567,546

158,045 209,983 249,264 0 315,407 180,735 1,046 10,309 6,055 511,656 51,218 1,693,719

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

126,556 248,419 299,639 5 234,121 160,224 195 21,053 190,635 800,065 50,883 2,131,795

150,000 200,000 178,000 0 270,000 180,000 100 12,000 12,000 511,656 55,000 1,568,756

200,000 200,000 178,000 0 295,000 190,000 100 12,000 15,000 511,656 55,000 1,656,756

28,879 28,879

30,221 30,221

40,000 40,000

49,161 49,161

40,000 40,000

614,726 108,359 723,085

582,235 104,734 686,969

680,000 103,000 783,000

516,490 92,906 609,396

680,000 178,874 858,874

680,000 182,333 862,333

1,369 101 1,470

373 165 538

0 400 400

0 200 200

General Fund Charge-Offs Charge Off Collections Total General Fund Charge-Offs Court Fines Court Fines Victim Assistance Rev-All Total Court Fines Investment Earnings Interest Revenues-General Interest Rev-Bond Trustees Total Investment Earnings

2015/2016 Budget

2015/2016 Estimated

2016/2017 Approved

2017/2018 Proposed

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Revenue Detail Rents and Royalties Rent City Real Property-Bldgs Rent - Downtown Parking Fixed Base Operator-Arpt Rent Aircraft Storage and Access Fuel Flow Revenue Concession Fees Owner Service Area Non-Aviation Rents Miscellaneous Revenue Reserved-Sullivan Tennis Reserved Clean & Green Total Rent and Royalties Proceeds- Cap Asset Disposition Sale of Surplus, Scrap, Etc Sale of City Property - Land Sale of Inventory Total Proceeds Operating Transfers From Utilities Funds Total Operating Transfers Other Revenue Other Miscellaneous Discounts 3rd Party Damages Recovered 3rd Party Damages Recov-Police Reimbursement - HA Costs Police Mortgage Loan Pymts At-fault Accident Recovery - Fire Total Other Revenue

TOTAL GENERAL FUND

2013/2014 Actual

2014/2015 Actual

2015/2016 Budget

26,351 24,255 110,460 19,852 14,524 3,600 31 36,545 74,967 47,673 23,127 381,385

23,254 34,635 106,388 23,317 16,284 3,500 0 43,748 130,873 33,391 18,810 434,199

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

584,872 206 0 585,078

720,842 (256) 0 720,586

2015/2016 Estimated

2016/2017 Approved

2017/2018 Proposed

30,312 30,840 127,557 21,507 17,922 3,000 0 42,922 225,000 8,444 16,865 524,369

30,000 32,000 127,000 22,000 17,000 3,600 0 40,000 0 240,000 15,000 526,600

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

1,010,325 250,779 0 1,261,103

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

6,552,476 6,552,476

6,791,893 6,791,893

7,144,515 7,144,515

7,144,524 7,144,524

7,447,795 7,447,795

8,021,188 8,021,188

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

270 0 33,697 21,616 1,604,946 1,333 0 1,661,862

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

300 0 15,735 115,132 1,625,315 1,333 54,403 1,812,218

1,000 0 20,000 25,000 1,521,608 1,500 48,000 1,617,108

1,000 0 20,000 25,000 1,547,758 1,500 48,000 1,643,258

$54,303,431

$56,625,376

$57,687,101

$58,258,164

$59,900,249

$61,788,144

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

523,799

605,324

580,000

632,803

625,000

$523,799

$605,324

$580,000

$632,803

$625,000

101,458 91,729 312,395 351,468 1,067,079 $1,924,129

133,000 122,001 294,344 311,731 949,652 $1,810,728

123,981 83,559 384,020 319,426 1,174,397 $2,085,383

119,998 86,999 383,866 321,292 1,205,213 $2,117,369

150,969 134,136 452,906 475,573 1,593,337 $2,806,922

161,861 134,822 485,583 478,007 1,597,327 $2,857,600

56,183 90,765 811,983 4,229,230 98,700 0 0 0 $5,286,861

52,382 90,668 907,342 4,508,779 103,275 72,153 0 0 $5,734,599

62,000 90,000 995,428 4,407,589 81,000 10,000 0 0 $5,646,016

55,117 91,157 1,012,633 4,525,158 128,600 4,473 0 501,000 $6,318,138

62,000 91,157 1,070,085 4,837,799 100,000 10,000 0 0 $6,171,041

62,000 91,157 1,177,093 5,321,579 101,500 10,000 270,000 0 $7,033,330

(504) TAX INCREMENT SURPLUS FUND Downtown - City Textile Corridor - City Downtown - County Textile Corridor - County Riverwalk Assessment Revenue TOTAL TAX INCREMENT SURPLUS FUND (506) LOCAL OPTION HOSPITALITY TAX FUND Admissions tax RZDB Subsidy Lodging Restaurants LOP Sunday Alcohol Sales Interest Revenues-General Other Revenue Donations from Private Sources TOTAL HOSPITALITY FUND

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Revenue Detail 2013/2014 Actual

2014/2015 Actual

2015/2016 Budget

2015/2016 Estimated

2016/2017 Approved

2017/2018 Proposed

460,651 $460,651

608,538 $608,538

525,000 $525,000

372,978 $372,978

525,000 $525,000

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

8,768 3,263,774 92,025 0 $3,364,568

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

11,612 3,287,470 127,965 0 $3,427,047

0 3,908,069 71,050 0 $3,979,119

0 3,986,230 71,050 0 $4,057,280

(553) FIRE IMPACT FEE Impact fees - Fire TOTAL FIRE IMPACT FEE FUND (700) STORMWATER FUND Charge Off Collections Stormwater Revenues Stormwater Erosion Control Rev Interest Revenues-General TOTAL STORMWATER FUND (725)ELECTRIC FUND York Co - Pennies for Progress Electric Sales Smart Switch Other Electric Revenue Electric Underground Security Lights Service Connection Fees Utility Theft Fee Charge Off Collections Traffic Signalization Reimb Charge Off Collections Penalty-Charge Offs Forward Purchase Contracts Late Pymt Fee Service Chrg-Returned Checks Interest Revenues-General Interest Rev-Prem. Amort. Riverwalk Assessment Revenue Restricted Land Sale Revenues 3rd Party Damages Recovered Contrib to Util Oper York Cty TOTAL ELECTRIC FUND

228,087 89,677,673 (2,500) 124,728 86,359 1,503,166 394,231 19,800 (7,641) 192,992 215,555 14,715 30,761 878,174 29,435 15,432 398,389 38,046 265,000 2,200,515 265,000 $96,567,916

535,416 96,305,593 (2,325) 92,508 74,065 1,619,104 368,268 19,582 (59,803) 150,220 216,733 14,342 0 920,346 25,068 29,951 746,392 41,816 265,000 61,178 265,000 $101,688,455

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

350,226 104,038,807 (2,100) 34,973 64,260 1,746,126 391,532 29,150 (10,877) 151,177 232,140 15,181 0 930,919 22,290 65,885 0 47,790 265,000 55,368 265,000 $108,692,848

250,000 108,142,820 (2,000) 71,730 76,850 1,763,557 395,250 20,000 0 147,000 328,974 10,000 0 995,000 30,000 30,000 0 35,000 265,000 50,000 265,000 $112,874,182

250,000 111,125,586 (2,000) 73,470 78,720 1,809,692 395,250 20,000 0 147,000 328,974 10,000 0 995,000 30,000 30,000 0 35,000 265,000 50,000 265,000 $115,906,693

81,446 341,637 12,576,150 263,300 110,690 16,157 163,977 61,342 33,684 2,201 144,802 $13,795,385

0 341,111 13,542,120 292,234 235,759 507,842 148,486 53,245 31,943 0 0 $15,152,740

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

0 342,950 14,732,718 352,278 123,229 33,536 169,977 203,059 30,829 294 0 $15,988,869

0 349,580 14,508,876 300,000 100,850 20,170 176,870 208,080 30,260 0 0 $15,694,686

0 349,580 16,795,134 300,000 101,710 20,340 176,870 208,080 30,520 0 0 $17,982,234

(726) WATER FUND York Co - Pennies for Progress BABS Water Sales Irrigation sales Water Tap Fees Other Water Revenues Cellular antenna rents Fort Mill Debt Service Charge Off Collections 3rd Party Damages Recovered Forward Purchase Contracts TOTAL WATER FUND

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Revenue Detail 2013/2014 Actual

2014/2015 Actual

2 19,146,064 28,912 10,684 3,199 3,829 22,907 87,170 0 0 61,875 $19,364,642

384,323 19,487,604 40,462 21,381 1,194 16,763 97,533 120,643 0 60,049 (6,362) $19,839,268

2015/2016 Budget

2015/2016 Estimated

2016/2017 Approved

2017/2018 Proposed

(727) WASTEWATER FUND BABS Sewer Charge Sewer Charge-BOD/TSS Sewer Service Connections Sewer Capacity Fee - Red River Sewer Capacity Fee Tools Fork Sewer Capacity Fee - I-77 Sampling & Monitoring Fee Interest Surcharge Charge Off Collections Interest Rev-Bond Trustees TOTAL WASTEWATER FUND

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

0 21,212,658 106,894 41,281 6,953 9,374 45,187 120,782 0 60,345 0 $21,603,473

0 22,381,828 37,140 5,060 0 0 0 95,280 560 40,450 0 $22,560,318

0 24,515,938 37,140 5,120 0 0 0 97,640 560 40,900 0 $24,697,298

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

270,714 $270,714

240,450 $240,450

275,000 $275,000

194,076 $194,076

275,000 $275,000

447,400 $447,400

375,730 $375,730

380,000 $380,000

317,920 $317,920

380,000 $380,000

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

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Revenue Detail FUND LEVEL SUMMARY General Fund

2013/2014.

2014/2015.

2015/2016.

2016/2017.

Actual

Budget

Estimated

Approved

54,303,431

56,625,376

57,687,101

58,258,164

59,900,249

2017/2018. Proposed $

61,788,144

Accommodations Tax

523,799

605,324

580,000

632,803

625,000

Tax Increment Surplus

1,924,129

1,810,728

2,085,383

2,117,369

2,806,922

2,857,600

Local Hospitality Tax

5,286,861

5,734,599

5,646,016

6,318,138

6,171,041

7,033,330

Fire Impact Fee

460,651

608,538

525,000

372,978

525,000

Stormwater Fund

2,644,070

3,364,568

3,331,850

3,427,047

3,979,119

4,057,280

Electric Fund

96,567,916

$ 101,688,455

$ 107,912,228

$ 108,692,848

$ 112,874,182

$ 115,906,693

Water Fund

13,795,385

15,152,740

15,056,805

15,988,869

15,694,686

17,982,234

Wastewater Fund

19,364,642

19,839,268

20,545,478

21,603,473

22,560,318

24,697,298

Water Impact Fee Wastewater Impact Fee Fund

$ $ $

270,714 $ 447,400 $ 195,588,998 $

275,000 $ 380,000 $ 225,791,516 $

275,000 380,000 236,127,579

Total Revenues

240,450 $ 375,730 $ 206,045,775 $

275,000 $ 380,000 $ 214,024,861 $

194,076 $ 317,920 $ 217,923,685 $

Approved Fiscal Year 2017 Rate and Fee Changes

Electric Rate

1.5% increase to cover electric system capital improvements

Water Rate

Rate restructure which decreased the water base charge and implemented tiers based on consumption to reflect industry standards, resulting in a $0.77 net decrease for the average residential customer.

Wastewater Rate

Rate restructure which decreased the base charge and increased the volumetric charge to fund wastewater capital projects, resulting in a $0.73 increase for the average residential customer.

Projected Fiscal Year 2018 Rate and Fee Changes

Electric Rate

1% increase to cover projected purchased power wholesale rate increase

Water Rate

8.79% combined base and volumetric increase to cover system capital improvements

Wastewater Rate

3% base and volumetric increase to cover system capital improvements

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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 2017 covers approximately 12.43% of General Fund expenses, down from as much as 42% in 1990. General Fund expenditures for Fiscal Year 2017 are budgeted at $59,900,249, a 3.85% increase when compared to Fiscal Year 2016. Personnel expenditures (salaries and salary additives) make up 66% of the total general fund Rock Hill Street Division re-surfacing program in action, resulting in 5 expenditures ($42.2 million). The Fiscal center-line miles resurfaced in 2016 Year 2017 budget reflects a modified pay for-performance program with a 1.5% performance base compensation wage increase. Personnel expenses have also increased as a result of increasing health costs. The approved Fiscal Year 2017 budget reflects a 39.4% increase in capital spending when compared to Fiscal Year 2016, showing the Cityâ&#x20AC;&#x2122;s continued commitment to investing in infrastructure and economic development projects including Knowledge Park, and Bleachery area developments. Additionally, the Fiscal Year 2017 budget includes replacing vehicles according to our equipment replacement program totaling over $4.26 million.

Enterprise Funds Despite the current challenges, the outlook for our region is still favorable, and the City continues to plan for the future. The enterprise fund outlook includes $349 million in capital projects in the Electric, Water, Wastewater, and Stormwater Funds over the next ten years. Many of these projects will be funded from rate increases in the corresponding funds. The others will be funded with revenue bonds. The Capital Improvement Plan section provides more information on these projects. Enterprise Fund expenditures are budgeted at $155,763,304, a 5.6% increase compared to Fiscal Year 2016. Similar to the General Fund, personnel expenditures have greatly increased with healthcare costs and the modified employee pay-for-performance program. The Fiscal Year 2017 approved budget includes a 1.5% electric rate increase to cover electric system capital improvements as well as a water and wastewater rate restructure. The restructure decreases the water base charge and implements tiers based on consumption to reflect industry standards. The wastewater base also decreases with an increase to the volumetric charge to fund wastewater capital projects. The restructure is revenue-neutral for our average residential customer. Newport Water Main Installation

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Expenditure Summary 2013/2014. Actual

FUND LEVEL SUMMARY

2014/2015. Actual

2015/2016. Budget

2015/2016. Estimated

2016/2017. Approved

2017/2018. Proposed

General Fund

54,152,392

56,225,729

57,687,100

58,494,673

59,900,249

Accommodations Tax

486,557

660,507

580,000

530,346

625,000

Tax Increment Surplus

2,642,552

1,968,805

2,085,383

2,780,707

2,806,922

2,857,600

Local Hospitality Tax

5,115,397

5,498,835

5,646,016

6,198,046

6,171,041

7,033,330

Fire Impact Fee

462,210

400,000

525,000

624,883

525,000

Stormwater Fund

2,648,189

2,917,347

3,331,850

3,805,156

3,979,119

4,057,280

Electric Fund

94,450,955

$ 103,580,793

$ 107,912,228

$ 106,676,188

$ 112,874,182

$ 115,906,693

Water Fund

15,109,114

14,800,111

15,056,805

14,967,513

15,694,686

17,982,234

Wastewater Fund

18,893,052

17,933,750

20,545,478

18,279,921

22,560,318

24,697,298

Water Impact Fee Wastewater Impact Fee Fund

270,714

255,996

275,000

275,004

275,000

$ $

447,400 $ 194,678,531 $

380,000 $ 225,791,516 $

380,000 236,127,579

Total Expenditures

375,000 $ 204,616,873 $

380,000 $ 214,024,861 $

380,004 $ 213,012,440 $

61,788,144

*Fund totals include non-departmental and debt service.

Fiscal Year 2017 General Fund Expenditures by Category Capital Expenses 11%

Operating Expenses 23%

Personnel Expenses 66%

Fiscal Year 2017 Enterprise Funds Expenditures by Category Non-Operating Expenses 17%

Personnel Expenses 9%

Capital Expenses 7%

Operating Expenses 67%

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Expenditure Summary 2014 Actual

2015 Actual

2016 Budget

Personnel Operating Capital Total

1,584,799 985,034 37,001 $2,606,834

1,673,362 1,142,302 43,054 $2,858,718

1,711,154 949,070 55,654 $2,715,878

1,679,727 1,093,384 54,605 $2,827,715

1,572,193 943,074 74,887 $2,590,154

1,663,441 968,469 62,343 $2,694,253

Personnel Operating Capital Total

953,114 235,905 0 $1,189,019

991,591 223,559 0 $1,215,150

1,060,133 274,712 0 $1,334,845

1,116,791 326,251 1,099 $1,444,141

1,079,179 325,451 0 $1,404,630

1,098,643 285,069 0 $1,383,712

Personnel Operating Capital Total Housing & Neighborhood Svcs Personnel Operating Capital Total Police Personnel Operating Capital Nonoperating Total Fire Personnel Operating Capital Total Planning and Development Personnel Operating Capital Total Public Works Personnel Operating Capital Total General Services (Fund 500) Personnel Operating Capital Total

634,780 190,365 0 $825,145

682,103 157,420 0 $839,523

663,111 188,448 0 $851,559

676,638 227,027 0 $903,666

742,739 183,553 0 $926,292

756,926 183,651 0 $940,577

867,765 368,302 43,425 $1,279,492

1,022,669 314,482 18,052 $1,355,203

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

1,170,170 341,223 0 $1,511,393

1,274,949 357,788 0 $1,632,737

1,298,957 344,832 0 $1,643,790

9,760,071 3,043,588 1,024,574

10,105,246 3,521,835 1,115,338

10,883,469 2,871,659 1,107,821

10,990,108 3,434,617 1,110,618

11,208,917 2,870,465 1,391,725

11,405,864 3,126,446 1,464,168

15,823 $13,844,056

25,751 $14,768,170

25,752 $14,888,701

16,139 $15,551,482

25,752 $15,496,858

25,752 $16,022,230

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

7,312,496 848,123 549,540 $8,710,159

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

7,607,048 720,553 678,380 $9,005,981

7,635,153 708,676 712,005 $9,055,833

7,768,627 708,786 719,434 $9,196,847

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

2,141,689 733,097 64,316 $2,939,102

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

2,246,221 722,043 23,214 $2,991,478

2,280,293 847,289 398,844 $3,526,427

2,321,629 853,389 1,001,362 $4,176,380

3,060,436 3,257,095 1,571,055 $7,888,586

3,060,691 2,860,967 1,847,460 $7,769,118

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

3,026,592 3,027,827 2,333,932 $8,388,351

3,318,554 2,608,582 2,955,790 $8,882,926

3,372,612 2,609,144 2,871,445 $8,853,201

1,798,816 1,082,192 114,771 $2,995,779

1,863,734 1,257,913 122,425 $3,244,072

2,064,431 1,168,383 279,610 $3,512,423

2,142,483 1,368,759 264,329 $3,775,571

2,619,184 1,328,716 873,719 $4,821,619

2,666,729 1,314,968 1,201,791 $5,183,489

DEPARTMENTAL LEVEL SUMMARY

2016 Projected

2017 Approved

2018 Proposed

Office of Management

Judicial Services

Human Resources

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Expenditure Summary DEPARTMENTAL LEVEL SUMMARY

2014 Actual

2015 Actual

2016 Budget

2016 Projected

2017 Approved

2018 Proposed

2,362,382 742,710 57,525 $3,162,617

2,545,486 788,666 36,104 $3,370,256

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

2,680,559 770,470 0 $3,451,029

1,700,365 441,276 0 $2,141,641

1,732,514 442,682 0 $2,175,196

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

3,758,858 3,361,935 282,789 $7,403,582

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

3,316,933 3,425,230 274,440 $7,016,604

3,598,788 3,409,913 294,435 $7,303,136

3,312,287 3,425,947 343,945 $7,082,179

1,557,726 55,550 0 $1,613,276

1,503,008 49,612 0 $1,552,620

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

1,551,369 39,112 0 $1,590,481

1,474,262 47,346 0 $1,521,608

1,500,332 47,426 0 $1,547,758

1,063,847 720,986 39,080 $1,823,913

1,011,601 826,504 31,579 $1,869,684

982,619 829,077 0 $1,811,697

1,056,855 709,226 0 $1,766,081

939,123 839,540 0 $1,778,663

956,487 825,763 0 $1,782,250

742,255 1,034,502 352,950 518,482 $2,648,189

654,653 728,560 606,865 927,269 $2,917,347

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

700,290 657,095 1,403,091 1,044,679 $3,805,156

1,126,866 450,392 1,186,722 1,215,140 $3,979,119

1,146,654 419,443 1,064,705 1,426,478 $4,057,280

5,795,764 8,198,410

6,413,879 8,794,382

7,136,694 8,655,134

7,158,766 5,922,884

8,253,868 9,282,611

8,250,170 9,216,188

Finance Personnel Operating Capital Total Parks, Recreation, Tourism Personnel Operating Capital Total Housing Authority Personnel Operating Capital Total Economic & Urban Development Personnel Operating Capital Total Stormwater Personnel Operating Capital Non-operating* Total Electric Personnel Operating Purchased Power Capital Non-operating* Total

72,713,106 78,885,963 85,225,209 84,700,000 85,651,538 86,542,053 1,636,759 2,138,886 1,204,374 1,851,791 2,461,412 2,682,538 6,106,916 7,347,683 5,690,817 7,042,748 7,224,753 9,215,744 $94,450,955 $103,580,793 $107,912,228 $106,676,188 $112,874,182 $115,906,693

Personnel Operating Capital Non-operating* Total

1,904,772 3,643,016 1,523,032 8,038,294 $15,109,114

1,917,737 4,055,298 1,325,357 7,501,719 $14,800,111

1,917,718 3,189,067 1,826,243 8,123,778 $15,056,805

2,081,524 3,708,159 1,596,158 7,581,671 $14,967,513

2,312,305 3,013,905 2,169,042 8,199,434 $15,694,686

2,322,451 2,991,362 2,758,667 9,909,754 $17,982,234

Personnel Operating Capital Non-operating* Total

2,260,363 5,085,060 4,035,973 7,511,656 $18,893,052

2,526,371 4,581,170 3,431,966 7,394,243 $17,933,750

2,545,064 5,112,703 3,525,331 9,362,380 $20,545,478

2,561,651 4,949,051 2,464,984 8,304,235 $18,279,921

2,536,115 5,152,932 5,448,627 9,422,645 $22,560,318

2,573,648 5,129,352 6,632,889 10,361,409 $24,697,298

Water

Wastewater

*Includes non-departmental and debt service. Divisional level expenditure information is available on pages 89-157.

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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

Quality Services

Quality Places

Quality Community

Performance Budget Overview Introduction to Performance Budgets

FY2016 Performance Results

Accountability & Transparency Efforts

Performance Budgets Office of Management

Judicial Services

Human Resources

Housing and Neighborhood Services

Police

103

Fire

107

Planning and Development

111

Public Works

116

General Services (Fund 500)

122

Finance

127

Parks, Recreation, and Tourism

131

Housing Authority

135

Economic and Urban Development

136

Stormwater Fund

138

Electric Fund

139

Water Fund

146

Wastewater Fund

150

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

155

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

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

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets: FY2016-2018 Strategic Plan

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budget Overview Introduction to Performance Budgets This section of the budget document details how the City of Rock Hill will allocate financial and personnel resources. The City’s Strategic Plan assists with the allocation of resources by reminding City leaders and staff of the established priorities, consequently improving the City’s ability to accomplish its goals. There are four sub-sections included in the Performance Budget section: FY2016 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 2016. The full report is available at cityofrockhill.com/transparency. Accountability & Transparency Efforts– provides information on the various efforts the City has undertaken to champion open and accessible government. Our efforts earned the Government Finance Officers Association’s (GFOA) 2011 Award for Excellence in Government and the Alliance for Innovation’s 2010 Outstanding Achievement in Innovation Award. Performance Budgets— provides high level summaries of performance measurement, expenditure, and personnel information for departments and divisions. FY2016—FY2018 Strategic Plan—while the performance budget section highlights a few performance measures, the Strategic Plan section provides the City’s official Strategic Plan in its entirety. Our Strategic Plan and Performance Dashboard earned the International City/County Management Association (ICMA) 2016 Certificate of Excellence for Performance Management.

Fiscal Year 2016 Performance Results Summary The City met 70% of the performance targets that were due in Fiscal Year 2016. The Year-End results suggest that the City experienced both successes and challenges. The results further solidify that the Strategic Plan’s goals and targets were developed with appropriate rigor. During Fiscal Year 2017, the City will continue to use its resources to address the priorities set forth in the newly adopted FY2016-FY2018 Strategic Plan. FY2016 Performance Results Strategic Focus Area

Targets Met (Percent)

Substantial Progress (Percent)

Targets Not Met (Percent)

All Focus Areas

70%

26%

Quality Services

68%

28%

Quality Places

78%

19%

Quality Community

72%

26%

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

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

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

and the The and

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

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

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

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

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Performance Budgets Office of Management Department Description City Council is responsible for directing the government through policy actions and legislative decisions. City Management provides professional leadership and direction in the administration and execution of all polices, supervises City departments to ensure high quality community services, communicates public information to keep the public informed on City programs, policies, and initiatives and manages the strategic planning efforts. The Grants division secures grant funding for various City operations and ensures compliance with grant requirements. The Airport division oversees the operation of the municipal airport. The City Attorney is a contracted service which provides legal support to all City Departments, Council, Boards, and Commissions.

Mayor & City Council City Management

City Attorney Office of Management

Grants

Airport

General Election

OFFICE OF MANAGEMENT PROGRAM EXPENDITURES TOTAL

Expenditures by Category Personnel Operating Capital Total

2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

Total

Budget

Estimated

Approved

Projected

1,584,799 985,034 37,001 $2,606,834

1,673,362 1,142,302 43,054 $2,858,718

1,711,154 949,070 55,654 $2,715,878

1,679,727 1,093,384 54,605 $2,827,715

1,572,193 943,074 74,887 $2,590,154

1,663,441 968,469 62,343 $2,694,253

14 9 23

16 8 24

16 7 23

15 7 22

Personnel Count Full Time Part Time Total

*In Fiscal Year 2017, Office of Management and Budget was renamed to Office of Management as the responsibility for budget was shifted to Finance. Mayor and City Council, City Attorney, Airport, Grants and General Election were moved from General Government to Office of Management in Fiscal Year 2017; however, the historical expenditure and personnel data above includes these divisions in all years listed.

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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

2003

2005

2008

2011

2014

66%

59%

61%

70%

61%

N/A

46%

62%

59%

49%

Fiscal Year 2017 Key Issues Focus: Policy direction Communication of public information Develop communication plans Continue television broadcasts Strategic Planning Performance Management Airport Taxiway Rehabilitation and ALP Update Continued Grant applications

Financial Highlights: City Hall Maintenance—$15,000 Communications Initiative—$15,000 Website Improvement Initiative—$5,100 Strategic Plan Implementation—$15,000

The City’s Twitter Page

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Performance Budgets OFFICE of MANAGEMENT (continued) Division: City Council Mission: To serve the citizens of Rock Hill as the governing body of the City; responsible for formulating and enacting public policy which provides for the growth and development of the community and directs the government to provide services which meet the needs of the citizens and enhance the quality of life. CITY COUNCIL EXPENDITURES (DIVISION - 1101) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

145,058

170,410

180,755

177,088

182,442

187,521

Operating

81,584

115,150

90,073

80,690

87,752

88,011

Expenditures

Capital

Actual Expenditures

226,642

0 $

285,560

0 $

270,827

0 $

257,777

0 $

270,193

0 $

275,532

Personnel Full-time

Part-time

Actual Personnel

Division: City Management Mission: To provide professional leadership and direction in the administration and execution of all policies set by the City Council, supervise City departments to ensure low-cost, high-quality community services and manage strategic planning efforts. To develop mutual understanding and support between City government and the community by communicating public information, managing municipal public relations, fostering community partnerships, and facilitating citizen involvement. CITY MANAGEMENT EXPENDITURES (DIVISION - 1105); PREVIOUSLY OMB ADMINISTRATION (2401) & BUDGET (2410) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

756,409

896,316

908,016

876,106

1,057,342

1,137,246

Operating

208,768

176,570

192,020

202,327

224,372

249,943

8,389

16,420

25,654

25,669

8,297

Expenditures

Capital Actual Expenditures

973,566

$ 1,089,306

$ 1,125,690

$ 1,104,102

$ 1,290,011

9,993 $ 1,397,183

Personnel Full-time

Part-time

Actual Personnel

Includes historical and projected expenditures and personnel from the former Budget Division.

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets OFFICE of MANAGEMENT (continued) Division: Grants Mission: To research, write and administer grants for the City of Rock Hill. Responsibilities associated with this include working in collaboration with City staff and project stakeholders on needs, and fostering positive relationships with funders. GRANTS EXPENDITURES (DIVISION - 1110); PREVIOUSLY 1320 Expenditures

2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

265,697

172,659

191,258

170,815

232,020

236,414

Operating

27,734

42,107

35,007

22,449

34,757

34,257

Capital Actual Expenditures

293,431

214,766

226,265

193,264

266,778

270,671

Personnel Full-time

Part-time

Actual Personnel

Division: Airport Mission: To promote, operate, and maintain the City’s airport to ensure the facility is safe and up-to-date to attract air travelers to the area. AIRPORT EXPENDITURES (DIVISION - 1115); PREVIOUSLY 2405 Expenditures

2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

91,513

91,021

98,615

98,006

100,389

102,260

Operating

254,513

270,373

280,124

266,130

291,093

291,157

28,612

26,634

30,000

28,936

66,590

Capital Actual Expenditures

374,638

388,028

408,739

393,071

458,072

52,350 $

445,767

Personnel Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Performance Budgets Office of Management (continued) Division: Elections GENERAL ELECTION EXPENDITURES (DIVISION - 1401) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

Operating

12,347

5,000

3,436

5,000

Expenditures

Capital Actual Expenditures

0 $

12,347

0 $

5,000

0 $

3,436

0 $

5,000

0 $

5,000

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

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

Operating

354,784

483,249

300,100

413,389

300,100

Capital Actual Expenditures

2014 Actual

0 $

354,784

0 $

483,249

0 $

300,100

0 $

413,389

0 $

300,100

0 $

300,100

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets JUDICIAL SERVICES Department Description The Municipal Court strives to render fair, impartial judicial decisions on all traffic violations and certain criminal offenses which occur within the City limits. The Solicitor’s Office works to secure safety and justice for the citizens of Rock Hill and prosecutes cases in the Municipal Court, including jury trials and environmental code violations.

Municipal Court

Solicitor’s Office Judicial Services

JUDICIAL SERVICES PROGRAM EXPENDITURES TOTAL 2013/2014 Total

2014/2015 Total

2015/2016 Budget

2015/2016 Estimated

2016/2017 Approved

2017/2018 Projected

Personnel

953,114

991,591

1,060,133

1,116,791

1,079,179

1,098,643

Operating

235,905

223,559

274,712

326,251

325,451

285,069

0 $1,189,019

0 $1,215,150

0 $1,334,845

1,099 $1,444,141

0 $1,404,630

0 $1,383,712

15 0 15

17 0 17

Expenditures by Category

Capital Total Personnel Count Full Time Part Time Total

*In Fiscal Year 2017, Municipal Court and Solicitor’s Office were moved from General Government to Judicial Services.

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Performance Budgets JUDICIAL SERVICES (continued) Target

FY2011

FY2012

FY2013

FY2014

FY2015

FY2016

Objective: Efficiently manage the Solicitor’s Office operations. •Dispose of jury trials efficiently

75% within 90 days 68% within 180 days 68% within 180 days 47% within 180 days 67% within 180 days 67% within 180 days 41% within 90 days

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

Cases disposed > Cases filed

Objective: Efficiently manage Municipal Court’s operations. •Increase the gross collection rate for fines imposed by 2% annually

46%

Disposed 13,414 > Filed 13,363

Disposed 14,234 > Filed 13,943

Disposed 16,963 > Filed 15,699

Disposed 12,877 > Filed 12,648

Disposed 11,976 > Filed 11,871

Disposed 13,517 > Filed 12,290

52%

48%

53%

51%

44%

Fiscal Year 2017 Key Issues Focus: Court and Solicitor’s process enhancement Case disposition Fine collection

Financial Highlights: Technology Upgrades and Maintenance—$30,540

The Friendship Nine appeared in City Court on January 28, 2015, where their 1961 convictions were overturned and their sentences vacated. 95

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Performance Budgets Judicial Services (continued) Division: Municipal Court Mission: To serve the public in the administration of law; to render judicial decisions fairly and impartially; and to administer the Municipal Court in a dignified, professional, customer-focused and efficient manner consistent with the expectations of the citizens of Rock Hill. MUNICIPAL COURT EXPENDITURES (DIVISION - 1201) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

593,356

616,911

642,896

666,042

657,392

669,311

Operating

199,415

190,912

220,008

238,569

231,551

1,099

Expenditures

Capital Actual Expenditures

792,771

807,823

862,904

905,710

888,943

900,862

Personnel Full-time

Part-time

Actual Personnel

Division: Solicitorâ&#x20AC;&#x2122;s Office Mission: To provide professional and responsive prosecution of criminal cases in the Rock Hill Municipal Court; to approach each citizen who has been the victim of a crime with a sense of compassion and understanding; to work in cooperation with the Rock Hill Police Department and other law enforcement agencies, including Winthrop University Police, in the preparation, presentation, and disposition of criminal cases and provide legal assistance to all departments of the City. SOLICITOR'S OFFICE EXPENDITURES (DIVISION - 1202) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

359,758

374,680

417,237

450,749

421,787

429,332

Operating

36,490

32,647

54,705

87,681

93,900

53,518

Expenditures

Capital Actual Expenditures

396,248

407,327

471,941

538,431

515,687

0 $

482,850

Personnel Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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

Personnel Services

Administration Human Resources

HUMAN RESOURCES PROGRAM EXPENDITURES TOTAL 2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

Total

Budget

Estimated

Approved

Projected

Personnel

634,780

682,103

663,111

676,638

742,739

756,926

Operating

190,365

157,420

188,448

227,027

183,553

183,651

0 $825,145

0 $839,523

0 $851,559

0 $903,666

0 $926,292

0 $940,577

7 2 9

9 1 10

10 0 10

Expenditures by Category

Capital Total Personnel Count Full Time Part Time Total

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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

2003

2005

2008

2011

2014

75%

77%

73%

87%

76%

71%

63%

66%

84%

79%

71%

68%

74%

81%

78%

71%

64%

72%

84%

75%

Fiscal Year 2017 Key Issues Focus: Health Insurance cost containment Police and Fire retention efforts Manage and train staff Employee and retiree benefits Wage and salary administration Employment law compliance Youth grant programs Recruitment New-hire orientation

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

New Wellness Program: Rally Health

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Performance Budgets Human Resources Department (continued)

Division: Administration Mission: To direct citywide human resources services in a manner that is innovative, effective, efficient, and customer focused. Serve as a conduit through which City Management affects comprehensive organizational change and quality of government. HR ADMINISTRATION EXPENDITURES (DIVISION - 1701) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

327,554

331,155

252,594

273,783

256,071

260,950

Operating

162,699

136,065

159,899

158,976

157,277

Expenditures

Capital Actual Expenditures

0 $

490,253

0 $

467,220

0 $

412,493

0 $

432,759

0 $

413,348

0 $

418,227

Personnel Full-time

Part-time

Actual Personnel

Division: Personnel Services Mission: To provide employment, training, and departmental partnerships that enable the City to excel in its goal of being a customer-driven organization. PERSONNEL SERVICES EXPENDITURES (DIVISION - 1705) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

307,226

350,948

410,516

402,855

486,668

495,976

Operating

27,666

21,355

28,549

68,052

26,276

26,374

Expenditures

Capital Actual Expenditures

334,892

372,303

439,065

470,907

512,944

0 $

522,350

Personnel

Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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

Administration

Neighborhood Empowerment

Housing & Neighborhood Services

Neighborhood Development Services

Neighborhood Inspections

HOUSING & NEIGHBORHOOD SERVICES PROGRAM EXPENDITURES TOTAL 2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

Total

Budget

Estimated

Approved

Projected

Personnel

867,765

1,022,669

1,049,497

1,170,170

1,274,949

1,298,957

Operating

368,302

314,482

344,608

341,223

357,788

344,832

43,425 $1,279,492

18,052 $1,355,203

0 $1,394,105

0 $1,511,393

0 $1,632,737

0 $1,643,790

10 9 19

18 1 19

19 1 20

Expenditures by Category

Capital Total Personnel Count Full Time Part Time Total

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

100

Performance Budgets Housing and Neighborhood Services Department (continued) Target FY2011 FY2012 Objective: Evaluate and implement practices that contribute to the maintenance and vibrancy of neighborhoods. •Provide owner occupied rehabilitations within Old 25 37 28 Town Neighborhoods At least 20 homes •Paint homes with Rolling in Rock Hill each year 7 5 annually

FY2013

FY2014

FY2015

FY2016

Rock Hill's Ratings from the National Citizen Survey •Percent rating their neighborhoods as an excellent or good place to live

2003

2005

2008

2011

2014

68%

72%

70%

75%

69%

•Percent rating code enforcement as excellent or good

30%

36%

35%

39%

2016 Rolling in Rock Hill Fiscal Year 2017 Key Issues Focus: Neighborhood Stabilization Program Rehabilitate owner-occupied properties falling within low income guidelines Quarterly Windshield Surveys

101

Financial Highlights: Weed & Seed Community Initiatives — $30,000 Empowerment Tool Shed—$3,000

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Performance Budgets Housing and Neighborhood Services Department (continued) Division: Administration Mission: To provide support to the Neighborhood Development, Neighborhood Inspections, and Neighborhood Empowerment divisions of the Housing and Neighborhood Services Department. ADMINISTRATION EXPENDITURES (DIVISION - 2001) 2014

2015

2016

2017

2018

Expenditures

Actual

Budget

Projected

Approved

Proposed

Personnel

87,704

273,795

279,185

Operating

56,559

67,801

64,401

Capital Actual Expenditures

0 $

144,263

0 $

341,596

0 $

343,586

Personnel Full-time

Part-time

Actual Personnel

Division: Neighborhood Empowerment Mission: To stabilize and revitalize neighborhoods by encouraging and assisting citizens with developing neighborhood organizations, so they may better access City services and identify and leverage community resources. Neighborhood Empowerment serves as a link between City government and Rock Hill neighborhoods and works to build a sense of community and partnership within and between neighborhoods, the City of Rock Hill, and other public and private stakeholders. NEIGHBORHOOD EMPOWERMENT EXPENDITURES (DIVISION - 2005) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

306,956

333,372

348,024

365,668

370,963

377,727

Operating

67,249

77,330

77,163

81,207

78,306

71,809

Expenditures

Capital Actual Expenditures

374,205

410,702

425,187

446,875

449,270

449,536

Personnel Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

102

Performance Budgets Housing and Neighborhood Services Department (continued) Division: Neighborhood Inspections Mission: To provide customer-focused community development and housing services in a cost-effective manner that ensure quality development and living standards for all citizens. To improve health, safety, and community appearance through education and ordinance enforcement. NEIGHBORHOOD INSPECTIONS EXPENDITURES (DIVISION - 2010) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

127,386

267,935

310,337

333,940

386,166

393,633

Operating

216,901

148,275

163,082

180,994

161,480

18,425

18,052

Expenditures

Capital Actual Expenditures

362,712

434,262

473,419

514,934

547,646

0 $

555,113

Personnel Full-time

Part-time

Actual Personnel

Division: Neighborhood Development Mission: To provide customer-focused community development and housing services in a cost-effective manner that ensure quality development and living standards for all citizens. To improve health, safety, and community appearance through education and to plan and implement quality programs which involve the public in community improvement, waste reduction, litter control, and environmental education. NEIGHBORHOOD DEVELOPMENT EXPENDITURES (DIVISION - 2015) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

345,719

421,362

391,137

470,562

244,024

248,412

Operating

27,593

88,877

104,362

79,021

50,201

47,142

Capital

25,000

Expenditures

Actual Expenditures

398,312

510,239

495,499

549,584

294,225

295,554

Personnel

103

Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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

Administration

Technical Services

Investigations Police Department

Professional Standards

Patrol

POLICE PROGRAM EXPENDITURES TOTAL 2013/2014

2014/2015

2015/2016

2016/2017

Total

Budget

Estimated

Approved

Projected

Personnel

9,760,071

10,105,246

10,883,469

10,990,108

11,208,917

11,405,864

Operating

3,043,588

3,521,835

2,871,659

3,434,617

2,870,465

3,126,446

Capital

1,024,574 $15,823

1,115,338 $25,751

1,107,821 $25,752

1,110,618 $16,139

1,391,725 $25,752

1,464,168 $25,752

$13,844,056

$14,768,170

$14,888,701

$15,551,482

$15,496,858

$16,022,230

191 1

199 1

203 0

204 0

192

200

203

204

Expenditures by Category

Non-Operating Total

2017/2018

Personnel Count Full Time Part Time Total

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

104

Performance Budgets Police Department (continued) Target FY2011 Objective: Reduce the crime rate and improve the community's perception of safety. •Respond to Priority 1 calls within 5 minutes 70% 51% •Reduce violent crime per capita from three year < 5.9 6.8 trend •Reduce property crime per capita from three year < 41.2 44.4 trend

FY2012

FY2013

FY2014

FY2015

FY2016

46%

49%

57%

65%

76%

6.3

5.7

5.4

6.5

46.6

38.9

43.4

37.1

40.2

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

2003 69%

2005 66%

2008 71%

2011 79%

2014 73%

•Percent rating crime prevention as excellent or good

50%

53%

52%

65%

57%

National Night Out 2016 Fiscal Year 2016 Key Issues Focus: Reducing property crime and responding to Priority One calls within five minutes Officer Recruitment New Software Administrator

105

Financial Highlights: In-car & body-worn cameras (amortized cost) — $55,000

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Performance Budgets Police Department (continued) Division: Administration* Mission: To deliver high-quality police services through meaningful community partnerships and problem solving. The Police Department is built on a philosophy that includes the values of community, excellence, integrity, loyalty, and teamwork. ADMINISTRATION EXPENDITURES (DIVISION - 2101) Expenditures

2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

9,760,046

10,105,246

10,883,469

10,988,978

11,208,917

11,405,864

Operating

1,903,548

2,009,922

1,900,894

2,394,067

1,904,915

1,910,897

Capital

1,024,573

1,115,338

1,107,821

1,110,618

1,391,725

1,464,168

Actual Expenditures

$12,688,167

$13,230,506

$13,892,185

$14,493,663

$14,505,557

$14,780,928

Personnel Full-time

191

199

203

204

Part-time

192

200

203

204

Actual Personnel

204

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

Division: Criminal Investigations Mission: To conduct thorough, fair, and impartial investigations against persons and property. Division members take a proactive approach toward focusing resources on crime detection, investigation, and apprehension of criminal offenders. CRIMINAL INVESTIGATIONS EXPENDITURES (DIVISION - 2105) Expenditures

2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

Operating

41,338

44,596

45,149

45,623

45,149

Capital Actual Expenditures

0 $

41,338

0 $

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

44,596

0 $

45,149

0 $

45,623

0 $

45,149

0 $

45,149

106

Performance Budgets Police Department (continued) Division: Police Patrol Mission: To provide 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. POLICE PATROL EXPENDITURES (DIVISION - 2110) Expenditures

2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

1,130

Operating

35,230

27,464

13,963

11,460

13,963

Capital Actual Expenditures

0 $

35,255

0 $

27,464

0 $

13,963

0 $

12,591

0 $

13,963

0 $

13,963

Division: Professional Standards Mission: To be responsive, fair, and impartial to the needs of the community and the employees of the agency when conducting investigations. Professional Standards is also dedicated to delivering high quality police services through meaningful community partnerships and leading the department in problem solving. The Division also strives to provide the most up-to-date and relevant training possible to all employees of the agency. PROFESSIONAL STANDARDS EXPENDITURES (DIVISION - 2120) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

Operating

455,100

463,708

432,421

481,711

259,146

15,823

25,751

25,752

16,139

25,752

Expenditures

Capital Non-Operating Actual Expenditures

470,923

489,459

458,173

497,851

284,898

Division: Technical Services Mission: To provide the citizens of Rock Hill with a professional customer service experience. Members will provide accurate and near real-time crime analysis and maintain records and archives as required by state law. In addition, members will provide for the implementation and maintenance of technology systems, utilizing state of the art technology as needed to assist in reducing crime. TECHNICAL SERVICES EXPENDITURES (DIVISION - 2125) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

Operating

608,372

976,145

479,231

501,755

647,291

897,291

Expenditures

Capital Actual Expenditures

107

608,373

976,145

479,231

501,755

647,291

0 $

897,291

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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

Administration

Fire

Firefighting/ Suppression

Prevention/ Inspections

FIRE PROGRAM EXPENDITURES TOTAL 2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

Total

Budget

Estimated

Approved

Projected

Personnel

6,973,902

7,312,496

7,370,197

7,607,048

7,635,153

7,768,627

Operating

873,473

848,123

682,015

720,553

708,676

708,786

349,058 $8,196,433

549,540 $8,710,159

1,055,513 $9,107,725

678,380 $9,005,981

712,005 $9,055,833

719,434 $9,196,847

123 0 123

124 0 124

Expenditures by Category

Capital Total Personnel Count Full Time Part Time Total

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

108

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

2003 89% 72%

2005 89% 76%

FY2012

FY2013

FY2014

FY2015

FY2016

90%

93%

95%

90%

93%

95%

90%

6,818

10,208

7,375

8,173

17,915

2008 90% 77%

2011 95% 77%

2014 86% 69%

Construction of Burn Building Fiscal Year 2017 Key Issues Focus: Fire inspection regulations Fire safety awareness Inspections Performance targets such as responding to 90% of fire suppression and medical calls within five minutes

109

Financial Highlights: Fire Training Facility Maintenance— $75,466 SCBA Replacement Grant Match—$65,000 Employee Stipend for Paramedic Certification — $15,000

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Performance Budgets Fire Department (continued)

Division: Administration Mission: To provide leadership, administrative support, planning services, and training for all operations in the Fire Department to ensure the citizens and businesses of Rock Hill receive high quality fire protection and fire prevention services. ADMINISTRATION EXPENDITURES (DIVISION - 2201) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

305,254

296,969

287,887

300,210

293,893

299,849

Operating

237,733

295,942

247,683

308,416

329,067

329,165

54,810

76,190

509,647

42,474

3,717

3,667

Expenditures

Capital Actual Expenditures

597,797

669,101

$ 1,045,218

651,100

626,677

632,681

Personnel Full-time

Part-time

Actual Personnel

Division: Fire Fighting/Suppression Mission: To minimize the loss of life and property in the community through immediate and effective deployment of personnel and equipment at fires, medical emergencies, and other dangerous conditions including hazardous material spills and rescues. FIRE FIGHTING/SUPPRESSION (DIVISION - 2205) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

6,308,911

6,632,990

6,687,085

6,915,999

6,933,562

7,053,720

Operating

604,567

521,439

402,464

388,174

354,246

Expenditures

Capital Actual Expenditures

294,248 $ 7,207,726

450,438 $ 7,604,867

537,974 $ 7,627,523

628,010 $ 7,932,182

676,687 $ 7,964,495

684,703 $ 8,092,669

Personnel Full-time

113

114

115

Part-time

113

114

115

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

110

Performance Budgets Fire Department (continued)

Division: Fire Prevention/Inspections Mission: To ensure a fire–safe community through effective fire code enforcement, fire prevention education, and fire investigation. FIRE PREVENTION/INSPECTIONS EXPENDITURES (DIVISION - 2210) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

359,737

382,537

395,224

390,839

407,698

415,058

Operating

31,173

30,742

31,868

23,963

25,362

25,374

22,912

7,892

7,897

31,601

Expenditures

Capital Actual Expenditures

390,910

436,191

434,984

422,699

464,662

31,064 $

471,496

Personnel

111

Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

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

Administration & Customer Service

Infrastructure

Zoning Planning & Development

Planning

Building Inspections

PLANNING & DEVELOPMENT PROGRAM EXPENDITURES TOTAL 2013/2014

2014/2015

2015/2016

2016/2017

Total

Budget

Estimated

Approved

Projected

Personnel

1,964,321

2,141,689

2,268,341

2,246,221

2,280,293

2,321,629

Operating

574,214

733,097

837,627

722,043

847,289

853,389

75,507 $2,614,042

64,316 $2,939,102

35,350 $3,141,318

23,214 $2,991,478

398,844 $3,526,427

1,001,362 $4,176,380

32 2 34

34 0 34

35 0 35

Expenditures by Category

Capital Total

2017/2018

Personnel Count Full Time Part Time Total

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

112

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

FY2014

FY2015

FY2016

735

751

677

2003

2005

2008

2011

2014

N/A

58%

64%

59%

57%

N/A

37%

45%

39%

Fiscal Year 2017 Key Issues Focus: Code Enforcement Inspections Zoning Enforcement Annexation Permitting Comprehensive Plan update Transportation planning coordination

Financial Highlights: India Hook/Celanese CMAQ Match—$300,000 Cherry Road Revitalization —$44,000

Open for Business Program

113

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Performance Budgets Planning and Development Department (continued) Division: Administration & Customer Service Mission: To provide the support and overall coordination for the department, including the Permit Application Center, which is charged to take in every application that we process, and issue many permits and approvals on the spot. ADMINISTRATION & CUSTOMER SERVICE EXPENDITURES (DIVISION - 2301) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

578,700

598,006

669,413

648,059

696,416

709,191

Operating

70,483

68,306

105,327

56,706

113,262

113,580

Expenditures

Capital Actual Expenditures

0 $

649,183

0 $

666,312

0 $

774,740

0 $

704,765

0 $

809,678

0 $

822,771

Personnel Full-time

Part-time

Actual Personnel

Division: Building Inspections Mission: To protect the health and well-being of the community through the administration of building-related codes by highly trained professionals using progressive policies and the latest technology in a customer-focused process. BUILDING INSPECTIONS EXPENDITURES (DIVISION - 2305) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

345,976

439,700

455,452

458,363

468,727

477,032

Operating

25,056

29,078

34,375

26,388

27,265

27,271

Capital

25,463

9,350

9,355

52,844

Expenditures

Actual Expenditures

396,495

468,778

499,178

494,107

548,836

30,022 $

534,325

Personnel Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

114

Performance Budgets Planning and Development Department (continued)

Division: Zoning Mission: To thoughtfully and effectively administer the Zoning Ordinance to foster quality, sustainable growth and economic development, and to provide thorough staff support to the Boards and Commissions that assist in implementing that vision. ZONING EXPENDITURES (DIVISION - 2310) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

580,526

598,083

519,613

545,822

548,080

557,990

Operating

23,897

38,828

42,060

23,710

39,748

39,772

2,000

Expenditures

Capital Actual Expenditures

604,423

636,911

563,673

569,531

589,828

599,762

Personnel Full-time

Part-time

Actual Personnel

Division: Planning Mission: To support the long-range vision of the City through development and implementation of the Comprehensive Plan and other special studies, and through the administration of the Rock Hill-Fort Mill Area Transportation Study (RFATS) and other transportation-related activities. PLANNING EXPENDITURES (DIVISION - 2315) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

231,252

259,183

376,420

336,111

458,494

467,339

Operating

439,469

582,605

632,476

601,484

643,834

649,580

Expenditures

Capital Actual Expenditures

0 $

670,721

46,264 $

888,052

24,000 $ 1,032,896

13,859 $

951,454

344,000 $ 1,446,328

969,340 $ 2,086,259

Personnel

115

Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets Planning and Development Department (continued)

Division: Infrastructure Mission: To ensure the adequacy and quality construction of newly developed public and private infrastructure, including landscaping, streets, utilities and stormwater management facilities, through the administration of development standards and coordination with affected departments and agencies. INFRASTRUCTURE EXPENDITURES (DIVISION - 2320) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

227,867

246,717

247,443

257,866

108,576

110,077

Operating

15,309

14,280

23,389

13,755

23,180

23,185

Capital

50,044

18,052

Expenditures

Actual Expenditures

293,220

279,049

270,832

271,621

131,756

0 $

133,262

Personnel Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

116

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

Administration

Construction

Street Maintenance

Recycling

Public Works

Residential Sanitation

Curbside

Commercial Sanitation

PUBLIC WORKS PROGRAM EXPENDITURES TOTAL 2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

Total

Budget

Estimated

Approved

Projected

Personnel

3,060,436

3,060,691

3,097,718

3,026,592

3,318,554

3,372,612

Operating

3,257,095

2,860,967

2,786,501

3,027,827

2,608,582

2,609,144

1,571,055 $7,888,586

1,847,460 $7,769,118

2,650,347 $8,534,566

2,333,932 $8,388,351

2,955,790 $8,882,926

2,871,445 $8,853,201

68 3 71

63 3 66

64 2 66

65 2 67

Expenditures by Category

Capital Total Personnel Count Full Time Part Time Total

117

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets Public Works Department (continued) Target FY2011 Objective: Evaluate sidewalk infrastructure and address concerns in a methodical manner. •Replace damaged sidewalks annually At least 2,000 feet 4,995 •Upgrade intersection ramps to comply with ADA At least 40 ramps 37 requirements annually

FY2012

FY2013

FY2014

FY2015

FY2016

3,480

2,982

2,586

2,500

3,205

Rock Hill's Ratings from the National Citizen Survey •Percent rating sidewalk maintenance as excellent or good •Percent rating street repair as excellent or good

2003

2005

2008

2011

2014

36%

43%

38%

44%

42%

23%

25%

29%

24%

22%

•Percent rating garbage collection as excellent or good

75%

74%

76%

84%

79%

•Percent rating recycling as excellent or good •Percent rating yard waste pick-up as excellent or good

69%

75%

69%

81%

76%

60%

61%

70%

68%

66%

Road Repair

Fiscal Year 2017 Key Issues Focus: Streets, sidewalks, curbs and gutters Striping Refuse collection Dumpster rental Yard waste Recycling education

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Financial Highlights: Full Cost Paving- $1,160,000

118

Performance Budgets Public Works Department (continued) Division: Administration Mission: To provide administrative leadership, supervision, support, and direction for all programs in the Public Works Department, so that services are delivered in a quality, cost-effective manner while emphasizing friendly and professional customer service. ADMINISTRATION EXPENDITURES (DIVISION - 3101) 2014

2015

2016

2017

2018

Expenditures

Actual

Budget

Projected

Approved

Proposed

Personnel

88,458

157,179

80,775

129,193

124,329

126,807

Operating

53,995

32,125

30,994

24,092

26,496

26,523

125,000

1,933

Capital Actual Expenditures

142,453

189,304

236,770

155,218

150,824

0 $

153,331

Personnel Full-time

Part-time

Actual Personnel

Division: Street Maintenance Mission: To provide for the safe and efficient movement of traffic and pedestrians by maintaining and cleaning the Cityâ&#x20AC;&#x2122;s streets, sidewalks, and curb and gutter in a manner that meets the high standards of the community. STREET MAINTENANCE EXPENDITURES (DIVISION - 3105) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

678,334

630,555

661,294

658,487

736,795

748,475

Operating

207,847

206,977

261,997

281,287

248,645

249,150

Expenditures

Capital Actual Expenditures

487,793 $ 1,373,974

619,128 $ 1,456,660

1,079,951 $ 2,003,242

865,130 $ 1,804,903

1,460,098 $ 2,445,538

1,406,243 $ 2,403,868

Personnel Full-time

Part-time

Actual Personnel

119

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets Public Works Department (continued) Division: Residential Sanitation Mission: To promote the environmental health and safety of the community by providing household solid waste removal at a cost that is reasonable to the public and is responsive to citizens’ needs. RESIDENTIAL SANITATION EXPENDITURES (DIVISION - 3115) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

371,980

393,350

443,569

409,668

439,665

447,130

Operating

962,296

870,412

847,958

914,623

793,282

793,307

Capital

453,751

566,577

578,018

578,355

566,806

442,634

Expenditures

Actual Expenditures

$ 1,788,027

$ 1,830,339

$ 1,869,545

$ 1,902,646

$ 1,799,753

$ 1,683,071

Personnel Full-time

Part-time

Actual Personnel

Division: Commercial Sanitation Mission: To provide cost-effective, high-quality bulk container sanitation service to business, industry, and multifamily housing units within the City of Rock Hill. COMMERCIAL SANITATION EXPENDITURES (DIVISION - 3120) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

387,904

412,767

402,344

423,122

420,912

427,917

Operating

1,044,942

956,484

915,790

1,039,036

884,115

141,903

181,521

210,735

210,858

209,205

235,228

Expenditures

Capital Actual Expenditures

$ 1,574,749

$ 1,550,772

$ 1,528,868

$ 1,673,016

$ 1,514,232

$ 1,547,260

Personnel Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

120

Performance Budgets Public Works Department (continued) Division: Curbside Mission: To promptly and properly collect and dispose of all household trash and yard waste in a cost-effective, expedient manner for the citizens of Rock Hill. CURBSIDE EXPENDITURES (DIVISION - 3125) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

681,002

660,832

673,909

553,211

694,535

705,144

Operating

502,445

428,358

378,330

424,787

349,538

Capital

211,331

148,066

277,641

277,803

312,583

314,649

Expenditures

Actual Expenditures

$ 1,394,778

$ 1,237,256

$ 1,329,881

$ 1,255,801

$ 1,356,655

$ 1,369,331

Personnel Full-time

Part-time

Actual Personnel

Division: Recycling Mission: To provide an efficient, cost-effective collection service for residential recycling, corrugated cardboard, office paper, and restaurant cans and bottles. The recycling collections program provides a significant diversion to products normally destined for the landfill and creates substantial savings in associated tipping fees. RECYCLING EXPENDITURES (DIVISION - 3130) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

382,058

374,817

397,756

390,782

436,527

443,475

Operating

309,535

212,826

189,796

183,833

168,819

Capital

189,475

261,140

300,539

321,179

304,501

Expenditures

Actual Expenditures

881,068

848,783

888,091

895,794

909,847

316,879 $

929,173

Personnel

121

Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets Public Works Department (continued)

Division: Construction Mission: To construct and maintain City streets, sidewalks, and curb and gutter infrastructure in a manner that is safe and efficient. CONSTRUCTION EXPENDITURES (DIVISION - 3145) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

470,700

431,191

438,070

462,129

465,792

473,663

Operating

176,035

153,785

161,636

160,169

137,687

137,692

86,802

71,028

78,463

78,675

102,597

Expenditures

Capital Actual Expenditures

733,537

656,004

678,169

700,973

706,076

155,812 $

767,167

Personnel Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

122

Performance Budgets General Services Department Description General Services is committed to providing high quality, reliable and sustainable services by managing quality facilities; providing healthy and safe work environments; cost-effective and compassionate cemetery services; management of capital projects; timely and competitive procurement; ensuring efficient fleet and equipment management; warehousing and distribution, and the many other varied services that support the City in the advancement of its strategic goals and objectives.

Project Management

Cemetery Services

General Services

Custodial Services

Building Maintenance

Purchasing & Fleet

General Services (FUND 500) PROGRAM EXPENDITURES TOTAL 2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

Total

Budget

Estimated

Approved

Projected

Personnel

1,798,816

1,863,734

2,064,431

2,142,483

2,619,184

2,666,729

Operating

1,082,192

1,257,913

1,168,383

1,368,759

1,328,716

1,314,968

114,771 $2,995,779

122,425 $3,244,072

279,610 $3,512,423

264,329 $3,775,571

873,719 $4,821,619

1,201,791 $5,183,489

Full Time Part Time

33 1

35 1

42 1

Total

Expenditures by Category

Capital Total Personnel Count

In Fiscal Year 2017, General Services became a separate department with divisions in both the General Fund and the Electric Fund. Custodial Services, Cemetery Services, Building Maintenance and Purchasing & Fleet moved from General Government and Project Management moved from the Electric Fund to the General Fund all as divisions of General Services. Fiscal Year 2016 expenses for Project Management are not listed here as their funding was in the Electric Fund during that time.

123

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets General Services (continued) Target

FY2011

FY2012

FY2013

FY2014

FY2015

FY2016

Objective: Promote practices that maximize the efficiency of Warehouse and Garage Services. •Maintain the percentage of financial accuracy in the warehouse inventory •Maintain the number of gasoline gallon equivalents used of Compressed Natural Gas as a replacement for fossil fuels •Maintain the percentage of garage technicians with at least one ASE certification

99%

N/A

99%

98%

97%

100%

99%

Increase by 15% annually

N//A

1,872.08 GGE

46,8514.72 GGE

27,796.02 GGE

26,844.79 GGE

31,428.68 GGE

84%

N/A

100%

84.60%

Fiscal Year 2017 Key Issues Focus: Continued maintenance of City-owned facilities Continued vehicle replacement program and maintenance Capital project management

Financial Highlights: E White Street Improvements—$320,317 Building Maintenance— $192,000 Courtroom Chiller—$130,000 Gettys Center Improvements—$67,500 Cemetery Maintenance- $50,000 Parking Deck Maintenance- $50,000

Woolworth Walkway

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

124

Performance Budgets General Services (continued) Division: Buildings Maintenance Mission: To provide effective maintenance of all City facilities to ensure their optimal use by employees and the public. BUILDING MAINTENANCE EXPENDITURES (DIVISION - 3310) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

317,001

372,455

419,287

442,220

327,308

333,339

Operating

684,510

714,240

793,988

902,501

771,671

773,155

Expenditures

Capital Actual Expenditures

102,235 $ 1,103,746

92,145 $ 1,178,840

267,260 $ 1,480,535

251,972 $ 1,596,693

292,737 $ 1,391,716

414,001 $ 1,520,496

Personnel Full-time

Part-time

Actual Personnel

Division: Cemetery Services Mission: To provide professional cemetery services at a cost that is reasonable to the public and responsive to customer needs. CEMETERY SERVICES EXPENDITURES (DIVISION - 3315) 2014

2015

2016

2017

2018

Expenditures

Actual

Budget

Projected

Approved

Proposed

Personnel

72,856

83,083

112,608

128,244

115,885

117,794

Operating

200,938

230,782

317,699

288,131

248,935

252,742

12,536

30,280

12,350

12,357

12,350

Capital Actual Expenditures

286,330

344,145

442,658

428,733

377,170

8,230 $

378,767

Personnel

125

Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets General Services (continued) Division: Custodial Services Mission: To provide custodial services in a manner that ensures clean buildings. CUSTODIAL SERVICES EXPENDITURES (DIVISION - 3320) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

409,129

376,111

378,963

404,253

394,578

401,418

Operating

67,918

81,287

70,066

91,684

64,196

65,096

Expenditures

Capital Actual Expenditures

477,047

457,398

449,029

495,937

458,774

20,800 $

487,314

Personnel Full-time

Part-time

Actual Personnel

Division: Project Management Mission: To support City operations through the efficient management of capital projects. PROJECT MANAGEMENT EXPENDITURES (DIVISION 3330); PREVIOUSLY 2420 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

630,477

642,957

Operating

120,205

100,425

Capital

542,835

758,760

Expenditures

Actual Expenditures

$ 1,293,517

$ 1,502,142

Personnel Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

126

Performance Budgets General Services (continued) Division: Purchasing & Fleet Mission: To provide competitive and timely purchase of supplies, materials, equipment and services which meet the needs of departments and adhere to state and municipal procurement guidelines and regulations and to ensure the safe and reliable use of City vehicles by providing quality, cost-effective fleet maintenance services. PURCHASING & FLEET EXPENDITURES (DIVISION 3340); PREVIOUSLY 4305 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

999,830

1,032,085

1,153,572

1,167,766

1,150,935

1,171,221

Operating

128,826

231,604

-13,370

86,441

123,710

123,550

25,797

Expenditures

Capital Actual Expenditures

$ 1,128,656

$ 1,263,689

$ 1,140,202

$ 1,254,208

$ 1,300,442

$ 1,294,771

Personnel Full-time

Part-time

Actual Personnel

127

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets Finance Department Department Description The Finance Department is responsible for ensuring the sound financial management of the City’s funds by planning and furnishing accountable financial records management, including treasury management, auditing, and tax administration, providing high quality customer services through effective billing collections and developing and managing the City’s budget and capital improvement plan.

Administration & Archives

Finance

Accounting

Risk Management

Central Collections

FINANCE PROGRAM EXPENDITURES TOTAL 2013/2014 Total 2,362,382 742,710 57,525 $3,162,617

2014/2015 Total 2,545,486 788,666 36,104 $3,370,256

2015/2016 Budget 2,563,646 833,321 0 $3,396,967

2015/2016 Estimated 2,680,559 770,470 0 $3,451,029

2016/2017 Approved 1,700,365 441,276 0 $2,141,641

2017/2018 Projected 1,732,514 442,682 0 $2,175,196

Full Time

Part Time

Expenditures by Category Personnel Operating Capital Total Personnel Count

Total

In Fiscal Year 2014, the four members of the call center team were moved to the General Services Division. Additionally, in Fiscal Year 2017, Billing & Metering, Account Management and Customer Services were moved to General Services in Fund 725 to implement the new AMI system.

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

128

Performance Budgets Finance Department (continued) Target Minimum of 98.5% utility receivables

FY2014

FY2015

FY2016

98.5%

99.2%

Rock Hill's Ratings from the National Citizen Survey

2003

2005

2008

2011

2014

•Percent rating customer service as excellent or good

71%

64%

72%

84%

65%

•Percent rating value of services for taxes paid as excellent or good

N/A

46%

42%

47%

45%

•Maintain a high collection rate for utility receivables.

Fiscal Year 2017 Key Issues Focus: Accounting Internal Control Financial Reporting Budget preparation Capital Improvement Plan

Financial Highlights: Safety Incentives—$51,004

Central Collections’ Staff Provide Extraordinary Customer Service

129

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Performance Budgets Finance Department (continued)

Division: Administration & Archives Mission: To provide leadership, supervision, support, and direction for all programs in the Finance Department. To serve as the Municipal Clerk to City Council and provide support services which include maintaining all records of the City, codification of ordinances, and compilation of minutes. To develop and manage the Cityâ&#x20AC;&#x2122;s budget and capital improvement plan, oversee the development and implementation of legal and ethical customer service policies and procedures and coordinate efforts appropriately. ADMINISTRATION PROGRAM EXPENDITURES (DIVISION - 4001) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

331,143

345,166

369,353

378,940

469,516

478,713

Operating

32,012

42,585

44,505

33,810

42,286

43,500

Expenditures

Capital Actual Expenditures

363,155

387,751

413,858

412,750

511,802

522,213

Personnel Full-time

Part-time

Actual Personnel

Division: Accounting Mission: To provide City-wide accounting, internal control, and financial reporting services. To perform all necessary accounts payable and payroll functions of the City. To invest all funds of the City to maximize returns. ACCOUNTING EXPENDITURES (DIVISION - 4005) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

448,069

454,020

458,324

454,866

458,744

467,209

Operating

104,428

109,397

121,579

89,812

119,551

119,706

Expenditures

Capital Actual Expenditures

0 $

552,497

0 $

563,417

0 $

579,903

0 $

544,678

0 $

578,295

0 $

586,915

Personnel Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

130

Performance Budgets Finance Department (continued) Division: Risk Management Mission: To implement and administer a comprehensive risk management program with the highest concern for employee safety, public safety, prevention of financial losses from liability claims and contractual matters, and the reduction of physical damage to property. To promote citywide safety through inspections, training, and other loss prevention/reduction techniques. RISK MANAGEMENT EXPENDITURES (DIVISION - 4010) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

170,765

186,297

178,796

187,527

183,710

187,063

Operating

126,883

175,271

193,477

131,047

191,334

191,371

Expenditures

Capital Actual Expenditures

297,648

361,568

372,273

318,574

375,044

378,434

Personnel Full-time

Part-time

Actual Personnel

Division: Customer Services Mission: To assist customers in establishing and maintaining their utility services while ensuring that all City policies and procedures related to these transactions are followed. CUSTOMER SERVICES EXPENDITURES (DIVISION - 4015) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

240,833

249,598

343,451

353,158

Operating

39,954

36,875

63,950

53,976

Expenditures

Capital Actual Expenditures

280,787

286,473

407,401

407,134

0 $

Personnel

131

Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets Finance Department (continued) Division: Central Collections Mission: To collect all monies due to the City with the exception of property taxes. Central Collections is committed to the proper processing of payment and reimbursements to ensure that both the customer’s account is maintained properly and that the City’s cash flow process is correct and intact and meets all audit standards. CENTRAL COLLECTIONS EXPENDITURES (DIVISION - 4020) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

376,852

383,597

351,523

382,071

588,395

599,529

Operating

66,174

74,333

77,287

88,341

88,105

Expenditures

Capital Actual Expenditures

0 $

443,026

0 $

457,930

0 $

428,810

0 $

470,412

0 $

676,500

0 $

687,634

Personnel Full-time

Part-time

Actual Personnel

Division: Account Management Mission: To assist and respond to citizens during times of financial difficulty. The staff of this area set terms for customers to avoid interruption of service, and further, have developed relationships with dozens of agencies willing to offer financial assistance to customers in need. Account Management further facilitates the coordination of efforts to bring assistance agencies and those in need together. ACCOUNT MANAGEMENT EXPENDITURES (DIVISION - 4025) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

225,703

233,525

234,027

219,655

Operating

7,247

6,959

12,441

14,316

Expenditures

Capital Actual Expenditures

232,950

240,484

246,468

233,971

Personnel Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

132

Performance Budgets Finance Department (continued) Division: Billing & Metering Services Mission: To produce accurate and timely utility invoices for all utility customers. These efforts represent the single largest revenue source for the City. This group also investigates customer inquiries regarding utility charges and also carefully regulates the termination of service for those customers who are outside of the terms of payment required by municipal code. BILLING & METERING SERVICES EXPENDITURES (DIVISION - 4030) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

569,017

693,283

628,171

704,340

Operating

366,012

343,246

320,082

359,168

57,525

36,104

Expenditures

Capital Actual Expenditures

992,554

$ 1,072,633

948,254

$ 1,063,509

0 $

Personnel Full-time Part-time Actual Personnel

133

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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

Parks

PRT Department

Recreation

Tourism

PARKS, RECREATION, AND TOURISM PROGRAM EXPENDITURES TOTAL 2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

Total

Budget

Estimated

Approved

Projected

Personnel

3,504,137

3,758,858

3,323,271

3,316,933

3,598,788

3,312,287

Operating

3,093,906

3,361,935

3,281,188

3,425,230

3,409,913

3,425,947

153,896 $6,751,939

282,789 $7,403,582

315,718 $6,920,177

274,440 $7,016,604

294,435 $7,303,136

343,945 $7,082,179

66 84

70 82

78 75

150

152

153

Expenditures by Category

Capital Total Personnel Count Full Time Part Time Total

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

134

Performance Budgets Parks, Recreation, and Tourism Department (continued) Target Objective: Evaluate and communicate the economic impact of sports tourism. •Increase the financial impact of sports tourism By at least $1 •Quantify the number of hotel nights (calendar year) Rock Hill's Ratings from the National Citizen Survey •Percent of residents who used Rock Hill recreation centers •Percent rating recreation centers or facilities as excellent or good •Percent rating recreation program or classes as excellent or good •Percent of residents who visited a City park •Percent rating City parks as excellent or good

2011

2012

2013

2014

2015

$14,889,318 N/A

$18,359,654 14,012

$17,393,499 15,638

$20,481,431 13,376

$21,587,841 12,569

2003

2005

2008

2011

2014

63%

59%

57%

52%

59%

57%

61%

68%

76%

61%

57%

69%

71%

69%

57%

88% N/A

85% 73%

87% 81%

83% 85%

83% 73%

2016 Collegiate Track Nationals Fiscal Year 2017 Key Issues Focus: Recreation Centers Special Events Tournament Complexes Neighborhood parks Marketing Hospitality services

135

Financial Highlights: $8.1 million H Tax bond to fund 17 tourismrelated projects Seasonal Staff for Cycling Events —$153,000 Power Equipment & Implements —$29,640 Trails construction—$33,300

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

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

Division: Tourism Mission: To provide leadership and administrative support to all divisions of the Parks, Recreation, and Tourism Department, to ensure efficient and effective operations, and to promote leisure and tourism opportunities to increase public participation and tourism. TOURISM EXPENDITURES (DIVISION - 5101) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

1,845,331

1,685,447

1,478,869

1,534,282

1,759,496

1,748,169

Operating

480,203

570,009

326,389

480,589

457,723

458,017

3,394

3,360

12,744

12,751

3,394

31,429

Expenditures

Capital Actual Expenditures

$ 2,328,928

$ 2,258,816

$ 1,818,002

$ 2,027,622

$ 2,220,614

$ 2,237,615

Personnel Full-time

Part-time

Actual Personnel

Division: Recreation Mission: To provide diversified and quality recreational activities and special events for individual neighborhoods as well as the entire community, for citizens of all ages and economic statuses. To provide year-round, quality leisure services to the senior citizen and handicapped populations of the community by designing, planning, and conducting activities to meet the specific needs of these citizens. RECREATION EXPENDITURES (DIVISION - 5110) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

571,501

590,222

694,362

650,578

650,798

662,221

Operating

607,452

641,441

665,365

745,804

659,825

659,892

25,825

35,000

25,000

20,898

33,126

33,005

Expenditures

Capital Actual Expenditures

$ 1,204,778

$ 1,266,663

$ 1,384,728

$ 1,417,279

$ 1,343,749

$ 1,355,119

Personnel Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

136

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

Division: Parks Mission: To develop and operate the Cityâ&#x20AC;&#x2122;s regional facilities to offer the public active and passive leisure opportunities and events that create tourism and economic impact. PARKS EXPENDITURES (DIVISION - 5135) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

1,087,305

1,483,189

1,150,039

1,132,074

1,188,494

901,897

Operating

2,006,251

2,150,485

2,289,434

2,198,837

2,292,365

2,308,038

124,677

244,429

277,974

240,791

257,915

279,511

Expenditures

Capital Actual Expenditures

$ 3,218,233

$ 3,878,103

$ 3,717,447

$ 3,571,702

$ 3,738,774

$ 3,489,445

Personnel Full-time

Part-time

Actual Personnel

US Quidditch World Cup

137

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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

Housing Authority

HOUSING AUTHORITY PROGRAM EXPENDITURES TOTAL 2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

Total

Budget

Estimated

Approved

Projected

Personnel

1,557,726

1,503,008

1,472,702

1,551,369

1,474,262

1,500,332

Operating

55,550

49,612

52,290

39,112

47,346

47,426

0 $1,613,276

0 $1,552,620

0 $1,524,992

0 $1,590,481

0 $1,521,608

0 $1,547,758

Full Time Part Time

22 4

Total

Expenditures by Category

Capital Total Personnel Count

Fiscal Year 2017 Key Issues Focus: Manage public housing Partner with Boys and Girls Club of York County Voucher assistance to families and individuals Affordable housing programs

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

138

Performance Budgets Economic and Urban Development Department Description Economic and Urban Development is committed to strengthening the Cityâ&#x20AC;&#x2122;s role as a place for economic activity through job creation, business location and expansion, redevelopment, and tourism.

Administration

Economic and Urban Development

Marketing and Events

Knowledge Park

ECONOMIC AND URBAN DEVELOPMENT PROGRAM EXPENDITURES TOTAL

Personnel

2013/2014 Total 1,063,847

2014/2015 Total 1,011,601

2015/2016 Budget 982,619

2015/2016 Estimated 1,056,855

2016/2017 Approved 939,123

2017/2018 Projected 956,487

Operating

720,986

826,504

829,077

709,226

839,540

825,763

39,080 $1,823,913

31,579 $1,869,684

0 $1,811,697

0 $1,766,081

0 $1,778,663

0 $1,782,250

12 1 13

12 0 12

Expenditures by Category

Capital Total Personnel Count Full Time Part Time Total

In Fiscal Year 2017, Economic and Urban Development re-structured, moving staff once assigned to Infrastructure/ Re-development into the other divisions. Additionally, Business and Jobs Recruitment was renamed Knowledge Park.

139

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets Economic and Urban Development (continued) Target FY2011 Objective: Evaluate sidewalk infrastructure and address concerns in a methodical manner. New job announcements- at •Assist in the creation of new jobs 269 least 200 between FY2016-FY2018 •Solicit and support business investment throughout At least $25 million the city annually Rock Hill's Ratings from the National Citizen Survey •Percent rating employment opportunities as excellent or good •Percent rating economic development services as excellent or good

FY2012

FY2013

FY2014

FY2015

481

1,333

1,656

1,754

118,500,000 $

43,300,000 $

2003

2005

2008

2011

2014

27%

29%

24%

25%

50%

43%

46%

40%

41%

57,285,000

FY2016

2,638

$37,000,000

Food Truck Friday Fiscal Year 2017 Key Issues Focus: Development projects: Knowledge Park, including redevelopment of Bleachery site and Woolworth Bldg Assisting private investment Job creation RH Economic Development Corporation

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Financial Highlights: Knowledge Park Workforce Development— $30,000 Downtown Business Assistance—$16,000 Downtown Facade Rehabilitation - $15,000

140

Performance Budgets Stormwater Department Department Description The Stormwater Division is responsible for managing the City’s stormwater infrastructure and improving drainage throughout the City by performing improvement projects, routine maintenance and repair on the City’s stormwater drainage system.

Stormwater

STORMWATER PROGRAM EXPENDITURES TOTAL 2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

Total

Budget

Estimated

Approved

Projected

Personnel

742,255

654,653

849,927

700,290

1,126,866

1,146,654

Operating

1,034,502

728,560

389,711

657,095

450,392

419,443

352,950 518,482 $2,648,189

606,865 927,269 $2,917,347

1,004,518 1,087,694 $3,331,850

1,403,091 1,044,679 $3,805,156

1,186,722 1,215,140 $3,979,119

1,064,705 1,426,478 $4,057,280

Full Time

Part Time

Expenditures by Category

Capital Non-Operating Total Personnel Count

Total

Includes Non-Departmental and Debt Service Expenditures

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

2003 42%

2005 41%

2008 59%

2011 55%

2014 48%

Fiscal Year 2017 Key Issues Focus: Stormwater Master Plan Drainage system maintenance Sediment/Erosion control inspections Public education– water quality, water pollution

141

Financial Highlights: $4,635,541 in Stormwater SRF Loans to fund 5 major capital improvement projects, including: Charlotte/Marydale Ebinport/Northgate Aldersgate Thornwell Miller Pond II/Grand Oak

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Performance Budgets Utilities Department- Electric Fund Department Description The Electric Department is responsible for providing the most reliable and efficient service of electrical power, traffic signalization, and street lighting with the best possible service and support to our customers and to coordinate recovery from storms, disasters, emergencies. The mission of General Services, a department within the Electric Fund, is to provide hometown security services and special event support, exemplary customer service, call center operations, accurate utility billing and a variety of tools and information to assist customers manage their utility usage and billing, as well as coordinate the annual federal legislative program. Operations Administration and Information Technology, divisions within the Electric Fund, support the business operations of the City through the operational and administrative assistance of its projects and technology endeavors for all City operations.

Operations Administration Utilities Administration

Information Technology

General Services

Electric Services

Electric Fund

Electric Engineering

AMI Operations AMI Administration

Power & Communication Services

ELECTRIC FUND PROGRAM EXPENDITURES TOTAL 2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

Total

Budget

Estimated

Approved

Projected

Personnel

5,795,764

6,413,879

7,136,694

7,158,766

8,253,868

8,250,170

Operating Capital

8,198,410 1,636,759

8,794,382 2,138,886

8,655,134 1,204,374

5,922,884 1,851,791

9,282,611 2,461,412

9,216,188 2,682,538

72,713,106 6,106,916 $94,450,955

78,885,963 7,347,683 $103,580,793

85,225,209 5,690,817 $107,912,228

84,700,000 7,042,748 $106,676,188

85,651,538 7,224,753 $112,874,182

86,542,053 9,215,744 $115,906,693

Full Time

106

108

Part Time Total

3 76

1 90

0 94

0 106

0 108

Expenditures by Category

Purchased Pow er Non-operating Total Personnel Count

^ Paid directly to Piedmont Municipal Power Agency and Southeastern Power Agency

Total includes Non-Departmental and Debt Service Expenditures

In Fiscal Year 2017, Billing & Metering, Account Management and Customer Services were moved to General Services in Fund 725 to implement the new AMI system, and Project Management was moved from Fund 725 to General Services, Fund 500. The Electric Department includes Electric Utilities Administration, Electrical Services, Electrical Engineering & Power & Communications. Information Technology Services and Operations Administration are divisions managed within Fund 725, while General Services was established as a separate department within Fund 725 in Fiscal Year 2017.

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

142

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

2003 42%

2005 44%

2008 48%

2011 60%

2014 54%

37%

43%

39%

45%

42%

N/A

68%

66%

59%

Rock Hill electrical crews remove overhead electric lines and bury new lines as part of the White Street Improvement Project.

Fiscal Year 2017 Key Issues Focus: Capital projects throughout Old Town, Textile Corridor, and Knowledge Park Overhead to underground conversion Minimize outages and improve service AMI Implementation

143

Financial Highlights: Primary UG Cable Replacement— $100,000 Distribution SCADA Automation—$100,000 $22 million Utility Bond for electric system capital improvements Technology Maintenance Enhancements— $178,147

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Performance Budgets Utilities Department– Electric Fund (continued) Division: Utilities Administration Mission: To provide administrative leadership, supervision, support, and direction for all programs in the Electric, Water, and Wastewater Funds. UTILITIES ADMINISTRATION EXPENDITURES (DIVISION - 3501) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

425,083

308,466

339,855

336,950

349,267

354,787

Operating

367,069

191,011

147,156

183,821

233,125

199,083

Expenditures

Capital Non-Operating Actual Expenditures

16,210

-370

2,494

1,458,294

1,479,624

1,418,493

1,420,033

1,536,050

1,583,541

$ 2,266,656

$ 1,978,731

$ 1,905,503

$ 1,943,297

$ 2,118,442

$ 2,137,412

Personnel Full-time

Part-time

Actual Personnel

Division: Electrical Services Mission: To provide the most reliable and efficient service of electrical power, traffic signalization, and street lighting with the best possible service and support to our customers. ELECTRICAL SERVICES EXPENDITURES (DIVISION - 3575) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

1,255,186

1,261,435

1,336,489

1,377,477

1,364,027

1,378,636

Operating

3,947,017

4,383,613

4,007,915

4,057,481

4,014,835

4,010,412

Expenditures

Capital Purchased Pow er Non-Operating Actual Expenditures

147,861

116,845

174,842

173,386

312,774

338,741

72,713,106

78,885,963

85,225,209

82,245,408

85,651,538

86,542,053

0 $78,063,170

0 $84,647,856

0 $90,744,456

0 $87,853,752

0 $91,343,173

0 $92,269,842

Personnel Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

144

Performance Budgets Utilities Department– Electric Fund (continued) Division: Electric Engineering Mission: To provide engineering and project management services to our customers and coworkers. Design and manage an electrical system that is safe, reliable, and efficient. To set a standard of excellence in customer service, design applications, project management, and commitment to accomplishing the City’s strategic goals. ELECTRIC ENGINEERING EXPENDITURES (DIVISION - 3576) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

523,000

337,478

458,640

451,856

473,077

538,863

Operating

917,959

841,954

992,288

942,720

1,031,643

1,020,025

Capital

894,291

1,392,996

525,606

650,792

1,712,546

Expenditures

Actual Expenditures

$ 2,335,250

$ 2,572,428

$ 1,976,534

$ 2,045,368

$ 3,217,266

1,922,698 $ 3,481,586

Personnel Full-time

Part-time

Actual Personnel

Division: Power and Communication Services * Mission: To provide the most reliable and efficient service of electrical power and street lighting with the best possible service and support to our customers while promoting safety and training as electrical professionals. To provide the greatest reliability for emergency generation at City facilities and reduce power costs by utilizing load control device and generation equipment during peak times. POWER AND COMMUNICATION SERVICES (DIVISION - 3580; PREVIOUSLY TRAFFIC SIGNALS & SCADA, DIVISION 3585) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

1,155,425

1,451,810

1,489,911

1,607,965

1,643,209

1,729,149

Operating

679,221

675,011

872,828

685,208

909,007

908,546

Expenditures

Capital Actual Expenditures

189,441 $ 2,024,087

249,799 $ 2,376,620

257,315 $ 2,620,054

296,216 $ 2,589,390

271,984 $ 2,824,200

204,831 $ 2,842,526

Personnel Full-time

Part-time

0 17

0 24

0 25

0 26

Actual Personnel

* Beginning in FY2015, Dispatch/SCADA merged with Traffic Signals to make Power & Communication Services (division 3580). FY14 expenditures for Division 3580 are included in the totals above.

145

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Performance Budgets Utilities Department– Electric Fund (continued) Division: Information Technology Services Mission: To support technology endeavors in hardware and software throughout the organization. Information Technology Services strives to provide high quality customer service in an efficient and effective manner. INFORMATION TECHNOLOGY SERVICES EXPENDITURES (DIVISION - 4130) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

1,485,487

1,524,961

1,752,942

1,575,656

1,835,417

1,869,754

Operating

1,174,500

1,612,562

1,613,586

1,553,605

1,799,105

1,795,052

375,250

367,605

150,000

246,865

151,225

Expenditures

Capital Actual Expenditures

$ 3,035,237

$ 3,505,128

$ 3,516,528

$ 3,376,125

$ 3,785,748

$ 3,816,032

Personnel Full-time

Part-time

Actual Personnel

Division: Operations Administration Mission: To provide oversight to all functions housed at the City’s Operations Center. OPERATIONS ADMINISTRATION EXPENDITURES (DIVISION - 3590) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

448,946

451,904

449,238

504,888

620,732

632,425

Operating

17,880

16,386

20,775

40,382

20,399

20,424

Expenditures

Capital Actual Expenditures

9,913 $

476,739

8,256 $

476,546

8,198 $

478,211

11,961 $

557,231

9,090 $

650,221

61,250 $

714,099

Personnel Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

146

Performance Budgets Utilities Departmentâ&#x20AC;&#x201C; Electric Fund (continued) Division: General Services* Mission: To manage the implementation and operation of Advanced Metering Infrastructure (AMI); provide hometown security services and special event support; exemplary customer service; call center operations; accurate utility billing; support City Utility Services through key account and business support functions. GENERAL SERVICES EXPENDITURES (DIVISION - 2415) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

471,895

1,045,873

629,362

678,629

326,552

332,687

Operating

106,707

146,661

172,237

136,858

178,784

175,432

3,793

3,755

3,793

3,795

3,793

Expenditures

Capital Actual Expenditures

582,395

$ 1,196,289

805,392

819,283

509,129

511,912

Personnel Full-time

Part-time

Actual Personnel

Prior to Fiscal Year 2014, Division 2415 was known as Hometown Security. In FY2014, it was given a new name, General Services. A part of this re-organization was moving four call center employees from Public Services Administration and the Key Accounts Manager to this new division. In FY2015, General Services also housed the newly created Project Management Team, which became a separate division in FY2016. In Fiscal Year 2017, General Services became a separate department with divisions in both the General Fund and Electric Fund.

147

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets Utilities Departmentâ&#x20AC;&#x201C; Electric Fund (continued) Division: AMI Administration * Mission: To deliver quality customer service in tandem with the implementation of the AMI meter project by seamlessly integrating systems to maximize internal efficiency while educating and supporting customers in saving time, energy and money in regards to their utility usage. AMI ADMINISTRATION EXPENDITURES (DIVISION - 2420) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

646,256

583,384

943,942

956,192

Operating

102,756

48,717

278,668

282,668

Capital

84,620

466,281

Expenditures

Actual Expenditures

833,632

$ 1,098,382

$ 1,222,609

$ 1,238,860

Personnel Full-time

Part-time

Actual Personnel

Fiscal Year 2016 expenditures and personnel represent staff and expenses incurred by Project Management as AMI Administration was not established until Fiscal Year 2017 and assumed the division number previously assigned to Project Management before the division was moved to Fund 500.

Division: AMI Operations Mission: To deliver an innovative customer experience for the citizens of Rock Hill with the successful installation and deployment of new AMI meters and load control devices in a timely and secure manner, offering increased ability for customers to effectively monitor and manage utility consumption. AMI OPERATIONS EXPENDITURES (DIVISION-2430) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

662,965

422,302

Operating

78,211

65,711

Capital

Expenditures

Actual Expenditures

741,176

488,013

Personnel Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

148

Performance Budgets Utilities Department- Water Fund Department Description The Water Department is responsible for providing customers with reliable and safe water that meets their needs in a cost-effective manner and to plan, design, and expand the water system to support regional growth.

Engineering

Water Fund

Water Treatment Plant

Water Distribution

WATER FUND PROGRAM EXPENDITURES TOTAL 2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

Total

Budget

Estimated

Approved

Projected

Personnel

1,904,772

1,917,737

1,917,718

2,081,524

2,312,305

2,322,451

Operating

3,643,016

4,055,298

3,189,067

3,708,159

3,013,905

2,991,362

Capital

1,523,032

1,325,357

1,826,243

1,596,158

2,169,042

2,758,667

8,038,294 $15,109,114

7,501,719 $14,800,111

8,123,778 $15,056,805

7,581,671 $14,967,513

8,199,434 $15,694,686

9,909,754 $17,982,234

Full Time

Part Time

Expenditures by Category

Non-operating Total Personnel Count

Total

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

149

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets Utilities Department– Water Fund (continued) Target FY2011 FY2012 FY2013 Objective: Evaluate the efficiency and effectiveness of water operations in order to address the system's maintenance and expansion needs.

FY2014

FY2015

FY2016

•Comply with EPA and DHEC drinking water standards

100%

2 infractions in one quarter

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

2003 49%

2005 60%

2008 68%

2011 65%

2014 60%

Laurel Street Elevated Water Tank Fiscal Year 2017 Key Issues Focus: Construction phase of Water Filter Plant expansion (from 36 to 48 mgd) Water meter installation Pump maintenance

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Financial Highlights: White Street Improvements— $594,100 Stewart Avenue Rail Crossing— $418,000 $62 million Utility Bond for water system capital improvements

150

Performance Budgets Utilities Department– Water Fund (continued) Division: Water Engineering Mission: To design, manage, survey, or inspect water, sewer, and other heavy construction for the citizens of Rock Hill in order to maintain current infrastructure and ensure quality growth. WATER ENGINEERING EXPENDITURES (DIVISION - 3505) 2014

2015

2016

2017

2018

Expenditures

Actual

Budget

Projected

Approved

Proposed

Personnel

88,522

38,420

41,328

57,628

282,737

288,302

Operating

98,140

45,978

54,971

45,284

49,087

Capital

21,608

3,000

1,515

3,000

Actual Expenditures

208,270

84,398

99,298

104,426

334,823

340,388

Personnel Full-time

Part-time

Actual Personnel

Division: Water Distribution Mission: To effectively repair, replace, and expand the City’s water system to allow an adequate, uninterrupted supply of safe water for domestic, industrial, and fire protection needs of the community. WATER DISTRIBUTION EXPENDITURES (DIVISION - 3510) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

1,184,811

1,234,040

1,238,713

1,401,162

1,360,774

1,379,989

Operating

1,361,110

1,162,342

761,603

954,363

770,078

749,315

Expenditures

Capital Actual Expenditures

1,491,496 $ 4,037,417

1,324,783 $ 3,721,165

1,808,802 $ 3,809,118

1,589,893 $ 3,945,418

2,128,877 $ 4,259,729

2,738,896 $ 4,868,199

Personnel Full-time

Part-time

Actual Personnel

151

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

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

Expenditures

2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

610,944

623,944

614,977

594,721

645,640

630,543

Operating

2,131,420

2,799,369

2,251,918

2,585,128

2,035,942

2,034,163

Capital Actual Expenditures

9,928 $ 2,752,292

574 $ 3,423,887

14,441 $ 2,881,335

4,750 $ 3,184,599

37,165 $ 2,718,748

16,771 $ 2,681,477

Personnel Full-time Part-time Actual Personnel

In Fiscal Year 2016, Raw Water Pump Station, Division 3525, was merged with Water Treatment. FY14 and 15 expenditures for Division 3525 are included in the totals above.

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

152

Performance Budgets Utilities Department- Wastewater Fund Department Description The Wastewater Department is responsible for providing customers with reliable and safe wastewater services in a cost-effective manner and to plan, design, and expand the wastewater system to support regional growth.

Wastewater System

Wastewater Treatment Plant

Plant Maintenance Wastewater Fund

Industrial Pretreatment

Environmental Monitoring

WASTEWATER FUND PROGRAM EXPENDITURES TOTAL 2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

Total

Budget

Estimated

Approved

Projected

Personnel

2,260,363

2,526,371

2,545,064

2,561,651

2,536,115

2,573,648

Operating

5,085,060

4,581,170

5,112,703

4,949,051

5,152,932

5,129,352

4,035,973 7,511,656 $18,893,052

3,431,966 7,394,243 $17,933,750

3,525,331 9,362,380 $20,545,478

2,464,984 8,304,235 $18,279,921

5,448,627 9,422,645 $22,560,318

6,632,889 10,361,409 $24,697,298

Full Time Part Time

36 2

39 0

38 0

Total

Expenditures by Category

Capital Non-operating Total Personnel Count

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

153

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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

2003 61%

2005 60%

2008 73%

2011 72%

FY2015

FY2016

100%

2014 69%

Fiscal Year 2017 Key Issues Focus: Design phase of Wastewater Treatment Plant expansion Maintain sewer pipes Maintain lift stations Analyze pretreatment samples

Financial Highlights: Manchester Outfall Replacement—$2,939,436 Beaty Estates Sewer Lining — $690,000 $10 million Utility Bond for design of wastewater plant expansion

Sewer Line Replacement on India Hook City of Rock Hill, South Carolina—Fiscal Year 2016/2017

154

Performance Budgets Utilities Department– Wastewater Fund (continued) Division: Wastewater System Mission: To provide quality sewer service to customers by ensuring the integrity and reliability of the system through quick response to the problems that arise in the collection system and maintenance and expansion of the system to meet future needs. WASTEWATER SYSTEM EXPENDITURES (DIVISION - 3535) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

798,454

867,208

869,730

855,352

899,004

913,367

Operating

908,368

551,174

895,437

630,295

901,526

885,026

Expenditures

Capital Actual Expenditures

3,547,414 $ 5,254,236

3,345,772 $ 4,764,154

3,351,107 $ 5,116,274

2,390,125 $ 3,875,772

5,238,612 $ 7,039,142

6,426,766 $ 8,225,160

Personnel Full-time

Part-time

Actual Personnel

Division: Wastewater Treatment Plant Mission: To protect the public health and preserve the environment by effectively treating the community’s wastewater and producing clean water for discharge into the Catawba River. WASTEWATER TREATMENT PLANT EXPENDITURES (DIVISION - 3555) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

491,097

631,495

670,435

636,250

541,132

547,198

Operating

3,531,669

3,471,590

3,217,354

3,461,475

3,209,011

3,206,711

Expenditures

Capital Actual Expenditures

412,775 $ 4,435,541

60,507 $ 4,163,592

26,970 $ 3,914,758

28,291 $ 4,126,016

68,060 $ 3,818,203

42,752 $ 3,796,661

Personnel Full-time

Part-time

Actual Personnel

155

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Performance Budgets Utilities Department– Wastewater Fund (continued)

Division: Industrial Pretreatment Mission: To monitor and control the discharge from industries utilizing the City’s treatment plant to protect the environment and plant from any unauthorized or harmful discharge. INDUSTRIAL PRETREATMENT EXPENDITURES (DIVISION - 3560) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

157,468

165,426

165,996

166,878

172,034

175,077

Operating

31,875

31,895

47,696

27,342

42,934

Capital

13,424

14,097

17,552

16,074

12,071

Expenditures

Actual Expenditures

202,767

211,418

231,244

210,294

227,039

4,500 $

222,511

Personnel Full-time

Part-time

Actual Personnel

Division: Environmental Monitoring Mission: To generate analytical data utilized by the wastewater treatment plant in process control and in satisfying the federal and state environmental program requirements. ENVIRONMENTAL MONITORING EXPENDITURES (DIVISION - 3565) 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

205,813

235,952

205,309

264,999

260,591

265,120

Operating

113,228

115,953

139,579

97,723

134,329

133,544

2,015

10,153

8,000

6,123

8,000

Expenditures

Capital Actual Expenditures

321,056

362,058

352,887

368,845

402,920

15,284 $

413,948

Personnel Full-time

Part-time

Actual Personnel

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

156

Performance Budgets Utilities Department– Wastewater Fund (continued)

Division: Plant Maintenance* Mission: To manage and maintain the lift stations in proper working conditions at an economical cost to provide for the effective delivery of sewage to the treatment plant. PLANT MAINTENANCE EXPENDITURES (DIVISION - 3570); PREVIOUSLY LIFT STATIONS 2014

2015

2016

2017

2018

Actual

Budget

Projected

Approved

Proposed

Personnel

541,793

557,348

567,843

564,293

597,149

606,218

Operating

495,938

410,558

698,391

617,964

683,968

679,973

Expenditures

Capital Actual Expenditures

60,345 $ 1,098,076

1,437 $

969,343

121,702 $ 1,387,936

24,371 $ 1,206,628

121,884 $ 1,403,000

143,587 $ 1,429,778

Personnel Full-time

Part-time

Actual Personnel

In Fiscal Year 2017, Lift Stations was re-named Plant Maintenance.

157

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES- GENERAL FUND 2013/2014 Actual $ 24,832,196 4,685,146 9,202,204 739,249 2,617,829 10,831,970 1,878 289,950 2,300,433 55,500,855

2014/2015 Actual $ 25,448,918 5,281,828 10,652,407 774,118 2,777,421 10,881,494 72,948 289,950 2,399,230 58,578,314

2015/2016 Projected $ 24,196,662 6,950,941 9,056,352 706,691 2,769,513 11,625,548 10,082 289,950 2,124,056 57,729,795

2016/2017 Budget $ 24,687,378 6,796,041 10,100,500 917,174 2,980,382 11,782,669 0 289,950 1,984,350 59,538,444

2017/2018 Budget $ 25,037,378 7,658,330 10,500,500 920,633 3,215,382 12,088,712 0 289,950 2,004,350 61,715,235

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

17,017,279 22,242,122 6,545,950 10,764,369

19,238,700 23,548,573 6,933,192 11,578,404

18,939,141 25,957,321 8,882,926 7,303,136

20,143,690 26,602,789 8,853,201 7,082,179

672,260 3,199,812

552,796 2,774,585

208,894 4,759,796

1,392,725 4,199,108

1,931,850 4,319,351

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

2,390,421 1,902,061 2,850,500 67,040,083

512,991 541,366 3,283,224 70,605,140

722,670 523,236 3,265,084 71,185,347

785,151 500,817 3,836,746 74,055,774

REVENUES OVER (UNDER) EXPENDITURES

(9,691,633)

(8,461,769)

(12,875,345)

(11,646,903)

(12,340,539)

OTHER FINANCING SOURCES: Transfers in Transfers out Tax Increment financing bonds issued Proceeds from capital lease Payments to refunded capital lease banks Total other financing sources

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

6,791,893 (511,240) 0 4,948,281 11,228,934

7,146,061 0 0 3,373,695 0 10,519,756

7,447,795 0 0 4,199,108 0 11,646,903

8,021,188 0 0 4,319,351 0 12,340,539

REVENUES AND OTHER FINANCING SOURCES OVER (UNDER) EXPENDITURES

(1,347,420)

2,767,165

(2,355,590)

9,234,461

7,887,041

10,654,206

8,298,616

8,298,617

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

EXPENDITURES Current General government Public safety Public works Parks, recreation, and tourism Capital outlay Operating budget capital Lease purchase capital Debt service: Principal Interest and fees Capital lease payments Total expenditures

FUND BALANCE, BEGINNING OF YEAR FUND BALANCE, END OF YEAR

7,887,041

10,654,206

8,298,616

8,298,617

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

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

158

Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2014 Bus i nes s -type Acti vi ti es - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Tota l s OPERATING REVENUES: El ectri c s a l es Wa ter s a l es Sewer cha rges Impa ct fees Stormwa ter cha rges Government gra nts Other us er cha rges Tota l opera ti ng revenues

89,677,673 12,839,450 19,146,064 718,114 2,629,867 651,170 6,356,151 129,388,622

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

8,826 2,638,693

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

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

2,754,778

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

1,921,859 832,919

OPERATING INCOME (LOSS)

17,531,759

(116,085)

17,415,674

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

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

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

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

INCOME BEFORE CONTRIBUTIONS AND TRANSFERS

14,817,988

(277,929)

14,540,059

CAPITAL CONTRIBUTIONS

1,723,434

265,000

TRANSFERS OUT

(6,659,463)

CHANGE IN NET POSITION

10,146,959

(277,929)

9,869,030

220,798,570

11,584,181

232,382,751

(2,473,953)

(28,229)

(2,502,182)

218,324,617

11,555,952

229,880,569

11,278,023

$239,749,599

TRANSFERS IN

TOTAL NET POSITION - BEGINNING, RESTATED RESTATEMENT TOTAL NET POSITION - BEGINNING RESTATED TOTAL NET POSITION - END

228,471,576

Note: Pres ented on a GAAP ba s i s

159

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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

96,419,214 13,834,354 19,487,604 616,180 3,355,799 1,876,527 4,971,910 137,205,789

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

8,769 3,364,568

78,885,963 22,486,994 12,174,176 7,349,915 120,897,048

$ 96,419,214 13,834,354 19,487,604 616,180 3,355,799 1,876,527 4,980,679 140,570,357

2,843,212

78,885,963 24,462,847 13,041,535 7,349,915 123,740,260

16,308,741

521,356

16,830,097

822,285 (4,149,111)

7,533 (288,951)

(20,257) (3,347,083)

(23,795) (305,213)

829,818 (4,438,062) 0 (44,052) (3,652,296)

12,961,658

216,143

13,177,801

CAPITAL CONTRIBUTIONS

863,648

71,175

934,823

TRANSFERS IN

265,000

(6,791,893)

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

TRANSFERS OUT CHANGE IN NET POSITION

1,975,853 867,359

7,298,413

287,318

7,585,731

TOTAL NET POSITION - BEGINNING, RESTATED

228,471,576

11,278,023

239,749,599

RESTATEMENT

(11,405,646)

(872,284)

(12,277,930)

TOTAL NET POSITION - BEGINNING RESTATED

217,065,930

10,405,739

227,471,669

10,693,057

$235,057,400

TOTAL NET POSITION - END

224,364,343

Note: Pres ented on a GAAP ba s i s

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

160

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

Bus i nes s -type Acti vi ti es - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Tota l s OPERATING REVENUES: El ectri c s a l es Wa ter s a l es Sewer cha rges Impa ct fees Stormwa ter cha rges Other us er cha rges Tota l opera ti ng revenues

OPERATING EXPENSES: Purcha s ed power Sys tem opera ti ons Depreci a ti on a nd a morti za ti on Genera l a nd a dmi ni s tra ti ve Tota l opera ti ng expens es OPERATING INCOME (LOSS) NON-OPERATING REVENUES (EXPENSES) Interes t i ncome Interes t expens e Ga i n (l os s ) on di s pos a l of fi xed a s s es Tota l non-opera ti ng revenues (expens es ) INCOME BEFORE CONTRIBUTIONS AND TRANSFERS

104,038,807 14,732,718 22,212,658 511,996

5,950,142 147,446,321

3,287,470 127,965 3,415,435

104,038,807 14,732,718 22,212,658 511,996 3,287,470 6,078,107 150,861,756

82,234,462 26,980,036 12,417,660 12,637,494 134,269,652

2,115,098 884,706 414,470 3,414,274

82,234,462 29,095,134 13,302,366 13,051,964 137,683,926

13,176,669

1,161

13,177,830

51,510 (3,786,640)

(191,457)

(3,735,130)

(191,457)

51,510 (3,978,097) 0 (3,926,587)

9,441,539

(190,296)

9,251,242

CAPITAL CONTRIBUTIONS

400,000

TRANSFERS IN

265,000

(7,146,061)

TRANSFERS OUT CHANGE IN NET ASSETS TOTAL NET ASSETS- BEGINNING TOTAL NET ASSETS- END

2,960,478

(190,296)

2,770,182

224,364,343

10,693,057

235,057,400

227,324,821

10,502,761

237,827,582

Note: Pres ented on a GAAP ba s i s

161

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA INCOME STATEMENT- BUDGET BASIS FOR THE YEAR ENDED JUNE 30, 2017 - PROJECTED Bus i nes s -type Activi ties - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Total s OPERATING REVENUES: El ectri c s a l es

Wa ter s a l es Sewer cha rges Impa ct fees Stormwa ter cha rges Other us er cha rges

108,142,820

14,508,876 22,381,828 655,000

108,142,820

6,095,662

3,908,069 71,050

14,508,876 22,381,828 655,000 3,908,069 6,166,712

Total opera ting revenues

151,784,186

3,979,119

155,763,305

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

85,651,538 31,194,298 13,978,548 130,824,384

2,730,873 553,795 3,284,668

85,651,538 33,925,171 14,532,343 134,109,052

20,959,802

694,451

21,654,253

52,540 (5,149,890) (8,414,657) (13,512,007)

(177,304) (517,147) (694,451)

52,540 (5,327,194) (8,931,804) (14,206,458)

7,447,795

(7,447,795)

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

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

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

162

Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2017 - PROJECTED Bus i nes s -type Acti vi ti es - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Tota l s OPERATING REVENUES: El ectri c s a l es Wa ter s a l es Sewer cha rges Impa ct fees Stormwa ter cha rges

3,908,069

108,142,820 14,508,876 22,381,828 655,000 3,908,069

6,095,662

71,050

6,166,712

Tota l opera ti ng revenues

151,784,186

3,979,119

155,763,305

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

85,651,538 25,557,567 12,666,013 13,978,548 137,853,666

2,730,873 902,400 553,795 4,187,069

85,651,538 28,288,440 13,568,413 14,532,343 142,040,734

13,930,520

(207,950)

13,722,571

52,540 (5,149,890)

(177,304)

(5,097,350)

(177,304)

52,540 (5,327,194) 0 (5,274,654)

8,833,170

(385,253)

8,447,917

Other us er cha rges

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

108,142,820 14,508,876 22,381,828 655,000

CAPITAL CONTRIBUTIONS

400,000

TRANSFERS IN

265,000

(7,447,795)

TRANSFERS OUT CHANGE IN NET ASSETS TOTAL NET ASSETS- BEGINNING TOTAL NET ASSETS- END

2,050,375

(385,253)

1,665,122

227,324,821

10,502,761

237,827,582

229,375,196

10,117,507

239,492,704

Note: Pres ented on a GAAP ba s i s

163

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA INCOME STATEMENT- BUDGET BASIS FOR THE YEAR ENDED JUNE 30, 2018 - PROJECTED Bus i nes s -type Activi ties - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Total s OPERATING REVENUES: El ectri c s a l es

Wa ter s a l es Sewer cha rges Impa ct fees Stormwa ter cha rges Other us er cha rges

111,125,586

16,795,134 24,515,938 655,000

111,125,586

6,149,567

3,986,230 71,050

16,795,134 24,515,938 655,000 3,986,230 6,220,617

Total opera ting revenues

159,241,225

4,057,280

163,298,505

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

86,542,053 33,241,205 13,935,830 133,719,088

2,597,467 564,437 3,161,904

86,542,053 35,838,671 14,500,268 136,880,992

25,522,137

895,376

26,417,513

53,591 (6,559,055) (10,995,485) (17,500,949)

(255,824) (639,552) (895,376)

53,591 (6,814,879) (11,635,036) (18,396,324)

8,021,188

8,021,189

(8,021,188)

(8,021,189)

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

164

Performance Budgets CITY OF ROCK HILL, SOUTH CAROLINA STATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETS FOR THE YEAR ENDED JUNE 30, 2018 - PROJECTED Bus i nes s -type Acti vi ti es - Enterpri s e Funds El ectri c, Wa ter a nd Sewer Stormwa ter Tota l s OPERATING REVENUES: El ectri c s a l es Wa ter s a l es Sewer cha rges Impa ct fees Stormwa ter cha rges Other us er cha rges Tota l opera ti ng revenues

111,125,586 16,795,134 24,515,938 655,000

3,986,230 71,050 4,057,280

6,149,567 159,241,225

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

86,542,053 25,561,942 12,919,333 13,935,830 138,959,158

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

111,125,586 16,795,134 24,515,938 655,000 3,986,230 6,220,617 163,298,505

3,161,904

86,542,053 28,159,409 13,483,770 13,935,830 142,121,062

20,282,067

895,376

21,177,443

53,591 (6,559,055)

(255,824)

53,591 (6,814,879)

(6,505,464)

(255,824)

(6,761,288)

13,776,602

639,552

14,416,154

2,597,467 564,437

CAPITAL CONTRIBUTIONS

400,000

TRANSFERS IN

265,000

(6,730,308)

TRANSFERS OUT CHANGE IN NET ASSETS TOTAL NET ASSETS- BEGINNING TOTAL NET ASSETS- END

7,711,294

639,552

8,350,846

229,375,196

10,117,507

239,492,704

237,086,491

10,757,059

247,843,550

Note: Pres ented on a GAAP ba s i s

165

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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 bonds to pay for capital projects. The bonds have been used to fund both revenue-producing facilities and general purpose facilities. As of July 1, 2016, the City of Rock Hill’s total principal bond debt service outstanding was $208,458,585, most of which consists of Revenue Bonds ($116,900,194), Tax Increment Financing ($30,436,737) and Hospitality Tax Bonds ($20,575,000).

Legal Debt Margin The City has a legal debt limit of 8% of the total assessed value. The City is authorized by state statute to exceed the legal debt margin if the additional debt is approved by the City’s citizens.

General Obligation Debt Margin City’s Legal Debt Margin Tax Year 2013

Tax Year 2014

Tax Year 2015*

Assessed Value

251,405,535

258,937,028

273,946,825

8% Debt Limit

20,112,443

20,714,962

21,915,746

(17,375,000)

(16,430,000)

(15,470,000)

$2,737,443

$4,284,962

$6,445,000

Total Amount of Debt Applicable to Debt Limit Legal Debt Margin

*projected

Future Debt In Fiscal Year 2017, the City plans to issue $94 million in a Combined Utility Revenue Bond to complete the design for the expansion of the existing wastewater plant facilities, to construct an expansion of the water filter plant from 36 to 48 MGD and to make capital improvements to our electric system. Financing for the FY2017 Equipment Lease Purchase, totaling $4.3 million, was finalized in mid-September to fund vehicle replacements and needed equipment. A second equipment lease purchase for $10 million is expected later in the year to fund the second phase of the AMI Pilot program. Beginning in Fiscal Year 2017 and continuing over the next ten years, the City plans to issue approximately $340 million in debt for the purpose of completing improvements and additions for the City’s Combined Utility System. The expansion of the current water and wastewater facilities, along with electric infrastructure enhancements, will be financed through Utility Revenue Bonds. These improvements are needed not only to manage the current demand but also the anticipated demand on our system due to growth. Utility system rate increases between 2017 and 2024 will help service the future debt and continue to fund pay-as-yougo projects. As the cost of the Utility System improvements have drastically increased in the last few years, the City will continue to monitor the need for further rate increases to help pay the anticipated debt service. Additionally, the City plans to issue approximately $3.422 million in General Obligation Bonds to fund the construction of a Fire Training Tower and Burn Building and the implementation of a Quiet Zone at the rail crossings of W. Main and W. White Streets.

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

166

Debt Service Revenue Bonds All revenue bonds are payable from the net revenues of the City’s combined utility system. The various bond indentures contain significant limitations and restrictions on annual debt service requirements and minimum revenue bond coverage. Revenue bond repayment is generally structured so that interest is payable semi-annually on the first of January and July. Principal payments are paid in a lump sum on the first of January. The City is in compliance with all such significant financial limitations and restrictions. Highlights of outstanding Utility Revenue Bonds consist of:  In October 2009, the City issued $44,600,000 in Utility System Revenue Bonds. The bonds were issued to fund improvements to the electric, water and wastewater systems and to refund the outstanding Combined Utility System Revenue Bond Anticipation Notes, Series 2008 and Revenue Bonds 1998C, 2000A, and 2000C.  In December 2010, the City issued $13 million in Bond Anticipation Notes. The revenue was used to fund the completion of the City’s New Operations Center, which houses the City’s public works and utilities employees, as well as the City’s equipment and fleet.  In 2012, the City refinanced $66,230,000 of old Utility System Revenue Bonds, including Series 2003A, 2008A and 2011 Combined Utility Revenue Bond Anticipation Note, in order to take advantage of lower interest rates.  In 2013, the City refinanced $20 million of old Utility System Revenue Bonds in order to take advantage of lower interest rates. The City also issued $9 million in new money to purchase three additional substations, paint the Herlong Tank, replacement of the Myrtle Dr. waterline and the Bleachery Outfall project.  In 2014, two State Revolving Fund (SRF) loans were secured: $4,380,667 to fund a water plant high service pumping modification and $4,956,563 to fund construction of the Laurel Street water line and elevated tank replacement.

Combined Utility System Revenue Bonds Principal Debt Service Requirements

Principal Debt Service Requirements

$10,000,000 $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000

$4,000,000 $3,000,000 $2,000,000

$1,000,000 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 32/33 33/34 34/35 35/36 36/37 37/38 38/39 39/40 40/41 41/42

Fiscal Year

167

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Debt Service Revenue Bond Debt Schedules

Combined Utility System Revenue Bonds, Series 2009A

January 1, 2017

$677,500

January 1, 2024

$902,500

January 1, 2018

$702,500

January 1, 2025

$945,000

Issued: September 30, 2009

January 1, 2019

$730,000

January 1, 2026

$985,000

January 1, 2020

$760,000

January 1, 2027

$1,027,500

January 1, 2021

$790,000

January 1, 2028

$677,500

January 1, 2022

$822,500

January 1, 2029

$152,500

January 1, 2023

$860,000

Combined Utility System Revenue Bonds, Series 2009B

January 1, 2028

$395,000

January 1, 2035

$1,427,500

January 1, 2029

$965,000

January 1, 2036

$1,487,500

Issued: September 30, 2009

January 1, 2030

$1,162,500

January 1, 2037

$1,550,000

Amount of Issue: $16,300,000

January 1, 2031

$1,210,000

January 1, 2038

$1,615,000

Remaining Principal Outstanding as of July 1, 2016: $16,300,000

January 1, 2032

$1,262,500

January 1, 2039

$1,682,500

January 1, 2033

$1,315,000

January 1, 2040

$857,500

Interest Rate: 4.31%

January 1, 2034

$1,370,000

Amount of Issue: $13,910,000 Remaining Principal Outstanding as of July 1, 2016: $10,032,500 Interest Rate: 4.31%

Combined Utility System Revenue Bonds, Series 2009C

January 1, 2017

$512,500

Issued: October 28, 2009

January 1, 2018

$535,000

Amount of Issue: $14,390,000

January 1, 2019

$557,500

January 1, 2020

$582,500

January 1, 2021

$297,500

Remaining Principal Outstanding as of July 1, 2016: $2,485,000 Interest Rate: 3.47%

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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Debt Service Revenue Bond Debt Schedules (Continued) January 1, 2017 $2,065,000

January 1, 2024

$2,040,000

January 1, 2018 $2,125,000

January 1, 2025

$2,145,000

January 1, 2019 $2,175,000

January 1, 2026

$2,230,000

January 1, 2020 $2,265,000

January 1, 2027

$2,350,000

January 1, 2021 $2,380,000

January 1, 2028

$2,475,000

January 1, 2022 $2,480,000

January 1, 2029

$2,610,000

January 1, 2023 $2,560,000

January 1, 2030

$2,040,000

January 1, 2017 $3,035,000

January 1, 2030

$495,000

January 1, 2018 $3,105,000

January 1, 2031

$515,000

January 1, 2019 $1,655,000

January 1, 2032

$540,000

January 1, 2020 $1,720,000

January 1, 2033

$565,000

January 1, 2021

$370,000

January 1, 2034

$595,000

January 1, 2022

$380,000

January 1, 2035

$625,000

Amount of Issue: $27,950,000

January 1, 2023

$395,000

January 1, 2036

$655,000

Remaining Principal Outstanding as of July 1, 2016: $22,010,000

January 1, 2024

$410,000

January 1, 2037

$690,000

January 1, 2025

$425,000

January 1, 2038

$725,000

Interest Rate: Variable

January 1, 2026

$440,000

January 1, 2039

$760,000

January 1, 2027

$460,000

January 1, 2040

$800,000

January 1, 2028

$470,000

January 1, 2041

$830,000

January 1, 2029

$485,000

January 1, 2042

$865,000

Combined Utility System Revenue Bonds, Series 2012A Issued: March 22, 2012 Amount of Issue: $38,280,000 Remaining Principal Outstanding as of July 1, 2016: $31,940,000 Interest Rate: Variable (2-5.25%)

Combined Utility System Revenue Bonds, Series 2012B Issued: October 17, 2012

The City’s Operation Center

169

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Debt Service Revenue Bond Debt Schedules (Continued)

Combined Utility System Revenue Bonds, Series 2013A Issued: August 7, 2013

January 1, 2017

$865,000

January 1, 2026

January 1, 2018

$900,000

January 1, 2027

January 1, 2019

$935,000

January 1, 2028

January 1, 2020

$975,000

January 1, 2029

Amount of Issue: $20,000,000

January 1, 2021 $1,015,000

January 1, 2030

$675,000

Remaining Principal Outstanding as of July 1, 2016: $19,165,000

January 1, 2022 $1,055,000

January 1, 2031

$2,985,000

January 1, 2023 $1,095,000

January 1, 2032

$3,105,000

Interest Rate: Variable

January 1, 2024 $1,140,000

January 1, 2033

$3,235,000

January 1, 2025 $1,185,000

January 1, 2017

$350,000

January 1, 2026

$500,000

January 1, 2018

$365,000

January 1, 2027

$520,000

January 1, 2019

$380,000

January 1, 2028

$540,000

January 1, 2020

$395,000

January 1, 2029

$565,000

Amount of Issue: $9,000,000

January 1, 2021

$410,000

January 1, 2030

$585,000

Remaining Principal Outstanding as of July 1, 2016: $8,325,000

January 1, 2022

$430,000

January 1, 2031

$610,000

January 1, 2023

$435,000

January 1, 2032

$635,000

Interest Rate: Variable

January 1, 2024

$465,000

January 1, 2033

$660,000

January 1, 2025

$480,000

October 1, 2016

$187,957

October 1, 2026

$223,225

State Revolving Funds, July 2014

October 1, 2017

$191,207

October 1, 2027

$227,113

October 1, 2018

$194,514

October 1, 2028

$231,071

Issued: July 2014

October 1, 2019

$197,882

October 1, 2029

$235,102

Amount of Issue: $4,372,905

October 1, 2020

$201,310

October 1, 2030

$239,205

October 1, 2021

$204,802

October 1, 2031

$243,382

October 1, 2022

$208,354

October 1, 2032

$247,635

October 1, 2023

$211,974

October 1, 2033

$251,967

October 1, 2024

$215,656

October 1, 2034

$256,377

October 1, 2025

$219,407

Combined Utility System Revenue Bonds, Series 2013B Issued: August 2013

Remaining Principal Outstanding as of July 1, 2016: $4,188,140 Interest Rate: Variable (1.73% blended)

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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Debt Service Revenue Bond Debt Schedules (Continued)

July 1, 2016

$51,074

July 1, 2027

$249,881

State Revolving Funds, September 2014

July 1, 2017

$206,735

July 1, 2028

$254,663

July 1, 2018

$210,691

July 1, 2029

$259,536

Issued: September 2014

July 1, 2019

$214,722

July 1, 2030

$264,503

Amount of Issue: $4,956,563

July 1, 2020

$218,831

July 1, 2031

$269,564

Remaining Principal Outstanding as of July 1, 2016: $4,956,563

July 1, 2021

$223,019

July 1, 2032

$274,722

July 1, 2022

$227,286

July 1, 2033

$279,979

Interest Rate: Variable (1.73% blended)

July 1, 2023

$231,636

July 1, 2034

$285,337

July 1, 2024

$236,068

July 1, 2035

$290,797

July 1, 2025

$240,586

April 1, 2036

$221,743

July 1, 2026

$245,189

171

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Debt Service General Obligation Bonds The full faith, credit, and taxing power of the City are pledged for the payment of General Obligation Bonds. General Obligation Bonds have interest payable semi-annually on the first of October and April, as well as a principal lump sum payable on the first of April. Highlights of outstanding General Obligation Bonds include:  Series 2008, outstanding principal in the amount of $1,690,000, was used for construction of a new fire station.  Series 2011, outstanding principal in the amount of $9,510,000, was issued to fund the General Obligation debt portion for the construction of the City’s Operations Center.  Series 2013A, outstanding principal in the amount of $1,590,000, was used for the expansion of the City’s Law Center.  Series 2013B, with an outstanding principal amount of $2,680,000, was a refinancing of two older General Obligation Bonds: 1997 and 2003. The 1997 Series, was issued to complete the first phase of the Fire Master Plan, including construction of a new fire station and various improvements to the three existing fire stations; The 2003 Series, was used for the construction of two new fire stations.

General Obligation Principal Debt Service Requirements

Principal Debt Service Requirements

$1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000

35/36

34/35

33/34

32/33

31/32

30/31

29/30

28/29

27/28

26/27

25/26

24/25

23/24

22/23

21/22

20/21

19/20

18/19

17/18

16/17

Fiscal Year

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

172

Debt Service General Obligation Bond Debt Schedules

General Obligation Bonds, 2008 April 1, 2017

$175,000

April 1, 2021

$215,000

April 1, 2018

$185,000

April 1, 2022

$225,000

April 1, 2019

$195,000

April 1, 2023

$240,000

April 1, 2020

$205,000

April 1, 2024

$250,000

April 1, 2017

$315,000

April 1, 2027

$470,000

April 1, 2018

$330,000

April 1, 2028

$495,000

General Obligation Bonds, 2011

April 1, 2019

$345,000

April 1, 2029

$515,000

April 1, 2020

$355,000

April 1, 2030

$535,000

Issued: August 3, 2011

April 1, 2021

$365,000

April 1, 2031

$555,000

Amount of Issue: $10,700,000

April 1, 2022

$375,000

April 1, 2032

$580,000

April 1, 2023

$395,000

April 1, 2033

$605,000

April 1, 2024

$415,000

April 1, 2034

$630,000

April 1, 2025

$430,000

April 1, 2035

$660,000

April 1, 2026

$450,000

April 1, 2036

$690,000

Issued: December 30, 2008 Amount of Issue: $2,700,000 Remaining Principal Outstanding as of July 1, 2016: $1,690,000 Interest Rate: 4.3%

Remaining Principal Outstanding as of July 1, 2016: $9,510,000

Rock Hill Fire Station 173

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Debt Service General Obligation Bond Debt Schedules (Continued)

General Obligation Bonds, 2013A Issued: June 27, 2013 Amount of Issue: $1,800,000 Remaining Principal Outstanding as of July 1, 2016: $1,590,000

April 1, 2017

$70,000

April 1, 2026

$95,000

April 1, 2018

$70,000

April 1, 2027

$100,000

April 1, 2019

$75,000

April 1, 2028

$100,000

April 1, 2020

$75,000

April 1, 2029

$105,000

April 1, 2021

$80,000

April 1, 2030

$110,000

April 1, 2022

$85,000

April 1, 2031

$115,000

April 1, 2023

$85,000

April 1, 2032

$120,000

April 1, 2024

$90,000

April 1, 2033

$125,000

April 1, 2025

$90,000

Law Center Expansion

General Obligation Bonds, 2013B

April 1, 2017

$415,000

April 1, 2021

$340,000

Issued: June 27, 2013

April 1, 2018

$460,000

April 1, 2022

$385,000

Amount of Issue: $3,935,000

April 1, 2019

$355,000

April 1, 2023

$375,000

April 1, 2020

$350,000

Remaining Principal Outstanding as of July 1, 2016: $2,680,000

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

174

Debt Service Tax Increment Financing BondsTaxes generated from the construction of businesses in these areas are being used to retire the debt on these bonds. To the extent that debt service requirements on the bonds exceed the incremental property taxes revenues, utility net revenues are pledged. Currently, Rock Hill has three Tax Increment Bond areas: Downtown, Textile Corridor, and Red River. The debt service requirements for these three tax increment districts will be met through the construction of businesses and utilities generated by those businesses. The debt service payments for each TIF bond are due at different times throughout the year. Highlights of outstanding Tax Increment Bonds:      

Series 2012A, outstanding principal of $2,525,000. Series 2013A, outstanding principal of $6,315,000. Series 2013B, outstanding principal of $3,200,000. Series 2014, outstanding principal of $2,905,000. Series 2015, outstanding principal of $8,356,000. Series 2015B, outstanding principal of $7,021,000.

The 2013A and 2013B Tax Increment Financed Bonds were issued for the building of Fountain Park and the associated parking deck in the heart of Downtown Rock Hill. The Series 2014 was a refinancing of the 2011A Textile TIF and the Series 2015 was a refinancing of the 2009 Red River TIF, both which were done in order to take advantage of lower interest rates. The 2015B Tax Increment Financed Bonds were issued to construct major roads in the next phase of the Riverwalk Development.

Tax Increment Principal Debt Service Requirements

Principal Debt Service Requirements

$2,500,000

$2,000,000

$1,500,000

$1,000,000

$500,000

Fiscal Year

175

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Debt Service Downtown/Textile Corridor TIF Districts

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

176

Debt Service TIF Debt Schedules—Downtown/Textile Corridor

Tax Increment Bonds, Series 2012 (Textile Corridor)

May 1, 2017

$145,000

May 1, 2024

$205,000

May 1, 2018

$150,000

May 1, 2025

$215,000

Issued: May 18, 2012

May 1, 2019

$160,000

May 1, 2026

$220,000

May 1, 2020

$165,000

May 1, 2027

$230,000

May 1, 2021

$170,000

May 1, 2028

$240,000

May 1, 2022

$180,000

May 1, 2029

$245,000

May 1, 2023

$200,000

Amount of Issue: $3,035,000 Remaining Principal Outstanding as of July 1, 2016: $2,525,000 Interest Rate: 3.62-4.42%

Tax Increment Bonds, Catawba Regional Brownfields #1

September 30, 2016

Issued: July 2, 2013

September 30, 2017

Amount of Issue: $455,000

March 30, 2017

March 30, 2018

$22,911

March 30, 2019

$23,490

$23,026 September 30, 2019

$23,607

$23,141

March 30, 2020

$23,725

$23,257 September 30, 2020

$23,844

September 30, 2018

$23,373

Tax Increment Bonds, Catawba Regional Brownfields #2

December 27, 2016

$17,536

June 27, 2019

$17,979

June 27, 2017

$17,624

December 27, 2019

$18,069

Issued: July 2, 2013

December 27, 2017

$17,712

June 27, 2020

$18,160

June 27, 2018

$17,801

December 27, 2020

$18,250

December 27, 2018

$17,890

June 27, 2021

$18,342

Remaining Principal Outstanding as of July 1, 2016: $210,374 Interest Rate: 1.00%

Amount of Issue: $350,000 Remaining Principal Outstanding as of July 1, 2016: $179,363 Interest Rate: 1.00%

177

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Debt Service TIF Debt Schedules—Downtown/Textile Corridor (Continued)

April 1, 2018

$80,000

April 1, 2029

$300,000

April 1, 2019

$95,000

April 1, 2030

$325,000

Tax Increment Bonds, Series 2013A

April 1, 2020

$110,000

April 1, 2031

$350,000

April 1, 2021

$125,000

April 1, 2032

$400,000

Issued: July 2, 2013

April 1, 2022

$155,000

April 1, 2033

$425,000

Amount of Issue: $6,315,000

April 1, 2023

$160,000

April 1, 2034

$450,000

April 1, 2024

$180,000

April 1, 2035

$490,000

April 1, 2025

$200,000

April 1, 2036

$520,000

April 1, 2026

$215,000

April 1, 2037

$585,000

April 1, 2027

$260,000

April 1, 2038

$620,000

April 1, 2028

$270,000

April 1, 2017

105,000

April 1, 2028

140,000

April 1, 2018

75,000

April 1, 2029

145,000

April 1, 2019

80,000

April 1, 2030

155,000

April 1, 2020

85,000

April 1, 2031

165,000

April 1, 2021

90,000

April 1, 2032

175,000

April 1, 2022

95,000

April 1, 2033

185,000

April 1, 2023

105,000

April 1, 2034

200,000

Remaining Principal Outstanding as of July 1, 2016: $3,200,000

April 1, 2024

110,000

April 1, 2035

210,000

April 1, 2025

115,000

April 1, 2036

225,000

Interest Rate: 6.13%

April 1, 2026

125,000

April 1, 2037

235,000

April 1, 2027

130,000

April 1, 2038

250,000

Tax Increment Bonds, Series 2014

May 1, 2017

$180,000

May 1, 2024

$225,000

May 1, 2018

$190,000

May 1, 2025

$235,000

Issued: May 1, 2014

May 1, 2019

$190,000

May 1, 2026

$245,000

May 1, 2020

$200,000

May 1, 2027

$260,000

May 1, 2021

$205,000

May 1, 2028

$265,000

May 1, 2022

$215,000

May 1, 2029

$275,000

May 1, 2023

$220,000

Remaining Principal Outstanding as of July 1, 2016: $6,315,000 Interest Rate: 4.89%

Tax Increment Bonds, Series 2013B Issued: July 2, 2013 Amount of Issue: $3,360,000

Amount of Issue: $3,250,000 Remaining Principal Outstanding as of July 1, 2016: $2,905,000 Interest Rate: 3.04%

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

178

Debt Service TIF Debt Schedules—Red River

179

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Debt Service TIF Debt Schedules—Red River

Tax Increment Bonds, Series 2015 (Red River)

May 1, 2017

$544,000

May 1, 2024

$657,000

May 1, 2018

$559,000

May 1, 2025

$675,000

Issued: May 1, 2015

May 1, 2019

$574,000

May 1, 2026

$693,000

May 1, 2020

$590,000

May 1, 2027

$712,000

May 1, 2021

$606,000

May 1, 2028

$732,000

May 1, 2022

$622,000

May 1, 2029

$752,000

May 1, 2023

$640,000

Amount of Issue: $8,885,000 Remaining Principal Outstanding as of July 1, 2016: $8,356,000 Interest Rate: 2.74%

Stormwater Improvements

Tax Increment Bonds, Series 2015B (Red River)

May 1, 2017

$397,000

May 1, 2024

$505,000

May 1, 2018

$411,000

May 1, 2025

$523,000

Issued: September 15, 2015

May 1, 2019

$426,000

May 1, 2026

$541,000

May 1, 2020

$441,000

May 1, 2027

$560,000

May 1, 2021

$456,000

May 1, 2028

$580,000

May 1, 2022

$472,000

May 1, 2029

$600,000

May 1, 2023

$488,000

May 1, 2030

$621,000

Amount of Issue: $7,500,000 Remaining Principal Outstanding as of July 1, 2016: $7,021,000 Interest Rate: 3.49%

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

180

Debt Service

Stormwater Bonds All Stormwater revenue bonds are payable from the net revenues of the City’s Stormwater system. The various bond indentures contain significant limitations and restrictions on annual debt service requirements and minimum revenue bond coverage. The City is in compliance with all such significant financial limitations and restrictions. Highlights of outstanding Stormwater Revenue Bonds consist of:  Series 2006 (April), outstanding principal of $3,015,514.  Series 2006 (July), outstanding principal of $1,627,381.  Series 2015 (April), outstanding principal of $3,998,038. As the City learns more about its Stormwater system, there is an increased need to tackle some of the larger stormwater issues. Therefore, the City is exploring financing options to fund some large future stormwater projects.

Stormwater Bonds General Obligation Principal Debt Service Requirements

Principal Debt Service Requirements

$700,000 $600,000 $500,000 $400,000

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

16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 32/33 33/34 34/35 35/36 36/37 37/38 38/39 39/40 40/41 41/42 42/43 43/44 44/45 45/46

Fiscal Year

181

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Debt Service Stormwater Debt Schedules Stormwater Bonds, April 2006

April 1, 2017

$272,026

April 1, 2022

$304,321

April 1, 2018

$278,199

April 1, 2023

$311,226

Amount of Issue: $5,310,559

April 1, 2019

$284,511

April 1, 2024

$318,288

Remaining Principal Outstanding as of July 1, 2016: $3,015,514

April 1, 2020

$290,967

April 1, 2025

$325,510

April 1, 2021

$297,569

April 1, 2026

$332,897

May 1, 2017

$142,807

May 1, 2023

$163,386

May 1, 2018

$146,048

May 1, 2024

$167,094

May 1, 2019

$149,362

May 1, 2025

$170,885

Amount of Issue: $2,850,000

May 1, 2020

$152,751

May 1, 2026

$174,763

Remaining Principal Outstanding as of July 1, 2016: $1,627,381

May 1, 2021

$156,217

August 1, 2026

$44,307

May 1, 2022

$159,761

Issued: April 1, 2006

Interest Rate: 3.2% then 2.25% - new rate issued November 15, 2011

Stormwater Bonds, July 2006 Issued: July 25, 2006

Interest Rate: 2.25%

Stormwater Improvements

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

182

Debt Service Stormwater Debt Schedules

February 1, 2017

$99,418

February 1, 2032

$134,099

February 1, 2018

$101,421

February 1, 2033

$136,802

Stormwater Bonds, April 2015

February 1, 2019

$103,465

February 1, 2034

$139,558

February 1, 2020

$105,549

February 1, 2035

$142,370

Issued: April 30, 2015

February 1, 2021

$107,676

February 1, 2036

$145,239

Amount of Issue: $4,022,585

February 1, 2022

$109,846

February 1, 2037

$148,166

Remaining Principal Outstanding as of July 1, 2016: $3,998,038

February 1, 2023

$112,059

February 1, 2038

$151,151

February 1, 2024

$114,317

February 1, 2039

$154,197

Interest Rate: 2.00%

February 1, 2025

$116,621

February 1, 2040

$157,304

February 1, 2026

$118,971

February 1, 2041

$160,474

February 1, 2027

$121,368

February 1, 2042

$163,708

February 1, 2028

$123,814

February 1, 2043

$167,006

February 1, 2029

$126,309

February 1, 2044

$170,372

February 1, 2030

$128,854

February 1, 2045

$173,805

February 1, 2031

$131,451

November 1,2045

$132,648

Stormwater Replacement on Allen Street 183

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Debt Service Hospitality Tax Bonds The Hospitality Tax is a fee imposed on the sale of prepared meals and beverages sold in establishments. These bonds are payable from the net revenues of the City’s Local Hospitality Tax. The various bond indentures contain significant limitations and restrictions on annual debt service requirements and minimum revenue bond coverage. The City is in compliance with all such significant financial limitations and restrictions. Highlights of outstanding Hospitality Tax Bonds consist of:    

Series 2013: BMX, outstanding principal of $5,020,000 Series 2013: Manchester Meadows, outstanding principal of $5,435,000 Series 2013: Glencairn Gardens, outstanding principal of $2,020,000 Series 2016: PRT capital projects, outstanding principal of $8,100,000

Hospitality Tax Revenue Bonds General Obligation Principal Debt Service Requirements

Principal Debt Service Requirements

$2,000,000 $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000

$800,000 $600,000 $400,000 $200,000 $0

Fiscal Year

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

184

Debt Service Hospitality Tax Revenue Bond Debt Schedules

Hospitality Tax Revenue Bonds, BMX Issued: April 18,2013 Amount of Issue: $5,615,000 Remaining Principal Outstanding as of July 1, 2016: $5,020,000 Interest Rate: 2-5%

April 1, 2017

$200,000

April 1, 2026

$300,000

April 1, 2018

$205,000

April 1, 2027

$315,000

April 1, 2019

$215,000

April 1, 2028

$330,000

April 1, 2020

$225,000

April 1, 2029

$350,000

April 1, 2021

$235,000

April 1, 2030

$365,000

April 1, 2022

$245,000

April 1, 2031

$385,000

April 1, 2023

$260,000

April 1, 2032

$405,000

April 1, 2024

$275,000

April 1, 2033

$425,000

April 1, 2025

$285,000

Novant Health BMX Supercross Track

185

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Debt Service Hospitality Tax Revenue Bond Debt Schedules

Hospitality Tax Revenue Bonds, Glencairn Gardens

April 1, 2017

$215,000

April 1, 2021

$255,000

Issued: April 18,2013

April 1, 2018

$225,000

April 1, 2022

$270,000

Amount of Issue: $2,650,000

April 1, 2019

$235,000

April 1, 2023

$280,000

Remaining Principal Outstanding as of July 1, 2016: $2,020,000

April 1, 2020

$245,000

April 1, 2024

$295,000

April 1, 2017

$505,000

April 1, 2022

$625,000

April 1, 2018

$525,000

April 1, 2023

$655,000

April 1, 2019

$545,000

April 1, 2024

$690,000

April 1, 2020

$565,000

April 1, 2025

$725,000

April 1, 2021

$600,000

April 1, 2017

$450,000

April 1, 2025

$550,000

Hospitality Tax Revenue Bonds, PRT capital projects

April 1, 2018

$480,000

April 1, 2026

$560,000

April 1, 2019

$485,000

April 1, 2027

$575,000

Issued: February 24, 2016

April 1, 2020

$495,000

April 1, 2028

$585,000

Amount of Issue: $8,100,000

April 1, 2021

$505,000

April 1, 2029

$595,000

Remaining Principal Outstanding as of July 1, 2016: $8,100,000

April 1, 2022

$520,000

April 1, 2030

$610,000

April 1, 2023

$530,000

April 1, 2031

$620,000

Interest Rate: 2.05%

April 1, 2024

$540,000

Interest Rate: 2-5%

Hospitality Tax Revenue Bonds, Manchester Meadows Issued: April 18,2013 Amount of Issue: $6,895,000 Remaining Principal Outstanding as of July 1, 2016: $5,435,000 Interest Rate: 2-5%

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

186

Debt Service New Market Recovery Bonds Used to finance the Velodrome. In year 8, the A-1 loan will be refinanced for the principal value of $3,780,000. Also in year 8, the B Principal of $1,200,000 will be forgiven. The A-2 loan will be interest only for the first eight years.

Youth Certification at the Giordana Velodrome Recovery Zone Designation Velodrome Loan A-1

Recovery Zone Designation Velodrome Loan A-2

Issued: August 2010

Amount of Issue: $3,780,000

Amount of Issue: $20,000

Remaining Principal Outstanding as of July 1, 2017: $3,780,000

Remaining Principal Outstanding as of July 1, 2017: $20,000

Principal payments deferred until after 2018. Interest payable semi-annually on the fifth of January and July.

Principal payments deferred until after 2018. Payoff in 2051. Interest payable semi-annually on the fifth of January and July.

Recovery Zone Designation Velodrome Loan B Issued: August 2010 Amount of Issue: $1,200,000 Remaining Principal Outstanding as of July 1, 2017: $1,200,000 Principal forgiven in 2018. Interest payable semiannually on the fifth of January and July.

187

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Debt Service Equipment Lease Purchase Each fiscal year, the City has entered into a larger lease-purchase agreement for several cars and trucks. This continues to be a favorable method of vehicle and equipment acquisition. This type of debt is incurred on an annual basis in order to maintain our fleet according to a replacement schedule. Typically, vehicles that are financed in this way are at least $30,000 and have an estimated useful life of at least three years. Recently, the City has refinanced some older lease purchase deals in order to take advantage of lower interest rates. City Council approved the execution of an Equipment Lease Purchase in mid-September; however, the bid is still outstanding and will not be included in this yearâ&#x20AC;&#x2122;s budget document.

Equipment Lease Purchase Principal Debt Service Requirements

Principal Debt Service Requirements

$6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

Fiscal Year

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

188

Debt Service Equipment Lease Purchase

Equipment Lease Purchase Agreement, 2010

February 1, 2017

$107,000 February 1, 2019

$49,000

Amount of Issue: $2,100,000

February 1, 2018

$49,000 February 1, 2020

$49,000

Remaining Principal Outstanding as of July 1, 2016: $254,000

Equipment Lease Purchase Agreement, 2011

February 1, 2017

$115,000

February 1, 2017

$586,200

Amount of Issue: $2,050,000 Remaining Principal Outstanding as of July 1, 2016: $115,000

Equipment Lease Purchase Agreement, 2012A Amount of Issue: $2,931,000 Remaining Principal Outstanding as of July 1, 2016: $586,200

A City Bulldozer & Dump Truck

189

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Debt Service Equipment Lease Purchase (Continued)

Equipment Lease Purchase Agreement, 2012B

February 1, 2017

$117,929 February 1, 2019

Amount of Issue: $825,500

February 1, 2018

$117,929

February 1, 2017

$122,100 February 1, 2020

$122,100

February 1, 2018

$122,100 February 1, 2021

$122,100

February 1, 2019

$122,100 February 1, 2022

$122,100

$117,926

Remaining Principal Outstanding as of July 1, 2016: $353,784

Equipment Lease Purchase Agreement, 2012C Amount of Issue: $1,221,000 Remaining Principal Outstanding as of July 1, 2016: $732,600

Equipment Lease Purchase Refinancing, 2013 Amount of Issue: $5,667,000 Remaining Principal Outstanding as of July 1, 2016: $1,825,000

February 1, 2017

$1,230,000

February 1, 2018

$595,000

February 1, 2017

$368,200

The 2013 Equipment Lease Purchase Refinancing includes:  2006 Suntrust WI-FI Equipment  2007 First Citizens Lease Purchase  2008A Suntrust AMI  2008B Suntrust Lease Purchase  2009 Suntrust Lease Purchase

Equipment Lease Purchase Agreement, 2013A Amount of Issue: $1,841,000

February 1, 2018

$368,200

Remaining Principal Outstanding as of July 1, 2016: $736,400

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

190

Debt Service Equipment Lease Purchase (Continued)

Equipment Lease Purchase Agreement, 2013B

February 1, 2017

$177,700 February 1, 2019

$177,700

Amount of Issue: $1,244,000

February 1, 2018

$177,700 February 1, 2020

$177,800

February 1, 2017

$825,296 February 1, 2021

$401,704

February 1, 2018

$825,296 February 1, 2022

$241,704

Amount of Issue: $5,655,000

February 1, 2019

$825,296 February 1, 2023

$241,704

Remaining Principal Outstanding as of July 1, 2016: $4,004,408

February 1, 2020

$401,704 February 1, 2024

$241,704

Remaining Principal Outstanding as of July 1, 2016: $710,900

Equipment Lease Purchase Agreement, 2014

February 1, 2017

$695,915 February 1, 2022

$286,847

Equipment Lease Purchase Agreement, 2015

February 1, 2018

$695,915 February 1, 2023

$112,244

Amount of Issue: $4,390,000

February 1, 2019

$695,915 February 1, 2024

$112,244

February 1, 2020

$695,915 February 1, 2025

$112,244

February 1, 2021

$286,847

Remaining Principal Outstanding as of July 1, 2016: $3,694,086

February 1, 2017

$462,883 February 1, 2022

$503,578

Equipment Lease Purchase Agreement, 2016

February 1, 2018

$468,527 February 1, 2023

$512,743

Amount of Issue: $5,000,000

February 1, 2019

$477,054 February 1, 2024

$522,075

February 1, 2020

$485,736 February 1, 2025

$531,577

February 1, 2021

$494,577 February 1, 2026

$541,251

Remaining Principal Outstanding as of July 1, 2016: $5,000,000

191

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Debt Service

FISCAL YEAR 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 32/33 33/34 34/35 35/36 36/37 37/38 38/39 39/40 40/41 41/42 42/43 43/44 44/45 45/46 TOTAL

General Fund Enterprise Fund Other Debt Total

PRINCIPAL $17,058,843 $15,377,182 $13,949,046 $13,134,611 $11,882,917 $11,806,954 $11,592,942 $11,336,880 $10,947,404 $9,791,819 $8,625,046 $8,953,745 $8,970,719 $6,935,230 $6,980,818 $7,798,520 $8,112,144 $5,866,082 $3,862,382 $3,963,751 $3,227,492 $3,380,536 $2,617,985 $1,831,118 $1,009,314 $597,575 $168,401 $171,794 $175,256 $59,175 $225,702,153

INTEREST $8,236,621 $7,778,198 $7,074,332 $6,600,008 $6,144,584 $5,756,612 $5,324,758 $4,881,887 $4,467,950 $4,063,661 $3,695,586 $3,350,277 $3,002,177 $2,654,846 $2,366,758 $2,066,587 $1,718,654 $1,354,870 $1,084,349 $884,725 $679,232 $497,192 $305,781 $159,127 $68,022 $30,861 $10,235 $6,841 $3,380 $370 $92,445,855

Fiscal Year 2016 Principal Interest $ 975,000 $ 588,223 $8,453,525 $5,185,711 $7,630,318 $2,462,687 $17,058,843 $8,236,621

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

TOTAL $25,295,464 $23,155,380 $21,023,378 $19,734,619 $18,027,501 $17,563,566 $16,917,700 $16,218,767 $15,415,355 $13,855,480 $12,320,632 $12,304,022 $11,972,896 $9,590,075 $9,347,575 $9,865,107 $9,830,798 $7,220,951 $4,946,731 $4,848,476 $3,906,724 $3,877,729 $2,923,766 $1,990,245 $1,077,336 $628,436 $178,636 $178,636 $178,636 $59,545 $318,148,008

Fiscal Year 2017 Principal Interest $1,045,000 $ 558,280 $7,930,605 $4,918,908 $6,401,577 $2,301,010 $15,377,182 $7,778,198

192

Capital Summary Fiscal Year 2017 Capital Improvement Projects

Fiscal Year 2018 Capital Improvement Projects

The direct impact of capital improvements on the Fiscal Year 2017 budget is $17,967,208 in the operating budget. This figure includes pay-go capital projects, lease payments, utility infrastructure, computer infrastructure, etc. For Fiscal Year 2017, there are significant routine and non-routine capital expenditures that will have an additional impact on the operating budget beyond the direct cost, including a $94 million combined utility revenue bond that will be issued in the fall to fund major improvements to the electric system and the expansion of both the water and wastewater plants. Fiscal Year 2017 includes capital highlights such as:

The direct impact of capital improvements on the Fiscal Year 2018 budget is $20,803,287 in the operating budget. This figure includes PAY-go capital projects, lease payments, utility infrastructure, computer infrastructure, etc. Although the year two budget is not approved, it does allow the City to be proactive in funding its needs, including capital. There are significant routine and non-routine capital expenditures that will have an additional impact on the operating budget beyond the direct cost. Fiscal Year 2018 includes capital highlights such as:

     

Building Maintenance—$277,500 India Hook/Celanese CMAQ Project—$300,000 Stormwater Infrastructure Improvements— $786,158 Delivery 9 Substation—$3,500,000 Water Infrastructure Improvements—$1,812,916 Wastewater Plant Expansion Design & Engineering—$7,000,000

      

Quiet Zone Construction—$300,000 Building Maintenance—$402,500 India Hook/Celanese CMAQ Projects—$500,000 Stormwater Infrastructure Improvements— $816,783 Electric Infrastructure Improvements—$1,816,453 Water Distribution System Improvements— $1,405,212 Wastewater Replacement and Relocation— $4,118,460

Breakdown of City Expenses 100%

90% 80%

5.5%

6.1%

8.0%

8.8%

4.8%

Non-Operating Expense

70%

Capital Expense Operating Expense

60%

Personnel Expense

50% 40% 30% 20%

10% 0% FY2014

FY2015

FY2016

FY2017

FY2018

FY2014 and FY2015 are actual expenses. FY2016, FY2017, FY2018 are budgeted expenses.

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

193

Capital Improvement Plan Enterprise Funds Rate Plan Past Rate Increases In the 2000’s, the City began proactively planning for future plant expansions for water and wastewater treatment. Originally, the plant expansions were planned for Fiscal Year 2013. Knowing that the plant expansions would be very expensive, the City created a plan in order to have small, incremental rate increases over many years. These increases were designed to avoid rate shock to our customers by raising the necessary funding to pay the ultimate debt service over time. Over the course of time, however, the projected date for the large bond issuance for water and wastewater plant expansions slipped. This was due to a number of reasons. One of the biggest factors was weak revenue growth. Growth in electric revenues was hampered by yearly purchased power increases (upwards of 6.7% in the last few years). Additionally, water revenues began declining due to a mentality shift in water consumption. For three years, from 2007 to 2010, the City was in a drought, and the citizens learned conservation techniques. Equally, wastewater growth was very mild. The plant expansions were also delayed due to a greater cost, which included unexpected inflation. Additional state and federal regulations also increased the cost. Estimated costs for expansion of our facilities, all improvements needed to manage the anticipated demand on our system due to growth, continued to climb, making a different approach to funding necessary. During 2015, a consultant was hired to complete a rate study which provided a proposal on how to best accommodate the needs of the system in a way that was equitable to our customers. Proposed Rate Increases In preparing for future debt service, City leaders wanted to ensure there was a reasonable plan for generating more revenue. The schedule included on the next page shows rate increase proposals in order to fund future debt service. In Fiscal Year 2017 alone, the combined utility system will issue $94 million in new debt to expand our electric, water and wastewater facilities, with an anticipated total of $340 million going towards expansion over the next ten years ($22 million—electric, $62 million—water, $256 million—wastewater). Beginning in Fiscal Year 2017, a water and wastewater rate restructure initially decreases the water base charge and implements tiers based on consumption to reflect industry standards. A wastewater base decrease with an increase to the volumetric charge is also implemented. Combining higher rates for higher consumption with increases to impact fees for new development, the approach puts more of the cost of expanding the system on those responsible for the growth of the system. The combined base and volumetric charge for water actually resulted in a 3.96% decrease for the average residential customer in FY 2017. Currently, the combined base and volumetric increase for water is projected at 8.79% in FY 2018, 5.91% in FY 2019, 7.35% in FY 2020 and 2.17% in FY 2022. The combined base and volumetric charge for wastewater is 1.85% in FY 2017 but is projected at 3% each year through FY 2024. The FY 2017 budget includes a 1.5% electric rate increase to cover electric system capital improvements; however, future budgets only include projected wholesale power rate increases, which range from 1% to 2.5% each year. Future Debt Service Proposed FY2017 Bond $62m (WTP Expansion + special projects + line extensions ) ^ Proposed FY2017 Bond $10m (WWTP Upgrade) ^ + Proposed FY2017 Bond $22m (Electric Projects) *** Proposed FY2017 Bond $10m (AMI) **** Proposed FY2019 Bond $57m (WWTP Upgrade) ^ Proposed FY2021 Bond $57m (WWTP Upgrade) ^

$ $ $ $ $ $

FY2017 -

Proposed FY2023 Bond $57m (WWTP Upgrade) ^

FY2022 $

$ $ $ $ $ $

FY2018 210,741 1,102,807 -

FY2023 1,684,298 $

$ $ $ $ $ $

FY2019 2,643,100 578,281 953,050 1,102,807 1,615,603 -

FY2024 3,380,738 $

$ $ $ $ $ $

FY2020 2,643,100 576,781 1,193,150 1,102,807 3,424,691 -

FY2025 3,382,238 $

$ $ $ $ $ $

FY2021 3,218,350 574,231 1,421,000 1,102,807 3,263,661 446,417

FY2026 3,378,563

**** Equipment Lease - AMI - 10 years @ 1.82% + FY16 BAN is rolled into this bond ^ Revenue Bonds 30 years @ 3.4% *** Revenue Bonds - Electric - 19 years @ blended rate of 3.4%

194

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Capital Improvement Plan Enterprise Funds Rate Plan Proposed Rate Increases FY2017-2021 Sources All Electric Revenues All Water Revenues All Wastewater Revenues AMI Adjustment Time of Use Pricing Base Sources Total Proposed Water Rate Decrease (-$0.77 in FY17 - average residential monthly impact) # Proposed Water Rate Increase ($1.64 in FY18- average residential monthly impact) # Proposed Water Rate Increase ($1.20 in FY19- average residential monthly impact) # Proposed Water Rate Increase ($1.58 in FY20- average residential monthly impact) # Proposed Water Rate Increase ($0.50 in FY22- average residential monthly impact) # Proposed Wastewater Rate Increase ($0.73 in FY17- average residential monthly impact) # Proposed Wastewater Rate Increase ($1.20 in FY18- average residential monthly impact) # Proposed Wastewater Rate Increase ($1.25 in FY19- average residential monthly impact) # Proposed Wastewater Rate Increase ($1.29 in FY20- average residential monthly impact) # Proposed Wastewater Rate Increase ($1.29 in FY21- average residential monthly impact) # Proposed Wastewater Rate Increase ($1.38 in FY22- average residential monthly impact) # Proposed Wastewater Rate Increase ($1.41 in FY23- average residential monthly impact) # Proposed Wastewater Rate Increase ($1.41 in FY24- average residential monthly impact) # Proposed Electric Rate Increase (1.5% in FY17- average residential est. monthly impact $1.93) @ Proposed Electric Rate Increase (.25% in FY18- average residential est. monthly impact $0.33) Proposed Rate Increase Total TOTAL SOURCES with Proposed Rate Increases Uses Personnel Additional Personnel Costs (Water & Sewer Expansions) Operating Additional Operating Costs (Water & Sewer Expansions) Purchased Power Operating Transfers PAYgo Projects Budgeted Additional Available for PAYgo Operating Contingency Capital Reserve Other Capital (Equip, including ITS & Project Mgmt) Other Non-Operating G&A Transfer All Existing Debt Impact Fees AMI Savings AMI Project Contingencies AMI Annual Maintenance Base Uses Total Proposed FY2016 BAN $5m (Design Wastewater Plant and Flow Equalization) Proposed FY2016 Bond $5m (AMI) **** Proposed FY2017 Bond $10m (AMI) **** Proposed FY2017 Bond $62m (WTP Expansion + special projects + line extensions ) ^ Proposed FY2017 Bond $10m (WWTP Upgrade) ^ + Proposed FY2017 Bond $22m (Electric Projects) *** Proposed FY2019 Bond $57m (WWTP Upgrade) ^ Proposed FY2021 Bond $57m (WWTP Upgrade) ^ Proposed FY2023 Bond $57m (WWTP Upgrade) ^ New Uses Total

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

FY2017 111,031,069 15,056,805 20,850,757 542,493 150,000 147,631,124 417,043 1,387,907 1,693,113 3,498,062 151,129,186 FY2017 13,059,237 17,055,099 85,651,538 7,447,795 8,624,671 107 1,454,410 3,834,489 13,629,945 (655,000) (112,600) 350,000 200,000 150,539,691 38,393 551,102 589,495

TOTAL USES

151,129,186 $

158,125,194 $

163,487,388 $

171,355,369 $

178,323,083

SOURCES LESS USES

0 $

(0) $

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

FY2018 115,741,640 15,277,870 21,221,100 2,169,970 153,750 154,564,330 1,821,010 1,449,390 290,465 3,560,865 158,125,195 FY2018 13,103,218 353,100 17,305,152 500,000 86,542,053 8,021,188 9,258,325 2,355,796 911,168 1,434,200 3,911,179 13,317,865 (827,500) (225,199) 100,000 200,000 156,260,545 551,102 1,102,807 210,741 1,864,649

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

FY2019 118,181,474 17,100,160 22,673,450 2,169,970 157,594 160,282,648 1,661,570 1,543,170 3,204,740 163,487,388 FY2019 13,496,315 722,173 17,737,781 1,437,570 88,805,993 7,981,916 6,779,094 1,043,626 1,499,979 1,477,226 4,028,514 12,064,087 (1,000,000) (230,829) 200,000 156,043,445 551,102 1,102,807 2,643,100 578,281 953,050 1,615,603 7,443,943

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

FY2020 122,473,825 18,763,010 24,219,680 2,169,970 161,534 167,788,019 1,881,790 1,685,560 3,567,350 171,355,369 FY2020 13,936,204 1,079,298 18,181,225 1,460,010 92,031,427 8,354,360 7,500,000 1,252,533 1,382,331 1,521,543 4,149,370 12,072,038 (1,020,000) (236,600) 200,000 161,863,738 551,102 1,102,807 2,643,100 576,781 1,193,150 3,424,691 9,491,631

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

FY2021 127,544,241 21,100,460 25,908,400 2,169,970 165,572 176,888,643 1,434,440 1,434,440 178,323,083 FY2021 14,354,290 1,166,294 18,635,756 1,087,010 95,841,528 8,614,889 8,000,000 2,972,536 1,672,704 1,567,189 4,273,851 10,642,384 (1,040,400) (242,515) 200,000 167,745,515 551,102 1,102,807 3,218,350 574,231 1,421,000 3,263,661 446,417 10,577,568

The City will continue to monitor growth, revenue, and capital projections in a way that best prepares our community for needed improvements. The subsequent pages specifically outline existing bonds and the projects associated with them, as well as the upcoming pay-as-you-go projects for electric, water, and wastewater funds.

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Capital Improvement Plan

CAPITAL IMPROVEMENT PLAN Fiscal Year 2017-2021 196

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Capital Improvement Plan Capital Improvement Plan City of Rock Hill The Capital Improvement Plan (CIP) is the City’s comprehensive multi-year plan for the development of the City’s capital facilities, infrastructure and improvements. The City defines a capital item as all vehicles, improvements and projects with a total cost of more than $100,000 over the life of the project. This document outlines those items classified by this definition that are expected over the next five years, between Fiscal Year 2017 (FY2017) and Fiscal Year 2021 (FY2021). The purpose of the plan is to ensure that capital improvements will be made when and where they are needed, and that the City will have the funds to pay for and maintain them. Each year, projects are reviewed for need, cost and priority. Although the plan does not appropriate financial resources, it does give our leaders relevant information to make informed decisions on acceptance and priority of these requests. It is important to note that this document is ever changing as priorities shift, unexpected circumstances arise and new technologies are developed, the City must adapt the capital plan to provide the Quality our citizens expect. The first year of the CIP is the only year that is budgeted. The remaining four years are for planning purposes and funding is not guaranteed to occur in the year planned.

Development of the Plan The development of the Capital Plan is driven by two key study plans conducted within the City, the Comprehensive Plan and the Strategic Plan. The City currently operates using a plan titled Focus 2020 as its guide. The Comprehensive Plan for the City of Rock Hill is the long-range, visionary document outlining the future vision for Rock Hill. It includes an evaluation of trends and existing conditions, defines community strengths and challenges, and provides recommendations to address those challenges. Decision-makers consider the plan when developing department-specific goals and tasks for the Strategic Plan and when finalizing the Capital Improvement Plan and annual budget. The Planning Commission evaluates the consistency of development proposals against the plan. All local governments are required to develop a Comprehensive Plan and must review the plan at least every five years and update it at least every ten. Focus 2020 is the working Comprehensive Plan for the City of Rock Hill. It includes a summary of existing conditions and background information by element, but focuses on documenting the core challenges facing the City, offering recommendations to help address the core challenges, and illustrating how addressing the core challenges helps reinforce the City's core values. The core values and core challenges provide high-level guidance to decision makers when making decisions related to growth and development, public facility investment, land use regulation, economic development initiatives, and the annual budget. It is these core values that are key to developing those initiatives found in the City’s Strategic Plan. The City’s Strategic Plan is an active document, referred to daily by staff at all levels of the organization, and at the heart of each day’s work. It serves as a roadmap to guide us from vision to reality. The City has utilized strategic planning as the primary method to align resources with predetermined initiatives. The current strategic plan, FY16-18 Strategic Plan is the City’s 5th version.

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Capital Improvement Plan The City’s strategic plan is updated every three years. A number of important steps are undertaken to ensure the plan fairly represents the concerns of our stakeholders. The first step in developing the new strategic plan is to administer a citizens’ survey. The citizens’ survey is conducted by an independent, third party in which residents are randomly selected to provide ratings regarding everything from service delivery to support for specific projects. The third party also completes focus groups that provide the City a greater understanding of resident perceptions and opinions. Following the citizen input, the City sends a survey to local business owners. This internally created and facilitated survey seeks to identify businesses’ opinions and perceptions. From this survey the City gains insight into concerns that businesses have in relation to public services and regulation. Additionally, we survey our employees to gauge their opinions about topics like customer service, safety, and communications. Employee support of the City’s strategic plan is vital to the success of our future goals. The combined input of these key stakeholders provides the basis for our strategic plan. Since the Strategic Plan is a living document, the City is committed to providing continuing updates on our progress in biannual reports. The Comprehensive Plan and Strategic Plan guide the formation not only of the capital plan, but also the budget and all work programs. Based on these documents, decisions are made on allocation of current and future resources and financing mechanisms to achieve these goals in the most efficient and effective means possible.

Impact of the CIP on the Operating Budget The City’s operating budget is directly affected by the CIP. Many of the new capital improvements result in ongoing expenses for routine operation, repair and maintenance upon completion or acquisition. Additionally, there are some capital projects that may result in a positive impact on operating revenue. By identifying these impacts, funds may be allocated to operations or improvements in other projects. Operating impacts are carefully considered in deciding which projects move forward and the timing of such because of budgetary implications. For this reason, projects typically are staggered over time. Also, please note that because of capital projects in the CIP are valued at $100,000, some operating budget capital items with values under $100,000 will not show on the CIP schedule but may be included in the capital expense line item of the Operating Budget.

Classification of Improvements This report classifies capital projects/purchases as either routine or significant. Those classified as significant will include a description of the project along with its financial impact on the Operating Budget. Routine items are those that are expected to occur as part of normal business with a cost of less than $500,000. Unless noted as significant, projects are considered routine. For those projects noted as significant projects, these are projects with a total cost of more than $500,000 over the life of the project. Also, generally, significant projects are also considered non-routine as their life span is typically longer than one year. All vehicles are considered routine projects due to the fact that their useful life is on a planned schedule, which is typically between 2 and 10 years.

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City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Capital Improvement Plan Distribution of Capital Improvements The City is currently considering capital projects and equipment totaling $325.7 million over the next five fiscal years with $289.1 million being capital projects and $36.6 allocated for equipment. Below is a summary of the fund allocations by department for capital projects.

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Capital Improvement Plan The information below is a summary of the projected distribution of capital equipment investment by department.

200

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Capital Improvement Plan Funding Plan The current plan identifies 23 funding sources including revenue from the General Fund, each Enterprise Fund, bonds, and leases, as well as sources outside the City budgeted revenues. Below is a chart showing the compilation of those sources. All sources representing less than one percent of the total are combined into ―Other‖. Approximately 5.4% of proposed projects are currently lacking a definitive funding mechanism.

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Capital Improvement Plan PUBLIC SAFETY Fire Department Capital Projects

FY2017

FY2018

FY2020

Station 7 Land Acquisition

Station 7 Engineering and Construction

Station 7 Pumper Engine

Station 7 Ladder Truck

Station 7 Other Equipment Needs

Station 8 Land acquisition

Total Captial Project Cost

Capital Equipment

2,322,000 $

FY2019

Burn Building & Training Tower Renovation

2,322,000 $ FY2017

FY2018

Total

700,000

2,660,000 $

2,660,000

650,000 $

650,000

950,000 $

950,000

150,000 $

150,000

700,000 $

700,000

2,660,000 $

1,750,000 $

700,000 $

8,132,000

FY2019

FY2020

700,000

700,000 $

FY2021

2,322,000

Total

Replacement Engine Vehicle 168

650,000 $

650,000

Replacement Engine Vehicle 238

650,000 $

650,000

Replacement Engine Vehicle 169

650,000 $

650,000

SCBA Replacement

650,000 $

650,000

Lifepak 15 Replacement

361,500 $

361,500

Radio Replacement

818,100 $

818,100

1,011,500 $

1,468,100 $

3,779,600

2,280,000

Total Capital Equipment Cost

Funds Sources

1,300,000 $ FY2017

FY2018

FY2019

FY2020

Impact Fees

General Fund

Future GO Bonds

2,322,000 $

Future Equipment Lease

1,300,000 $

1,011,500 $

1,468,100

3,622,000 $

1,711,500 $

4,128,100 $

Total Funding

540,000

560,000 $

160,000

2,100,000 $

FY2021

580,000 $ -

1,170,000 1,750,000 $

600,000

Total

100,000 $

260,000

5,592,000

3,779,600

700,000 $ 11,911,600

Significant Projects Burn Building & Training Tower Renovation: This project is in preparation of the City’s assumption of operations at the facility that had been owned by the City, but operated by York County. In order to effectively operate this facility as a sole source training facility for the City’s Fire Department, a major renovation of the Training Tower is needed and demolition and reconstruction of a burn building that fully incorporates characteristics of current architecture technologies for effective training scenarios is needed to insure that the department maintains its current ISO 1 rating. Construction and Operation of Station 7: This project is in response to geographic and population growth of the City. By strategically locating each existing and future Fire Stations, the City is most effectively able to serve current and future citizens with fire and emergency response needs. The final location of this station will be determined based upon household growth and historical fire response geographic information.

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Capital Improvement Plan Fire Department

Annual Operating Impact Annual Operating Impact

FY2017

FY2018

FY2019

FY2020

FY2021

Total

Debt Service

200,000 $

434,300 $

537,300 $

1,371,600

Lease Payments

140,430 $

215,860 $

386,190 $

1,128,670

Fire Training Center Operations

75,466 $

301,864

865,973 $

865,973

895,956 $

1,864,929 $

5,533,036

Station 7 Operations

Total Operating Impact

415,896 $

491,326 $

Operational Components Fire Training Center: Operations expenses for the fire training center will consist of costs of utilities, maintenance and landscaping. These expenditures will be paid from the General Fund. Station 7 Operations: Operations expenses at Station 7 are 97% (approximately $841,850) personnel related. Other operational expenses include utilities, maintenance, supplies, uniforms, certifications, and landscaping. All of these expenditures will be paid from the General Fund.

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Capital Improvement Plan Police Department Capital Equipment

FY2017

Package Purchase - 155 body worn cameras, 125 mobile video systems, 155 tasers, RMS Integration, $ 21 Tazer X2s, unlimited cloud-based video storage

FY2018 -

500,000 $

1,705,996 $

Command Post Replacement

400,000 $

Funds Sources

FY2017

Equipment Lease

Total Funding

FY2020

400,000 $

Apex Radio Replacement for Obsolescence

Total Capital Equipment Cost

FY2019

FY2018

400,000 $

Total

1,205,996 $

FY2019 -

FY2021

FY2020

$400,000 $1,205,996

$500,000 $2,105,996

FY2021

Total

1,705,996 $

2,105,996

1,705,996 $

2,105,996

Significant Projects Body Worn Cameras, Mobile Video Systems, Tasers, etc. – While the City Police Department has had mobile video

systems and tasers at their disposal for some time, recent State legislation regarding body cameras and the significant role this tool will play in assuring citizens of the quality of services the department provides to citizens makes this project a priority that the City feels cannot afford to wait for full State funding. The department will also see financial benefit by purchasing new mobile video equipment and tasers simultaneously with the body cameras. Additionally, the implementation of body cameras as part of routine police work will require approximately $250,000 in operating expenditures annually to securely store the collected data. Apex Radio Replacement for Obsolescence – This project is to replace the complete public safety radio system within the City. Listed on this page is the portion attributable to the Police Department. The system currently being used was purchased in 2006. The manufacturer will no longer offer support for maintenance and replacement parts in 2019. This project will be funded by a capital equipment lease.

Annual Operating Impact Annual Operating Impact Body Camera Data Storage Equipment Lease

Total Annual Operating Impact

204

FY2017 $

FY2018 -

FY2019

FY2020

FY2021

Total

250,000 $

250,000 $ 1,000,000

55,000 $

159,000 $

55,000 $

305,000 $

409,000 $

409,000 $ 1,587,000

587,000

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Capital Improvement Plan PUBLIC SERVICES Parks, Recreation and Tourism Department Capital Projects

FY2017

FY2018

FY2019

FY2020

FY2021

Total

Cherry Park Al ternate Exit

100,000

600,000

700,000

Cherry Park Improvements (Infras tructure)

250,000

750,000

1,000,000

Cherry Park Improvements (Softball Lighting)

375,000

Cherry Park Multipurpos e Field Conces s ions /Res trooms

400,000

Cherry Park Picnic/Playground Res trooms

300,000

Cherry Park Signage

100,000

Cherry Park Scoreboards , Lightning Detection and PA Sys tem

125,000

Criterium Cours e

300,000

Criterium RV Parking

1,750,000

Hargett Park - Athletic Field (drainage & fencing)

100,000

800,000

Parking Lot Expans ion (Edgemont)

150,000

River Park Canoe/Kayak Launch

250,000

Riverwalk Trail Was hrooms /Parking

525,000

Trails & Greenways Sys tem

150,000

750,000

Velodrome Bleachers

450,000

700,000

150,000 -

Future Regional Park (South RH)

150,000

$ $

150,000

3,000,000

450,000

3,000,000 1,600,000

Future Regional Park (India Hook)

1,600,000

Cyclocros s

1,500,000

3,250,000

Total Capital Project Cost

Funds Sources

5,325,000

FY2017

2,200,000

FY2018

3,150,000 FY2019

FY2020

5,175,000

2,050,000

Hos pitality Tax

150,000

3,000,000

3,100,000

3,150,000

3,250,000

Total Funding

5,325,000

2,200,000

150,000

Total $

$ $

150,000 150,000

1,500,000 $14,075,000

FY2021

2016 Hos pitality Tax Bond Unfunded

7,225,000

750,000

6,100,000

$ 14,075,000

Significant Projects Cherrry Park Various Upgrade Projects: These projects totaling $3,000,000 are to do significant upgrades to Cherry Park, the cornerstone to the City’s park system, built in 1985. These upgrades, in addition to the Hargett Park Athletic Field Improvements will ensure that the park remains home to many national, regional, state and local baseball and softball tournaments. Criterium Course and Parking: The new facility will complement the current cycling facilities at Riverwalk including 7 miles of single track mountain bike trails, the Giordana Velodrome and the Novant Health BMX Supercross Track. Upon its completion, work on Riverwalk’s final cycling venue — a Cyclocross Course that challenges both cycling and running skills via off-road obstacles — will commence. With the five USA Cycling disciplines offered in one location, Riverwalk’s mix of competitive venues will continue to draw cyclists from around the world.

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Capital Improvement Plan Parks, Recreation and Tourism Department River Park Canoe/Kayak Launch and Riverwalk Trail Washrooms/Parking: To further enhance the attraction to Rock Hill’s Sports Tourism Community, the addition of these facilities will connect the City’s two Catawba River front facilities and offer attendees more access and comfort during their visit. Trails and Greenway: This will be to extend the existing trail system within the City of Rock Hill, connecting to the regional trail system. Future Regional Park (South Rock Hill) and Future Regional Park (India Hook): Thess will be additional parks to serve expanding neighborhoods and population in the southern portions of the City and in the north western portion of the City. Annually, the operation of these parks is estimated to be $635,000 and $620,000 in additional personnel costs. Cyclocross: A form of racing that includes paved and off-road trails with obstacles and steep inclines, cyclocross challenges the rider’s cycling and running skills. Riders dismount, carry the bike and remount numerous times. Cyclocross is a challenging mix of on- and off-road training and racing with obstacles such as sand traps, berms, barriers and stairs that occasionally requires a rider to carry the bicycle on parts of the course. A cyclocross course at the Rock Hill Outdoor Center would be designed to be reconfigured over time and utilize existing cycling amenities for portions of the course. Rock Hill’s Cyclocross trails will provide exciting racing and training opportunities for neighborhood and local events and also provide a venue for national caliber races. Spectators will revel in the action as riders traverse the dynamic course. What started in Europe as a fall and winter training regimen for road cyclists has emerged into a competitive sport in its own right.

Annual Operating Impact Debt Service Annual Operating Impact

FY2017

Debt Service

Total Operating Impact

FY2018

FY2019

FY2020

FY2021

Total

633,116

663,116

3,285,580

633,116

663,116

3,285,580

35,000

Facility Operations Riverwalk Trails Washrooms/BMX/Criterium Annual Operating Impact

FY2017

Landscaping

Utilities Maintenance Landscaping Personnel

Total Operating Impact

206

FY2018

35,000

2,400

40,000

20,000

116,200

213,600

FY2019 -

2,400

40,000

20,000

116,200

178,600

FY2020 -

2,400

40,000

20,000

116,200

178,600

FY2021

Total

2,400

9,600

40,000

160,000

20,000

80,000

116,200

464,800

178,600

749,400

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Capital Improvement Plan Parks, Recreation and Tourism Department Trails and Greenway Systems Annual Operating Impact

FY2017

Landscaping Personnel

Total Operating Impact

FY2018

FY2019

FY2020

FY2021

Total

5,000 $

20,000

50,000 $

200,000

55,000 $

220,000

Future Regional Parks Annual Operating Impact

FY2017

Operations Personnel

Total Operating Impact

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

FY2018

FY2019

FY2020

FY2021

300,000 $ -

635,000 $

Total 935,000

620,000 $

620,000

300,000 $

1,255,000 $

1,555,000

207

Capital Improvement Plan Public Works Department Capital Projects

FY2017

Trip Hazard & Handicap Acc

Total Capital Project Cost Capital Equipment

FY2018

FY2021

Total

100,000 $

200,000

100,000 $

200,000

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Total 165,000 165,000 165,000 245,000 268,000 268,000 201,600 294,800 294,800 262,200 165,000 107,800 253,000 230,000 128,000 128,000 145,000 145,000 308,000 308,000 180,000 253,000 128,000

$ $ $ $ $ $ $

Mini-side Loader # 460 Recycling Trk # 469 Recycling Trk # 470 Dump Trk # 482 Dump Trk # 483 Dump Trk - Tandum # 484 Dump Trk - Tandum # 275 Automated # 478 Automated # 479 Clam Loader # 428 Recycling Trk # 473 Dump Trk # 483

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Dump Trk - Tandum # 274

Total Capital Equipment

Total Funding

$ $ $

Funds Sources

FY2018

165,000 165,000 165,000 245,000 268,000 268,000 201,600

$ $ $ $ $ $ $

$ $

$ $ $ $ $ $ $ $ $ $ $ $ $ $

1,477,600 $

FY2017

General Fund Future Equipment Lease

FY2020

FY2017

Auto Trk #405 Leaf Trk #412 Grappler Trk #459 Recycling Trk #465 Automated #471 Automated #472 Excavator #597 Automated #444 Automated #445 Front-end Loader #411 Leaf Trk #418

FY2019

FY2019 -

294,800 294,800 262,200 165,000 107,800 253,000 230,000 128,000 128,000 145,000 145,000 -

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

FY2018

100,000 $ 1,477,600 $ 1,577,600 $

100,000 $ 2,153,600 $ 2,253,600 $

FY2021

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

180,000 253,000 128,000

145,000 $

616,000 $

706,000 $

2,153,600 $

FY2020

308,000 308,000 -

FY2019 $ 616,000 $ 616,000 $

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

FY2020 $ 706,000 $ 706,000 $

145,000

4,953,200

$ $ $

FY2021

Total 200,000 4,953,200 5,153,200

Significant Projects There are no significant projects in Public Works. All Capital Projects and Equipment in Public Works are Routine.

Annual Operating Impact Annual Operating Impact Capital Lease

Total Annual Operating Impact

208

FY2017

FY2018

FY2019

FY2020

FY2021

Total

$244,849

$632,608

$724,128

$752,520

$2,354,105

$244,849

$632,608

$724,128

$752,520

$2,354,105

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Capital Improvement Plan General Services Department Building Maintenance Division Capital Projects

FY2017

FY2018

FY2019

FY2020

Black Street Parking Deck Maintenance

50,000

Repairs to Fire Stations

20,000

15,000

City Hall Improvements and Maintenance

100,000

Courtroom Chiller Replacement

130,000

RHPD Roof Replacement

Gettys Building Window Sandblas ting/Painting

67,500

Gettys Building Elevator Controller

192,500

Gettys Building Renovation/Cons truction

Gettys Building Architect/Engineering

HNS Improvements and Maintenance

Replace Mis c. AC Units

Replace Mis c. Roofs Mis c. Building Repair Maintenance

Total Capital Project Cost

Total Funding

FY2021

50,000

Total

50,000

250,000

55,000

50,000

400,000

130,000

290,000

67,500

135,000

192,500

140,000

2,880,868

3,020,868

793,000

20,000

60,000

30,000

32,500

155,000

20,000

22,500

107,500

52,000

42,000

45,000

50,000

239,000

469,500

594,500

4,023,868

515,000

225,000

5,827,868

Fund Sources General Fund

FY2017

FY2018

FY2019

FY2020

FY2021

Total

469,500

594,500

4,023,868

515,000

225,000

5,827,868

469,500

594,500

4,023,868

515,000

225,000

5,827,868

Significant Projects Gettyâ&#x20AC;&#x2122;s Building Maintenance and Upgrades: These projects total $4,061,368 over three years and serve to make this historic building more accommodating as a public event facility.

Annual Operating Impact These items are maintenance and have no additional annual operating impact other than the expenditure.

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Capital Improvement Plan General Services Department Cemetery Division Capital Projects

FY2017

Cemetery Property Acquisition

Total Capital Project Cost

FY2018

FY2021

Total

- $

50,000 $

100,000

- $

50,000 $

100,000

FY2017

Total Funding

FY2020

- $

Fund Sources General Fund

FY2019

FY2018

FY2019

FY2020

FY2021

Total

50,000 $

100,000

50,000 $

100,000

Significant Projects There are no significant projects in Cemetary Division. All capital projects in Cemetery are routine.

Annual Operating Impact These projects will have no additional annual operating impact other than the expenditure as Cemeteries are maintained by another entity.

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Capital Improvement Plan General Services Department Project Management Division Project Management Projects

FY2017

FY2018

FY2019

Bleachery Environmental

480,000 $

Cel-River Road Phase I

5,800,000 $

C-fund Paving Projects

1,539,224 $

Constitution/White Roundabout

4,789,318 $

East White Street Phase 2

314,317 $

G-Fund Paving Projects

1,160,000 $

Laurelwood Cemetery

Poe/Quantz Connector Trail

Quantz/Poe Realignment & RR Crossing

2,133,634 $

Sidney Street Improvements

Dave Lyle Boulevard Sidewalk: Galleria Blvd to Chamberside

Waterford Center Parking Extension White Street Pedestrian Improvements York Tech Connector from Baxter Hood to existing trail

Total Capital Project Cost

FY2020

FY2021

Total

9,300,000 $

$ 15,100,000

1,539,224

4,789,318

314,317

1,160,000 $

4,640,000

245,000

141,966

1,160,000 $

245,000 $

141,966

480,000

27,300 $

2,160,934

146,800 $

146,800

300,000 $

300,000

161,538

145,000 $

227,547 $

372,547

175,000 $

175,000

$ 16,811,797 $ 11,434,847 $

Fund Sources

FY2017

C Fund

Economic Development Fund EPA Grant

FY2018

1,160,000 $ FY2019

1,160,000 $ FY2020

$ 30,566,644

FY2021

Total

1,539,224 $

53,846 $

53,846

400,000 $

400,000

General Fund

1,699,635 $

2,107,547 $

1,160,000 $

6,127,182

Hospitality Tax

33,300 $

27,300 $

60,600

Pennies for Progress

$ 12,583,634

RFATS

1,539,224

9,300,000 $

9,300,000

TAP - Assistance

247,666

TEP Enhancement

146,800

York Tech College

107,692

1,160,000 $

$ 30,566,644

Total Funding

$ 16,811,797 $ 11,434,847 $

1,160,000 $

Significant Projects Cel-River Road Phase I: This project is to widen Cel-River Road to allow more accessibility to Riverwalk and Dave Lyle. This project uses minimal City funding and the road will be maintained by South Carolina Department of Transportation. C-Fund Paving Projects: This is paving done with funds provided by the state of South Carolina to counties. Constitution/White Roundabout: This project will construct a roundabout at the intersection of Constitution and White to improve accessibility into the Knowledge Park area. G-Fund Paving: This project is to increase resurfacing of roads within the City of Rock Hill. This project has expanded with an $860,000 commitment in 2016 and an additional $300,000 commitment each year thereafter to improve City streets. These expenditures are paid for by General Fund revenues.

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Capital Improvement Plan General Services Department Project Management Division Significant Projects Poe/Quantz Realignment and Railroad Crossing: This project will reconfigure and relocate railroad crossings leading into the downtown area. Additionally, a PedBike Facility will connect Bird Street to Dave Lyle Boulevard at Gateway at new rail crossing.

Annual Operating Impact These projects will have no additional annual operating impact.

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Capital Improvement Plan Information Technology Services Capital Projects

FY2017

FY2018

FY2019

FY2020

FY2021

Total

Technology Obs oles cence Equipment Replacement

500,000

1,500,000

WiFi Mes h Refres h Project

1,347,260

460,000

3,154,520

PBX Phone Sys tem Upgrade

125,000

37,504

287,504

Core Edge Network Expans ion

75,000

69,750

50,000

194,750

Time Attendance Sys tem

142,000

53,040

248,080

Core Storage Array Expans ion & Document Mgmt

75,000

43,000

193,000

GIS Flight for Ortho and Pictometry

45,000

135,000

Virtual Des ktop Project

124,200

Video-Sens or Smart City Project

262,333

262,334

150,000

674,667

2,695,793

2,477,384

1,338,544

6,511,721

Total Capital Project Cost

Sources

FY2017

Unfunded

Total Funding

FY2018 -

$ $

FY2019 -

FY2020

FY2021

Total

2,695,793

2,477,384

1,338,544

6,511,721

2,695,793

2,477,384

1,338,544

6,511,721

Significant Projects Technology Obsolescence Equipment Replacement: Plan to replace key components of City wide computer network to insure proper continued functionality. Wi-Fi Mesh Refresh Project: This project is to update the City Wi-Fi system to current technology.

Annual Operating Impact These projects will have no additional annual operating impact, but rather insure current operating efficiencies remain consistent.

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

213

Capital Improvement Plan Airport Rock Hill-York County Airport is owned and operated by the City of Rock Hill. A joint City/County Airport Commission advises the City Council on operational matters, and advises both the City and County Councils on planning and capital improvements. Capital Projects

FY2017

Taxiway Rehabilitation & Fillet Widening (Design, Repackage, Construction)

FY2018

2,663,583

Glideslope and Localizer Replacement Drainage Improvements (Design) Terminal Expansion - Partial

2,663,583

1,044,000

333,750

26,250

360,000

990,000

North Apron Expansion (Design and Construction) Environmental As sessment for Runway Extension 500' Runway Extension - Phase I Grading and Drainage (Design); RPX Land Acquisition (As sociated with Runway Extension)

Total Capital Project Cost

Fund Sources

2,663,583

Total

FY2021

1,044,000

FY2017

FY2020

Drainage Improvements (Construction)

FY2019

1,377,750

$ $

FY2018

1,019,000

1,016,250

FY2019

990,000

1,019,000

3,200,000

9,276,583

FY2020

FY2021

Total

FAA Funding

2,397,224

1,089,600

891,000

917,100

3,040,000

8,334,924

State Funding

133,179

157,200

49,500

50,950

80,000

470,829

General Fund

66,590

52,350

51,000

25,475

40,000

235,415

County Funding

66,590

78,600

24,750

25,475

40,000

235,415

2,663,583

1,377,750

1,016,250

1,019,000

3,200,000

9,276,583

Total Funding

Significant Projects There are no significant projects at the Airport because of the limited scope of financial input in operations at the facility.

Annual Operating Impact Because of the limited liability of the City to the Airport, there is no additional operating impact of these improvements.

214

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Capital Improvement Plan Planning and Development Department Capital Projects

FY2017

FY2018

FY2019

FY2020

FY2021

Total

Riverview/Riverchase I&II

$ 2,976,500 $

$ 2,976,500

White St East-SC 72 Intersection

$ 2,383,716 $

$ 2,383,716

Celanese Rd at India Hook

$ 5,200,000 $

$ 5,200,000

$ 5,360,216 $ 5,200,000 $

$ 10,560,216

Total Capital Project Cost

Funds Sources

FY2017

RFATS

FY2018

FY2019

FY2020

FY2021

Total

$ 2,976,500 $

868,000 $

$ 3,844,500

SCDOT

$ 2,383,716 $

Unfunded

Total Funding

217,000 $

$ 2,600,716

$ 4,115,000 $

$ 4,115,000

$ 5,360,216 $ 5,200,000 $

$ 10,560,216

Significant Projects All projects listed are significant projects that are funded by sources other than City revenues. These projects are transportation related and improve Citizen access in key areas of the City and County.

Annual Operating Impact Because of the multiple cooperative parties involved in these projects, there is no direct additional operating impact of these improvements.

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

215

Capital Improvement Plan Enterprise Funds Stormwater Department Capital Projects

Total Capital Project Cost

FY2017 $ 142,000 $ 166,783 $ 175,000 $ 167,500 $ $ $ $ $ $ 74,875 $ 60,000 $ $ 1,000,000 $ 636,000 $ 785,000 $ 774,000 $ 2,000,000 $ $ $ 5,981,158

Capital Equipment

FY2017

White St--Spruce-N. Jones White St--Dave Lyle--Elizabeth Evergreen/Woodland Chestnut 606/620 Black st. College Ave.--Lucas to Union College Ave.--Union to Aiken Stanley/McGuirt Royal Oaks--Whitehall Crt. Bristol Park Shiland Hagins/Allen St Charlotte Ave/Marydale Ln Miller Pond II--Grand Oak Dr. Ebinport/Northgate Ln Aldersgate Rd. Thornwell Ave College Downs Cavendale Dr.

Excavator # 500 Street Sweeper # 497

Total Capital Equipment

$ $ $

Funds Sources $

FY2017 786,158

2017 State Revolving Fund 2018 State Revolving Fund Capital Lease

$ $ $ $

5,195,000 155,000 6,136,158

216

FY2018 25,000 75,000 120,000 300,000 75,000 166,783 55,000 2,000,000 2,100,000 4,916,783

FY2019 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

FY2018

155,000 $ - $ 155,000 $

Enterprise Revenue

Total Funding

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

$ $ $ $ $ $ $ $ 300,000 $ 60,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 405,000 $ FY2019

$ $

FY2018 816,783

$ $

4,100,000

FY2020

45,000

FY2019 405,000

$ $ $ 4,916,783 $

307,400 712,400

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

FY2020

$ 307,400 $ 307,400 $

FY2021

380,808 180,000 89,192 650,000

$ $ $ $

380,808 100,000 169,192 650,000

Total $ 167,000 $ 166,783 $ 250,000 $ 287,500 $ 300,000 $ 761,616 $ 300,000 $ 166,783 $ 300,000 $ 379,067 $ 60,000 $ 169,192 $ 1,000,000 $ 636,000 $ 785,000 $ 774,000 $ 2,000,000 $ 2,000,000 $ 2,100,000 $ 12,602,941

FY2021

FY2020 650,000

$ $ $

Total

FY2021 650,000

650,000

155,000

$ $

307,400 462,400

Total 3,307,941

$ 5,195,000 $ 4,100,000 $ 462,400 $ 13,065,341

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Capital Improvement Plan Stormwater Department Significant Projects A 2013 study of the City Stormwater system identified a list of more than 110 projects within the City that potentially require upgrades and/or further detailed study. The list was reviewed by Council, Management, the Stormwater Advisory Board, and Staff to prioritize these projects with an estimated cost to mitigate of over $70,000,000. Based on these priorities, projects located on City maintained streets were given top priority followed by streets maintained by other entities or privately owned and finally streets outside the city limits but within the study area. After development of the list, further investigation was performed to determine if the finished floor of identified homes within the flood prone areas would be affected during a flood event to further refine the priorities based on actual interior house flooding. In 2016, the top 4 projects on the list were completed with plans for projects 5-9 to be completed in 2017 and project 10 & 11 to be completed in 2018. Several SCDOT maintained streets on the list are currently being constructed or designed in conjunction with roadway improvement projects.

Annual Operating Impact Annual Operating Impact Capital Lease 2016 State Revolving Fund

FY2017 $

58,110 $ $

2017 State Revolving Fund

Total Annual Operating Impact

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

58,110 $

FY2018

FY2019

FY2020

FY2021

Total

58,110 $ 200,925 $

174,330 $ 200,925 $

639,210 803,700

182,100 $

546,300

259,035 $

557,355 $

557,355 $ 1,989,210

217

Capital Improvement Plan Electric Department Capital Maintenance Projects

FY2017

FY2018

FY2019

FY2020

FY2021

Total

Distribution SCADA Automation

100,000 $

500,000

Recloser Replacement/Upgrade to Smart Grid Capable

20,000 $

100,000

Primary UG Cable Replacement

100,000 $

200,000 $

900,000

Small Conductor Reconductor Projects

50,000 $

100,000 $

450,000

Smart Fault Indicators

10,000 $

20,000 $

70,000

New Substation Feeders

40,000 $

100,000 $

390,000

OH to UG Primary Conversions

317,000 $

350,000 $

346,000 $

1,013,000

Reliability Improvement Projects

95,000 $

60,000 $

50,000 $

205,000

High Efficiency Street Lighting

27,267 $

41,795 $

50,000 $

219,062

Arrestor Replacement

20,000 $

40,000 $

50,000 $

200,000

Transclosure Replacements

50,000 $

100,000

Cel-River Electric

57,700 $

82,000 $

140,000 $

279,700

White St Signal Upgrade (Spruce to Jones)

120,000 $

120,000

Delivery 1 Prop Acquisition for Air Core React/Design

100,000 $

100,000

Air Core Reactors at Delivery 1, Delivery 4

250,000 $

100,000 $

600,000

SCADA Upgrade

144,000 $

144,000

Animal Guard for Delivery 1

50,000 $

150,000

Long Term System Study

- $

S, Cherry Rd, Streetlighting (RR to W Main)

200,000 $

150,000 $

100,000 $

$ -

- $

100,000

- $

200,000

100,000 $

200,000

- $

1,539,851

200,000 $

200,000

1,445,160 $ 1,786,453 $ 1,329,000 $ 1,400,000 $ 1,820,000 $

7,780,613

Smart Grid - Streetlighting Network

$100,000

Power Quality/Infrastructure Upgrades

Mast Arm/Pole Replacements

Total Capital Maintenance

Capital Improvement Projects

830,193 $

709,658 $

- $

FY2017

FY2018

$ -

FY2019

Riverview Rd. Widening - OH to UG

1,900,000 $

Albright Rd. Streetlighting Improvements

425,000 $

Air Core Reactors for Delivery 5

160,000 $

City Hall/Law Center Site Generator

1,500,000 $

FY2020 -

FY2021

Total

1,900,000

425,000

- $

160,000

- $

1,500,000 3,300,000

Delivery 3 Substation

3,300,000 $

SCADA Upgrades

500,000 $

500,000

OH to UG Conversions

2,735,000 $

2,735,000

Deliver 9 Substation

3,500,000 $

3,500,000

Constitution Blvd/Main/Black Reconfiguration

615,000 $

- $

615,000

Mt Gallant Utility Relocation (Dave Lyle to Anderson)

615,000 $

- $

615,000

Mast Arm - Paint

750,000 $

50,000 $

Cherry Rd - Evergreen to Constitution OH to UG (College Town Action Plan)

$ 3,700,000 $

Cherry Rd - Dorothy to Evergreen OH to UG Conversion

Total Capital Improvements

$ 16,000,000 $

Capital Equipment

FY2017

$ 2,300,000 $

$ 6,000,000 $

50,000 $

FY2018

FY2019

FY2020

Digger Truck w/Bucket # 344

185,000 $

Bucket Truck # 403

140,000 $

Backyard Digger # 3801

145,000 $

Bucket Truck # 376

156,180 $

Digger Truck w/ Bucket # 343

185,000 $

Bucket Truck # 348

Bucket Truck # 349

Bucket Truck TBD

Digger Truck w/Bucket TBD

218

850,000 3,700,000

2,300,000

50,000 $

22,100,000

FY2021

AMI System

Total Capital Equipment

2,500,000 $ 5,000,000 $

Total

7,500,000

185,000

140,000

145,000

156,180

185,000

108,300 $

108,300

108,300 $

108,300

108,300 $

216,600

185,000 $

370,000

216,600 $

293,300 $

9,114,380

2,970,000 $ 5,341,180 $

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Capital Improvement Plan Electric Department Funding Sources

FY2017

FY2018

Enterprise Revenue

Revenue Bond

$ 16,000,000 $

Capital Lease

Total Funding

FY2019

FY2020

FY2021

Total

1,445,160 $ 1,786,453 $ 1,329,000 $ 1,400,000 $ 1,820,000 $ -

$ 6,000,000 $

2,970,000 $ 5,341,180 $

216,600 $

293,300 $

7,780,613 22,000,000

293,300 $

9,114,380

$ 20,415,160 $ 7,127,633 $ 7,545,600 $ 1,693,300 $ 2,113,300 $

38,894,993

Significant Projects Capital Improvement Projects: Because of the extensive ongoing maintenance expense required to ensure the reliability of the utility system for consumers, for purposes of the capital plan, only those items that are required to upgrade and extend the electric system are considered to be significant. Because of this distinction, each item in the capital improvements projects is considered significant, and as such a description is listed for each individual item. AMI System: This project is to implement an Automated Meter Infrastructure system into the utility system to access and read customer electric meters, manage electric distribution through transformers and to allow customer time of use pricing to gain efficiencies in purchased power by encouraging consumption patterns to more evenly distribute power demand.

Annual Operating Impact Annual Operating Impact

FY2017

FY2018

FY2019

150,000 $

AMI Time of Use Pricing Revenue

(150,000) $

(153,750) $

Debt Service

$ 2,114,090

Capital Lease

373,006 $

979,356

$ 1,040,366

$ 1,101,366

4,428,397

498,006 $ 2,468,076 $ 2,459,285

$ 3,092,922

$ 3,149,884

11,668,173

Total Annual Operating Impact

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

934,303 $

100,000

Total

275,000 $

725,000

(157,594) $ (161,534) $ (165,572) $

(788,450)

$ 1,537,523 $ 1,537,523

FY2021

100,000

FY2020

AMI System Maintenance and Contingencies

7,303,226

219

Capital Improvement Plan Water Department Capital Maintenance Projects

FY2017

Small Diameter Water Line Replacement

System betterments, line replacements and upgrades for civil projects

FY2018

133,774 $

FY2019

17,618 $

FY2020

FY2021

200,000 $

300,000 $

803,340

608,108 $

1,225,700 $

1,923,850

300,000 $

300,000

90,042

Plant upgrades and improvements Pennington Rd (Winrock Lane Loop)

Country Club - Country Club Dr. Loop

$ 350,000 $

Total

151,948 $

70,250 137,700 $ -

70,250

137,700

Country Club - Oakdale Rd Loop

350,000

Springsteen Road Water Line Loop

340,000 $

340,000

Paint Waterline - Oakland Avenue Bridge over Dave Lyle Boulevard & Railroad (bridge and pipe)

300,000

Cherry Road Valve Replacement (8 @ $120K each)

240,000

White Street (Dave Lyle to Elizabeth)

450,000 $

450,000

242,000

White Street (Ph1: Elizabeth to Spruce)

White Street (Ph2: Jones Street to Cummings Street)

White Street (Ph3: North Spruce to Jones Street)

Laurel Street Rail Crossing (Ebenezer to White St) - 12" Waterline, gap

144,100 $

252,000 $

Stewart Av Rail Crossing (White to Alumni Dr) - 16" Waterline, gap

418,000 $

Hwy 5 Mathis Road Loop

100,000 $

1,300,000 $

1,937,916 $

2,625,568 $

FY2017

FY2018

White Street Cummings to Main

Total Capital Maintenace Capital Improvement Projects Eastview Road Loop ($1.3M-Hwy 322 to Plantation Hills) (loops Eastview Oaks, York Prep Charter Sch)

1,300,000

Lesslie Water Tank Loop ($2.5M-Developer/Demand driven project)

2,500,000

Storz Connectors (3000 hydrants @$150 ea)

Dave Lyle Elevated Tank - Property Acquisition

144,100

300,000 $

300,000

252,000

418,000

1,400,000

460,000 693,948 $ FY2019 $ $

55,000 $

242,000

240,000

55,000 $

55,000 $ 150,000

460,000

1,825,700 $

8,131,240

FY2020

FY2021 -

55,000 $

55,000

1,300,000

2,500,000

275,000

150,000

4,400,000

2,000,000

5,000,000

Adnah Church Road Water line Extension ($2M-Developer/Demand driven project) - 160 to Rte. 5

2,000,000 $

Meter Box Replacement (35,000 @ $200 ea)

1,000,000 $

1,000,000

4,855,000 $

1,055,000 $

3,205,000 $

5,455,000 $

1,055,000 $ 15,625,000

FY2019

FY2020

FY2021

Capital Equipment

FY2017

FY2018

AMI Equipment Lease

1,250,000 $

2,500,000 $

Dump Truck

125,000

Tandem Dump Truck

Total Equipment

Funding Sources

1,375,000 $

2,500,000 $

Total

Dave Lyle Extension Water Tank

Total Capital Improvements

$ 1,048,108 $

3,750,000

125,000 $

250,000

134,400 134,400 $

134,400

125,000 $

4,134,400

FY2017

FY2018

Enterprise Revenue

1,937,916 $

2,625,568 $

Capital Lease

1,375,000 $

2,500,000 $

Revenue Bonds

4,855,000 $

1,055,000 $

3,205,000 $

5,455,000 $

1,055,000 $ 15,625,000

8,167,916 $

6,180,568 $

4,033,348 $

6,503,108 $

3,005,700 $ 27,890,640

Total Funding

220

FY2019

Total

693,948 $ 134,400

FY2020

FY2021

Total

1,048,108 $

1,825,700 $

8,131,240

125,000 $

4,134,400

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Capital Improvement Plan Water Department Significant Projects Capital Improvement Projects: Because of the extensive ongoing maintenance expense required to ensure the reliability of the utility system for consumers, for purposes of the capital plan, only those items that are required to upgrade and extend the water system are considered to be significant. Because of this distinction, each item in the capital improvements projects is considered significant, and as such a description is listed for each individual item. AMI System: This project is to implement an Automated Meter Infrastructure system into the utility system to access and read customer water meters, manage consumption, identify consumer and system leaks to minimize water loss, thus reducing production and distribution costs.

Annual Operating Impact Annual Operating Impact

FY2017

FY2018

FY2019

FY2020

FY2021

Total

AMI Additional Revenue

(441,677) $

(883,354) $

(883,354) $ (3,975,093)

Capital Lease

179,831 $

510,673 $

526,293 $

540,793 $ 2,283,883

Debt Service

(261,846) $

Total Annual Operating Impact

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

$ 1,300,498 $ 2,595,797 $ 3,650,139 $ 3,729,643 $ 11,276,077 927,817 $ 2,238,736 $ 3,293,078 $ 3,387,082 $ 9,584,867

221

Capital Improvement Plan Wastewater Department Capital Maintenance Projects

FY2017

FY2018

FY2019

Upgrade SCADA Panels / Hardware $5,000.00 X 28 PLC Panels and Programming

63,000 $

Manchester WWTP OH to UG Conversion

new SCADA at WWTP

New entrance and changes due bridge, placeholder

200,000 $

Secondary Clarifier component Replacement (#1)

Paint sludge dewatering building interior & upgrades

Plant upgrades & improvements

Fewell Park Sewer Rehabilitation

FY2020

FY2021

Total

72,000 $

135,000

1,082,000 $

1,082,000

750,000 $

750,000

200,000

972,000 $

972,000

150,000 $

150,000

500,000

450,000 $

450,000

Beaty Estates Sewer Lining

690,000 $

690,000

Greenfield Sewer Lining

150,000 $

150,000

17-Acre Subdivision Sewer Lining

125,000 $

275,000

Clinton Sewer Outfall Replacement

2,200,000 $

2,420,000

Manchester Outfall Replacement Phase IIA, 36"($1.1M-400k from bond)

708,000 $

708,000

Manchester Outfall Replacement Phase III/Tech Park Outfall (Design+ Construction) (24")

2,291,000 $

2,291,000

India Hook Sewer Rehabilitation @ Glendale

Shadowbrook Sewer Outfall (Ph II - Lower, Ph III - Upper)

100,000 $

Celanese/Rosewood Outfall - Cleaned/Reclean - Evaluate & Possible Point Repair

Sturgis Estates (Charles Lane) Sewer Rehabilitation

100,000 $

Cherry Rd (Charlotte to Evergreen) Sewer Rehabilitation

300,000 $

Catawba Terrace (McDow, Ellen, Bose) Sewer Rehabilitation

475,000 $

Annafrel (White to Willowbrook) Sewer Rehabilitation

250,000 $

Boyd Hill Outfall

Lucas/Charlotte/YMCA Sewer Relocation

Wildcat Creek Basin Sewer Line Replacements

Dave Lyle Blvd Sewer Rehabilitation (After Old Town Outfall completed) (Black to RR)

357,015 $

Manchester Creek Outfall, Phase IV (DLB to Willowbrook, 1700LF 15")

White Street Sewer Rehabilitation (Ph 1 - Elizabeth to North Spruce), 3/27/2015est

White Street Sewer Rehabilitation (Ph 2 - Jones to Cummings)

77,000 $

White Street Sewer Rehabilitation (Ph 3 - North Spruce to Jones) placeholder

White Street Sewer Replacement (DLB to Elizabeth)

White Street Sewer Replacement (Cummings to Main)

System Betterments and Upgrades

$ $

150,000 220,000 $

500,000

175,000 $

175,000

1,000,000 $

1,100,000

449,000

100,000

300,000

475,000

250,000

750,000 $

750,000

150,000

500,000

357,015

500,000 $

500,000

223,000 $

223,000

77,000

200,000 $

200,000

346,200 $

346,200

423,000 $

423,000

168,436 $

1,823,873 $

5,785,048

44,699 $

1,826,919 $

449,000

1,921,121

Old Town Outfall (Wilson to White) - gap

210,000 $

210,000

Porter Road/Southland Panel Replacement

100,000 $

100,000

Panels at State Farm, Waterford and Quality Rd Pump Stations

100,000 $

100,000

5,435,651 $

6,642,873 $

Total Capital Maintenance Projects

Capital Improvement Projects

FY2017

WWTP Plant Expansion and New Plant

Purchase Land at Red River Mobile Home Park

Total Capital Improvement Projects

Capital Equipment

FY2018

Total Capital Equipment

FY2019

4,076,919 $ FY2020

3,520,121 $ 23,343,263 FY2021

Total

3,446,957 $ 25,225,000 $ 22,327,000 $ 35,918,000 $ 34,588,000 -

1,000,000 $

$ 121,504,957 $

1,000,000

3,446,957 $ 26,225,000 $ 22,327,000 $ 35,918,000 $ 34,588,000 $ 122,504,957 FY2017

AMI Equipment Lease

3,667,699 $

FY2018

FY2019

FY2020

FY2021

Total

1,250,000 $

2,500,000 $

3,750,000

1,250,000 $

2,500,000 $

3,750,000

Funding Sources

FY2017

FY2018

FY2019

FY2020

FY2021

Total

Enterprise Revenue

5,435,651 $

6,642,873 $

3,667,699 $

4,076,919 $

3,520,121 $ 23,343,263

Capital Lease

1,250,000 $

2,500,000 $

Revenue Bonds

3,446,957 $ 25,225,000 $ 22,327,000 $ 35,918,000 $ 34,588,000 $ 121,504,957

Unfunded

Total Funding

222

1,000,000 $

$ -

3,750,000 1,000,000

$ 10,132,608 $ 35,367,873 $ 25,994,699 $ 39,994,919 $ 38,108,121 $ 149,598,220

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Capital Improvement Plan Wastewater Department Significant Projects Capital Improvement Projects: Because of the extensive ongoing maintenance expense required to ensure the reliability of the utility system for consumers, for purposes of the capital plan, only those items that are required to upgrade and extend the water system are considered to be significant. In the Wastewater System, the expansion of the Wastewater Treatment Plant (WWTP) capacity from 36 million gallons per day to 48 million gallons per day of processing is significant.

The City will expand the capacity of its wastewater treatment plant from 36 to 48 mgd to meet consumer demands.

AMI System: This project is to implement an Automated Meter Infrastructure system into the utility system to access and read customer water meters. Water meter consumption is the basis for billing consumer consumption of wastewater services. With this system, the Cityâ&#x20AC;&#x2122;s accuracy of both water and wastewater consumption will be improved and revenue maximized.

Annual Operating Impact Annual Operating Impact

FY2017

FY2018

Total

AMI Additional Wastwater Revenue

(643,308) $ (1,286,616) $ (1,286,616) $ (1,286,616) $ (1,286,616) $ (5,789,772)

Debt Service

(533,087) $

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

330,781 $

FY2021

110,221 $

Total Annual Operating Impact

330,781 $

FY2020

330,781 $

FY2019

Capital Lease

330,781 $ 1,433,345

462,305 $ 1,588,594 $ 2,585,463 $ 4,189,174 $ 8,825,536 (493,530) $

632,759 $ 1,629,628 $ 3,233,339 $ 4,469,109

223

Personnel Summary The approved Fiscal Year 2017 budget includes 3 new positions. One new position was added to the General Fund with two added to the Enterprise Fund. The City has worked efficiently with given staff in the past, but increased service needs have dictated that additional staff is needed. The City remains dedicated to providing Quality services with a growing population. This is demonstrated by the trend line representing the number of employees per 1,000 population in the chart below.

Employment Efficiences

1000

900 18

Total Employees

700 600

500 400

300

200

Employees per 1,000 population

800

100 0 Total Employees Employees per 1,000 population

1996

1997

1998

1999

00/01

01/02

02/03

03/04

04/05

05/06

06/07

07/08

08/09

09/10

10/11*

11/12*

12/13*

13/14*

14/15*

15/16*

16/17*

821

815

775

774

773

791

802

835

861

850

863

867

871

883

891

900

913

934

948

951

17.89

17.4

16.22

15.87

15.32

14.92

14.60

14.80

14.85

14.27

14.01

13.37

12.93

13.28

13.39

13.36

13.20

13.22

13.35

New Positions—FY 2017 General Fund • Software Administrator—Police Enterprise Fund • City Engineer II—Water • Equipment Operator II—Stormwater

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

224

Personnel Summary Position Summary By Fund

FY2014/15

FY2015/16

FY2016/17

FY2017/18

Approved

Projected

General Fund

762

770

760

Stormwater Fund

Electric fund

106

108

Water Fund

Wastewater

Total Approved Positions

934

948

951

953

Departmental Overview Office of Management

Judicial

General Services (Fund 500) *

Human Resources

Housing & Neighborhood Services

Police

200

203

204

Fire

124

Planning & Development

Public Works

Finance *

Parks, Recreation, and Tourism

152

153

Housing Authority

Economic and Urban Development

Stormwater Fund

Electric Fund *

106

108

Water Fund

Wastewater Fund

Total Citywide

934

948

951

953

Fund

* In FY 2017, a major reorganization resulted in significant staff changes in three areas: General Services (Fund 500), Finance and the Electric Fund. Billing & Metering Services, Account Management and Customer Services moved from Finance to General Services in Fund 725 to implement the new AMI system. Additionally, Project Management moved from the Electric Fund to the General Fund, becoming a division of the newly created General Services Department.

225

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Personnel Summary Positions Detail By Fund And Department Job Number

Description (Pay Grade)

FY2014/15 Approved

FY2015/16 Approved

FY2016/17 Approved

1 6 7

PT PT

1 6 7

1 1 0

1 1 1

FT FT FT

1 1 1

0 0 2 1 1 1 0 0 1 8

1 0 1 1 1 1 0 1 0 8

2 1 1 0 1 1 1 0 0 10

FT FT FT FT FT FT FT FT FT

2 1 1 0 1 1 1 0 0 10

1 1 3

0 0 0

FT FT

0 0 0

Position Status

FY2017/18 Projected

GENERAL FUND OFFICE OF MANAGEMENT City Council 9169 Mayor (994) 9159 Council Member (993) Total City Council

9149 1439 1464 2027 1512 1506 1458 1037 1450 1030 1012 1011

1464 2027 1038

City Management City Manager (137) Deputy City Manager (134) Office of Management & Budget Director (130) Project Manager (123) Information Tech Engineer II (120) Senior Programmer/Analyst (119) Sr. Teleproduction Admin (118) Executive Assistant (115) Administrative Assistant (112) Administrative Secretary (108) Clerk III (105) Clerk II (103) Total City Management Budget Office Office of Management & Budget Director (130) Project Manager (123) Assistant to the City Manager (120) Total Budget Office

1038 1039 6505 2001 1040 9879

Grants Assistant to the City Manager (120) Grants Coordinator (118) Construction Maintenance Supervisor (114) Planning Technician II (113) Grants Specialist (109) Special Projects Intern (908) Total Grants

1 1 1 1 0 1 5

0 1 1 1 1 0 4

FT FT FT FT FT PT

0 1 1 1 1 0 4

1462

Airport Services Airport Administrator (120) Total Airport Services

1 1

16 8 24

16 7 23

15 7 22

1 1 0 2 2 2 1 1 1 11

1 1 1 2 1 2 1 0 2 11

OFFICE OF MANAGEMENT TOTAL Full Time Part Time

4004 4005 1032 4006 4001 1413 4010 1410 1023

JUDICIAL Municipal Court City Recorder (127) Court Administrator (120) Executive Secretary (111) Senior Ministerial Recorder (110) Ministerial Recorder (109) Municipal Court Assistant (109) Court Bailiff (107) Customer Service Technician (107) Office Assistant (106) Total Municipal Court

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

15 7 22

FT FT FT FT FT FT FT FT FT

1 1 1 2 1 2 1 0 2 11

226

Personnel Summary Positions Detail By Fund And Department Job Number

FY2014/15 Approved

FY2015/16 Approved

FY2016/17 Approved

1 2 2 1 6

17 0 17

GENERAL SERVICES Building Maintenance Performance Manager II (127) Performance Manager I (124) Electronic Service Tech III (115) Maintenance Specialist (114) Maintenance Mechanic II (109) Total Building Maintenance

0 1 0 1 2 4

1 1 1 1 1 5

0 1 1 1 1 4

FT FT FT FT FT

0 1 1 1 1 4

6545 6050

Cemetery Services Crew Supervisor II (113) Crew Leader (109) Total Cemetery Services

1 1 2

FT FT

1 1 2

6545 6050 6002

Custodial Services Crew Supervisor I (112) Crew Leader (109) Custodial Worker II (103) Total Custodial Services

1 1 7 9

FT FT FT

1 1 7 9

2029 2024 2027 2016 3004 3002 3003

Project Management Performance Manager II (127) Performance Manager I (124) Project Manager (123) Planner II (119) Engineering Technician III (114) Right of Way Coordinator (114) Engineering Technician II (110) Total Project Management

0 0 0 0 0 0 0 0

1 1 2 1 1 1 1 8

FT FT FT FT FT FT FT 0

1 1 2 1 1 1 1 8

2024 1306 6230 6227 1202 6226 1203 6225 1412 1204 1411 6224 6223 9019

Purchasing/Fleet Performance Manager (125) Financial Analyst (117) Fleet Maintenance Superintendent (116) Lead Service Technician (113) Warehouse Supervisor (112) Service Technician II (111) Purchasing Specialist (109) Service Technician I (109) Customer Service Clerk II (108) Senior Warehouse Clerk (107) Customer Service Clerk I (105) Preventive Maintenance Specialist (104) Tire Technician (103) Seasonal Crew Worker (103) Total Purchasing/Fleet

1 0 1 2 1 4 1 2 0 2 1 2 1 1 19

1 1 1 2 1 4 0 3 1 1 1 2 1 1 20

FT FT FT FT FT FT FT FT FT FT FT FT FT PT

1 1 1 2 1 4 0 3 1 1 1 2 1 1 20

33 1 34

35 1 36

42 1 43

4008 4007 1450 4036

Description (Pay Grade) Solicitor’s Office Senior Solicitor (127) City Solicitor (120) Administrative Assistant (112) Court & Training Advocate (110) Total Solicitor’s Office JUDICIAL TOTAL Full Time Part Time

2029 2024 6418 5325 6207

GENERAL SERVICES TOTAL Full Time Part Time

227

Position Status FT FT FT FT

FY2017/18 Projected 1 2 2 1 6

17 0 17

42 1 43

City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Personnel Summary Positions Detail By Fund And Department Job Number

2127 2024 1032 2103 9889

2024 2107 2121 1032 1312 2103 1110

FY2014/15 Approved

FY2015/16 Approved

FY2016/17 Approved

HUMAN RESOURCES Administration Human Resources Director (130) Performance Manager (125) Executive Secretary (111) Personnel Technician (109) Senior Projects Intern (110) Total Administration

1 1 2 0 1 5

1 0 1 1 0 3

FT FT FT FT PT

1 0 1 1 0 3

Personnel Performance Manager I (124) Personnel Supervisor (120) Personnel Analyst (117) Executive Secretary (111) Accounting Clerk III (110) Personnel Technician (109) Office Services Specialist (105) Total Personnel

1 0 1 0 1 1 1 5

2 0 1 1 1 1 1 7

2 1 1 0 1 2 0 7

FT FT FT FT FT FT FT

2 1 1 0 1 2 0 7

9 1 10

10 0 10

0 0 0 0

1 1 1 3

FT FT FT

1 1 1 3

0 1 0 0 1

1 0 1 0 1

1 0 1 1 0

FT FT FT FT FT

1 0 1 1 0

3 5

2 5

Description (Pay Grade)

HUMAN RESOURCES TOTAL Full Time Part Time

4061 2029 3006

2024 4060 2010 4065 4057 3006

HOUSING & NEIGHBORHOOD SERVICES Administration Housing & Neigh Services Director (127) Performance Manager II (127) Project Specialist (112) Total Administration Neighborhood Empowerment Performance Manager I (124) Neigh. Empowerment Supervisor (121) Planner I (117) Neighbor Empowerment Liaison III (116) Neighborhood Redevelopment Coordinator (115) Project Specialist (112) Total Neighborhood Empowerment

Position Status

FY2017/18 Projected

10 0 10

2027 2307 1449 3006 6517 6504 1101

Neighborhood Inspections Project Manager (123) Development Coordinator (116) Neigh. Environ. Inspections Supervisor (113) Project Specialist (112) Environmental Inspector II (109) Environmental Inspector (107) Clerk II (103) Total Neighborhood Inspections

0 0 1 1 1 3 0 6

1 1 0 1 4 0 0 7

1 1 0 1 4 0 1 8

FT FT FT FT FT FT PT

1 1 0 1 4 0 1 8

2029 2024 2010 2307 2042 5310 2001 1415 3006 9884

Neighborhood Development Performance Manager II (127) Performance Manager I (124) Planner I (117) Development Coordinator (116) Rehab Specialist (114) Program Supervisor (113) Planning Technician II (113) Development Assistant (112) Project Specialist (112) Special Projects Intern (908) Total Neighborhood Development

1 1 1 1 1 0 1 1 0 1 8

1 0 0 0 1 1 1 1 1 1 7

0 0 0 0 1 1 1 1 0 0 4

FT FT FT FT FT FT FT FT FT PT

0 0 0 0 1 1 1 1 0 0 4

18 1 19

19 1 20

HOUSING & NEIGHBORHOOD SERVICES TOTAL Full Time Part Time

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

19 1 20

228

Personnel Summary Positions Detail By Fund And Department Job Number 4050 4049 2027 4047 4055 4044 4070 3018 4072 1037 4073 4071 4043 1446 4031 1450 4041 1032 4035 4040 2106 4012 1025 1311 1030 4011 1504 2105 1410 1022 2104 1310 1019 1011 4075

Description (Pay Grade) POLICE Chief of Police (130) Police Major (124) Project Manager (123) Police Captain (120) Police Lieutenant (118) Police Sergeant/Detective (116) Crime Analyst (115) Info Technology Tech II (115) Senior Police Officer (115) Executive Assistant (115) Accredi ta ti on Ma na ger/Gra nts Ma na ger (114)

Master Police Officer II (114) Master Police Officer (113) Sr. Administrative Assistant (113) Telecommunications Manager (113) Administrative Assistant (112) Police Officer II (111) Executive Secretary (111) Law Enforcement Victim Advocate (110) Police Officer I (110) Telecommunications Shift Supervisor (110) Correctional Officer II (109) Evidence Technician (109) Accounting Clerk II (108) Administrative Secretary (108) Correctional Officer I (108) Systems Operator (108) Telecommunications Operator II (108) Customer Service Technician (107) Secretary (107) Telecommunications Operator I (106) Accounting Clerk I (105) Records Clerk (104) Clerk II (103) Parking/Customer Service Officer (103) POLICE TOTAL Full Time Part Time

4133 4125 1412

FIRE Fire Administration Fire Chief (128) Fire Logistics Officer (116) Customer Service Clerk II (108) Total Fire Administration

4136 4135 4131 4104 4106 4103 4102 4101

Fire Fighting/Suppression Sr. Battalion Chief (124) Battalion Chief II (121) Battalion Chief (120) Fire Captain (116) Sr. Driver Engineer (113) Driver-Engineer (112) Firefighter II (110) Firefighter I (108) Total Fire Fighting/Suppression

4131 4123 4122 4121 4120

Fire Prevention/Investigation Battalion Chief (120) Fire Prevention-Captain (116) Fire Inspector III (113) Fire Inspector II (111) Fire Inspector I (109) Total Fire Prevention/Investigation FIRE TOTAL Full Time Part Time

229

FY2014/15 Approved

FY2015/16 Approved

FY2016/17 Approved

Position Status

FY2017/18 Projected

1 2 0 4 14 17 1 0 6 0 1 10 14 0 1 2 35 1 1 51 4 4 0 1 4 4 1 7 1 1 7 2 1 1 1

1 2 1 4 13 17 1 0 10 1 1 10 14 1 1 1 35 1 2 48 4 4 0 1 3 6 1 7 1 1 7 2 2 0 0

1 2 1 4 13 18 1 1 14 1 1 10 14 1 1 1 35 1 2 43 4 4 1 1 3 6 1 7 0 1 7 2 2 0 0

FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT PT

1 2 1 4 13 18 1 1 18 1 1 10 14 1 1 1 35 1 2 39 4 4 1 1 3 6 1 7 0 1 7 2 2 0 0

199 1 200

203 0 203

204 0 204

1 1 1 3

FT FT FT

1 1 1 3

2 3 1 24 0 24 30 30 114

2 3 2 24 3 21 30 30 115

2 3 2 24 9 15 30 30 115

FT FT FT FT FT FT FT FT

2 3 2 24 9 15 30 30 115

2 1 1 2 1 7

1 2 3 0 0 6

FT FT FT FT FT

1 2 3 0 0 6

124 0 124

204 0 204

124 0 124

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Personnel Summary Positions Detail By Fund And Department Job Number

FY2014/15 Approved

FY2015/16 Approved

FY2016/17 Approved

PLANNING AND DEVELOPMENT Administration & Customer Service Development Services Director (130) City Engineer I (122) Permit Center Manager (119) Building Plans Examiner (116) Planning Assistant (115) Planning Technician II (113) Development Assistant (112) Executive Secretary (111) Permit Technician II (109) Administrative Secretary (108) Total Administration & Customer Service

1 1 1 1 0 0 1 1 2 1 9

1 0 1 1 1 1 1 1 2 0 9

FT FT FT FT FT FT FT FT FT FT

1 0 1 1 1 1 1 1 2 0 9

2310 2308 2305

Building Inspections Building Official (122) Building Plans Examiner (116) Building Inspector II (115) Total Building Inspections

1 1 4 6

FT FT FT

1 1 4 6

2030 2011 2021 2016 2036 2001 2001 2303

Zoning Planning Services Manager (128) Senior Planner (121) Planner III (120) Planner II (119) Plans Reviewer (116) Planning Technician II (113) Planning Technician I (112) Inspector I (110) Total Zoning

0 1 1 2 0 1 1 1 7

0 1 1 2 1 1 0 1 7

1 0 1 2 1 1 0 1 7

FT FT FT FT FT FT FT FT

1 0 1 2 1 1 0 1 7

2030 3012 2011 2021 2016 2001

Planning Planning Services Manager (128) City Engineer I (122) Senior Planner (121) Planner III (120) Planner II (119) Planning Technician I (112) Total Planning

1 0 1 1 1 1 5

1 1 1 1 2 0 6

0 1 2 1 2 0 6

FT FT FT FT FT FT

0 1 2 1 2 0 6

3022 2016 2035 2010 2305 3004 3026

Infrastructure City Engineer III (127) Planner II (119) Landscape Architect (117) Planner I (117) Building Inspector II (115) Engineering Technician III (114) Engineering Technician I (109) Total Infrastructure

1 0 0 0 1 4 1 7

1 0 0 1 0 4 1 7

1 1 1 0 0 4 0 7

FT FT FT FT FT FT FT

1 1 1 0 0 4 0 7

34 0 34

35 0 35

1 0 1 2

1 0 0 1

1 1 0 2

2033 3012 2040 2308 2009 2001 1415 1032 3016 1030

Description (Pay Grade)

PLANNING AND DEVELOPMENT TOTAL Full Time Part Time

6530 3012 6545

PUBLIC WORKS Administration Public Works Director (129) City Engineer I (122) Crew Supervisor (112) Total Administration

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Position Status

FY2017/18 Projected

35 0 35

FT FT FT

1 1 0 2

230

Personnel Summary Position Job s Detail Number

Description (Pay Grade)

FY2015/16 Approved

FY2016/17 Approved

1 1 2 1 1 7 1 14

1 1 2 1 1 8 1 15

FT FT FT FT FT FT FT

1 1 2 1 1 8 1 15

Position Status

FY2017/18 Projected

6505 6545 6203 6207 6135 6032 6027

Street Maintenance Construction Maintenance Supervisor (114) Crew Supervisor (112) Maintenance Mechanic III (110) Maintenance Mechanic II (109) Equipment Operator III (108) Crew Worker II (104) Crew Worker I (103) Total Street Maintenance

6501 6107 6050 6106

Residential Waste Sanitation Supervisor (113) Refuse Truck Operator III (110) Crew Leader (109) Refuse Truck Operator II (108) Total Residential Waste

1 4 1 3 9

FT FT FT FT

1 4 1 3 9

9010 6501 6107 6207

Commercial Waste Operations Supervisor (116) Sanitation Supervisor (113) Refuse Truck Operator III (110) Maintenance Mechanic II (109) Total Commercial Waste

0 1 5 1 7

1 0 5 1 7

FT FT FT FT

1 0 5 1 7

2027 6050 6106 6504 6105 6027 9029 9019

Curbside Trash Project Manager (123) Crew Leader (109) Refuse Truck Operator II (108) Environmental Inspector (107) Refuse Truck Operator I (105) Crew Worker I (103) Seasonal Crew Leader (109) Seasonal Crew Worker (103) Total Curbside Trash

1 2 5 1 3 3 1 1 17

0 2 5 1 3 3 1 1 16

0 2 5 1 6 0 1 1 16

FT FT FT FT FT FT PT PT

0 2 5 1 6 0 1 1 16

6545 6107 6106 6105 9869

Recycling/Beautification Crew Supervisor (112) Refuse Truck Operator III (110) Refuse Truck Operator II (108) Refuse Truck Operator I (105) Special Intern (905) Total Recycling/Beautification

0 1 5 0 1 7

1 1 5 1 0 8

FT FT FT FT PT

1 1 5 1 0 8

0 1 1 1 4 1 2 10

1 0 1 2 4 0 2 10

FT FT FT FT FT FT FT

1 0 1 2 4 0 2 10

63 3 66

64 2 66

65 2 67

1 1 0 1 1 4

1 1 1 1 1 5

9010 6545 6050 6135 6032 6104 6027

Construction Operations Supervisor (116) Crew Supervisor (112) Crew Leader (109) Equipment Operator III (108) Crew Worker II (104) Equipment Operator I (104) Crew Worker I (103) Total Construction PUBLIC WORKS TOTAL Full Time Part Time

1320 2024 1038 1022 9879

231

FY2014/15 Approved

FINANCE Administration & Archives Finance Director/Municipal Clerk (130) Performance Manager (124) Assistant to the City Manager (120) Secretary (107) Special Projects Intern (908) Total Administration & Archives

65 2 67

FT FT FT FT PT

1 1 1 1 1 5

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Personnel Summary Positions Detail By Fund And Department Job Number

Description (Pay Grade)

FY2014/15 Approved

FY2015/16 Approved

FY2016/17 Approved

Position Status

FY2017/18 Projected

2029 1313 1304 1312 1311 9869

Accounting Performance Manager II (127) Accountant III (119) Accountant I (116) Accounting Clerk III (110) Accounting Clerk II (108) Special Intern (905) Total Accounting

1 2 1 1 1 1 7

FT FT FT FT FT PT

1 2 1 1 1 1 7

1425 1035 1011

Risk Management Risk Manager/Safety Supervisor (116) Insurance & Safety Specialist (111) Clerk II (103) Total Risk Management

1 1 1 3

FT FT FT

1 1 1 3

2013 1316 1412 1410 1012

Customer Services Business Analyst (119) Central Collections Coordinator (118) Customer Service Clerk II (108) Customer Service Technician (107) Clerk III (105) Total Customer Services

1 1 2 1 1 6

1 1 4 0 0 6

0 0 0 0 0 0

FT FT FT FT FT

0 0 0 0 0 0

2013 1505 1447 1412 1410 1411

Central Collections Business Analyst (119) Programmer/Analyst (116) Recovery Specialist (112) Customer Service Clerk II (108) Customer Service Technician (107) Customer Service Clerk I (105) Total Central Collections

0 1 0 2 2 3 8

0 1 0 1 2 4 8

1 1 1 3 2 4 12

FT FT FT FT FT FT

1 1 1 3 2 4 12

1447 1422 1412 1448 1411

Account Management Recovery Specialist (112) Billing Services Coordinator (111) Customer Service Clerk II (108) Recovery Service Technician (108) Customer Service Clerk I (105) Total Account Management

1 1 0 1 1 4

1 1 1 1 0 4

0 0 0 0 0 0

FT FT FT FT FT 0

0 0 0 0 0 0

1431 1446 1422 1448 1410 1420 1411 1419

Billing & Metering Services Billing/Customer Service Supervisor (118) Senior Administrative Assistant (113) Billing Services Coordinator (111) Recovery Service Technician (108) Customer Service Technician (107) Meter Reader II (107) Customer Service Clerk I (105) Meter Reader I (104) Total Billing & Metering Services

1 1 1 1 1 3 0 4 12

1 1 1 1 1 3 1 5 14

0 0 0 0 0 0 0 0 0

FT FT FT FT FT FT FT FT

0 0 0 0 0 0 0 0 0

42 2 44

44 2 46

25 2 27

1 0 1 1

1 1 1 1

FINANCE TOTAL Full Time Part Time

5315 2029 2029 2027

PARKS, RECREATION & TOURISM Tourism Parks, Recreation & Tourism Director (128) Performance Manager II (127) Performance Manager I (124) Project Manager (123)

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

25 2 27

FT FT FT FT

1 1 1 1

232

Personnel Summary Positions Detail By Fund And Department Job Number 5311 5305 6019 1037 5302 5304 5310 5301 5309 9389 1032 1312 6022 5306 5314 9379 9389 9885 9379 9339

Description (Pay Grade) Recreation Superintendent (118) Center Supervisor III (116) Grounds Superintendent (115) Executive Assistant (115) Park Supervisor II (115) Center Supervisor II (113) Program Supervisor (113) Park Supervisor I (112) Recreation Coordinator II (111) Recreation Programmer II (111) Executive Secretary (111) Accounting Clerk III (110) Horticulturist II (110) Recreation Coordinator I (109) Program Coordinator (108) Recreation Programmer I (105) Recreation Programmer II (111) Senior Projects Intern (110) Recreation Programmer I (105) Recreation Leader I (101) Total Tourism

FY2015/16 Approved 1 1 1 1 1 1 3 1 3 1 2 1 1 3 1 2 0 1 1 33 63

FY2016/17 Approved 1 1 1 1 1 1 3 1 3 1 2 1 1 3 1 2 0 1 1 33 63

Position Status FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT PT PT PT PT

FY2017/18 Projected 1 1 1 1 1 1 3 1 3 1 2 1 1 3 1 2 0 1 1 33 63

5302 5304 5303 5306 5330 9379 9339 9389 9379 9339 9539

Recreation Park Supervisor II (115) Center Supervisor II (113) Center Supervisor I (112) Recreation Coordinator I (109) Special Populations Supervisor (109) Recreation Programmer I (105) Recreation Leader I (101) Recreation Programmer II (111) Recreation Programmer I (105) Recreation Leader I (101) Recreation Specialist III (904) Total Recreation

1 3 1 1 2 1 0 1 1 6 9 26

1 3 1 0 2 0 1 1 1 5 9 24

FT FT FT FT FT FT FT PT PT PT PT

1 3 1 0 2 0 1 1 1 5 9 24

2029 2027 6521 6019 5302 5310 5301 3006 6204 6022 6207 6050 6021 6201 6032 1314 6027 9029 9369 9019 9339 9539

Parks Performance Manager I (124) Project Manager (123) Grounds Maintenance Superintendent (116) Grounds Superintendent (115) Park Supervisor II (115) Program Supervisor (113) Park Supervisor I (112) Project Specialist (112) Maintenance Mechanic IV (111) Horticulturist II (110) Maintenance Mechanic II (109) Crew Leader (109) Horticulturist I (108) Maintenance Mechanic (105) Crew Worker II (104) Cashier I (103) Crew Worker I (103) Seasonal Crew Leader (109) Recreation Leader III (105) Seasonal Crew Worker (103) Recreation Leader I (101) Recreation Specialist III (904) Total Parks

0 1 1 1 1 2 1 0 1 4 1 3 6 1 4 1 9 1 1 2 12 12 65

1 0 1 2 0 2 1 0 1 4 1 4 6 2 5 1 11 0 0 0 12 12 66

FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT FT PT PT PT PT PT

1 0 1 2 0 2 1 0 1 4 1 4 6 2 5 1 11 0 0 0 12 12 66

71 81 152

78 75 153

PARKS, RECREATION AND TOURISM TOTAL Full Time Part Time

233

FY2014/15 Approved 1 1 0 1 2 1 3 1 2 0 2 1 1 3 1 1 1 2 1 33 61

78 75 153

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Personnel Summary Positions Detail By Fund And Department Job Number 4401 4406 6555 6545 6201 4409 4413 6032 4419 6027 9369 9019

Description (Pay Grade) HOUSING AUTHORITY Housing Authority Director (128) Housing Inspector (115) Maintenance Superintendent I (115) Crew Supervisor (112) Maintenance Mechanic (105) Occupancy Specialist I (105) Applications Coordinator (104) Crew Worker II (104) Clerk Stenographer (103) Crew Worker I (103) Recreation Leader III (105) Seasonal Crew Worker (103) HOUSING AUTHORITY TOTAL Full Time Part Time

2012 2024 2041 2020 2027 2014 2010 3006 1032 1455 5314 1023

ECONOMIC & URBAN DEVELOPMENT Economic & Urban Develop. Director (130) Performance Manager I (124) Technology Incubator Director (124) Textile Coord Redev Mgr (124) Project Manager (123) Economic Development Coordinator (119) Project Design Specialist (117) Project Specialist (112) Executive Secretary (111) Graphic Designer (110) Program Coordinator (108) Office Assistant (106) ECONOMIC & URBAN DEVELOPMENT TOTAL Full Time Part Time

FULL TIME PART TIME

FY2014/15 Approved

FY2015/16 Approved

FY2016/17 Approved

Position Status

FY2017/18 Projected

1 1 1 2 5 4 1 2 2 3 3 1

FT FT FT FT FT FT FT FT FT FT PT PT

1 1 1 2 5 4 1 2 2 3 3 1

22 4 26

1 1 0 0 5 1 1 0 0 1 1 1

1 1 1 1 3 1 1 1 1 0 1 0

12 0 12

668 92 760

GENERAL FUND TOTAL 660 678 102 92 762 770

22 4 26

FT FT FT FT FT FT FT FT FT FT FT FT

1 1 1 1 3 1 1 1 1 0 1 0

ENTERPRISE FUNDS STORMWATER FUND 3022 6523 3003 3026 6050 6135 6115 6032 6104 6027

City Engineer III (127) Sanitation Superintendent (119) Engineering Technician II (110) Engineering Technician I (109) Crew Leader (109) Equipment Operator III (108) Equipment Operator II (105) Crew Worker II (104) Equipment Operator I (104) Crew Worker I (103) STORMWATER TOTAL Full Time Part Time

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

1 1 1 1 0 4 2 1 1 2

1 0 2 0 1 3 3 1 1 2

14 0 14

FT FT FT FT FT FT FT FT FT FT

1 0 2 0 1 3 3 1 1 2

14 0 14

234

Personnel Summary Positions Detail By Fund And Department Job Number

Description (Pay Grade)

FY2014/15 Approved

FY2015/16 Approved

FY2016/17 Approved

2 0 2

FT PT

2 0 2

1 5 12 18

FT FT FT

1 5 12 18

1 1 1 1 2 0 6

1 1 1 3 0 0 6

FT FT FT FT FT FT

1 1 1 3 0 1 7

1 2

FT FT

1 2

1 3 1 5 0 4 2 1 1 1 2 24

1 3 1 6 0 4 2 1 1 1 2 25

1 3 1 6 1 4 2 1 2 0 1 25

FT FT FT FT FT FT FT FT FT FT FT

1 3 1 7 1 4 2 1 2 0 1 26

1 0 0 0 1 2 1 1 6

1 0 0 1 0 2 1 1 6

1 1 1 0 0 2 1 1 7

FT FT FT FT FT FT FT FT

1 1 1 0 0 2 1 1 7

1 0 1 2 1 9 1 1 1 1 1 19

1 1 1 2 1 9 1 1 3 1 0 21

FT FT FT FT FT FT FT FT FT FT PT

1 1 1 2 1 9 1 1 3 1 0 21

Position Status

FY2017/18 Projected

ELECTRIC FUND 6531 9010

Administration Public Utilities Director (131) Operations Supervisor (116) Total Administration

6506 6424 6423

Electric Services Electric Line Crew Supervisor (119) Lineworker IV (116) Lineworker III (114) Total Electric Services

2024 3008 1443 3004 6423 3003

Electric Engineering Performance Manager (124) Engineering Technician IV (116) City Forester (115) Engineering Technician III (114) Lineworker III (114) Engineering Technician II (110) Total Electric Engineering

2026 6516 6418 6555 6423 6415 6545 6411 6337 6207 1412 1411 6328

235

Power & Communication Services Project Manager (123) Electronic Service Technician Supervisor (116) Electronic Service Technician III (115) Maintenance Superintendent I (115) Lineworker III (114) Electronic Service Technician II (113) Crew Supervisor (112) Electronic Service Technician I (112) Maintenance Technician III (110) Maintenance Mechanic II (109) Customer Service Clerk II (108) Customer Service Clerk I (105) Maintenance Technician I (105) Total Power & Communication Services

1439 6533 1038 1037 1032 1412 6405 1023

Operations Administration Deputy City Manager (134) Public Services Administrator (131) Assistant to the City Manager (120) Executive Assistant (115) Executive Secretary (111) Customer Service Clerk II (108) Utilities Services Coordinator (107) Office Assistant (106) Total Operations Administration

1515 2029 1507 2024 3019 1512 1511 3020 1510 3003 9881

Information Technology Chief Information Officer (131) Performance Manager II (127) Information Services Supervisor (124) Performance Manager (124) GIS Manager (122) Information Technology Engineer II (120) Information Technology Engineer (118) GIS Program Analyst II (117) Information Technology Technician (112) Engineering Technician II (110) Special Projects Intern (908) Total Information Technology

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Personnel Summary Positions Detail By Fund And Department Job Number

6533 2029 2024 2027 6570 1460 2016 3004 3006 3003 3026 1412

Description (Pay Grade) GENERAL SERVICES General Services Administration Public Services Administrator (131) Performance Manager II (127) Performance Manager I (124) Project Manager (123) Cons tructi on Ma i ntena nce Superi ntendent (119)

Key Accounts Manager (119) Planner II (119) Engineering Technician III (114) Project Specialist (112) Engineering Technician II (110) Engineering Technician I (109) Customer Service Clerk II (108) Total General Services Administration

FY2014/15 Approved

FY2015/16 Approved

FY2016/17 Approved

Position Status

FY2017/18 Projected

1 0 1 2 1

1 0 1 1 0

0 1 1 0 0

FT FT FT FT FT

0 1 1 0 0

1 1 1 1 1 1 4 15

0 0 0 1 0 0 4 8

0 0 0 1 0 0 0 3

FT FT FT FT FT FT FT

0 0 0 1 0 0 0 3

2029 2024 2027 2016 3004 3003

Project Management Performance Manager II (127) Performance Manager I (124) Project Manager (123) Planner II (119) Engineering Technician III (114) Engineering Technician II (110) Total Project Management

0 0 0 0 0 0 0

1 1 2 1 2 1 8

0 0 0 0 0 0 0

FT FT FT FT FT FT 0

0 0 0 0 0 0 0

3021 1511 1316 1431 1306 1446 1422 1412 1411

AMI Administration City Engineer II (124) Information Tech Engineer II (120) Central Collections Coordinator (118) Billing/Customer Service Supervisor (118) Financial Analyst (117) Senior Administrative Assistant (113) Billing Services Coordinator (111) Customer Service Clerk II (108) Customer Service Clerk I (105) Total AMI Administration

0 0 0 0 0 0 0 0 0 0

1 1 1 1 1 1 1 7 1 15

FT FT FT FT FT FT FT FT FT 0

1 1 1 1 1 1 1 7 1 15

6233 1422 1448 1410 1420 1419

AMI Field Operations Operations Superintendent (123) Billing Services Coordinator (111) Recovery Service Technician (108) Customer Service Technician (107) Meter Reader II (107) Meter Reader I (104) Total AMI Field Operations

0 0 0 0 0 0 0

1 1 2 1 3 1 9

FT FT FT FT FT FT

1 1 2 1 3 1 9

89 1 90

94 0 94

106 0 106

Engineering City Engineer III (127) City Engineer II (124) Operations Supervisor (116) Engineering Technician III (114) Total Engineering

1 0 1 0 2

0 0 1 1 2

1 1 1 0 3

FT FT PT FT

1 1 1 0 3

Water Distribution Operations Superintendent (123) Maintenance Superintendent III (118) Maintenance Superintendent II (116) Maintenance Superintendent I (115) Engineering Technician III (114)

1 0 1 0 0

1 1 0 0 1

FT FT FT FT FT

1 1 0 0 1

ELECTRIC FUND TOTAL Full Time Part Time

108 0 108

WATER FUND 3022 3021 9010 3004

6233 6518 6512 6555 3004

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

236

Personnel Summary Positions Detail By Fund And Department Job Number 6544 6545 6337 6207 6135 6201 6032

6514 6315 6314 6507 6312 6311 6380 6333 6337 6330

Description (Pay Grade) Crew Supervisor II (113) Crew Supervisor (112) Maintenance Technician III (110) Maintenance Mechanic II (109) Equipment Operator III (108) Maintenance Mechanic (105) Crew Worker II (104) Total Water Distribution Water Treatment Plant Water/Wastewater Superintendent (121) Water Plant Operator V (118) Water Plant Operator IV (116) Environmental Lab Supervisor (115) Water Plant Operator III (114) Water Plant Operator II (113) Environmental Lab Technician III (112) Environmental Lab Technician II (111) Maintenance Technician III (110) Maintenance Technician II (109) Total Water Treatment Plant WATER FUND TOTAL Full Time Part Time

FY2014/15 Approved 0 3 1 8 3 3 0 20

FY2015/16 Approved 0 3 1 8 3 3 1 21

FY2016/17 Approved 1 2 1 8 3 3 1 22

1 0 0 0 2 3 1 1 0 0 8

1 0 0 1 2 3 0 1 0 0 8

1 3 2 1 0 0 0 1 0 0 8

29 1 30

30 1 31

32 1 33

Position Status FT FT FT FT FT FT FT

FT FT FT FT FT FT FT FT FT FT

FY2017/18 Projected 1 2 1 8 3 3 1 22

1 3 2 1 0 0 0 1 0 0 8

32 1 33

WASTEWATER FUND

237

6518 6512 6555 6544 6545 3003 6207 6135 6201 6328

Wastewater System Maintenance Superintendent III (118) Maintenance Superintendent II (116) Maintenance Superintendent I (115) Crew Supervisor II (113) Crew Supervisor I (112) Engineering Technician II (110) Maintenance Mechanic II (109) Equipment Operator III (108) Maintenance Mechanic (105) Maintenance Technician I (105) Total Wastewater System

0 1 0 0 3 0 6 2 3 0 15

1 0 0 1 2 0 6 2 3 0 15

FT FT FT FT FT FT FT FT FT PT

1 0 0 1 2 0 6 2 3 0 15

3022 6233 6323 9010 6322 6555 6312 6320 6411 6545 6330 6319 9879

Wastewater Treatment Plant City Engineer III (127) Operations Superintendent (123) Wastewater Plant Operator V (118) Operations Supervisor (116) Wastewater Plant Operator IV (116) Maintenance Superintendent I (115) Wastewater Plant Operator III (114) Wastewater Plant Operator II (113) Electronic Service Technician I (112) Crew Supervisor I (112) Maintenance Technician II (109) Wastewater Plant Operator I (109) Special Projects Intern (908) Total Wastewater Treatment Plant

1 0 0 1 0 0 1 3 0 0 0 0 1 7

2 0 0 1 0 0 1 3 0 0 0 1 0 8

1 0 2 0 3 0 1 0 0 0 0 0 0 7

FT FT FT FT FT FT FT FT FT FT FT FT PT

1 0 2 0 3 0 1 0 0 0 0 0 0 7

6338 1441 6333 6335

Industrial Pretreatment Industrial Pre-treatment Supervisor (114) Environmental Education Specialist II (113) Environmental Lab Technician II (111) Industrial Pretreatment Field Technician (108) Total Industrial Pretreatment

0 1 0 2 3

0 1 1 1 3

1 1 0 1 3

FT FT FT FT

1 1 0 1 3

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Personnel Summary Positions Detail By Fund And Department Job Number

Description (Pay Grade)

FY2014/15 Approved

FY2015/16 Approved

FY2016/17 Approved

Position Status

FY2017/18 Projected

6520 6507 6380

Environmental Lab Environmental Operations Coordinator (119) Environmental Lab Supervisor (115) Environmental Lab Technician III (112) Total Environmental Lab

0 1 3 4

1 1 2 4

FT FT FT

1 1 2 4

6518 6555 6544 6545 6337 6330 6328 6328

Plant Maintenance Maintenance Superintendent III (118) Maintenance Superintendent I (115) Crew Supervisor II (113) Crew Supervisor I (112) Maintenance Technician III (110) Maintenance Technician II (109) Maintenance Technician I (105) Maintenance Technician I (105) Total Plant Maintenance

0 1 0 1 2 4 0 1 9

0 1 0 1 2 4 1 0 9

1 0 2 0 2 4 0 0 9

FT FT FT FT FT FT FT PT

1 0 2 0 2 4 0 0 9

36 2 38

39 0 39

38 0 38

192

WASTEWATER FUND TOTAL Full Time Part Time

ENTERPRISE FUNDS TOTAL FULL TIME PART TIME

FULL TIME PART TIME

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

168

177

190

172

178

191

193

CITYWIDE TOTAL 828 855 106 93 934 948

858 93 951

860 93 953

238

Budget Ordinance

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Budget Ordinance

240

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Budget Ordinance

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Budget Ordinance

242

City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

Budget Ordinance

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Budget Ordinance

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Appendix GLOSSARY OF TERMS Accounting System: The total set of records and procedures which are used to record, classify, and report information on the financial status and operations of an entity. Accounts Payable: A liability account reflecting amounts on open account owing to private persons or organizations for goods and services received by a government (but not including amounts due to other funds of the same government or to other governments). Accounts Receivable: An asset account reflecting amounts owing to open accounts from private persons or organizations for goods and services furnished by a government. Accrual Basis of Accounting: A basis of accounting in which transactions (debts and credits) are recognized at the time they are incurred, as opposed to when cash is received or spent. Activity: A specific and distinguishable line of work performed by one or more organizational component of a government for the purpose of accomplishing a function for which the government is responsible (i.e. The Police Department is an activity within the public safety function). Adoption: Formal action by the City Council that sets the spending limits for the fiscal year. Ad Valorem: Latin for “value of”. Refers to the tax assessed against real (land and buildings) and personal (equipment and furniture) property. Allocation: The portion of an appropriation which is designated for expenditure by specific organization units and/or for specific purposes. Amortization: Repayment of principal over the course of time for a loan. Annual Operating Budget: The City’s plan of current expenditures and the proposed means of financing them. The annual operating budget is the primary controlling document for most of the City’s spending, financing, and/or acquisition activities. Appropriation: The legal authorization granted by a legislative body (the City Council) to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in both amount and time. Appropriation Ordinance: The City’s legal instrument by which budgets are set and adopted on a line-item basis. Arbitrage: The interest earnings derived from invested bond proceeds or debt service fund balances. Assessed Valuation: The estimated value placed on real and personal property by the chief appraiser of the appraisal district as the basis for levying property taxes. All appraisal activity is the responsibility of The York County Assessor's Office. Audit: A methodical examination of the use of resources. It concludes in a written report of its findings, and it is a test of management's accounting system to determine the extent to which internal accounting controls are both available and being used. Balanced Budget: A budget in which current revenues equal current expenditures. Balance Sheet: The basic financial statement which discloses the assets, liabilities, and equities of an entity at a specified date in conformity with GAAP. Bond: A written promise to pay a specified sum of money, called the face value or principal amount, at a specific date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. Budget: A comprehensive financial plan of operation which incorporates an estimate of proposed expenditures for a given period and the proposed means of financing them. Budget Calendar: The schedule of key dates or milestones which the City follows in the preparation and adoption of the budget. City of Rock Hill, South Carolina—Fiscal Year 2016/2017 245

Appendix Budget Message: A general discussion of the proposed budget presented in writing as a part of the budget document. The budget message explains principal budget issues against the background of the present economy and financial experience in recent years. Budgetary Control: The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues. Capital Improvement Program (CIP): A plan for purchasing, leasing, and/or constructing the equipment or property needed to complete the City’s long-term improvement projects. The plan details by year (over a fixed number of years) for each project. The plan also specifies the resources estimated to be available to pay for the project expenditures. Capital Outlay: Equipment with a value in excess of $5,000 and an expected life of more than one year. Capital Project: Construction, purchase or major renovation of City infrastructure with a cost of at least $20,000, or equipment purchase with a cost of at least $50,000, and which results in a fixed asset. Cash Basis of Accounting: A basis of accounting under which revenues are recognized when cash is received and expenditures incurred when cash is paid. Certificates of Participation (COPS): A financing instrument by which certificates or securities are sold to investors who underwrite a project. The issuance of COPs is secured by lease-purchase agreements to which the City is a party. Consumer Price Index (CPI): A statistical description of price levels provided by the U.S. Department of Labor. The index is used as a measure of the increase in the cost of living. Cost: The amount of money or other consideration exchanged for property or services. Costs may be incurred even before money is paid; that is, as soon as liability is incurred. Ultimately, however, money or other consideration must be given in exchange. Current Assets: Those assets which are available or can be made readily available from current operations or to pay current liabilities. Those assets which will be used up or converted to cash within one year. Some examples are cash, temporary investments and taxes receivable which will be collected within one year. Current Liabilities: Debt or other legal obligation arising out of transactions in the past which must be liquidated, renewed, or refunded within one year. Current Taxes: Taxes levied and due within one year. Debt: An obligation resulting from borrowed money or from the purchase of goods and services. Debts of government include bonds and notes. Debt Limit: The maximum amount of general obligated debt which is legally permitted. The State of South Carolina forbids cities from incurring debt in excess of 8% of the total assessed valuation of taxable property within the City. Debt Service: The payment of principal and interest on borrowed funds, such as bonds. Debt Service Requirement: The amount of money required to pay the interest currently due on outstanding debt, and/or principal portion due on debt maturing in the up-coming year. The city’s debt service requirement may also include required annual contributions to sinking funds set up to accumulate monies for the retirement of term bonds. Delinquent Taxes: Taxes that remain unpaid on and after the date they are due and which include a penalty for nonpayment.

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Appendix Department: A major administrative unit of the City which manages an operation or group of related operations within a functional area. Depreciation: The decrease in value of physical assets due to use and the passage of time. Division: A sub-unit of a Department having responsibility for a specific function within the Department. Encumbrance: Commitments related to unperformed contracts for goods or services. Encumbrances represent the estimated amount of expenditures ultimately to result if the unperformed contracts are completed. Encumbrances are used for budgetary purposes only and are not expenditures under generally accepted accounting principles (GAAP). Enterprise Fund: A fund established to account for operations: (a) financed through user charges and operated in a manner similar to private businesses, where the intent is to cover the cost of providing goods and services to the general public on a continuing basis; or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, or other purposes. The Cityâ&#x20AC;&#x2122;s Enterprise Funds are for water, wastewater, storm water, and electric utilities. Estimated Revenue: The amount of projected revenue to be collected during the fiscal year. Exempt: Personnel not eligible to receive overtime pay and who are expected to put in whatever hours are necessary to complete their job assignments. Compensatory time off, as partial compensation for overtime hours worked, may be allowed by the respective department head. Expenditures/Expenses: The amount of cash paid or to be paid for a service rendered, goods received or an asset purchased. Federal Emergency Management Agency (FEMA): A federal agency that provides disaster relief. Fiscal Year (FY): A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. The City of Rock Hillâ&#x20AC;&#x2122;s fiscal year begins July 1st and ends the following June 30th. Fixed Asset: Assets of a long-term character which are intended to continue to be held or used, such as land, buildings, improvements other than buildings, machinery and equipment. Full Time Equivalent (F.T.E.): Number of staff positions calculated on the basis that one FTE equates to 2080 hours a year. Full Accrual Basis of Accounting: The method of accounting where revenues are recognized when earned, expenditures are recognized when incurred and fixed assets are depreciated over their estimated useful life. All enterprise and internal service funds are accounted for using this method of accounting. Fund: A fiscal and accounting entity that has a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Fund Balance: The difference between governmental fund assets and liabilities, also referred to as fund equity. GASB 34: Statement number 34 issued by Governmental Accounting Standards Board (GASB). A new reporting model that will require government financial statements to be written in a format similar to private business. Generally Accepted Accounting Principles (GAAP): A body of accounting and financial reporting standards set by the Governmental Accounting Standards Board (GASB) for state and local governments. City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

247

Appendix General Fund: The fund used to account for all financial resources except those required to be accounted for in another fund. General Ledger: A book, file or other device which contains the accounts needed to reflect the financial position and the results of operations of an entity. In double entry bookkeeping, the debits and credits in the general ledger are equal; therefore, the debit balances equal the credit balances. General Obligation (GO) Bonds: When the City pledges its full-faith and credit to the repayment of the bonds it issues, then those bonds are general obligation (G.O.) bonds. Sometimes the term is used to refer to bonds which are repaid from taxes and other general revenue. Goal: A statement of broad direction, purpose or intent on the needs of the community. A goal is general and timeless. Governmental Accounting Standards Board (GASB): The authoritative accounting and financial reporting standardsetting body for government entities. Governmental Funds: Those funds through which more governmental functions typically are financed. The acquisition, use and financial resources and the related current liabilities are accounted for through governmental funds (General, Special Revenue, Capital Projects, and Debt Service Funds). Grant: A contribution by a government or other organization to support a particular function. Grants may be classified as either categorical or block, depending upon the amount of discretion allowed the grantee. Infiltration & Inflow (I&I): A situation where storm water enters the sewer system. Interfund Transfers: Amounts transferred from one fund to another, generally for expenses incurred but paid from another fund for services rendered or for account tracking purposes. Intergovernmental Revenue: Revenue received from other governments, whether local, state or federal, usually in the form of grants, entitlements, shared revenues or payments in lieu of taxes. Insurance Service Office (ISO): Provides ratings based on industry standards for fire services. Kilovolt (KV): Equals 1,000 volts of electricity. Kilovolt-ampere (KVA): The unit of measurement for power used for circuit sizing. Levy: To impose taxes, special assessments, or service charges for the support of City activities. Long Term Debt: Any unmatured debt that is not a fund liability since it is not currently due, such as outstanding bonds issued by the City. Maintenance and Operation (M&O) Costs: The day-to-day operating and maintenance cost of a municipality including such things as personnel, gas, electric utility bills, telephone expense, reproduction costs, postage, and vehicle maintenance. Mil: A tax rate based on the valuation of property. A tax rate of one mil produces one dollar of taxes on each $1,000 of property valuation. Modified Accrual Accounting: A basis of accounting in which expenditures are accrued but revenues are accounted for on a cash basis. This accounting technique is a combination of cash and accrual accounting since expenditures are immediately incurred as a liability while revenues are not recorded until they are actually received or are "measurable" and available. It is recommended as the standard for most governmental funds. Nephelometric Turbidity Units (NTU): The scientific unit of measure for fine particles in water. 248

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Appendix Net Assets: Total assets minus total liabilities. Non-Exempt: Personnel eligible to receive overtime pay when overtime work has been authorized or requested by the supervisor. Objectives: A desired outcome that is measurable and that can be achieved within a specific time frame. Operating Budget: A financial plan for the Cityâ&#x20AC;&#x2122;s general operations, such as salaries, utilities and supplies. Operating Transfers: Legally authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended. An example would be the transfer of funds from the general fund or an enterprise fund to an internal service fund to finance the services provided by the internal service fund. Ordinance: A formal legislative enactment by the governing board of a municipality (the City Council). If it is not in conflict with any higher form of law, such as, a State statute, a Federal law, or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. The difference between an ordinance and a resolution is that the latter requires less formality and has a lower legal status. Ordinarily, the Cityâ&#x20AC;&#x2122;s statutes or charter will specify or imply those legislative actions which must be by ordinance and those which may be by resolution. Performance Budget: A budget format that includes (1) performance goals and objects and (2) demand, workload, efficiency, and effectiveness measures for each governmental program. Performance Indicators: Statistical information which denotes the demands for services within a department/ division. Performance Measurement: A method of evaluation that uses measurable performance of activities to determine achievement of goals. Personnel Services: The costs associated with compensating employees for their labor. Program: An organized set of related work activities that are directed toward a common purpose or goal and represent well-defined uses of city resources. Property Tax: Property taxes are levied on both real and personal property according to the property's assessed valuation and the tax rate applied. Proposed Budget: The budget as formulated and proposed by the budget-making authority (the City Manager). It is submitted to the legislative body (the City Council) for review and approval. Proprietary Fund: A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. Purchase Order: A document which authorizes the delivery of specified merchandise or the rendering of certain services and the making of a charge for them. Reserve: An account used to earmark a portion of the fund balance. This may be done for various reasons. The most common are to indicate that a portion of the fund balance is not available for general expenditures or the amount has been legally segregated for specific future use. Resolution: A special or temporary order of a legislative body (the City Council). This action requires less legal formality than an ordinance. Resources: Total monies available for appropriation purposes to include revenues, fund balances, transfers, and other financing services (e.g. bond proceeds).

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249

Appendix Restricted Assets: Monies or other resources whose use is restricted by legal or contractual requirements. In governmental accounting, special treatment is given to restricted assets arising out of revenue bond indentures in enterprise funds. Retained Earnings: An equity account reflecting the accumulated earnings of an enterprise or internal service fund. For budgeting purposes, the working capital definition of fund balance is used. Revenue: Income received or anticipated from taxes or other sources, such as business licenses, user fees, fines, and investments. Revenue Bonds: When a government issues bonds which do not pledge the full faith and credit of the jurisdiction, it issues limited liability revenue bonds. Typically, pledges are made to dedicate one specific revenue source to repay these bonds. Revenue bonds are not included in the 8% general obligation debt limit set by the State. The Cityâ&#x20AC;&#x2122;s revenue bonds are repayable from utility user charges. Rock Hill-Fort Mill Area Transportation Study (RFATS): A transportation planning area in the northeast section of York County. Rock Hill Economic Development Corporation (RHEDC): The purpose of which is to transition the community from dependence on the textile industry to more diverse economic opportunities. Services: The costs related to services performed for the City by individuals, business, or utilities. Sexual Assault Nurse Examiner (SANE): A grant from South Carolina Department of Public Safetyâ&#x20AC;&#x2122;s Stop Violence Against Women program. Short Term Debt: Any debt obligation of five years or less duration, such as short term loans or lease/purchase agreements for equipment purchases. Sinking Fund: A group of accounts established to account for the accumulation of resources for, and the payment of, long-term bond principal and interest. Bonds issued in such a fund contain an agreement requiring the governmental unit to periodically set aside a sum which, when compounded with interest, will be sufficient to redeem the debt at the stated maturity date. Bonds of this type are commonly known as term bonds. Special Assessments: A compulsory levy made against certain properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those properties. Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. Supervisory Control and Data Acquisition (SCADA): A technology of automatic radio transmissions of data from a remote source to a receiving station for recording and analysis. Used in providing a monitoring mechanism for water and sewer systems. Supplies: A cost category for minor items (individually priced at less than $500) required by departments to conduct their operations. Supplemental Appropriation: An additional appropriation made by the legislative body (the City Council) after the budget year has begun. Support Services: The expenditure class for charges paid by one City department or agency to another for services rendered or materials supplied.

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Appendix Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit, such as police and fire services, planning, parks and recreation, etc. This term does not include specific charges such as special assessments or user charges. Unencumbered Balance: The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future use. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service (e.g. fees paid for periodic refuse pick-up). Working Capital: An amount calculated by subtracting current liabilities from current assets. An indicator of the liquidity of an entity.

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251

Appendix GLOSSARY OF ACRONYMS

ADA: Americans with Disabilities Act

GIS: Geographic Information System

BS: Balance Sheet

ICMA: International City/County Management Association

CA: Current Assets

I & I: Infiltration and inflow

CAFR: Comprehensive Annual Financial Report

ISO: Insurance Service Office

CALEA: Communications Assistance for Law Enforcement Act KV: kilovolt CL: Current Liabilities

KVA: Kilovolt-ampere

CIP: Capital Improvement Program

M & O: Maintenance and Operation Costs

CDBG: Community Development Block Grant

MGD: Millions Gallons per Day

COPS: Certificates of Participation

NE: Neighborhood Empowerment program

CPI: Consumer Price Index

NPDES: National Pollutant Discharge Elimination System

DCC: Development Coordinating Center

NTU: Nephelometric Turbidity Units

DHEC: (South Carolina) Department of Health and Environ- OSHA: Occupational Safety and Health Administration mental Control PARD: (South Carolina) Parks and Recreation Department DOA: (South Carolina) Department of Aviation PMPA: Piedmont Municipal Power Agency DS: Debt Service PO: Purchase Order DSR: Debt Service Reserve RE: Retained Earnings EPA: Environmental Protection Agency RFATS: Rock Hill-Fort Mill Area Transportation Study FAA: Federal Aviation Administration RHEDC: Rock Hill Economic Development Corporation FBO: Fixed Base Operator SANE: Sexual Assault Nurse Examiner program FEMA: Federal Emergency Management Agency SCADA: Supervisory Control and Data Acquisition FY: Fiscal Year SCLGIP: South Carolina Local Government Investment Pool F.T.E.: Full Time Equivalent WWTP: Wastewater Treatment Plant GAAP: Generally Accepted Accounting Principles GASB: Governmental Accounting Standards Board GFOA: Government Finance Officers Association GO: General Obligation Bonds

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Appendix Financial Policies The City of Rock Hill has developed a comprehensive set of financial policies that are consistent with the City’s goals and objectives. Specific attention has been given to make sure that these policies are both consistent and relationally sound. Financial policies are an integral part of the development of service, capital, and financial plans and the budget. They provide the basis for decision-making and continue Rock Hill’s tradition of financial stability. FP 1: Fund Balances The City will maintain stabilization funds at levels sufficient to protect the City's credit as well as its financial position from emergencies. The City of Rock Hill seeks to maintain a prudent level of financial resources to protect against reducing service levels or raising taxes and fees because of temporary revenue shortfalls or unpredicted one-time expenditures. Stabilization funds are called by many names including rainy day funds, unreserved, undesignated fund balances, and contingency funds. These funds are used at a government’s discretion for many purposes: to address temporary cash flow shortages; to fund emergencies; unanticipated economic downturns; and one-time opportunities. These funds provide flexibility to respond to unexpected opportunities that may help a government achieve its goals. The minimum and maximum amounts to be accumulated are based on the types of revenue, the level of uncertainty associated with revenues, the condition of capital assets, or the City’s level of security with its financial position. It is the goal of the City of Rock Hill to maintain a General Fund Balance equal to at least 15% of the total audited General Fund expenditures from the previous fiscal year and to maintain Enterprise Fund Unrestricted Net Assets equal to at least 20% of total Enterprise Fund operating expenses for the previous fiscal year. The State of South Carolina does not provide any local government constraints regarding the establishment of stabilization funds. The following summarizes the City's policy on different types of fund balances: Non-spendable The non-spendable fund balance includes amounts that cannot be spent because they are either not in spendable form, such as supplies inventories, or are legally or contractually required to be maintained intact, such as principal donated to the City to be invested and held in a permanent fund from which only the investment earnings can be spent. Restricted Fund balance is reported as restricted when constraints placed on the use of resources are either externally imposed by creditors (such as through debt covenants), grantors, contributors, or laws or regulations of other governments or is imposed by law through constitutional provisions or enabling legislation (City ordinances). Enabling legislation includes a legally enforceable requirement that those resources be used only for the specific purposes stipulated in the legislation. Legal enforceability means that the City can be compelled by an external party to use resources created by enabling legislation only for the purposes specified by the legislation. Committed The committed fund balance classification includes amounts that can be used only for the specific purposes imposed by formal action of City Council. Those committed amounts cannot be used for any other purpose unless City Council removes or changes the specified use by taking the same type of action it employed to previously commit those amounts. In contrast to fund balance that is restricted by enabling legislation, committed fund balance classification may be redeployed for other purposes with appropriate due process. Constraints imposed on the use of committed amounts are imposed by City Council, separate from the authorization to raise the underlying revenue; therefore, compliance with these constraints is not considered to be legally enforceable. Committed fund balance also incorporates contractual obligations to the extent that existing resources in the fund have been specifically committed for use in satisfying those contractual requirements.

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Appendix Assigned Amounts in the assigned fund balance classification are intended to be used by the City for specific purposes but do not meet the criteria to be classified as restricted or committed. In governmental funds other than the General Fund, assigned fund balance represents the remaining amount that is not restricted or committed. In the General Fund, assigned amounts represent intended uses established by City Council or the City Manager or his designee. Unassigned Unassigned fund balance is the residual classification for the General Fund and includes all spendable amounts not contained in the other classifications. In other governmental funds, the unassigned classification is used only to report a deficit balance resulting from overspending for specific purposes for which amounts had been restricted, committed, or assigned. FP 2: Revenue The City will design, maintain and administer a revenue system that will assure a reliable, equitable, diversified and sufficient revenue stream to support desired City services. Since the principle revenue stream for the government is determined by the fees and charges that are established, it is important that the City adopt policies that identify the manner in which fees and charges are set and the extent to which they cover the cost of the service provided. A revenue system that requires the identification of both the cost of the program and the portion of the cost that will be recovered through fees & charges allows the City and its citizens to develop a better understanding of the cost of services and to consider the appropriateness of established fees and charges. To that end, the City has established the following goals that are used to accomplish this policy: 1. The City will seek to establish all user charges fees at a level related to the full costs (operating, direct, indirect and capital) of providing the service. The City will review these fees & charges annually in the budget process and target rates that meet the cost to serve – particularly in the City’s key businesses (Public Safety, Public Works, Electric, Water, Wastewater, and Parks, Recreation & Tourism). In any event, all enterprise funds will be self-supporting. 2. Costs of service include direct and indirect costs such as operating and maintenance costs, overhead, and charges for use of capital (depreciation and debt service). A government may choose not to recover all costs, but it should identify such costs. Reasons for not recovering full costs should be identified and explained. State and local law may govern the establishment of fees and charges. 3. The City will consider market rates and charges levied by other businesses and municipalities for like services in establishing rates, fees and charges. These fees will be reviewed through the City’s annual rate survey. 4. One-time or special revenues shall not be used to finance ongoing City operations but rather be used for the funding of special projects. 5. An aggressive policy of seeking the collection of delinquent utility and license fee accounts will be maintained. 6. Citizen input into decisions relating to revenues will be solicited during the annual budget public hearing process and will be made available for public review prior to City Council consideration of first reading.

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Appendix 7. In determining revenue projections - and where judgment is required - conservatism shall be the rule. FP 3: Diversified Revenue Base The City will annually review its revenue source to maintain a diversified revenue base. The City of Rock Hill is committed to a diverse revenue base. Since all revenue sources have particular characteristics in terms of stability, growth, sensitivity to inflation or business cycle effects, and impact on tax and rate payers - a diversity of revenue sources can improve a governmentâ&#x20AC;&#x2122;s ability to handle fluctuations in revenues and potentially help to better distribute the cost of providing services. The City will identify approaches that will be used to improve revenue diversification. In accomplishing this policy, the City will analyze the sensitivity of revenues to changes in rates, the fairness of the tax or fee, administrative aspects of the revenue source, and other relevant issues. Over time the City will strive to improve its revenue diversity to the extent feasible. Since the City is statutorily limited as to the types of revenues it may raise, it may consider options to enhance flexibility within the constraints of available revenue sources. For example, The City will seek to diversify the tax base on which the property tax is levied. FP 4: Use of One-Time Revenue The City will limit the use of one-time revenues to pay for ongoing expenditures of the government. By definition, one-time revenues cannot be relied on in future budget periods. Since the use of one-time revenues can have disruptive effects on services due to non-recurrence of these sources, the City will dedicate one-time revenues (e.g. infrequent sales of government assets, bond refunding savings, infrequent revenues from development, and grants) to be used on expenditures appropriate startup costs, stabilization, special projects, and capital purchases. Any use of revenue that adds to the ongoing expenditure base will be carefully reviewed and minimized (e.g., capital expenditures that significantly increase ongoing operating expenses without a sustainable and offsetting long-term revenue plan). FP 5: Revenue Classification The City will annually evaluate all revenues, determine those that are considered to be unpredictable, and determine the best use of those revenues. A financial plan for governments should take into account the unpredictable nature of key revenues. This ensures that a government understands the potential impact on its ability to cover service costs and develops contingency plans in advance to address unpredictable revenue fluctuations. Specific allocation and contingency plans do not have to be developed for all unpredictable revenues, but become increasingly necessary as the size or unpredictability of the revenue source increases. The City will annually identify major revenue sources it considers unpredictable and define how these revenues may be used. Unpredictable revenue sources cannot be relied on as to the level of revenue they will generate. Particularly with major revenue sources, it is important to consider how significant variation in revenue receipts will affect the governmentâ&#x20AC;&#x2122;s financial outlook and ability to operate programs in the current and future budget periods. For each major unpredictable revenue source, the City will identify those aspects of the revenue source that make

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Appendix 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 utility costs which are budgeted with general fund expenses. The City Council has determined that the City needs to maintain the competitiveness of the utility system and rate structure, and therefore has historically minimized Utility Fund transfers to the General Fund, except for amounts reasonably necessary to cover a portion of the General Fund expenses which are incurred to support City General Fund obligations and costs related to the utility system services. Such General Fund expenses include, among other things, the use of City resources, assets, and facilities and funding obligations of the City’s General Fund related to utility system bonded indebtedness. Notwithstanding the higher costs to the General Fund related to such utility system expenses, the transfers should be reduced to a level that is supportable by standard utility business practices. Accordingly, in order to maintain a competitive utility rate structure, the City will forgo a larger Utility Fund transfer and uses a formula that presupposes that utility services would have been provided by a privately-owned utility instead of the City’s publicly owned utility. Such utility would have paid municipal ad valorem taxes and a franchise fee to the General Fund of the City and the utility’s investors would have been entitled to a return on their investment. For this reason, the city has established the following policy guideline regarding franchise fees, payments in lieu of taxes, rates of return and operating transfers from the utility system:

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Payment in Lieu of Franchise Fees. The City shall budget annually the equivalent of a franchise fee from the Utility Fund that would have been paid had electric, water and sewer services been provided by an investor-owned utility. This fee shall be calculated by multiplying all gross revenues of the electric, water and sewer systems made within the City’s corporate boundaries by the current franchise fee the City charges to private utility providers (5%). The payment in lieu of a franchise fee shall be reported as an expense of the electric, water and sewer system and as a revenue of the General Fund.

Payment in Lieu of Taxes. The City shall budget annually the equivalent of a payment in lieu of taxes from the electric, water, and sewer systems to the General Fund that approximates the amount of ad valorem taxes that would have been paid had utility services been provided by an investor-owned utility. The payment in lieu of taxes shall be calculated by multiplying the gross fixed assets of the system reported in the City’s most recent audited financial statements by the appropriate assessment ratio and then by the City-wide tax rate included in the City’s most recent budget ordinance. The resulting product shall be multiplied by the estimated percentage of electric, water and sewer fixed assets that are located within the City’s corporate boundaries. The payment in lieu of taxes amount calculated under this section shall be reported as an expense of the electric, water and sewer system and as a revenue of the General Fund.

Payment in Lieu of Rate of Return. The City may budget annually a payment in lieu of a rate of return on the gross operational revenues of the electric, water and sewer systems. This rate of return will be based on 5% of gross utility revenues and may be adjusted by City Council to meet the current competitive utility business environment. The payment in lieu of a rate of return amount calculated under this section shall be reported as an expense of the electric, water and sewer system and as revenue of the General Fund.

Exceptions. The amount to be paid from the electric, water and sewer systems under this resolution may be increased or reduced upon approval of the City Council so long as the amounts actually paid City of Rock Hill, South Carolina—Fiscal Year 2016/2017

Appendix do not exceed amounts reasonably necessary to cover a portion of the General Fund expenses which are incurred to support City General Fund obligations and costs related to the utility system services, or as otherwise allowed by applicable law.

FP 7: Operational Reporting City staff will provide to the City Council a report on the operating results of the City. All excess revenue collected by the City of Rock Hill that exceeds the projected budget revenue figure from a specific revenue category for each fiscal reporting period must be reported to City Council on a monthly basis. The expenditure of any and all excess revenue will be at Council’s discretion and cannot be utilized within the City budget without Council’s approval. Likewise, all expenditures that exceed the projected budget expense figures in excess of $5,000 on a departmental level must be reported to Council in writing by the next scheduled Council meeting. Expenditures that would cause an increase above the $5,000 cap on a departmental level cannot be made without prior approval of Council. Cost savings that may occur within a specific department can be utilized within that particular department; however, this cost savings cannot be transferred to another department without prior approval of Council. FP 8: Adoption of Balanced Budget The City will annually adopt a Balanced Operating Budget. According to the laws of the State of South Carolina, the City will adopt a balanced operating budget and provide full disclosure when a deviation from a balanced operating budget is planned or when it occurs. This balanced budget will ensure that all operating revenues are equal to, or exceed, all operating expenditures at adoption and at year-end. Any increase in expenses, decrease in revenues, or combination of the two that would result in a budget imbalance will require budget revision, rather than spending unappropriated surpluses or designated reserves to support ongoing operations. Any year end operating surpluses will revert to unappropriated balances. The City of Rock Hill annual budget appropriation will cover the twelve-month period beginning July 1 and ending June 30 of the following year. The proposed budget document is to be presented to the City Council for their consideration no later than June 1 with adoption of the approved ordinance by June 30. According to state law, any required public hearings will be scheduled to receive input on the development of the budget. Special public hearings are also required to consider the issue of a tax increase. Budgets shall be prepared at the department level and provide the basis for the City’s financial management system. The adopted appropriations by fund shall constitute the maximum expenditure authorization for that fund and can be amended only by action of the City Council. The budget shall be developed in conjunction with a stated program of performance objectives and measures with which to gauge progress towards meeting those objectives. The following guidelines will be used in the preparation of the budget document: 1. Current appropriations in all funds are limited to the sum of available, unencumbered cash balances and revenues estimated to be received in the current budget period. 2. General Fund expenditures and subsidy appropriations for mandated and priority programs are to be made against current revenue sources, and not dependent upon uncertain reserves or fluctuating

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Appendix prior period cash balances. 3. Special Revenue Funds are supported by special levies and fees, grants or intergovernmental revenues. Expenditures in these funds are strictly limited to the mandates of the funding source. Special Revenue Funds are not to be used to subsidize other funds, except as required or permitted by program regulations. 4. All operations of the Enterprise Fund will be self-supporting entities. The City will conduct an annual review of fee structures, charges for services, and other operating revenues and expenditures. 5. Multi-year operating cost projections shall be prepared and updated each year to identify the impact on resources. 6. A ten-year Capital Improvements Program shall be prepared and updated each year. The operating impact of each project shall be identified and incorporated into annual operating budgets. Capital assets shall be purchased and maintained on a regular schedule. Within legal limits and the constraints of operating budgets, debt shall be issued for the purchase of capital assets, including major renovations. 7. For purposes of this policy, the cash basis of accounting are used in defining revenues and expenditures. 8. It will be the duty of the City Manager to take action to bring the budget into balance if adjustments are needed in the course of a fiscal period.

FP 9: Delivery of Services The City will identify priority services, establish appropriate service levels, and administer the expenditure of available resources to assure fiscal stability and the effective and efficient delivery of services. The City will operate on a current funding basis. Expenditures shall be budgeted and controlled so as not to exceed current revenues plus the planned use of fund balance accumulated through prior years. The City shall take immediate corrective actions if at any time during the fiscal year expenditure and revenue reestimates are such that an operating deficit is projected at year-end. Corrective actions are outlined separately within these policies. Expenditure deferrals into the following fiscal year, short-term loans, or use of one-time revenue sources to balance the budget will be avoided. The Finance Director is charged with performing periodic staff and third-party reviews of City programs for both efficiency and effectiveness. Privatization and contracting with other governmental agencies will be evaluated as alternatives to service delivery. Programs that are determined to be inefficient and/or ineffective are to be reduced in scope or eliminated. The City of Rock Hill makes every effort to maximize any discounts offered by creditors / vendors. Staff shall also use competitive bidding to attain the best possible price on goods and services. FP 10: Debt Policy The City will adhere to a debt policy that ensures that debt is issued and managed prudently in order to maintain a sound fiscal position and protect credit quality.

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Appendix Issuing debt commits the City’s revenues several years into the future, and may limit the City’s flexibility to respond to changing service priorities, revenue inflows, or cost structures. A debt policy sets forth the parameters for issuing debt and managing outstanding debt and provides guidance to decision makers regarding the timing and purposes for which debt may be issued, types and amounts of permissible debt, method of sale that may be used and structural features that may be incorporated. The City plans long- and short-term debt issuance to finance its capital program based on its cash flow needs, sources of revenue, capital construction periods, available financing instruments and market conditions. The Director of Finance oversees and coordinates the timing, issuance process and marketing of the City’s borrowing and capital funding activities required in support of the capital improvement plan. This debt policy recognizes a binding commitment to full and timely repayment of all debt as an intrinsic requirement for entry into the capital markets. Adherence to a debt policy helps to ensure that the City maintains a sound debt position and that credit quality is protected. Components of the debt policy are as follows: The City will confine its long-term borrowing to capital improvements and follow a policy of full disclosure on every financial report and bond prospectus. In no case will general obligation debt 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 capital expenditures over the next ten years. The capital budget identifies revenue sources and capital expenditures and projects this information for each of the ten years. This information is updated annually. Financing Team. The City often employs outside financial specialists to assist it in developing a bond issuance strategy, preparing bond documents and marketing bonds to investors. The key players in the City’s financing transactions include its bond counsel, the underwriter and underwriters counsel (on a negotiated sale), the City attorney and City representatives (the Director of Finance and other City representatives as may be appointed by the City Manager). Other outside firms, such as those providing paying agent/registrar, trustee, credit enhancement, auditing, or printing services, are retained as required. The financing team will meet at least annually to review the overall financing strategy of the City and make recommendations to the City Manager. Term of Debt Repayment. Borrowings by the City shall mature over a term that does not exceed the economic life of the improvements that they finance. General Obligation Bonds shall be issued with a term not to exceed 25 years; Revenue Bonds with a term not to exceed 30 years; and tax increment bonds with a term not to exceed 25 years. The City does not finance improvements with a probable useful life less than twenty years, using pay-as-you-go funding for such needs. Call provisions. The City seeks to minimize the protection from optional redemption given to bondholders, consistent with its desire to obtain the lowest possible interest rates on its bonds. The City’s bonds are generally subject to optional redemption. The City seeks early calls at low or no premiums because such features have allowed it in the past to refinance debt more easily for debt service savings when interest rates dropped. The City will annually evaluate optional redemption provisions for each issue to assure that the City does not pay unacceptably higher interest rates to obtain such advantageous calls. Interest rates. In most cases, the city will use fixed-rate debt to finance it capital needs; however, the City may issue up to 25% of its total debt portfolio in variable rate debt. Method of Sale. The City will select a method of sale that is the most appropriate in light of financial, market, transaction-specific and issuer-related conditions.

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Appendix Competitive Sales. General obligation debt obligations are issued through a competitive sale – according to state law. For these bonds – and any other bonds that the City may deem necessary - the City will set the terms of the sale to encourage as many bidders as possible. By maximizing bidding, the City seeks to obtain the lowest possible interest rates on its bonds. The following conditions may favor the use of a competitive sale: 1. 2. 3. 4. 5. 6. 7. 8. 9.

The market is familiar with the issuer; The issuer is a stable and regular borrower in the public market; There is an active secondary market with a broad investor base for the City’s bonds; The issue has a non-enhanced credit rating of A or above or can obtain a credit enhancement prior to the competitive sale; The debt structure is backed by the issuer’s full faith and credit or a strong, known or historically performing revenue stream; The issue is neither too large to be easily absorbed by the market nor too small to attract investors without a concerted sale effort; The issue does not include complex or innovative features or require explanation as to the bonds’ security; The issue can be sold and closed on a schedule that does not need to be accelerated or shortened for market or policy reasons; and Interest rates are stable, market demand is strong, and the market is able to absorb a reasonable amount of buying or selling at reasonable price changes.

Negotiated Sales. When certain conditions favorable for a competitive sale do not exist and when a negotiated sale will provide significant benefits to the City that would not be achieved through a competitive sale, the City may elect to sell its debt obligations through a private or negotiated sale. Such determination may be made on an issue-by-issue basis, for a series of issues, or for part or all of a specific financing program. The following conditions may favor the use of a negotiated sale: 1. 2. 3.

4. 5.

Insure fairness by using a competitive underwriter selection process through a request for proposals where multiple proposals are considered; Remain actively involved in each step of the negotiation and sale processes to uphold the public trust; Insure that either an employee of the issuer, or an outside professional other than the issue underwriter, who is familiar with and abreast of the condition of the municipal market, is available to assist in structuring the issue, pricing, and monitoring sales activities; Require that the financial advisor used for a particular bond issue not act as underwriter of the same bond issue; Require that financial professionals disclose the name or names of any person or firm, including attorneys, lobbyists and public relations professionals compensated in connection with a specific bond issue; Request all financial professionals submitting joint proposals or intending to enter into joint accounts or any fee-splitting arrangements in connection with a bond issue to fully disclose to the issuer any plan or arrangements to share tasks, responsibilities and fees earned, and disclose the financial professionals with whom the sharing is proposed, the method used to calculate the fees to be earned, and any changes thereto; and Review the “Agreement among Underwriters” and insure that it is filed with the issuer and that it governs all transactions during the underwriting period.

Refinancing. The City may undertake refinancing of outstanding debt under the following circumstances: Debt Service Savings. The City may refinance outstanding long-term debt when such refinancing allows

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Appendix 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 meetings and presentations in conjunction with a new debt issuance. Quality of Ratings. The City requests ratings prior to the sale of securities from each of the two major rating agencies for municipal bond issues: Moody’s Investors Service and Standard & Poor’s Corporation. The City may provide a written and/or oral presentation to the rating agencies to help each credit analyst make an informed evaluation. The City will make every reasonable effort to maintain its high quality credit ratings. Rebate Reporting/Covenant Compliance/Reporting Practices. The Director of Finance is responsible for maintaining a system of record keeping and reporting to meet the arbitrage rebate compliance requirements of the federal tax code. Additionally, general financial reporting and certification requirements embodied in bond covenants are monitored to ensure that all covenants are complied with. The City will comply with the standards of the Government Finance Officers Association for financial reporting and budget presentation and the disclosure requirements of the Securities and Exchange Commission. Checklist of Debt Policy Considerations. The City will observe the following GFOA checklist in determining the appropriateness of debt issuance: 1. How long is the capital planning period? 2. Have all non-debt sources of funds been considered? 3. How are borrowing plans reviewed internally? 4. What level of debt is manageable in order to maintain or improve the government’s credit quality? 5. How much “pay-as-you-go” financing should be included in the capital plan? 6. How much short-term borrowing will be undertaken, including both operating and capital borrowings? 7. How much debt will be issued in the form of variable-rate securities? 8. How does the redemption schedule for each proposed issue affect the overall debt service requirements of the government? 9. What types of affordability guidelines will be established to help monitor and preserve credit quality? 10. What provisions have been made to periodically review the capital plan and borrowing practices? 11. What is the overlapping debt burden on the taxpayer? 12. How will the formal debt policies be integrated into the capital planning and funding process? FP 11: Debt Limit

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Appendix The city will establish thresholds for the maximum amount of debt and debt service that should be outstanding at any one time. Policies guiding the amount of debt that may be issued by a government help ensure that outstanding and planned debt levels do not exceed an amount that can be supported by the existing and projected tax and revenue base. Because of this, the City has developed distinct policies for general obligation debt, debt supported by revenues of government enterprises, and other types of debt such as special assessment bonds, tax increment financing bonds, short-term debt, variable-rate debt, and leases. General Obligation Debt Affordability Measures. The City examines four statistical measures to determine debt capacity and compares these ratios to other cities, rating agency standards and Rock Hill’s historical ratios to determine debt affordability. This is the only measure that is prescribed by state law, which provides that the City’s general obligation debt cannot exceed 8% of the City’s total assessed value (excluding tax anticipation notes and other indebtedness with a maturity of one year or less; bonds or other indebtedness of the City payable from taxes levied from special taxing areas; and self-supporting bonds or other debt.) Total general obligation debt as measured against the population on a per-capita basis cannot exceed $225. Total annual general obligation debt as measured as a percent of current expenditures cannot exceed 12%. Utility Enterprise Debt Affordability Measures. The City’s Revenue debt level shall not exceed a debt service coverage ratio of 1.20 times of the annual net pledged revenues to annual debt service. In addition, additional bonds should not have a negative impact on the City’s overall credit ratings. Tax Increment Debt Affordability Measures. The City’s Tax Increment debt level shall not exceed the current available revenues or revenues projected within the district from projects that have obtained a building permit. FP 12: Contingency Planning The City will develop practices to guide the financial actions it will take in the event of emergencies, natural disasters, or other unexpected events. When emergencies or unexpected events occur, having a policy that can be applied, or at least serve as a starting point, for financial decisions and actions improves the ability of a government to take timely action and aids in the overall management of such situations. Policies on contingency planning are used as a general guide when an emergency or unexpected event occurs. A set of actions and strategies are identified for each type of situation. Examples of financial emergencies that require contingency plans are sudden and severe decreases in locally collected revenues or intergovernmental aid, and unexpected major capital maintenance requirements. Development of a contingency plan in advance of such situations may be viewed positively by the rating agencies when evaluating a government’s credit quality. This can also help expedite relief efforts when an emergency does occur and allow the government to recover funds more quickly or more effectively in the event of a natural disaster. The following is a summary of the phase classifications and the corresponding actions to be taken. Alert. An anticipated net reduction in available reserves or reduction in major revenue source(s) from 1% up to 9%. The actions associated with this phase would best be described as delaying expenditures where reasonably possible, while maintaining the "Same Level" of service. Each department will be responsible for monitoring its individual budgets to ensure that only essential expenditures are made.

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Appendix 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. FP 13: Accounting Functions The City of Rock Hill will perform accounting functions that shall conform to the generally accepted accounting principles as applicable to governments. The diverse nature of governmental operations and the necessity of assuring legal compliance preclude recording all governmental financial transactions and balances in a single accounting entity. Therefore, from an accounting and financial management viewpoint, a governmental unit is a combination of several distinctly different fiscal and accounting entities, each having a separate set of accounts and functioning independently of each other. The City will comply with prevailing federal, state, and local statutes and regulations. The City will also conform to generally accepted accounting principles as promulgated by the Governmental Accounting Standards Board (GASB), the American Institute of Certified Public Accountants (AICPA), and the Government Finance Officers Association (GFOA). In general, it will be the policy of the City to: Prepare and present regular reports that analyze, evaluate, and forecast the Cityâ&#x20AC;&#x2122;s financial performance and economic conditions. This information will be made available to the public for their inspection. With available resources, the City will seek out and employ the assistance of qualified financial advisors and consultants in the management and administration of the Cityâ&#x20AC;&#x2122;s financial functions. City of Rock Hill, South Carolinaâ&#x20AC;&#x201D;Fiscal Year 2016/2017

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Appendix An independent audit will be performed annually. The City will issue annual financial reports in accordance with generally accepted accounting principles (GAAP) as outlined in the Governmental Accounting, Auditing and Financial Reporting (GAAFR) publication. The basis of accounting refers to the point at which revenues or expenditures/expenses are recognized in the accounts and reported in the financial statements. It relates to the timing of the measurements made regardless of the measurement focus applied. As in the basis of budgeting, accounting records for the City of Rock Hill governmental funds are maintained on a modified accrual basis with the revenues being recorded when available and measurable and expenditures being recorded when the services or goods are received and the liabilities are incurred. In contrast to the basis of budgeting, accounting records for proprietary funds are maintained on the accrual basis in which revenues are recognized when earned and expenses are recognized when incurred. The City of Rock Hill’s accounting system is organized and operated on a "fund" basis. Each accounting entity is accounted for in a separate "fund” which is defined as a fiscal accounting entity with a self-balancing set of accounts recording cash and other financial resources together with related liabilities and residual equities or balances, and changes therein. Two fund types defined in the “Description of Budgeted Funds are further defined below as well as the addition of Fiduciary Funds. Classification Fund Type Governmental Funds General Special Revenue Debt Service Capital Projects Proprietary Funds Enterprise Fiduciary Funds Agency Expendable Trust Governmental Funds. These funds are, in essence, accounting segregations of financial resources. Expendable assets are assigned to the various governmental funds according to the purposes for which they may or must be used; current liabilities are assigned to the fund from which they are to be paid; and the differences between governmental fund assets and liabilities (the fund equity) is referred to as "Fund Balance". The primary measurement focus is “flow of current financial resources.” Increases in spendable resources are reported in the operating statement as revenues or other financing sources, and decreases are reported as expenditures or other financing uses. Proprietary Funds. These funds are sometimes referred to as "income determination," "non expendable," or "commercial type" funds and are used to account for a government's on-going organizations and activities which are similar to those often found in the private sector. All assets, liabilities, equities, revenues, expenses, and transfers relating to the government's business and quasi-business activities, where net income and capital maintenance are measured, are accounted for through proprietary funds. The generally accepted accounting principles here are those applicable to similar businesses in the private sector, and the measurement focus is the economic condition of the fund as a result of the events and transactions of the period. Events and transactions that improve the economic position of a proprietary fund are reported as revenues or gains in the operating statement. Those that diminish the economic position are reported as expenses or losses. Fiduciary Funds. These funds account for assets held by the City in a trustee capacity or as an agent for other governmental units and for other funds. Each trust fund is accounted for as either a 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-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 appropriation or expenditure during the account year. 264

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Appendix 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 reasonable, 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 maintaining 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 framework. We believe that the City's internal accounting controls adequately safeguard assets and provide reasonable assurance of proper recording of financial transactions. FP 14: Economic Development Incentive Policy The City of Rock Hill will provide economic development incentives with the goals of targeting economic and geographic sectors; promoting business retention and recruitment; encouraging job creation; increasing property tax revenue; and improving blight, economically distressed areas, and environmental conditions. In general, it will be the policy of the City to maintain a fund, replenish the fund, and provide financial incentives programs in accordance with the strategic goals of the City. Financial Incentive Programs: Growth Management Incentives Façade Grants Job Creation Land Acquisition Environmental Testing and/or Cleanup Gap Financing Infrastructure extensions Other Business Incentives at the discretion of the City Council Guidelines for Limits to Incentives: Growth Management incentives: as approved by City Council in the Growth Management Incentive Policy Façade Grants: to specific geographic areas Infrastructure: in general, to a 5 year payback from Utility revenues Fund Establishment and Replenishment: The Economic Development Incentive Fund was established from the land sale proceeds of City property in the Dave Lyle/Manchester area. The following revenue sources are identified to replenish the fund: Interest income from the fund Cell tower rental revenues from Hwy 901 Water Tank Site Proceeds from the sale of property in City Business Parks: Tech Park – 50% of land sale proceeds Southway Industrial Park – 100% of land sale proceeds Proceeds from the sale of property in the Dave Lyle/Manchester area Proceeds from the sale of other City owned property at the discretion of Council Performance Monitoring: The effectiveness of the overall economic development incentive fund and each project funded shall be measured and reported annually to ensure that the overall goals of the program are met. FP 15: Written Procedures Related to the Issuance of Tax-Exempt Bonds Post-issuance tax compliance begins with the debt issuance process itself and provides for a continuing focus on investments of bond proceeds and use of bond-financed property. It requires identifying existing policies, the responsible people, the applicable procedures, and the affected population. City of Rock Hill, South Carolina—Fiscal Year 2016/2017

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Appendix 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. 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 if 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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FY2016/2017 Approved Budget

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

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