annual operating budget fy 2012-2013

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

Budget Adopted June 25, 2012

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

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Rock Hill, South Carolina for its annual budget for the fiscal year begin‐ning July 1, 2011. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications de‐vice. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.


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


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

Monica D. Croskey Budget and Performance Manager

MAYOR AND CITY COUNCIL

STAFF

A. Douglas Echols, Jr. Mayor

John A. Black III

Mayor Pro Tem, Ward 4

Susie B. Hinton Councilmember, Ward 1

Kathy S. Pender

Councilmember, Ward 2

James C. Reno, Jr. Councilmember, Ward 6

Osbey Roddey

Councilmember, Ward 5

Kevin Sutton Councilmember, Ward 3

CITY MANAGEMENT

David B. Vehaun City Manager Gerald E. Schapiro Deputy City Manager James Bagley Deputy City Manager MANAGEMENT TEAM

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


City of Rock Hill Organization Chart

Citizens of Rock Hill

Mayor and City Council

City Manager

Deputy City Manager Deputy City Manager

Utilities

Public Works/Stormwater

Information Technology*

Fleet/Purchasing*

Finance

Solicitor’s Office*

Municipal Court*

Grants*

Housing & Neighborhood

Human Resources

Police

Boards and Commissions City Attorney

Office of Management and Budget

Fire Planning and Development

Economic and Urban Development

Building Maintenance*

Cemetery Services*

*denotes divisions within the organization

Custodial Services*

Parks, Recreation & Tourism


INTRODUCTORY SECTION

City Manager’s Budget Message 9

Budget Highlights 12

Rock Hill at a Glance 13

Budget Process 19

Budget Calendar 20

Financial Policies and Strategies 21

Sources and Uses of Funds 23

REVENUE SUMMARY

Revenue Summary 25

EXPENDITURE SUMMARY

Expenditure Summary 37

PERFORMANCE BUDGETS

Introduction to Performance Budgets 42

Fiscal Year 2012 Performance Results Summary 42

Accountability & Transparency Efforts 43

General Government 44

Office of Management and Budget 49

Human Resources 52

Planning and Development 54

Housing and Neighborhood Services 57

Police 60

Fire 63

Public Works 66

Finance 70

Parks, Recreation, and Tourism 74

Economic and Urban Development 77

Housing Authority 79

Stormwater Fund 80

Electric Fund 81

Water Fund 85

Wastewater Fund 88

Statement of Revenues, Expenses, and Changes in Fund Balance/Net Assets 91

Table of Contents


FY2013—2015 Strategic Plan 99

City of Rock Hill Strategic Goals 102

Quality Services 112

Quality Places 118

Quality Community

BOND SCHEDULES

Debt Service Narrative 127

Debt Schedules 129

Summary of Total Debt Service Requirements 142

CAPITAL SUMMARY

Capital Summary 143

Routine Capital Projects 147

Ten‐Year Capital Improvement Plan 149

PERSONNEL SUMMARY

Personnel Summary 153

APPENDIX

Budget Ordinance 179

Glossary of Terms 185

Glossary of Acronyms 192

Financial Policies 193

Table of Contents


FY2012/2013 Approved Budget

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


It is my privilege to present you with the balanced budget for the fiscal year beginning July 1, 2012 and ending June 30, 2013 which totals $183,222,542. 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 lean‐est budget possible while still providing high quality services through excellent service delivery. The recovering economy presented a few challenges during the development of the Fiscal Year 2013 budget, however, as a result of years of fiscal prudence and effi‐cient management of operations, the City of Rock Hill was well positioned to respond to those challenges. STRATEGIC PLANNING The City of Rock Hill has a vision for the future. To bring this to fruition, Rock Hill’s City Council and staff developed a set of strategic initiatives and a strategic plan, which pro‐vide a blueprint for the City’s future by outlining ambitions, setting priorities, and pro‐viding performance targets to ensure adequate progress toward making the vision a reality. The strategic planning process began with the administration of a citizen’s survey conducted by an independent third party in which Rock Hill residents were randomly selected to provide satisfaction ratings regarding the City’s delivery of a variety of services. Keeping with the City’s strengthened commitment to community engage‐ment, in October 2011, for the first time in our strategic planning history, we held third‐party independently led strategic planning focus group sessions compromised of randomly selected residents. Survey data, focus group feedback, and progress on the previous Strategic Plan’s goals were discussed with Mayor and City Council during the January 2012 strategic planning retreat. After several months of collaboration among the Mayor, City Council, and City staff, the Fiscal Year 2013 through 2015 Strategic Plan was adopted on June 11, 2012. This Strategic Plan will guide the City from July 1, 2012 through June 30, 2015. FOCUS AREAS After reviewing the ideas and feedback provided during the strategic planning process, a clear recurring theme emerged: Rock Hill is a city committed to quality. A city committed to providing quality services, offer‐ing quality places, and being a quality community. The FY2013‐2015 Strategic Plan focus areas are: quality services, quality places, and quality community.

Quality Services: This focus area includes some of the most fun‐damental responsibilities we have as being the local provider for services such as fire, police, water, sewer, electricity, public works, economic development, customer service, and parks, recreation, and tourism.

Quality Places: This focus area involves ensuring that the City offers quality development and places for businesses and com‐munity life to flourish. This includes having a vibrant downtown and managing transformative development projects within our community, such as Riverwalk and the Bleachery.

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

City Manager’s Letter

The Fiscal Year 2013 balanced budget maintains the level of 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 docu‐ment provides useful informa‐tion about the City’s financial and performance plans, goals, and policies.


FUNDING BY STRATEGIC INITIATIVE Our approved budget distributes Fiscal Year 2013 financial resources by departments and across strategic initiatives in the following manner:

A FEW BUDGET HIGHLIGHTS:

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

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

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

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


Services Places Community Total General Government $8,108,133 $202,770 $8,310,903 Office of Management & Budget $1,664,480 $1,664,480 Human Resources $809,262 $809,262 Planning & Develop. $2,906,833 $2,906,833 Housing & Neighborhood Services $1,290,004 $1,290,004 Police $12,487,709 $12,487,709 Fire $7,767,662 $7,767,662 Public Works $7,936,506 $7,936,506 Finance $3,181,698 $3,181,698 Parks, Recreation & Tourism $3,234,649 $3,558,383 $6,793,032 Housing Authority $1,542,776 $1,542,776 Economic & Urban Dev. $1,489,440 $397,634 $1,887,074 Stormwater $1,866,435 $1,866,435 Utilities $102,418,084 $200,000 $102,618,084 Debt Service $15,150,097 $1,546,728 $16,696,825 Non‐Departmental $5,069,624 $393,635 $5,463,259 Total $171,183,779 $6,096,380 $5,942,383 $183,222,542


Given some improvements in the economy, for the first time in three years the approved Fiscal Year 2013 budget in‐cludes restoration of the employee pay‐for‐performance program. Financial prudence requires us to carefully evaluate the ability to sustain the restoration of the employee pay‐for‐performance for Fiscal Year 2014. As such, the proposed Fiscal Year 2014 budget includes modifications to pay‐for‐performance program. Additionally, fiscal years 2013 and 2014 budgets reflect a continued restoration of the City’s established equipment and vehicle replacement schedule.

General Fund The approved Fiscal Year 2013 General Fund budget totals $51,641,018, an increase of 2.6% when compared to last year’s approved budget. The proposed Fiscal Year 2014 General Fund budget totals $52,141,920 a 1% increase when compared to Fiscal Year 2013.

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

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

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

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

David B. Vehaun City Manager

Taxpayer Concentration 2008‐2011

Year

Total Assessed Value

Assessed Value of Top 10 Taxpayers

% Top 10 Total Assessed Value

2011 $241,562,930 $18,559,618 7.68%

2010 228,345,160 17,396,594 7.60%

2009 223,396,488 17,801,217 7.97%

2008 213,443,497 17,835,172 8.30%


Our accountability and transparency efforts won the Government Fi‐nance Officers Association’s 2011 Award for Excellence in Govern‐ment.


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

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

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

Quality Community The Fiscal Year 2013 budget includes funding for the continuation of the successful Weed & Seed program which is a comprehensive approach to community revitalization that uses coordinated crime reduction activities combined with a mix of social, economic, and housing improvement pro‐grams in targeted neighborhoods.

Budget Highlights

• Millage Rate remains at 93.5 mills

• 4% Electric Rate increase; $4.20 increase for average residential customer

• 5% Wastewater Rate increase; $2.11 increase for average residential customer

• Business License Discount offers a 10% reduc‐tion for on‐time payment.

• Fiscal Year 2012 Total Budget—$183,222,542

Quick Numbers City Financial Profile

2010/2011 2011/2012 2012/2013

Total Budget $167,844,800 $179,210,645 $183,222,542

General Fund Budget $50,361,644 $50,354,619 $51,641,018

Total Employees 891 900 900

Property Tax Millage Rate 95 93.5 93.5


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

EDUCATIONAL PROFILE

Rock Hill is served by Rock Hill School District 3 and is home to three colleges and universities.

With a student enrollment of over 17,400 and 2,300 employees, Rock Hill School District 3 is the largest of York County’s four school systems.

Winthrop University has been a Rock Hill landmark since 1886. Winthrop’s 100‐acre tree‐lined main campus is complemented by a nearby 450 acre sports and recreation facility. Wint‐ throp has an estimated enrollment of 5,998 students with approximately 18% of these students pursuing post

graduate degrees.

York Technical College is a public institution offering both technical and college transfer courses. The College is one of 16 state‐funded technical colleges.

Under the supervision of the AME Zion Church, Clinton Junior College (founded in 1894) offers associate degrees in business, divinity, and lib‐eral arts.

COMMUNITY ARTS PROFILE

The arts are an important part of the quality of life in any community. In Rock Hill, the Arts Council of Rock Hill and York County serves as the hub

Area Vicinity Map

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

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

The Rock Hill Community Theatre (RHCT) is dedicated to providing quality theatrical entertainment for the residents of York County. The RHCT annually stages be‐tween four and six performances. The 80‐voice York County Choral Society (YCCS) is annually accompanied by members of the Charlotte Symphony and provides 4‐6 per‐formances. Finally, the York County Con‐cert Ballet offers two full‐length ballets each year.

Rock Hill at a Glance


DEMOGRAPHICS PROFILE

The United States Census Bureau’s July 1, 2011 population estimate for Rock Hill is 67,423.

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

Major Employers in York County

Unemployment Rate for Rock Hill

Source: US Bureau of Labor Statistics

Rock Hill Population U.S. Census Bureau Estimates

67,24366,154

64,85867,339

64,85861,620

59,55457,99156,427

53,01454,916

30 , 000

35 , 000

40 , 000

45 , 000

50 , 000

55 , 000

60 , 000

65 , 000

70 , 000

75 , 000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

Year

Year

Unemployment Rate

2002 7.7%

2003 8.8%

2004 8.6%

2005 8.0%

2006 7.4%

2007 6.3%

2008 8.1%

2009 15.0%

2010 17.4%

2011 15.8%

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


Employer Number of Employees

1. Wells Fargo Home Mortgage 2,419

2. CitiFinancial 1,850

3. Ross Distribution 1,419

4. Duke Power—Catawba Nuclear Station 1,103

5. Schaffer Group USA, Inc. 1,000

6. AbitibiBowater, Inc. Catawba Operations 811

5. U.S. Foodservice, Inc. 750

8. Tanley/Black & Decker 500

9. TE Connectivity 451

10. Muzak 450


ECONOMICS PROFILE

_______________ * Year of Reassessment ^ Projected

*projected *projected

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

Real Property Personal Property Total

Tax Levy Year

Assessed Value

Estimated Actual Value

Assessed Value


Assessed Value


2011*^ $186,449,285 3,853,110,908 55,113,645 584,029,769 241,562,930 4,437,140,677 2010 175,709,840 3,777,761,558 52,635,320 575,525,917 228,345,160 4,353,287,475 2009 167,855,603 3,608,895,467 55,540,885 608,761,825 223,396,488 4,217,657,292 2008 158,437,437 3,316,099,627 55,006,000 614,380,306 213,443,497 3,930,479,933 2007 154,070,543 3,224,700,346 52,326,124 584,447,242 206,396,667 3,809,147,588 2006* 129,105,803 2,702,188,890 46,873,797 523,557,505 175,979,600 3,225,746,395 2005 120,531,406 2,355,935,382 48,473,002 503,565,564 169,004,408 2,859,500,946 2004 119,951,208 2,300,609,615 42,252,247 426,134,477 162,203,455 2,726,744,092 2003 114,518,584 2,203,116,261 42,820,555 415,140,812 157,339,139 2,726,744,092 2002 106,895,131 2,102,866,312 46,335,800 506,920,362 153,230,931 2,609,786,674

Computation of General Fund Legal Debt Margin*

Total Assessed Value $241,562,930

Debt Limit– 8% of Total Assessed Value 19,325,034

Total Amount of Debt Applicable to Debt Limit

(18,180,000)

Legal Debt Margin $1,145,034

2011/2012


Classification of Property 2011 Assessed Value*

Real Property (Non‐manufacturing)

$186,449,285

Vehicles 19,720,319

Manufacturing (Real/Personal)

13,964,019

Marine/Aircraft 837,284

Business Personal Property 12,879,518

Utilities 7,712,505

Total $241,562,930


ECONOMICS PROFILE

*population estimated

2009/2010 2010/2011 2011/2012 2012/2013

Total Budget $164,490,420 $167,844,800 $179,210,645 $183,222,542

Total General Fund Budget $49,523,315 $50,361,644 $50,354,619 $51,641,018

Total Employees 883 891 900 900

Total Employees per 1,000 Population

12.76 13.47 13.35 13.09*

Property Tax Millage Rate 95 95 93.5 93.5

City Financial Profile

Property Tax Rates

Direct and Overlapping Governments

Last Ten Tax Years

City General Fund

Rock Hill School District #3

and County Purpose

Year

2012 93.5 289 382.5

2011 93.5 289 382.5

2010 95.0 289 384.0

2009 95.0 286 381.0

2008 95.0 284 379.0

2007 95.0 275 370.0

2006 102.0 262 364.0

2005 102.0 271 373.0

2004 98.0 255 353.0

2003 98.0 244 342.0

Total

Taxpayer 2011 Property Taxes

Assessed Value

AMISUB of SC Inc. $331,639 $3,546,936

Piedmont Medical Center $162,388 $1,736,770

Atotech USA Inc. $150,351 $1,018,500

TTP South Brookstone LLC et al $98,674 $1,055,340

Top Five Taxpayers

Rock Hill Telephone Company $555,644 $5,942,720



Electric System

The City has operated the electric system since 1911. The electric system consists of six substa‐tions which serve 21 distribution feeder circuits of 25,000 volts and four substations which serve 17 distribution feeder circuits at 4,160 volts. The City purchases electric power from Pied‐mont Municipal Power Agency (PMPA) and Southeastern Power Administration at whole‐sale rates and retails to local consumers through the City‐owned distribution lines. A mutual assistance agreement with 20 other members provides for mutual assistance in ex‐treme emergencies.

Number of Customers ‐ Electric System

2003 28,575

2004 29,398

2005 30,127

2006 31,156

2007 32,409

2008 32,917

2009 32,873

2010 33,204

2011 33,126

2012 33,142

Last Ten Fiscal Years

Wastewater System

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

Number of Customers ‐ Wastewater System

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

24,093 25,120 26,427 27,735 28,828 29,541 29,786 30,286 30,561 30,824


UTILITY SYSTEM PROFILE

The combined utility system, which provides electrical, water, and sewer services within the City and its surrounding ar‐eas, is municipally owned and operated. Rates are set by City Council. The system presently serves approximately 95,000 people, including residential and commercial customers of the City and its suburbs.

Water System

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

Number of Customers ‐ Water System

2003 24,040

2004 24,921

2005 25,903

2006 26,927

2007 28,075

2008 28,688

2009 28,779

2010 29,288

2011 29,209

2012 29,427




2008/2009 2009/2010 2010/2011 2011/20121 2012/2013

Electricity2 $93.94 $97.05 $100.93 $104.97 $109.17

Sanitation including recycling $18.59 $18.59 $18.59 $18.59 $18.59

Water3 $19.47 $19.47 $20.44 $21.46 $21.46

Sewer4 $38.34 $38.34 $42.22 $42.22 $44.33

Taxes5 $32.00 $32.00 $32.00 $31.16 $31.16

Total $202.29 $205.40 $214.09 $218.40 $224.71

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

2008/2009 2009/2010 2010/2011 2011/20121 2012/2013

Electricity2 $2,106.42 $2,175.93 $2,262.98 $2,353.50 $2,447.64

Sanitation3 $388.96 $388.96 $388.96 $388.96 $388.96

Water4 $59.94 $59.94 $62.94 $66.09 $66.09

Sewer5 $124.00 $124.00 $136.40 $136.40 $143.22

Taxes6 $127.50 $127.50 $127.50 $118.75 $118.75

Total $2,894.31 $2,963.82 $3,066.27 $3,138.07 $3,243.40

Assumptions 1 Reassessment year and rollback of millage rate 2 Usage of 24,000 kWh 3 Five day pick up and 8 cu yd container 4 Usage of 38,700 gallons. Rock Hill uses a conservation water rate structure in which there is a lower charge per kgal during non‐peak months (November through April); reflects a typical bill during a non‐peak month. 5 Charged on 38,700 gallons 6 Based on a business structured valued at $250,000 7 Based on $1,000,000 in sales (For fiscal years 2012 and 2013 also assumes the business receives the ‘On‐Time Payment Discount’ of 15% and 10% respectively)

Business License7 $87.49 $87.49 $87.49 $74.37 $78.74

MONTHLY IMPACT OF TAX & UTILITY RATES ON TYPICAL RESIDENTIAL HOUSEHOLD

MONTHLY IMPACT OF TAX & UTILITY RATES ON TYPICAL BUSINESS



Each year, the City of Rock Hill’s budget is devel‐oped in conjunction with the Mayor and City Coun‐cil, the Office of Management and Budget (OMB), and all other city departments, with opportunities for citizen feedback. BUDGET PROCESS

Developing the Budget

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

Adopting the Budget

The public has an opportunity to comment on the budget during the first and second reading of the ordinance to adopt the budget. Two pub‐lic hearings and two readings are required for formal adoption of the budget. State law re‐quires the City Council to adopt a balanced budget, in which current revenues equal current expenditures, prior to June 30 of each year. Amendments to the budget are allowable under South Carolina law and are made throughout the year as necessary. The budget calendar is provided on the follow‐ing page. TWO‐YEAR BUDGETING

The City of Rock Hill uses a two‐year budgeting process with the governing body approving the year one budget and being made aware of the projected budget for year two. The two‐year budgeting process has several benefits; one of the most obvious benefits is demonstrating how financial decisions in one year affects the fu‐ture.

Budget Process


Budget Calendar

FISCAL YEAR 2013 & FISCAL YEAR 2014 BUDGET DEVELOPMENT CALENDAR

January 17, 2012 Budget kick‐off meeting

February 7, 2012 Personnel confirmations & edits due

February 20, 2012 Issue papers due

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

Requests for reorganizations due

Requests for reclassifications due

February 22, 2012 Departments provided expenditure baselines and if applicable, reve‐nue projections

February 27, 2012 Risk Management provides Office of Management and Budget the

citywide FY2012, FY2013, and FY2014 projected costs for property, auto, liability, and works compensation insurance

March 5, 2012 Revenue and Expenditure data due. This includes:

‐January through June 2012 revenue projections (if applicable)

‐January through June 2012 expenditure projections

‐FY2013 & FY2014 revenue projections (if applicable)

‐FY2013 & FY2014 expenditure baseline reallocations

March 12, 2012 Capital Improvement Program requests and updates

March 21 ‐ April 6, 2012 Departmental budget reviews with Office of Management and Budget

April 9 ‐ April 23, 2012 Budget Office prepares draft budget for submission to City Council

April 26, 2012 First City Council Workshop

May 10, 2012 Second City Council Workshop

May 25, 2012 Advertise projected budget totals in newspaper

June 11, 2012 Public hearing and budget ordinance first reading at regular City Coun‐cil meeting

June 25, 2012 Budget ordinance for second reading and adoption July 1, 2012 New fiscal year begins


Rock Hill budget and financial polices and strategies are governed by South Carolina state law, the City Charter, and generally accepted accounting princi‐ples. These laws, strategies, principles, and policies describe ways to amend the budget after adoption, provide for budget controls and budget reporting, and identify appropriate methods for budgeting, accounting, and reporting. BUDGET AMENDMENTS

The City Manager is authorized to transfer any sum from one budget line item to another, or from one department or division to another de‐partment or division; provided, however, that no such transfer shall (1) be made from one fund to another fund, (2) conflict with any existing Bond Ordinance, or (3) conflict with any previously adopted policy of the City Council. Any change in the budget which would increase or decrease the total of all authorized expenditures must be ap‐proved by City Council.

BUDGET CONTROLS & REPORTING

All excess revenue collected by the City of Rock Hill that exceeds the projected budget revenue fig‐ure from a specific revenue category for each fiscal reporting period must be reported to City Council on a monthly basis. The expenditure of any and all excess revenue will be at Council’s discretion and cannot be utilized within the City budget without Council’s approval. Likewise, all expenditures that exceed the projected budget expense figures in excess of $5,000 on a departmental level must be reported to Council in writing by the next scheduled Council meeting. Expenditures that would cause an increase above the $5,000 cap on a departmental level cannot be made without prior approval of Council. Cost sav‐ings that may occur within a specific department can be utilized within that particular department; however, this cost savings cannot be transferred to another department without prior approval of Council. ENTERPRISE FUND TRANSFERS & YEAR ENDING CONDITION

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

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

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

BUDGETARY & ACCOUNTING SYSTEMS

The accounting policies of the City of Rock Hill con‐form to generally accepted accounting principles (GAAP) as applicable to governmental units. The Governmental Accounting Standards Board (GASB) is the accepted body for establishing governmental accounting and financial reporting principles. The following is a summary of the more significant poli‐cies applicable to revenues and expenditures. Fund Accounting

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

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

10.0%13.1% 12.9%

13.0%12.7%

13.4%12.7%

11.2%

11.7%

8.4%12.0%

17.5%

23.0%

28.0%31.0%

11.0% 10.8% 12.6%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

Year

Percen

tage

of G

eneral Fun

d Expe

nses Covered

Financial Policies & Strategies


The operations of each fund are accounted for with a separate set of self‐balancing accounts that comprise its assets, liabilities, fund equity, revenues and expen‐ditures or expenses, as appropriate. Funds

Governmental Funds are used to account for all or most of a government's general activities. Examples of these activities include public safety, parks, and sanita‐tion services. These revenues come from property taxes, user fees, licenses, and permits. Within the cate‐gory of Governmental Funds, Rock Hill maintains Gen‐eral, Special Revenue, and Capital Projects Funds.

General Fund‐ The General Fund is the City's gen‐eral operating fund and is used to account for all financial transactions except those required to be accounted for in another fund. Principal sources of revenue are property taxes, licenses and permits, intergovernmental revenues, and sanitation service charges. The expenditures in the General Fund are administration, budget, finance, economic develop‐ment, fleet maintenance, public safety, general government, public works, housing authority, and parks and recreation.

Special Revenue Fund‐ The Special Revenue Fund is used to account for the proceeds from specific revenue sources (other than funding for major capi‐tal projects) that are legally restricted to expendi‐tures for specified purposes. The City does not adopt a budget for the Special Revenue Fund be‐cause it primarily serves as a pass‐through for fed‐eral grants.

Capital Projects Fund‐ The Capital Projects Fund accounts for financial resources, including bond proceeds and intergovernmental grants, used for the acquisition, construction, or improvement of major general government facilities. The City does not adopt a formal budget for the Capital Projects Fund, although particular projects are detailed within this budget in the "Bond Schedule" section.

Enterprise Funds are used to account for the business‐type activities of a government. These are activities which are financed and operated in a manner where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges. The funds include the Electric, Water, Waste‐water, Stormwater, and Impact Fee funds.

Basis of Accounting

The accounting and financial reporting applied to a fund are determined by its measurement focus. All governmental funds are accounted for using a cur‐rent financial resources measurement focus. Only current assets and current liabilities generally are included on the balance sheet.

Governmental fund revenues and expenditures are recognized on the modified accrual basis. Reve‐nues are deemed susceptible to accrual and are recognized in the period when they become meas‐urable and available. Expenditures are recognized when the fund liability is incurred, except principal and interest on general long‐term debt which is recognized when due or when funds have been made available for payment.

The proprietary fund is accounted for on a flow of economic resources measurement focus. With this measurement focus, all assets and liabilities associ‐ated with the operation of these funds are included on the balance sheet. Unlike modified accrual ba‐sis, this basis includes depreciation, amortization, capital assets donated by private parties, and capi‐tal asset purchases are treated as expenses. Fund equity is segregated into contributed capital and retained earnings components. Proprietary fund‐type operating statements present increases (revenues) and decreases (expenses) in net total assets.

Basis of Budgeting

In accordance with the General Statutes of the State of South Carolina, the City Council is required by state statute to adopt an annual balanced budget ordinance for the Combined General and Enterprise Operating Funds prior to July 1. Project ordinances are adopted for the Special Revenue and Capital projects funds when necessary. All budgets are prepared using the modified accrual basis of accounting. City Council has the authority to amend the budget ordinance. Appropriations lapse at the end of the budget year.

Appropriations are authorized in the annual budget ordinance generally at the department level. The legal level of budgetary control is at the fund level; however, in practice, the City maintains control at the department level. Administrative control is further maintained through more detailed line‐item budgets. The City adopts this budget for the General Fund (Fund 500) and the Enterprise Fund (Fund 700).

Financial Policies & Strategies


Sources & Uses of Funds

Accom

.Tax

Inc.

Local

Fire

Water

Waste

water

Total

Millag

eGe

neral

TaxSur

plus

Hosp.

Fee

Storm

water

Impac

t Fee

Electr

ic Wa

ter

Waste

water

Impac

t Fee

Impac

t Fee

FY 12/

13pe

r $1,0

00Fun

dFun

dFun

dFun

dFun

dFun

dFun

dFun

dFun

dFun

dFun

dBu

dget

ESTIM

ATED

REVE

NUES:

Taxes:

Prop

erty T

axes‐A

d Valo

rem0.9

3522,

875,00

91,6

42,717

24,517

,726

Non

‐ad va

lorem

Taxes

244,82

6244

,826

Franc

hise F

ees670

,013

670,01

3Lic

enses

and Pe

rmits

6,449,

318256

,080

178,50

0283

,500

7,167,

398Int

ergove

rnment

al Reve

nue

2,435,

693395

,000

97,808

2,928,

501Ch

arges

for Se

rvices

10,957

,679

4,033,

1742,4

15,000

88,459

,819

14,169

,121

19,284

,572

139,31

9,365

Opera

ting T

ransfe

rs6,3

62,164

6,362,

164Fin

es and

Forfe

itures

775,00

1775

,001

Misce

llaneou

s Reve

nues

871,31

4365

,476

216541

1,237,

547TO

TAL S

OURC

ES OF

FUND

S$51

,641,0

17$39

5,000

$1,642

,717

$4,130

,982

$2,415

,000

$256,0

80$88

,825,2

95$14

,169,3

37$19

,285,1

13$17

8,500

$283,5

00$18

3,222,

541

EXPEN

DITUR

ES/EX

PENSES

:Ge

neral G

overnm

ent16,

607,96

216,

607,96

2Pu

blic Sa

fety

21,432

,679

162,33

721,

595,01

6Pu

blic W

orks

7,936,

5061,8

76,297

13,619

,825

6,282,

44111,

126,96

840,

842,03

7Pu

rchase

d Pow

er68,

872,11

068,

872,11

0Par

ks, Re

creati

on &

Tourism

6,793,

032395

,000

7,188,

032No

n‐Depa

rtment

al1,3

58,975

2,813,

398846

,024

20,000

20,000

5,058,

397Ge

neral a

nd Ad

ministr

ative

Transf

er(3,

753,11

7)1,4

30,512

1,004,

5331,3

18,072

0Op

eratin

g Tran

sfer

1,182,

3742,2

72,098

2,907,

6926,3

62,164

Debt

Servic

e1,2

64,981

1,642,

7171,3

17,584

538,70

3256

,080

2,712,

1134,5

90,265

3,912,

381178

,500

283,50

016,

696,82

4TO

TAL E

XPEN

DITUR

ES/EX

PENSES

51,641

,018

395,00

01,6

42,717

4,130,

9822,4

15,000

256,08

088,

825,29

514,

169,33

719,

285,11

3178

,500

283,50

0183

,222,5

42

TOTA

L USES

OF FU

NDS

$51,64

1,018

$395,0

00$1,

642,71

7$4,

130,98

2$2,

415,00

0$25

6,080

$88,82

5,295

$14,16

9,337

$19,28

5,113

$178,5

00$28

3,500

$183,2

22,542

BUDG

ET SU

MMAR

Y

Fiscal

Year

2012/2

013

SOUR

CES AN

D USES

OF FU

NDS


Sources & Uses of Funds

Accom

.Tax

Inc.

Local

Fire

Water

Waste

water

Total

Millag

eGe

neral

TaxSur

plus

Hosp.

Fee

Storm

water

Impac

t Fee

Electr

ic Wa

ter

Waste

water

Impac

t Fee

Impac

t Fee

FY 13/

14pe

r $1,0

00Fun

dFun

dFun

dFun

dFun

dFun

dFun

dFun

dFun

dFun

dFun

dBu

dget

ESTIM

ATED

REVE

NUES:

Taxes:

Prop

erty T

axes‐A

d Valo

rem0.9

3522,

710,00

01,7

71,737

24,481

,737

Non

‐ad va

lorem

Prop

erty T

axes

244,82

8244

,828

Franc

hise F

ees670

,020

670,02

0Lic

enses

and Pe

rmits

6,868,

524258

,641

180,28

5286

,335

7,593,

785Int

ergove

rnment

al Reve

nue

2,359,

510385

,000

97,808

2,842,

318Ch

arges

for Se

rvices

11,184

,468

4,070,

9882,4

16,000

93,117

,906

14,665

,891

19,765

,734

145,22

0,987

6,407,

5046,4

07,504

Fines

and Fo

rfeitu

res805

,001

805,00

1Mi

scellan

eous R

evenu

es892

,066

367,28

9221

5521,2

60,128

TOTA

L SOU

RCES

OF FU

NDS

$52,14

1,921

$385,0

00$1,

771,73

7$4,

168,79

6$2,

416,00

0$25

8,641

$93,48

5,195

$14,66

6,112

$19,76

6,286

$180,2

85$28

6,335

$189,5

26,308

EXPEN

DITUR

ES/EX

PENSES

:Ge

neral G

overnm

ent16,

580,59

216,

580,59

2Pu

blic Sa

fety

21,951

,547

163,27

822,

114,82

5Pu

blic W

orks

8,086,

2351,8

77,297

13,848

,106

6,353,

22111,

477,44

841,

642,30

7Pu

rchase

d Pow

er73,

379,53

6

73,

379,53

6Par

ks, Re

creati

on & T

ourism

6,870,

944385

,000

7,255,

944No

n‐Depa

rtment

al1,0

37,206

2,855,

524546

,933

20,600

20,600

4,480,

863Ge

neral a

nd Ad

ministr

ative

Transf

er(3,

737,86

8)1,4

24,425

1,000,

5701,3

12,873

0Op

eratin

g Tran

sfer

1,190,

7622,2

88,468

2,928,

2746,4

07,504

Debt

Servic

e1,3

53,264

1,771,

7371,3

13,272

538,70

3258

,641

2,932,

1555,0

03,253

4,027,

091180

,285

286,33

517,

664,73

6TO

TAL E

XPEN

DITUR

ES/EX

PENSES

52,141

,920

385,00

01,7

71,737

4,168,

7962,4

16,000

258,64

193,

485,19

514,

666,11

219,

766,28

6180

,285

286,33

5189

,526,3

07Re

serves

0TO

TAL U

SES OF

FUND

S$52

,141,9

20$38

5,000

$1,771

,737

$4,168

,796

$2,416

,000

$258,6

41$93

,485,1

95$14

,666,1

12$19

,766,2

86$18

0,285

$286,3

35$18

9,526,

307

Opera

ting T

ransfe

rs

BUDG

ET SU

MMAR

Y

Fiscal

Year

2013/2

014

SOUR

CES AN

D USES

OF FU

NDS


Ge ne r a l Fund Re v e nue s FY2 0 13 / 2 0 14 - Tot a l $ 5 2 , 14 1, 9 2 0

Franchise Fees1%

Charges for Services21%

Intergovernmental5%

Licenses/Permits13%

Fines2%

Operating Transfers12%

Property Taxes44%

Miscellaneous2%

General Fund Revenues FY2012/2013‐ Total $51,641,018

Operating Transfers

12%

Franchise Fees1%

Charges for Services21%

Licenses/Permits12%

Intergovernmental5%

Miscellaneous2%

Fines2%

Property Taxes45%

REVENUE SOURCES: GENERAL FUND Fiscal Year 2013

The General Fund is budgeted at $51,641,018 for Fiscal Year 2013. This represents a 2.65% increase over the Fiscal Year 2012 adopted budget. There are no general fund rate increases for Fiscal Year 2013. The budget projects increases in general property tax and business license revenue. A sum‐mary of the Fiscal Year 2013 General Fund revenue by source is provided in the chart on the right. Fiscal Year 2014

The General Fund is budgeted at $52,141,920 for Fiscal Year 2014. This represents a 1% increase from the Fiscal Year 2013 adopted budget. There are no general fund rate increases proposed for Fiscal Year 2014. The proposed Fiscal Year 2014 budget includes modest increases in property taxes and business licenses revenue. A summary of the Fiscal Year 2014 General Fund revenue by source is provided in the chart on the right.

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.

Revenue Summary


MAJOR REVENUE SOURCES: GENERAL FUND

GENERAL PROPERTY TAXES

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

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

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

CHARGES FOR SERVICES

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

LICENSES AND PERMITS

The Business License Fee, which is imposed on any business, occupation, or profession, in whole or in part, within the City limits, is the major source of revenue within this category and accounts for 12% of the General Fund reve‐nues in fiscal years 2013 and 2014. The fee con‐sists of a base rate plus a percentage of gross income and varies according to the business classification. License and permit projections are based primarily on historical trend analysis. Given the current economic challenges and with the hope of encouraging development of new businesses and the expansion of existing ones to employ Rock Hill citizens, the fiscal years 2013 and 2014 budgets include a 10% and 5% discount respectively for businesses that pay their business license fees on time. This effort is part of a three year phased plan that began in Fiscal Year 2012.

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

Revenue Summary

Rock Hill SC Property Tax Rates

95 95 95 95 93.5 93.5 93.5

020406080

100

2007

/200

8

2008

/200

9

2009

/201

0

2010

/201

1

2011

/201

2*

2012

/201

3

2013

/201

4^

Fiscal Year

Tax Rate (in mills)

*Year of Reassessment ^ Recommended

Rock Hill SC Business License Revenue

$6.9 $6.4$6.2

$6.9$7.2$7.3

$6.8

$5.5$6.0$6.5

$7.0$7.5

2007

/200

8

2008

/200

9

2009

/201

0

2010

/201

1

2011

/201

2*

2012

/201

3

2013

/201

4

Fiscal Year

Revenu

e (in

millions)

*Projected


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

Impact Fees0.36%

Elect r ic71%

Wast ewat er15%

St ormwat er2%

Wat er11%

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

Stormwater2%

Water11%

Wastewater15%

Electric71%

Impact Fees0.37%

REVENUE SOURCES: UTILITY FUNDS Fiscal Year 2013

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

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

UTILITY FUND REVENUE SOURCES

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

Revenue Summary


MAJOR REVENUE SOURCES: UTILITY FUNDS

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

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

IMPACT FEES In Fiscal Year 2004 the City began implementing fire, water and wastewater impact fees to ensure that growth pays for related infrastructure improvements. The water and wastewater impact fees are being used to offset a $50 mil‐lion utility revenue bond. This bond issue has funded over $18.7 million in water improvements, mainly at the water treatment plant, and over $17.9 million in wastewater pro‐jects. As a result of the economy, there has been a signifi‐cant slow down of new construction; the graph above illus‐trates the impact on revenues.

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

Revenue Summary

Utility Impact Fees: Water & Wastewater

0

500,000

1,000,000

1,500,000

FY2007

FY2008

FY2009

FY2010

FY2011

FY2012*

FY2013^

FY2014^

Fiscal Year

Impact Fee

s Re

venu

e

water wastewater* projected ^ budgeted

Rock Hill, SC: Electric Sales Revenue

$69.9 $73.7$78.1 $78.4

$84.9$89.5

$50$60

$70$80

$90$100

FY2009

FY2010

FY2011

FY2012*

FY2013^

FY2014^

Fiscal Year

Revenu

e (in

millions)

* projected ^ budgeted

Rock Hill, SC: Wastewater Charges

$15.8 $16.3 $17.5 $17.4 $19.0 $19.5

$0.0

$5.0

$10.0

$15.0

$20.0

$25.0

FY2009 FY2010 FY2011 FY2012* FY2013^ FY2014^

Fiscal Year

Revenu

e (in

millions)

* projected ^ budgeted


REVENUE DETAIL

The following pages provided more detailed information regarding revenue sources.

2009/10 2010/11 2011/12 2011/12 2012/13 2013/14

Actual Actual Budget Estimated Approved Proposed

(500) GENERAL FUND General Property Taxes Real Property Taxes $18,840,898 $19,006,978 $19,380,000 $19,764,006 $20,000,000 $20,480,000 Personal Property Taxes 1,759,899 1,691,255 1,700,000 1,819,160 1,830,000 1,895,000 Manchester/Tech Park– City 208,000 215,080 225,000 216,633 225,002 225,000 LMD Assessment Revenue 0 57,566 111,000 0 110,000 110,000 Manchester/Tech Park– County 635,515 689,328 710,000 694,149 710,007 0 Total General Property Taxes $21,444,312 $21,660,207 $22,126,000 $22,493,948 $22,875,009 $22,710,000 Property Taxes‐ not on assess value Manufacturer's Exemptions 51,913 70,396 52,001 71,778 50,000 50,000 Merchants Inventory Taxes 194,824 194,824 194,824 146,117 194,826 194,828 Total Property Taxes‐ non assess value 246,736 265,220 246,825 217,895 244,826 244,828 Other Taxes Franchise Taxes 677,602 686,251 670,007 684,464 670,013 670,020 Total Other Taxes 677,602 686,251 670,007 684,464 670,013 670,020 Business Licenses & Permits Business Licenses 6,996,128 6,988,728 6,177,318 7,324,483 6,449,318 6,868,524 Developer Fees 0 0 36,000 0 0 0 Other 700 729 500 650 500 500 Total Business Licenses & Permits 6,996,828 6,989,457 6,213,818 7,325,133 6,449,818 6,869,024 Intergovernmental Aid to Subdivisions 1,300,386 1,222,733 1,111,491 900,962 1,264,196 1,275,000 Total Intergovernmental 1,300,386 1,222,733 1,111,491 900,962 1,264,196 1,275,000 Federal Grants Police ‐ COPS 0 254,193 286,278 216,125 120,664 0 R.F.A.T.S. 126,338 210,429 225,000 245,039 225,000 225,000 Federal Transit Grants 85,473 93,662 0 0 0 0 FTA 5307 Grant SC‐90‐x235 0 83,030 232,520 200,326 179,868 205,250 Operating‐Categorical 87,777 1,461 0 0 0 0 Total Federal Grants 299,588 642,775 743,798 661,490 525,532 430,250 State Government Grants State Grant Planning SMTF 0 0 157,315 69,409 118,137 126,425 Recreation ‐ PARD 7,967 618 10,000 12,565 10,000 10,000 Total State Government Grants 7,967 618 167,315 81,974 128,137 136,425

Revenue Detail


Revenue Detail

2009/10 2010/11 2011/12 2011/12 2012/13 2013/14


Local Gov‐ Pmt in Lieu of Taxes Housing Authority 35,674 44,187 30,000 52,431 40,000 40,000 Total Local Gov‐ Pmt in Lieu of Taxes 35,674 44,187 30,000 52,431 40,000 40,000 Charges for Services Grave Fees 109,587 114,698 120,000 122,386 125,000 125,001 Monument Marker Placement Fee 8,737 1,900 2,000 2,040 2,000 2,000 Sale of Cemetery Lots 109,190 111,818 85,000 151,953 110,000 110,000 Zoning Permits & Fees 24,410 18,970 15,000 25,965 26,000 26,000 Plan Checking Fees 11,323 10,993 13,000 15,289 10,000 10,000 Planning Printing/Duplicating 38 0 50 9 0 0 Building Permits 590,857 456,490 555,000 898,888 700,000 730,000 Plumbing Permits 9,136 12,033 11,000 10,774 11,000 11,220 Electrical Permits 12,072 14,832 9,500 13,721 13,000 13,260 Gas Permits 2,690 4,200 3,000 3,010 3,000 3,000 Mechanical Permits 22,769 22,988 25,500 23,265 25,500 26,010 Occupancy Inspection 6,300 5,005 4,000 4,915 4,000 4,080 Reinspection Fees 8,990 7,710 10,000 5,020 10,000 10,000 Maint & Security (Tech Park) 3,550 3,550 3,550 3,550 3,550 3,550

Total Charges for Services 919,648 785,187 856,600 1,280,785 1,043,050 1,074,121 General Government Other Revenues ‐ All Others 60,771 68,950 75,001 23,428 75,002 75,002 Winthrop Fuel Purchases 173,533 204,373 140,001 231,843 200,000 200,000 Miscellaneous Planning Revenue 7,113 5,255 0 1,630 2,000 2,000 Total General Government 241,418 278,578 215,002 256,901 277,002 277,002 Public Safety Special Fire Protection Services 83,734 83,367 86,979 82,109 83,500 83,501 Juvenile Restitution‐County Cl 18,020 7,708 0 0 0 0 Jail Telephone Revenue 0 19 0 239 200 200 Police Revenue ‐ Records Unit 3,785 3,157 5,500 3,019 5,501 5,501 Parking Tickets 8,421 5,075 7,000 3,915 5,000 5,000 Victim Assistance Police Rev 52,780 56,921 0 0 0 0 Police False Alarms 84,194 65,050 80,001 35,350 35,000 35,000 Fire False Alarms 0 0 0 875 0 0 Failure to register alarms 21,069 8,250 10,000 0 10,000 10,000 Total Public Safety 272,003 229,547 189,480 125,507 139,201 139,202 Sanitation Refuse Charges ‐ Residential 4,134,216 4,150,595 4,338,612 4,163,503 4,338,655 4,425,428 Refuse Charges ‐ Commercial 1,660,960 1,683,505 1,707,269 1,771,436 1,725,000 1,759,500 Refuse Charges ‐ Miscellaneous 53 0 0 0 0 0 Refuse Chrgs‐Apts w/Dumpsters 483,042 531,665 478,921 583,763 550,000 561,000 Cardboard 49,546 143,073 97,230 145,325 97,231 99,176


2009/10 2010/11 2011/12 2011/12 2012/13 2013/14


Cardboard Container Rental 44,715 43,470 44,000 30,683 44,000 44,441 Comingle 0 8,502 8,800 17,347 8,800 8,800 Newsprint 0 43,739 0 82,901 60,000 60,001 Sale of Refuse Containers 0 0 0 0 130,000 130,001 Demolition 29,646 28,000 25,000 27,107 25,000 25,001 Lot Clearance Fees 20,932 85,055 12,000 11,129 12,000 12,000

Total Sanitation 6,423,111 6,717,604 6,711,832 6,833,194 6,990,686 7,125,348 Recreation ‐ Fees Gate admission fee 129,082 112,859 105,000 105,155 120,000 120,001 PRT Programs‐ General 223,184 167,908 154,000 231,123 200,000 215,000 Programs ‐ Athletics 180,788 192,713 165,000 191,538 180,000 180,002 Vending Concessions 664 598 500 661 500 500 Regional Park Concessions 203,952 209,655 185,000 204,706 200,000 200,002 Rentals 96,783 107,468 90,000 110,913 90,001 90,002 Other Recreation Revenues 1,743 2,507 2,000 0 2,000 2,000 Special events ‐ athletics 8,159 3,793 4,000 5,740 4,000 4,000 York County Rec assistance 468,993 472,423 472,423 475,824 475,824 475,829 Accom tax gen fund portion 42,171 40,110 42,000 42,000 42,001 42,001 Total Recreation‐ Culture Fees 1,355,519 1,310,034 1,219,923 1,367,660 1,314,326 1,329,337 Utility Revenues Charge Off Collections 31,157 27,070 36,530 31,047 37,261 38,006 Total Utility Revenues 31,157 27,070 36,530 31,047 37,261 38,006 Court Fines Court Fines 560,833 601,660 560,000 604,233 570,000 590,000 Victim Assistance Rev‐All 52,780 56,921 0 0 0 0 Victim Assistance Court Rev 0 0 130,000 113,131 110,000 120,000 Total Court Fines 613,613 658,581 690,000 717,364 680,000 710,000 Investment Earnings Interst Rev– General 2,057 3,362 0 0 0 0 Interest Rev– Bond Trustees 79 0 20,000 0 20,000 20,001 Total Investment Earnings 2,136 3,362 20,000 0 20,000 20,001 Rents and Royalties Rent City Real Property‐Bldgs 59,621 40,524 30,000 26,696 30,000 30,001 Rent ‐ Downtown Parking 12,775 20,568 35,000 44,858 35,000 35,001 Fixed Base Operator‐Arpt Rent 104,421 111,371 115,000 107,543 115,004 117,304 Aircraft Storage and Access 21,020 23,062 21,420 21,223 23,000 23,000 Fuel Flow Revenue 19,919 15,197 19,000 16,081 19,000 19,000 Concession Fees 5,100 6,450 6,000 3,343 6,000 6,000 Owner Service Area 144 109 100 89 100 100 Non‐Aviation Rents 40,767 39,667 38,000 40,589 38,000 38,001 Reserved‐Sullivan Tennis 28,742 54,443 50,000 40,183 50,001 50,001

Total Rents and Royalties 309,009 329,189 338,521 313,719 336,105 338,408 Reserved Clean & Green 16,500 17,798 24,001 13,114 20,000 20,000

Revenue Detail


2009/10 2010/11 2011/12 2011/12 2012/13 2013/14


Proceeds‐ Cap Asset Disposition Sale of Surplus, Scrap, Etc 257,812 689,549 605,000 366,329 650,000 670,007 Sale of City Property ‐ Land (11,852) (371) 3,000 21,751 5,000 5,000 Sale of Inventory 0 3,628 2,000 600 2,000 2,000 Capital Leases 715,000 1,789,667 0 1,901,332 0 0 Total Proceeds‐ Cap Asset Disposition 960,960 2,482,473 610,000 2,290,012 657,000 677,007 Operating Transfers From Utilities Funds 6,046,512 7,107,995 6,504,230 6,504,240 6,362,164 6,407,504 Total Operating Transfers 6,046,512 7,107,995 6,504,230 6,504,240 6,362,164 6,407,504 Other Revenues Other Miscellaneous 900 690 1,000 0 1,000 1,000 Discounts 36 73 1,500 28 1,500 1,500 3rd Party Damages Recovered 17,722 25,799 35,000 24,140 35,001 35,001 3rd Party Damages Recovered– Police 0 3,449 0 12,150 0 0 Reimbursement ‐ HA Costs 1,835,281 1,642,853 1,612,245 1,602,113 1,545,691 1,589,436 Police Mortgage Loan Pymts 2,654 1,946 3,500 2,325 3,500 3,500 Service Chrg‐Returned Checks 0 0 0 570 0 0 Total Other Revenues 1,856,593 1,674,810 1,653,245 1,641,326 1,586,692 1,630,437

TOTAL GENERAL $50,040,771 $53,115,878 $50,354,618 $53,780,052 $51,641,018 $52,141,920

(502) ACCOMMODATIONS TAX Intergovernmental Accommodations Fee‐State 330,074 372,435 383,302 289,422 395,000 385,000 TOTAL ACCOMMODATIONS $330,074 $372,435 $383,302 $289,422 $395,000 $385,000

Revenue Detail


2009/10 2010/11 2011/12 2011/12 2012/13 2013/14


(504) TAX INCREMENT SURPLUS General Property Taxes Downtown ‐ City 94,000 97,945 100,709 108,045 100,710 132,481 Textile Corridor ‐ City 102,000 105,985 106,000 136,165 106,001 106,002 LMD Assessment Revenue 53,341 0 0 0 0 0 Downtown ‐ County 274,501 298,371 296,000 330,376 296,003 393,239 Textile Corridor ‐ County 299,912 299,470 300,000 356,253 300,003 300,006 Riverwalk Assessment Revenue 237,325 476,987 840,000 856,986 840,000 840,009 TOTAL TAX INCREMENT SURPLUS $1,061,079 $1,278,758 $1,642,709 $1,787,825 $1,642,717 $1,771,737

(506) LOCAL OPTION HOSPITALITY TAX Admissions tax 28,512 14,426 60,000 7,773 60,000 60,000 RZDB Subsidy 0 0 112,500 112,500 97,808 97,808 Lodging 525,445 604,524 598,016 684,137 642,000 630,000 Restaurants 2,881,923 3,040,054 2,957,455 3,345,018 3,242,174 3,291,988 LOP Sunday Alcohol Sales 84,850 66,540 79,000 90,340 79,000 79,000 Interest Revenues‐General 7,969 3,999 10,000 0 10,000 10,000 IF Transfers in‐____ Fund 42,203 44,313 0 0 0 0 TOTAL HOSPITALITY TAX $3,570,902 $3,773,856 $3,816,971 $4,239,768 $4,130,982 $4,168,796

(553) FIRE IMPACT FEE FUND Impact fees ‐ Fire 154,469 230,765 238,683 381,751 256,080 258,641 TOTAL FIRE IMPACT FEE FUND $154,469 $230,765 $238,683 $381,751 $256,080 $258,641

(700) STORMWATER FUND Charge Off Collections 9,288 11,726 0 0 0 0 Stormwater Revenues 2,331,149 2,322,395 2,206,296 2,397,892 2,350,000 2,350,000 Stormwater Erosion Control Rev 50,000 63,025 63,672 81,928 65,000 66,000 Interest Revenues‐General 7,744 0 0 0 0 0 Interest Rev‐Bond Trustees 0 6 0 0 0 0 TOTAL STORMWATER FUND $2,398,181 $2,397,152 $2,269,968 $2,479,820 $2,415,000 $2,416,000

(725) ELECTRIC FUND Utility Revenues Electric Sales 73,799,817 78,109,884 82,586,756 78,475,178 84,975,513 89,567,310 Smart Switch (2,302) (2,200) (2,000) (2,000) (2,000) (2,000) Other Electric Revenue 53,847 67,488 31,836 55,567 32,473 34,284 Electric Underground 47,947 16,990 40,000 17,590 25,000 25,500

Revenue Detail


2009/10 2010/11 2011/12 2011/12 2012/13 2013/14


Security Lights 1,203,498 1,223,554 1,267,095 1,317,512 1,339,403 1,366,191 Service Connection Fees 376,060 344,256 350,000 346,924 357,000 364,140 Utility Theft Fee 34,737 34,250 40,000 20,100 25,000 25,500 Charge Off Collections (11,328) (7,132) 0 0 0 0 Traffic Signalization Reimb 156,927 21,410 160,000 180,666 155,000 158,100 Charge Off Collections 279,973 282,452 230,000 122,887 310,000 310,000 Penalty‐Charge Offs 17,063 16,440 12,000 15,416 15,000 15,000 Forward Purchase Contracts 30,974 30,561 0 0 0 0 Late Pymt Fee 777,695 817,726 860,000 802,048 907,200 924,744 Service Chrg‐Returned Checks 30,810 30,630 35,000 25,860 35,700 36,414 Interest Revenues‐General 112,491 107,694 100,000 52,913 50,000 60,000 Interest Rev‐Prem. Amort. 294,573 363,042 0 138,510 0 0 Riverwalk Assessment Revenue 85,159 42,504 50,000 79,935 40,000 40,000 Insured Damages Recovered 0 124,488 0 0 0 0 Total Utility Revenues 76,880,877 81,153,301 85,660,687 81,457,683 88,215,289 92,865,183 Investment Earnings Interest Revenues‐General 112,491 107,694 100,000 52,913 50,000 60,000 Interest Rev‐Prem. Amort. 294,573 363,042 0 138,510 0 0 Total Investment Earnings 407,064 470,736 100,000 191,423 50,000 60,000 Proceeds‐ Cap Asset Disposition Restricted Land Sale Revenues 265,000 265,000 265,000 265,000 265,003 265,005 Total Proceeds‐ Cap Asset Disposition 265,000 265,000 265,000 265,000 265,003 265,005 Other Revenues 3rd Party Damages Recovered 56,371 29,230 15,000 51,026 30,000 30,000 Reserved‐Capital Lease 386 90 0 0 0 0 Total Other Revenues 56,757 29,320 15,000 51,026 30,000 30,000 Capital Contributions Contrib to Util Oper York Cty 265,000 265,000 265,000 265,000 265,003 265,005 Total Capital Contributions 265,000 265,000 265,000 265,000 265,003 265,005 TOTAL ELECTRIC FUND $77,874,698 $82,183,357 $86,305,687 $82,230,132 $88,825,295 $93,484,693

(726) WATER FUND Utility Revenues Water Sales 11,414,451 12,289,523 13,335,394 12,590,008 12,954,534 13,365,576

Revenue Detail


2009/10 2010/11 2011/12 2011/12 2012/13 2013/14


Irrigation sales 298,936 386,780 400,000 299,656 358,572 436,160 Water Tap Fees 85,711 85,806 82,410 73,105 75,000 75,000 Other Water Revenues 9,634 12,984 367,973 8,774 375,332 382,839 Cellular antenna rents 180,285 184,118 153,000 195,373 170,000 170,000 Water Surcharge 290 301 1,061 1,020 1,082 1,104 Water Restriction Penalty (50) 0 0 0 0 0 Interest Surcharge 59 47 212 27 216 221 Fort Mill Debt Service 203,702 203,739 203,421 203,421 204,000 204,000 Charge Off Collections 38,307 36,802 30,000 43,776 30,600 31,212 Total Water Revenues 12,231,325 13,200,100 14,573,471 13,415,160 14,169,336 14,666,112 Other Revenues 3rd Party Damages Recovered 21,985 0 500 0 0 0 Total Other Revenues 21,985 0 500 0 0 0 WATER FUND TOTAL $12,253,309 $13,200,340 $14,573,972 $13,415,160 $14,169,336 $14,666,112

(727) WASTEWATER FUND Utility Revenues Sewer Charge 16,384,562 17,532,479 19,050,000 17,481,381 19,094,065 19,571,417 Sewer Charge‐BOD/TSS 55,484 33,168 35,000 69,493 35,700 36,414 Sewer Service Connections 11,680 4,552 10,000 5,840 10,200 10,404 Sewer Surcharge 7,478 1,957 9,000 2,110 2,000 2,040 Sewer Capacity Fee ‐ Red River 1,878 0 0 0 0 0 Sewer Capacity Fee Tools Fork 11,014 17,877 0 0 0 0 Sewer Capacity Fee ‐ I‐77 0 2,274 0 0 0 0 Sampling & Monitoring Fee 121,623 84,251 90,203 108,749 92,007 93,847 Interest Surcharge 209 138 531 67 541 552 Reinspection Fee 0 0 25,000 0 20,000 20,400 Charge Off Collections 64,005 55,713 30,000 70,055 30,600 31,212 Total Utility Revenues 16,657,933 17,732,409 19,249,733 17,737,695 19,285,113 19,766,286 Other Revenues Interest Rev‐Bond Trustees 956 1,961 0 0 0 0 Total Other Revenues 956 1,961 0 0 0 0 TOTAL WASTEWATER FUND $16,658,889 $17,734,370 $19,249,733 $17,737,695 $19,285,113 $19,766,286

Revenue Detail


ALL FUNDS REVENUE SUMMARY 2009/10 2010/11 2011/12 2011/12 2012/13 2013/14


General Fund $50,040,771 $53,115,878 $50,354,618 $53,780,052 $51,641,018 $52,141,920 Accommodations Tax $330,074 $372,435 $383,302 $289,422 $395,000 $385,000 Tax Increment Surplus $1,061,079 $1,278,758 $1,642,709 $1,787,825 $1,642,717 $1,771,737 Local Hospitality Tax $3,570,902 $3,773,856 $3,816,971 $4,239,768 $4,130,982 $4,168,796 Fire Impact Fee $154,469 $230,765 $238,683 $381,751 $256,080 $258,641 Stormwater Fund $2,398,181 $2,397,152 $2,269,968 $2,479,820 $2,415,000 $2,416,000 Electric Fund $77,874,698 $82,183,357 $86,305,687 $82,230,132 $88,825,295 $93,485,193 Water Fund $12,253,309 $13,200,340 $14,573,972 $13,415,160 $14,169,336 $14,666,112 Wastewater Fund $16,658,889 $17,734,370 $19,249,733 $17,737,695 $19,285,113 $19,766,286

Total Revenues $164,672,819 $174,557,542 $179,210,644 $176,766,063 $183,222,541 $189,526,305

Water Impact Fee Fund $102,412 $104,856 $150,000 $169,456 $178,500 $180,285 Wastewater Impact Fee Fund $228,035 $165,775 $225,000 $254,982 $283,500 $286,335

APPROVED FISCAL YEAR 2013 RATE AND FEE CHANGES

PROJECTED FISCAL YEAR 2014 RATE AND FEE CHANGES

Electric Rate Wastewater Rate Business License Fee

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

Electric Rate 4% increase to cover projected purchased power wholesale rate increase

Revenue Detail


EXPENDITURE OBSERVATIONS

GENERAL FUND

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

ENTERPRISE FUNDS

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

Expenditure Summary


EXPENDITURES SUMMARY

2009/2010 2010/2011 2011/2012 2011/2012 2012/2013 2013/2014

Actual Actual Budget Estimated Approved Budget Projected

FUND LEVEL SUMMARY General Fund $50,497,438 $52,748,814 $50,354,619 $51,847,877 $51,641,018 $52,141,919 Accommodations Tax 314,932 347,793 383,302 292,583 395,000 385,000 Tax Increment Surplus 1,646,884 1,480,771 1,642,709 1,786,876 1,642,717 1,771,737 Local Hospitality Tax 4,022,453 3,546,222 3,816,971 3,602,268 4,130,982 4,168,796 Fire Impact Fee 154,469 230,765 238,683 240,135 256,080 258,641 Stormwater Fund 1,949,259 2,540,456 2,269,968 1,587,823 2,415,000 2,416,000 Electric Fund 77,457,077 83,161,426 86,305,687 86,104,199 88,825,295 93,485,195 Water Fund 12,498,752 15,416,216 14,573,972 14,010,235 14,169,337 14,666,112 Wastewater Fund 16,787,400 15,419,808 19,249,733 18,134,873 19,285,113 19,766,286

Total Expenditures $165,696,899 $175,162,902 $179,210,644 $177,981,869 $183,222,542 $189,526,306

*Fund totals include non‐departmental and debt service.

DEPARTMENTAL LEVEL SUMMARY General Government Personnel $3,014,814 $2,840,065 $2,730,655 $2,896,775 $3,005,636 Operating 1,414,975 1,694,232 1,691,431 1,729,818 1,549,115 Capital 28,623 18,672 8801 22,745 61,250 Total $4,458,411 $4,552,969 $4,430,889 $4,649,338 $4,616,000 Management & Budget Personnel $1,058,593 $1,050,359 $1,050,234 $1,141,881 $1,146,199 Operating 435,868 464,631 408,528 463,174 463,175 Capital 10,906 31,440 29,870 59,426 33,914 Total $1,505,366 $1,546,430 $1,488,632 $1,664,480 $1,643,288 Human Resources Personnel $681,007 $626,009 $612,690 $630,975 $641,522 Operating 168,572 180,669 184,345 178,287 178,287 Capital 0 0 0 0 0 Total $849,579 $806,679 $797,035 $809,262 $819,810

Wastewater Impact Fee Fund 229,495 165,775 225,000 225,000 283,500 286,335 Water Impact Fee 138,740 104,856 150,000 150,000 178,500 180,285

Expenditure Summary

Fiscal Year 2013 General Fund Expenditures by Category

Personnel Expenses, 72%

Capital Expenses, 6%

Operating Expenses, 22%

Fiscal Year 2013 Enterprise Fund Expenditures by Category

Capital Expense, 7%

Non‐Operating Expense, 18%

Personnel Expense, 8%

Operating Expense, 67%



2010/2011 2011/2012 2011/2012 2012/2013 2013/2014

Actual Budget Estimated Approved Budget Projected

Fire Personnel $6,247,360 $6,658,933 $6,822,509 $6,735,088 $6,846,335 Operating 793,040 658,186 867,733 711,358 711,363 Capital 410,818 355,352 361,176 321,216 428,029 Total $7,451,219 $7,672,471 $8,051,418 $7,767,662 $7,985,727 Police Personnel $9,295,903 $9,926,290 $9,953,604 $10,052,108 $10,219,848 Operating 1,824,392 1,738,056 1,933,715 1,812,220 1,787,732 Capital 726,067 663,309 700,268 597,630 719,225 Non‐operating 25,751 25,751 11,958 25,751 25,751 Total $11,872,113 $12,353,406 $12,599,545 $12,512,709 $12,777,557 Public Works Personnel $3,244,136 $3,196,289 $3,250,572 $3,253,327 $3,307,289 Operating 2,936,820 2,824,056 3,383,009 2,918,441 2,918,462 Capital 1,392,254 1,484,428 1,174,703 1,764,739 1,860,483 Total $7,573,209 $7,504,773 $7,808,284 $7,936,506 $8,086,235 Finance Personnel $2,403,685 $2,268,872 $2,427,152 $2,379,740 $2,417,963 Operating 815,803 769,410 715,082 767,958 773,461 Capital 16,156 0 0 34,000 2,571 Total $3,235,644 $3,038,282 $3,142,234 $3,181,698 $3,193,995 Parks, Recreation, Tourism Personnel $2,781,871 $3,368,647 $3,382,349 $3,592,218 $3,652,750 Operating 2,634,924 2,980,770 3,048,678 2,929,999 2,934,742 Capital 162,854 302,222 222,954 270,814 283,452 Total $5,579,650 $6,651,639 $6,653,981 $6,793,031 $6,870,944

Personnel $891,657 $979,184 $988,881 $1,046,001 $1,065,043 Operating 832,609 794,184 771,343 786,074 786,084 Capital 99,483 55,000 57,829 55,000 55,000 Non‐operating 0 0 (4,318) 0 0 Total $1,823,749 $1,828,368 $1,813,735 $1,887,074 $1,906,127 Housing Authority Personnel $1,588,352 $1,559,365 $1,550,931 $1,483,514 $1,507,229 Operating 47,524 52,880 52,323 59,262 59,263 Capital 0 0 0 0 0 Total $1,635,876 $1,612,245 $1,603,254 $1,542,776 $1,566,491

Economic & Urban Development

Expenditure Summary



2010/2011 2011/2012 2011/2012 2012/2013 2013/2014

Actual Budget Estimated Approved Budget Projected

Planning and Development Personnel $1,879,270 $1,914,999 $1,886,765 $2,076,782 $2,115,152 Operating 780,251 771,875 $663,178 789,641 789,644 Capital 1,089 4,001 0 40,410 2,000 Total $2,660,611 $2,690,875 $2,549,943 $2,906,833 $2,906,795 Housing & Neighborhood Svcs Personnel $920,901 $935,637 $959,220 $944,538 $960,079 Operating 530,864 299,818 195,318 302,466 302,466 Capital 9,109 82,335 112,724 43,000 25,000 Total $1,460,874 $1,317,790 $1,267,262 $1,290,004 $1,287,545 Stormwater Personnel $741,606 $842,623 $638,689 $768,316 $779,322 Operating 698,258 675,182 252,931 468,629 468,632 Capital 348,264 203,878 195,140 639,352 629,342 Non‐operating* 752,327 0 501,064 538,703 538,703 Total $2,540,456 $1,721,683 $1,587,823 $2,415,000 $2,416,000 Electric Personnel $5,054,968 $4,072,189 $4,690,521 $4,906,162 $4,983,492 Operating 10,045,392 9,831,731 8,306,134 8,136,857 8,142,072 Purchased Power 64,680,358 63,596,858 68,872,110 73,379,536 Capital 2,032,409 2,154,279 3,727,213 1,585,167 1,432,753 Non‐operating* 8,244,996 5,567,130 5,783,472 5,324,999 5,547,342 Total $86,288,301 $86,305,687 $86,104,199 $88,825,295 $93,485,195 Water Personnel $2,202,908 $2,132,340 $2,275,520 $2,147,753 $2,179,450 Operating 3,217,976 2,472,942 2,590,092 2,717,723 2,717,742 Capital 26,183 1,810,670 986,595 1,436,965 1,476,629 Non‐operating* 9,969,150 8,158,020 8,158,027 7,866,896 8,292,291 Total $15,416,216 $14,573,972 $14,010,235 $14,169,337 $14,666,112 Wastewater Personnel $2,158,761 $1,959,876 $2,117,606 $2,034,215 $2,063,897 Operating 4,182,867 4,542,188 4,563,679 4,457,739 4,457,773 Capital 3,790,820 4,508,717 3,467,759 4,655,013 4,976,379 Non‐operating* 8,353,430 8,238,953 7,985,829 8,138,145 8,268,238 Total $18,485,878 $19,249,734 $18,134,873 $19,285,113 $19,766,286 *Includes non‐departmental and debt service.

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

60,910,535

Expenditure Summary


Performance Budgets Performance Budget Overview

Introduction to Performance Budgets 42

FY2012 Performance Results 42

Accountability & Transparency Efforts 43

Performance Budgets

General Government 44

Office of Management & Budget 49

Human Resources Office 52

Planning and Development 54

Housing and Neighborhood Services 57

Police 60

Fire 63

Public Works 66

Finance 70

Parks, Recreation, and Tourism 74

Economic and Urban Development 77

Housing Authority 79

Stormwater Fund 80

Electric Fund 81

Water Fund 85

Wastewater Fund 88

Statement of Revenues, Expenses, and Changes in Fund Balance/Net Assets 91

FY2013—2015 Strategic Plan

City of Rock Hill Strategic Goals 99

Quality Services 102

Quality Places 112

Quality Community 118

Performance Budget Overview


FISCAL YEAR 2012 PERFORMANCE RESULTS SUMMARY

The City met 72% of the performance targets that were due in Fiscal Year 2012. The Year‐End results suggest that the City experienced both successes and challenges. The results further solidify that the Strategic Plan’s goals and targets were de‐veloped with appropriate rigor. During Fiscal Year 2013, the City will use its resources to address the priorities set forth in the new Strategic Plan.

INTRODUCTION TO PERFORMANCE BUDGETS

This section of the budget document details how the City of Rock Hill will allocate financial and personnel resources. The City’s Strategic Plan assists with the allocation of resources by remind‐ing City leaders and staff of the established priorities, consequently improving the City’s ability to accomplish its goals. There are four sub‐sections included in the Performance Budget sec‐tion:

FY2012 Year‐End Performance Results Summary—provides a high level summary of the City’s progress at accomplishing performance goals that were due within Fiscal Year 2012. The full report is available at cityofrockhill.com/transparency.

Accountability & Transparency Efforts– provides information on the various efforts the City has undertaken to champion open and accessible government. Our efforts earned the Government Finance Officers Association’s (GFOA) 2011 AWARD FOR EXCELLENCE IN GOVERNMENT and the Alliance for Innovation’s 2010 OUTSTANDING ACHIEVEMENT IN INNOVA‐TION AWARD.

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

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

Performance Budget Overview

Strategic Initiative Targets Met (Percent)

Targets Not Met (Percent)

Unavailable

Public Safety 81% 13% 6%

Short & Long Term Economic Development 77% 23% 0%

Old Town Revitalization 70% 30% 0%

Ensure the Provision of Quality Public Services 62% 36% 2%

Sustainable Growth 75% 19% 6%

Quality of Life 69% 31% 0%

All Initiatives 72% 26% 2%

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

FY2012 Performance Results


ACCOUNTABILITY & TRANSPARENCY EFFORTS

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

Progress is communicated using various types of graphs and timelines with narrative information. When available, historical performance data is included to offer added context. How often are the Dashboards updated? The Financial Dashboard is updated monthly. The Performance Dashboard as a whole is updated monthly, however, the fre‐quency of updates for individual performance targets vary. Some targets are evaluated and updated on a monthly basis (e.g., tax base growth), while others are evaluated quarterly (e.g., stormwater master planning, public safety response times) or an‐nually (e.g., code enforcement voluntary compliance rate). How to access the Dashboards? Visit cityofrockhill.com/transparency.

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

Performance Budgets


Cemetery Services

Custodial Services

Building Maintenance

Purchasing & Fleet

Grants

General Election

City Attorney

Solicitor’s Office

Municipal Court

Mayor &

City Council

General Government

GENERAL GOVERNMENT

Department Description City Council is responsible for directing the government through policy actions and legislative decisions. The Mu‐nicipal Court strives to render fair, impartial judicial deci‐sions on all traffic violations and certain criminal offenses which occur within City limits. The Solicitor’s Office works to secure safety and justice for the citizens of Rock Hill and prosecutes cases in the Municipal Court, including jury tri‐als and environmental code violations. The Grants division is responsible for securing grants for various City opera‐tions and ensuring compliance with grant requirements. The Purchasing/Fleet division oversees bid management and fleet maintenance for the entire organization. The City Attorney is a contracted service which provides legal sup‐port to all City Departments, Council, Boards, and Commis‐sions; to ensure City property is well maintained; to pro‐vide professional cemetery services to the public. Building Maintenance and Custodial Services maintain the cleanli‐ness and upkeep of City buildings.

Fiscal Year 2013 Key Issues Caseload management will remain a challenge for both the Municipal Court and Solicitor’s Office. The planned expan‐sion to the Law Center should assist with managing the caseload. Maintaining the City owned buildings will remain a challenge given the level of funding. The City will con‐tinue to seek out environmentally friendly fleet.

Divisional Chart and Core Processes & Outputs

Mayor & City Council Review and adopt budget Enact ordinances and resolutions

Municipal Court Maintain jury docket Render judicial decisions

Solicitor’s Office Maintain jury trial scheduling Victim advocacy Building Maintenance Preventive maintenance

Grants Secure grant funding

Purchasing & Fleet Bid management/purchase orders Vehicle maintenance

City Attorney Legal services Custodial Services Maintain building cleanliness Cemetery Services Grounds upkeep

GENERAL GOVERNMENT DEPARTMENT PROGRAM EXPENDITURES

Expenditures by Category

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $3,028,366 $3,014,814 $2,840,065 $2,730,655 $2,896,775 $3,005,636

Operating 1,373,968 1,414,975 1,694,232 1,691,431 1,729,818 1,549,115

Capital 16,576 28,623 18,672 8801 22,745 61,250

Total $4,418,910 $4,458,411 $4,552,969 $4,430,889 $4,649,338 $4,616,000

Personnel

Full‐time 18 17 51 51 51 51

Part‐time 7 7 8 8 8 8

Total 25 24 59 59 59 59

Performance Budgets


Division: City Council

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

Division: Municipal Court

Mission: To serve the public in the administration of law; to ren‐der judicial decisions fairly and impartially; and to administer the Municipal Court in a dignified, professional, customer focused and efficient manner consistent with the expectations of the citi‐zens of Rock Hill.

GENERAL GOVERNMENT (continued)

Target FY2010 Actual

FY2011 Actual

FY2012 Actual

Objective: Provide effective services in the Solicitor’s Office

Effectively manage caseload Number of jury trial cases processed

Number proc‐essed

1,267 1,559 1,811

Dispose of jury trials within 180 days 50% 63% 68% 68%

Objective: Provide for efficient operations in the Municipal Court

Number of weeks with multiple jury trials held 15 15 12 12

Objective: Promote practices to improve air quality

Maintain the number of vehicles and equipment using alternative fuel 265 267

267 267

Performance Budgets

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $175,083 $180,299 $112,729 $129,056 $115,915 $116,201

Operating 91,288 90,329 86,855 67,988 86,855 86,856

Capital 0 0 0 0 0 0

Total $266,371 $270,628 $199,584 $197,044 $202,770 $203,056

Personnel

Full‐time 1 0 0 0 0 0

Part‐time 7 7 7 7 7 7

Total 8 7 7 7 7 7

CITY COUNCIL PROGRAM EXPENDITURES (DIVISION– 1101)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $543,732 $545,831 $552,406 $582,223 $563,502 $572,671

Operating 186,208 155,940 197,855 184,070 188,161 188,163

Capital 320 15,657 0 0 0 0

Total $730,260 $717,428 $750,261 $766,293 $751,664 $760,833

Personnel

Full‐time 10 10 10 10 10 10

Part‐time 0 0 0 0 0 0

Total 10 10 10 10 10 10

MUNICIPAL COURT PROGRAM EXPENDITURES (DIVISION ‐ 1201)


Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $959,916 $960,909 $955,808 $1,012,766 $995,027 $1,011,288

Operating 71,036 117,052 87,101 110,000 87,101 ‐18,222

Capital 14,931 12,889 0 0 0 33,000

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

Personnel

Full‐time 18 18 18 18 18 18

Part‐time 1 1 1 1 1 1

Total 19 19 19 19 19 19

PURCHASING & FLEET PROGRAM EXPENDITURES (DIVISION– 4305)


Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Approved

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $200,765 $203,629 $174,989 $238,418 $182,559 $186,375

Operating 32,804 51,602 84,975 50,949 68,175 68,175

Capital 1,201 0 0 0 0 0

Total $234,770 $255,231 $259,964 289,368 $250,734 $254,550

Personnel

Full‐time 3 3 3 3 3 3

Part‐time 0 0 0 0 0 0

Total 3 3 3 3 3 3

GRANTS PROGRAM EXPENDITURES (DIVISION– 1320)

Performance Budgets

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $371,164 $384,650 $356,023 $380,596 $329,412 $397,797

Operating 48,688 48,996 59,033 61,171 96,233 54,633

Capital 0 0 0 0 0 0

Total $419,852 $433,646 $415,056 $441,767 $425,644 $452,430

Personnel

Full‐time 5 5 5 5 5 5

Part‐time 0 0 0 0 0 0

Total 5 5 5 5 5 5

SOLICITOR’S OFFICE PROGRAM EXPENDITURES (DIVISION— 1202)

Division: Solicitor’s Office

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

Mission: To provide competitive and timely purchase of supplies, materials, equipment and ser‐vices which meet the needs of departments and adhere to state and municipal procurement guidelines and regulations and to ensure the safe and reliable use of City vehicles by providing qual‐ity, cost‐effective fleet mainte‐nance services.

Division: Grants

Mission: The Grants Division has the responsibility of researching, writing, and administering grants for the City of Rock Hill as well as coordinating the annual federal legislative program. Responsibili‐ties associated with this include working in collaboration with City staff and project stakeholders on needs, and fostering positive rela‐tionships with funders and United Sates Congressional delegation.


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. Division: Elections

Division: Buildings Maintenance

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


CITY ATTORNEY PROGRAM EXPENDITURES (DIVISION– 1601)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $0 $0 $0 $0 $0 $0

Operating 355,414 317,588 288,992 313,087 288,995 288,998

Capital 0 0 0 0 0 0

Total $355,414 $317,588 $288,992 $313,087 $288,995 $288,998

GENERAL ELECTIONS PROGRAM EXPENDITURES (DIVISION– 1401)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011./2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $0 $0 $0 $0 $0 $0

Operating 3,424 509 16,000 4,030 0 5,000

Capital 0 0 0 0 0 0

Total $3,424 $509 $16,000 $4,030 $0 $5,000

Performance Budgets

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $225,976 $241,818 $276,096 $290,607 $281,903 $286,136

Operating 459,481 465,048 419,120 630,178 447,824 409,038

Capital 24,173 41,730 10,001 0 10,000 10,000

Total $709,630 $748,596 $705,217 $920,785 $739,728 $705,174

Personnel

Full‐time 4 4 4 4 4 4

Part‐time 0 0 0 0 0 0

Total 4 4 4 4 4 4

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


Performance Budgets

CUSTODIAL SERVICES PROGRAM EXPENDITURES (DIVISION– 3320; PRIOR TO FY2012 DIVISION 4330)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $332,978 $314,975 $306,507 $318,592 $320,566 $325,609

Operating 67,216 69,253 66,229 82,500 78,529 78,530

Capital 0 0 0 0 0 0

Total $400,194 $384,228 $372,736 $401,092 $399,095 $404,138

Personnel

Full‐time 9 9 9 9 9 9

Part‐time 0 0 0 0 0 0

Total 9 9 9 9 9 9

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

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $111,750 $109,546 $105,508 $158,993 $107,891 $109,560

Operating 227,622 219,495 241,877 248,629 241,747 241,747

Capital 124 77 8,671 8,801 12,745 18,250

Total $339,497 $329,118 $356,056 $416,424 $362,382 $369,557

Personnel

Full‐time 2 2 2 2 2 2

Part‐time 0 0 0 0 0 0

Total 2 2 2 2 2 2

Division: Cemetery Services

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

Division: Custodial Services

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



Airport Budget Office

Administration

Office of Man‐agement and

Budget

OFFICE OF MANAGEMENT AND BUDGET

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

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


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

Budget Office Budget preparation Capital Improvement Plan Strategic planning Performance measurement

OFFICE OF MANAGEMENT AND BUDGET PROGRAM EXPENDITURES


2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $1,158,563 $1,058,593 $1,050,359 $1,050,234 $1,141,881 $1,146,199

Operating 410,654 435,868 464,631 408,528 463,174 463,175

Capital 6,957 10,906 31,440 29,870 59,426 33,914

Total $1,576,174 $1,505,366 $1,546,430 $1,488,632 $1,664,480 $1,643,288

Personnel

Full‐time 11 10 10 10 10 10

Part‐time 1 1 1 1 1 1

Total 12 11 11 11 11 11

Performance Budgets

*The Office of Management and Budget was created in Fiscal Year 2012. The financial and personnel information shown for fiscal years 2010 and 2011 are reflective of the divisions that are now included in the Office of Management and Budget.


FY2006 Actual

FY2009 Actual

FY2012 Actual

Rock Hill’s Ratings from the National Citizen Survey

Percent rating services provided by the City of Rock Hill as excellent or good 59% 61% 70%

Percent rating public information services provided by the City of Rock Hill as excellent or good 46% 62% 59%

OFFICE OF MANAGEMENT AND BUDGET (continued)

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

Expenditures

2009/2010* Actual

2010/2011* Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $813,056 $761,495 $751,224 $742,038 $821,678 $820,982

Operating 136,927 144,805 179,763 150,503 178,305 178,306

Capital 0 0 7,001 7,232 8,506 8,389

Total $949,984 $906,300 $937,989 $899,774 $1,008,489 $1,007,676

Personnel

Full‐time 7 7 7 7 7 7

Part‐time 1 1 1 1 1 1

Total 8 8 8 8 8 8

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

Expenditures

2009/2010 Actual

2010/2011* Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $125,676 $81,383 $76,649 $84,741 $81,683 $83,045

Operating 238,049 262,283 254,640 237,775 254,641 254,642

Capital 6,957 10,906 24,439 22,637 50,920 25,525

Total $370,682 $354,572 $355,728 $345,155 $387,244 $363,212

Personnel

Full‐time 2 1 1 1 1 1

Part‐time 0 0 0 0 0 0

Total 2 1 1 1 1 1

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

Division: Administration

Mission: To provide professional leadership and direction in the administration and execution of all policies set by the City Council and supervise City departments to ensure low‐cost, high quality community services. To develop mutual understanding and sup‐port between City government and the community by communi‐cating public information, man‐aging municipal public relations, fostering community partner‐ships, and facilitating citizen in‐volvement.

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.

Performance Budgets


OFFICE OF MANAGEMENT AND BUDGET (continued)

Performance Budgets

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

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $219,831 $215,714 $222,485 $223,453 $238,519 $242,172

Operating 35,678 28,780 30,227 20,249 30,228 30,228

Capital 0 0 0 0 0 0

Total $255,509 $244,494 $252,713 $243,702 $268,747 $272,400

Personnel

Full‐time 2 2 2 2 2 2

Part‐time 0 0 0 0 0 0

Total 2 2 2 2 2 2

Division: Budget Office

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


Personnel Services

Administration

Human Resources

HUMAN RESOURCES DEPARTMENT

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

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


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

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

HUMAN RESOURCES PROGRAM EXPENDITURES


2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $711,848 $681,007 $626,009 $612,690 $630,975 $641,522

Operating 191,581 168,572 180,669 184,345 178,287 178,287

Capital 0 0 0 0 0 0

Total $903,429 $849,579 $806,679 $797,035 $809,262 $819,810

Personnel

Full‐time 7 7 7 7 7 7

Part‐time 2 2 2 2 2 2

Total 9 9 9 9 9 9

Performance Budgets


HUMAN RESOURCES DEPARTMENT (continued)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $401,228 $370,535 $322,876 $340,825 $319,295 $324,332

Operating 165,323 143,571 147,515 157,806 147,482 147,483

Capital 0 0 0 0 0 0

Total $566,552 $514,106 $470,390 $498,631 $466,777 $471,814

Personnel

Full‐time 3 3 3 3 3 3

Part‐time 2 2 2 2 2 2

Total 5 5 5 5 5 5

ADMINISTRATION PROGRAM EXPENDITURES (DIVISION– 1701)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $310,619 $310,472 $303,134 $271,846 $311,680 $317,190

Operating 26,258 25,002 33,155 26,539 30,805 30,805

Capital 0 0 0 0 0 0

Total $336,877 $335,473 $336,288 $298,386 $342,485 $347,995

Personnel

Full‐time 4 4 4 4 4 4

Part‐time 0 0 0 0 0 0

Total 4 4 4 4 4 4

PERSONNEL SERVICES PROGRAM EXPENDITURES (DIVISION– 1705)


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

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

FY2004 FY2006 FY2009 FY2012


Percent rating employees’ knowledge as excellent or good 75% 77% 73% 87%

Percent rating employees’ responsiveness as excellent or good 71% 63% 66% 84%

Percent rating employees’ courtesy as excellent or good 71% 68% 74% 81%

Percent rating overall impression of employees as excellent or good 71% 64% 72% 84%

Performance Budgets


Infrastructure

Planning

Building Inspections

Zoning

Administration &

Customer Service

Planning &

Development

PLANNING AND DEVELOPMENT DEPARTMENT

Department Mission The mission of the Planning and Development Depart‐ment is to preserve and enhance Rock Hill’s economic vital‐ity and quality of life through thoughtful planning and care‐ful management of growth and development activities. To accomplish this we strive to engage the community and further its values, communicate and collaborate with inter‐nal and external partners at all levels, and provide the high‐est quality of customer service to citizens, businesses and investors in our community. As part of this mission we pro‐vide a one‐stop service for development investment in the City where every regulatory activity from the conception of the idea to the completion of the project be handled by one department in an efficient, customer‐oriented man‐ner.

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


Administration & Customer Service Personnel management Staff training

Building Inspections Code enforcement Inspections

Zoning Zoning enforcement Land Uses

Planning Annexation Transportation Planning Comprehensive Planning

Infrastructure Site/subdivision plan review Water & sewer permitting

PLANNING & DEVELOPMENT PROGRAM EXPENDITURES

Expenditures by Category1

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $1,856,144 $1,879,270 $1,914,999 $1,886,765 $2,076,782 $2,115,152

Operating 596,437 780,251 771,875 $663,178 789,641 789,644

Capital 7,738 1,089 4,001 0 40,410 2,000

Total $2,460,318 $2,660,611 $2,690,875 $2,549,943 $2,906,833 $2,906,795

Personnel1

Full‐time 32 32 32 32 32 32

Part‐time 2 2 2 2 2 2

Total 34 34 34 34 34 34

Performance Budgets


PLANNING AND DEVELOPMENT DEPARTMENT (continued)

Performance Budgets


FY2011 Actual

FY2012 Actual

Objective: Implement the Corridor East growth strategy, designating this area as the City’s preferred location for expansion

Ensure all functional master plans reflect the priority of this area

Assist departments as they develop or update functional plans annually

2 departments

2 2 2

Objective: Investigate further mass transit options in conjunction with York County and other affected jurisdictions

Communicate transit programs and initiatives to public, build community sup‐port for Bus Rapid Transit, and meet customer needs

Maintain participation/ridership level in transit programs

61,018 ridership

50,861

63,287

77,547

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

‐ 58% 64% 59%


Percent rating land use, planning, and zoning services as excellent or good ‐ 37% 45% 39%

FY2004 Actual

FY2006 Actual

FY2009 Actual

FY2012 Actual

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $408,999 $437,251 $477,996 $471,522 $543,288 $551,604

Operating 97,630 125,937 108,818 59,214 110,818 110,818

Capital 0 0 0 0 0 0

Total $506,629 $563,189 $586,814 $530,737 $654,105 $662,422

Personnel

Full‐time 9 9 9 9 9 9

Part‐time 0 0 0 0 0 0

Total 9 9 9 9 9 9

ADMINISTRATION & CUSTOMER SERVICE PROGRAM EXPENDITURES (DIVISION–2301)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $456,563 $481,598 $513,699 $553,748 $556,399 $565,673

Operating 52,631 58,457 50,714 37,738 52,333 52,333

Capital 7,738 1,089 4,000 0 2,000 2,000

Total $516,931 $541,144 $568,413 $591,486 $610,732 $620,006

Personnel

Full‐time 6 6 6 6 6 6

Part‐time 1 1 1 1 1 1

Total 7 7 7 7 7 7

ZONING PROGRAM EXPENDITURES (DIVISION– 2310)

Division: Administration & Cus‐tomer Service

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

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


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 pro‐gressive policies and the latest technology in a customer focused process.

Division: Planning

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

Division: Infrastructure

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

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $374,488 $363,591 $366,932 $273,605 $354,232 $360,534

Operating 405,287 551,474 560,229 519,353 570,721 570,722

Capital 0 0 0 0 0 0

Total $779,775 $915,064 $927,161 $792,959 $924,953 $931,256

Personnel

Full‐time 4 4 4 4 4 4

Part‐time 1 1 1 1 1 1

Total 5 5 5 5 5 5

PLANNING PROGRAM EXPENDITURES (DIVISION– 2315)

PLANNING AND DEVELOPMENT DEPARTMENT (continued)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $412,755 $389,453 $349,301 $362,769 $407,291 $413,954

Operating 26,246 23,856 32,155 25,843 33,345 33,345

Capital 0 0 0 0 38,410 0

Total $439,001 $413,309 $381,455 $388,613 $479,045 $447,299

Personnel

Full‐time 7 7 7 7 7 7

Part‐time 0 0 0 0 0 0

Total 7 7 7 7 7 7

BUILDING INSPECTIONS PROGRAM EXPENDITURES (DIVISION– 2305)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $203,339 $207,377 $207,072 $225,119 $215,573 $223,386

Operating 14,643 20,527 19,959 21,027 22,425 22,425

Capital 0 0 0 0 0 0

Total $217,982 $227,905 $227,031 $246,146 $237,998 $245,812

Personnel

Full‐time 6 6 6 6 6 6

Part‐time 0 0 0 0 0 0

Total 6 6 6 6 6 6

INFRASTRUCTURE PROGRAM EXPENDITURES (DIVISION–2320)

Performance Budgets


Neighborhood Empowerment

Neighborhood Inspections

Neighborhood Development

Services

Administration

Housing & Neighborhood

Services

HOUSING AND NEIGHBORHOOD SERVICES

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

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

Divisional Chart and Core Processes &Outputs

Administration Coordinate civics courses Administer Community Development Block Grants

Neighborhood Empowerment Develop neighborhood organizations Organize neighborhood meetings

Neighborhood Development Services Affordable housing program Historic Preservation

Neighborhood Inspections Code enforcement

HOUSING & NEIGHBORHOOD SERVICES PROGRAM EXPENDITURES


2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $872,098 $920,901 $935,637 $959,220 $944,538 $960,079

Operating 286,424 530,864 299,818 195,318 302,466 302,466

Capital 24,964 9,109 82,335 112,724 43,000 25,000

Total $1,183,487 $1,460,874 $1,317,790 $1,267,262 $1,290,004 $1,287,545

Personnel

Full‐time 10 10 11 11 11 11

Part‐time 8 8 8 8 8 8

Total 18 18 19 19 19 19

Performance Budgets


Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $103,635 $123,122 $153,173 $160,094 $156,090 $158,735

Operating 58,418 59,081 67,221 62,031 67,121 67,122

Capital 0 0 0 0 0 0

Total $162,053 $182,203 $220,393 $222,125 $223,211 $225,857

Personnel

Full‐time 2 2 2 2 2 2

Part‐time 0 0 0 0 0 0

Total 2 2 2 2 2 2


HOUSING AND NEIGHBORHOOD SERVICES DEPARTMENT (continued)


FY2011 Actual

FY2012 Actual

Objective: Provide support for safe neighborhoods

Paint homes with Rolling in Rock Hill each year being sure to include homes in the Weed & Seed area

5 within Weed & Seed area

8 homes 7 homes 5 homes

Objective: Work with neighborhoods to build strong communities and promote neighborhood redevelopment

Engage Neighborhoods/Community Building

Encourage and assist in the formation of neighborhood associations and crime watch groups within Old Town

3 new associa‐tions/groups

7

Not Applica‐ble

Not Applicable

Neighborhood Redevelopment Target infill lots within Hagins Fewell for the creation of affordable housing

2 new houses built per year

1 1 0

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

Enhance the quality of owner‐occupied units in Old Town

Provide owner‐occupied rehabilitations within Old Town neighborhoods

25 per year

32

37

28

Rock Hill’s Ratings from the National Citizen Survey FY2004 Actual

FY2006 Actual

FY2009 Actual

FY2012 Actual

Percent rating their neighborhoods as an excellent or good place to live 68% 72% 70% 75%

Percent rating code enforcement as excellent or good 30% 30% 36% 35%

Performance Budgets


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


NEIGHBORHOOD DEVELOPMENT PROGRAM EXPENDITURES (DIVISION– 2015)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $296,700 $315,287 $304,023 $315,815 $310,188 $315,345

Operating 46,896 43,523 51,354 27,692 52,333 52,333

Capital 24,964 9,109 51,335 76,183 25,000 25,000

Total $368,560 $367,919 $406,712 $419,691 $387,521 $392,679

Personnel

Full‐time 5 5 5 5 5 5

Part‐time 1 1 1 1 1 1

Total 6 6 6 6 6 6

HOUSING AND NEIGHBORHOOD SERVICES DEPARTMENT (continued)

Performance Budgets

NEIGHBORHOOD INSPECTIONS PROGRAM EXPENDITURES (DIVISION– 2010)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $222,650 $207,362 $204,857 $201,303 $209,381 $212,653

Operating 139,775 388,623 130,334 70,117 131,814 131,814

Capital 0 0 31,000 36,540 18,000 0

Total $362,425 $595,984 $366,191 $307,961 $359,195 $344,468

Personnel

Full‐time 1 1 1 1 1 1

Part‐time 5 5 5 5 5 5

Total 6 6 6 6 6 6

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $249,113 $275,131 $273,584 $282,006 $268,879 $273,345

Operating 41,335 39,637 50,909 35,477 51,197 51,197

Capital 0 0 0 0 0 0

Total $290,448 $314,768 $324,493 $317,483 $320,076 $324,542

Personnel

Full‐time 2 2 3 3 3 3

Part‐time 2 2 2 2 2 2

Total 4 4 5 5 5 5

NEIGHBORHOOD EMPOWERMENT PROGRAM EXPENDITURES (DIVISION– 2005) 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 re‐sources. Neighborhood Empower‐ment serves as a link between City government and Rock Hill neighbor‐hoods and works to build a sense of community and partnership within and between neighborhoods, the City of Rock Hill, and other public and pri‐vate stakeholders. Division: Neighborhood Inspections

Mission: To provide customer‐focused community development and housing services in a cost‐effective manner that ensure quality develop‐ment and living standards for all citi‐zens. To improve health, safety, and community appearance through edu‐cation and ordinance enforcement. Division: Neighborhood Development

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


Information Management

Support Services

Patrol

Investigations

Administration

Police Department

POLICE DEPARTMENT

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

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


Administration Personnel management Community relations Department oversight/policy

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

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

Support Services Detention Community services Recruitment & accreditation

Information Management Crime analysis Telecommunications Record management

POLICE DEPARTMENT PROGRAM EXPENDITURES


2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $8,931,230 $9,295,903 $9,926,290 $9,953,604 $10,052,108 $10,219,848

Operating 1,643,838 1,824,392 1,738,056 1,933,715 1,812,220 1,787,732

Capital 693,694 726,067 663,309 700,268 597,630 719,225

Total $11,294,512 $11,872,113 $12,353,406 $12,599,545 $12,512,709 $12,777,557

Personnel

Full‐time 182 184 184 184 184 184

Part‐time 3 3 1 1 1 1

Total 185 187 185 185 185 185

Non‐operating 25,751 25,751 25,751 11,958 25,751 25,751

Performance Budgets


Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $0 $0 $0 $0 $0 $0

Operating 43,736 37,791 42,170 27,777 42,170 42,170

Capital 0 0 0 0 0 0

Total $43,736 $37,791 $42,170 $27,777 $42,170 $42,170

Personnel

Full‐time 0 0 0 0 0 0

Part‐time 0 0 0 0 0 0

Total 0 0 0 0 0 0

INVESTIGATIONS PROGRAM EXPENDITURES (DIVISION– 2105)

Expenditures

2009/2010 Actual1

2010/2011 Actual1

2011/2012 Budget1

2011/2012 Projected1

2012/2013 Approved

2013/2014 Proposed1

Personnel $8,925,758 $9,295,903 $9,637,849 $9,951,322 $10,052,108 $10,219,848

Operating 826,110 975,598 778,993 1,129,719 829,653 829,662

Capital 693,694 726,067 663,309 700,268 597,630 719,225

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

Personnel

Full‐time 168 184 184 184 184 184

Part‐time 3 3 1 1 1 1

Total 171 187 185 185 185 185



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

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

POLICE DEPARTMENT (continued)

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


FY2011 Actual

FY2012 Actual

Objective: Monitor the effectiveness of operational activities and their effect on reducing crime and improving public satisfaction

Reduce violent crime per capita from three year trend 2% annually 18% 35% 33%

Reduce property crime per capita from three year trend 2% annually 13% 7% 7%

Respond to Priority 1 calls within 5 minutes 80% 48% 51% 46%


FY2006 Actual

FY2009 Actual

FY2012 Actual

Percent who feel very or somewhat safe from violent crime 60% 52% 61% 65%

Percent who feel very or somewhat safe from property crime 50% 51% 48% 60%

Performance Budgets


SUPPORT SERVICES PROGRAM EXPENDITURES (DIVISION– 2120)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $349 $0 $0 $0 $0 $0

Operating 379,975 433,893 471,112 376,220 471,116 471,119

Capital 0 0 0 0 0 0

Non‐operating 25,751 25,751 25,751 11,958 25,751 25,751

Total $406,074 $459,644 $496,863 $388,179 $496,867 $496,870

Personnel

Full‐time 0 0 0 0 0 0

Part‐time 0 0 0 0 0 0

Total 0 0 0 0 0 0

POLICE DEPARTMENT (continued)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $5,123 $0 $0 $2,281 $0 $0

Operating 29,190 29,262 26,073 25,871 26,073 26,074

Capital 0 0 0 0 0 0

Total $34,313 $29,262 $26,073 $28,153 $26,073 $26,074

Personnel

Full‐time 0 0 0 0 0 0

Part‐time 0 0 0 0 0 0

Total 0 0 0 0 0 0

PATROL PROGRAM EXPENDITURES (DIVISION— 2110)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $0 $0 $0 $0 $0 $0

Operating 364,827 347,849 419,708 374,125 443,208 418,708

Capital 0 0 0 0 0 0

Total $364,827 $347,849 $419,708 $374,125 $443,208 $418,708

Personnel

Full‐time 0 0 0 0 0 0

Part‐time 0 0 0 0 0 0

Total 0 0 0 0 0 0

INFORMATION MANAGEMENT PROGRAM EXPENDITURES (DIVISION— 2125)

Division: Patrol

Mission: The members of the Patrol Division are dedicated to providing timely and professional service to the citizens of Rock Hill. Our goal is to improve the quality of life for our citizens and to enhance traffic safety within our community.

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

Division: Information Management

Mission: Members of the Informa‐tion Management Division, as the first point of contact, are committed to providing the citizens of Rock Hill a professional customer service ex‐perience. Members will provide ac‐curate and near real‐time crime analysis and maintain records and archives as required by state law. In addition, members will provide for the implementation and mainte‐nance of technology systems, utiliz‐ing state of the art technology as needed to assist in reducing crime.

Performance Budgets


Firefighting/ Suppression

Prevention/ Inspections

Administration

Fire

FIRE DEPARTMENT

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

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


Administration Public education Safety classes

Fire Prevention/Inspections Inspections Arson investigation Public education

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

FIRE DEPARTMENT PROGRAM EXPENDITURES


2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $5,905,222 $6,247,360 $6,658,933 $6,822,509 $6,735,088 $6,846,335

Operating 610,957 793,040 658,186 867,733 711,358 711,363

Capital 1,304,335 410,818 355,352 361,176 321,216 428,029

Total $7,820,514 $7,451,219 $7,672,471 $8,051,418 $7,767,662 $7,985,727

Personnel

Full‐time 122 122 122 122 122 122

Part‐time 0 0 0 0 0 0

Total 122 122 122 122 122 122

Performance Budgets


FIRE DEPARTMENT (continued)

Performance Budgets

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $351,962 $354,890 $390,194 $394,168 $272,539 $275,928

Operating 199,314 278,877 199,712 311,982 200,978 200,979

Capital 1,021,604 49,074 0 1.00 0 60,986

Total $1,572,879 $682,841 $589,906 $706,152 $473,517 $537,893

Personnel

Full‐time 4 4 4 4 3 3

Part‐time 0 0 0 0 0 0

Total 4 4 4 4 3 3


Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

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

Operating 376,938 483,145 425,565 518,931 477,689 477,692

Capital 278,861 336,440 352,350 358,130 315,816 361,643

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

Personnel

Full‐time 96 112 112 112 113 113

Part‐time 0 0 0 0 0 0

Total 96 112 112 112 113 113

FIRE FIGHTING/SUPPRESSION PROGRAM EXPENDITURES (DIVISION– 2205)


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

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


FY2011 Actual

FY2012 Actual

Provide fire safety education programs to elementary school students 3,000 4,626 7,715 6,818

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

90% 89% 90% 90%

Respond to top priority Emergency Response calls within 5 minutes as it relates 90% 90% 90% 90%


FY2006 Actual

FY2009 Actual

FY2012 Actual

Percent rating fire services excellent or good 89% 89% 90% 95%

Percent rating fire prevention and education excellent or good 72% 76% 77% 77%


FIRE PREVENTION/INSPECTIONS PROGRAM EXPENDITURES (DIVISION– 2210)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $375,279 $377,820 $314,499 $313,010 $354,893 $361,096

Operating 34,706 31,018 32,908 36,820 32,692 32,693

Capital 3,870 25,304 3,001 3,045 5,400 5,400

Total $413,855 $434,142 $350,408 $352,875 $392,985 $399,188

Personnel

Full‐time 6 6 6 6 6 6

Part‐time 0 0 0 0 0 0

Total 6 6 6 6 6 6

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

Performance Budgets


Recycling

Curbside

Commercial Sanitation

Residential Sanitation

Street Maintenance

Administration

Public Works

PUBLIC WORKS DEPARTMENT

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

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


Administration Budget & personnel management

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

Residential Sanitation Refuse collection

Commercial Sanitation Bulk container service Dumpster rentals

Curbside Yard waste collection Public education

Recycling Recycling collection Litter education & prevention

PUBLIC WORKS DEPARTMENT PROGRAM EXPENDITURES


2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $3,366,752 $3,244,136 $3,196,289 $3,250,572 $3,253,327 $3,307,289

Operating 2,646,470 2,936,820 2,824,056 3,383,009 2,918,441 2,918,462

Capital 1,248,598 1,392,254 1,484,428 1,174,703 1,764,739 1,860,483

Total $7,261,821 $7,573,209 $7,504,773 $7,808,284 $7,936,506 $8,086,235

Personnel

Full‐time 71 69 68 68 68 68

Part‐time 3 3 3 3 3 3

Total 74 72 71 71 71 71

Performance Budgets


PUBLIC WORKS DEPARTMENT (continued)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $158,609 $168,210 $255,179 $156,513 $254,569 $258,415

Operating 27,564 22,129 30,832 20,081 30,833 30,833

Capital 0 22,020 0 0 0 0

Total $186,173 $212,359 $286,011 $176,595 $285,402 $289,247

Personnel

Full‐time 3 3 3 3 3 3

Part‐time 0 0 0 0 0 0

Total 3 3 3 3 3 3


Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $683,237 $722,348 $613,724 $732,879 $723,487 $735,439

Operating 231,044 188,782 324,629 205,607 273,902 273,905

Capital 445,270 411,287 519,379 212,663 631,843 614,923

Total $1,359,551 $1,322,418 $1,457,733 $1,151,151 $1,629,232 $1,624,267

Personnel

Full‐time 16 15 14 14 14 14

Part‐time 0 0 0 0 0 0

Total 16 15 14 14 14 14

STREET MAINTENANCE PROGRAM EXPENDITURES (DIVISION– 3105)


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

Division: Street Maintenance

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


FY2011 Actual

FY2012 Actual

Replace 2,000 linear feet of damaged sidewalk annually 2,000 linear feet

6,702 Linear feet

4,995 Linear feet

3,480 Linear feet

Upgrade intersection ramps to comply with ADA requirements 35 per year 49 37 34


FY2006 Actual

FY2009 Actual

FY2012 Actual

Percent rating sidewalk maintenance as excellent or good 36% 43% 38% 44%

Percent rating garbage collection service as excellent or good 75% 74% 76% 84%

Percent rating recycling service as excellent or good 69% 75% 69% 81%

Percent rating yard waste pick‐up as excellent or good 60% 61% 70% 68%

Percent rating street repair as excellent or good 23% 25% 29% 24%

Performance Budgets


COMMERCIAL SANITATION PROGRAM EXPENDITURES (DIVISION— 3120)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $374,658 $380,064 $356,128 $405,570 $365,744 $371,724

Operating 909,717 953,672 903,132 1,076,062 930,037 930,045

Capital 144,641 191,009 165,747 168,233 158,434 161,181

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

Personnel

Full‐time 7 7 7 7 7 7

Part‐time 0 0 0 0 0 0

Total 7 7 7 7 7 7


Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $427,660 $407,997 $396,826 $427,201 $409,142 $416,038

Operating 826,626 932,184 869,963 931,707 892,535 892,543

Capital 274,948 372,621 420,692 426,580 549,875 548,001

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

Personnel

Full‐time 9 9 9 9 9 9

Part‐time 0 0 0 0 0 0

Total 9 9 9 9 9 9

RESIDENTIAL SANITATION PROGRAM EXPENDITURES (DIVISION—3115)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $816,398 $747,377 $777,631 $736,470 $749,317 $762,230

Operating 307,091 335,285 348,436 539,654 389,963 389,965

Capital 132,606 105,523 112,394 114,080 137,704 185,098

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

Personnel

Full‐time 16 16 16 16 16 16

Part‐time 2 1 1 1 1 1

Total 18 17 17 17 17 17

CURBSIDE PROGRAM EXPENDITURES (DIVISION— 3125)

Division: Residential Sanitation

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

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

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.

Performance Budgets



RECYCLING PROGRAM EXPENDITURES (DIVISION—3130)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $462,384 $366,691 $348,141 $375,182 $303,248 $308,059

Operating 225,608 304,694 174,354 300,921 198,782 198,783

Capital 211,739 199,330 119,629 121,423 161,686 233,522

Total $899,731 $870,715 $642,125 $797,526 $663,717 $740,364

Personnel

Full‐time 8 8 8 8 8 8

Part‐time 2 2 2 2 2 2

Total 10 10 10 10 10 10

CONSTRUCTION PROGRAM EXPENDITURES (DIVISION— 3145)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $443,806 $451,450 $448,659 $416,757 $447,819 $455,383

Operating 118,819 200,072 172,709 172,545 202,388 202,389

Capital 39,395 90,463 146,587 131,724 125,197 117,758

Total $602,020 $741,986 $767,956 $721,027 $775,404 $775,530

Personnel

Full‐time 11 11 11 11 11 11

Part‐time 0 0 0 0 0 0

Total 11 11 11 11 11 11

Division: Recycling

Mission: To provide an efficient, cost‐effective collection service for residential recycling, corru‐gated cardboard, office paper, and restaurant cans and bottles. The recycling collections program provides a significant diversion to products normally destined for the landfill and creates substan‐tial savings in associated tipping fees. Division: Construction

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

Performance Budgets


Billing &

Metering Services

Account

Management

Central

Collections

Call Center &

Customer Services

Risk

Management

Accounting

Administration &

Archives

Finance

FINANCE DEPARTMENT

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

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


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

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

Billing & Metering Services Bill generation Field surveys Easements

Accounting Fixed assets Accounts payable Cash Management

Central Collections Payment processing Cash receipts

Accounts Management Payment arrangements Debt set‐off

FINANCE PROGRAM EXPENDITURES


2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $2,403,350 $2,403,685 $2,268,872 $2,427,152 $2,379,740 $2,417,963

Operating 844,000 815,803 769,410 715,082 767,958 773,461

Capital 0 16,156 0 0 34,000 2,571

Total $3,247,351 $3,235,644 $3,038,282 $3,142,234 $3,181,698 $3,193,995

Personnel

Full‐time 41 41 43 43 43 43

Part‐time 5 5 4 4 4 4

Total 46 46 47 47 47 47

Performance Budgets

* Beginning in Fiscal Year 2012, the Customer Service and Finance departments were consolidated into one department under the leadership of the Chief Financial Officer. The financial and personnel information shown for fiscal years 2010 and 2011 are reflective of the divisions that are now included in the Finance Department.


FINANCE DEPARTMENT (continued)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $415,709 $399,235 $307,648 $312,354 $318,800 $323,473

Operating 75,768 70,720 29,725 35,211 25,725 29,725

Capital 0 0 0 0 0 0

Total $491,477 $469,954 $337,372 $347,565 $344,525 $353,197

Personnel

Full‐time 1 1 3 3 3 3

Part‐time 2 2 1 1 1 1

Total 3 3 4 4 4 4

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

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $428,659 $430,951 $424,318 $440,776 $432,430 $439,451

Operating 106,027 103,747 116,866 92,399 119,111 119,112

Capital 0 0 0 0 0 0

Total $534,686 $534,698 $541,184 $533,175 $551,541 $558,563

Personnel

Full‐time 7 7 7 7 7 7

Part‐time 0 0 0 0 0 0

Total 7 7 7 7 7 7

ACCOUNTING PROGRAM EXPENDITURES (DIVISION– 4005)


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

Division: Accounting

Mission: To provide City‐wide ac‐counting, internal control, and financial reporting services. To perform all necessary accounts payable and payroll functions of the City. To invest all funds of the City to maximize returns.

Initiative: SHORT & LONG TERM ECONOMIC DEVELOPMENT Target FY2010 Actual

FY2011 Actual

FY2012 Actual

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

By 1/1/2010 08/10/09 ‐ ‐

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

By 2/28/2010 10/23/09 ‐ ‐

Performance Budgets



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

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $439,595 $436,757 $405,558 $401,994 $402,198 $408,771

Operating 34,580 42,837 53,670 45,421 53,670 55,170

Capital 0 0 0 0 0 0

Total $474,175 $479,594 $459,228 $447,415 $455,868 $463,941

Personnel

Full‐time 8 8 8 8 8 8

Part‐time 0 0 0 0 0 0

Total 8 8 8 8 8 8

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $145,226 $159,240 $163,839 $169,747 $155,370 $157,946

Operating 162,063 118,109 167,569 143,332 167,870 167,871

Capital 0 0 0 0 0 0

Total $307,289 $277,349 $331,409 $313,080 $323,240 $325,817

Personnel

Full‐time 2 2 2 2 2 2

Part‐time 1 1 1 1 1 1

Total 3 3 3 3 3 3

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

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $327,110 $322,311 $371,278 $370,491 $356,750 $362,654

Operating 57,480 59,905 76,920 56,732 76,920 76,920

Capital 0 0 0 0 0 0

Total $384,590 $382,216 $448,198 $427,223 $433,670 $439,574

Personnel

Full‐time 7 7 7 7 7 7

Part‐time 1 1 1 1 1 1

Total 8 8 8 8 8 8

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

Division: Risk Management

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

Division: Call Center & Customer Services Mission: The Call Center is commit‐ted to responding to all incoming telecommunication from customers in a polite, effective manner on questions regarding all City pro‐grams. The Customer Service area is charged with assisting customers in establishing and maintaining their utility services while ensuring that all City policies and procedures related to these transactions are followed.

Division: Central Collections

Mission: The Central Collections Di‐vision has the responsibility of col‐lecting all monies due to the City with the exception of property taxes. Central Collections is committed to the proper processing of payment and reimbursements to ensure that both the customer’s account is main‐tained properly and that the City’s cash flow process is correct and in‐tact and meets all audit standards.

Performance Budgets



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

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $426,379 $436,430 $391,501 $502,681 $502,471 $510,565

Operating 398,057 411,646 311,013 333,797 311,015 311,016

Capital 0 16,156 0 0 34,000 2,571

Total $824,436 $864,232 $702,514 $836,479 $847,486 $824,152

Personnel

Full‐time 13 13 13 13 13 13

Part‐time 1 1 1 1 1 1

Total 14 14 14 14 14 14

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

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $220,673 $218,761 $204,730 $229,109 $211,721 $215,103

Operating 10,024 8,840 13,647 8,190 13,647 13,647

Capital 0 0 0 0 0 0

Total $230,697 $227,601 $218,377 $237,299 $225,368 $228,750

Personnel

Full‐time 3 3 3 3 3 3

Part‐time 0 0 0 0 0 0

Total 3 3 3 3 3 3

Division: Accounts Management

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

Division: Billing & Metering Ser‐vices

Mission: The Billing and Metering Services Division is the area charged with producing accurate and timely utility invoices for all utility customers. These efforts represent the single largest reve‐nue source for the City. This group also investigates customer inquires regarding utility charges, and also carefully regulates the termination of service for those customers who are outside of the terms of payment required by municipal code.

Performance Budgets


Tourism

Recreation

Parks

PRT

Department

PARKS, RECREATION, AND TOURISM DEPARTMENT

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

Fiscal Year 2013 Key Issues During Fiscal Year 2012 Parks, Recreation, and Tourism will focus on developing an implementation strategy for its recently com‐pleted master plan. Additionally, the department will host a num‐ber of athletic tournaments and various Parks, Recreation, and Tourism facilities within the community.


Parks Supports tournament complexes Neighborhood parks & playgrounds Athletic facilities Pools

Recreation Recreation centers Therapeutic, family, senior citizen, and after school programs Cultural arts & special events

Tourism Marketing & promotions Budget management Tourism & Hospitality Services

PARKS, RECREATION, AND TOURISM DEPARTMENT PROGRAM EXPENDITURES


2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $3,089,709 $2,781,871 $3,368,647 $3,382,349 $3,592,218 $3,652,750

Operating 2,630,080 2,634,924 2,980,770 3,048,678 2,929,999 2,934,742

Capital 154,801 162,854 302,222 222,954 270,814 283,452

Total $5,874,591 $5,579,650 $6,651,639 $6,653,981 $6,793,031 $6,870,944

Personnel

Full‐time 54 54 64 64 64 64

Part‐time 80 80 84 84 84 84

Total 134 134 148 148 148 148

Performance Budgets


PARKS, RECREATION, AND TOURISM DEPARTMENT (continued)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $2,117,720 $1,842,505 $2,392,873 $2,404,382 $1,277,507 $1,306,541

Operating 2,121,512 2,083,608 2,424,599 2,431,279 2,055,482 2,060,222

Capital 115,099 125,772 277,221 203,251 225,394 238,032

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

Personnel

Full‐time 39 39 49 49 49 49

Part‐time 60 60 64 64 64 64

Total 99 99 113 113 113 113

PARKS PROGRAM EXPENDITURES (DIVISION– 5135)

Division: Parks

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


FY2011 Actual

FY2012 Actual

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

100% of regis‐tered programs

100% 100% 100%


FY2006 Actual

FY2009 Actual

FY2012 Actual

Percent who used Rock Hill recreation centers 63% 59% 57% 52%

Percent rating recreation centers or facilities as excellent or good 57% 61% 68% 76%

Percent participated in a recreation program or activity 49% 42% 44% 37%

Percent rating recreation program or classes as excellent or good 57% 69% 71% 69%

Percent visited a neighborhood park or City park 88% 85% 87% 83%

Percent rating City parks as excellent or good ‐ 73% 81% 85%

Performance Budgets

In Fiscal Year 2012, the Parks division received two new positions and the former Horticulture division was merged with the Parks division.


PARKS, RECREATION, AND TOURISM DEPARTMENT (continued)

Performance Budgets

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $611,880 $591,833 $608,794 $611,580 $636,193 $646,744

Operating 423,932 452,544 428,098 501,043 558,299 558,301

Capital 33,485 26,722 25,000 19,703 25,000 25,000

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

Personnel

Full‐time 8 8 8 8 8 8

Part‐time 19 19 19 19 19 19

Total 27 27 27 27 27 27

RECREATION PROGRAM EXPENDITURES (DIVISION– 5110)

TOURISM PROGRAM EXPENDITURES (DIVISION– 5101)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $360,110 $347,533 $366,980 $366,387 $1,678,519 $1,699,465

Operating 84,636 98,772 128,074 116,356 316,218 316,219

Capital 6,217 10,360 0 0 20,420 20,420

Total $450,963 $456,665 $495,054 $482,743 $2,015,157 $2,036,104

Personnel

Full‐time 7 7 7 7 7 7

Part‐time 1 1 1 1 1 1

Total 8 8 8 8 8 8

Division: Recreation

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

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.


Administration

Business and Jobs

Recruitment

Infrastructure/ Redevelop‐

ment

Old Town Marketing

and Events

Economic and Urban

Development

ECONOMIC AND URBAN DEVELOPMENT

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

Fiscal Year 2013 Key Issues Fiscal Year 2013 will be driven by several development pro‐jects including the Downtown East, Bleachery and River‐walk projects. Economic and Urban Development will also continue its efforts of assisting existing industries and com‐panies within the City of Rock Hill. Economic and Urban Development has several targets within the Strategic Plan including encouraging private investment in the downtown area, recruiting and meeting with existing industries to identify problems and opportunities in which the City can provide assistance, and assisting with job creation.


Administration Staff services in support of City goals and initiatives Staff services in support of Rock Hill Economic Development Corporation

Old Town Marketing & Events Old Town marketing; onlyinoldtown.com Old Town festivals and events; Old Town Market; Old Town Amphitheater Concert Series

Business & Jobs Recruitment Marketing of business parks and other properties Old Town Jobs Initiative; RockHillUSA.com

Infrastructure/Redevelopment Urban design services for City projects; capital improvements to serve redevelopment areas

ECONOMIC AND URBAN DEVELOPMENT DEPARTMENT PROGRAM EXPENDITURES


2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $869,325 $891,657 $979,184 $988,881 $1,046,001 $1,065,043

Operating 614,023 832,609 794,184 771,343 786,074 786,084

Capital 90,243 99,483 55,000 57,829 55,000 55,000

Total $1,648,591 $1,823,749 $1,828,368 $1,813,735 $1,887,074 $1,906,127

Personnel

Full‐time 12 12 12 12 12 12

Part‐time 1 1 1 1 1 1

Total 13 13 13 13 13 13

Non‐Operating 75,000 0 0 (4,318) 0 0

Performance Budgets


ECONOMIC AND URBAN DEVELOPMENT (continued)

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


FY2011 Actual

FY2012 Actual

Increase the commercial and industrial tax base in the City By $40 million per year

$5.0 Million

$12.9 Million

$164 Million

Assist in the creation of new jobs 125 jobs by 6/30/2012

117 35 60

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

assist 6 business each year

5 25 8

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

fund 2 eligible businesses a year

2 1 4


FY2006 Actual

FY2009 Actual

FY2012 Actual

Percent rating employment opportunities as excellent or good 27% 29% 29% 24%

Percent rating economic development services as excellent or good 50% 43% 46% 40%

Performance Budgets


Housing Authority

HOUSING AUTHORITY

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

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

Core Processes & Outputs

HOUSING AUTHORITY DEPARTMENT PROGRAM EXPENDITURES (DIVISION– 6301)


2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $1,790,611 $1,588,352 $1,559,365 $1,550,931 $1,483,514 $1,507,229

Operating 47,746 47,524 52,880 52,323 59,262 59,263

Capital 0 0 0 0 0 0

Total $1,838,357 $1,635,876 $1,612,245 $1,603,254 $1,542,776 $1,566,491

Personnel

Full‐time 22 22 22 22 22 22

Part‐time 4 4 4 4 4 4

Total 26 26 26 26 26 26

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

Performance Budgets


Stormwater

STORMWATER DEPARTMENT

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

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

STORMWATER DEPARTMENT PROGRAM EXPENDITURES (DIVISION 3605)


2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $689,457 $741,606 $852,198 $638,689 $768,316 $779,322

Operating 275,560 698,258 675,182 252,931 468,629 468,632

Capital 188,964 348,264 203,878 195,140 639,352 629,342

Total $1,949,259 $2,540,456 $2,269,968 $1,587,823 $2,415,000 $2,416,000

Personnel

Full‐time 12 14 14 14 14 14

Part‐time 0 0 0 0 0 0

Total 12 14 14 14 14 14

Non‐operating 795,277 752,327 538,710 501,064 538,703 538,703

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



FY2006 Actual

FY2009 Actual

FY2012 Actual

Percent rating storm drainage as excellent or good 42% 41% 59% 55%

Performance Budgets

1 Includes Non‐Departmental and Debt Service Expenditures


Hometown Security

Dispatch/ SCADA

Information Technology

Traffic Signals

Electric Engineering

Electric Services

Utilities Administration

Operations Administration

Electric Fund

UTILITIES DEPARTMENT‐ ELECTRIC FUND

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

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


Operations Administration Oversight of all enterprise funds

Utilities Administration Personnel management Budget

Electric Services Load management Monitor flow

Dispatch/SCADA Manage SCADA and Dispatch

Electric Engineering Electric system design Electric system maintenance

Traffic Signals Substation maintenance Underground locates

Information Technology Database and end‐user support GIS

ELECTRIC FUND PROGRAM EXPENDITURES


2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $4,805,975 $5,054,968 $4,072,189 $4,690,521 $4,906,162 $4,983,492

Operating 9,691,379 10,045,392 9,831,731 8,306,134 8,136,857 8,142,072

Capital 1,531,238 2,032,409 2,154,279 3,727,213 1,585,167 1,432,753

Total $80,538,636 $86,288,301 $86,305,687 $86,104,199 $88,825,295 $93,485,195

Personnel

Full‐time 52 52 68 68 68 68

Part‐time 3 2 3 3 3 3

Total 55 54 71 71 71 71

Non‐operating 7,453,460 8,244,996 5,567,130 5,783,472 5,324,999 5,547,342

Purchased Power 57,056,584 60,910,535 64,680,358 63,596,858 68,872,110 73,379,536

1 Includes Non‐Departmental and Debt Service Expenditures

Performance Budgets


UTILITIES DEPARTMENT– ELECTRIC FUND (continued)

ELECTRICAL SERVICES PROGRAM EXPENDITURES (DIVISION – 3575)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $1,319,489 $1,365,760 $1,182,032 $1,405,560 $1,206,891 $1,225,578

Operating 4,959,363 4,049,558 5,070,356 3,802,827 3,481,415 3,481,437

Capital 1,160,600 676,373 159,984 1,085,413 112,018 101,391

Total $63,241,125 $67,002,226 $71,092,730 $69,890,658 $73,672,434 $78,187,942

Personnel

Full‐time 20 20 20 20 20 20

Part‐time 0 0 0 0 0 0

Total 20 20 20 20 20 20

Purchased Power

55,801,672 60,910,535 64,680,358 63,596,858 68,872,110 73,379,536

UTILITIES ADMINISTRATION PROGRAM EXPENDITURES (DIVISION– 3501)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $649,796 $675,999 $272,709 $309,393 $327,530 $333,110

Operating 2,889 93,944 153,108 229,106 171,283 171,284

Capital ‐282,468 589,989 0 3,539 0 0

Non‐operating 2,756,840 3,065,201 1,217,063 1,217,064 1,182,374 1,190,762

Total $3,127,057 $4,425,133 $1,642,881 $1,759,102 $1,681,186 $1,695,156

Personnel

Full‐time 7 7 3 3 3 3

Part‐time 1 0 1 1 1 1

Total 8 7 4 4 4 4

Division: Utilities Administration

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

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


FY2006 Actual

FY2009 Actual

FY2012 Actual

Percent rating street lighting as excellent or good 42% 44% 48% 60%

Percent rating traffic signal timing as excellent or good 37% 43% 39% 45%

Percent rating electric service as excellent or good ‐ ‐ 68% 66%

Performance Budgets



TRAFFIC SIGNALS PROGRAM EXPENDITURES (DIVISION– 3580)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $633,165 $730,832 $686,704 $559,795 $806,789 $819,106

Operating 821,447 817,278 810,441 609,328 803,824 809,005

Capital 103,149 348,923 407,300 204,512 451,351 460,622

Total $1,557,761 $1,897,032 $1,904,445 $1,373,636 $2,061,964 $2,088,733

Personnel

Full‐time 12 12 12 12 14 14

Part‐time 0 0 0 0 0 0

Total 12 12 12 12 14 14

ELECTRIC ENGINEERING PROGRAM EXPENDITURES (DIVISION– 3576)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Proposed

Personnel $337,144 $356,158 $410,662 $366,001 $529,257 $537,919

Operating 2,170,485 1,692,794 1,045,011 950,598 973,560 973,561

Capital ‐24,749 8,445 1,033,995 1,125,570 781,398 630,340

Total $2,482,879 $2,057,397 $2,489,668 $2,442,169 $2,284,215 $2,141,820

Personnel

Full‐time 5 5 5 5 5 5

Part‐time 1 1 0 0 0 0

Total 6 6 5 5 5 5

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $1,264,617 $1,298,927 $928,118 $974,857 $1,395,581 $1,418,731

Operating 1,415,468 1,625,354 1,460,453 1,430,041 1,463,224 1,463,223

Capital 322,025 89,921 239,000 278,818 220,000 220,000

Total $3,002,110 $3,014,202 $2,627,571 $2,683,717 $3,078,805 $3,101,954

Personnel

Full‐time 8 8 20 18 18 18

Part‐time 1 1 1 1 1 1

Total 9 9 21 19 19 19

INFORMATION TECHNOLOGY SERVICES PROGRAM EXPENDITURES (DIVISION– 4130*)

Division: Electric Engineering

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

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

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

Performance Budgets

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



OPERATIONS ADMINISTRATION PROGRAM EXPENDITURES (DIVISION– 3590)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $0 $0 $341,884 $397,768 $403,348 $409,834

Operating 0 0 17,675 16,104 17,075 17,075

Capital 0 0 0 4,023 0 0

Total $0 $0 $359,559 $417,896 $420,423 $426,909

Personnel

Full‐time 0 0 4 4 4 4

Part‐time 0 0 1 1 1 1

Total 0 0 5 5 5 5

DISPATCH/SCADA PROGRAM EXPENDITURES (DIVISION– 3585)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $0 $0 $156,596 $93,671 $151,093 $151,700

Operating 0 0 211,991 67,855 161,992 161,992

Capital 0 0 314,000 274,354 16,000 16,000

Total $0 $0 $682,587 $435,881 $329,085 $329,692

Personnel

Full‐time 0 0 3 3 3 3

Part‐time 0 0 0 0 0 0

Total 0 0 3 3 3 3

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $50,633 $52,948 $51,191 $54,316 $55,674 $56,614

Operating 28,816 87,971 100,484 103,795 102,264 102,264

Capital 0 0 0 204 4,400 4,400

Total $79,449 $140,919 $151,674 $158,316 $162,337 $163,278

Personnel

Full‐time 1 1 1 1 1 1

Part‐time 0 0 0 0 0 0

Total 1 1 1 1 1 1

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

Division: Dispatch/SCADA

Mission: To provide professional and timely dispatch of work or‐ders and provide accurate sys‐tem information. Division: Operations Administra‐tion

Mission: To provide oversight to all functions housed at the City’s Operations Center. Division: Hometown Security

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

Performance Budgets


Water Treatment

Plant

Raw Water Pump Station

Water

Distribution

Engineering

Water Fund

UTILITIES DEPARTMENT‐ WATER FUND

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

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


Engineering Project design Project inspection Project management

Water Distribution Water meter installation Hydrant maintenance & flushing Valve operation

Raw Water Pump Station Preventative maintenance Pump maintenance

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

WATER FUND PROGRAM EXPENDITURES


2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $2,092,333 $2,202,908 $2,132,340 $2,275,520 $2,147,753 $2,179,450

Operating 3,657,759 3,217,976 2,472,942 2,590,092 2,717,723 2,717,742

Capital 748,087 26,183 1,810,670 986,595 1,436,965 1,476,629

Total $13,164,214 $15,416,216 $14,573,972 $14,010,235 $14,169,337 $14,666,112

Personnel

Full‐time 33 34 33 33 33 33

Part‐time 0 1 0 0 0 0

Total 33 35 33 33 33 33

Non‐operating 6,666,035 9,969,150 8,158,020 8,158,027 7,866,896 8,292,291

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

Performance Budgets


UTILITIES DEPARTMENT– WATER FUND (continued)

WATER DISTRIBUTION PROGRAM EXPENDITURES (DIVISION – 3510)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $1,195,361 $1,239,605 $1,144,458 $1,272,550 $1,163,735 $1,179,584

Operating 933,698 1,380,357 670,928 777,563 669,477 669,481

Capital 595,432 199,310 1,759,235 958,494 1,398,359 1,438,023

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

Personnel

Full‐time 20 20 20 20 20 20

Part‐time 0 0 0 0 0 0

Total 20 20 20 20 20 20

WATER ENGINEERING PROGRAM EXPENDITURES (DIVISION – 3505)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $199,870 $201,420 $267,275 $233,651 $261,913 $265,962

Operating 58,037 49,106 72,270 80,158 97,127 97,128

Capital 0 0 0 332 0 0

Total $257,906 $250,526 $339,545 $314,141 $359,040 $363,089

Personnel

Full‐time 3 3 3 3 3 3

Part‐time 1 1 0 0 0 0

Total 4 4 3 3 3 3

Division: Water Engineering

Mission: To design, manage, sur‐vey, or inspect water, sewer, and other heavy construction for the citizens of Rock Hill in order to maintain current infrastructure and ensure quality growth.

Division: Water Distribution

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


FY2011 Actual

FY2012 Actual

Comply with EPA and DHEC drinking water standards 100% 100% 100% 100%

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

Above median

Above median

Above median

Not Available

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

Above median

Above median

Not Available


FY2006 Actual

FY2009 Actual

FY2012 Actual

Percent rating drinking water services as excellent or good 49% 60% 68% 65%

Performance Budgets


UTILITIES DEPARTMENT– WATER FUND (continued)

RAW WATER PUMP STATION PROGRAM EXPENDITURES (DIVISION – 3525)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $0 $0 $0 $0 $0 $0

Operating 308,297 305,384 309,855 263,314 309,858 309,861

Capital 5,979 0 0 227 0 0

Total $314,276 $305,384 $309,855 $263,541 $309,858 $309,861

Personnel

Full‐time 0 0 0 0 0 0

Part‐time 0 0 0 0 0 0

Total 0 0 0 0 0 0

WATER TREATMENT PROGRAM EXPENDITURES (DIVISION – 3530)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $670,945 $743,614 $693,483 $746,162 $702,105 $713,304

Operating 1,430,480 1,454,919 1,419,627 1,467,145 1,598,211 1,598,223

Capital 46,415 28,120 51,435 27,542 38,606 38,606

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

Personnel

Full‐time 11 11 10 10 10 10

Part‐time 0 0 0 0 0 0

Total 11 11 10 10 10 10

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.

Division: Raw Water Pump Station

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

Performance Budgets


Lift Stations

Environmental

Lab

Industrial Pretreatment

Wastewater Treatment

Plant

Wastewater

System

Wastewater Fund

UTILITIES DEPARTMENT‐ WASTEWATER FUND

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

Fiscal Year 2013 Key Issues Wastewater projects for Fiscal Year 2013 include sewer line replacements. Additionally, the Wastewater Divisions will be working on several performance targets many of which are related to the American Water Works Associa‐tion’s annual benchmarking survey. A couple of these tar‐gets are efficiency targets such as remaining above the median for the number of customer accounts per em‐ployee and remaining above the median for millions of gallons per day of wastewater processed per employee.


Wastewater System Maintain sewer pipe Install new wastewater lines System maintenance

Wastewater Treatment Plant Operate/maintain reclamation sites Inspection compliance Preventative maintenance

Industrial Pretreatment Sample permitted industries Sample surcharge industries Inspections

Environmental Lab Analyze pretreatment samples Analyze plant process samples

Lift Stations Maintain lift stations Maintain collection system Submergible pump readings

WASTEWATER FUND PROGRAM EXPENDITURES


2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $2,118,049 $2,158,761 $1,959,876 $2,117,606 $2,034,215 $2,063,897

Operating 5,562,020 4,182,867 4,542,188 4,563,679 4,457,739 4,457,773

Capital 2,656,729 3,790,820 4,508,717 3,467,759 4,655,013 4,976,379

Total $16,787,400 $18,485,878 $19,249,734 $18,134,873 $19,285,113 $19,766,286

Personnel

Full‐time 36 35 36 36 36 36

Part‐time 2 2 2 2 2 2

Total 38 37 38 38 38 38

Non‐operating 6,450,603 8,353,430 8,238,953 7,985,829 8,138,145 8,268,238

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

Performance Budgets


UTILITIES DEPARTMENT– WASTEWATER FUND (continued)

WASTEWATER SYSTEM PROGRAM EXPENDITURES (DIVISION – 3535)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $783,224 $853,942 $688,258 $820,330 $735,429 $745,023

Operating 706,832 753,634 975,386 769,141 850,144 850,148

Capital 1,366,045 1,868,797 3,938,565 1,766,559 4,016,812 4,280,960

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

Personnel

Full‐time 16 15 15 15 15 15

Part‐time 1 1 1 1 1 1

Total 17 16 16 16 16 16

WASTEWATER TREATMENT PLANT PROGRAM EXPENDITURES (DIVISION – 3555)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $918,129 $892,771 $817,941 $834,080 $829,677 $842,035

Operating 3,030,086 2,702,428 2,628,065 2,972,815 2,618,331 2,618,353

Capital 667,571 1,544,297 528,002 1,624,804 600,000 647,000

Total $4,615,786 $5,139,496 $3,974,008 $5,431,699 $4,048,008 $4,107,388

Personnel

Full‐time 13 13 13 13 13 13

Part‐time 1 1 1 1 1 1

Total 14 14 14 14 14 14

Division: Wastewater System

Mission: To provide quality sewer service to customers by ensuring the integrity and reliability of the system through quick response to the problems that arise in the col‐lection system and maintenance and expansion of the system to meet future needs. Division: Wastewater Treatment Plant

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


FY2011 Actual

FY2012 Actual

Comply with wastewater treatment standards 100% 99% 100% 100%

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

Above median

Above median

Above median

Not Available

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

Above median

Not Available

Not Available


FY2006 Actual

FY2009 Actual

FY2012 Actual

Percent rating sewer services as excellent or good 61% 60% 73% 72%

Performance Budgets


UTILITIES DEPARTMENT– WASTEWATER FUND (continued)

INDUSTRIAL PRETREATMENT PROGRAM EXPENDITURES (DIVISION – 3560)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $99,605 $102,992 $148,439 $131,533 $158,235 $160,960

Operating 21,956 29,253 64,468 26,828 67,137 67,137

Capital 2,383 31,552 36,716 12,269 29,369 29,292

Total $123,943 $163,797 $249,623 $170,629 $254,741 $257,389

Personnel

Full‐time 2 2 3 3 3 3

Part‐time 0 0 0 0 0 0

Total 2 2 3 3 3 3

LIFT STATIONS PROGRAM EXPENDITURES (DIVISION – 3570)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $110,690 $110,794 $108,669 $111,590 $110,789 $112,407

Operating 606,113 568,538 666,724 680,149 676,826 676,833

Capital 654 500,803 0 58,838 0 5,724

Total $717,457 $1,180,135 $775,393 $850,577 $787,615 $794,964

Personnel

Full‐time 2 2 2 2 2 2

Part‐time 0 0 0 0 0 0

Total 2 2 2 2 2 2

ENVIRONMENTAL MONITORING LAB PROGRAM EXPENDITURES (DIVISION – 3565)

Expenditures

2009/2010 Actual

2010/2011 Actual

2011/2012 Budget

2011/2012 Projected

2012/2013 Approved

2013/2014 Projected

Personnel $176,677 $178,343 $166,980 $194,826 $180,084 $182,872

Operating 129,851 129,014 207,545 114,746 202,253 202,253

Capital 75 2,063 5,433 5,289 8,832 13,403

Total $306,603 $309,420 $379,958 $314,861 $391,169 $398,528

Personnel

Full‐time 3 3 3 3 3 3

Part‐time 0 0 0 0 0 0

Total 3 3 3 3 3 3

Division: Industrial Pretreatment

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

Division: Environmental Monitoring

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

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

Performance Budgets


Performance Budgets

2009/2010 2010/2011 2011/2012 2012/2013 2013/2014REVENUES: Actual Actual Projected Budget BudgetProperty taxes $22,422,856 $21,927,378 $23,396,310 $23,119,835 $22,954,828Licenses and permits 7,634,351 6,989,457 7,325,133 6,449,318 6,868,524Fines and forfeitures 674,639 905,785 798,816 775,001 805,001Intergovernmental 2,390,868 1,933,887 2,162,254 2,435,693 2,359,510

Charges for services 10,380,567 11,022,152 10,477,938 10,957,679 11,184,468Investment earnings 0 0 0 0 20,000Other 607,770 869,409 741,275 1,541,327 1,542,084 Total revenues 44,111,051 43,648,068 44,901,726 45,278,853 45,734,415

EXPENDITURES Current General government 17,890,649 17,904,519 16,936,334 17,889,211 17,910,534 Public safety 17,952,791 18,441,587 19,642,389 19,551,462 19,648,030 Public works 6,144,174 6,597,694 6,968,177 6,725,776 6,749,765 Parks, recreation, and tourism 5,034,063 5,651,372 6,594,674 6,779,418 6,766,038 Capital outlay 739,952 1,774,579 344,081 305,920 280,525 Debt service: Principal 565,000 965,000 860,000 635,000 717,000 Interest and fees 88,889 233,836 475,050 629,981 636,264 Capital lease payments 1,856,332 2,049,027 1,976,804 2,120,821 2,495,566 Total expenditures 50,271,850 53,617,614 53,797,509 54,637,589 55,203,722

(6,160,799) (9,969,546) (8,895,783) (9,358,736) (9,469,307)

OTHER FINANCING SOURCES:

Operating transfers in 6,442,532 6,414,156 6,504,240 6,362,164 6,407,504 Operating transfers out (75,000) 0 0 (265,000) (265,000) Proceeds from capital lease 748,433 1,789,667 1,901,332 3,261,572 3,326,803 Total other financing sources 7,115,965 8,203,823 8,405,572 9,358,736 9,469,307

OVER (UNDER) EXPENDITURES 955,166 (1,765,723) (490,211) 0 0

FUND BALANCE, BEGINNING OF YEAR 2,756,978 3,712,144 1,946,421 1,456,210 1,456,210

FUND BALANCE, END OF YEAR $3,712,144 $1,946,421 $1,456,210 $1,456,210 $1,456,210

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

CITY OF ROCK HILL, SOUTH CAROLINASTATEMENT OF REVENUES, EXPENDITURES, AND CHANGES IN FUND BALANCES‐ GENERAL FUND

REVENUES OVER (UNDER) EXPENDITURES

REVENUES AND OTHER FINANCING SOURCES


Performance Budgets

Electric, Waterand Sewer Stormwater Totals

OPERATING REVENUES: Electric sales 73,044,394$ 73,044,394$ Water sales 11,604,804 11,604,804 Sewer charges 16,272,294 16,272,294 Impact fees 368,235 368,235 Stormwater charges 2,376,809$ 2,376,809 Other user charges 3,376,890 0 3,376,890 Total operating revenues 104,666,617 2,376,809 107,043,426

OPERATING EXPENSES: Purchased power 57,056,584 57,056,584 System operations 22,532,262 961,608 23,493,870 Depreciation and amortization 9,662,675 762,164 10,424,839 General and administrative 6,519,052 6,519,052 Total operating expenses 95,770,573 1,723,772 97,494,345

OPERATING INCOME (LOSS) 8,896,044 653,037 9,549,081

NON‐OPERATING REVENUES (EXPENSES) Interest income 327,795 0 327,795 Interest expense (3,803,532) (540,966) (4,344,498) Gain (loss) on disposal of fixed assets 0 Total non‐operating revenues (expenses) (3,475,737) (540,966) (4,016,703)

INCOME BEFORE CONTRIBUTIONS AND TRANSFERS 5,420,307 112,071 5,532,378

CAPITAL CONTRIBUTIONS 2,899,800 110,000 3,009,800

TRANSFERS IN 265,000 265,000

TRANSFERS OUT (6,422,532) (6,422,532)

CHANGE IN NET ASSETS 2,162,575 222,071 2,384,646

TOTAL NET ASSETS‐ BEGINNING 244,180,650 13,562,320 257,742,970

TOTAL NET ASSETS‐ END 246,343,225$ 13,784,391$ 260,127,616$

Note: Presented on a GAAP basis

CITY OF ROCK HILL, SOUTH CAROLINASTATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETSFOR THE YEAR ENDED JUNE 30, 2010

Business‐type Activities ‐ Enterprise Funds


Performance Budgets


OPERATING REVENUES: Electric sales 78,109,884$ 78,109,884$ Water sales 12,289,522 12,289,522 Sewer charges 17,532,479 17,532,479 Impact fees 270,631 270,631 Stormwater charges 2,376,809$ 2,376,809 Other user charges 4,111,597 0 4,111,597 Total operating revenues 112,314,113 2,376,809 114,690,922

OPERATING EXPENSES: Purchased power 60,910,534 60,910,534 System operations 22,134,096 1,456,031 23,590,127 Depreciation and amortization 9,663,632 769,786 10,433,417 General and administrative 6,089,473 6,089,473 Total operating expenses 98,797,735 2,225,817 101,023,551



INCOME BEFORE CONTRIBUTIONS AND TRANSFERS 8,186,556 ‐44,169 8,142,388


TRANSFERS IN 265,000 265,000

TRANSFERS OUT (6,414,156) (6,414,156)

CHANGE IN NET ASSETS 4,908,202 64,731 4,972,934




CITY OF ROCK HILL, SOUTH CAROLINASTATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETSFOR THE YEAR ENDED JUNE 30, 2011



Performance Budgets


OPERATING REVENUES: Electric sales 78,475,178$ 78,475,178$ Water sales 12,590,008 12,590,008 Sewer charges 17,481,381 17,481,381 Impact fees 424,438 424,438 Stormwater charges 2,479,820$ 2,479,820 Other user charges 4,836,420 4,836,420 Total operating revenues 113,807,425 2,479,820 116,287,245

OPERATING EXPENSES: Purchased power 63,596,858 63,596,858 System operations 26,076,300 962,038 27,038,338 Depreciation and amortization 9,760,268 777,484 10,537,752 General and administrative 5,709,829 5,709,829 Total operating expenses 105,143,255 1,739,522 106,882,777





TRANSFERS IN 265,000 265,000

TRANSFERS OUT (6,504,240) (6,504,240)

CHANGE IN NET ASSETS (6,883) 705,672 698,789

TOTAL NET ASSETS‐ BEGINNING 244,187,533$ 12,856,648$ 257,044,181



CITY OF ROCK HILL, SOUTH CAROLINASTATEMENT OF REVENUES, EXPENSES AND CHANGES IN FUND NET ASSETSFOR THE YEAR ENDED JUNE 30, 2012 ‐ PROJECTED



Performance Budgets



OPERATING EXPENSES: Purchased power 68,872,110 68,872,110 System operations 28,831,427 1,876,297 30,707,724 General and administrative 7,049,284 7,049,284 Total operating expenses 104,752,821 1,876,297 106,629,118


NON‐OPERATING REVENUES (EXPENSES) Interest income 50,000 50,000 Interest expense (5,097,262) (174,532) (5,271,794) Principal payments (6,117,497) (364,171) (6,481,668) Total non‐operating revenues (expenses) (11,164,759) (538,703) (11,703,462)

INCOME BEFORE CONTRIBUTIONS AND TRANSFERS 6,362,164 ‐ 6,362,164

TRANSFERS OUT (6,362,164) ‐ (6,362,164)

NET INCOME ‐$ ‐$ ‐$

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

CITY OF ROCK HILL, SOUTH CAROLINAINCOME STATEMENT‐ BUDGET BASISFOR THE YEAR ENDED JUNE 30, 2013 ‐ PROJECTED



Performance Budgets


OPERATING REVENUES: Electric sales 84,975,513$ 84,975,513$ Water sales 12,954,534 12,954,534 Sewer charges 18,295,305 18,295,305 Impact fees 462,000 462,000 Stormwater charges 2,415,000 2,415,000 Other user charges 4,793,632 4,793,632 Total operating revenues 121,480,984 2,415,000 123,895,984



NON‐OPERATING REVENUES (EXPENSES) Interest income 50,000 0 50,000 Interest expense (5,097,262) (192,303) (5,289,565) Gain (loss) on disposal of fixed assets ‐ Total non‐operating revenues (expenses) (5,047,262) (192,303) (5,239,565)



TRANSFERS IN 265,000

TRANSFERS OUT (6,362,164) (6,362,164)

CHANGE IN NET ASSETS 628,264 181,141 544,405







Performance Budgets



OPERATING EXPENSES: Purchased power 73,379,536 73,379,536 System operations 29,170,011 1,877,297 31,047,308 General and administrative 7,057,541 7,057,541 Total operating expenses 109,607,088 1,877,297 111,484,385


NON‐OPERATING REVENUES (EXPENSES) Interest income 60,000 60,000 Interest expense (5,306,922) (164,093) (5,471,015) Principal payments (6,655,577) (374,610) (7,030,187) Total non‐operating revenues (expenses) (11,902,499) (538,703) (12,441,202)

INCOME BEFORE CONTRIBUTIONS AND TRANSFERS 6,407,504 ‐ 6,407,504

TRANSFERS OUT (6,407,504) (6,407,504)

NET INCOME ‐$ ‐$ ‐$

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

CITY OF ROCK HILL, SOUTH CAROLINAINCOME STATEMENT‐ BUDGET BASISFOR THE YEAR ENDED JUNE 30, 2014 ‐ PROJECTED



Performance Budgets




OPERATING INCOME (LOSS) 10,371,225 ‐300,964 10,070,260

NON‐OPERATING REVENUES (EXPENSES) Interest income 60,000 0 60,000 Interest expense (5,306,922) (192,303) (5,499,225) Gain (loss) on disposal of fixed assets ‐ Total non‐operating revenues (expenses) (5,246,922) (192,303) (5,439,225)

INCOME BEFORE CONTRIBUTIONS AND TRANSFERS 5,124,303 ‐493,267 4,631,035


TRANSFERS IN 265,000

TRANSFERS OUT 6,407,504 6,407,504

CHANGE IN NET ASSETS 14,826,807 ‐372,067 14,189,739







Performance Budgets: FY2013-2015 Strategic Plan Introduction

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

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

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

To Reality:

Manchester Meadows Master Plan:

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

From Vision:


We commit to provide quality services.

We seek to offer quality places. We strive to be a quality community.

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

SERVICES PLACES COMMUNITY Public Safety Old Town/Downtown Quality of Life Economic Development Business Parks Neighborhoods Public Works Cherry Road Civic Engagement Utilities Galleria Area Public Information Customer Service Saluda Street Planning & Development Parks, Recreation, Tourism Transformative Projects:

Riverwalk Downtown East Bleachery

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

Our award‐winning Strategic Plan has enhanced our organi‐zation’s transparency and ac‐countability.

Performance Budgets: FY2013-2015 Strategic Plan



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

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

ARE WE THERE YET? When using a road map, it is important to be able to recognize when you have arrived at your desired destination; the same can be said for strategic planning. One of the most distinctive features of our Strategic Plan is its inclusion of performance targets. Our Strategic Plan goes beyond aspiring for robust economic development and safe neighborhoods; Rock Hill’s Strategic Plan clearly states how success will be defined. Whether the goal is to add 500 new jobs in three years or to reduce violent crime in our downtown area by two percent annually, the standards by which the City will be judged are explicitly stated in the Strategic Plan. Because our per‐formance targets are set with appropriate rigor, perfection is not expected; however, ensuring appropriate progress towards accomplishing our vision and communicating that progress to our stakeholders is important – as it supports our commitment to transparency and accountability. JOIN US ON OUR JOURNEY We encourage you to follow our progress as we address the tasks and goals included in the FY2013‐2015 Strategic Plan. Each year the City pub‐lishes mid‐year and year‐end progress reports that quantify our progress at meeting the performance targets included in the Strategic Plan. Using both quantifiable data and narrative information, these reports provide mean‐ingful information on both successes and challenges. To complement the semi‐annual progress reports, the City has a Performance Dashboard which provides monthly progress updates on many of the goals included in the Strategic Plan. Progress reports and the Performance Dashboard are available on the City’s website – cityofrockhill.com/transparency.

Plan properly – Planning activities relate to our ability to plan for the future. Planning activities often precede any action and may involve re‐searching best practices, meeting with partners or conducting master planning for infrastructure improvements. While these activities may seem trivial, they are important because they prepare the foundation for future success. Act appropriately – Action activities relate to our ability to meet desired achievement and service levels and often involve implementing ele‐ments from the planning phase. Examples of action activities are meet‐ing police response time goals or revising incentives to enhance business recruitment efforts. Action activities are important because they have tremendous impact on whether we will have successful outcomes. Evaluate continuously – Evaluation activities relate to the effectiveness of both our planning and our actions. Are we seeing a reduction in crime? Do citizens feel safe after dark? Have our marketing efforts successfully recruited new businesses? Evaluation measures are important because they tell us whether our planning and actions are producing the desired



Award‐winning Quality Services

Our services have received numerous awards and recognitions throughout the years. A few of these include:

The Electric Division received the RP3 Platinum Award from the American Public Power Association for being a reliable public power provider (2009/2010, 2011/2012).

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

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



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

1. Provide high quality public safety and judicial services 2. Provide high quality public works and stormwater services 3. Provide high quality parks, recreation, and tourism services 4. Provide high quality electric, water, and sewer services 5. Ensure exceptional customer service and proactive communica‐

tion through accessible, responsive, and knowledgeable em‐ployees

6. Provide high quality economic development services Efficient and Effective Services Rock Hill is committed to using our financial and personnel re‐sources in a manner that allows us to deliver services in an efficient manner. Our strategic plan includes several measures that monitor our staffing levels and compare them to other jurisdictions. Addi‐tionally, there are several measures that evaluate our ability to ac‐complish outcome goals such as reduction in crime and the creation of jobs. Affordable Services Ensuring that we provide affordable services is very much a part of providing quality services. Each year the City conducts a rate com‐parison survey in which we compare our rates to other communi‐ties in our county, region, and state. The rate comparison findings

are

Quality Services

Engaging Our Community: Citizen Survey Responses

& Focus Group Feedback

♦♦♦

Quality of Police Services percent rated excellent/good

♦♦♦

Quality of Fire Services percent rated excellent/good

♦♦♦

“The guys who pick up our trash do a pretty good job where I live, and if

they miss your trash, you can even call them and they’ll even come back

around.” ‐focus group participant

0

20

40

60

80

100

2003 2005 2008 2011

0

20

40

60

80

100

2003 2005 2008 2011



Quality Services

Tasks (in bold) and Performance Target Plan Act Evaluate Target

GOAL: PROVIDE HIGH QUALITY PUBLIC SAFETY & JUDICIAL SERVICES

POLICE SERVICES Evaluate the efficiency and effectiveness of police services as it relates to reducing crime and increasing the commu‐nity’s perception of safety

Explore methods to improve response times

By 6/30/2013

Explore methods to increase visibility in neighborhoods/patrol zones By 1/1/2014

Respond to Priority One calls 70% within 5 minutes

Reduce citywide property crime per 1,000 residents from three year trend 2% per year

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

Maintain or re‐duce citywide vio‐lent crime

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

68%

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

63%

Enhance the communication and delivery of police community outreach programs which will provide citizens the oppor‐tunity to interact with police employees and learn about current police initiatives and performance Hold Open House

Biennially Inform the community about crime reduction and crime prevention activi‐ties

Create deliverable by 6/30/2013

Attend community and neighborhood meetings and events 75 per year

Community events and neighborhood meetings provide valuable opportunities for public safety employees and residents to interact.

Police Open House event

“I think the police should come out to the communities...not just patrolling, but actually just talking to people.”

‐focus group participant



Quality Services

Tasks (in bold) and Performance Target Plan Act Evaluate Target Implement practices and strategies that contribute positively to the delivery of police services

Address space demands at the Law Center Begin construction by 1/1/2013

Evaluate progress of Police workforce diversity/minority recruitment By 6/30 each year

FIRE SERVICES

Evaluate the efficiency and effectiveness of fire services and the community’s satisfaction with fire services

Respond to top priority fire suppression calls 90% within 5 minutes

Respond to top priority medical emergency calls 90% within 5 minutes

Percent of fires contained to the room of origin 62%

Maintain percentage of residents rating fire prevention and education as excellent or good

77%

Maintain the percentage of residents rating fire services as excellent or good

95%

Provide community outreach programs which will provide citizens the opportunity to interact with fire employees and increase fire safety awareness in the community Provide fire safety education programs to elementary school students Reach 4,000 stu‐

dents per year Develop a fire safety program/initiative that targets adults By 6/30/2013

Attend community events and neighborhood meetings 4 per year

Implement practices and strategies that contribute positively to the delivery of fire services

Increase the number of personnel with paramedic certifications 2 per year

Fire personnel maintaining required federal and state certifications in special operations

100%

JUDICIAL SERVICES

Efficiently manage the Solicitor’s Office caseload

Dispose of jury trials efficiently 50% within 120 days

Efficiently manage Municipal Court’s caseload

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

Disposed/Conditional exceed cases filed

Evaluate progress of Fire workforce diversity/minority recruitment By 6/30 each year



Quality Services


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

Evaluate current services/programs and communicate program features to customers

Develop initiatives to increase participation level in YardCart Program By 10/1/2012

Evaluate YardCart program participation level By 9/1 each year

Create an interactive map for the City’s website that displays street clean‐ing sweeping routes and schedules

By 1/1/2014

Create an interactive application that allows citizens to check road ratings and learn about various road paving solutions

By 6/1/2014

Evaluate the efficiency of service delivery and explore opportunities for maximizing economies of scale

Remain below median cost for operating and maintenance expenditures for refuse collections per ton of refuse collected

25% below

Explore opportunities to appeal to additional commercial customers By 1/1/2014

Evaluate sidewalk and street infrastructure and address concerns in a methodical manner

Annually conduct an inventory and conditions assessment of City side‐walks/streets

By 6/30 each year

Replace damaged sidewalk annually At least 2,500 feet annually

Upgrade intersection ramps to comply with ADA requirements 30 ramps per year

Upgrade street signage to comply with state/federal street signage regu‐lation changes

600 signs per year

From July 2009 through July 2012, the Public Works Department replaced over 11,700 feet of damaged sidewalk using existing financial and personnel resources.

“Some of the roads around here—they’ve come a long way in 35 years, but some of

them could still come a long way.” ‐focus group participant

Citizen Survey: Rating of Street Repair

0 20 40 60 80 100

2003

2005

2008

2011

Percent excellent or good




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

By 1/1/2013

Finish C‐Fund report By 1/1/2013

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

By 7/1/2014

Increase resurfacing/street paving funding in the City’s General Fund $50,000 increase each fiscal year

Seek changes in how C‐funds are allocated By 1/1/2014

Seek legislation change that would allow local governments the flexibility to address citizen complaints regarding state roads without local govern‐ments being required to assume future responsibility for the road

By 7/1/2014

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

By 6/30/2013

GOAL: PROVIDE HIGH QUALITY PARKS, RECREATION, AND TOURISM SERVICES

Evaluate park operations, enhancements, and efficiencies

Provide cross‐training to parks personnel for maintenance and operation duties

By 7/1/2013

Provide cross‐training to recreation personnel for recreation program‐ming duties

By 7/1/2013

Provide web‐based facility rental to customers By 11/1/2014

Provide web‐based program registration to customers for all PRT pro‐grams

By 11/1/2014

Examine the most appropriate uses of existing parks, recreation, and tourism infrastructure and resources to meet cur‐rent demand levels Provide Public Parks and Recreation Commission and the City’s Office of Management & Budget with a report detailing usage levels and usage trends at all recreation centers and neighborhood parks

By 7/1/2013

Based on data from usage report, provide recommendations for repurpos‐ing facilities as appropriate

By 1/1/2014

Conduct a community dog park focus group and make recommendations to the Public Parks and Recreation Commission

By 1/1/2013

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

By 6/1 annually

Continue services and activities that enhance our sports tourism efforts

Meet with the Rock Hill Sports Marketing Alliance regularly Quarterly

Identify potential Sports Commission members and hold a first meeting By 6/1/2013

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

Host 4 regional, state, or national events

Quality Services



Quality Services


Evaluate sports tourism’s economic impact

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

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

Number of hotel nights

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

Host tourism events at Glencairn Garden At least 4 events annually

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

Evaluate electric operations to ensure operational efficiency and customer service are maximized

Identify high traffic areas that require adjustments to traffic signal syn‐chronization

By 6/1/2014

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

By 6/1/2013

Implement Outage Management System By 1/1/2013

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

By 6/1/2015

Sports Tourism Economic Impact

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000$25,000,000

$30,000,000

$35,000,000

$40,000,000

$45,000,000

2009 2010 2011

By Year

Cumulative

Giordana Velodrome—Rock Hill’s newest sports facility



Quality Services


Evaluate the efficiency and effectiveness of water operations

Comply with EPA and DHEC drinking water standards 100%

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

Above median

Evaluate the efficiency and effectiveness of wastewater operations

Comply with EPA and DHEC wastewater treatment standards 100%

Remain above the median for the amount of wastewater processed per employee

Above median

Address the electric system’s maintenance and expansion needs

Complete electric capital projects according to the Capital Improvement Plan (CIP) schedule

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

Evaluate trim cycle per substation/circuit Attain industry standard cycle

Examine how rate structure/electrical system could be leveraged to at‐tract new customers and industries

By 6/30/2014

Address the water system’s maintenance and expansion needs

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


Complete wholesale contract negotiations By 1/1/2013

Address the wastewater system’s maintenance and expansion needs

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


GOAL: ENSURE EXCEPTIONAL CUSTOMER SERVICE AND PROACTIVE COMMUNICATION THROUGH ACCESSI‐BLE, RESPONSIVE, AND KNOWLEDGEABLE EMPLOYEES

Implement strategies that inform customers about specific public projects and initiatives, such as service interruptions, road work, utilities work, and zoning changes

Develop door knockers that front‐line employees can use to notify cus‐tomers of planned service interruptions

By 1/1/2013

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

By 1/1/2013



Quality Services

Tasks (in bold) and Performance Target Plan Act Evaluate Target Evaluate and implement features/practices that will enhance customer service accessibility

Monitor the Call Center’s average call wait time Average call time 3 minutes or less

Ensure Call Center operates efficiently; monitor the average calls per day per full time agent

90 calls per day per full time agent

Expand and encourage the use of online service requests module via City website for customers and employees

10% increase in online service re‐quest activity per fiscal year

Establish process to provide customized electronic notifications via email, text, and phone based on customer selection

By 1/1/2015

Expand customer access to online services by equipping City facilities with technology points, such as kiosks or open computer terminals

At least 2 new technology points

Explore creation of mobile smart phone application for customers to sub‐mit service requests

By 1/1/2014

Provide comprehensive employee training and education regarding the importance of customer service and customer‐focused communication in our organizational culture Provide customer service training to new employees 100% of new hires

Develop and implement employee training on the Good Neighbor Values campaign

By 1/1/2013

75%

71%

71%

71%

77%

63%

68%

64%

73%

66%

74%

72%

87%

84%

81%

84%

0% 50% 100%

Knowledge

Responsiveness

Courtesy

Overallimpression

2003 2005 2008 2011

Percent “excellent” or “good”

Citizen Survey: City Employees

Customer Service Spotlight:

While the City of Rock Hil

l has a Call Center

staffed by four custo

mer service agents

who handle over 120

,000 calls each year,

Rock Hill firmly believes

that providing high

quality customer service i

s the job of every

city employee. The City provid

es customer

service training through

out the year.



Quality Services


GOAL: PROVIDE HIGH QUALITY ECONOMIC DEVELOPMENT SERVICES

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

By 1/1/2014

Hold marketing events for area brokers 2 events/3 meetings per year

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

Prepare a competitiveness analysis each year By 6/30 each fiscal year

Host meetings with developers and small business owners to solicit advice on how the City can support their efforts

2 meetings each year

Re‐recruit existing businesses by meeting with local business 2 meetings per month

Meet with the owners of Antrim regularly to discuss business recruitment Meet quarterly

Support the creation of full time jobs in the City’s business parks 500 new jobs in 3 years

Solicit and support new business investments in the City $50 million in new investment

Support RHEDC as a key economic development leadership and investment organization

Provide staff support to the RHEDC board and all RHEDC Committees 40 meetings per year

Create an economic development investment fund as a joint effort of the City and RHEDC

By 1/1/2013

Support and manage RHEDC investments 2 investment pro‐jects by 6/30/2015

Develop strategies to improve Rock Hill’s position in Columbia and the Charlotte region

Strengthen relationship with the SC Department of Commerce 2 staff visits to Co‐lumbia/2 events in Rock Hill per year

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

3 local leaders repre‐sented on state‐wide organizations by 6/30/2015

Facilitate the City’s membership in New Carolina by identifying local lead‐ership to participate in planning activities with New Carolina

Representation on 2 cluster task force groups by 6/30/2015

Explore possible relationships with South Carolina’s research universities to support economic development efforts in Rock Hill

Contact economic development official at each of the 3 re‐search universities by 1/1/14

Participate in Charlotte Regional Partnership activities Attend 6 meetings per year; host 1 meeting in Rock Hill



Award‐winning Quality Places

Our quality places, and the events that take place at these venues, have received numerous awards and recognitions throughout the years. A few of these include:

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

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

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



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

1. Create a vibrant Old Town 2. Provide support for major development projects throughout the

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

Quality Places



♦♦♦

Support Center City/Old Town Redevelopment Efforts

percent strongly/somewhat support

♦♦♦ “I think if you develop Old Town, I think it’s something that the entire community can enjoy, and it might be something that can bring the entire community to‐

gether” ‐focus group participant

♦♦♦

“If they can turn the Bleachery into part of downtown and expand, then the more you make a center city or an epicenter in the community or kind of like the place where everybody can come together and

–I think once you create that, that’ll help... if you’ve got one central commu‐

nity, a center place…” ‐focus group participant

♦♦♦

“Riverwalk, that appeals to a lot of na‐

ture people, people who like to go hiking, canoeing and kayaking —it’s diverse.”

‐focus group participant

Old Town Amphitheater crowd at the Charlie Daniels concert.

0

20

40

60

80

100

2008 2011



Quality Places


GOAL: CREATE A VIBRANT OLD TOWN

Promote Old Town as a vibrant business area in Rock Hill through effective marketing, meeting with the business com‐munity, and implementing the Old Town Jobs Strategy Provide City Management recommendations on establishing special pro‐grams/facilities for business growth such as incubators, innovation center, etc.

By 7/1/2014

Expand the www.RockHillBleachery.com website as the key business/jobs marketing platform for all of Old Town

By 6/30/2013

Create a marketing/branding plan for Old Town as a place for business By 1/1/2014

Develop/implement strategies for small businesses to own real estate efforts in Old Town

By 1/1/2014

Support the Rock Hill School District in its interest in relocating adminis‐trative offices to Old Town

Respond to 100% of RHSD inquiries re‐garding relocating

Meet with downtown small business owners both individually and collec‐tively to gather specific needs and list partners that can assist them with expansion

Meet with at least 15 business owners each fiscal year

Produce a development plan for the Lowenstein Building By 7/1/2013

Organize meetings with the Old Town Leadership Group and facilitate economic development initiatives within group to support Old Town and other key business initiatives

Attend 100% of meetings

Recommend/implement policies and incentives as part of the Old Town Jobs Strategy

By 6/30/2013

Number of new and existing Old Town businesses receiving incentives # receiving incen‐tives

Attract new housing to Old town

Create a redevelopment strategy for Textile Corridor neighborhoods By 6/30/2014

Attract and support residential construction in Old Town 40 new residential units by 6/30/2015

Engage the community in Old Town planning and design activities

Conduct focus groups of downtown residents, businesses, and other com‐munity stakeholders to discuss their perceptions, vision, and thoughts of Downtown

2 focus groups

Create a special citizen task force to: identify spaces and structure/uses that detract from the visual and functional aspects of Old Town, identify improvements to the physical environment o downtown that may im‐prove safety, and identify and recommend opportunities to create special places in downtown to exhibit art, provide gathering places, etc.

By 6/30/2015

Evaluate crime and the perception of safety in the Downtown area

Maintain/reduce Downtown violent crime per capita from three year trend

Maintain/reduce crime per capita

Maintain the percentage of citizens who feel safe in the downtown area during the day

87%

Increase the percentage of citizens who feel safe in the downtown area after dark by three percentage points over the next three years

54%



Quality Places

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

Tasks (in bold) and Performance Target Plan Act Evaluate Target Organize, manage, market, and support Old Town events

Work with Rock Hill School District and Winthrop University to host down‐town events targeted at attracting high school and college students

3 events

Monitor OnlyinOldtown.com website traffic Number of visits per fiscal year

Build marketing partnerships with Comporium, the Arts Council, and oth‐ers to support Old Town businesses and events

By 7/1/2014

Design and construct infrastructure projects to enhance Old Town’s vibrancy and economic growth

Make recommendations regarding the next phase of Old Town Amphi‐theater improvements

By 1/1/2015

Ensure that the Old Town Market is operational By 1/1/2013

Make progress on railroad sidetrack extension project Complete phase 1 by 6/30/2014 Phase 2 ready for construction by 6/30/15

Solicit developer(s) to partner with the City and other Old Town stake‐holders to plan for and attract new investment to Old Town

Issue RFQ by 1/1/2013

Report results of the Streetcar Master Plan and identify next steps By 1/1/2013



Quality Places

Tasks (in bold) and Performance Target Plan Act Evaluate Target Complete White Street improvements

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

Complete Downtown East Park and streetscapes By 1/1/2015

Complete Oakland Avenue streetscapes By 1/1/2015

Complete the Woolworth Walkway By 1/1/2015

Complete environmental assessment and cleanup projects in Old Town

Complete the Arcade Mill Voluntary Cleanup Contract By 1/1/2013

Complete the Annex Voluntary Cleanup Contract By 1/1/2015

Implement action steps identified in the College Town Action Plan

Initiate a targeted pro‐active code enforcement program in neighbor‐hoods surrounding Winthrop University’s campus

By 1/1/2013

Begin implementation of College Town Area Bike/Pedestrian Plan By 1/1/2013

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

By 1/1/2014

GOAL: PROVIDE SUPPORT FOR MAJOR DEVELOPMENT PROJECTS THROUGHOUT THE COMMUNITY

Continue to encourage development of the Bleachery site

Complete all cleanup related projects at the Bleachery site By 7/1/2014

Develop a conceptual infrastructure plan for the Bleachery site By 1/1/2013

Support the Riverwalk development

Complete The Greens, public open space, at the Rock Hill Outdoor Center By 8/1/2013

Complete construction of BMX Supercross facility By 10/31/2012

Complete construction of the canoe/kayak launch at the Rock Hill Out‐door Center

By 7/1/2013

Complete design phase and begin layout of mountain bike trails at the Rock Hill Outdoor Center

By 10/31/2012

Work with York County, the Carolina Thread Trail, and Norfolk Southern Railroad to develop plans for connecting the Rock Hill Outdoor Center Trail with the River Park Trail

By 7/1/2014

Support private development in the Galleria/Manchester area

Build missing segments of the pedestrian system to serve the Galleria area $25,000 in improve‐ments per year

Support SC DOT’s efforts in completing the Exit 79 southbound ramp im‐provements, completion of streetscape, and pedestrian improvements

City design goals met

Regularly discuss development opportunities with owners/developers Twice per year



Quality Places

Tasks (in bold) and Performance Target Plan Act Evaluate Target Support private development on Saluda Street and at South Gate

Regularly discuss status of the South Gate project with developer Once per quarter

Support private development along Cherry Road Corridor

Complete three subarea plans for Cherry Road By 1/1/2014

Provide support to complete all infrastructure improvements related to the Ross Store project

Manage state grants for infrastructure projects 100% grant com‐pliance

Complete the relocation of Paddock Parkway By 6/30/2015

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

Support, assist, and encourage development in publicly and privately owned business parks

Solicit and support development in business parks over the next three years

$200 million in investment

Encourage the development of spec buildings over the next three years at least 1 new spec building

Seek to pre‐grade sites at Waterford and/or TechPark for new business investment

At least 1 pre‐graded site

Develop a working group to identify and plan a new publicly‐owned busi‐ness park site

By 7/1/2013

Support the development of infrastructure to serve Riverwalk Business Park

Respond to oppor‐tunities presented by developer

Communicate frequently with owners of private business parks 6 contacts per month

The Antrim Business Park and the future Riverwalk Business Park are just two of the many business parks located in Rock Hill. To learn more about the various business parks in our community visit http://www.rockhillusa.com.



Award‐winning Quality Community

Our community’s quality of life has received numerous awards and recognitions throughout the years. A few of these include:

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

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

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



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

1. Strengthen neighborhoods through partnerships that promote community, identity, and livability

2. Evaluate and implement the City’s comprehensive planning and zoning initiatives to ensure quality development throughout the community

3. Provide for a coordinated transportation system that supports the City’s growth goals

4. Offer a variety of opportunities to engage citizens and build pub‐lic trust

5. Cultivate partnerships that encourage a wide range of cultural, recreational, and educational opportunities for all ages

6. Develop and implement strategies to reinforce a sense of com‐munity and strengthen civic pride among the citizens of Rock Hill

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

Quality Community



♦♦♦

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

♦♦♦

Sense of Community in Rock Hill percent rated excellent/good

♦♦♦

“You know, it’s just a local, clean community. Part of the reason my wife and I moved

down here three years ago was because we really like the

place, we like the people. It’s just a nice, fun community.

We’re going to live the rest of our lives here, and hopefully,

it’ll be a long one. This is where we wanted to be.” ‐focus group participant

Community meetings ‐ Comprehensive Plan development

0

20

40

60

80

100

2003 2005 2008 2011

0

20

40

60

80

100

2003 2005 2008 2011



Quality Community


GOAL: STRENGTHEN NEIGHBORHOODS THROUGH PARTNERSHIPS THAT PROMOTE COMMUNITY, IDENTITY, AND LIVABILITY

Examine the strengths and weaknesses of the local housing market and its impact on neighborhoods and new develop‐ment Track the number of foreclosures in the community By 12/31 annually

Refer qualifying homeowners to the South Carolina Homeownership and Employment Lending Program’s anti‐foreclosure program

Refer 10 home‐owners

Examine and support affordable housing opportunities within the community

Explore funding sources for possible expansion into rental housing for seniors

By 7/1/2013

Engage neighborhoods to promote community building

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

Add 2 new asso‐ciations/reengage inactive associa‐tions annually

Encourage neighborhood participation in National Night Out Add 2 new neighborhoods to the event annually

Implement practices that contribute to neighborhoods throughout the City being well maintained

Code Enforcement — average number of calendar days from case initia‐tion to voluntary compliance

At or below me‐dian days (ICMA)

Code Enforcement — rate of voluntary compliance At or above me‐dian rate (ICMA)

Review demolition practices By 7/1/2013

Examine rental housing standards By 7/1/2014

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

1 PACE project outside Urban Core each fiscal year

Continue to work with targeted neighborhoods within the City

Weed & Seed Neighborhoods

Secure funding to continue the Weed & Seed initiative By 8/1/2012

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

By 1/1/2013



Quality Community

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

plays a pivotal role by partnering with the City to assist with both weeding and seeding activities.

Tasks (in bold) and Performance Target Plan Act Evaluate Target Facilitate the establishment of a new Weed & Seed Board By 3/1/2013

Meet with Weed & Seed neighborhoods regularly 11 times per fiscal year

Paint homes within the Weed & Seed neighborhoods through Rolling in Rock Hill

5 homes per fiscal year

Perform PACE (Pro‐active Code Enforcement) project in Weed & Seed neighborhoods

1 PACE project per fiscal year

Saluda Corridor Neighborhood Association

Provide meeting space for the association and attend monthly meetings to provide support as needed

10 meetings per fiscal year

Neighborhood Inspections will direct focus on Saluda Street one week per month

12 times per fiscal year

Hagins‐Fewell Neighborhood

Construct/redevelop homes in Hagins–Fewell 1 home per fiscal year

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

By 6/30/2013

Continue Old Town neighborhood enhancement initiatives

Provide owner occupied rehabilitations within Old Town neighborhoods 25 per year

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

10% of rental 800 owner homes each year



Quality Community


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

Examine current development policies and practices

Evaluate the long term impact of code amendments made in response to economic conditions

By 7/1/2013

Provide City Council with policies to assist with meeting housing needs and fulfilling goals for new housing development

By 7/1/2014

Implement Comprehensive Plan growth policies as they affect the three major goals of infill, neighborhood design, and connectivity Implement development regulation changes and incentives By 7/1/2014

Adopt redevelopment plan and mixed use center plans identified in the Comprehensive Plan

By 1/1/2014

Propose an updated annexation policy to City Council By 3/30/2013

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

Ensure there are opportunities for alternative transportation modes within our community

Analyze existing transit programs to determine if there are indicators sup‐porting expansion

By 7/1/2014

Evaluate participation/ridership level in transit programs Maintain or increase ridership

Coordinate land use and transportation planning and continue collaboration through RFATS and other regional efforts

Complete the Catawba River Crossing Study By 7/1/2012

Complete the RFATS Long Range Plan Update By 7/1/2013

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

Expand and promote opportunities to educate citizens about city services and operations

Use the utility connection process as an opportunity to welcome newcom‐ers

Develop a compre‐hensive welcome packet

Continue to host Operations Center Open House Biennially

Promote and encourage civic engagement

Explore ways to engage residents who commute to North Carolina for employment

By 4/1/2013

Promote and grow Open City Hall as a venue for citizen involvement One active topic per quarter; increase participation by 20% annually



Quality Community


Monitor the average vacancy age for boards and commissions’ openings Average vacancy age

Develop a follow‐up initiative for graduates of Inside Rock Hill By 1/1/2013

Enhance current communication methods to more effectively provide information to a diverse audience

Create a variety of audio/video production formats suitable for assorted messages, audiences, and venues

Create 3 new series by 6/30/2015

Identify and implement website access portals targeted to specific citizen audiences, such as portals for newcomers and students

By 7/1/2013

Utilize printed publications, such as brochures, flyers and advertisements, as a source to communicate city information

6 newsletters annu‐ally

Seek opportunities to enhance public trust by sharing information in an accessible, convenient manner

Identify website enhancements to better highlight accessibility of infor‐mation including dashboards, financial records, and public meeting infor‐mation

Implement enhance‐ments by 6/30/2013

Explore and implement new uses of social media to provide opportunities to educate, engage, and interact with the public

Implement 2 new uses of social media

Explore various mediums for which to advertise boards and commissions’ vacancies in an effort to increase participation

By 1/1/2013

Public Information Spotlight: Whether it’s our Twitter account

(@RockHillSCCity), Open City Hall on‐line forum, RH19 TV Channel, live streaming City Council meetings, or our many printed pub‐lications, it is our goal to provide convenient user‐friendly opportunities for our commu‐

nity to be engaged and informed.



Quality Community


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

Develop a campaign to promote live streaming of Council and Planning Commission meetings

By 7/1/2013

Identify alternate locations to hold public meetings relative to the meet‐ing’s topic, appropriate audience, and geographic location

At least 1 public meeting in alter‐nate location each fiscal year

Work to build a comprehensive list of community organizations and civic groups in order to facilitate communication and build community advo‐cates

By 4/1/2014

Identify appropriate community venues to serve as distribution points for information regarding city services and initiatives

By 7/1/2014

GOAL: CULTIVATE PARTNERSHIPS THAT ENCOURAGE A WIDE RANGE OF CULTURAL, RECREATIONAL, AND EDUCATIONAL OPPORTUNITIES FOR ALL AGES

Examine opportunities to work with community partners to expand leisure opportunities

Continue to work with City Council appointed advisory commissions, advi‐sory committees, Rock Hill School District 3, and other citizen groups to identify the next potential major regional park site

By 6/30/2015

Conduct an inventory and evaluation of arts and culture program offer‐ings across the community and recommend new partnerships or pro‐grams to the Public Parks and Recreation Commission

Recommend 1 new program/partnership each fiscal year

Work with community partners to develop social opportunities for all residents inclusive of special populations, teenag‐ers and seniors Offer alternative sport opportunities to the teen population 1 sport opportu‐

nity each fiscal year

Offer adventure‐based programs targeted to the teen population 1 program each fiscal year

Engage Rock Hill School District to assist with hosting joint pep rallies for the three high schools

1 pep rally each fiscal year

Host concerts at the Old Town Amphitheater targeted to the teen popula‐tion

1 concert each fiscal year

Design cycling programs that provide access for special populations at the Rock Hill Outdoor Center

By 7/1/2013

Work with community partners to increase Rock Hill’s attractiveness to retirees

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

By 6/30/2015

Continue to provide, support, and promote health and wellness initiatives

Provide leadership and support to implement goal of the ACHIEVE Com‐munity Action Plan

Implement 3 goals by 1/1/2014

Seek funding opportunities aimed at improving community health by con‐tinuing to facilitate partnerships and leverage resources

Identify & pursue 1 new funding source



Quality Community

Tasks (in bold) and Performance Target Plan Act Evaluate Target GOAL: CULTIVATE PARTNERSHIPS THAT ENCOURAGE A WIDE RANGE OF CULTURAL, RECREATIONAL, AND EDUCATIONAL OPPORTUNITIES FOR ALL AGES (continued)

Offer a variety of exercise classes for youth and adults at all recreation centers

Number of classes offered each fiscal year

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

By 1/1/2014

Increase the number of marked family‐friendly bike routes 1 per fiscal year

Develop a community awareness and outreach program for the Giordana Velodrome

By 7/1/2013

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

Implement the Good Neighbor Values campaign By 1/1/2013

Work to foster social, racial, and cultural acceptance and promote community inclusiveness by identifying, planning, and participating in events that promote diversity and inclusiveness Partner with the Youth Council to host events that promote diversity and inclusiveness

2 events per fiscal year

Partner with the MLK Committee to host events that promote diversity and inclusiveness


Partner with the Committee on Human Relations to host events that pro‐mote diversity and inclusiveness


Partner with the No Room for Racism to host events that promote diver‐sity and inclusiveness


The City’s many boards and commissions are very active and host numerous

events that promote diversity, inclusive‐ness, and unity.



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


As the City’s capital needs have grown, varied financing models have been implemented to address the need for capital investment while preserving the City’s financial health. These financial models include using operating funds and issuing bunds to pay for capital projects. The bonds have been used to fund both revenue producing facilities and general purpose facilities. As of July 1, 2012, the City of Rock Hill’s total principal bond debt service outstanding was $171,568,516 most of which consists of Revenue Bonds ($113,351,010), General Obligation Bonds ($17,185,000), and Tax Increment Financing ($17,110,000).

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

• In December 2010, the City issued $13 million in Bond Anticipation Notes. The revenue was used to fund the completion of the City’s New Operations Center, which houses the City’s public works and utilities employees as well as the City’s equipment and fleet.

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

Debt Service

Combined Utility System Revenue Bonds Principal Debt Service Requirements

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

$18,000,000

$20,000,000

12/13

13/14

14/15

15/16

16/17

17/18

18/19

19/20

20/21

21/22

22/23

23/24

24/25

25/26

26/27

27/28

28/29

29/30

30/31

31/32

32/33

33/34

34/35

35/36

36/37

37/38

38/39

39/40

Fiscal Year

Principal D

ebt Service Requirements


GENERAL OBLIGATION BONDS The full faith, credit, and taxing power of the City are pledged for the payment of General Obligation Bonds. Highlights of outstanding General Obligation Bonds:

• Series 2011, outstanding principal in the amount of $10,700,000, issued to fund the General Obli‐gation debt portion for the construction of the City’s Operations Center.

• Series 1997, outstanding principal in the amount of $525,000, issued to complete the first phase of the Fire Master Plan, including construction of a new fire station and various improvements to the three existing fire stations;

• Series 2003, outstanding principal in the amount of $3,650,000, for construction of two new fire stations,

• Series 2008, outstanding principal in the amount of $2,310,000 for construction of a new fire sta‐tion.

TAX INCREMENT BONDS Taxes generated from the construction of businesses in these areas are being used to retire the debt on these bonds. To the extent that debt service requirements on the bonds ex‐ceed the incremental property taxes revenues, utility net reve‐nues are pledged. The City projects that all debt service require‐ments will be met through the construction of businesses and utilities generated by those businesses in the tax increment dis‐tricts. Highlights of outstanding Tax Increment Bonds:

• Series 2007, outstanding principal in the amount of $610,000 for the Downtown Tax Increment bonds;

• Series 2009, outstanding principal of $10,125,000; • Series 2011A, outstanding principal of $3,410,000; and

• Series 2011B, outstanding principal of $2,965,000.

CERTIFICATES OF PARTICIPATION The City has $8,615,000 principal outstanding in Certificates of Participation, issued Fiscal Year 2005 for the purpose of building Manchester Meadows, the City’s regional soccer complex. This debt service is being paid for by the Food and Beverage Hospital‐ity Taxes which were instituted in Fiscal Year 2002/2003. SHORT TERM DEBT Each fiscal year, since Fiscal Year 2006, the City has entered into a larger lease‐purchase agreement for several cars and trucks. This continues to be a favorable method of vehicle and equipment acquisition. Other short term debt include funding for Glencairn

Garden, automated meter reading, and improvements to the Wi‐Fi system. FUTURE DEBT In Fiscal Year 2013, the City plans to issue approxi‐mately $1.8 million in General Obligation Bonds to fund an expansion to the City’s Law Center which houses the Police Department and Municipal Court. Additionally, the City anticipates issuing approximately $100 million in debt over the next five years for the purpose of completing improvements and additions for the City’s Combined Utility System. The Utility System debt will be financed through a com‐bination of structured rate increases in the Electric, Water, and Wastewater Funds, and future Utility Reve‐nue Bonds. More information on these projects can be found in the Capital Summary.

Debt Service

General Obligation Principal Debt Service Requirements

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

12/13

13/14

14/15

15/16

16/17

17/18

18/19

19/20

20/21

21/22

22/23

23/24

Fiscal Year

Principal D

ebt Service Requirements


*projected

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

General Obligation Debt Margin City’s Legal Debt Margin

Tax Year 2009 Tax Year 2010 Tax Year 2011*

Assessed Value $223,396,488 $228,345,160 $241,562,930

8% Debt Limit 17,871,719 18,267,613 19,325,304

Total Amount of Debt Applicable to Debt Limit

(8,650,000) (8,445,000) (18,180,000)

Legal Debt Margin $9,221,719 $9,822,613 $1,145,034

DEBT SCHEDULES COMBINED UTILITY SYSTEM REVENUE REFUNDING BONDS, SERIES 2000B

BONDS ISSUANCE DATE July 2000

AMOUNT OF ISSUE $10,000,000

PRINCIPAL PAYMENTS TO DATE $0

REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012 $10,000,000

Interest payable monthly (variable) to the Bank of New York

Principal payments due January 1 are reserved in monthly installments in the previous year

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

6.000% January 1, 2016 $835,000 6.000% January 1, 2021 $1,015,000

6.000% January 1, 2017 865,000 6.000% January 1, 2022 1,055,000

6.000% January 1, 2018 900,000 6.000% January 1, 2023 1,095,000

6.000% January 1, 2019 935,000 6.000% January 1, 2024 1,140,000

6.000% January 1, 2020 975,000 6.000% January 1, 2025 1,185,000

Debt Service


DEBT SCHEDULES (CONTINUED) COMBINED UTILITY SYSTEM REVENUE IMPROVEMENT AND REFUNDING BONDS, SERIES 2012A

BONDS ISSUANCE DATE March 2012


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

Principal payments in lump sum payment on the first of January



2.00% January 1, 2013 $560,000 3.00% January 1, 2022 2,480,000

2.00% January 1, 2014 1,875,000 5.00% January 1, 2023 2,560,000

3.00% January 1, 2015 1,920,000 5.00% January 1, 2024 2,040,000

4.00% January 1, 2016 1,985,000 3.50% January 1, 2025 2,145,000

3.00% January 1, 2017 2,065,000 5.25% January 1, 2026 2,230,000

2.25% January 1, 2018 2,125,000 5.25% January 1, 2027 2,350,000

4.00% January 1, 2019 2,175,000 5.25% January 1, 2028 2,475,000

5.00% January 1, 2020 2,265,000 4.00% January 1, 2029 2,610,000

4.00% January 1, 2021 2,380,000 4.00% January 1, 2030 2,040,000

Debt Service

COMBINED UTILITY SYSTEM REVENUE BONDS, SERIES 2003B

BONDS ISSUANCE DATE January 15, 2003



Interest payable (variable) to the Bank of New York

Principal payable in lump sum payments on the first of January


4.00% January 1, 2030 $675,000

4.00% January 1, 2031 2,985,000

4.00% January 1, 2032 3,105,000

4.00% January 1, 2033 3,235,000


DEBT SCHEDULES (CONTINUED)

COMBINED UTILITY SYSTEM REVENUE BONDS, SERIES 2009A

BONDS ISSUANCE DATE September 23, 2009




Principal payable in a lump sum payment on the first of January


4.31% January 1, 2013 $590,000 4.31% January 1, 2021 $790,000

4.31% January 1, 2014 $607,500 4.31% January 1, 2022 $822,500

4.31% January 1, 2015 $627,500 4.31% January 1, 2023 $860,000

4.31% January 1, 2016 $652,500 4.31% January 1, 2024 $902,500

4.31% January 1, 2017 $677,500 4.31% January 1, 2025 $945,000

4.31% January 1, 2018 $702,500 4.31% January 1, 2026 $985,000

4.31% January 1, 2019 $730,000 4.31% January 1, 2027 $1,027,500

4.31% January 1, 2020 $760,000 4.31% January 1, 2028 $677,500

4.31% January 1, 2029 $152,500

Debt Service

COMBINED UTILITY SYSTEM REVENUE BONDS, SERIES 2009B

BONDS ISSUANCE DATE September 23, 2009






4.31% January 1, 2028 $395,000 4.31% January 1, 2034 $1,370,000

4.31% January 1, 2029 $965,000 4.31% January 1, 2035 $1,427,500

4.31% January 1, 2030 $1,162,500 4.31% January 1, 2036 $1,487,500

4.31% January 1, 2031 $1,210,000 4.31% January 1, 2037 $1,550,000

4.31% January 1, 2032 $1,262,500 4.31% January 1, 2038 $1,615,000

4.31% January 1, 2033 $1,315,000 4.31% January 1, 2039 $1,682,500

4.31% January 1, 2040 $857,500


DEBT SCHEDULES (CONTINUED) COMBINED UTILITY SYSTEM REVENUE BONDS, 2009C

BONDS ISSUANCE DATE October 15, 2009





Bonds Redemption Schedule January 1, 2013, through 2021 as follows:

3.47% January 1, 2013 $2,275,000 3.47% January 1, 2017 $512,500

3.47% January 1, 2014 $2,360,000 3.47% January 1, 2018 $535,000

3.47% January 1, 2015 $1,447,500 3.47% January 1, 2019 $557,500

3.47% January 1, 2016 $495,000 3.47% January 1, 2020 $582,500

3.47% January 1, 2021 $297,500

Debt Service

2011 GENERAL OBLIGATION BONDS

BONDS ISSUANCE DATE August 3, 2011



Principal payable in lump sum payments on first of April

Bonds Redemption Schedule April 1, 2013 through 2036, as follows:

April 1, 2013 $285,000 April 1, 2025 430,000

April 1, 2014 295,000 April 1, 2026 450,000

April 1, 2015 300,000 April 1, 2027 470,000

April 1, 2016 310,000 April 1, 2028 495,000

April 1, 2017 315,000 April 1, 2029 515,000

April 1, 2018 330,000 April 1, 2030 535,000

April 1, 2019 345,000 April 1, 2031 555,000

April 1, 2020 355,000 April 1, 2032 580,000

April 1, 2021 365,000 April 1, 2033 605,000

April 1, 2022 375,000 April 1, 2034 630,000

April 1, 2023 395,000 April 1, 2035 660,000

April 1, 2024 415,000 April 1, 2036 690,000


DEBT SCHEDULES (CONTINUED) TAX INCREMENT BONDS, SERIES 2007A

Debt Service

BONDS ISSUANCE DATE March 22, 2007


REMAINING PRINCIPAL OUTSTANDING AS OF JULY 1, 2012 $610,000

Interest payable annually on the first of May to Branch Banking and Trust

Bonds Redemption Schedule May 1, 2013 through 2014

4.370% May 1, 2013 $295,000

4.370% May 1, 2014 $315,000

BONDS ISSUANCE DATE October 2009



Interest payable annually on the first of May

Bonds Redemption Schedule May 1, 2013 through 2029, as follows:

TAX INCREMENT BONDS, SERIES 2009

4.96% May 1, 2013 $395,000 4.96% May 1, 2021 $580,000

4.96% May 1, 2014 $410,000 4.96% May 1, 2022 $610,000

4.96% May 1, 2015 $435,000 4.96% May 1, 2023 $640,000

4.96% May 1, 2016 $455,000 4.96% May 1, 2024 $580,000

4.96% May 1, 2017 $475,000 4.96% May 1, 2025 $610,000

4.96% May 1, 2018 $500,000 4.96% May 1, 2026 $640,000

4.96% May 1, 2019 $525,000 4.96% May 1, 2027 $775,000

4.96% May 1, 2020 $550,000 4.96% May 1, 2028 $810,000

4.96% May 1, 2029 $855,000




BONDS ISSUANCE DATE December 8, 1997



Interest payable semi‐annually on the first of May and November to Wachovia

Principal payable in lump sum payments on the first of May


5.000% May 1, 2013 $75,000 5.125% May 1, 2016 $90,000

5.100% May 1, 2014 $80,000 5.125% May 1, 2017 $95,000

5.125% May 1, 2015 $85,000 5.125% May 1, 2018 $100,000

Debt Service

Catawba Regional Brownfields #1

AMOUNT OF ISSUE $455,000


Interest payable semi‐annually on the 30 of March and September

Principal payable semi‐annually on the 30 of March and September

Bonds Redemption Schedule September 30, 2012 through 2020, as follows:

1.00% September 30, 2012 $22,016 1.00% September 30, 2016 $22,912

1.00% March 30, 2013 $22,125 1.00% March 30, 2017 $23,025


1.00% March 30, 2014 $22,347 1.00% March 30, 2018 $23,256


1.00% March 30, 2015 $22,571 1.00% March 30, 2019 $23,489


1.00% March 30, 2016 $22,797 1.00% March 30, 2020 $23,725

1.00% September 30, 2020 $23,844



Debt Service

Catawba Regional Brownfields #2



Interest payable semi‐annually on the 27 of December and June

Principal payable semi‐annually on the 27 of December and June

Bonds Redemption Schedule December 27, 2012 through 2021, as follows:

1.00% December 27, 2012 $16,851 1.00% December 27, 2016 $17,537

1.00% June 27, 2013 $16,934 1.00% June 27, 2017 $17,624


1.00% June 27, 2014 $17,104 1.00% June 27, 2018 $17,800


1.00% June 27, 2015 $17,276 1.00% June 27, 2019 $17,979


1.00% June 27, 2016 $17,449 1.00% June 27, 2020 $18,159

1.00% December 27, 2020 $18,251

1.00% June 27, 2021 $18,341



Interest payable annually on first of February

Principal payable annually on the first of February

Bonds Redemption Schedule February 1, 2013 through 2017, as follows:

2007 (NOVEMBER) EQUIPMENT LEASE PURCHASE AGREEMENT

3.390% February 1, 2013 $351,000 3.390% February 1, 2015 $251,000


3.390% February 1, 2017 $246,450


BONDS ISSUANCE DATE July 2, 3003



Interest payable semi‐annually on the first of April and October to Wachovia

Principal payable in lump sum payments on first of April


3.250% April 1, 2013 $275,000 4.000% April 1, 2018 $350,000

3.375% April 1, 2014 $275,000 4.000% April 1, 2019 $350,000

3.500% April 1, 2015 $300,000 4.000% April 1, 2020 $350,000

3.750% April 1, 2016 $300,000 4.100% April 1, 2021 $350,000

3.750% April 1, 2017 $300,000 4.125% April 1, 2022 $400,000

4.125% April 1, 2023 $400,000

Debt Service




Interest payable semi‐annually on the first of October and April


4.3% April 1, 2013 $145,000 4.3% April 1, 2019 $195,000

4.3% April 1, 2014 $150,000 4.3% April 1, 2020 $205,000

4.3% April 1, 2015 $160,000 4.3% April 1, 2021 $215,000

4.3% April 1, 2016 $165,000 4.3% April 1, 2022 $225,000

4.3% April 1, 2017 $175,000 4.3% April 1, 2023 $240,000

4.3% April 1, 2018 $185,000 4.3% April 1, 2024 $240,000

DEBT SCHEDULES (CONTINUED) 2003 GENERAL OBLIGATION BONDS



TAX INCREMENT BONDS, SERIES 2011A

BONDS ISSUANCE DATE March 30,2011



Interest payable semi‐annually on the first of May

Principal payable in a lump sum payment on the first of May


2.10% May 1, 2013 $40,000 2.10% May 1, 2014 $2,925,000

TAX INCREMENT BONDS, SERIES 2011B

Debt Service

BONDS ISSUANCE DATE March 24, 2011



Interest payable annually on the first of May

Principal payable in a lump sum payment on the first of May

Bonds Redemption Schedule May 2013 through 2023 (only showing payments through 2023)

4.84% May 1, 2013 $280,044 4.84% May 1, 2018 $301,406

4.84% May 1, 2014 $284,478 4.84% May 1, 2019 $298,178

4.84% May 1, 2015 $298,428 4.84% May 1, 2020 $299,708

4.84% May 1, 2016 $296,410 4.84% May 1, 2021 $300,754

4.84% May 1, 2017 $299,150 4.84% May 1, 2022 $301,316

4.84% May 1, 2023 $301,394



Principal payable in a lump sum payment on the first of February

Bonds Redemption Schedule February 1, 2013 through 2017, as follows:



3.863% February 1, 2017 $407,242

WIFI SYSTEM


DEBT SCHEDULES (CONTINUED) 2005 CERTIFICATES OF PARTICIPATION (COPS)

BONDS ISSUANCE DATE February 16, 2005



Interest payable semi‐annually on the first of January and July to Bank of New York

Principal payable in lump sum payments on first of January


2006 (APRIL) STORMWATER BONDS

BONDS ISSUANCE DATE December 2005



Interest payable quarterly on the first of July, October, January, and April to South Carolina Budget and Control Board, Of‐fice of Local Government

Principal payable quarterly on the first of July October, January, and April


3.25% April 1, 2013 $233,624 3.25% April 1, 2020 $291,559

3.25% April 1, 2014 $241,103 3.25% April 1, 2021 $301,043

3.25% April 1, 2015 $248,834 3.25% April 1, 2022 $310,809

3.25% April 1, 2016 $256,826 3.25% April 1, 2023 $320,908

3.25% April 1, 2017 $265,089 3.25% April 1, 2024 $331,352

3.25% April 1, 2018 $273,632 3.25% April 1, 2025 $342,154

3.25% April 1, 2019 $282,465 3.25% April 1, 2026 $353,325

3.500% January 1, 2013 $525,000 4.000% January 1, 2019 $655,000

3.750% January 1, 2014 $540,000 4.000% January 1, 2020 $680,000

3.750% January 1, 2015 $560,000 4.000% January 1, 2021 $710,000

4.000% January 1, 2016 $580,000 4.000% January 1, 2022 $735,000

4.000% January 1, 2017 $605,000 4.000% January 1, 2023 $765,000

4.000% January 1, 2018 $630,000 4.500% January 1, 2024 $795,000

4.500% January 1, 2025 $835,000

Debt Service





Interest payable quarterly on the first of August, November, February, and May to South Carolina Budget and Control Board, Office of Local Government

Principal payable quarterly on the first of August, November, February, and May

Bonds Redemption Schedule May 1, 2013 through August 1, 2026, as follows:

2.25% May 1, 2013 $130,549 2.25% May 1, 2020 $152,751

2.25% May 1, 2014 $133,511 2.25% May 1, 2021 $156,217

2.25% May 1, 2015 $136,541 2.25% May 1, 2022 $159,761

2.25% May 1, 2016 $139,639 2.25% May 1, 2023 $163,386

2.25% May 1, 2017 $142,807 2.25% May 1, 2024 $167,094

2.25% May 1, 2018 $146,048 2.25% May 1, 2025 $170,885

2.25% May 1, 2019 $149,362 2.25% May 1, 2026 $174,763

2.25% August 1, 2026 $44,307

DEBT SCHEDULES (CONTINUED) 2006 (JULY) STORMWATER BONDS

Debt Service

2011 Equipment Lease Purchase Agreement





Bonds Redemption Schedule February 1, 2013 through February 1, 2017, as follows:

February 1, 2013 $387,000

February 1, 2014 $387,000

February 1, 2015 $387,000

February 1, 2016 $387,000

February 1, 2017 $115,000






Principal payable annually on the first of January


3.622% January 1, 2013 $49,861 3.622% January 1, 2014 $49,861

AMI Equipment Lease Purchase Agreement




BONDS ISSUANCE DATE July 2008

4.396% January 1, 2013 $333,350 4.396% January 1, 2016 $379,273

4.396% January 1, 2014 $348,004 4.396% January 1, 2017 $395,946

4.396% January 1, 2015 $363,302 4.396% January 1, 2018 $413,351

2008B Equipment Lease Purchase Agreement




BONDS ISSUANCE DATE October 2008

4.135% January 1, 2013 $327,000 4.135% January 1, 2016 $111,000

4.135% January 1, 2014 $198,000 4.135% January 1, 2017 $111,000

4.135% January 1, 2015 $198,000 4.135% January 1, 2018 $110,000

Debt Service

2008 Glencairn Garden



Principal payable annually on the first of August (showing payments through August 2018)

BONDS ISSUANCE DATE August 2008

4.570% August 1, 2013 $193,659 4.570% August 1, 2016 $221,441

4.570% August 1, 2014 $202,509 4.570% August 1, 2017 $231,561

4.570% August 1, 2015 $211,764 4.570% August 1, 2018 $242,144








February 1, 2013 $98,000 February 1, 2016 $45,000



February 1, 2019 $45,000

Debt Service










Debt Service

SUMMARY SCHEDULE OF TOTAL DEBT SERVICE REQUIREMENTS

FISCAL YEAR PRINCIPAL INTEREST TOTAL 12/13 $21,884,611 $6,792,989 $28,677,600 13/14 $13,126,081 $6,718,060 $19,844,141 14/15 $9,313,739 $6,315,759 $15,629,498 15/16 $8,803,905 $5,987,473 $14,791,378 16/17 $8,809,284 $5,650,014 $14,459,298 17/18 $12,102,166 $5,318,582 $17,420,749 18/19 $7,527,084 $4,758,715 $12,285,799 19/20 $7,772,096 $4,458,188 $12,230,284 20/21 $7,715,074 $4,125,683 $11,840,757 21/22 $7,690,698 $3,816,714 $11,507,411 22/23 $7,982,753 $3,518,131 $11,500,883 23/24 $7,278,343 $3,183,892 $10,462,236 24/25 $5,973,938 $2,566,087 $8,540,024 25/26 $4,646,474 $2,346,861 $6,993,335 26/27 $4,437,269 $2,132,095 $6,569,364 27/28 $4,642,500 $1,913,459 $6,555,959 28/29 $5,220,000 $1,675,282 $6,895,282 29/30 $5,032,500 $1,430,197 $6,462,697 30/31 $4,255,000 $1,202,439 $5,457,439 31/32 $4,432,500 $1,002,822 $5,435,322 32/33 $2,932,500 $794,226 $3,726,726 33/34 $1,370,000 $644,355 $2,014,355 34/35 $1,427,500 $555,990 $1,983,490 35/36 $1,487,500 $463,916 $1,951,416 36/37 $1,550,000 $367,973 $1,917,973 37/38 $1,615,000 $267,998 $1,882,998 38/39 $1,682,500 $163,830 $1,846,330 39/40 $857,500 $55,309 $912,809 TOTAL $171,568,516 $78,227,037 $249,795,552

Fiscal Year 2013 Fiscal Year 2014 Principal Interest Principal Interest General Fund $780,000 $699,627 $800,000 $672,156 Enterprise Fund $17,549,816 $4,367,056 $5,931,002 $4,444,628 Other Debt $3,554,795 $1,726,302 $6,395,079 $1,601,276 Total $21,884,611 $6,792,985 $13,126,081 $6,718,060


CAPITAL IMPROVEMENT PROGRAM

The Capital Improvement Program is used to plan, budget, and finance the purchase and/or construction of large capi‐tal infrastructure, facilities, equipment, and other fixed as‐sets.

The sections below discuss the various types of capital pro‐ject categories, estimated impact on the operating budget, and listings of anticipated capital project needs.

Capital Projects Categories

The types of capital projects the City undertakes can be summarized in two categories: annual/routine operating capital items and 10 year capital projects plan.

Annual/Routine Operating Capital Items

Annual operating capital items are capital needs of a recur‐ring nature, such as office equipment and motor vehicles. These needs are funded using revenues of a recurring na‐ture. An outlay for operating capital is defined as:

• Any item with a useful life of greater than one year; and

• A unit cost of at least $5,000 but less than $100,000.

It is generally expected that expenditures for operating capi‐tal projects or items will remain fairly constant from year to year as a percent of the City’s total budget. However, cer‐tain factors may contribute to fluctuations. For example, variances in actual revenues from projections have a direct bearing on capital spending decisions.

One of the most common categories within the annual op‐erating capital section is fleet replacement. Having a reliable fleet is pivotal to providing excellent service delivery to our citizens. In addition to providing routine maintenance to our fleet through the Fleet Services division, given the high us‐age and age of our fleet, it is often necessary to replace por‐tions of our fleet on an annual basis. The City has taken steps to plan for the acquisition of new fleet by implement‐ing a financing schedule for the purchase or lease‐purchase financing for fleet replacement.

Ten Year Capital Improvement Program

Longer term capital requirements are projected in the 10 Year Capital Improvement Plan (CIP). The 10 Year CIP primarily focuses on larger capital items and construction projects and differs from the operating capital items and budget in two respects:

• Any capital equipment with a cost of more than $100,000; and

• Any construction project with a cost of more than $100,000.

These types of expenditures are budgeted within the regular operating budget from year to year if operating funds, rather than bond funds or other sources, are used to finance the purchase or project.

Traditionally, the 10 Year Capital Improvement Program is prepared in conjunction with the operating budget and is finalized in July following the adoption of the annual operat‐ing budget. The plan is a management tool prepared with the advice and consent of the Office of Management and Budget. The 10 Year Capital Improvement Program is not formally approved by City Council and no state law requires it to do so. However, any expenditures from the 10 Year Capital Improvement Program requiring operating funds from the current year are included in the operating budget.

Fiscal Year 2013 Capital Improvement Projects

The direct impact of capital improvements on the Fiscal Year 2013 budget is $11,559,284. This figure reflects the costs of the improvements themselves. For Fiscal Year 2013, there are no significant and non‐routine capital expenditures that will have an additional impact on the operating budget be‐yond the direct cost.

Capital Improvement Program


The first schedule below details the Operating Budget revenues created from rate increases. Projects are funded during the effective year of the increase in the respective fund, and that same amount is reserved subsequent years through Fiscal Year 2017 for additional phases or projects. As Fiscal Year 2018 approaches, the rate increases will build the capacity for debt service for the $87 million bond issuance. This plan, which began in Fiscal Year 2008, avoids rate shock to our customers by raising the necessary funding to pay the ultimate debt service over time. In the meantime, the plan also allows for pay‐as‐you‐go projects. While the chart below displays Fiscal Years 2009 through 2017, the plan has been in place since Fiscal Year 2008.

Utility System Capital Improvements Summary of New Revenues from Rate Increases

2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 Total Electric

2% increase on July 1, 2007 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $1,439,000 $12,951,000 Water

5% increase on July 1, 2007 $525,000 $525,000 $525,000 $525,000 $525,000 $525,000 $525,000 $525,000 $525,000 $4,725,000

5% increase on July 1, 2010 $0 $0 $571,000 $571,000 $571,000 $571,000 $571,000 $571,000 $571,000 $3,426,000

5% increase on July 1, 2011 $0 $0 $0 $635,000 $635,000 $635,000 $635,000 $635,000 $635,000 $3,810,000 $525,000 $525,000 $1,096,000 $1,731,000 $1,731,000 $1,731,000 $1,731,000 $1,731,000 $1,731,000 $11,961,000 Wastewater

10% increase on July 1, 2008 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $1,503,800 $13,534,200

10% increase on July 1, 2010 $0 $0 $1,646,700 $1,646,700 $1,700,000 $1,700,000 $1,700,000 $1,700,000 $1,700,000 $11,793,400

5% increase on July 1, 2012 $0 $0 $0 $0 $895,000 $895,000 $895,000 $895,000 $895,000 $4,475,000 $1,503,800 $1,503,800 $3,150,500 $3,150,500 $4,098,800 $4,098,800 $4,098,800 $4,098,800 $4,098,800 $29,802,600

TOTAL $3,467,800 $3,467,800 $5,685,500 $6,320,500 $7,268,800 $7,268,800 $7,268,800 $7,268,800 $7,268,800 $55,285,600



Projects that will be funded through the operating budget and rate increases are detailed on the schedule below.


Summary of Operating Budget Capital ItemsFuture Utility System Capital Improvements

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 TotalElectric Projects ‐ Operating BudgetManchester WWTP SCADA 100,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 100,000$ Springdale Feeders 125,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 125,000$ Heckle Blvd St. Lights (Wade Hampton to Hollis Lakes) 200,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 200,000$ Hollis Lakes St. Lights (Ebenezer to Heckle) 300,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 300,000$ Catawba Terrace OH to UG 100,000$ 100,000$ ‐$ ‐$ ‐$ ‐$ 200,000$ Downtown Electric Substation 200,000$ 500,000$ 1,439,000$ 305,000$ 256,000$ ‐$ 2,700,000$ Road Widening Projects ‐$ 200,000$ ‐$ ‐$ ‐$ ‐$ 200,000$ Removal of Existing Power Lines at Bleachery ‐$ ‐$ 500,000$ ‐$ ‐$ ‐$ 500,000$ York Tech Backfeed ‐$ 300,000$ ‐$ ‐$ ‐$ ‐$ 300,000$ Riverwalk Electric Substation ‐$ ‐$ ‐$ ‐$ 1,134,000$ 1,366,000$ 2,500,000$ Other Electric Projects ‐$ ‐$ ‐$ 1,134,000$ ‐$ 73,000$ 1,207,000$ Primary Feeders from Substation to Bleachery ‐$ ‐$ ‐$ ‐$ 500,000$ ‐$ 500,000$ Mast Arm Replacement 200,000$ 200,000$ ‐$ ‐$ ‐$ ‐$ 400,000$ Textile Corridor‐White St Signalization ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ Base radio system 25,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 25,000$ Upgrade Repeaters 90,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 90,000$ Outage Management System 100,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 100,000$ Radio System Upgrade 99,000$ 16,000$ ‐$ ‐$ ‐$ ‐$ 115,000$ Subtotal 1,539,000$ 1,316,000$ 1,939,000$ 1,439,000$ 1,890,000$ 1,439,000$ 9,562,000$

Water Projects ‐ Operating BudgetPaint Elevated Herlong Tank 230,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 230,000$ Water System Distribution Feeder Upgrades 200,000$ 300,000$ ‐$ ‐$ ‐$ ‐$ 500,000$ Hwy 322 Water Line (Meadowlakes to Eastview) 246,416$ 105,584$ ‐$ ‐$ ‐$ ‐$ 352,000$ Small Diameter Water Lines 300,000$ 99,811$ 200,000$ 300,000$ 275,000$ 275,000$ 1,449,811$ Paint Elevated Highland Park Tank ‐$ 230,000$ ‐$ ‐$ ‐$ ‐$ 230,000$ Eastview Road Loop (Hwy 322 to Plantation Hills) ‐$ 880,000$ ‐$ ‐$ ‐$ ‐$ 880,000$ Eastview Road Loop Tie (Plantation to Adnuh Church) ‐$ ‐$ ‐$ ‐$ 900,000$ ‐$ 900,000$ Hwy 5 Loop Tie (Adnuh Church to Tools Fork Creek) ‐$ ‐$ ‐$ ‐$ ‐$ 900,000$ 900,000$ Other Water Projects ‐$ ‐$ 256,000$ 556,000$ ‐$ 556,000$ 1,368,000$ 16" Line from Plant to Tank ‐$ ‐$ ‐$ ‐$ 500,000$ ‐$ 500,000$ Electrical/Pump/Drive/SCADA for Raw Water Intake ‐$ ‐$ ‐$ 875,000$ ‐$ ‐$ 875,000$ Alarm/Notification System 33,603$ ‐$ ‐$ ‐$ ‐$ ‐$ 33,603$ High Service Pump Maintenance‐Magnadrive to Pump #6 525,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 525,000$ Surface Floc Eradication System ‐$ 33,604$ ‐$ ‐$ ‐$ ‐$ 33,604$ Water Plant Expansion ‐$ ‐$ 315,000$ ‐$ ‐$ ‐$ 315,000$ Replace High Service Pump #4 ‐$ ‐$ 560,000$ ‐$ ‐$ ‐$ 560,000$ Subtotal 1,535,019$ 1,648,999$ 1,331,000$ 1,731,000$ 1,675,000$ 1,731,000$ 9,652,018$

Wastewater Projects ‐ Operating BudgetManchester Creek Basin Sewer Line Replacements ‐$ 2,000,000$ 1,019,900$ ‐$ 1,000,000$ 1,000,000$ 5,019,900$ White Street Sewer Improvements (Wildcat Basin) 757,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 757,000$ Restore/Abandon Industrial Lines (Lucas/Oak) 661,162$ ‐$ ‐$ ‐$ ‐$ ‐$ 661,162$ Royal Oaks Pump Station Retirement 400,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 400,000$ Rollingwood Pump Station Retirement 500,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 500,000$ Wildcat Creek Basin Sewer Line Replacements ‐$ 2,000,000$ 1,019,900$ ‐$ 1,000,000$ 1,000,000$ 5,019,900$ Lift Station Retirements ‐$ 460,423$ 940,000$ 195,000$ ‐$ ‐$ 1,595,423$ Dutchman Creek Sewer Line Improvements ‐$ ‐$ 1,000,000$ ‐$ 1,000,000$ 1,000,000$ 3,000,000$ Restore/Abandon Industrial Lines ‐$ ‐$ ‐$ 995,200$ 679,800$ 879,800$ 2,554,800$ Burgis Creek Sewer Basin Sewer Ext. ‐$ ‐$ ‐$ 1,194,800$ ‐$ ‐$ 1,194,800$ Extension on Stewart ‐$ ‐$ ‐$ 405,000$ ‐$ ‐$ 405,000$ Extension on White‐Arcade Mill Ph II ‐$ ‐$ 1,223,000$ 577,000$ ‐$ ‐$ 1,800,000$ Other Sewer Upgrade Projects ‐$ ‐$ ‐$ 436,200$ 1,223,000$ 1,223,000$ 2,882,200$ Purchase Additional Property for WWTP Expansion 800,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 800,000$ Manchester Intermediate pump 450,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 450,000$ Manchester Valve Replacement 35,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 35,000$ Wastewater Plant 20 to 30 MDG ‐$ ‐$ ‐$ 408,800$ ‐$ ‐$ 408,800$ Aerobic Digester Odor Control at MWWTP ‐$ ‐$ ‐$ 890,800$ ‐$ ‐$ 890,800$ Wildcat Liftstation Odor Control 750,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 750,000$ Liftstation Control Project ‐$ 750,000$ ‐$ ‐$ ‐$ ‐$ 750,000$ Subtotal 4,353,162$ 5,210,423$ 5,202,800$ 5,102,800$ 4,902,800$ 5,102,800$ 29,874,785$

Total Operating Budget Projects 7,427,181$ 8,175,422$ 8,472,800$ 8,272,800$ 8,467,800$ 8,272,800$ 49,088,803$


Projects funded by debt are the final component of the utility system’s Capital Improvement Plan. The table below lists the projects funded by bond anticipation notes and revenue bonds.

The following pages list routine projects that meet the City’s classification of a capital item. These items include projects such as sidewalk upgrades, major computer hardware, and debt service payments on the City’s fleet and equipment.


Summary of Debt Funded Capital ItemsFuture Utility System Capital Improvements

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 Total

Water Projects ‐ BAN/BondLesslie Water Tank Distribution Line Improvements 1,068,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 1,068,000$ Replace Laurel Tank 1,800,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 1,800,000$ Laurel Tank Property Purchase 200,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 200,000$ Laurel Tank Distribution Line Upgrade 500,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 500,000$ Church/Neely Store Road Line Extension ‐$ ‐$ ‐$ ‐$ ‐$ 2,500,000$ 2,500,000$ Lake Wylie Raw Water Intake Upgrade 1,000,000$ ‐$ ‐$ ‐$ ‐$ 3,500,000$ 4,500,000$ PAC System 700,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 700,000$ Water Plant Improvements ‐$ ‐$ ‐$ ‐$ ‐$ 17,000,000$ 17,000,000$ Subtotal 5,268,000$ ‐$ ‐$ ‐$ ‐$ 23,000,000$ 28,268,000$

Wastewater Projects ‐ BAN/BondManchester Creek Outfall Replacement 568,000$ ‐$ ‐$ ‐$ ‐$ ‐$ 568,000$ Crest/Piedmont Sewer Industrial Line Rehab 611,764$ ‐$ ‐$ ‐$ ‐$ ‐$ 611,764$ Manchester Creek Outfall Replacement Phase II ‐$ ‐$ ‐$ ‐$ ‐$ 980,884$ 980,884$ Wastewater Plant 20 to 30 MDG ‐$ ‐$ ‐$ ‐$ ‐$ 60,000,000$ 60,000,000$ Aerobic Digester Odor Control at MWWTP ‐$ ‐$ ‐$ ‐$ ‐$ 3,500,000$ 3,500,000$ Subtotal 1,179,764$ ‐$ ‐$ ‐$ ‐$ 64,480,884$ 65,660,648$

Total 6,447,764$ ‐$ ‐$ ‐$ ‐$ 87,480,884$ 93,928,648$


Annual/Routine Capital Projects are detailed below.

ANNUAL/ROUTINE CAPITAL PROJECTS ITEM DETAIL

Fiscal Year 2013 Fiscal Year 2014

Non‐Departmental

Senior Citizens Center $25,501 $25,501

Public Works– Street/Sidewalk/Curb/Gutter

Full Cost Paving 400,000 400,000

Sidewalks & Ramp Upgrades 100,000 100,000

Automotive Equipment Replacement 15,000 15,000

Capital Lease Payments 89,334 102,410

Public Works– Residential Sanitation


Public Works– Commercial Sanitation


Public Works— Curbside


Public Works– Recycling


Public Works– Construction


Parks, Recreation, and Tourism – Recreation

Recreation Projects 25,000 25,000

Parks, Recreation, and Tourism – Parks

Building Improvement Projects 10,220 10,220


Park Equipment 89,767 94,500

Parks Capital Projects 40,000 40,000

Office of Management & Budget – Airport

Airport Improvements 50,920 25,525

Housing & Neighborhood Services– Neighborhood Development

Neighborhood Capital Projects 25,000 25,000

Fire– Fire Fighting/Suppression


General Government—Building Maintenance

Building Maintenance Capital Projects 10,000 10,000

Police—Administration





ANNUAL/ROUTINE CAPITAL PROJECTS ITEM DETAIL (CONTINUED)

Fiscal Year 2013 Fiscal Year 2014

Economic and Urban Development

Galleria Area Sidewalk Improvements 25,000 25,000

Downtown Infrastructure Improvements 30,000 30,000

GENERAL FUND TOTAL CAPITAL PROJECTS/ITEMS $3,114,184 $3,419,755

Utilities—Water Treatment Plant

Water Treatment Plant Capital Projects 33,605 33,606

Information Technology Services

Computer Hardware 220,000 220,000

Utilities — Electric Services


Utilities—Traffic Signals

Substation Equipment 32,000 32,000

Utilities—Water Distribution

Water Meters 51,000 0

Water Distribution Capital Projects 1,615,393 1,581,787


Utilities– Wastewater System

New Sewer Services 10,000 0

Wastewater System Capital Projects 4,519,956 4,528,623

Utilities– Electric Engineering

Electric Engineering Capital Projects 1,100,001 1,100,001

Stormwater


UTILITIES FUND TOTAL CAPITAL PROJECTS/ITEMS $8,445,100 $8,426,362

ALL FUNDS TOTAL CAPITAL PROJECTS/ITEMS $11,559,284 $11,846,117


Stormwater Capital Projects 257,901 240,487


Computer Hardware 30,000 30,000



TEN YEAR CAPITAL IMPROVEMENT PLAN This 10 Year Capital Improvement Plan (CIP) is for Fiscal Years 2013 through 2022. The purpose of this section is to pro‐ject over a 10 year period all necessary projects and large equipment purchases. This portion of project financing may change. Projects included do not necessarily have a guarantee for funding since priorities may shift. However, this is the best tool the City has to adequately prepare for future bond issues. Many of the projects are funded by previous bond issues, tax increments, or similar revenue‐specific sources. The pie chart below provides a categorical breakdown of funding sources for the projects included in the 10 Year Capital Improvement Plan. The total cost currently identified for these projects is approximately $201 million. The largest project to be completed is an upgrade to Manchester Creek Wastewater Treatment Plan, a $60 million project scheduled to begin in FY2018. The following schedule details the proposed projects by department for the next 10 years.


10 Year CIP Funding Sources

FAA & Other Federal, 11.57%

GO Bonds, 0.90%

Grants, 1.50%

Hospitality Tax, 2.69%

Operating Budget, 37.00%

Pennies for Progress, 0.50%

Revenue Bonds, 39.59%

SC Division of Aeronautics, 0.30%

TIF Bonds, 5.81%County, 0.15%


Ten Year Capital Improvement Program 20

12/201

32013

/201

420

14/2015

2015

/201

62016

/201

720

17/2018

2018/201

920

19/202

02019

/202

12021

/202

2To

talRIVE

RWAL

K Riv

erwa

lk Expenses

1,019

,375

1,014,78

31,0

19,44

71,0

17,87

11,0

15,30

31,0

16,74

31,0

16,94

31,0

15,90

31,0

18,62

31,0

18,62

310,17

3,614

Total R

iverw

alk$1,01

9,375

$1,01

4,783

$1,01

9,447

$1,01

7,871

$1,01

5,303

$1,01

6,743

$1,01

6,943

$1,01

5,903

$1,01

8,623

$1,01

8,623

$10,1

73,61

4

OFFIC

E OF M

ANAG

EMEN

T & BU

DGET

‐ AIRPO

RT

Apron N

orth Pr

oject

‐ Con

structio

n58

0,000

00

00

00

00

058

0,000

Apron N

orth Ph

ase II ‐

Desig

n0

0179,8

010

00

00

00

179,8

01

Apron N

orth Ph

ase II ‐

Constru

ction

00

089

9,101

00

00

00

899,1

01

Drain

age R

emed

iation

‐ Con

structio

n99

0,000

00

00

00

00

099

0,000

Benefit Co

st An

aylsis/E

nviro

nmen

t Docum

entatio

n28

0,000

00

00

00

00

028

0,000

Runw

ay Ex

tension

‐ Phase I G

radin

g & Draina

ge0

00

2,541

,001

00

00

00

2,541,00

1

Runw

ay Ex

tension

‐ Design

0565,0

010

00

00

00

056

5,001

RPZ L

and A

cquis

ition

0600,0

000

00

00

00

060

0,000

Obstr

uctio

n Rem

oval

0553,4

950

00

00

00

055

3,495

Fire S

tatio

n Access R

oad

0242,2

880

00

00

00

024

2,288

Road

Reloc

ation

00

873,5

010

00

00

00

873,5

01

Master P

lan0

250,0

000

00

00

00

025

0,000

Airpo

rt Capit

al Im

provem

ents

00

00

6,582,28

33,4

87,91

01,0

70,42

21,6

15,59

91,5

86,81

21,5

86,81

615,92

9,842

TOTA

L AIRPO

RT$1

,850,0

00$2,21

0,784

$1,05

3,302

$3,44

0,102

$6,58

2,283

$3,48

7,910

$1,07

0,422

$1,61

5,599

$1,58

6,812

$1,58

6,816

$24,4

84,03

0

GENE

RAL G

OVER

NMEN

T‐ BU

ILDING MAINT

ENAN

CECit

ywide

roof re

placeme

nt/fa

cilitie

s imp

roveme

nts

55,00

055,00

0200,0

0020

0,000

200,0

00200,0

0020

0,000

200,0

0020

0,000

200,0

001,7

10,00

0TO

TAL B

UILD

ING MAINT

ENAN

CE$5

5,000

$55,0

00$200

,000

$200

,000

$200,00

0$2

00,00

0$200

,000

$200

,000

$200,00

0$2

00,00

0$1,71

0,000

GENE

RAL G

OVER

NMEN

T‐ CE

METER

YForest Hills Ce

metery

Expansion

00

200,0

0020

0,000

212,5

00212,5

000

00

082

5,000

TOTA

L CEM

ETER

Y$0

$0$200

,000

$200

,000

$212,50

0$2

12,50

0$0

$0$0

$0$8

25,00

0

PRT‐

RECR

EATIO

NRe

creati

on Ce

nters Infrastr

ucture

25,00

025,00

050

,000

80,00

080,00

0100,0

0010

0,000

100,0

0010

0,000

100,0

0076

0,000

McG

irt Au

ditorium

Lobb

y and

Restr

ooms

00

035

0,000

250,0

000

00

00

600,0

00TO

TAL P

RT‐ R

ECRE

ATION

$25,0

00$25,0

00$50,0

00$430

,000

$330,00

0$1

00,00

0$100

,000

$100

,000

$100,00

0$1

00,00

0$1,36

0,000

PRT‐

PARK

SGreenw

ay Pr

ojects

10

0,000

100,0

00100,0

0010

0,000

100,0

00100,0

0010

0,000

100,0

0010

0,000

100,0

001,0

00,00

0Park

Infrastr

ucture

40,00

040,00

0100,0

0010

0,000

100,0

00100,0

0010

0,000

100,0

0010

0,000

100,0

0088

0,000

Hargett P

ark L

ight P

oles

0150,0

0051

,000

00

00

00

020

1,000

Pool Re

surfa

cing

00

00

040,00

040

,000

40,00

00

012

0,000

Trail Re

pavin

g50

,000

50,00

0100,0

0010

0,000

100,0

00100,0

0010

0,000

100,0

0010

0,000

100,0

0090

0,000

Glen

carin

Gardens

350,0

00350,0

00350,0

0035

0,000

350,0

00350,0

0035

0,000

350,0

0035

0,000

350,0

003,5

00,00

0Wayfin

ding S

ignage

20,00

020,00

020

,000

20,00

020,00

020,00

020

,000

20,00

020,00

020,00

020

0,000

TOTA

L PRT

‐ PAR

KS$560

,000

$710,00

0$721

,000

$670

,000

$670,00

0$7

10,00

0$710

,000

$710

,000

$670,00

0$6

70,00

0$6,80

1,000

PUBLIC

WOR

KS‐ STR

EET/SID

EWAL

K/CU

RB/G

UTTER

Full C

ost P

aving

400,0

00400,0

00500,0

0050

0,000

600,0

00600,0

0060

0,000

600,0

0060

0,000

600,0

005,4

00,00

0Sid

ewalk

s & AD

A Ram

p Upgrade

s10

0,000

100,0

00100,0

0010

0,000

100,0

00100,0

0010

0,000

100,0

0010

0,000

100,0

001,0

00,00

0TO

TAL‐ STRE

ET/SIDEW

ALK/CU

RB/G

UTTER

$500

,000

$500,00

0$600

,000

$600

,000

$700,00

0$7

00,00

0$700

,000

$700

,000

$700,00

0$7

00,00

0$6,40

0,000


Capital Improvement Program 20

12/201

32013

/201

420

14/2015

2015

/201

62016

/201

720

17/2018

2018/201

920

19/202

02019

/202

12021

/202

2To

tal

PUBLIC

WOR

KS‐ R

ESIDEN

TIAL S

ANITA

TION

Equip

ment/Vehicle T

ruck Re

placeme

nt

549,8

75548,0

01445,8

6044

5,860

451,0

31479,5

1147

1,548

471,5

4847

1,548

476,9

784,8

11,76

0TO

TAL‐ RE

SIDEN

TIAL S

ANITA

TION

$549

,875

$548,00

1$445

,860

$445

,860

$451,03

1$4

79,51

1$471

,548

$471

,548

$471,54

8$4

76,97

8$4,81

1,760

PUBLIC

WOR

KS‐ C

OMMER

CIAL S

ANITA

TION

Equip

ment/Vehicle T

ruck Re

placeme

nt

158,4

34161,1

81192,4

6619

2,466

192,4

66196,1

7821

8,041

207,6

9320

7,693

207,6

931,9

34,31

1

TOTA

L‐ CO

MMER

CIAL S

ANITA

TION

$158

,434

$161,18

1$192

,466

$192

,466

$192,46

6$1

96,17

8$218

,041

$207

,693

$207,69

3$2

07,69

3$1,93

4,311

PUBLIC

WOR

KS‐ C

URBS

IDE

Equip

ment/Vehicle T

ruck Re

placeme

nt

137,7

04218,1

69250,6

7823

1,685

233,3

22223,9

2225

1,132

257,1

4226

0,264

263,4

982,3

27,51

6TO

TAL‐ CU

RBSID

E$137

,704

$218,16

9$250

,678

$231

,685

$233,32

2$2

23,92

2$251

,132

$257

,142

$260,26

4$2

63,49

8$2,32

7,516

PUBLIC

WOR

KS‐ R

ECYC

LING

Equip

ment/Vehicle T

ruck Re

placeme

nt

161,6

86233,5

22278,4

0732

2,542

347,5

59354,6

0137

9,924

327,0

8532

9,292

346,7

423,0

81,36

0TO

TAL‐ RE

CYCLING

$161

,686

$233,52

2$278

,407

$322

,542

$347,55

9$3

54,60

1$379

,924

$327

,085

$329,29

2$3

46,74

2$3,08

1,360

HOUS

ING AN

D NE

IGHB

ORHO

OD SE

RVICE

SHo

using

Develo

pment C

orpo

ratio

n of R

ock H

ill20

0,000

200,0

00200,0

0020

0,000

200,0

00200,0

0020

0,000

200,0

000

01,6

00,00

0Salud

a Stre

et M

aster P

lan17

6,123

176,6

03176,7

7517

5,645

176,1

72175,3

8017

4,330

174,3

300

01,4

05,35

8TO

TAL H

OUSIN

G AN

D NE

IGHB

ORHO

OD SE

RVICE

S$376

,123

$376,60

3$376

,775

$375

,645

$376,17

2$3

75,38

0$374

,330

$374

,330

$0$0

$3,00

5,358

POLIC

ELaw Ce

nter Ex

pansion

1,800

,000

00

00

00

00

01,8

00,00

0Po

lice V

ehicle/Equip

ment Re

placeme

nt59

7,630

719,2

251,0

00,64

292

0,163

1,022,01

1872,0

301,0

39,53

288

3,028

1,131,47

590

2,580

9,088,31

7TO

TAL P

OLICE

$597

,630

$719,22

5$1

,000,6

42$920

,163

$1,02

2,011

$872,03

0$1

,039,5

32$883

,028

$1,13

1,475

$902,58

0$1

0,888

,317

ECON

OMIC

AND UR

BAN DE

VELO

PMEN

TWhit

e St Im

provem

ents fro

m Da

ve Ly

le Blv

d‐ Co

lumbia

1,000

,000

00

00

00

00

01,0

00,00

0

Down

town

Streetscape Imp

roveme

nts

150,0

00150,0

00150,0

0015

0,000

150,0

00150,0

0015

0,000

150,0

0015

0,000

150,0

001,5

00,00

0En

hancem

ent o

f Dow

ntow

n Stre

ets, All

eys, & Pu

blic S

paces

25,00

025,00

025

,000

25,00

025,00

025,00

025

,000

25,00

025,00

025,00

025

0,000

TOTA

L ECO

NOMIC

AND UR

BAN DE

VELO

PMEN

T$1

,175,0

00$1

75,00

0$175

,000

$175

,000

$175,00

0$1

75,00

0$175

,000

$175

,000

$175,00

0$1

75,00

0$2,75

0,000

FIRE

Fire Ve

hicle/

Equip

ment Re

placeme

nt31

5,816

361,6

43273,7

1133

5,580

367,2

19376,4

2039

7,735

378,1

0746

0,623

424,6

993,6

91,55

3TO

TAL F

IRE

$315

,816

$361,64

3$273

,711

$335

,580

$367,21

9$3

76,42

0$397

,735

$378

,107

$460,62

3$4

24,69

9$3,69

1,553

STOR

MWAT

ER Storm

water C

apita

l Lease Pa

yments

296,9

42282,3

46282,0

3528

4,242

325,2

35231,6

1320

2,119

265,2

5925

9,751

248,8

222,6

78,36

3 Capita

l Projec

ts25

7,901

240,4

87245,2

9725

0,203

255,2

07260,3

1126

5,517

270,8

2727

6,244

281,7

692,6

03,76

2TO

TAL S

TORM

WAT

ER$554

,843

$522,83

3$527

,332

$534

,445

$580,44

1$4

91,92

3$467

,636

$536

,087

$535,99

5$5

30,59

1$5,28

2,126


Capital Improvement Program 20

12/201

32013

/201

420

14/2015

2015

/201

62016

/201

720

17/2018

2018/201

920

19/202

02019

/202

12021

/202

2To

tal

ELEC

TRIC

FUND

Distr

ibutio

n SCA

DA Au

toma

tion

100,0

00100,0

00100,0

0010

0,000

100,0

000

00

00

500,0

00Sprin

gdale

Feeders

374,2

440

00

00

00

00

374,2

44Ca

tawba

Terra

ce Overhead t

o Und

ergro

und

100,0

000

00

00

00

00

100,0

00Do

wntown

Electric S

ubsta

tion

500,0

001,4

39,00

0305,0

0025

6,000

00

00

00

2,500,00

0Re

moval of E

xistin

g Pow

er Line

s at B

leachery

200,0

000

00

00

00

00

200,0

00Riv

erwa

lk Ele

ctric Substat

ion0

00

060

0,000

00

00

060

0,000

Prim

ary F

eede

rs fro

m Substat

ion to

Bleachery

0530,3

40139,0

000

00

00

00

669,3

40Master A

rm Re

placeme

nt20

0,000

200,0

000

00

00

00

040

0,000

Radio

Syste

m Up

grade

16,00

016,00

00

00

00

00

032,00

0TO

TAL E

LECT

RIC F

UND

$1,49

0,244

$2,28

5,340

$544

,000

$356

,000

$700,00

0$0

$0$0

$0$0

$5,37

5,584

WAT

ER FU

NDWate

r System

Distrib

ution

Feed

er Upgrad

es30

0,000

202,8

00326,0

000

00

00

00

828,8

00Sm

all Diam

eter W

ater Line

s30

0,000

200,0

00130,0

0027

5,000

275,0

000

00

00

1,180,00

0Eastv

iew Ro

ad Lo

op (H

wy 32

2 to P

lantat

ion Hills

)0

0756,3

5140

0,000

00

00

00

1,156,35

1Othe

r Wate

r Projec

ts0

256,0

000

038

1,351

00

00

063

7,351

16" L

ine from

Plant to T

ank

00

040

6,000

00

00

00

406,0

00Ele

ctrica

l/Pum

p/Drive

/SCA

DA fo

r Raw

Wate

r Intake

00

00

406,0

000

00

00

406,0

00High

Servi

ce Pu

mp M

aintenance‐M

agnadrive

to Pu

mp #6

525,0

000

00

00

00

00

525,0

00Surfa

ce Floc Er

adica

tion S

ystem

33,60

60

00

00

00

00

33,60

6Wate

r Plan

t Expansio

n0

00

131,3

5115

0,000

00

00

028

1,351

Repla

ce High

Servi

ce Pu

mp #4

0560,0

000

00

00

00

056

0,000

Upgra

de Operator C

ontro

l Roo

m0

33,60

60

00

00

00

033,60

6Wate

r Plan

t Improvem

ents

00

013

1,351

150,0

0017,00

0,000

00

00

17,28

1,351

Altitu

de Va

lves &

Equip

ment Hou

sing a

t High

land &

Herlon

g Tanks

84,42

90

00

00

00

00

84,42

9TO

TAL W

ATER

FUND

$1,24

3,035

$1,25

2,406

$1,21

2,351

$1,34

3,702

$1,36

2,351

$17,0

00,00

0$0

$0$0

$0$2

3,413

,845

WAS

TEWAT

ER FU

NDManchester C

reek Ba

sin Se

wer Line

Repla

ceme

nts

2,000

,000

1,019,90

00

667,0

0066

7,000

00

00

04,3

53,90

0Wildcat C

reek Ba

sin Se

wer Line

Repla

ceme

nts

917,1

021,0

19,90

00

667,0

0066

7,000

00

00

03,2

71,00

2Alb

right Ro

ad Se

wer R

eplac

emen

t86

4,283

00

00

00

00

086

4,283

Dutch

man C

reek Se

wer Line

Improvem

ents

01,0

00,00

00

667,0

0066

7,000

00

00

02,3

34,00

0Re

store/Aband

on Indu

strial Line

s0

0995,2

0067

9,800

879,8

000

00

00

2,554,80

0Bu

rgis C

reek Se

wer B

asin Sewe

r Ext.

00

1,194

,800

00

00

00

01,1

94,80

0Extension

on St

ewart

00

555,0

000

00

00

00

555,0

00Extension

on W

hite‐A

rcade

Mill Ph

II0

1,223,00

0577,0

000

00

00

00

1,800,00

0Othe

r Sew

er Upgrade

Proje

cts0

0931,9

311,7

10,43

11,5

10,43

10

00

00

4,152,79

3Liftst

ation

Control Projec

t75

0,000

00

00

00

00

075

0,000

Wastewa

ter P

lant 2

0 to 3

0 MDG

00

00

060,00

0,000

00

00

60,00

0,000

Lift S

tation

Retirem

ents

0587,1

83287,3

000

00

00

00

874,4

83TO

TAL W

ASTEWAT

ER FU

ND$4

,531,3

85$4,84

9,983

$4,54

1,231

$4,39

1,231

$4,39

1,231

$60,0

00,00

0$0

$0$0

$0$8

2,705

,061

TOTA

L ALL DEP

ARTM

ENTS

$15,3

01,15

0$16,2

19,47

3$13,6

62,20

2$1

6,182

,291

$19,9

08,88

9$86,9

72,11

9$7

,572,2

44$7

,951,5

22$7,84

7,325

$7,60

3,220

$201,02

0,435


The approved Fiscal Year 2013, as well as the proposed Fiscal Year 2014, budgets do not include any personnel changes. Rock Hill’s commitment to becoming increasingly more productive in service delivery is demonstrated by the trend line representing the number of employees per 1,000 population in the chart below.

Fiscal Year 2012/2013 • No personnel changes Fiscal Year 2013/2014 • No personnel changes

Personnel Summary

Employment Efficiences

700

720

740

760

780

800

820

840

860

880

900

920

Total Employee

s

0

2

4

6

8

10

12

14

16

18

20

Employee

s pe

r 1,00

0 po

pulation

Number of Employees 839 821 815 775 774 773 791 802 835 861 850 863 867 871 883 891 898 898

Employees per 1,000 populat ion 18.8 17.89 17.4 16.22 15.87 15.32 14.92 14.60 14.80 14.85 14.27 14.01 13.37 12.93 12.76 13.47 13.35 13.09

1995 1996 1997 1998 1999 00/ 01 01/ 02 02/ 03 03/ 04 04/ 05 05/ 06 06/ 07 07/ 08 08/ 09 09/ 10 10/ 11 11/ 12* 12/ 13*


POSITIONS SUMMARY BY FUND

Fund FY2010/11 Approved

FY2011/12 Approved

FY2012/13 Approved

FY2013/14 Projected

General Fund 751 744 744 744

Stormwater Fund 14 14 14 14

Electric fund 54 71 71 71

Water Fund 35 33 33 33

Wastewater 37 38 38 38

Total Approved Positions 891 900 900 900

Departmental Overview

General Government 24 59 59 59

City Manager’s Office 11 0 0 0

Office of Management & Budget 0 11 11 11

Human Resources 9 9 9 9

Housing & Neighborhood Services 18 19 19 19

Police 187 185 185 185

Fire 122 122 122 122

Planning & Development 34 34 34 34

Public Works 72 71 71 71

Finance 9 47 47 47

Technology Services 11 0 0 0

Customer Services 35 0 0 0

Administrative Services 46 0 0 0

Parks, Recreation, and Tourism 134 148 148 148

Housing Authority 26 26 26 26

Economic and Urban Development 13 13 13 13

Stormwater Fund 14 14 14 14

Electric Fund 54 71 71 71

Water Fund 35 33 33 33

Wastewater Fund 37 38 38 38

Total Citywide 891 900 900 900

Personnel Summary


POSITIONS DETAIL BY FUND AND DEPARTMENT

Job Number

Description FY2010/11 Approved

FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

GENERAL FUND

GENERAL GOVERNMENT

City Council

9159 Council Member 6 6 6 PT 6

1032 Executive Secretary 1 0 0 FT 0

9169 Mayor 1 1 1 PT 1

Total City Council 8 7 7 7

Municipal Court

4010 Bailiff 1 1 1 FT 1

4004 City Recorder 1 1 1 FT 1

4002 Clerk of Court 1 1 0 FT 0

1410 Customer Service Technician 1 1 1 FT 1

4001 Ministerial Recorder 3 3 3 FT 3

4005 Court Administrator 0 0 1 FT 1

1413 Municipal Court Assistant 1 1 1 FT 1

1023 Office Assistant 1 1 1 FT 1

4006 Senior Ministerial Recorder 1 1 1 FT 1

Total Municipal Court 10 10 10 10

Solicitor’s Office

1030 Administrative Secretary 1 1 1 FT 1

4007 City Solicitor 2 2 2 FT 2

4036 Court & Training Advocate 1 1 1 FT 1

4008 Senior Solicitor 1 1 1 FT 1

Total Solicitor’s Office 5 5 5 5

Grants

1312 Accounting Clerk III 0 1 1 FT 1

1038 Assistant to the City Manager 0 1 1 FT 1

2001 Grants Administrator/Planning Tech 0 1 1 FT 1

Total Grants 0 3 3 3

Purchasing/Fleet

1012 Customer Service Clerk I 0 1 1 FT 1

1202 Warehouse Supervisor 0 1 1 FT 1

1203 Purchasing Specialist 0 1 1 FT 1

6230 Fleet Maintenance Superintendent 0 0 1 FT 1

Pay Grade

993

11

994

8

33

20

8

10

23

10

8

11

9

23

11

33

11

24

10

7

13

10

17

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

1204 Senior Warehouse Clerk 0 2 2 FT 2

2024 Performance Manager 0 1 1 FT 1

6205 Radio Technician 0 1 0 FT 0

6223 Tire Technician 0 1 1 FT 1

6224 Preventive Maintenance Specialist 0 2 2 FT 2

6225 Service Technician I 0 2 2 FT 2

6226 Service Technician II 0 4 4 FT 4

6227 Lead Service Technician 0 2 2 FT 2

9019 Seasonal Crew Worker 0 1 1 PT 1

Total Purchasing/Fleet 0 19 19 19



5325 Maintenance Specialist 0 1 1 FT 1

6032 Crew Worker II 0 1 1 FT 1

6202 Maintenance Mechanic II 0 1 1 FT 1

Total Building Maintenance 0 4 4 4

Cemetery Services

6020 Crew Leader 0 1 1 FT 1

6544 Crew Supervisor II 0 1 1 FT 1

Total Cemetery Services 0 2 2 2

Custodial Services

6002 Custodial Worker II 0 7 7 FT 7


6503 Crew Supervisor 0 1 1 FT 1

Total Custodial Services 0 9 9 9

Airport Services

1461 Airport Administrator 1 0 0 FT 0


Total Airport Services 1 0 0 0

GENERAL GOVERNMENT TOTAL

Full Time 17 51 51 51

Part Time 7 8 8 8

24 59 59 59

Pay Grade

8

31

14

5

6

10

12

14

5

31

15

6

10

9

13

5

9

12

23

15

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

CITY MANAGER’S OFFICE

City Management

9149 City Manager 1 0 0 FT 0

1439 Deputy City Manager 1 0 0 FT 0

1037 Executive Assistant 1 0 0 FT 0

1022 Secretary 1 0 0 FT 0

Total City Management 4 0 0 0

Grants



2001 Grants Administrator/Planning Tech 1 0 0 FT 0

Total Grants 3 0 0 0

Public Affairs

1011 Clerk II 1 0 0 FT 0

2022 Project Manager 1 0 0 FT 0

1456 Sr. Coordinator Website Production 0 0 0 FT 0

1452 Communications Specialist 1 0 0 FT 0

1462 Senior Projects Intern 1 0 0 PT 0

Total Public Affairs 4 0 0 0

CITY MANAGER’S OFFICE TOTAL

Full Time 10 0 0 0

Part Time 1 0 0 0

11 0 0 0

OFFICE OF MANAGEMENT & BUDGET

Administration

9149 City Manager 0 1 1 FT 1

1439 Deputy City Manager 0 1 1 FT 1

1037 Executive Assistant 0 1 1 FT 1


1011 Clerk II 0 1 1 FT 1


1452 Communications Specialist 0 1 0 FT 0


Total Administration 0 8 8 8

2015 Marketing Assistant 0 0 1 FT 1

Pay Grade

992

48

16

8

11

24

10

5

25

13

14

11

992

48

16

11

5

25

14

16

11

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

Airport Services

1461 Airport Administrator 0 1 1 FT 1

Total Airport Services 0 1 1 1

Budget Office

1464 Management & Budget Director 0 1 1 FT 1

1309 Senior Financial Analyst 0 1 0 FT 0

Total Budget Office 0 2 2 2

OFFICE OF MANAGEMENT & BUDGET TOTAL

Full Time 0 10 10 10

Part Time 0 1 1 1

0 11 11 11

HUMAN RESOURCES

Administration

2119 Benefits Specialist 1 1 0 FT 0

2127 Human Resources Director 1 1 1 FT 1




Personnel

1110 Office Services Specialist 1 1 1 FT 1

2121 Personnel Analyst 1 1 1 FT 1

2107 Personnel Supervisor 1 1 0 FT 0

2103 Personnel Technician 1 1 1 FT 1

Total Personnel 4 4 4 4

HUMAN RESOURCES TOTAL

Full Time 7 7 7 7

Part Time 2 2 2 2

9 9 9 9

HOUSING & NEIGHBORHOOD SERVICES

Administration

4061 Housing & Neigh Services Director 1 1 1 FT 1

2001 Planning Technician II 1 1 1 FT 1





Pay Grade

23

36

22

24

15

31

39

11

11

7

19

23

10

31

33

13

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

Neighborhood Empowerment

4060 Neigh. Empowerment Supervisor 1 1 1 FT 1

5310 Program Supervisor 1 1 1 FT 1


Total Neighborhood Empowerment 4 5 5 5

Neighborhood Development

1415 Development Assistant 1 1 1 FT 1

2010 Planner 1 1 1 FT 1



2027 Rehab Specialist 1 1 1 FT 1

2307 Development Coordinator 1 1 1 FT 1

9884 Special Projects Intern 1 1 1 PT 1

TOTAL NEIGHBORHOOD DEVELOPMENT 6 6 6 6

NEIGHBORHOOD INSPECTIONS

1449 Neigh. Environ. Inspections Supervisor 1 1 1 FT 1

9003 Environmental Inspector/Senior Intern 4 4 4 PT 4


TOTAL NEIGHBORHOOD INSPECTIONS 6 6 6 6

HOUSING & NEIGHBORHOOD SERVICES TOTAL

Full Time 10 10 10 10

Part Time 8 9 9 9

18 19 19 19

POLICE

4050 Police Chief 1 1 1 FT 1


1030 Administrative Secretary 4 4 4 FT 4

4035 Law Enforcement Victim Advocate 1 1 1 FT 1

4040 Police Officer I 40 42 42 FT 42

4041 Police Officer II 36 36 36 FT 36

4044 Police Sergeant/Detective 18 18 18 FT 18

4046 Police Lieutenant 12 12 12 FT 12

4047 Police Captain 3 3 3 FT 3

4043 Master Police Officer 14 14 14 FT 14

Pay Grade

25

14

11

13

16

31

25

15

17

908

14

911

11

39

11

9

11

11

12

18

19

24

14

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

4071 Master Police Officer II 10 10 10 FT 10

4072 Senior Police Officer 5 5 5 FT 5

4034 Warrant Service Officer 1 0 0 PT 0

1011 Clerk II 1 1 1 FT 1


1310 Accounting Clerk I 2 2 2 FT 2

1311 Accounting Clerk II 1 1 1 FT 1


1504 Systems Operator 1 1 1 FT 1

4011 Correctional Officer 4 4 4 FT 4

4012 Correctional Officer II 3 3 3 FT 3

4040 Master Correctional Officer 1 1 1 FT 1

4071 Criminalist 1 1 1 FT 1

4073 Accreditation Manager/Grants Manager 1 1 1 FT 1

4075 Parking/Customer Service Officer 1 1 1 PT 1


2104 Telecommunications Operator I 7 7 7 FT 7

2105 Telecommunications Operator II 7 7 7 FT 7

2106 Telecommunications Operator III 4 4 4 FT 4

4031 Telecommunications Div. Supervisor 1 1 1 FT 1

1510 Information Technology Technician 1 0 0 FT 0

1512 Information Technology Engineer II 1 0 0 FT 0

1019 Records Clerk 0 1 1 FT 1

Hometown Security

3006 Project Specialist 1 0 0 FT 0

POLICE TOTAL

Full Time 184 184 184 184

Part Time 3 1 1 1

187 185 185 185

FIRE

Administration

1412 Customer Service Clerk II 1 1 1 FT 1

4131 Fire Training Officer/Battalion Chief 1 1 0 FT 0

4126 Logistics Officer 1 1 1 FT 1

Pay Grade

15

17

11

5

8

7

9

8

9

9

10

11

17

15

5

908

7

9

11

14

13

24

6

13

9

123

118

Personnel Summary


POSITIONS DETAIL BY FUND AND DEPARTMENT Job Number

Pay Grade


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

4133 34/134 Fire Chief 1 1 1 FT 1

Total Fire Administration 4 4 3 3

Fire Suppression/Emergency Response

4101 109 Firefighter I 36 36 30 FT 30

4102 110 Firefighter II 24 24 30 FT 30

4103 112 Driver‐Engineer 24 24 24 FT 24

4104 118 Fire Captain 24 24 24 FT 24

4135 124 Battalion Chief II 3 3 3 FT 3

Hazardous Material Coordinator 1 1 0 FT 0

4131 123 Battalion Chief 0 0 2 FT 2

Total Fire Suppression 112 112 113 113

Fire Prevention & Investigation

4105 17 Fire Investigator‐Captain 1 1 1 FT 1

4121 12 Fire Inspector II 2 2 2 FT 2

4122 13 Fire Inspector III 1 1 1 FT 1

4123 17 Fire Prevention‐Captain 1 1 0 FT 0

4131 123 Battalion Chief 0 0 1 FT 1

4124 19 Fire Prevention Supervisor/Fire Marshall 1 1 1 FT 1

Total Fire Prevention & Investigation 6 6 6 6

FIRE TOTAL

Full Time 122 122 122 122

Part Time 0 0 0 0

122 122 122 122

PLANNING AND DEVELOPMENT

Administration & Customer Service

2033 39 Development Services Director 1 1 1 FT 1

1022 8 Secretary 1 1 0 FT 0

1030 9 Administrative Secretary 1 1 1 FT 1

3012 27 City Engineer I 1 1 1 FT 1

3016 10 CIS Technician II 2 2 2 FT 2

2040 21 Permit Center Manager 1 1 1 FT 1

1415 13 Development Assistant 1 1 1 FT 1

2308 17 Building Plans Examiner 1 1 1 FT 1

1032 11 Executive Secretary 0 0 1 FT 1

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

Building Inspections

2303 Building Inspector I 1 1 1 FT 1

2304 Building Inspector II 4 4 4 FT 4

2308 Building Plans Examiner 1 1 1 FT 1

2310 Building Official 1 1 1 FT 1

Total Building Inspections 7 7 7 7

Zoning

2002 Planning Technician II 1 1 1 FT 1

2011 Senior Planner 1 1 1 FT 1

2016 Planner II 2 2 2 FT 2

2017 Planner III 1 1 1 FT 1

2303 Inspector I 1 1 1 FT 1


Total Zoning 7 7 7 7

Planning

2030 Planning Services Manager 1 1 1 FT 1


2011 Senior Planner 1 1 1 FT 1

2016 Planner II 1 1 1 FT 1

2017 Planner III 1 1 1 FT 1

Total Planning 5 5 5 5

Infrastructure

3004 Engineering Technician III 3 3 3 FT 3

3021 City Engineer II 1 1 1 FT 1

3024 Engineering Technician I 1 1 1 FT 1

Engineering Tech III 1 1 1 FT 1

Total Infrastructure 6 6 6 6

PLANNING AND DEVELOPMENT TOTAL

Full Time 32 32 32 32

Part Time 2 2 2 2

34 34 34 34

Total Administration & Customer Service 9 9 9 9

Pay Grade

13

16

17

24

13

25

21

23

11

908

36

908

25

21

23

15

29

10

15

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

PUBLIC WORKS

Administration


6530 Public Works Director 1 1 1 FT 1

6505 Construction Maintenance Supervisor 1 1 1 FT 1


Street Maintenance

6010 Crew Worker I 2 1 1 FT 1


6103 Equipment Operator III 1 1 1 FT 1


6203 Maintenance Mechanic III 1 1 1 FT 1


6505 Construction Maintenance Supervisor 1 1 1 FT 1

6525 Construction Maintenance Superintendent 1 1 1 FT 1

Total Street Maintenance 15 14 14 14

Residential Waste


6106 Refuse Truck Operator II 3 3 3 FT 3

6107 Refuse Truck Operator III 4 4 4 FT 4

6501 Sanitation Supervisor 1 1 1 FT 1

Total Residential Waste 9 9 9 9

Commercial Waste




Total Commercial Waste 7 7 7 7

Curbside Trash



6105 Refuse Truck Operator I 3 3 3 FT 3

Pay Grade

8

38

15

5

6

9

10

11

12

15

21

6

9

11

14

11

10

14

5

9

7

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected


6523 Sanitation Superintendent 1 1 1 FT 1

9003 Environmental Inspector 0 0 0 FT 0

6504 Environmental Inspector 1 1 1 FT 1


Total Curbside Trash 17 17 17 17

Recycling/Beautification



6203 Maintenance Mechanic III 1 1 1 FT 1


9029 Seasonal Crew Leader 1 1 1 PT 1

9869 Special Intern 1 1 1 PT 1

Total Recycling/Beautification 10 10 10 10

Construction

3024 Engineering Tech I 1 1 1 FT 1






Total Construction 11 11 11 11

PUBLIC WORKS TOTAL

Full Time 69 68 68 68

Part Time 3 3 3 3

72 71 71 71

Equipment Operator I 0 1 1 FT 1

FINANCE

Administration

1440 Assistant City Manager 1 0 0 FT 0



1320 Finance Director/Municipal Clerk 0 1 1 FT 1

Pay Grade

9

14

911

8

5

9

11

11

14

9

905

10

5

6

9

6

9

12

44

908

8

39

Personnel Summary




FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected



Accounting

1304 Accountant I 1 1 1 FT 1

1308 Controller 1 1 1 FT 1

1311 Accounting Clerk II 1 1 1 FT 1


1313 Accountant III 2 2 2 FT 2


Total Accounting 7 7 7 7

Call Center & Customer Service



1422 Billing Services Coordinator 0 1 1 FT 1

Total Call Center & Customer Service 0 8 8 8

Central Collections

1033 Central Collections Specialist 0 1 1 FT 1

1316 Central Collections Coordinator 0 1 1 FT 1




9859 Intern 0 1 1 PT 1

Total Central Collections 0 8 8 8

Account Management

1447 Recovery Specialist 0 1 1 FT 1

1448 Recovery Service Technician 0 2 1 FT 1

Total Account Management 0 3 3 3

Billing & Metering Services

1012 Clerk III 0 1 1 FT 1


1419 Meter Reader I 0 4 4 FT 4

1420 Meter Reader II 0 3 3 FT 3

1421 Meter Reader Coordinator 0 0 1 FT 1

Pay Grade

31

16

31

9

11

21

905

8

9

12

12

20

8

7

9

903

13

10

9

7

8

6

8

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected


1431 Billing/Customer Service Supervisor 0 1 1 FT 1

1446 Senior Administrative Assistant 0 1 1 FT 1

9859 Intern 0 1 1 PT 1

Total Billing & Metering Services 0 14 14 14

Risk Management

1425 Risk Manager/Safety Supervisor 0 1 1 FT 1


1035 Insurance & Safety Specialist 0 1 1 FT 1

Total Risk Management 0 3 3 3

FINANCE TOTAL

Full Time 7 42 42 42

Part Time 2 5 5 5

9 47 47 47

TECHNOLOGY SERVICES

Administration

1515 Chief Information Officer 1 0 0 FT 0

1511 Information Technology Engineer 1 0 0 FT 0



Management Information Systems

1507 Information Systems Supervisor 1 0 0 FT 0

1511 Information Technology Engineer 3 0 0 FT 0

1512 Information Technology Engineer II 1 0 0 FT 0

Total Management Information Systems 5 0 0 0

Geographic Information Systems

2001 Planning Technician 1 0 0 FT 0

3020 GIS Program Analyst II 1 0 0 FT 0

3018 GIS Manager 1 0 0 FT 0

Total Geographic Information Systems 3 0 0 0


Pay Grade

12

20

9

14

903

18

905

12

42

20

11

31

20

24

10

19

27

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

TECHNOLOGY SERVICES TOTAL

Full Time 11 0 0 0

Part Time 0 0 0 0

111 0 0 0

1 Technology Services also included nine additional employees in the Electric Fund

CUSTOMER SERVICES

Administration

1322 Customer Services Director 1 0 0 FT 0



Call Center & Customer Service




Total Call Center & Customer Service 8 0 0 0

Central Collections

1033 Central Collections Specialist 1 0 0 FT 0

1316 Central Collections Coordinator 1 0 0 FT 0




9859 Intern 1 0 0 PT 0

Total Central Collections 8 0 0 0

Account Management

1447 Recovery Specialist 1 0 0 FT 0


Total Account Management 3 0 0 0

Billing & Metering Services

1012 Clerk III 1 0 0 FT 0


1419 Meter Reader I 4 0 0 FT 0

1420 Meter Reader II 3 0 0 FT 0


Pay Grade

34

11

8

9

12

12

20

8

7

9

903

13

9

7

8

6

8

12

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

1431 Billing/Customer Service Supervisor 1 0 0 FT 0

1446 Senior Administrative Assistant 1 0 0 FT 0

9859 Intern 1 0 0 PT 0

Total Billing & Metering Services 14 0 0 0

CUSTOMER SERVICES TOTAL

Full Time 33 0 0 0

Part Time 2 0 0 0

35 0 0 0

ADMINISTRATIVE SERVICES

Administration

1463 Administrative Services Director 1 0 0 FT 0

1309 Senior Financial Analyst 1 0 0 FT 0


Purchasing/Fleet


1202 Warehouse Supervisor 1 0 0 FT 0

1203 Purchasing Specialist 1 0 0 FT 0

1204 Senior Warehouse Clerk 2 0 0 FT 0


6205 Radio Technician 1 0 0 FT 0

6223 Tire Technician 1 0 0 FT 0

6224 Preventive Maintenance Specialist 2 0 0 FT 0

6225 Service Technician I 2 0 0 FT 0

6226 Service Technician II 4 0 0 FT 0

6227 Lead Service Technician 2 0 0 FT 0


Total Purchasing/Fleet 19 0 0 0

Risk Management

1425 Risk Manager/Safety Supervisor 1 0 0 FT 0


1035 Insurance & Safety Specialist 1 0 0 FT 0

Total Risk Management 3 0 0 0

Pay Grade

20

14

903

34

22

7

13

10

8

31

14

5

6

10

12

14

5

18

905

12

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

Horticulture


6021 Horticulturist I 3 0 0 FT 0

6022 Horticulturist II 2 0 0 FT 0

6521 Grounds Maintenance Superintendent 1 0 0 FT 0

Total Horticulture 7 0 0 0






Total Building Maintenance 4 0 0 0

Cemetery Services


6544 Crew Supervisor II 1 0 0 FT 0

Total Cemetery Services 2 0 0 0

Custodial Services

6002 Custodial Worker II 7 0 0 FT 0



Total Custodial Services 9 0 0 0

ADMINISTRATIVE SERVICES TOTAL

Full Time 44 0 0 0

Part Time 2 0 0 0

46 0 0 0

Pay Grade

13

9

11

18

31

15

6

10

9

13

5

9

12

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

PARKS, RECREATION & TOURISM

Tourism

1023 Office Assistant 1 1 1 FT 1


1450 Administrative Assistant 1 1 1 FT 1


5311 Recreation Superintendent 1 1 1 FT 1

5315 Parks, Recreation & Tourism Director 1 1 1 FT 1

9339 Recreation Leader I 1 1 1 PT 1

Total Tourism 8 8 8 8

Recreation


5303 Center Supervisor I 1 1 1 FT 1

5304 Center Supervisor II 3 3 3 FT 3

5314 Program Coordinator 1 1 1 FT 1

5330 Special Programs Supervisor 2 2 2 FT 2


9379 Recreation Programmer I 3 3 2 PT 2

9389 Recreation Programmer II 1 1 1 PT 1

9539 Recreation Specialist III 9 9 9 PT 9

Total Recreation 27 27 27 27

Parks


1314 Cashier I 1 1 1 FT 1


6521 Grounds Maintenance Superintendent 0 1 1 FT 1


3006 Park Specialist 1 1 1 FT 1

5302 Park Supervisor II 4 5 5 FT 5

5305 Center Supervisor III 1 1 1 FT 1

5309 Recreation Coordinator II 0 0 1 PT 1


Pay Grade

8

11

13

14

20

34

3

25

31

13

14

9

10

3

7

12

904

12

11

5

13

18

25

13

16

17

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

5306 Recreation Coordinator I 5 5 5 FT 5

5309 Recreation Coordinator II 1 1 1 FT 1


5311 Recreation Superintendent 1 1 1 FT 1





6021 Horticulturist I 2 5 5 FT 5

6022 Horticulturist II 2 5 5 FT 5

6201 Maintenance Mechanic I 1 1 1 FT 1


6204 Maintenance Mechanic IV 1 1 1 FT 1


9029 Seasonal Crew Leader 1 1 1 PT 1


9369 Recreation Leader III 1 1 1 PT 1

9379 Recreation Programmer I 2 2 2 PT 2

9389 Recreation Programmer II 1 1 1 PT 1

9539 Recreation Specialist III 8 12 12 PT 12


Total Parks 99 113 113 113

PARKS, RECREATION & TOURISM TOTAL

Full Time 54 64 64 64

Part Time 80 84 84 84

134 148 148 148

HOUSING AUTHORITY

4401 Housing Authority Director 1 1 1 FT 1

4406 Housing Inspector 1 1 1 FT 1

4409 Occupancy Specialist I 4 4 4 FT 4

Pay Grade

10

12

14

20

9

5

6

9

9

11

7

10

12

5

9

3

7

7

12

904

11

36

16

7

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

4413 Applications Coordinator 1 1 1 FT 1

4419 Clerk Stenographer 2 2 2 FT 2



4437 Maintenance Mechanic 5 5 5 FT 5


6508 Maintenance Superintendent I 1 1 1 FT 1


9359 Recreation Leader III 3 3 3 PT 3

HOUSING AUTHORITY TOTAL

Full Time 22 22 22 22

Part Time 4 4 4 4

26 26 26 26

ECONOMIC & URBAN DEVELOPMENT

Administration

2012 Economic & Urban Develop. Director 1 1 1 FT 1


2010 Planner 1 1 1 FT 1

2014 Economic Development Coordinator 1 1 1 FT 1

2017 Downtown Development Manager 0 0 0 FT 0




ECONOMIC & URBAN DEVELOPMENT TOTAL

Full Time 12 12 12 12

Part Time 1 1 1 1

13 13 13 13

GENERAL FUND TOTAL

Full Time 634 624 624 624

Part Time 117 120 120 120

751 744 744 744

1455 Graphic Designer 0 0 1 FT 1

Pay Grade

6

5

5

6

10

12

16

5

7

39

905

16

22

22

25

31

9

11

Personnel Summary


Job Number

Pay Grade


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

ENTERPRISE FUNDS

STORMWATER FUND

3002 10 Engineering Technician I 1 1 1 FT 1

3003 11 Engineering Technician II 1 1 1 FT 1

3009 21 Staff Professional Engineer 1 1 0 FT 0

6010 5 Crew Worker I 2 2 2 FT 2

6011 6 Crew Worker II 1 1 1 FT 1

6101 6 Equipment Operator I 1 1 1 FT 1

6122 7 Equipment Operator II 2 2 2 FT 2

6103 9 Equipment Operator III 4 4 4 FT 4

3022 32 City Engineer III 0 0 1 FT 1

6523 21 Sanitation Superintendent 1 1 1 FT 1

STORMWATER TOTAL

Full Time 14 14 14 14

Part Time 0 0 0 0

14 14 14 14

ELECTRIC FUND

Administration

1412 9 Customer Service Clerk II 2 0 0 FT 0

1460 21 Key Accounts Manager 1 1 1 FT 1

3004 15 Engineering Technician III 1 0 0 FT 0

6405 8 Utilities Services Coordinator 1 0 0 FT 0

6531 42 Public Utilities Director 1 1 1 FT 1

6533 43 Public Services Administrator 1 1 1 FT 1

9010 17 Operations Supervisor 0 1 1 PT 1


Operations Administration

9879 908 Special Projects Intern 0 1 1 PT 1

6405 8 Utilities Services Coordinator 0 1 1 FT 1

1032 11 Executive Secretary 0 1 1 FT 1

1440 44 Assistant City Manager 0 1 1 FT 1

1412 9 Customer Service Clerk II 0 1 1 FT 1

Total Operations Administration 0 5 5 5

Information Technology

1510 13 Information Technology Technician 1 2 1 FT 1

Personnel Summary




Personnel Summary

Job Number

Pay Grade


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

1512 24 Information Technology Engineer II 3 5 6 FT 6


3004 15 Engineering Technician III 0 0 1 FT 1


6350 7 Maintenance Technician 1 1 0 FT 0

6415 14 Electronic Service Technician II 1 1 0 FT 0

1515 42 Chief Information Officer 0 1 1 FT 1

1511 20 Information Technology Engineer 0 4 3 FT 3

1507 31 Information Systems Supervisor 0 1 1 FT 1

2001 10 Planning Technician 0 1 1 FT 1

3020 19 GIS Program Analyst II 0 1 1 FT 1

2024 31 Performance Manager 0 1 1 FT 1

3018 27 GIS Manager 0 1 1 FT 1

Total Information Technology 9 21 19 19

Hometown Security

3006 13 Project Specialist 0 1 1 FT 1

Total Hometown Security 0 1 1 1

Electric Services


6423 15 Lineworker III 18 18 13 FT 13

6424 17 Lineworker IV 0 0 5 FT 5

6506 22 Electric Line Crew Supervisor 1 1 1 FT 1

Total Electric Services 20 20 20 20

Electric Engineering

2022 25 Project Manager 1 1 0 FT 0

2024 31 Electric Operations Manager 0 0 1 FT 1


3008 17 Engineering Technician IV 1 1 1 FT 1

6423 15 Lineworker III 1 1 1 FT 1

1443 16 City Forester 1 1 1 FT 1


Total Electric Engineering 6 5 5 5

Electric Traffic Signals

6411 13 Electronic Service Technician I 2 2 2 FT 2




FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

6415 Electronic Service Technician II 4 4 5 FT 5

6418 Electronic Service Technician III 1 1 0 FT 0

6516 Electronic Service Technician Supervisor 1 1 2 FT 2

6329 Maintenance Technician I 1 1 2 FT 2

6331 Maintenance Technician III 2 2 2 FT 2

6506 Electric Line Crew Supervisor 1 1 1 FT 1

Total Electric Traffic Signals 12 12 14 14

Dispatch/SCADA


6551 Maintenance Superintendent 0 1 1 FT 1

3004 Engineering Technician III 0 1 1 FT 1

Total Dispatch/SCADA 0 3 3 3

ELECTRIC FUND TOTAL

Full Time 52 68 68 68

Part Time 2 3 3 3

WATER FUND

Engineering

3022 City Engineer III 1 1 2 FT 2

6514 Water/Wastewater Superintendent 1 1 0 FT 0

9010 Operations Supervisor 1 0 0 PT 0


Total Engineering 4 3 3 3

Water Distribution






Total Water Distribution 20 20 20 20

Water Treatment Plant

6311 Water Plant Operator II 3 3 3 FT 3

6312 Water Plant Operator III 2 2 2 FT 2

6360 Maintenance Technician II 1 1 1 FT 1

54 71 71 71

Pay Grade

14

16

18

7

11

22

9

16

15

32

23

17

16

9

7

10

12

16

14

15

10

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

6331 Maintenance Technician III 1 1 1 FT 1

6333 Environmental Lab Technician II 1 1 1 FT 1

6334 Environmental Lab Technician III 1 1 1 FT 1

6514 Water/Wastewater Superintendent 1 1 1 FT 1

6551 Maintenance Superintendent 1 0 0 FT 0

Total Water Treatment Plant 11 10 10 10

WATER FUND TOTAL

Full Time 34 33 33 33

Part Time 1 0 0 0

35 33 33 33

WASTEWATER FUND

Wastewater System

3003 Engineering Technician II 1 1 1 FT 1




6329 Maintenance Technician I 1 1 1 PT 1



Total Wastewater System 16 16 16 16

WASTEWATER TREATMENT PLANT

6231 Operations Superintendent 1 1 1 FT 1

6320 Wastewater Plant Operator II 3 3 3 FT 3

6312 Wastewater Plant Operator III 2 2 1 FT 1


6411 Electronic Service Technician I 1 1 1 FT 1

6415 Electronic Service Technician II 1 1 0 FT 0




TOTAL WASTEWATER TREATMENT PLANT 14 14 14 14

1508 Operations Supervisor 0 0 1 FT 1

Pay Grade

11

11

13

23

16

11

9

7

10

7

12

16

25

17

14

15

10

13

14

12

16

908

Personnel Summary



Job Number


FY2011/12 Approved

FY2012/13 Approved

Position Status

FY2013/14 Projected

Environmental Lab

6333 Environmental Lab Technician II 0 0 0 FT 0

6334 Environmental Lab Technician III 2 2 2 FT 2

6520 Environmental Operations Coordinator 0 0 0 FT 0

6507 Environmental Lab Supervisor 1 1 1 FT 1

Total Environmental Lab 3 3 3 3

Lift Stations


Total Lift Stations 2 2 2 2

WASTEWATER FUND TOTAL

Full Time 35 36 36 36

Part Time 2 2 2 2

37 38 38 38

TOTAL ENTERPRISE FUND Full Time 135 151 151 151

Part Time 5 5 5 5

140 156 156 156

TOTAL CITYWIDE

Full Time 769 775 775 775

Part Time 122 125 125 125

891 900 900 900

Industrial Pretreatment

6335 Industrial Pretreatment Field Technician 2 3 3 FT 3

Total Industrial Pretreatment 2 3 3 3

Pay Grade

9

11

13

22

16

10

Personnel Summary


Budget Ordinance


GLOSSARY OF TERMS

Accounting System: The total set of records and procedures which are used to record, classify, and report information on the financial status and operations of an entity. Accounts Payable: A liability account reflecting amounts on open account owing to private persons or organizations for goods and services received by a government (but not including amounts due to other funds of the same government or to other governments).

Accounts Receivable: An asset account reflecting amounts owing to open accounts from private persons or organizations for goods and services furnished by a government.

Accrual Basis of Accounting: A basis of accounting in which transactions (debts and credits) are recognized at the time they are incurred, as opposed to when cash is received or spent.

Activity: A specific and distinguishable line of work performed by one or more organizational component of a government for the purpose of accomplishing a function for which the government is responsible (i.e. The Police Department is an ac‐tivity within the public safety function).

Adoption: Formal action by the City Council that sets the spending limits for the fiscal year.

Ad Valorem: Latin for “value of”. Refers to the tax assessed against real (land and buildings) and personal (equipment and furniture) property.

Allocation: The portion of an appropriation which is designated for expenditure by specific organization units and/or for specific purposes.

Annual Operating Budget: The City’s plan of current expenditures and the proposed means of financing them. The an‐nual operating budget is the primary controlling document for most of the City’s spending, financing, and/or acquisition activities.

Appropriation: The legal authorization granted by a legislative body (the City Council) to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in both amount and time.

Appropriation Ordinance: The City’s legal instrument by which budgets are set and adopted on a line‐item basis.

Arbitrage: The interest earnings derived from invested bond proceeds or debt service fund balances.

Assessed Valuation: The estimated value placed on real and personal property by the chief appraiser of the appraisal dis‐trict as the basis for levying property taxes. All appraisal activity is the responsibility of The York County Assessor's Office.

Audit: A methodical examination of the use of resources. It concludes in a written report of its findings, and it is a test of management's accounting system to determine the extent to which internal accounting controls are both available and being used.

Balanced budget: A budget in which current revenues equal current expenditures

Balance Sheet: The basic financial statement which discloses the assets, liabilities, and equities of an entity at a specified date in conformity with GAAP.

Bond: A written promise to pay a specified sum of money, called the face value or principal amount, at a specific date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate.

Budget: A comprehensive financial plan of operation which incorporates an estimate of proposed expenditures for a given period and the proposed means of financing them.

Budget Calendar: The schedule of key dates or milestones which the City follows in the preparation and adoption of the budget.

Appendix


Budget Message: A general discussion of the proposed budget presented in writing as a part of the budget document. The budget message explains principal budget issues against the background of the present economy and financial experience in re‐cent years. Budgetary Control: The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues. Capital Improvement Program (CIP): A plan for purchasing, leasing, and/or constructing the equipment or property needed to complete the City’s long‐term improvement projects. The plan details by year (over a fixed number of years) for each project. The plan also specifies the resources estimated to be available to pay for the project expenditures. Capital Outlay: Equipment with a value in excess of $5,000 and an expected life of more than one year. Capital Project: Construction, purchase or major renovation of City infrastructure with a cost of at least $20,000, or equipment purchase with a cost of at least $50,000, and which results in a fixed asset. Cash Basis of Accounting: A basis of accounting under which revenues are recognized when cash is received and expenditures incurred when cash is paid. Certificates of Participation (COPS): A financing instrument by which certificates or securities are sold to investors who under‐write a project. The issuance of COPs is secured by lease‐purchase agreements to which the City is a party. Consumer Price Index (CPI): A statistical description of price levels provided by the U.S. Department of Labor. The index is used as a measure of the increase in the cost of living. Cost: The amount of money or other consideration exchanged for property or services. Costs may be incurred even before money is paid; that is, as soon as liability is incurred. Ultimately, however, money or other consideration must be given in ex‐change. Current Assets: Those assets which are available or can be made readily available from current operations or to pay current li‐abilities. Those assets which will be used up or converted to cash within one year. Some examples are cash, temporary invest‐ments and taxes receivable which will be collected within one year. Current Liabilities: Debt or other legal obligation arising out of transactions in the past which must be liquidated, renewed, or refunded within one year. Current Taxes: Taxes levied and due within one year. Debt: An obligation resulting from borrowed money or from the purchase of goods and services. Debts of government include bonds and notes. Debt Limit: The maximum amount of general obligated debt which is legally permitted. The State of South Carolina forbids cities from incurring debt in excess of 8% of the total assessed valuation of taxable property within the City. Debt Service: The payment of principal and interest on borrowed funds, such as bonds. Debt Service Requirement: The amount of money required to pay the interest currently due on outstanding debt, and/or princi‐pal portion due on debt maturing in the up‐coming year. The city’s debt service requirement may also include required annual contributions to sinking funds set up to accumulate monies for the retirement of term bonds. Delinquent Taxes: Taxes that remain unpaid on and after the date they are due and which include a penalty for nonpayment. Department: A major administrative unit of the City which manages an operation or group of related operations within a func‐

Appendix


tional area. Depreciation: The decrease in value of physical assets due to use and the passage of time. Division: A sub‐unit of a Department having responsibility for a specific function within the Department. Encumbrance: Commitments related to unperformed contracts for goods or services. Encumbrances represent the estimated amount of expenditures ultimately to result if the unperformed contracts are completed. Encum‐brances are used for budgetary purposes only and are not expenditures under generally accepted accounting principles (GAAP). Enterprise Fund: A fund established to account for operations: (a) financed through user charges and operated in a manner similar to private businesses, where the intent is to cover the cost of providing goods and services to the general public on a continuing basis; or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, or other purposes. The City’s Enterprise Funds are for water, wastewater, storm water, and electric utilities. Estimated Revenue: The amount of projected revenue to be collected during the fiscal year. Exempt: Personnel not eligible to receive overtime pay and who are expected to put in whatever hours are nec‐essary to complete their job assignments. Compensatory time off, as partial compensation for overtime hours worked, may be allowed by the respective department head. Expenditures/Expenses: The amount of cash paid or to be paid for a service rendered, goods received or an asset purchased. Federal Emergency Management Agency (FEMA): A federal agency that provides disaster relief. Fiscal Year (FY): A 12‐month period to which the annual operating budget applies and at the end of which a gov‐ernment determines its financial position and the results of its operations. The City of Rock Hill’s fiscal year be‐gins July 1st and ends the following June 30th. Fixed Asset: Assets of a long‐term character which are intended to continue to be held or used, such as land, buildings, improvements other than buildings, machinery and equipment. Full Time Equivalent (F.T.E.): Number of staff positions calculated on the basis that one FTE equates to 2080 hours a year. Full Accrual Basis of Accounting: The method of accounting where revenues are recognized when earned, expen‐ditures are recognized when incurred and fixed assets are depreciated over their estimated useful life. All enter‐prise and internal service funds are accounted for using this method of accounting. Fund: An fiscal and accounting entity that has self‐balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with spe‐cial regulations, restrictions, or limitations. Fund Balance: The difference between governmental fund assets and liabilities, also referred to as fund equity. GASB 34: Statement number 34 issued by GASB. A new reporting model that will require government financial statements to be written in a format similar to private business. Generally Accepted Accounting Principles (GAAP): A body of accounting and financial reporting standards set by the Governmental Accounting Standards Board (GASB) for state and local governments. General Fund: The fund used to account for all financial resources except those required to be accounted for in

Appendix


another fund. General Ledger: A book, file or other device which contains the accounts needed to reflect the financial position and the results of operations of an entity. In double entry bookkeeping, the debits and credits in the general ledger are equal; therefore, the debit balances equal the credit balances. General Obligation (GO) Bonds: When the City pledges its full‐faith and credit to the repayment of the bonds it issues, then those bonds are general obligation (G.O.) bonds. Sometimes the term is used to refer to bonds which are repaid from taxes and other general revenue. Goal: A statement of broad direction, purpose or intent on the needs of the community. A goal is general and timeless. Governmental Accounting Standards Board (GASB): The authoritative accounting and financial reporting standard‐setting body for government entities. Governmental Funds: Those funds through which more governmental functions typically are financed. The acquisition, use and financial resources and the related current liabilities are accounted for through governmental funds (General, Special Revenue, Capital Projects, and Debt Service Funds). Grant: A contribution by a government or other organization to support a particular function. Grants may be classified as either categorical or block, depending upon the amount of discretion allowed the grantee. Infiltration & Inflow (I&I): A situation where storm water enters the sewer system. Interfund Transfers: Amounts transferred from one fund to another, generally for expenses incurred but paid from another fund for services rendered or for account tracking purposes. Intergovernmental Revenue: Revenue received from other governments, whether local, state or federal, usually in the form of grants, entitlements, shared revenues or payments in lieu of taxes. Insurance Service Office (ISO): Provides ratings based on industry standards for fire services. Kilovolt (KV): Equals 1,000 volts of electricity. Kilovolt‐ampere (KVA): The unit of measurement for power used for circuit sizing. Levy: To impose taxes, special assessments, or service charges for the support of City activities. Long Term Debt: Any unmatured debt that is not a fund liability since it is not currently due, such as outstanding bonds issued by the City. Maintenance and Operation (M&O) Costs: The day‐to‐day operating and maintenance cost of a municipality including such things as personnel, gas, electric utility bills, telephone expense, reproduction costs, postage, and vehicle mainte‐nance. Mill: A tax rate based on the valuation of property. A tax rate of one mill produces one dollar of taxes on each $1,000 of property valuation.

Modified Accrual Accounting: A basis of accounting in which expenditures are accrued but revenues are accounted for on a cash basis. This accounting technique is a combination of cash and accrual accounting since expenditures are im‐mediately incurred as a liability while revenues are not recorded until they are actually received or are "measurable" and available. It is recommended as the standard for most governmental funds.

Nephelometric Turbidity Units (NTU): The scientific unit of measure for fine particles in water.

Net Assets: Total assets minus total liabilities.

Appendix


Non‐Exempt: Personnel eligible to receive overtime pay when overtime work has been authorized or requested by the supervisor.

Objectives: A desired outcome that is measurable and that can be achieved within a specific time frame.

Operating Budget: A financial plan for the City’s general operations, such as salaries, utilities and supplies.

Operating Transfers: Legally authorized transfers from a fund receiving revenue to the fund through which the re‐sources are to be expended. An example would be the transfer of funds from the general fund or an enterprise fund to an internal service fund to finance the services provided by the internal service fund.

Ordinance: A formal legislative enactment by the governing board of a municipality (the City Council). If it is not in conflict with any higher form of law, such as, a State statute, a Federal law, or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. The difference between an ordi‐nance and a resolution is that the latter requires less formality and has a lower legal status. Ordinarily, the City’s stat‐utes or charter will specify or imply those legislative actions which must be by ordinance and those which may be by resolution. Performance Budget: A budget format that includes (1) performance goals and objects and (2) demand, workload, efficiency, and effectiveness measures for each governmental program. Performance Indicators: Statistical information which denotes the demands for services within a department/division.

Performance Measurement: A method of evaluation that uses measurable performance of activities to determine achievement of goals.

Personnel Services: The costs associated with compensating employees for their labor.

Program: An organized set of related work activities that are directed toward a common purpose or goal and repre‐sent well‐defined uses of city resources.

Property Tax: Property taxes are levied on both real and personal property according to the property's assessed valuation and the tax rate applied.

Proposed Budget: The budget as formulated and proposed by the budget‐making authority (the City Manager). It is submitted to the legislative body (the City Council) for review and approval.

Purchase Order: A document which authorizes the delivery of specified merchandise or the rendering of certain ser‐vices and the making of a charge for them.

Reserve: An account used to earmark a portion of the fund balance. This may be done for various reasons. The most common are to indicate that a portion of the fund balance is not available for general expenditures or the amount has been legally segregated for specific future use.

Resolution: A special or temporary order of a legislative body (the City Council). This action requires less legal for‐mality than an ordinance. Resources: Total monies available for appropriation purposes to include revenues, fund balances, transfers, and other financing services (e.g. bond proceeds). Restricted Assets: Monies or other resources whose use is restricted by legal or contractual requirements. In govern‐mental accounting, special treatment is given to restricted assets arising out of revenue bond indentures in enter‐prise funds. Retained Earnings: An equity account reflecting the accumulated earnings of an enterprise or internal service fund. For budgeting purposes, the working capital definition of fund balance is used.

Appendix


Revenue: Income received or anticipated from taxes or other sources, such as business licenses, user fees, fines, and investments. Revenue Bonds: When a government issues bonds which do not pledge the full faith and credit of the jurisdic‐tion, it issues limited liability revenue bonds. Typically, pledges are made to dedicate one specific revenue source to repay these bonds. Revenue bonds are not included in the 8% general obligation debt limit set by the State. The City’s revenue bonds are repayable from utility user charges. Rock Hill‐Fort Mill Area Transportation Study (RFATS): A transportation planning area in the northeast section of York County. Rock Hill Economic Development Commission (RHEDC): The purpose of which is to transition the community from dependence on the textile industry to more diverse economic opportunities. Services: The costs related to services performed for the City by individuals, business, or utilities. Sexual Assault Nurse Examiner (SANE): A grant from South Carolina Department of Public Safety’s Stop Violence Against Women program. Short Term Debt: Any debt obligation of five years or less duration, such as short term loans or lease/purchase agreements for equipment purchases. Sinking Fund: A group of accounts established to account for the accumulation of resources for, and the payment of, long‐term bond principal and interest. Bonds issued in such a fund contain an agreement requiring the gov‐ernmental unit to periodically set aside a sum which, when compounded with interest, will be sufficient to re‐deem the debt at the stated maturity date. Bonds of this type are commonly known as term bonds. Special Assessments: A compulsory levy made against certain properties to defray part or all of the cost of a spe‐cific improvement or service deemed to primarily benefit those properties. Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are legally re‐stricted to expenditure for specified purposes. Supervisory Control and Data Acquisition (SCADA): A technology of automatic radio transmissions of data from a remote source to a receiving station for recording and analysis. Used in providing a monitoring mechanism for water and sewer systems. Supplies: A cost category for minor items (individually priced at less than $500) required by departments to con‐duct their operations. Supplemental Appropriation: An additional appropriation made by the legislative body (the City Council) after the budget year has begun. Support Services: The expenditure class for charges paid by one City department or agency to another for ser‐vices rendered or materials supplied. Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the com‐mon benefit, such as police and fire services, planning, parks and recreation, etc. This term does not include spe‐cific charges such as special assessments or user charges.

Appendix


Unencumbered Balance: The amount of an appropriation that is neither expended nor encumbered. It is essen‐tially the amount of money still available for future use. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service (e.g. fees paid for periodic refuse pick‐up). Working Capital: An amount calculated by subtracting current liabilities from current assets. An indicator of the liquidity of an entity.

Appendix


ADA: Americans with Disabilities Act BS: Balance Sheet CA: Current Assets CALEA: Communications Assistance for Law Enforcement Act CL: Current Liabilities CIP: Capital Improvement Program CDBG: Community Development Block Grant COPS: Certificates of Participation CPI: Consumer Price Index DCC: Development Coordinating Center DHEC: (South Carolina) Department of Health and Environ‐mental Control DOA: (South Carolina) Department of Aviation DS: Debt Service DSR: Debt Service Reserve EPA: Environmental Protection Agency FAA: Federal Aviation Administration FBO: Fixed Base Operator FEMA: Federal Emergency Management Agency FY: Fiscal Year F.T.E.: Full Time Equivalent GAAP: Generally Accepted Accounting Principles GASB: Governmental Accounting Standards Board GO: General Obligation Bonds GIS: Geographic Information System I & I: Infiltration and inflow

ISO: Insurance Service Office KV: kilovolt KVA: Kilovolt‐ampere M & O: Maintenance and Operation Costs MGD: Millions Gallons per Day NE: Neighborhood Empowerment program NPDES: National Pollutant Discharge Elimination System NTU: Nephelometric Turbidity Units OSHA: Occupational Safety and Health Administration PARD: (South Carolina) Parks and Recreation Department PMPA: Piedmont Municipal Power Agency PO: Purchase Order RE: Retained Earnings RFATS: Rock Hill‐Fort Mill Area Transportation Study RHEDC: Rock Hill Economic Development Commission SANE: Sexual Assault Nurse Examiner program SCADA: Supervisory Control and Data Acquisition SCLGIP: South Carolina Local Government Investment Pool WWTP: Wastewater Treatment Plant

GLOSSARY OF ACRONYMS

Appendix


Financial Policies The City of Rock Hill has developed a comprehensive set of financial policies that are consistent with the City’s goals and objectives. Specific attention has been given to make sure that these policies are both consistent and relationally sound. Financial policies are an integral part of the development of service, capital, and financial plans and the budget. They provide the basis for decision‐making and continue Rock Hill’s tradition of financial stability. FP 1: Reserved and Unreserved Funds The City will maintain reserved and unreserved stabilization funds at levels sufficient to protect the City's credit as well as its financial position from emergencies. The City of Rock Hill seeks to maintain a prudent level of financial resources to protect against reducing service levels or rais‐ing taxes and fees because of temporary revenue shortfalls or unpredicted one‐time expenditures. Stabilization funds are called by many names including rainy day funds, unreserved, undesignated fund balances, and contingency funds. These funds are used at a government’s discretion for many purposes: to address temporary cash flow shortages; to fund emer‐gencies; unanticipated economic downturns; and one‐time opportunities.

These funds provide flexibility to respond to unexpected opportunities that may help a government achieve its goals. The minimum and maximum amounts to be accumulated are based on the types of revenue, the level of uncertainty associated with revenues, the condition of capital assets, or the City’s level of security with its financial position. The State of South Carolina does not provide any local government constraints regarding the establishment of stabilization funds.

The following summarizes the City's policy on reserved and unreserved ending fund balances:

1. Unreserved Fund Balances

The General Fund shall maintain an unreserved fund balance equal to at least 15% of the total audited General Fund expenditures for the previous fiscal year. These funds are to be left in the City’s general operating cash account for the purpose of floating the City’s operations throughout the fiscal year.

2. Reserved Fund Balances All Reserved Fund Balances shall be fully funded and set aside in a special bank account. The total set aside in this account is to be equal to the cumulative total of all “Reserved for Fund Balances” for the previous fiscal year with the exception of funds reserved for Food & Beverage/Local Accommodations purposes (these funds are to be set aside in a separate account) These fund balances may only be used for the express purpose of funding expenditures directly related to the specified fund

3. Liabilities

As a matter of policy, the City will maintain a separate account for Utility Deposits equal to the prior year au‐dited total. This account is only updated on an annual basis when the final audit is complete. These fund bal‐ances may only be used for the purpose of refunding utility deposits or paying delinquencies related to the account.

FP 2: Revenue The City will design, maintain and administer a revenue system that will assure a reliable, equitable, diversified and suffi‐cient revenue stream to support desired City services. Since the principle revenue stream for the government is determined by the fees and charges that are established, it is im‐portant that the City adopt policies that identify the manner in which fees and charges are set and the extent to which they cover the cost of the service provided. A revenue system that requires the identification of both the cost of the program and the portion of the cost that will be recovered through fees & charges allows the City and its citizens to develop a better un‐derstanding of the cost of services and to consider the appropriateness of established fees and charges. To that end, the City has established the following goals that are used to accomplish this policy:

Appendix


1. The City will seek to establish all user charges fees at a level related to the full costs (operating, di‐rect, indirect and capital) of providing the service. The City will review these fees & charges annually in the budget process and target rates that meet the cost to serve – particularly in the City’s key busi‐nesses (Public Safety, Public Works, Electric, Water, Wastewater, and Parks, Recreation & Tourism). In any event, all enterprise funds will be self‐supporting.

2. Costs of service include direct and indirect costs such as operating and maintenance costs, overhead,

and charges for use of capital (depreciation and debt service). A government may choose not to re‐cover all costs, but it should identify such costs. Reasons for not recovering full costs should be identi‐fied and explained. State and local law may govern the establishment of fees and charges.

3. The City will consider market rates and charges levied by other businesses and municipalities for like

services in establishing rates, fees and charges. These fees will be reviewed through the City’s annual rate survey.

4. One‐time or special revenues shall not be used to finance ongoing City operations but rather be used

for the funding of special projects. 5. An aggressive policy of seeking the collection of delinquent utility and license fee accounts will be

maintained. 6. Citizen input into decisions relating to revenues will be solicited during the annual budget public

hearing process and will be made available for public review prior to City Council consideration of first reading.

7. In determining revenue projections ‐ and where judgment is required ‐ conservatism shall be the rule.

FP 3: Diversified Revenue Base The City will annually review its revenue source to maintain a diversified revenue base The City of Rock Hill is committed to a diverse revenue base. Since all revenue sources have particular character‐istics in terms of stability, growth, sensitivity to inflation or business cycle effects, and impact on tax and rate pay‐ers ‐ a diversity of revenue sources can improve a government’s ability to handle fluctuations in revenues and potentially help to better distribute the cost of providing services.

The City will identify approaches that will be used to improve revenue diversification. In accomplishing this policy, the City will analyze the sensitivity of revenues to changes in rates, the fairness of the tax or fee, administrative aspects of the revenue source, and other relevant issues.

Over time the City will strive to improve its revenue diversity to the extent feasible. Since the City is statutorily limited as to the types of revenues it may raise, it may consider options to enhance flexibility within the con‐straints of available revenue sources. For example, The City will seek to diversify the tax base on which the prop‐erty tax is levied. FP 4: Use of One‐Time Revenue The City will limit the use of one‐time revenues to pay for ongoing expenditures of the government By definition, one‐time revenues cannot be relied on in future budget periods. Since the use of one‐time revenues can have disruptive effects on services due to non‐recurrence of these sources, the City will dedicate one‐time revenues (e.g. infrequent sales of government assets, bond refunding savings, infrequent revenues from develop‐

Appendix


ment, and grants) to be used on expenditures appropriate startup costs, stabilization, special projects, and capital purchases. Any use of revenue that adds to the ongoing expenditure base will be carefully reviewed and minimized (e.g., capital expenditures that significantly increase ongoing operating expenses without a sustainable and offsetting long‐term revenue plan). FP 5: Revenue Classification The City will annually evaluate all revenues, determine those that are considered to be unpredictable, and de‐termine the best use of those revenues A financial plan for governments should take into account the unpredictable nature of key revenues. This ensures that a government understands the potential impact on its ability to cover service costs and develops contingency plans in advance to address unpredictable revenue fluctuations. Specific allocation and contingency plans do not have to be developed for all unpredictable revenues, but become increasingly necessary as the size or unpredict‐ability of the revenue source increases.

The City will annually identify major revenue sources it considers unpredictable and define how these revenues may be used. Unpredictable revenue sources cannot be relied on as to the level of revenue they will generate. Particularly with major revenue sources, it is important to consider how significant variation in revenue receipts will affect the government’s financial outlook and ability to operate programs in the current and future budget periods. For each major unpredictable revenue source, the City will identify those aspects of the revenue source that make the revenue unpredictable. Most importantly, the City will identify the expected or normal degree of volatility of the revenue source. For example, revenues from a particular source may fluctuate, but rarely, if ever, fall below some predictable minimum base. The City will decide, in advance, on a set of tentative actions to be taken if these revenue sources generate revenues substantially higher or lower than projected. The plans should be publicly discussed and used in budget decision making. FP 6: Operating Transfers The City will quantify operating transfers from the utility system to cover general fund expenses The City has traditionally made operating transfers from the Utility Fund to the General Fund. City Council has determined that the City needs to maintain the competitiveness of the utility system and to reduce the General Fund’s need for Utility Fund transfers. These transfers should be established at a level that is supportable by cur‐rent utility business practices. In quantifying these transfers, the City uses a formula that presupposes that utility services would have been pro‐vided by a privately‐owned utility instead of the City’s publicly owned utility. Such utility would have paid munici‐pal ad valorem taxes and a franchise fee to the General Fund of the City and the utility’s investors would have been entitled to a return on their investment. For this reason, the city has established the following policy guide‐line regarding franchise fees, payments in lieu of taxes, rates of return and operating transfers from the utility system: 1. Franchise Fees. The City shall budget annually a franchise fee from the Utility Fund that equals the

franchise fee that would have been paid had electric, water and sewer services been provided by an investor‐owned utility. The franchise fee shall be calculated by multiplying all gross revenues of the electric, water and sewer systems made within the City’s corporate boundaries by the current fran‐chise fee the City charges to private utility providers (5%). The franchise fee shall be reported as an

Appendix


expense of the electric, water and sewer system and as a revenue of the General Fund. 2. Payment in Lieu of Taxes. The City shall budget annually a payment in lieu of taxes from the electric,

water, and sewer systems to the General Fund that approximates the amount of ad valorem taxes that would have been paid had utility services been provided by an investor‐owned utility. The pay‐ment in lieu of taxes shall be calculated by multiplying the gross fixed assets of the system reported in the City’s most recent audited financial statements by the appropriate assessment ratio and then by the City‐wide tax rate included in the City’s most recent budget ordinance. The resulting product shall be multiplied by the estimated percentage of electric, water and sewer fixed assets that are lo‐cated within the City’s corporate boundaries. The payment in lieu of taxes amount calculated under this section shall be reported as an expense of the electric, water and sewer system and as a revenue of the General Fund.

3. Rate of Return. The City may budget annually a rate of return on the gross operational revenues of

the electric, water and sewer systems. This rate of return will be based on 5% of gross utility reve‐nues and may be adjusted by City Council to meet the current competitive utility business environ‐ment. The rate of return amount calculated under this section shall be reported as an expense of the electric, water and sewer system and as revenue of the General Fund.

4. Exceptions. The amount to be paid from the electric, water and sewer systems under this resolution

may be increased or reduced upon approval of the City Council. FP 7: Operational Reporting City staff will provide to the City Council a report on the operating results of the City

All excess revenue collected by the City of Rock Hill that exceeds the projected budget revenue figure from a spe‐cific revenue category for each fiscal reporting period must be reported to City Council on a monthly basis. The expenditure of any and all excess revenue will be at Council’s discretion and cannot be utilized within the City budget without Council’s approval. Likewise, all expenditures that exceed the projected budget expense figures in excess of $5,000 on a departmen‐tal level must be reported to Council in writing by the next scheduled Council meeting. Expenditures that would cause an increase above the $5,000 cap on a departmental level cannot be made without prior approval of Coun‐cil. Cost savings that may occur within a specific department can be utilized within that particular department; how‐ever, this cost savings cannot be transferred to another department without prior approval of Council. FP 8: Adoption of Balanced Budget The City will annually adopt a Balanced Operating Budget

According to the laws of the State of South Carolina, the City will adopt a balanced operating budget and provide full disclosure when a deviation from a balanced operating budget is planned or when it occurs. This balanced budget will ensure that all operating revenues are equal to, or exceed, all operating expenditures at adoption and at year‐end. Any increase in expenses, decrease in revenues, or combination of the two that would result in a budget imbalance will require budget revision, rather than spending unappropriated surpluses or designated re‐serves to support ongoing operations. Any year end operating surpluses will revert to unappropriated balances.

The City of Rock Hill annual budget appropriation will cover the twelve‐month period beginning July 1 and ending June 30 of the following year. The proposed budget document is to be presented to the City Council for their con‐

Appendix


sideration no later than June 1 with adoption of the approved ordinance by June 30. According to state law, any required public hearings will be scheduled to receive input on the development of the budget. Special public hearings are also required to consider the issue of a tax increase.

Budgets shall be prepared at the department level and provide the basis for the City’s financial management sys‐tem. The adopted appropriations by fund shall constitute the maximum expenditure authorization for that fund and can be amended only by action of the City Council. The budget shall be developed in conjunction with a stated program of performance objectives and measures with which to gauge progress towards meeting those objectives.

The following guidelines will be used in the preparation of the budget document:

1. Current appropriations in all funds are limited to the sum of available, unencumbered cash balances and revenues estimated to be received in the current budget period.

2. General Fund expenditures and subsidy appropriations for mandated and priority programs are to be

made against current revenue sources, and not dependent upon uncertain reserves or fluctuating prior period cash balances.

3. Special Revenue Funds are supported by special levies and fees, grants or intergovernmental reve‐

nues. Expenditures in these funds are strictly limited to the mandates of the funding source. Special Revenue Funds are not to be used to subsidize other funds, except as required or permitted by pro‐gram regulations.

4. All operations of the Enterprise Fund will be self‐supporting entities. The City will conduct an annual

review of fee structures, charges for services, and other operating revenues and expenditures. 5. Multi‐year operating cost projections shall be prepared and updated each year to identify the impact

on resources. 6. A ten‐year Capital Improvements Program shall be prepared and updated each year. The operating

impact of each project shall be identified and incorporated into annual operating budgets. Capital assets shall be purchased and maintained on a regular schedule. Within legal limits and the con‐straints of operating budgets, debt shall be issued for the purchase of capital assets, including major renovations.

7. For purposes of this policy, the cash basis of accounting are used in defining revenues and expendi‐

tures. 8. It will be the duty of the City Manager to take action to bring the budget into balance if adjustments

are needed in the course of a fiscal period. FP 9: Delivery of Services The City will Identify priority services, establish appropriate service levels, and administer the expenditure of available resources to assure fiscal stability and the effective and efficient delivery of services. The City will operate on a current funding basis. Expenditures shall be budgeted and controlled so as not to ex‐ceed current revenues plus the planned use of fund balance accumulated through prior years. The City shall take immediate corrective actions if at any time during the fiscal year expenditure and revenue re‐

Appendix


estimates are such that an operating deficit is projected at year‐end. Corrective actions are outlines separately within these policies. Expenditure deferrals into the following fiscal year, short‐term loans, or use of one‐time revenue sources to balance the budget will be avoided. The Finance Director is charged with performing periodic staff and third‐party reviews of City programs for both efficiency and effectiveness. Privatization and contracting with other governmental agencies will be evaluated as alternatives to service delivery. Programs that are determined to be inefficient and/or ineffective are to be re‐duced in scope or eliminated. The City of Rock Hill makes every effort to maximize any discounts offered by creditors / vendors. Staff shall also use competitive bidding to attain the best possible price on goods and services. FP 10: Debt Policy The City will adhere to a debt policy that ensures that debt is issued and managed prudently in order to main‐tain a sound fiscal position and protect credit quality Issuing debt commits the City’s revenues several years into the future, and may limit the City’s flexibility to re‐spond to changing service priorities, revenue inflows, or cost structures. A debt policy sets forth the parameters for issuing debt and managing outstanding debt and provides guidance to decision makers regarding the timing and purposes for which debt may be issued, types and amounts of permissible debt, method of sale that may be used and structural features that may be incorporated.

The City plans long‐ and short‐term debt issuance to finance its capital program based on its cash flow needs, sources of revenue, capital construction periods, available financing instruments and market conditions. The Di‐rector of Finance oversees and coordinates the timing, issuance process and marketing of the City’s borrowing and capital funding activities required in support of the capital improvement plan.

This debt policy recognizes a binding commitment to full and timely repayment of all debt as an intrinsic require‐ment for entry into the capital markets. Adherence to a debt policy helps to ensure that the City maintains a sound debt position and that credit quality is protected. Components of the debt policy are as follows:

The City will confine its long‐term borrowing to capital improvements and follow a policy of full disclosure on every financial report and bond prospectus. In no case will General obligation debt will not be used for self‐supporting enterprise activity. The City will use voter‐approved general obligation debt to fund general‐purpose public improvements that cannot be financed from current revenues.

Capital Planning. The City will have an annual capital planning process that outlines major projected capi‐tal expenditures over the next ten years. The capital budget identifies revenue sources and capital ex‐penditures and projects this information for each of the ten years. This information is updated annually. Financing Team. The City often employs outside financial specialists to assist it in developing a bond issu‐ance strategy, preparing bond documents and marketing bonds to investors. The key players in the City’s financing transactions include its bond counsel, the underwriter and underwriters counsel (on a negoti‐ated sale), the City attorney and City representatives (the Director of Finance and other City representa‐tives as may be appointed by the City Manager). Other outside firms, such as those providing paying agent/registrar, trustee, credit enhancement, auditing, or printing services, are retained as required. The financing team will meet at least annually to review the overall financing strategy of the City and make recommendations to the City Manager.

Term of Debt Repayment. Borrowings by the City shall mature over a term that does not exceed the eco‐

Appendix


nomic life of the improvements that they finance. General Obligation Bonds shall be issued with a term not to exceed 25 years; Revenue Bonds with a term not to exceed 30 years; and tax increment bonds with a term not to exceed 25 years. The City does not finance improvements with a probable useful life less than twenty years, using pay‐as‐you‐go funding for such needs. Call provisions. The City seeks to minimize the protection from optional redemption given to bondhold‐ers, consistent with its desire to obtain the lowest possible interest rates on its bonds. The City’s bonds are generally subject to optional redemption. The City seeks early calls at low or no premiums because such features have allowed it in the past to refinance debt more easily for debt service savings when in‐terest rates dropped. The City will annually evaluate optional redemption provisions for each issue to assure that the City does not pay unacceptably higher interest rates to obtain such advantageous calls. Interest rates. In most cases, the city will use fixed‐rate debt to finance it capital needs; however, the City may issue up to 25% of its total debt portfolio in variable rate debt.

Method of Sale. The City will select a method of sale that is the most appropriate in light of financial, market, transaction‐specific and issuer‐related conditions.

Competitive Sales. General obligation debt obligations are issued through a competitive sale – ac‐cording to state law. For these bonds – and any other bonds that the City may deem necessary ‐ the City will set the terms of the sale to encourage as many bidders as possible. By maximizing bidding, the City seeks to obtain the lowest possible interest rates on its bonds. The following conditions may favor the use of a competitive sale: 1. The market is familiar with the issuer; 2. The issuer is a stable and regular borrower in the public market; 3. There is an active secondary market with a broad investor base for the City’s bonds; 4. The issue has a non‐enhanced credit rating of A or above or can obtain a credit enhancement

prior to the competitive sale; 5. The debt structure is backed by the issuer’s full faith and credit or a strong, known or histori‐

cally performing revenue stream; 6. The issue is neither too large to be easily absorbed by the market nor too small to attract inves‐

tors without a concerted sale effort; 7. The issue does not include complex or innovative features or require explanation as to the

bonds’ security; 8. The issue can be sold and closed on a schedule that does not need to be accelerated or short‐

ened for market or policy reasons; and 9. Interest rates are stable, market demand is strong, and the market is able to absorb a reason‐

able amount of buying or selling at reasonable price changes Negotiated Sales. When certain conditions favorable for a competitive sale do not exist and when a negotiated sale will provide significant benefits to the City that would not be achieved through a competitive sale, the City may elect to sell its debt obligations through a private or negotiated sale. Such determination may be made on an issue‐by‐issue basis, for a series of issues, or for part or all of a specific financing program. The following conditions may favor the use of a negotiated sale: 1. Insure fairness by using a competitive underwriter selection process through a request for pro‐

posals where multiple proposals are considered; 2. Remain actively involved in each step of the negotiation and sale processes to uphold the pub‐

lic trust; 3. Insure that either an employee of the issuer, or an outside professional other than the issue

underwriter, who is familiar with and abreast of the condition of the municipal market, is avail‐

Appendix


able to assist in structuring the issue, pricing, and monitoring sales activities; 4. Require that the financial advisor used for a particular bond issue not act as underwriter of the

same bond issue; 5. Require that financial professionals disclose the name or names of any person or firm, including

attorneys, lobbyists and public relations professionals compensated in connection with a spe‐cific bond issue;

6. Request all financial professionals submitting joint proposals or intending to enter into joint accounts or any fee‐splitting arrangements in connection with a bond issue to fully disclose to the issuer any plan or arrangements to share tasks, responsibilities and fees earned, and dis‐close the financial professionals with whom the sharing is proposed, the method used to calcu‐late the fees to be earned, and any changes thereto; and

7. Review the “Agreement among Underwriters” and insure that it is filed with the issuer and that it governs all transactions during the underwriting period.

Refinancing. The City may undertake refinancing of outstanding debt under the following circumstances:

Debt Service Savings. The City may refinance outstanding long‐term debt when such refinancing allows the City to realize significant debt service savings without lengthening the term of refinanced debt and without increasing debt service in any subsequent fiscal year. Defeasance. The City may refinance outstanding debt, either by advance refunding to the first call or by defeasance to maturity, when the public policy benefits of replacing such debt outweigh the costs associated with new issuance as well as any increase in annual debt service.

Conduit Financings. Conduit financings are securities issued by a government agency to finance a project of a third party, such as a non‐profit organization or other private entity. The City may sponsor conduit financings for those activities (e.g., economic development, housing) that have a general public purpose and are consistent with the City’s overall service and policy objectives. Unless a compelling public policy rationale exists, such conduit financings will not in any way pledge the City’s faith and credit.

Credit Ratings

Rating Agency Relationships. The Director of Finance is responsible for maintaining relationships with the rating agencies that assign ratings to the City’s various debt obligations. This effort includes providing periodic updates on the City’s general financial condition along with coordinating meet‐ings and presentations in conjunction with a new debt issuance. Quality of Ratings. The City requests ratings prior to the sale of securities from each of the two ma‐jor rating agencies for municipal bond issues: Moody’s Investors Service and Standard & Poor’s Cor‐poration. The City may provide a written and/or oral presentation to the rating agencies to help each credit analyst make an informed evaluation. The City will make every reasonable effort to maintain its high quality credit ratings.

Rebate Reporting/Covenant Compliance/Reporting Practices. The Director of Finance is responsible for maintaining a system of record keeping and reporting to meet the arbitrage rebate compliance require‐ments of the federal tax code. Additionally, general financial reporting and certification requirements embodied in bond covenants are monitored to ensure that all covenants are complied with. The City will comply with the standards of the Government Finance Officers Association for financial reporting and budget presentation and the disclosure requirements of the Securities and Exchange Commission.

Checklist of Debt Policy Considerations. The City will observe the following GFOA checklist in determin‐

Appendix


ing the appropriateness of debt issuance 1. How long is the capital planning period? 2. Have all non‐debt sources of funds been considered? 3. How are borrowing plans reviewed internally? 4. What level of debt is manageable in order to maintain or improve the government’s credit quality? 5. How much “pay‐as‐you‐go” financing should be included in the capital plan? 6. How much short‐term borrowing will be undertaken, including both operating and capital borrow‐

ings? 7. How much debt will be issued in the form of variable‐rate securities? 8. How does the redemption schedule for each proposed issue affect the overall debt service require‐

ments of the government? 9. What types of affordability guidelines will be established to help monitor and preserve credit qual‐

ity? 10. What provisions have been made to periodically review the capital plan and borrowing practices? 11. What is the overlapping debt burden on the taxpayer? 12. How will the formal debt policies be integrated into the capital planning and funding process?

FP 11: Debt Limit The city will establish thresholds for the maximum amount of debt and debt service that should be outstanding at any one time. Policies guiding the amount of debt that may be issued by a government help ensure that outstanding and planned debt levels do not exceed an amount that can be supported by the existing and projected tax and reve‐nue base. Because of this, the City has developed distinct policies for general obligation debt, debt supported by revenues of government enterprises, and other types of debt such as special assessment bonds, tax increment financing bonds, short‐term debt, variable‐rate debt, and leases.

General Obligation Debt Affordability Measures. The City examines four statistical measures to deter‐mine debt capacity and compares these ratios to other cities, rating agency standards and Rock Hill’s historical ratios to determine debt affordability:

1. This is the only measure that is prescribed by state law, which provides that the City’s general obli‐gation debt cannot exceed 8% of the City’s total assessed value (excluding tax anticipation notes and other indebtedness with a maturity of one year or less; bonds or other indebtedness of the City payable from taxes levied from special taxing areas; and self‐supporting bonds or other debt.)

2. Total general obligation debt as measured against the population on a per‐capita basis cannot ex‐ceed $225.

3. Total annual general obligation debt as measured as a percent of current expenditures cannot ex‐

ceed 12%. Utility Enterprise Debt Affordability Measures. The City’s Revenue debt level shall not exceed a debt

service coverage ratio of 1.20 times of the annual net pledged revenues to annual debt service. In addi‐tion additional bonds should not have a negative impact on the City’s overall credit ratings.

Tax Increment Debt Affordability Measures. The City’s Tax Increment debt level shall not exceed the

current available revenues or revenues projected within the district from projects that have obtained a building permit.

Appendix


FP 12: Contingency Planning The City will develop practices to guide the financial actions it will take in the event of emergencies, natural disasters, or other unexpected events. When emergencies or unexpected events occur, having a policy that can be applied, or at least serve as a starting point, for financial decisions and actions improves the ability of a government to take timely action and aids in the overall management of such situations. Policies on contingency planning are used as a general guide when an emergency or unexpected event occurs. A set of actions and strategies are identified for each type of situation. Examples of financial emergencies that require contingency plans are sudden and severe decreases in locally col‐lected revenues or intergovernmental aid, and unexpected major capital maintenance requirements. Develop‐ment of a contingency plan in advance of such situations may be viewed positively by the rating agencies when evaluating a government’s credit quality. This can also help expedite relief efforts when an emergency does occur and allow the government to recover funds more quickly or more effectively in the event of a natural disaster. The following is a summary of the phase classifications and the corresponding actions to be taken.

Alert. An anticipated net reduction in available reserves or reduction in major revenue source(s) from 1% up to 9%. The actions associated with this phase would best be described as delaying expenditures where reasonably possible, while maintaining the "Same Level" of service. Each department will be responsible for monitoring its individual budgets to ensure that only essential expenditures are made. Minor. A reduction in reserves in excess of 9%, but less than 23%. The objective at this level is still to maintain "Same Level" of service where possible. Actions associated with this level would be: a. Implementing the previously determined "Same Level" Budget. b. Intensifying the review process for large items such as contract services, consulting services, and capital expenditures including capital improvements. c. Closely scrutinizing hiring for vacant positions, delaying the recruitment process, and using temporary help to fill in where possible. Moderate. A reduction in reserves in excess of 23%, but less than 50%. Initiating cuts of service levels by: a. Requiring greater justification for large expenditures. b. Deferring capital expenditures. c. Reducing CIP appropriations from the affected fund. d. Hiring to fill vacant positions only with special justification and authorization. e. Closely monitoring and reducing expenditures for travel, seminars, retreats and bonuses. Major. A reduction in reserves of 50% to 100%. Implementation of major service cuts. a. Instituting a hiring freeze. b. Reducing the temporary work force. c. Deferring merit wage increases. d. Further reducing capital expenditures. e. Preparing a strategy for reduction in force. Crisis. Reserves have been 100% depleted and potential for having a deficit is present. a. Implementing reduction in force or other personnel cost‐reduction strategies. b. Eliminating programs. c. Eliminating capital improvements.

In the event that an economic uncertainty is expected to last for consecutive years, the cumulative effect of the projected reduction in reserves will be used for determining the appropriate phase and corresponding actions.

Appendix


FP 13: Accounting Functions The City of Rock Hill will perform accounting functions that shall conform to the generally accepted accounting principles as applicable to governments. The diverse nature of governmental operations and the necessity of assuring legal compliance preclude recording all governmental financial transactions and balances in a single accounting entity. Therefore, from an accounting and financial management viewpoint, a governmental unit is a combination of several distinctly different fiscal and accounting entities, each having a separate set of accounts and functioning independently of each other. The City will comply with prevailing federal, state, and local statutes and regulations. The City will also conform to generally accepted accounting principles as promulgated by the Governmental Accounting Standards Board (GASB), the American Institute of Certified Public Accountants (AICPA), and the Government Finance Officers As‐sociation (GFOA). In general, it will be the policy of the City to:

Prepare and present regular reports that analyze, evaluate, and forecast the City’s financial performance and economic conditions. This information will be made available to the public for their inspection.

With available resources, the City will seek out and employ the assistance of qualified financial advisors

and consultants in the management and administration of the City’s financial functions.

An independent audit will be performed annually. The City will issue annual financial reports in accordance with generally accepted accounting principles

(GAAP) as outlined in the Governmental Accounting, Auditing and Financial Reporting (GAAFR) publi‐cation.

The basis of accounting refers to the point at which revenues or expenditures/expenses are recognized in the accounts and reported in the financial statements. It relates to the timing of the measurements made regardless of the measurement focus applied. As in the basis of budgeting, accounting records for the City of Rock Hill gov‐ernmental funds are maintained on a modified accrual basis with the revenues being recorded when available and measurable and expenditures being recorded when the services or goods are received and the liabilities are incurred. In contrast to the basis of budgeting, accounting records for proprietary funds are maintained on the accrual basis in which revenues are recognized when earned and expenses are recognized when incurred. The City of Rock Hill’s accounting system is organized and operated on a "fund" basis. Each accounting entity is accounted for in a separate "fund” which is defined as a fiscal accounting entity with a self‐balancing set of ac‐counts recording cash and other financial resources together with related liabilities and residual equities or bal‐ances, and changes therein. Two fund types defined in the “Description of Budgeted Funds are further defined below as well as the addition of Fiduciary Funds.

Classification Fund Type Governmental Funds General Special Revenue Debt Service Capital Projects Proprietary Funds Enterprise

Appendix


Fiduciary Funds Agency Expendable Trust Governmental Funds. These funds are, in essence, accounting segregations of financial resources. Ex‐pendable assets are assigned to the various governmental funds according to the purposes for which they may or must be used; current liabilities are assigned to the fund from which they are to be paid; and the differences between governmental fund assets and liabilities (the fund equity) is referred to as "Fund Balance". The primary measurement focus is “flow of current financial resources.” Increases in spend‐able resources are reported in the operating statement as revenues or other financing sources, and de‐creases are reported as expenditures or other financing uses. Proprietary Funds. These funds are sometimes referred to as "income determination," "non expend‐able," or "commercial type" funds and are used to account for a government's on‐going organizations and activities which are similar to those often found in the private sector. All assets, liabilities, equities, revenues, expenses, and transfers relating to the government's business and quasi‐business activities, where net income and capital maintenance are measured, are accounted for through proprietary funds. The generally accepted accounting principles here are those applicable to similar businesses in the pri‐vate sector, and the measurement focus is the economic condition of the fund as a result of the events and transactions of the period. Events and transactions that improve the economic position of a proprie‐tary fund are reported as revenues or gains in the operating statement. Those that diminish the eco‐nomic position are reported as expenses or losses. Fiduciary Funds. These funds account for assets held by the City in a trustee capacity or as an agent for other governmental units and for other funds. Each trust fund is accounted for as either a governmental or a proprietary fund. Fiduciary funds are not budgeted in the annual budget process. Account Groups. These represent another accounting entity used to establish control and accountability for the City's general fixed assets and the outstanding principal of its general long‐term debt (General Fixed Assets Account Group and General Long‐ Term Debt Account Group). These records are accounted for in a self‐balancing group of accounts because the City's general fixed assets ‐‐ all fixed assets except those accounted for in Proprietary Funds or Trust Funds. These account groups are not financial re‐sources available for expenditures. The outstanding principal of the general long‐term debt and general long‐term liabilities not accounted for in the Proprietary Funds or Trust Funds do not require an appro‐priation or expenditure during the account year.

Internal Control. In developing and maintaining the City's accounting system, consideration is given to the adequacy of internal accounting controls. Internal accounting controls are designed to provide rea‐sonable, but not absolute, assurance regarding the safeguarding of assets against loss from unauthorized use or disposition and the reliability of financial records for preparing financial statements and maintain‐ing accountability for assets. The concept of reasonable assurance recognizes that the cost of a control should not exceed the benefits likely to be derived, and the evaluation of costs and benefits requires estimates and judgments by management. All internal control evaluations occur within the above frame‐work. We believe that the City's internal accounting controls adequately safeguard assets and provide reasonable assurance of proper recording of financial transactions.

Appendix


FP 14: Economic Development Incentive Policy The City of Rock Hill will provide economic development incentives with the goals of targeting economic and geo‐graphic sectors; promoting business retention and recruitment; encouraging job creation; increasing property tax revenue; and improving blight, economically distressed areas, and environmental conditions. In general it will be the policy of the City to maintain a fund, replenish the fund, and provide financial incentives pro‐grams in accordance with the strategic goals of the City. Financial Incentive Programs:

Growth Management Incentives Façade Grants Job Creation Land Acquisition Environmental Testing and/or Cleanup Gap Financing Infrastructure extensions Other Business Incentives at the discretion of the City Council

Guidelines for Limits to Incentives: Growth Management incentives: as approved by City Council in the Growth Management Incentive Policy Façade Grants: to specific geographic areas Infrastructure: in general, to a 5 year payback from Utility revenues

Fund Establishment and Replenishment: The Economic Development Incentive Fund was established from the land sale proceeds of City property in the Dave Lyle/Manchester area. The following revenue sources are identified to replenish the fund:

Interest income from the fund Cell tower rental revenues from Hwy 901 Water Tank Site Proceeds from the sale of property in City Business Parks:

Tech Park – 50% of land sale proceeds Southway Industrial Park – 100% of land sale proceeds

Proceeds from the sale of property in the Dave Lyle/Manchester area Proceeds from the sale of other City owned property at the discretion of Council

Performance Monitoring: The effectiveness of the overall economic development incentive fund and each project funded shall be measured and reported annually to ensure that the overall goals of the program are met. FP 15: Written Procedures Related to the Issuance of Tax‐Exempt Bonds Post‐issuance tax compliance begins with the debt issuance process itself and provides for a continuing focus on investments of bond proceeds and use of bond‐financed property. It requires identifying existing policies, the re‐sponsible people, the applicable procedures, and the affected population. I. Procedures The City Manager or the Chief Financial Officer (the “City Representative”) of the City of Rock Hill, South Carolina (the “City”) will be responsible for post‐issuance tax compliance and steps to be taken to transfer that responsibility and accumulated information in the future.

Appendix


The City Representative may delegate to his/her staff responsibility for different aspects, for example investment of bond proceeds and expenditure of bond proceeds on projects, coordinate record‐keeping and review; however, the City Representative will be ultimately responsible.

II. Issuance The City Representative will:

Obtain and store the Transcript of Proceedings prepared by bond counsel. Confirm filing of Form 8038‐G with the Internal Revenue Service, usually overseen by bond counsel at or soon

after closing. III. Recordkeeping The City Representative will:

Establish plan for keeping relevant books and records as to investment and expenditure of bond proceeds.

Keep accurate records including: ‐ Basic records relating to the bond transactions (including the bond ordinances, closing certificates, and bond counsel opinion); ‐ Documentation evidencing expenditure of bond proceeds; ‐ Documentation evidencing use of bond‐financed property by public and private sources (i.e., copies of management contracts use agreements); ‐ Documentation evidencing all sources of payment or security for the bonds; and ‐ Documentation pertaining to any investment of bond proceeds (including the purchase and sale of securities, SLGS subscriptions, yield calculations for each class of investments, actual investment income received from the investment of proceeds, guaranteed investment contracts, and rebate calculations).

Keep all records in a manner that ensures their complete access to the IRS so long as they are material. While this is typically accomplished through the maintenance of hard copies, records may be kept in an electronic format if certain requirements are satisfied, in accordance with the guidelines in Rev Proc 97‐22, 1997‐1 C.B. 652.

Keep records for as long as the bonds are outstanding plus three years after the final redemption date of the bonds.

IV. Arbitrage The City Representative will:

Engage services of an arbitrage/rebate consultant for assistance in compliance with arbitrage related issues.

Monitor compliance with “temporary period expectations” for expenditure of bond proceeds, typically three years for new money bonds, and provide for yield restriction of investments or “yield reduction payments” if expectations are not satisfied.

Ensure investments acquired with bond proceeds are purchased at fair market value. This can include use of bidding procedures under regulatory safe harbor.

Appendix


Consult with the City’s bond counsel prior to the creation of funds which would reasonably be expected to be used to pay debt service on bonds to determine in advance whether such funds must be invested at restricted yield.

Consult with the City’s bond counsel before engaging in post‐issuance credit enhancement transactions (e.g., bond insurance, letter of credit) or hedging transactions (e.g., interest rate swap, cap).

Consult with the City’s bond counsel and arbitrage consultant to identify situations in which compliance with applicable yield restrictions depends upon later investments, (e.g., purchase of 0% SLGS from U.S. Treasury), and monitor implementation.

Work with the City’s arbitrage consultant to arrange for timely computation of rebate liability and, if rebate is payable, for timely filing of Form 8038‐T and payment of rebate. Rebate is ordinarily due at 5‐year intervals. The arbitrage consultant’s report will be reviewed by bond counsel.

V. Private Use of Bonds‐Funded Facilities The City Representative will:

Create and maintain records of which proceeds of bond issues were used to finance which facilities. These records shall track refunding or partial refunding of any bond issues.

Accurately record the allocation of bond proceeds to expenditures, including reimbursements. These records

will be used for arbitrage purposes.

Record the allocation of bond proceeds and funds from other sources in connection with any bond funded project. Review expenditure of bond proceeds with bond counsel to ensure bond proceeds are used for qualifying costs.

Keep records of private use, if any, of bond financed facilities to ensure the amount of private use of bond

financed facilities. Private use of bond‐financed facilities shall be reviewed once a year (in connection with the preparation of annual financial statements). If a change in private use occurs, bond counsel will be consulted to determine of remedial action is necessary.

Review with bond counsel prior to the sale or lease of a bond‐financed facility, or the granting of a license or

management contract, or any other arrangement allowing private use of a bond financed facility.

VI. Reissuance The City Representative will:

Consult with bond counsel to identify any post‐issuance change to the terms of bonds which could be treated as a current refunding of “old” bonds by “new” bonds, often referred to as a “reissuance.”

Consult with bond counsel to determine whether any “remedial action” in connection with a “change of use” must be treated as a “reissuance.”

Appendix

annual operating budget fy 2012-2013

Documents