columbiatn.com€¦ · CITY MANAGEMENT TEAM ANTHONY R. MASSEY CITY MANAGER Thad H. Jablonski...

2017 – 2018BUDGET

City of Columbia

700 N. Garden Street

Columbia, Tennessee 38401

www.columbiatn.com

CITY COUNCIL

Mayor Dean Dickey

Vice Mayor Christa S. Martin, Ed. D.

Council Member Carl McCullenWard 1

Council Member Steve BoshersWard 2

Council Member Tony GreeneWard 3

Council Member Mike GreeneWard 4

Council Member Mark A. KingWard 5

CITY MANAGEMENT TEAM

ANTHONY R. MASSEYCITY MANAGER

Thad H. JablonskiAssistant City Manager/FinanceDirector

Rick HarrisonManagement Information SystemsDirector

Mackel ReaganParks & Recreation Director

Paul KeltnerDirector of Development Services

Ken DonaldsonPublic Works Director

Tim PottsPolice Chief

Connie EtzkinPersonnel Director

Mark WilliamsWastewater Director

Molly BendermanCity Recorder

Ty CobbFire Chief

Kellye MurphyTourism & Marketing Director

7/1/17

BOARDS AND COMMISSIONS

7/1/17

ARCHITECTURAL REVIEW

TEAM

Randy McBroom

Glenn Harper

Kara Huckaby

James C. Sloan

Paul Keltner

ARTS COUNCIL

Dr. Bob Thompson

Catherine Parks

Ross Jaynes

Jo Ann McClellan

Susan Manning

Ed Lancaster

Warren Greene

Beverly Mitchell

Joe Kilgore

BEER BOARD

Ray Messick

Harvey Fischer

Demetrius Dooley

Garland Brown

Joan Jackson

BOARD OF PUBLIC UTILITIES

Daniel Murphy

Douglas Venable

Eddie Campbell

Teresa Beck

Mike Greene

Walker Vining

BOARD OF ZONING APPEALS

Stephen Walker

Jimmy Campbell

Jimmy Dugger

Kristi Martin

George Vrailas

CIVIL SERVICE BOARD

Tommy Logue

David Forrester

Shauna Pounders

Murenda Frierson

Walter C. Mitchell

COLUMBIA HISTORIC ZONING

COMMISSION

Kim Hayes

Terry Hendrickson

Joe Kilgore

George Nuber

Adam Southern

Ray Pace

Harvey Church

COLUMBIA HOUSING &

REDEVELOPMENT

CORPORATION

Jeffrey L. Kane

Thomas Sneed

Willie J. Jones Jr.

Jane Eve Rayburn

JaDonna Secrest

Jeffrey A. Lowrey

COLUMBIA HOUSING BOARD

OF ADJUSTMENTS/APPEALS

Tim Thomas

Kevin Whitehead

Mike Ford

Danny Moser

Ron Beck

COLUMBIA REGIONAL

PLANNING COMMISSION

Wes Bryant

Randy McBroom

Dean Dickey

Andy Wilhoite

Ray Pace

Rose Ogilvie McClain

Mark King

CONSTRUCTION BOARD OF

ADJUSTMENTS/APPEALS

Billy Fitzgerald

Randy McBroom

George Nuber

Phillip Rogers

Tim Sandrell

Eddie Vaughn

HEALTH, EDUCATION &

HOUSING FACILITY BOARD

Darlene Baxter

Manuel Young, Jr.

Bill Marbet

Bob Morgan

Tim Dodd

Harvey Church

Randy Wilmore

INDUSTRIAL DEVELOPMENT

BOARD

Randy Wilmore

Harvey Church

Bob Morgan

Bill Marbet

Tim Dodd

Darlene Baxter

Manuel Young, Jr.

PRIVATE ALARM SYSTEMS

Wayne Prince

Paul Corvin

Ty Cobb

Larry Yeager

SPORTS COUNCIL

Lucas Bert

Eddie Ables

JaDonna Secrest

Manuel Young, Jr.

Chris Poynter

Kris Hertzske

Ernie Allen, Jr.

STORMWATER ADVISORY

COMMITTEE

Thomas Hannen

William Manier

Gerald Vick

Freddie Morton

Michael Norwood

WASTEWATER APPEALS

BOARD

Rick Hamilton

Alan B. Pedigo

Mike Anderson

TABLE OF CONTENTS

I. Budget Message

Final Budget Message……………………………….…….. 2

Preliminary Budget Message……………………………...... 5

II. Budget Issues 1) Compensation ……. .......................................................... 16

2) Capital Improvements Program (CIP) ............................... 17

3) Capital Equipment Replacement Program (CERP) ......... 19

4) Management Information System (MIS) ........................... 20

III. Budget Overview and Format 1) Organization Chart……………………………………… 22

2) Operating Budget Policies……………………………… 23

3) Fund Balance Policy………………………………….… 25

4) Debt Management Policy………………………………. 27

5) Revenue Policies……………………………………….. 33

6) Budget Format………………………………………….. 34

IV. Revenues – All Funds...........................................................37

V. General Fund Expenditures City Council ........................................................................... 48

Legal Services ........................................................................ 50

City Manager ......................................................................... 52

Management Information Systems ........................................ 58

Office of Emergency Management ........................................ 61

Finance ................................................................................... 62

City Recorder ......................................................................... 66

Personnel ................................................................................ 69

Police …..……………………………………………………72

Fire ......................................................................................... 79

Public Works – Streets ........................................................... 89

Development Services ……………………………………....93

Parks & Recreation ................................................................ 97

General City Admin ............................................................... 105

VI. Special Revenue Fund Expenditures

State Street Aid Fund ............................................................. 111

Narcotics & Vice Fund .......................................................... 113

Street & Transportation Fund ................................................ 114

Drug Fund .............................................................................. 115

Public Works - Sanitation Fund ............................................. 117

VII. Debt Service Fund Expenditures

Debt Service Fund.................................................................. 122

General Debt Service Requirements ...................................... 125

VIII. Capital Projects Fund Expenditures .................................. 127

IX. Enterprise Fund Expenditures

Wastewater Fund ................................................................... 130

Enterprise Fund Debt Service Requirements……………….. 137

X. Capital Improvements Program (CIP) .............................. 139

XI. Capital Equipment Replacement Program (CERP) CERP Summary ..................................................................... 144

Management Information Systems………………………… 145

Police...................................................................................... 146

Fire ......................................................................................... 150

Public Works -Streets ............................................................ 151

Development Services ……………………………………... 153

Parks & Recreation ................................................................ 154

State Street Aid Fund ............................................................. 155

Public Works - Sanitation Department .................................. 156

Wastewater Department ......................................................... 157

XII. Management Information Systems Schedule (MIS) ......... 159

XIII. Appendixes

Appendix A: Personnel Summary/Schedule .......................... 167

Appendix B: Glossary ............................................................ 174

Appendix C: Budget Ordinance - ....................................... 179

Appendix D: Budget Summary - ........................................ 190

BUDGET MESSAGE

Intentionally Left Blank

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June 8, 2017 2017-2018 FINAL BUDGET MESSAGE________________________________________________________________________

TO: Mayor and Members of the City Council

I am pleased to transmit the final 2017-18 Annual Budget for the City of Columbia. Incompliance with the City Charter and State law, the budget is balanced for all funds. Anoverview of issues for the coming year was provided in the preliminary budget messagedated May 9, 2017.

A budget study session was held on May 9th to begin preliminary review of the proposedbudget with the City Council prior to formal consideration of the Appropriation and TaxRate Ordinances. The ordinances were passed on first and second consideration on May11 and June 8, 2017, respectively. The budget was adopted as amended on June 8th.

Public Hearings for the Tax Rate and Budget Ordinances were held on June 8th. Therecommended and adopted tax rate remained at the previous $1.44 level.

2017-18 OPERATING BUDGET

The 2017-18 Operating Budget totals $62,855,580 (a summary of the adopted budget isprovided in Appendix E). Of this total, the General Fund, which provides the majority ofthe day-to-day services for the community, is approximately $32.6 million.

The General Fund budget reflects a 2.92% increase ($926,907) over the adopted FY2016-17 budget. Several significant capital and capital reserve items are incorporatedwithin the FY 2017-18 budget. Detailed explanations of the various increases areincluded within the Preliminary Budget Message which follows this Final BudgetMessage. A 3% pay increase was incorporated within the budget and was approved. Payscales for each pay grade were shifted 2.1% to maintain place with the market.

The balance of the City’s budget incorporates expenditures for special revenue funds, anenterprise fund, capital projects and debt service. Debt payments include $2,036,488 forgeneral obligation debt service and $1,834,243 for debt related to Wastewater systemimprovements. During FY 2017-2018, the City received an increased debt rating fromStandard & Poor’s of AA+. The higher credit rating resulted in approximately $80,000 inestimated savings in debt service payments for General Obligation Debt issued in 2017.

RETIREMENT PLAN FUNDING

Full-time employees hired before July 1, 2012 participate in the City of Columbia,Tennessee Employee’s Retirement Plan, a single-employer defined benefit pension plan.The City is committed to funding 100% of the Actuarially Determined Contribution(ADC) for this plan annually. For FY 2017-18, the ADC is $2,756,118, representing adecrease of 1.32%, or $36,994, from FY 2016-17. The City’s share of funding isbudgeted within each fund, department and activity within the “143-Retirement” lineitem. Full-time employees hired on or after July 1, 2012 participate in a 401 defined

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June 8, 2017 2017-2018 FINAL BUDGET MESSAGE________________________________________________________________________contribution plan. Funds required to match employees’ 4% contributions to the newer401 plan are budgeted in the same “143-Retirement” line item within each department.

ONGOING PROJECTS

The City is in the midst of several multi-year projects as highlighted in the PreliminaryBudget Message. Details regarding the City’s capital projects may be found in theCapital Improvement Schedule within this document.

Within the Wastewater Fund, $1.5 million has been incorporated for infrastructurerehabilitation, including the West 7th Street corridor improvements ($800,000),Collection System Improvements ($475,000) and various project easements ($30,000).

BUDGET COVER

The cover page of the budget document depicts several significant events and programswithin the City of Columbia:

• The top left of the budget cover shows a performance at Columbia’s RiverwalkPark during the 45th Meriwether Lewis Arts & Crafts Show. The festival returnedto Columbia after 43 years at another site with plans to return again during FY2017-18. The City of Columbia Parks & Recreation Department, the ColumbiaArts Council and the City Manager’s Office have worked with outside agencies toactively promote and increase programs and special events at Riverwalk Parkduring FY 2016-17. Riverwalk Park is widely recognized as one of the City’smost notable recreational and outdoor event assets.

• The middle left side shows a photo of the Columbia Police Department (CPD)presented with the Tennessee Law Enforcement Accreditation (TLEA). TheTLEA certificate was awarded at the Tennessee Association of Chiefs of Police(TACP) Conference on June 1st, 2017. The photo shows, left to right, CityManager Tony Massey, Accreditation Manager Lt. Niki Fall, Police Chief TimPotts, Brentwood Chief and TACP President Jeff Hughes, Assistant Police ChiefMichelle Jones and Captain Troy Potts. TLEA accreditation followed the CPDreceiving the most recognized law enforcement accreditation in the nation, acertificate of accreditation by the Commission on Accreditation for LawEnforcement Agencies (CALEA) on November 5th, 2016.

• The middle right side budget cover shows a photo of the southeast corner of theColumbia Town Square, a quaint picture of small town American charm andprogress. During FY 2016-17, the City hired marketing firm Chandler Thinks tostudy and develop a marketing plan. Among other findings and recommendations,Chandler recommended hiring a full-time Marketing Director as well as

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June 8, 2017 2017-2018 FINAL BUDGET MESSAGE________________________________________________________________________

developing and promoting Historic Downtown Columbia, the City’s most notableand recognized tourism asset.

• The bottom photo shows the City’s first City-commissioned work of public art.The public mural faces Columbia Fire Station No. 1, recognizing and honoring150 years of service by the Columbia Fire Department and Columbia firefighters.The mural was painted by Michael Colley. The artist plans to paint the oppositeside of the serpentine mural wall in the coming fiscal year. The developingmonument marks the gateway to the City of Columbia Arts District at SouthGarden Street. Like the success of the fire mural, the Columbia Arts Districtproject has experienced numerous successes during the district’s first year,ranging from the relocation of artist and creatives to Columbia, the opening ofmore than half a dozen businesses in the district and emergence of a growingpresence of arts and creative industry individuals, businesses and organizations.

RECOGNITION AND THANKS

In looking at the many Strategic Plan items that are either in progress or have beenaccomplished over the past year, the Mayor and City Council are to be commended foridentifying the items they felt to be priorities for funding to move our City forward. Staffis excited about the progress that has been made in conjunction with the Strategic Planand looks forward to making progress on additional items during the coming months.

Special thanks to the personnel of the Finance Department led by Thad Jablonski and toLiz Bermudez in the City Manager’s Office for the extra time and effort expended tocompile and assemble the many documents used during the budget process and thisbudget book.

Finally, we express appreciation to those who dedicate their time and energy by servingon the City’s boards and those who work to improve the quality of life in our City and toresponsibly plan for the future.

Respectfully submitted,

Tony MasseyCity Manager

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May 9, 2017 BUDGET MESSAGE________________________________________________________________________

TO: Honorable Mayor and Members of City Council

FROM: Anthony R. Massey, City Manager

INTRODUCTION

City staff herein presents the proposed operating and capital budget for the fiscal yearbeginning July 1, 2017, and ending June 30, 2018, for your review and consideration.This budget has been developed in accordance with the City Charter, applicable cityordinances, state and federal laws, and city policies and procedures.

The proposed budget plans for the next year by linking anticipated expenditures for Cityservices and programs to projected revenues. Many of the priority items identified by theCity Council in the Strategic Plan are incorporated within the proposed budget.

OVERVIEW

General FundThis document is a proposed comprehensive budget including both operating and capitalbudgets. The General Fund is the largest operating budget of the City. The major pointsrelated to the proposed FY 2017-18 General Fund budget include the following items:

Revenues:• Budgeted property tax collections have been increased by 2% to $10,357,000, or

approximately $207,140 compared to the FY 2016-17 budget. Current FY 2016-17 collections are $10,400,000 and the budgeted amount was $10,149,860

• The property tax rate has been maintained at the current rate of $1.44.• Local sales tax collections are budgeted at $9,500,000. FY 2016-17 local sales

revenues are anticipated at $9,400,000. For FY 2015-16, $9,161,806 of local salestax revenue was collected, trends showing annual growth over the last six years.

• State sales tax allocation are budgeted at $2,790,000, which represents an $80,000increase over anticipated FY 2016-17 collections.

• Hotel/Motel tax revenue has been budgeted at $700,000. It is dedicated to tourismdevelopment based on enabling legislation passed in July 2015. Anticipatedcollections for FY 2016-17 are estimated at $650,000.

• Overall, other General Fund revenue line items have remained relatively constantwith FY 2016-17.

Expenditures:Salaries & Benefits:

• No filled positions have been eliminated from the budget.• The budget proposal includes compensation increases for city employees at 3%.• The budget proposal funds new positions including Marketing Manager, two (2)

Fire Cadets, and one (1) Building and Grounds Maintenance Worker in Parks andRecreation.

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• Emergency Management is budgeted as a new division in the Fire Department.• Health insurance has been budgeted with a 6.76% increase based on plan

projections for FY 2017-18 following from increased claims, both amount andaverage cost per claim in FY 2016-17. There are sufficient reserves in excess of$2,700,000 accrued over time for the city’s self-insurance program to absorb ayear reflecting claims activity experienced in FY 2016-17.

• The total funding percentage to the Employees’ Retirement Plan and PostEmployment Health Insurance Plan remains the same, but modifications weremade to increase Retirement Trust funding and decrease Health Insurance Trustfunding to ensure that contributions are in line with funding recommendationsfrom the actuary.

Services & Supplies:• Departmental operating budgets have been maintained at previous levels with the

exception of the following items: $7,000 allocation for MIS for a new windows server operating systems,

$13,000 increased funding for software and support, and $15,000 infunding for a new cloud-based, e-mail archival system (this will be arecurring expenditure),

$65,000 within the City Manager’s budget to support economicdevelopment activities affiliated with the Industrial Development Board inaccordance with 2016 Strategic Plan objectives,

$2,500 within the Finance Department’s budget for training andcontinuing education, $1,000 for professional association membershipsand dues, and $860 has been added for increased software costs,

$4,600 increased funding for Personnel for a web-based testing system,$2,600 in funding for memberships, certifications and related travel,

$6,124 in recurring funding for an increase to the Ecom dispatchingcontract for the Police Department,

$2,219 in recurring funding for an increase to the Ecom dispatchingcontract for the Fire Department and $6,521 for EMS certification for newFire Cadet Program,

Within General Government, Hotel/Motel tax proceeds anticipated for FY2017-18 and carry over funds from FY 2016-17 have been incorporatedfor Tourism Enhancement-related expenditures, including $275,000 isbudgeted for Presidential Park. $400,000 has been budgeted for debtservice on bond proceeds used for the Ridley soccer fields. Additionalreserve allocations within General Government include $200,000 foroverall contingency funding, $400,000 reserve to be set aside for usetowards the purchase of a replacement fire engine in FY 2017-18 and$175,000 to carry forward for SCBA breathing equipment for firepersonnel. Finally, $45,000 is earmarked for a feasibility study to gatherpreliminary data for the prospect of an Adequate Facilities Tax and$25,000 is budgeted for litter abatement.

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Transfers:A transfer to the Debt Service Fund in the amount of $1,775,821 is includedwithin the General Fund for principal and interest payments on GeneralObligation debt. The City issued a General Obligation Bond in FY 2016-17, theproceeds to be used for fire hall construction and parkland development. Withapproximately two-thirds of the bond proceeds dedicated to Ridley SportsComplex with a total annual debt service of $605,450, two-thirds ($400,000) ofthe General Fund debt payments are allocated from Hotel-Motel Tax revenues.

Capital Outlay:Departmental capital outlays are budgeted as follows: $494,352 in capital equipment replacement funding for the Police

Department has been included in the proposed budget including ten (10)replacement patrol cars vehicles with in-car cameras ($444,352) and twospecial use vehicles ($50,000),

$850,000 for the capital equipment replacement of a Quint fire apparatuswith $400,000 of funding for the proposed truck reserved in FY 2016-17and carried forward to FY 2017-18,

$520,000 in capital equipment replacement funding for the Public Work’sStreet Division has been included in the proposed budget including a streetsweeper ($280,000) and two heavy dump trucks ($240,000),

$20,000 in capital equipment replacement funding for the DevelopmentServices Department has been included to replace a truck used by theEngineering Division,

$62,000 in capital equipment replacement funding for the ParksDepartment has been included in the proposed budget replacement for thereplacement of a Jeep ($22,000) and a ½ ton pickup truck ($40,000).

Note: Prior year budgets provided for replacement equipment funding as follows:

• Other capital items programmed within the proposed FY 2017-18 budget include: $102,000 for seventeen (17) body cameras and $50,000 in funding for new

network hardware to expand capacity for in-car/body cameras, $300,000 for SCBA breathing equipment replacement, the second year in

a three-year replacement program. The City proposes using $175,000 inyear 1 funds reserved and carried forward from FY 2016-17 and $125,000in FY 2017-18 funds to purchase two (2) years’ worth of equipment at the

Fiscal year Replacement equipment budgeted:2016-17 Police vehicles (9), Fire vehicles (1), Tandem truck with plow for

Public Works-Streets, and a Tractor for Parks & Recreation2015-16 Police vehicles (9), Fire vehicles (2), Pickup trucks for Public

Works-Streets (3), used dump truck (1), 2 pickup trucks and fieldaerator for Parks & Recreation

2014-15 Police Vehicles (12), backhoe for Public Works-Streets, 2mowers, 1 tractor and 1 field machine for Parks & Recreation

2013-14 Police vehicles (9) and rescue truck for the Fire Department (1)2012-13 None

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start of FY 2017-18. The City will save an estimated $50,000 purchasingan increased quantity of equipment. All SCBA equipment will replaced asplanned by FY 2018-19 (Year 3),

$9,500 is allocated for a training pad at Station No. 2, $10,000 allocation for a tire changer for the Vehicle Maintenance Shop, Capital budget allocations within Parks & Recreation include $25,000 for

facilities improvements at the Fairview Recreation Center, $15,000 torepair tennis courts at Woodland Park and projects to ensure that Cityparks’ facilities comply with the Americans with Disabilities Act (ADA).ADA improvements programmed for FY 2017-18 include sidewalk,bridge and field accessibility at Fairview Park ($28,000) and $45,000 tomodify restrooms at Woodland and Cook Soccer Park.

• Funding in the amount of $208,550 has been budgeted for replacement ofcomputer hardware and software in accordance with the 4-year ManagementInformation Systems schedule.

• Programmed expenditures from Hotel/Motel Tax Revenues include: $275,000 in carried forward from the FY 2016-17 budget earmarked for

Presidential Park, $50,000 allocated to partially fund 50% of the salary and benefits for the

new marketing position, $20,000 for services and materials for the City’s Marketing Program, $40,000 for advertising City tourism (digital advertising, brochures,

wayfinding signs, etc.), Continued support for the President James K Polk Home earmarking

$50,000 for a new educational video for the Presidential Home, $30,000 for a new City tourism website, $25,000 for a master plan for the Columbia Arts District, $10,000 for an Economic Impact Study of Mule Day, $25,000 for a downtown parking study, $7,500 for the city’s Historic Marker Program, $10,000 for continued support of the Mid-State Classic College Softball

game.

Other:• $1,999,617 of fund balance was used to balance the General Fund budget. Of that

amount, over $1.8 million in funding is budgeted for capital equipment or capitalmaintenance items, including $850,000 for a fire apparatus. Carry forward fundsfrom FY 2016-17 include $275,000 for Presidential Park, $400,000 in fundstowards the purchase of a Quint fire apparatus and $175,000 in funds for SCBAbreathing equipment for fire personnel. Altogether, funds reserved in the FY2016-17 General Reserves account total $850,000 carried forward for capitalprojects and equipment purchases in FY 2017-18.

Several departments within the General Fund provide administrative and other support

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functions to the Wastewater and Sanitation Funds. In FY 2013-14, the City beganallocating a portion of those costs to Wastewater and Sanitation based on their pro ratashare of those items (Personnel, Finance, MIS, City Manager, Council and Legal). Theindirect cost is anticipated to be $220,000 for Wastewater and $107,000 for Sanitation,with formulas and calculations reviewed each year in conjunction with the budgetprocess. The combined total of transfers to the General Fund for these items is $327,000.

Personnel costs make up the majority of Columbia’s General Fund expenditures.Personnel costs budgeted in FY 2017-18 total 69% ($22.6 million) of the proposedGeneral Fund budget ($32.6 million), which include employee salaries, benefits and otherpersonnel-related expenditures, with the remainder covering other operating expenses,transfers and capital outlay items (replacement of existing equipment and newequipment/capital improvements as highlighted above). Current year, FY 2016-17,personnel costs also totaled 69% ($21.9 million) of the proposed General Fund budget($31.7 million) with the ratio of personnel to other fiscal year expenditures unchanged.Previous General Fund salary/benefit totals are $21.7 million (FY 2015-16), $21.6million (FY 2014-15), and $21.1 million (FY 2013-14).

Budgeted General Fund expenses for services and supplies ($5,253,457) decreased by$1,294,859, or approximately 20%, compared to the FY 2016-17 as amended, in largepart due to the $850,000 in General Government Reserve allocations discussed above and$291,500 in FY 2016-17 Tourism Enhancement expenditures to “carry-forward.” TheHotel/Motel Tax proceeds are programmed to enhance the City’s marketing program inFY 2017-18.

The budget includes a $240,000 allocation for the continuation of the “Columbia Works”program. Staff will continue to develop a list of projects for the year for this program andwill identify items for priority action.

State Street Aid FundThe City will once again use State Street Aid funds for the monthly utility/street lightinvestment bill for street lighting ($530,000). That amount will be combined with a$70,000 allocation in the Streets & Transportation Fund for a total street lighting budgetof $600,000. The FY 2017-18 State Street Aid budget also includes a $400,000 allocationfor resurfacing, which is budgeted to carry forward to FY 2018-19 in anticipation ofobtaining economies of scale for a more cost-effective contract.

The practice of budgeting 49% of Traffic Control staff salaries & benefits from StateStreet Aid, eliminated during FY 2015-16, continues with the City budgeting 100% ofTraffic Control salary and benefit amounts from the General Fund. Funds are alsobudgeted within State Street Aid for striping, sign supplies, signal parts and system-wideimprovements to traffic signals and $75,000 has been incorporated of matching funds forSurface Transportation Program projects.

Sanitation FundThe FY 2017-18 budget provides for continuation of current operations including theresidential recycling program implemented in FY 2013-14. During FY 2014-15, a capital

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outlay note in the amount of $1 million was issued to fund the purchase of 4 replacementresidential collection vehicles, a replacement commercial vehicle, a new recycling truckand a pickup truck. The note will be paid off at the end of FY 2018-19.

The City proposes a five-year capital outlay note to fund the capital equipmentreplacement for a Front Loading Garbage Truck used in the City’s commercial sanitationoperations. With approximately 200,000 miles on the existing 2004 commercialsanitation truck, the purchase of a front loading truck for commercial operations willallow for a reduction of maintenance costs by $3,900 as opposed to an anticipatedincrease of $24,000 annually. A new commercial sanitation truck also facilitates anongoing initiative by the Sanitation Department to increase the number of commercialsanitation customers. The objective of increasing the number of commercial sanitationcustomers is to enhance Sanitation operating revenues year over year.

The Sanitation Fund provides $320,667 for a transfer to the Debt Service Fund forpayment of principal and interest on an existing capital outlay note and a proposed 2017capital outlay note for a new commercial sanitation truck as mentioned above. TheSanitation Department transports non-recyclable solid waste to the Maury County SolidWaste Department, where is transported to the Cedar Ridge landfill. Landfill costs arebudgeted to increase $10,000, or 1.39%, a modest increase relative to past budget cycles.

Debt Service FundResources for the Debt Service Fund are provided via transfers from the funds that issuedthe respective debt (typically the General Fund and Sanitation Fund). Debt service(principal and interest payments) for General Obligation bonds and notes has beenincluded within the proposed FY 2017-18 budget. Details of general debt servicepayments are included behind the “Debt Service Fund Expenditures” tab in this book.

Capital Projects Fund

Capital projects that will be continued during FY 2017-18 include:• $6,855,823 for the development of soccer fields and new recreational facilities at

Ridley Sports Complex, along with $200,000 in budgeted Local Parks andRecreation Fund grant proceeds to offset park development costs,

• $2,500,000 has been allocated for the replacement of Fire Station No. 3,• $91,500 for Roadscape Improvements on Highway 31 in the Neapolis area,• $366,936 for improvements to the Jack & Jill building for Police Department

administrative offices and space programmed for tourism and downtown visitors,• $422,034 for West 6th Streetscape improvements, and• $1,833,081 for the West 7th Street Multimodal Streetscape project.

Other items programmed within the Capital Projects Fund for FY 2017-18 include:• $131,580 for the continuation of a Community Development Block Grant for

demolition of vacant properties and recently approved sidewalk improvements intargeted redevelopment areas identified in the East Columbia NeighborhoodRevitalization Plan.

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• $473,000 for the Tennessee Housing Development Agency Home Grant forrehabilitation to existing, eligible housing units.

During FY 2016-17, the pending Duck River Riverwalk litigation was resolved.

Wastewater FundSewer rates were raised in April 2011 to enable the Wastewater system to operate “in theblack” and to provide funding for debt service for a bond issue to address GreenlickBasin infrastructure issues. The rate for FY 2017-18 has been maintained at the samelevel as the past five years.

As noted above, it is anticipated that the Wastewater Fund will transfer $220,000 to theGeneral Fund for indirect costs during the fiscal year. The Wastewater Fund supportsdebt service for bond issues and other financing that is established to provide forimprovements to the Wastewater system.

Capital equipment programmed within the Wastewater budget includes $87,500 forreplacement of an equipment trailer, a utility truck and a work truck. Other capitalequipment programmed includes a replacement pump and air relief equipment ($47,500),computer replacements (16,500) and GIS support and advancement ($45,000).

Several capital improvement projects are currently underway, including rehabilitation ofthe sanitary sewer within the footprint of the proposed West 7th Street Multi-ModalStreetscape Project. An agreement has been executed with Water Management Servicesto provide engineering services for the project. Sanitary sewer infrastructure within thefootprint of the proposed project is very old, and a proactive approach to improvementswill reduce the probability of failures and disturbance of the area after completion of theStreetscape Project. A major upcoming project involves the improvement of the sanitarysewer system within the proposed West 7th Street Multimodal Streetscape Project. At thistime, an agreement has been executed for engineering services and an $800,000 budgetallocation is incorporated within the FY 2017-18 budget. The FY 2017-18 budget alsoincludes $475,000 in funding for Collection System Improvement (SSO reduction),which is required as part of the City’s ongoing testing and compliance efforts set forth inthe 2014 EPA Administrative Order on Consent.

Capital improvement items included in the preliminary Wastewater budget include:

West 7th Street improvements (streetscape) $ 800,000Collection System Improvement (SSO reduction) 475,000Various project easements 30,000Total $1,305,000

Additional detail related to expenditures for the fund including Wastewater system-related debt is included behind the “Enterprise Fund Expenditures” tab in this book.

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TAX LEVIES

No property tax increase is proposed for the FY 2016-17 budget. Levies for prior fiscalyears are as follows:

Fiscal Year City of Columbia Maury County Total2016-172015-16

1.441.44

2.8152.62

4.2254.06

2014-15 (reappraisal) 1.44 2.62 4.062013-14 1.44 2.597 4.0372012-13 1.31 2.597 3.9072011-12 1.31 2.597 3.907

BALANCING THE BUDGET

As outlined above, the proposed budget continues basic operations for the City’sresidents without providing any new services.

The City Council’s Strategic Planning process will continue to include discussion relatedto the development of/enhancement to potential available revenue streams.

Revenues:

Current indicators show General Fund revenues for the City of Columbia in FY 2017-18increasing when compared with anticipated receipts for the current fiscal year,particularly as a result of local sales tax, property tax and revenues from the newHotel/Motel tax. Additional discussion surrounding revenue items will take place duringour budget meetings. Within the General Fund, approximately $1.9 million of fundbalance is being used to balance the budget, with the assumption that most, if not all, ofthose funds will be available from “revenues over budgeted amounts” and “expendituresunder budgeted amounts” within the current fiscal year.

Expenditures:

The proposed budget maintains service and supply funding at previous rates. Nosupplemental funds for fuel, utilities, operating supplies, construction materials, etc. areincorporated within the budget with the exception of the items listed on the second page.

After balancing the General Fund budget with the use of prior year revenues, the City’sfund balance will remain in excess of the minimum recommended level of 25% of thebudget ($7.9 million), or 3 months of operating expenditures, depending on final revenueand expenditure figures for FY 2016-17. The City estimates that more than three timesthe recommended minimum will be reserved in fund balance once the FY 2016-17 auditis complete. Revenues within the General Fund peak during October-December each yearas a result of property tax collections.

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BUDGET ISSUES

During the presentation of the proposed budget, staff identifies a series of budget issuesthat require focus and attention. The time of the City Council is spent more effectivelyon significant policy matters and less to line item review of the budget document. Thisallows the City Council to ask questions about individual expense items during budgetreview sessions when City staff is represented and available for questions.

The budget issues for fiscal year 2017-18 are abbreviated below with specificcommentary and supplemental information provided following this budget message.

1. Compensation2. Capital Improvements Program (CIP)3. Capital Equipment Replacement Program (CERP)4. Management Information System (MIS) Schedule

Readers of this budget message are invited to review the budget issues, appendixes andother schedules incorporated in this document to gain an insight into some of the issuespending before the City Council throughout this particular budget adoption process.

2017-2018 PROGNOSIS

Sales tax collections have been trending upward over the past 6 years, particularly thepast 4 years. Revenues from Local Sales Tax for the current fiscal year are projected tobe $9.4 million due to an improved overall economy in the area (collections areanticipated at $9.4 million for FY 2016-17, actual audited collections of $9.1 million forFY 2014-15 and nearly $7.7 million for FY 2013-14) and FY 2017-18 includes a budgetof $9.5 million for those collections. Columbia’s unemployment rate continues to decline(4.2% during February 2017 as compared with 4.6% during March 2016), a sign ofoverall economic improvement in the area.

RECOGNITION AND THANKS

The development of the proposed budget requires significant resources from eachdepartment. The Management Team works within the budget parameters established atthe outset of the process to prepare and present this proposed budget document.

Special thanks to Finance Director Thad Jablonski and Liz Bermudez in the CityManager’s Office for the extra time and effort expended to compile and assemble thisdocument.

We look forward to working through the adoption of the budget as a team.

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BUDGET ISSUES


14

BUDGET ISSUES

1) Compensation

2) Capital Improvements Program (CIP)

3) Capital Equipment Replacement Program (CERP)

4) Management Information Systems (MIS) Schedule

15

BUDGET ISSUES

________________________________________________________________________

ISSUE NO. 1

COMPENSATION

BACKGROUND: Each year, the City Council considers general wage adjustments for City employees based on the established Compensation Plan. Salaries and benefits continue to comprise the largest percentage of the overall budget. Following is a breakdown of salary adjustments provided over the past 10 years: FY 17/18 FY 16/17

3% pay adjustment (pay scales shifted 2.1%) to maintain pace with the market. No increase in overall Retirement benefit funding was included, but allocation has been shifted between the Retirement Plan and the Health Insurance Trust. 3% pay adjustment (pay scales shifted 2.2%) to maintain pace with the market. No increase in overall Retirement benefit funding was included, but allocation has been shifted between the Retirement Plan and the Health Insurance Trust.

FY 15/16 2% pay adjustment (pay scales shifted 1.9%). An additional .5% is being funded for the City of Columbia Employees’ Retirement Plan.

FY 14/15 2% pay adjustment. An additional 2.44% is being funded for the City of Columbia Employees’ Retirement Plan and .82% for the Post-Employment Health Insurance Trust. Health insurance has been budgeted with a 6% increase.

FY 13/14 Pay adjustments (varying amounts) for many employees to implement recommendations from the Austin Peters Compensation Study. Revised entry levels funded, as well as a portion of the compression issue. An additional 3.99% was funded for the City of Columbia Employees’ Retirement Plan. Reduction in City health insurance funding based upon plan changes adopted by City Council.

FY 12/13 Adjustment to bring entry level Police pay to market average, 4% COLA for all other employees except for those earning $75,000 or more, who received 2%. An additional 34% was funded for employee health insurance, including the majority of the increase in cost for family coverage.

FY 11/12 2% COLA on July 1st, an additional 2.57% was funded for the retirement plan and an additional 13% was funded for employee health insurance.

FY 10/11 0% pay adjustment. An additional 15% was funded for employee health insurance.

FY 09/10 0% adjustment on anniversary date. An additional 1.06% was funded for the retirement plan and a .6% increase was funded for post-employment health insurance.

FY 08/09 2% COLA on July 1st, 3% adjustment on anniversary date. An additional 3.53% was funded for retirement and post-employment health insurance.

RECOMMENDATION: Dialogue will take place with the City Council regarding options to address compression and a COLA recommendation.

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BUDGET ISSUES

ISSUE NO. 2CAPITAL IMPROVEMENTS PROGRAM (CIP) - $14,294,374

BACKGROUND: The purpose of the Capital Improvements Program (CIP) is toorganize and schedule the repair, replacement and refurbishment of public improvementsas well as to propose new capital projects. A summary of CIP expenditures by majorcategory is detailed below with suggested review of the entire CIP program as included inthe budget document.

PROJECT

CATEGORY

2016-17

Estimated

2017-18

Estimated

2018-19

Estimated

2019-20

Estimated

2020-21

Estimated

2021-22

Estimated

Municipal Buildings $ 287,704 $ 2,666,936 $ 50,000 $ 0 $ 0 $ 0

Transportation System 1,220,106 3,096,615 610,000 610,000 610,000 610,000

Parks and Recreation 1,106,000 7,055,823 0 0 0 0

Stormwater/Drainage 0 0 0 0 0 0

Other 0 0 0 0 0 0

Wastewater System 750,000 1,275,000 1,000,000 1,000,000 1,000,000 1,000,000

GRAND TOTAL $ 3,163,810 $ 14,294,374 $ 1,660,000 $ 1,610,000 $ 1,610,000 $ 1,610,000

The Capital Improvements Program (CIP) is intended to be a public document. To thiseffect, it is organized and presented by functional area to give the public anunderstanding of the various proposed municipal projects and relevant cost information.The cost information is presented in current day estimates and provides for all anticipatedcosts, including design, construction, project management, and contingency. Many of theitems in the CIP are actually funded through other agencies: Tennessee Department ofTransportation (TDOT), Safe, Accountable, Flexible, Efficient Transportation Equity Act(SAFETEA-Lu) and Surface Transportation Program (STP) funds or grants from Federalor State agencies. As a result, amounts represented above may not appear as budgetedCity funds.

Many projects shown in the FY 2017-18 column are multi-year projects and several ofthose projects currently in process will have outstanding balances at June 30, 2017.Unexpended project balances at June 30, 2017 will be appropriated into the 2017-18fiscal year budget via an appropriation amendment.

Additionally, funds are reserved in several locations as matching funds for pending grantapplications and, as such, are not currently reflected in budgeted CIP totals (pendingreceipt of notification of grant award).

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ISSUE NO. 2CAPITAL IMPROVEMENTS PROGRAM (CIP) - CONTINUED

Funds have been included in the FY 2017-18 Annual Budget as follows:

Breakdown by Category:

Municipal Buildings $2,500,00240,936

Fire Station ConstructionJack & Jill Building-General Fund

126,000 Jack & Jill Building-Drug Fund$2,866,936 Total Municipal Buildings

Transportation System $ 210,00030,000

“Columbia Works”- General Fund“Columbia Works” State Street Aid

400,000 Street Resurfacing – State Street Aid Fund35,000 City match-West 6th Street Streetscape-State Street Aid75,000

422,03473,20018,300

City match-West 6th Street Streetscape-General FundW. 6th Street Streetscape – Capital ProjectsRoadscapes grant-Capital Projects FundCity match-Roadscapes grant-Capital Projects Fund

1,833,081 West 7th Street Streetscape Match– Capital Projects$ 3,096,615 Total Transportation System

Parks & Recreation $ 6,855,823 Ridley Park-Bond proceeds200,000 Local Parks & Recreation Fund grant – Capital Projects

$ 7,055,823 Total Parks & Recreation

OtherWastewater System $ 475,000 Rehabilitation Activities

800,000 West 7th Street Improvements$ 1,275,000

$ 14,294,374

Total Wastewater Fund

Total City Capital Spending

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BUDGET ISSUES_______________________________________________________________________ISSUE NO. 3CAPITAL EQUIPMENT AND REPLACEMENT PROGRAM (CERP) - $2,303,852

BACKGROUND: The purpose of the Capital Equipment Replacement Program (CERP) is to provide for thescheduled replacement of motor vehicles and other major pieces of equipment for all City departments. Asummary of the CERP schedule for FY 2017-18 by department is detailed below. The entire CERP program isincluded within this budget document and should be reviewed in detail.

2016-17 2017-18 2018-19 2019-20 2020-21 2021-22

General Fund: Budgeted Proposed Estimated Estimated Estimated Estimated

Mgt. Information Systems $ 0 $ 0 $ 0 $ 0 $ 0 $ 0

Police 341,629 444,352 666,528 481,176 471,413 634,136

Fire 36,000 850,000 517,000 - 875,000 64,000

Public Works-Streets 140,000 520,000 323,000 305,000 120,000 -

Development Services - 20,000 25,000 25,000 25,000 25,000

Parks & Recreation 42,000 62,000 73,300 69,400 45,800 17,650

Total General Fund $ 559,629 $ 1,896,352 $ 1,604,828 $ 880,576 $ 1,537,213 $ 740,786

2016-17 2017-18 2018-19 2019-20 2020-21 2021-22Special Revenue Funds: Budgeted Proposed Estimated Estimated Estimated EstimatedState Street Aid $ 0 $ 0 $ 0 $ 0 $ 0 $ 0

Drug $ 0 50,000 25,000 25,000 - -

Public Works-Sanitation* $ 0 270,000 183,000 135,000 135,000 135,000

Total Special Rev Funds$ 0 $ 320,000 $ 208,000 $ 160,000 $ 135,000 $ 135,000

2016-17 2017-18 2018-19 2019-20 2020-21 2021-22

Enterprise Fund: Budgeted Proposed Estimated Estimated Estimated Estimated

Wastewater $ 350,000 $ 87,500 $ 197,500 $ 210,000 $ 228,000 $ 302,000

Total Enterprise Fund $ 350,000 $ 87,500 $ 197,500 $ 210,000 $ 228,000 $ 302,000

Total CERP Expenses$ 909,629 $ 2,303,852 $ 2,010,328 $ 1,250,576 $ 1,900,213 $ 1,177,786

ACTION: Within the General Fund, $1,896,352 has been included within the proposed budget for new andreplacement equipment. Within Special Revenue Funds, a $320,000 allocation is proposed in the FY 2017-18budget and $87,500 has been budgeted within the Wastewater Enterprise Fund for FY 2017-18 per the aboveschedule.

Note: Within General City Admin, $400,000 of FY 2016-17 funds were reserved and carried forward for thepurchase of a replacement fire engine in FY 2017-18.

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BUDGET ISSUES_______________________________________________________________________ISSUE NO. 4MANAGEMENT INFORMATION SYSTEMS (MIS) SCHEDULE - $ 208,550

BACKGROUND: The Management Information System (MIS) Schedule is an ongoingprojection of computer acquisition and replacement needs involving all hardware andsoftware components throughout the entire municipal organization. The MIS schedule iscompiled for easy access and comprehension by the public of the total computerinfrastructure investment by the municipality. The reinvestment in MIS technologies, asshown in the MIS schedule, also highlights the use of modern computer equipment toimprove municipal operations and services.

In FY 2014-15, the schedule was changed to a 4-year replacement schedule due towarranty and other support issues. The MIS schedule will be evaluated and updatedannually within the budget process.

Estimated2017-18

Estimated2018-19

Estimated2019-20

Estimated2020-2021DEPARTMENT

City Council $ 0 $ 0 $ 0 $ 2,000MIS 0 15,000 6,000 4,500City Manager 9,800 5,000 3,000 1,500Finance 0 7,000 0 3,500City Recorder 0 0 12,000 10,800Personnel 0 7,500 0 0General City Admin* 154,750 144,500 112,200 157,050Police 42,000 52,500 67,500 42,000Fire 2,000 12,000 18,000 25,500Public Works 0 12,000 3,000 10,000Development Services 0 15,500 6,000 10,500Parks and Recreation 0 6,000 16,500 1,500

SUBTOTAL $ 208,550 $ 277,000 $ 244,200 $ 268,850

Wastewater $ 0 $ 18,500 $ 7,500 $ 26,750SUBTOTAL $ 0 $ 18,500 $ 7,500 $ 26,750

GRAND TOTAL $208,550 $295,500 $251,700 $295,600

* The amount reflected above for General City Admin includes a pool of $30,000 peryear for software acquisition. Software maintenance is budgeted as a line item within the“Services” budget.

RECOMMENDATION: Funds are budgeted in the amount of $208,550 within theGeneral Fund (Management Information Systems Department) and no replacementswithin the Wastewater Fund for FY 2017-18 as detailed above.

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BUDGET FORMAT

AND OVERVIEW

• ORGANIZATION CHART

• OPERATING BUDGET POLICIES

• FUND BALANCE POLICY

• DEBT MANAGEMENT POLICY

• REVENUE POLICIES

• BUDGET FORMAT


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CITY OF COLUMBIAOrganization Chart

FY 2017-18

Citizens

City Council

City Manager

ManagementInformation Systems

FinanceDepartment

FireDepartment

City Recorder’sOffice

Public Works(Streets andSanitation

PersonnelDepartment

Department ofDevelopment

Services

Planning &Engineering

Division

CodeAdministration

Division

City Judge Board of PublicUtilities

PoliceDepartment

Parks andRecreation

WastewaterDepartment

City Attorney

Columbia PowerSystem

Columbia WaterSystem

AssistantCity Manager

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OPERATING BUDGET POLICIES

1. The City’s operating budget will consider as its highest priority the maintenance of basic

public services and facilities necessary to meet the needs of its residential, institutional

and commercial “citizens”. The budgeting process will strive to provide for improvement

in service levels, balancing the competing needs to meet service demands and to contain

operating cost. A basic public service is one that would not be provided without public

action, and one that is either:

a. Essential to the health and safety of the City’s residents; or

b. Necessary in order to avoid irreparable damage to City resources; or

c. A service which enhances the quality of life and the absence of which the City’s

residents would find unacceptable.

2. In January each year, the City Manager will provide guidance to staff for preparation of

the proposed budget for the next fiscal year.

3. Each department of the City will continuously examine its methods for program delivery.

Changes which would improve productivity, lower costs, improve services, enhance job

knowledge and employee safety and further communication with the public will be

implemented when practical.

4. The City will avoid procedures that balance the operating budget (anticipated revenues

equaling or exceed anticipated expenses) by shifting ongoing obligations to future years.

5. In all actions to balance the budget, the City will attempt to avoid layoffs. If possible, any

necessary personnel reductions will be effected through attrition.

6. The City will continue actions to ensure that all City staff members are sensitive to the

special needs of the community and its residents.

7. The City will continue to fund educational opportunities for employees; to provide for the

training and retention of a quality processional staff; and to improve the leadership,

motivational and communication skills of all supervisory personnel.

8. The City will endeavor to provide for a competitive, progressive and rewarding employee

benefits and compensation program to attract and retain quality employees.

9. The City will maintain a financial control system to ensure compliance with the adopted

budget and will prepare monthly reports comparing actual revenues and expenditures to

budgeted amounts.

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OPERATING BUDGET POLICIES

10. The City will maintain a minimum unassigned fund balance for the General Fund in

excess of 25% of annual operating expenses for this fund. Such fund balance shall serve

cash flow needs, protect against unforeseen emergencies and enhance the

creditworthiness of the City.

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FUND BALANCE POLICY

Purpose

The City of Columbia hereby enacts the following policy in an effort to ensure financial

security through the maintenance of a healthy reserve fund that guides the creation,

maintenance and use of resources for financial stabilization purposes. The City’s primary

objective is to maintain a prudent level of financial resources to protect against reducing

service levels or raising taxes and fees due to temporary revenue shortfalls or unpredicted

one-time expenditures. The City also seeks to maintain the highest possible credit ratings

which are dependent, in part, on the City’s maintenance of a healthy fund balance.

Definitions

Fund Balance – The excess assets over liabilities in a governmental fund.

Non-Spendable Fund Balance – Amounts that cannot be spent because they are either

in a (a) non-spendable form, including items not expected to be converted to cash (i.e.

inventories, prepaid amounts, long-term portion of loans and notes receivable and

property acquired for resale), or (b) legally or contractually required to be maintained

intact (i.e. the principal of a permanent fund).

Restricted Fund Balance – Amounts constrained to be used for a specific purpose by

their providers (such as grantors, bondholders and higher levels of government), through

constitutional provisions or by enabling legislation.

Committed Fund Balance – Amounts constrained to specific purposes by the City

Council. Amounts classified as committed are not subject to legal enforceability like

restricted resources; however, they cannot be used for any other purpose unless the City

Council removes or changes the commitment by taking the same action it employed to

impose the commitment.

Assigned Fund Balance – Amounts intended to be used by the City for a specific

purpose, but are neither restricted nor committed. The intent shall be expressed by the

City Council or a designee authorized by the City Council for a specific purpose in

accordance with policy established by the City Council. The nature of the actions

necessary to remove or modify an assignment is not as rigid as required under a

committed fund balance classification.

Unassigned Fund Balance – Amounts available for any purpose (amounts that are not

Non-Spendable, Restricted, Committed or Assigned) in the General Fund. This category

also provides the resources necessary to meet unexpected expenditure and revenue

shortfalls.

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FUND BALANCE POLICY

Policy Statement

The City has endeavored to limit expenditures to anticipated revenues in order to

maintain a balanced budget. The fund balance of the City’s General Fund has been

accumulated to provide stability and flexibility to respond to unexpected adversity and/or

opportunities. The City’s target is to maintain an unrestricted fund balance of not less

than 25% of annual operating expenditures for the fiscal year.

The decision to retain an unrestricted fund balance of not less than 25% of annual

operating expenditures stems from the following: The amount provides adequate funding

to cover approximately 3 months of operating expenses,

• The amount provides for the liquidity necessary to accommodate the City’suneven cash flow, which is in inherent in its periodic tax collection schedule,

• The amount provides the liquidity to respond to contingent liabilities.

Spending Policy:

For the City’s General Fund, it is the City’s policy to spend the most restricted dollarsbefore less restricted dollars in the following order:

• Restricted Fund Balance• Committed Fund Balance• Assigned Fund Balance• Unassigned Fund Balance

This Spending Policy assumes costs are incurred for purposes for which both restrictedand unrestricted funds are available.

For all other governmental funds other than the General Fund, interest income, if any,will be utilized first followed by restricted, committed and assigned revenues when anexpense is incurred for purposes for which both restricted and unrestricted funds areavailable. Transfers to other funds are considered committed for these purposes.

Governmental Fund Balances Beginning Year of Implementation:

In the initial GASB 54 implementation year, beginning fund balances for allgovernmental funds, except the General Fund, will be classified as restricted. Beginningfund balance in the General Fund will be classified as unassigned.

This policy may be amended from time to time per the City Council.

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DEBT MANAGEMENT POLICY

I. PURPOSE

The City of Columbia hereby amends Resolution No. 11-62 enacting a policy to specify theappropriate uses for debt. The “Debt Policy” reinforces the commitment of the City of Columbiaand its officials to manage the City’s issuance of bonds in a way in a way that achieves the long-term capital improvement objectives while minimizing risks, avoiding conflicts of interest andensuring transparency while still meeting the capital needs of the City and its utilities operatedby the City’s Board of Public Utilities through Columbia Power and Water Systems(CPWS).This debt policy provides a formal commitment to the public, credit rating agencies,investors and the capital markets that the City will use a disciplined and defined approach tofinancing its capital needs.

The City of Columbia has a need for capital intensive projects and equipment purchases that arebeyond the normal resources of the City and require the issuance of long-term general obligationdebt and revenue debt. These expenditures are planned for and prioritized in the City’s CapitalImprovement Program Budget and the City’s 5-year Capital Equipment Replacement Program,which are updated and approved annually. The issuance of debt enables the City to fund the up-front costs of these major equipment purchases and public infrastructure improvement projects.The issuance of debt also insures that the future beneficiaries of the expenditures will help payfor the cost over the life of the improvements.

In the State of Tennessee, there is no legal debt limit and therefore the City of Columbia is notsubject to statutory debt limitations. Regardless, the following policies are adopted by the Cityof Columbia to provide budgetary guidance in developing the City’s short and long-termfinancial planning.

II. GENERAL POLICIES

A. The City may issue General Obligation, Revenue, and other debt as it determines

most appropriate. Unless specifically disallowed by this policy, the City

authorizes the use of all types of debt permitted by applicable Tennessee state

statutes so long as such debt is issued in full compliance with applicable

Tennessee state statutes and regulations implemented by the State Funding Board

and so long as such debt is specifically authorized by resolution duly adopted by

the City Council. Types of debt authorized include, but are not necessarily

limited to:

• General obligation bonds, notes, and loan agreements

• Revenue bonds, notes and loan agreements

• Revenue and tax bonds, notes and loan agreements

• Leases

• Interfund loans

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B. The City authorizes the use of debt to finance capital projects, to refinance

existing debt, or to address temporary cash flow deficiencies (tax anticipation

notes, revenue anticipation notes and interfund loans) all as permitted by and in

full compliance with applicable Tennessee state statutes.

C. Any new debt issuance will comply with State Form CT-0253 as well as any

other state required forms that detail all associated costs for the issuance of the

debt. These records will be available for public and City Council inspection as

prescribed by applicable Tennessee state statutes and regulations implemented

by the State Funding Board.

D. The City will utilize long-term borrowing only for major capital improvementprojects in the current year’s Capital Projects Fund Budget and Sewer FundBudget or Capital Improvements Plan of CPWS that cannot be financed fromcurrent revenue sources. The City will not use long-term debt to finance currentoperations.

E. When the City finances capital projects by issuing bonds, it will pay back theinterest and principal on the bonds for a period not exceeding the expected life ofthe improvements.

F. The City will seek level or declining debt repayment schedules and will avoidissuing debt that provides for balloon principal payments reserved at the end ofthe term of the issue.

G. The City will avoid variable-rate debt due to the potential volatility of suchinstruments, and will only consider such a debt structure as a last resort whencurrent interest rates are deemed excessive and will likely decline in future years.The maximum amount of variable rate debt shall not exceed 25% of totaloutstanding debt.

H. The City prohibits the use of debt related derivatives, such as interest rate swaps.

I. The use of credit enhancements will be considered on a case-by-case basis,evaluating the economic benefit versus cost for each case.

J. The City may issue debt for economic development only if a feasibility study isindependently performed and attested by a Certified Public Accountant showingthat the benefits outweigh the costs of the project to the City.

K. The “Debt Policy” established within this document shall be reviewed annuallywith the approval of the annual budget.

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III. PROCEDURE FOR ISSUANCE OF DEBT

A. Authority

1) The City of Columbia will only issue debt by utilizing the statutory authorities

provided by Tennessee Code Annotated as may be supplemented and periodically

revised (“TCA”) and the Internal Revenue Code (the “Code”).

2) The City of Columbia will also adhere to any lawfully promulgated rules and

regulations of the State of Tennessee and those promulgated under the Code.

3) All debt shall be formally authorized by resolution of the City of Columbia City

Council.

B. Method of Issuance

It shall be the general policy of the City to sell General Obligation and Revenue bonds

through a competitive bid process, however; the City may periodically authorize the

issuance of debt by negotiated sale as permitted by and in full compliance with applicable

Tennessee state statutes. In the competitive bid process, the City’s bonds will be offered

in a public sale to any and all eligible bidders. Unless all bids are rejected, the debt will

be awarded to the bidder providing the lowers true interest cost as long as the bid adheres

to the requirements set forth in the official notice of sale.

C. Transparency

1) It is understood that the issuance of debt will require various approvals and, on

occasion, written reports provided to the State of Tennessee Comptroller’s Office

either prior to adoption of resolutions authorizing such debt, prior to issuance and/or

following issuance. The City and/or its Financial Advisor will ensure compliance

with TCA, the Code, and all applicable Federal and State rules and regulations. The

City shall comply with legal requirements for notice and for public meetings related

to debt issuance. In the interest of transparency, all costs (including interest,

issuance, continuing, and one-time) shall be disclosed to the citizens, City Council,

and other stakeholders in a timely manner. All notices shall be posted in customary

and required posting locations. All costs for which City Council approval is not

required will be presented via an informational memo at the conclusion of the bond

sale.

2) The City will maintain good communications with bond rating agencies about the

financial condition of the City and will follow a policy of full disclosure on every

financial report and bond prospectus.

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3) The City will seek to maintain and improve its creditworthiness from its currentlong-term obligation rating of “AA+” from Standard & Poor’s Financial Services.

4) In an effort to demonstrate transparency in financial reporting, the City will strive toreceive the Certificate for Achievement of Excellence in Financial Reportingpresented annually by the Government Finance Officers Association.

5) Costs related to the repayment of debt, including liabilities for future years, shall beprovided in the context of the annual budgets from which such payments will befunded. The costs of General Obligation bonds will be provided in the context ofDebt Service Fund; and the costs of Revenue bonds will be provided in the contextof the dedicated revenue stream and related expenditures.

IV. REFINANCING OUTSTANDING DEBT

The Finance Director and City Manager, with assistance from the City’s Financial

Advisor, will have the responsibility to analyze outstanding debt for refunding

opportunities. The following parameters will be considered when analyzing possible

refunding opportunities:

A. Debt Service SavingsAbsent other compelling considerations, the City will require in any refunding bondissue a minimum net present value savings threshold of at least three (3) percent ofthe refunded debt principal amount.

B. Restructuring for economic purposesThe City may also consider refunding debt when it is in its best financial interest todo so. Such a refunding will be limited to restructuring to meet unanticipated revenueshortfalls, achieve annual cost savings, mitigate irregular debt service payments, etc.

C. Term of Refunding IssuesNormally, the City will refinance debt equal to or within its existing term. However,the City may consider maturity extension for economic purposes, when necessary toachieve desired outcomes, provided that such extension is legally permissible. TheCity may also consider shortening the term of the originally issued debt to realizegreater savings. The remaining useful life of the financial facility and the concept ofinter-generational equity will guide these decisions.

D. Escrow StructuringThe City will utilize the least costly securities available in structuring refundingescrows. In the case of open market securities, a certificate will be provided by a thirdparty agent, who is not the financial advisor or broker-dealer stating that the securitieswere procured through an arms-length, competitive bid process.

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V. PROFESSIONAL SERVICES

The City requires the financial staff and City Attorney to be familiar with the applicableconstitutions, charters, laws, rules, and regulations and report the effects on planned andoutstanding debt. The City requires all professionals engaged in the process of issuing debtto clearly disclose all compensation and consideration received related to services providedin the debt issuance process by both the City and the lender or conduit issuer, if any. Thisincludes “soft” costs or compensation in lieu of direct payments.

A. CounselThe City of Columbia shall enter into an engagement letter agreement with each lawyeror law firm representing the City in a debt transaction. No engagement letter is requiredfor any lawyer who is an employee of the City or lawyer or law firm which is under ageneral appointment or contract to serve as counsel to the City and not serving as bondcounsel for the transaction. The City does not need an engagement letter with counsel notrepresenting the City, such as underwriters’ counsel.

B. Financial AdvisorIf the City of Columbia chooses to hire financial advisors, the City shall enter into awritten agreement with each person or firm serving as financial advisor for debtmanagement and transactions. Whether in a competitive or negotiated sale, the financialadvisor shall not be permitted to bid on, privately place or underwrite an issue for whichthey are or have been providing advisory services for the issuance.

C. UnderwriterWhen considering the engagement of an underwriter for a negotiated sale, the City willtake the following criteria into account:

• Reputation

• Experience

• Professional qualifications and licenses

• Capital adequacy and financial wherewithal indicting an ability to fulfill

financial commitments to the City

• Financing plans, ideas, and analysis

• Costs including underwriter’s compensation and all other costs associatedwith a financing transaction

If an Underwriter is used for a debt issue, the City of Columbia shall require theUnderwriter to clearly identify itself in writing (e.g., in a response to a request forproposals or in promotional materials provided to an issuer) as an underwriter and not asa financial advisor from the earliest stages of its relationship with the City with respect tothat issue. The Underwriter must clarify its primary role as a purchaser of securities in anarm’s length commercial transaction and that it has financial and other interests thatdiffer from those of the City. The Underwriter in a publicly offered, negotiated sale shallbe required to provide pricing information both as to interest rates and to takedown per

31


maturity to the Mayor¸ Finance Director or other designated official in advance of thepricing of the debt.

VI. CONFLICTS

A. Professionals involved in a debt transaction hired or compensated by the City ofColumbia shall be required to disclose to the City existing client and businessrelationships between and among the professionals to a transactions (including but notlimited to financial advisor, bond counsel, trustee, paying agent, underwriter,counterparty, and remarketing agent), as well as conduit issuers, sponsoring organizationsand program administrators. This disclosure shall include that information reasonablysufficient to allow the City to appreciate the significance of the relationships.

B. Professionals who become involved in the debt transaction as a result of a bid submittedin a widely and publicly advertised competitive sale conducted using an industrystandard, electronic bidding platform are not subject to disclosure. No disclosure isrequired that would violate any rule or regulation of professional conduct.

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REVENUE POLICIES

1. The City will attempt to develop a diversified and stable revenue system to shelter it from

short run fluctuations in any one revenue source. Specifically, the City will do the

following:

a. Continually monitor and assess the local taxing effort of Columbia as compared to

other Tennessee cities.

b. Maintain a local revenue structure for financing public services which encourages

the use and development of alternative revenue sources such as the local option

sales tax and user fees.

2. From an equity and fairness standpoint, the City will follow an aggressive policy of

collecting all revenues.

3. The City will consider the “going market” rates and charges levied by other public and

private organizations for similar services in establishing tax rates, fines, fees and charges.

4. All charges for services, licenses, permits, etc. will be reviewed periodically and, when

appropriate, recommendations for adjustment will be made to the City Council. Before

adoption of new user fees, the City will first determine the cost of administering and

collecting the fees, fees other jurisdictions are charging for similar services, the purpose

of the fees, and if the fees can be effectively and efficiently implemented.

5. The City will seek Federal and State grants as they may become available. These

revenues will be targeted for capital and infrastructure improvements to the greatest

extent possible.

6. The City will ensure that Columbia receives a fair proportion of all State and County

shared taxes and revenue.

33

BUDGET FORMAT

I. BUDGET ORGANIZATION

The budget document is organized to provide a summary of the total budget within the schedule

pages, showing revenues and expenditures for each fund.

The major portion of the budget consists of detail pages providing a description of funds and

activities within each function. This document provides historical, present and future comparisons

of revenues and expenditures; allocations of resources; and descriptions of each department,

accomplishments and objectives for the coming year.

Also included are schedules detailing Capital Improvements, Capital Equipment Replacement and

Management Information Systems. Appendixes at the end of the document include a Personnel

Schedule, a Glossary, an Organization Chart and a copy of the proposed budget ordinance and

summary. After the budget is finalized, a Schedule of Budget Modifications will also be

incorporated.

II. FINANCIAL STRUCTURE

Accounts of the City of Columbia are organized by fund and account group, each of which is

considered a separate accounting entity. The operations of each fund are accounted for with a

separate set of self-balancing accounts composed of its assets, liabilities, fund equity, revenues

and expenditures or expenses. Government resources are allocated to and accounted for in

individual funds based upon the purposes for which they are to be spent. The various funds are

grouped into five basic fund types and two broad fund categories as follows:

A. Governmental Funds

• GENERAL FUND

The General Fund is the City’s principal fund and is used to account for all activities of the

City not included in other specified funds. The General Fund accounts for the normal

recurring activities of the City (police and fire protection, parks and recreation, public

works, general government etc.).

• SPECIAL REVENUE FUNDS

Special revenue funds including the State Street Aid Fund, Narcotics & Vice Fund, Street

and Transportation Fund, Drug Fund and Sanitation Fund are used to account for the

proceeds of specific revenue sources legally restricted to expenditures for specified

purposes.

• DEBT SERVICE FUND

The Debt Service Fund is used to account for the payment of principal and interest on long-

term general obligation debt. This debt obligation is serviced entirely through operating

transfers from the General and Sanitation Funds and interest earnings.

34

BUDGET FORMAT

• CAPITAL PROJECTS FUND

The Capital Projects Fund is used to account for financial resources segregated for the

acquisition of or construction of major capital facilities other than those financed by

enterprise operations. Funding sources include operating transfers from the General Fund

and grants received by the City.

B. Proprietary Funds

C. Enterprise Fund

The City’s Wastewater Fund is used to account for operations that are financed and operated

in a manner similar to private business enterprises where the intent of the governing body

and/or the requirements under state law are that the costs of providing goods or services to the

general public be financed or recovered primarily through user charges.

III. BASIS FOR BUDGETING

Budgets for the General Fund, special revenue funds, Debt Service Fund, Capital Projects Fund

and Wastewater Fund are adopted on a basis consistent with generally accepted accounting

principles (GAAP). Budgeted amounts and actual comparisons are as originally adopted or as

amended by the City Council.

The City Manager is authorized to transfer budgeted amounts within departments; however,

transfers between departments or revisions that alter the total expenditures of any fund must be

approved by the City Council. Expenditures may not exceed appropriations at the fund level.

Appropriations not expended lapse at year-end (unless rebudgeting is approved by the budget

amendment process).

IV. BASIS OF ACCOUNTING

All governmental fund types are accounted for using the modified accrual basis of accounting.

Revenues are recognized when they become measurable and available as net current assets. All

intergovernmental revenues are recorded as revenue when received. Property tax revenues are

recognized in the fiscal year for which they were levied. Licenses and permits, charges for

services, fines and forfeitures, and other revenues are recorded as revenue when received.

Expenditures are generally recognized under the modified accrual basis of accounting when the

related liability is incurred. However, an exception to this rule would include principal and interest

on general long-term debt which is recognized when due.

The City’s Wastewater Fund is accounted for using the accrual basis of accounting. Revenues are

recognized when earned, and expenses are recognized when incurred.

35

REVENUES


36

GENERAL FUND

(110)

REVENUES

Actual Budgeted Revenues Estimated Budgeted % Adj.

Account Revenues Revenues thru Revenues Revenues from

Number Account Name 2015-16 2016-2017 12/31/2016 2016-2017 2017-2018 Prior FY

31100 Property Taxes - Current 10,319,477 10,149,860 9,480,657 10,400,000 10,357,000 2.04%

31200 Property Taxes - Delinquent 494,824 500,000 264,963 500,000 500,000 0.00%

31300 Penalty & Interest on Delinquent 85,911 83,000 48,387 85,000 85,000 2.41%

31511 Tax Equivalent - Electrical 1,247,647 1,247,646 0 1,210,000 1,210,000 -3.02%

31512 Tax Equivalent - Water System 173,949 173,948 0 160,000 160,000 -8.02%

31513 Tax Equivalent - Wastewater System 513,575 500,532 0 500,532 498,361 -0.43%

31514 Atmos Gas 310,154 450,000 101,044 290,000 300,000 -33.33%

31520 Tax Equivalent - Industrial Park 47,889 30,000 35,115 35,115 30,000 0.00%

31610 Local Sales Tax 9,161,806 8,700,000 4,687,776 9,400,000 9,500,000 9.20%

31611 Telecommunication Sales Tax 2,781 3,500 1,662 2,800 3,000 -14.29%

31710 Beer Tax Local 990,582 935,000 514,309 935,000 940,000 0.53%

31720 Retailers Alcoholic Beverage 294,411 305,000 142,137 290,000 290,000 -4.92%

31730 Mixed Drink Tax 57,186 57,000 27,429 56,000 56,000 -1.75%

31820 Gross Receipts Tax 871,702 650,000 114,496 650,000 655,000 0.77%

31830 Gross Receipts - Interest & Penalty 0 0 0 0 0 -

31850 Hotel/Motel Tax 604,056 600,000 387,100 675,000 700,000 16.67%

31912 Cable TV Franchise 534,265 535,000 262,664 530,000 535,000 0.00%

31930 Excise Tax 12,788 4,600 0 4,600 4,600 0.00%

32210 Application Fee - Beer Permit 7,600 5,000 3,800 6,000 6,000 20.00%

32220 Liquor Privilege Tax 14,960 12,000 7,890 14,000 14,000 16.67%

32230 Beer Privilege Tax 12,976 12,500 8,466 12,500 12,500 0.00%

32400 Fireworks Permit 25,000 20,000 0 20,000 20,000 0.00%

32410 Animal Registration 1,190 1,400 310 310 0 -100.00%

32600 Building & Inspection Permits 506,590 250,000 363,033 520,000 520,000 108.00%

32600-1 Engineering Inspection Fees 0 0 5,357 6,000 1,000 -

32600-2 Street Cut Fees 300 100 75 200 100 0.00%

32611 Gas & Mechanical Code Permits 19,753 8,000 10,008 15,000 10,000 25.00%

32612 Subdivision , Construction & Grading 630 0 4,670 0 0 -

32612-1 Stormwater Management Fees 20,124 7,000 5,924 12,000 10,000 42.86%

32660 Zoning Permits & Fees 28,490 25,000 19,425 29,000 27,000 8.00%

32720 Alarm Permits 33,984 34,000 12,953 34,000 34,000 0.00%

33197 2016 Byrne/JAG 18,498 0 18,498 0 -100.00%

33199 2015 Byrne/Jag 5,681 13,433 13,433 13,433 0 -100.00%

33200 Bullet Proof Vest Grant 6,277 0 0 0 0 -

33202 2013 Justice Assistance Grant 1,420 0 0 1,420 0 -

33204 Federal Equitable Sharing Agreemt 32,921 96,103 107,107 9,263 0 -100.00%

33205 Arts Build Communities Grant 0 2,500 0 2,500 0 -100.00%

33219 TML Pool Safety Partners Grant 0 3,000 0 3,000 0 -100.00%

33290 Ocdetf Overtime Reimb Program 941 0 0 3,628 0 -

33291 OT Reimb-Safe Streets Task Force 11,530 0 5,418 6,000 0 -

33293 DEA Task Force 15,852 0 5,817 8,000 0 -

33320 TVA Replacement Tax 412,886 400,000 99,302 400,000 400,000 0.00%

33440 TN Arts Grant 1,750 0 0 0 0 -

33510 Sales Tax Allocation - State 2,793,441 2,710,000 1,409,367 2,800,000 2,790,000 2.95%

37

GENERAL FUND

(110)

REVENUESActual Budgeted Revenues Estimated Budgeted % Adj.



33520 Income Tax Allocation - State 486,292 300,000 486,292 450,000 160,000 -46.67%

33530 Beer Tax Allocation - State 16,934 17,000 8,926 17,000 17,000 0.00%

34112 Sales of GIS Data 453 0 194 345 0 -

34120 Collecting Fee - Gross Receipts 10,535 8,000 2,870 8,000 8,000 0.00%

34190 Received Grass Cutting/Demolition 10,799 8,000 3,247 9,000 8,000 0.00%

34231 Fingerprinting Revenue 1,706 800 825 1,100 1,000 25.00%

34232 Sexual Offender Registry 4,200 4,000 1,950 4,000 4,000 0.00%

34722 Fairview Swimming Pool 7,155 6,500 1,917 6,500 6,500 0.00%

34725 Fairview Concession Stand 2,112 1,900 633 1,800 1,900 0.00%

34740 Recreation Fee & Charges 0 0 75 0 0 -

34742 Basketball Fees-Parks & Recreation 7,808 8,000 11,115 11,115 8,000 0.00%

34743 Membership Fitness Fee-Parks & Rec. 11,556 8,800 4,006 10,000 9,000 2.27%

34744 Recreation Programs 38,632 28,000 9,974 30,000 30,000 7.14%

34746 Ridley Park 22,342 20,000 11,018 19,000 22,000 10.00%

34747 Ridley Park Concessions 5,924 8,000 4,145 7,000 7,000 -12.50%

34751 Mid State Classic - Sponsorships 13,500 22,500 0 22,500 0 -100.00%

34752 Mid State Classic - Ticket Sales 12,862 37,370 0 37,370 0 -100.00%

34753 Mid State Classic - Other Revenues 3,719 5,250 0 5,250 0 -100.00%

34754 Muletown Open BBQ Event - Regist 2,700 4,000 2,300 2,300 0 -100.00%

34755 Muletown BBQ-Event Sponsorships 12,002 14,250 12,200 12,200 0 -100.00%

34756 Muletown BBQ-Vendor registrations 1,300 700 1,400 1,400 0 -100.00%

34757 Muletown BBQ-Other Revenues 250 680 230 230 0 -100.00%

35110 Police Court 255,317 250,000 135,249 255,000 255,000 2.00%

35116 Littering Fine 0 0 0 50 0 -

35120 Non-Moving Traffic Fines 17,894 16,000 8,010 17,000 16,000 0.00%

35121 Other fines/Judgments 1,500 0 0 0 0 -

36100 Miscellaneous Interest Earned 78,625 40,000 39,711 65,000 60,000 50.00%

36213 Parking Garage Rental 8,640 8,000 3,840 8,400 8,000 0.00%

36300 Sales & Recovery of Loss of Property 30,033 12,000 15,683 22,000 20,000 66.67%

36301 Sale of Seized Weapons 0 0 20,933 20,933 0 -

36310 Sale of Land 47,290 0 2,500 2,500 0 -

36311 Sale of Buildings/Structures 314,000 0 0 0 0 -

36700 Downtown Parking Lot 1,301 1,200 3 1,000 1,000 -16.67%

36701 Donations - Police Department 189 0 0 174 0 -

36710 Donations for Rec. Dept 0 0 2,950 2,950 0 -

36716 Donations - Arts Council 0 0 0 0 0 -

36720 Donations 7,075 0 0 0 0 -

36770 Public Fire Ed. Program 189 0 0 0 0 -

36900 Miscellaneous Revenues 72,401 30,000 39,890 50,000 40,000 33.33%

36900-1 Copies - Police Reports 617 300 319 350 300 0.00%

36900-2 Sale -Aherns Fox Print 5 0 0 0 0 -

36901 Insurance proceeds 4,289 0 5,671 5,671 0 -

36902 Petty Cash Over/Short 0 0 150 150 0 -

37110 Prior Years Revenue 2,221,877 2,617,701 2,617,701 2,617,701 1,999,617 -23.61%

37944 Transfer fm Wastewater - Admin Fee 211,000 220,000 0 220,000 220,000 0.00%

37945 Transfer fm Sanitation - Admin Fee 104,000 107,000 0 107,000 107,000 0.00%

Fund Total 33,726,316 32,349,572 21,605,571 33,710,788 32,677,878 1.01%

38

STATE STREET AID FUND

(121)

REVENUES




33550 State Collected Gas Tax 758,561 750,000 398,025 750,000 950,000 26.67%

33551 Additional 3-cent Gasoline 194,721 190,000 102,821 193,000 190,000 0.00%

36100 Miscellaneous Interest Earned 4,179 3,800 2,706 3,700 3,000 -21.05%

36150 Interest on Special Assessments - - - - - 0.00%

36900 Miscellaneous Revenues 156 - - 156 - 0.00%

37110 Prior Years Revenue 345,198 656,044 656,044 656,044 4,500 -99.31%

Fund Total 1,302,815 1,599,844 1,159,595 1,602,900 1,147,500 -28.27%

39

N & V CHIEF'S FUND

(122)

REVENUES

Actual Budgeted Estimated Budgeted % Adj.

Account Revenues Revenues Revenues Revenues from

Number Account Name 2015-16 2016-2017 2016-2017 2017-2018 Prior FY

35110 Fines - - - - 0.00 %

36300 Settlements 44,300 20,000 40,000 40,000 0.00 %

36900 Miscellaneous Revenue - - - - 0.00 %

36911 Receipts from Drug Fund 10,000 30,000 10,000 30,000 200.00 %

Fund Total 54,300 50,000 50,000 70,000 40.00 %

40

STREET AND TRANSPORTATION FUND

(123)

REVENUES




33560 State Allocated Revenue 70,575 70,000 35,109 70,400 70,000 -0.57 %

36100 Miscellaneous Interest Earned 115 60 37 90 60 -33.33 %

37110 Prior Years Revenue - - - - - 0.00 %

Fund Total 70,689 70,060 35,146 70,490 70,060 -0.61 %

41

DRUG FUND

(125)

REVENUES




35110 Police Court 25,301 12,000 13,399 22,000 15,000 -31.82 %

36100 Miscellaneous Interest Earned 1,240 800 704 1,200 800 -33.33 %

36300 Sale & Recovery Loss Property 7,666 - - - - 0.00 %

36311 Sale of Building/Structures 126,000 - - - - 0.00 %

36900 Miscellaneous Revenues - - - - - 0.00 %

36908 Receipts MC Drug Task Force 2,848 - 3,931 - - 0.00 %

36909 Receipts Columbia Task Force 44,805 15,000 5,146 30,000 25,000 -16.67 %

37110 Prior Years Revenue 123,841 199,253 199,253 123,841 236,253 90.77 %

Fund Total 331,702 227,053 222,433 177,041 277,053 56.49 %

42

SANITATION FUND

(127)

REVENUES

Actual Budgeted Revenues Estimated Budgeted



31325 Penalty on User Fee 41,061 40,000 20,504 40,000 40,000 0.00 %

34430 Residential User Fee 2,271,204 2,225,000 1,156,255 2,250,000 2,250,000 0.00 %

34431 Commercial User Fee Class 1 220,720 200,000 112,501 220,000 220,000 0.00 %

34432 Commercial User Fee Class 2 663,156 630,000 345,137 680,000 680,000 0.00 %

36100 Interest Income 4,471 3,000 2,049 4,000 4,000 0.00 %

36300 Sales & Recovery of Loss 87,635 - - - - 0.00 %

36900 Miscellaneous 3,346 1,500 3,221 2,200 1,500 -31.82 %

36901 Sanitation Equipment Loan 960,972 - - 3,821 270,000 6,967.14 %

37110 Prior Years Revenue 579,228 597,636 597,636 579,636 337,265 -41.81 %

Fund Total 4,831,793 3,697,136 2,237,303 3,779,657 3,802,765 0.61 %

% Adj.

43

DEBT SERVICE FUND

(211)

REVENUES

Actual Budgeted Estimated Budgeted % Adj.

Account Revenues Revenues Revenues Revenues from

Number Account Name 2015-2016 2016-2017 2016-2017 2017-2018 Prior FY

36100 Miscellaneous Interest Earned 3,463 2,000 2,503 2,001 -20.06 %

36900 Miscellaneous Revenue 0 0 0 0 0.00 %

37110 Prior Years Revenue 0 7,000 7,000 0 -100.00 %

37940 Transfer From General Fund 1,178,312 1,165,233 1,165,233 1,774,821 52.31 %

37941 Transfer From Sanitation 251,150 252,666 252,266 320,667 27.11 %

Fund Total 1,432,925 1,426,899 1,427,002 2,097,489 46.99 %

44

CAPITAL PROJECTS FUND

(311)

REVENUES


Account Revenues Revenues Thru Revenues Revenues from


33120 Safetea-Lu Funds - Riverwalk 100,000 0 0 0 0 0.00 %

33430 LPRF-TN Dept of Env & Cons Grant 0 200,000 0 0 200,000 0.00 %

33431 Fema Hazard Mitigation Grant 0 0 0 0 0 0.00 %

33436 CDBG Demolition grant 42,033 269,667 35,174 213,036 58,507 -72.54 %

33438 TDOT-Surface Transp Funds 5,042 798,768 0 416,613 282,621 -32.16 %

33439 TDOT-Roadscapes Grant 0 71,040 0 0 71,040 0.00 %

33440 West 7th Street Multi-Modal grant 0 1,546,106 0 154,611 1,459,725 844.13 %

33442 THDA Home Grant 0 250,000 3,000 40,000 210,000 425.00 %

33443 STP-West 6th Street Improvements 4,579 421,758 0 80,000 330,888 313.61 %

33444 TDOT Railroad Crossing Improvements 0 32,283 0 0 32,283 0.00 %

33445 TN Historical Comm-Historic Preservation 0 30,000 0 30,000 0 -100.00 %

36100 Miscellaneous Interest Earned 6,516 3,000 5,615 6,000 3,000 -50.00 %

36900 Miscellaneous Revenues 0 0 0 0 0 0.00 %

36907 Recd From Others-Grant Matching 0 0 0 0 0 0.00 %

36909 2017 GO Bond Proceeds 0 8,940,000 0 937,568 8,091,166 763.00 %

37110 Prior Years Revenue 241,906 1,449,634 1,449,634 0 1,942,273 0.00 %

37111 Restricted PY Revenue (NSP Income) 0 286,698 0 280,000 6,698 -97.61 %

37940 Transfer From General Fund* 1,243,650 1,077,451 1,000,000 1,000,000 35,000 -96.50 %

37941 Tsf fm Other Funds (SSA-STP match) 0 73,100 0 73,100 75,000 2.60 %

Fund Total 1,643,726 15,449,504 2,493,423 3,230,928 12,798,201 296.12 %

45

WASTEWATER FUND

(412)

REVENUES




32600 Sewer Permits 18,795 6,500 11,515 18,000 15,000 -16.67 %

32601 Inspection Fee Sewer Main Exten 5,056 1,200 27,163 35,000 5,100 -85.43 %

36300 Sale & Recovery of Loss Property 0 0 76 76 0 -100.00 %

36900 Miscellaneous 8,039 0 5,423 5,423 0 -100.00 %

36901 Insurance Proceeds 0 0 0 0 0 0.00 %

37110 Prior Years Revenue 3,645,390 2,529,244 2,529,244 0 369,772 0.00 %

37110-2 Sewer Imp Fee #2 Prior Year 32,511 32,511 0 32,511 32,511 0.00 %

37110-6 Prior Year - Expansion Saturn 214,000 0 0 0 0 0.00 %

37210 Sewer Charge 8,118,216 8,050,000 4,232,623 8,100,000 8,100,000 0.00 %

37211 GM Sewer Service Charge 620,083 590,000 542,250 900,000 725,000 -19.44 %

37221 Sewer Installation Charge 33,740 15,000 22,575 40,000 32,500 -18.75 %

37231 Industrial User Fees 134,428 65,000 123,859 200,000 110,000 -45.00 %

37293 Contributed Sewer Line 283,140 0 67,956 70,000 0 -100.00 %

37294 Sewer Tap Fee 683,985 300,000 477,050 835,000 500,000 -40.12 %

37910 Interest 54,439 45,000 28,688 50,000 45,000 -10.00 %

37918 Interest - Expansion Saturn 1,093 0 549 1,000 0 -100.00 %

Fund Total 13,852,916 11,634,455 8,068,971 10,287,010 9,934,883 -3.42 %

46

GENERAL FUND

EXPENDITURES


47

GENERAL FUNDDEPARTMENT: CITY COUNCIL

FINANCIAL SUMMARY

Category Budget Actual Budget Estimated BudgetFY 2016 FY 2016 FY 2017 FY 2017 FY 2018

Personnel Services $ 77,379 $ 70,934 $ 70,179 $ 70,038 $ 70,179Services & Supplies 276,050 259,634 269,550 266,460 269,550

TOTAL $ 353,429 $ 330,568 $ 339,729 $ 336,498 $ 339,729

DEPARTMENT DESCRIPTION

The City Council is the governing body of the City of Columbia and has the power to make andenforce all laws and regulations with respect to municipal affairs, subject only to the limitationsand restrictions of the City Charter and the State Constitution. The Council has the power, in thename of the City, to do whatever is appropriate for the municipal corporation and the generalwelfare of the City’s inhabitants, unless the State Constitution specifically forbids it.

The elected officers of the City are the Mayor, Vice Mayor and five Council Members. TheMayor, Vice Mayor and all Council Members serve a four-year term with terms staggeredbetween the Mayor and Vice Mayor’s terms and the Council Members’ terms. Terms areestablished to provide for elections to be held the first Tuesday following the first Monday inNovember of even-numbered years.

The City Council appoints the City Manager, City Attorney, Special City Attorney, City Judge,City Prosecutor, and members of all advisory boards, commissions and committees, all of whomserve at the Council’s pleasure.

BUDGET HIGHLIGHTS

The FY 2017-18 budget includes the following special appropriations and contractualobligations. Special Appropriation items were funded at the same level as FY 2016-17.

Special Appropriations: $ 22,000

James K Polk Memorial Assn $ 3,000 Family Center $ 5,000Crimestoppers of Maury County $ 1,000 Columbia Cares $ 3,000Boys & Girls Club of Maury County $ 5,000 Center of Hope $ 5,000

Contractual Agreements: $ 174,000

Maury County Chamber $ 82,000 Maury County Senior Citizens $ 37,000Maury Regional Airport $ 10,000 Keep Maury Beautiful $ 8,000Columbia Main Street $ 20,000 Tennessee Rehabilitation Center $ 17,000

48

GENERAL FUNDDEPARTMENT: CITY COUNCIL

BUDGET HIGHLIGHTS (continued)

To continue with the Strategic Planning process, $18,000 has been programmed withinProfessional Services.

Dues for the Tennessee Municipal League, National League of Cities and South CentralTennessee Development District are included within the “Other Services and Charges” category.

DEPARTMENTAL BUDGET SUMMARY

OBJ TITLE ACTUAL BUDGETED ESTIMATED BUDGETEDCODE 2015-2016 2016-2017 2016-2017 2017-2018

PERSONNEL SERVICES110 Salaries $ 46,555 $ 46,200 $ 46,200 $ 46,200141 FICA 3,179 3,535 3,457 3,535142 Group Insurance 20,120 19,580 19,517 19,580145 Dental Insurance 1,080 864 864 864

Total Personnel: $ 70,934 $ 70,179 $ 70,038 $ 70,179

SERVICES AND SUPPLIES211 Office Services $ 304 $ 300 $ 150 $ 310245 Telephones 26 50 26 40250 Professional Services 28,386 36,000 36,000 36,000280 Travel 8,988 8,200 8,098 8,200290 Other Services 24,839 26,000 24,871 26,000310 Office Supplies 478 600 331 500320 Operating Supplies 22 300 145 300326 Wearing Apparel 446 600 560 700720 Special Appropriations 22,000 22,000 22,000 22,000721 Contractual Agreements 174,000 174,000 174,000 174,000733 Awards 145 1,500 279 1,500800 Reserves 0 0 0 0

Total Services & Supplies: $ 259,634 $ 269,550 $ 266,460 $ 269,550

GRAND TOTAL $ 330,568 $ 339,729 $ 336,498 $ 339,729

49

GENERAL FUNDDEPARTMENT: LEGAL SERVICES

FINANCIAL SUMMARY



TOTAL $ 284,119 $ 312,287 $ 284,119 $ 282,449 $ 284,199


The City Attorney provides the City and its representative agencies and officers the necessaryand proper legal services to ensure that activities of the City are conducted in accordance withthe requirements of the law, that the City is properly represented in civil litigation, and thatviolations of City laws are prosecuted through appropriate representation. The City Attorney isappointed by, is responsible to, and serves at the pleasure of the City Council.

The Office of City Attorney represents and appears for the City, the City Council and advisoryboards, in all actions and proceedings in which they are concerned or are a party. This officealso appears for a City officer or employee in all actions or proceedings in which theseindividuals are party defendants due to performance. Additionally, the City Attorney furnishesservices at all meetings of the Council, and prepares ordinances, resolutions, contracts and otherlegal documents. The City Attorney performs other legal duties as required. The City Attorneyis responsible for the supervision and coordination of all outside counsel engaged to providelegal services on various matters. Further, the City Attorney reviews all significant claims madeagainst the City and makes appropriate recommendations.

In addition to legal services through the City Attorney, the City of Columbia also participates asa member of the TML Risk Management Pool and receives supporting legal services for generalliability and workers compensation claims. The City also contracts arrangements with otherfirms as the need for specialized legal services arises.

50

GENERAL FUNDDEPARTMENT: LEGAL SERVICES



PERSONNEL SERVICES110 Salaries $ 44,987 $ 44,644 $ 44,644 $ 44,644119 Miscellaneous 0 0 0 0141 FICA 3,227 3,415 3,415 3,415142 Group Insurance 6,608 6,608 6,608 6,608145 Dental Insurance 432 432 432 432

Total Personnel: $ 55,256 $ 55,099 $ 55,099 $ 55,099

SERVICES AND SUPPLIES250 Professional Services $ 254,753 $ 223,600 $ 223,600 $ 223,600280 Travel 100 500 250 500290 Other Services 2,178 5,000 3,500 5,000


GRAND TOTAL $ 312,287 $ 284,199 $ 282,449 $ 284,199

51

GENERAL FUNDDEPARTMENT: CITY MANAGER’S OFFICE

FINANCIAL SUMMARY



TOTAL $ 451,903 $ 415,166 $ 450,771 $ 431,332 $ 498,454


The City Manager is appointed by the City Council to direct the delivery of municipal services.The City Manager’s Office is responsible for providing information to support City Councildecision-making and for carrying out the policies and priorities set by Council. This involvesadministrative decision-making and the provision of support, leadership and oversight for all Citydepartments, programs and projects. The City Manager’s Office ensures the coordination of Cityoperations and is responsible for the day-to-day management of the city government.

The City Manager’s Office also coordinates citywide risk management activities, as the CityManager serves as the City representative to the TML Risk Management Pool. Further, this officecoordinates media relations and represents the City at official meetings and conferences, whileworking with other governmental agencies, including the Tennessee Municipal League, othercities, state and county governments.

As chief administrative officer of the City, the City Manager is responsible for recommendingsuch measures for adoption by the City Council, which are deemed necessary for the welfare ofthe citizens and the efficient administration of the City organization. The City Manager preparesrecommendations to the Council related to specific legislative issues, financial programs, capitalexpenditures and improvements, as well as other administrative matters.

Additional support is provided by the Assistant City Manager position. The primary job duties ofthe Assistant City Manager include oversight and coordination of the City’s annual strategic plan,economic development planning and promotion, and representing the City in meetings withintergovernmental and partner agencies as directed by the City Manager. The Assistant CityManager liaisons with outside governmental and nonprofit agencies across various levels ofgovernment and oversees the City’s grants program. The Assistant City Manager serves as actingCity Manager if the City Manager is unable to exercise duties.

Also included in the City Manager’s Office is the Marketing Manager. Responsible for the City’smarketing program and communications, the Marketing Director’s primary job duties includecommunicating public information to media and other outside organizations, promoting the Cityas a tourism destination and cultivating partnerships with nonprofit and local, state and federalagencies to enhance tourism in Columbia.

52


FY 2016-17 ACCOMPLISHMENTS

• The local economy continues to improve with Maury County one of the fastest growingcounties the 10-County, Middle Tennessee region for record job growth, theunemployment rate having dropped to 4.2% as of February 2017; trends continue to followhighlights from a 2015 report published at the beginning of FY 2016-17 ranking the county3rd statewide and 86th nationally among counties for the “most incoming investment” acrossdiverse types of investment areas.

• The City developed a proposal to collaborate with Maury County Public Schools (MCPS)on a location for a new Fire Station with improvements to Cox Middle/Howell Elementaryathletic facilities and parkland development to include a natural park with Nature Centerand other proposed amenities such as walking and biking trails. The partnership withMCPS will save the city on land acquisition costs and make recreational facilities moreaccessible to North Columbia residents and district school children.

• Numerous businesses continue to open in the downtown area; construction of a new brickfaçade building, the New Matthew’s Building, is complete, located at the corner of E. 6th

Street and N. Main Street; new downtown businesses include restaurant Southern TreSteakhouse, downtown retailer Needle and Grain, and vintage/antique store Tin FishVintage Marketplace, among others.

• The City is home to Hyundai of Columbia, a new automobile dealership on N US Hwy 31.

• GM continues to expand its operation with the announcement of building the new AcadiaSUV engine as well as the Cadillac XT5 and a right-hand vehicle for export to Australia.

• Business relocation and expansions includes Clarcor, a Franklin-based global filtrationproducts provider investing more than $10 million and creating 25 jobs in Columbia; metalprocessor and distributor Samuel, Son & Co., Limited, investing $32 million facility inColumbia and creating 42 new jobs; and Sleep Solutions and Services (S3), investing $3.6million on a new call center in Columbia and creating 137 jobs.

• The City was successful in a proactive approach seeking a higher bond rating fromStandard and Poor’s, demonstrating sound financial management and allowing the city toattract competitive rates on the municipal bond market; the city’s 2017 bond issue of $9.1million was borrowed at a 2.5% low interest rate with approximate debt service savings ofmore than $100,000.

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FY 2016-17 ACCOMPLISHMENTS (CONTINUED)

• The City’s partnership with CareHere, an off-site health care clinic has been a success. Theclinic is estimated to provide net savings due to reduced claims in years 1, 2, and 3 at$88,560, $159,349, and $292,448, respectively. Annual deductible savings to employeesare $58,196, $75,655, and $94,418 over the same three-year period.

• The City has completed the demolition of twelve (12) homes in Phases II and III of theNeighborhood Revitalization Project in East Columbia with funding from the CDBG 2014Small Communities Grant. The City received approval for a Phase VI that allowed for theuse of CDBG funds to demolish an abandoned, blighted multi-family dwelling at 401Armstrong St. Working with SCTDD and the state, the City is currently finalizing plansfor two (2) more homes, remaining funds in excess of $100,000 approved for sidewalkimprovements on East 8th Street in FY 2017-18.

• The City continues to partner with the Columbia Housing and Redevelopment Corporation(CHRC) to carry out revitalization projects in East Columbia. This includes five (5) newhomes on properties deeded to CHRC and three (3) houses using revenue generated by theNeighborhood Stabilization Program (NSP) grant. Plans are to build two (2) additionalhomes once the first three NSP funded homes are sold.

• The City was awarded a grant to fund a public mural ($2,500) to commemorate the 150year fire services sequential at the intersection of South Garden and Carmack Boulevard,the most prominent gateway to the Columbia Arts District.

• Investment in the City of Columbia Arts District include new arts-related enterprises in thedistrict, such as the Windmill Bakery and Coffee Cafe, Battleground South Cigar Loungeand Columbia Arts Building.

• New arts and cultural organizations continue to locate in Downtown Columbia, includingarts education/art schools Building Blocks School for the Arts and Columbia Dance Studioand art gallery Gallery 205.

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ONGOING PROJECTS

• Continue transportation improvement projects, such as the West 7th Streetscape Project,currently in design, a recently announced streetscape improvement project on E. 6th Streetthat the state announced the availability of funds and linking the West 7th project to theRiverwalk, and a plans to apply for funds to enhance South Garden using MPO grant funds.

• Continue to take a proactive approach towards the development of industrial land andmanufacturing recruitment.

• Continue planned stabilization of the Jack-n-Jill Building.

• Continue to engage the Tennessee Department of Transportation to advocate for highpriority projects to the City, projects of regional significance that also benefit the City, andpotential funding opportunities.

• Continue development of tourism assets, recreational amenities and programs that attractnew residents and tourists to Columbia.

• Continue to implement the city’s Marketing Plan to attract cultural heritage and sportstourism to the City.

• Continue development of the seven (7) soccer fields to complement the existing softballfields and facilities at the Ridley Sports Complex.

• Continue to pursue plans for the proposed Presidential Park, continuing discussions withthe County and exploring available alternatives.

• Continue to promote arts and culture and continued development of the Columbia ArtsDistrict, and attract new and unique events to Columbia, such as the Meriwether LewisArts and Crafts Festival.

• Continue the “Columbia Works” program of dedicated funding for citywide infrastructureimprovement projects.

• Continue an ongoing partnership with Columbia Housing and Redevelopment Corporationto carry out revitalization projects in East Columbia.

• Continue participation in Maury Alliance’s Economic Development Council, EducationTask Force, and the Maury County Tourism Advisory Board.

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ONGOING PROJECTS (CONTINUED)

• Continue participation in the Nashville Area MPO, which provides Columbia withadditional funding opportunities for transportation projects that enhance the City; completeRTA membership evaluation to present to the City Council.

• Continue to work with downtown businesses and Columbia Main Street Corp. regardingdowntown infrastructure, design guidelines, economic development, and promotion.

• Continue to support employee wellness an Employee Wellness Committee, City WellnessProgram and the new offsite CareHere health care clinic and CareHere Wellness Coach.

• Continue to support a positive organizational culture through such initiatives as facilitatingthe “Columbia Action Team,” and management’s setting a tone that exudes organizationalvalues identified by the City Council and a professional code of conduct.

• Ongoing participation in professional development and training programs.

• Ongoing development of administrative policies and procedures continues as needed.

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PERSONNEL SERVICES110 Salaries $ 254,051 $ 286,060 $ 283,903 $ 268,944112 Overtime 0 0 173 0113 Salary Adjustment 0 0 0 0114 Vacation Pay 1,817 0 912 0115 Sick Pay 798 0 178 0116 Holiday Pay 1,480 0 1,067 0117 Bonus 213 0 214 0118 Longevity Pay 750 850 850 950119 Miscellaneous 8,549 8,112 8,112 8,112141 FICA 17,877 22,568 20,858 23,795142 Group Insurance 18,764 21,959 20,669 21,165143 Retirement 30,233 13,699 14,193 14,937145 Dental Insurance 558 648 648 648149 Other Pensions 8,570 9,355 9,183 8,853

Total Personnel: $ 343,660 $ 363,251 $ 360,960 $ 347,404

SERVICES AND SUPPLIES211 Office Services $ 5,176 $ 5,500 $ 5,279 $ 5,500245 Telephones 1,717 1,600 1,530 1,200250 Professional Services 33,188 50,500 43,023 115,500269 Maintenance & Repair-Other 0 0 0 0280 Travel 8,068 9,000 7,833 8,000290 Other Services 17,718 17,500 9,985 17,400310 Office Supplies 318 820 518 800320 Operating Supplies 2,911 2,000 1,704 2,000321 Operating Supplies Controllable 2,025 0 0 0326 Wearing Apparel 385 600 500 650530 Rentals 0 0 0 0


GRAND TOTAL $ 415,166 $ 450,771 $ 431,332 $ 498,454

57

GENERAL FUNDDEPARTMENT: MANAGEMENT INFORMATION SYSTEMS

FINANCIAL SUMMARY


Personnel Services $ 359,625 $ 334,315 $ 367,905 $ 353,352 $ 384,655Services & Supplies 92,000 93,590 182,000 177,815 145,000Capital Outlay 167,000 118,574 225,650 225,650 208,550

TOTAL $ 618,625 $ 546,479 $ 775,555 $ 756,817 $ 738,205


The Management Information Systems department was created in FY 2005-2006. Thisdepartment provides overall supervision and support for the City’s Management InformationSystems and other technical/technological systems, including phone and data services, the Citywebsite and general network administration. The department also coordinates GraphicalInformation Systems (GIS) functions for the City.

FY 2016-17 ACCOMPLISHMENTS• Website Redesign - The public website was completely redesigned using the city’s new

brand/logo, and went live on June 1, 2016. The internal website for employees (intranet)went live in September 2016.

• Online Real Property Tax Payments - The City added a web portal to allow citizens to lookup and pay real property taxes via the Internet. Payment types available are credit, debit, andonline check.

• Phase-out of Discontinued Operating Systems - Microsoft has dropped support for theWindows XP desktop OS and Windows Server 2003. All computers with the exception ofone system were either upgraded or replaced with current software. The remaining unit willbe phased out in the July/August 2017 timeframe.

• Windows Server 2016 Training - Department staff was trained in the installation andadministration of Windows Server 2016 Operating Systems prior to introducing this new OSto our network environment. Security, usability, and deployment were the major focus ofconcern.

• MIS Replacement Program - Ensures that City personnel have up-to-date computerequipment, operating systems and application software.

• Major Software Upgrades/Installations - Cisco VoIP Call Manager operating system; ESRIGIS (Graphical Information Systems) was upgraded to 10.5 on the primary server;HydroCAD software; Firehouse - Moved application and database to a cloud-based solution;PM AM Alarm Permit on-line software system; Unitime payroll system was upgraded andreplaced with the new Empower system; WSUS (Windows Software Update Server)upgraded to 2016 version;

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FY 2016-17 ACCOMPLISHMENTS (Continued)• Software Upgrades (Routine) - Took advantage of new features and remained current with

various software tools. Upgraded various applications including 7-Zip, Adobe Flash Player(ActiveX and Plugins), Adobe Reader, Adobe ShockWave Player, AVL (Automatic VehicleLocation), BackupExec, Bitdefender AntiRansomware, CAD (Computer AutomatedDispatch), CCleaner file utility, Cisco AnyConnect Secure Mobility VPN client, eAgent,EdgeWave spam filter, FileZilla FTP client, Google Chrome (Internet browser),GoToMeeting, Java, iOS for iPhones and iPads, MDIS, McAfee VirusScan & ePolicyOrchestrator, Mozilla Firefox (Internet browser), NextGen (general ledger), SouthernSoftware RMS (formerly known as PolicePak), Southern Software QuarterMaster,TightVNC (remote management), TITAN (police), VLC Media Player, WinSCP file utility,and Wireshark network monitoring software, among others.

• Email - Implementation of an email archival system.

• Printing for City Recorder - All of the old tractor-form-fed printers were replaced with laserprinters.

ONGOING PROJECTS

• MIS Replacement Schedule - FY2017 workstations, laptops, and server equipment wereapproved by Council and ordered. Staff is nearly finished distributing the computers,complete with Windows 10. We are evaluating the latest edition of the OS, “CreatorsEdition” and plan to implement it soon.

• VoIP (Voice over Internet Protocol) - Testing of the new CPWS-based circuits for VoIP isunder way. Upon completion we will begin converting to those circuits and replacing theexisting VoIP servers, per the MIS Replacement Schedule.

• Next-Generation Firewall – Acquisition and installation of a new firewall will take place inFY 2018.

• Server Upgrade - Preparations are underway to upgrade our PDC (Primary DomainController) and secondary controller to Windows Server 2016.

• IA Professional - Installation and configuration of IA Pro software for the Police Departmentas part of their ongoing Calea accreditation.

• Firewall - Planning for implementation of the next-generation firewall for systems in thecoming fiscal year.

• Storage Expansion - Continued expansion of departmental shared folders by migrating to theSAN (Storage Area Network). This will include replication of the storage area to an off-sitelocation for redundancy and disaster recovery purposes.

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PERSONNEL SERVICES110 Salaries $ 239,896 $ 260,898 $ 254,859 $ 269,889117 Certification Pay 217 0 217 0118 Longevity Pay 2,250 2,350 2,350 2,600119 Miscellaneous 0 0 0 0141 FICA 18,315 20,138 19,545 20,845142 Group Insurance 21,021 27,907 20,256 27,717143 Retirement 51,968 55,748 55,477 62,740145 Dental Insurance 648 864 648 864

Total Personnel: $ 334,315 $ 367,905 $ 353,352 $ 384,655

SERVICES AND SUPPLIES211 Office Services $ 143 $ 250 $ 100 $ 250245 Telephones 5,526 6,000 5,957 6,000250 Professional Services 4,000 0 0 0255 Software Maint. & Support 62,123 85,000 82,972 108,000261 Maintenance & Repair-Auto 226 1,000 500 1,000269 Maintenance & Repair-Other 69 1,000 500 1,000280 Travel 9,160 10,000 9,988 10,000290 Other Services 1,077 17,500 17,476 7,500310 Office Supplies 299 1,000 630 1,000320 Operating Supplies 10,315 59,000 58,963 9,000321 Controllable Assets 0 0 0 0326 Clothing 207 200 192 200331 Fuel 146 750 337 750332 Automotive Supplies 299 300 200 300


CAPITAL OUTLAY948 Computer Equipment $ 118,574 $ 225,650 $ 225,650 $ 208,550

Total Capital Outlay: $ 118,574 $ 225,650 $ 225,650 $ 208,550

GRAND TOTAL $ 546,479 $ 775,555 $ 756,817 $ 738,205

60

GENERAL FUNDDEPARTMENT: OFFICE OF EMERGENCY MANAGEMENT

FINANCIAL SUMMARY


Personnel Services $ 110,810 $ 111,655 $ 114,097 $ 114,251 $ 0Services & Supplies 20,000 0 20,000 0 0

Total $ 130,810 $ 114,655 $ 134,097 $ 114,251 $ 0


In April 2017, the City of Columbia began to provide Emergency Management as a municipalservice after the City provided notice to Maury County pursuant to the 2005 Interlocal Agreementwith Maury County for emergency management.

The City created a Division of Emergency Management as a subdivision of the Fire Departmentas proposed in the FY 2017-18 budget using funds previously allocated to the Office of EmergencyManagement. Expenses for emergency management functions are allocated to the Fire Departmentwhich currently oversees Emergency Management operations for the City of Columbia. .



PERSONNEL SERVICES110 Salaries $ 76,815 $ 78,558 $ 78,658 $ 0117 Bonus 54 0 54 0118 Longevity Pay 1,500 1,500 1,500 0141 FICA 6,016 6,124 6,124 0142 Group Insurance 7,196 7,228 7,228 0143 Retirement 19,858 20,471 20,471 0145 Dental Insurance 216 216 216 0

Total Personnel: $ 111,655 $ 114,097 $ 114,251 $ 0

OTHER761 Transfer to Maury County $ 0 $ 20,000 $ 0 $ 0

Total Other: $ 0 $ 20,000 $ 0 $ 0

GRAND TOTAL $ 111,655 $ 134,097 $ 114,251 $ 0

61

GENERAL FUND

DEPARTMENT: FINANCE DEPARTMENT FINANCIAL SUMMARY

Category Budget Actual Budget Estimated Budget

FY 2016 FY 2016 FY 2017 FY 2017 FY 2018

Personnel Services $ 380,078 $ 384,934 $ 402,002 $ 410,741 $ 390,796 Services & Supplies 12,700 8,681 12,700 8,110 17,060

TOTAL $ 392,778 $ 393,615 $ 414,702 $ 418,851 $ 407,856 DEPARTMENT DESCRIPTION

The Finance Department exercises general supervision over the fiscal affairs of the City and general accounting supervision over City property and assets. The Finance Director, who also serves as Assistant City Manager, has a seat and a voice, but no vote in the meetings of the Council. This Department is responsible for payroll processing, disbursement of funds (vendor payments, debt repayment, etc.), administration of the Purchasing Card program, accounting for all fixed assets and financial compliance with various local, State and Federal agencies. The Department handles monthly reconciliation of City bank accounts and the preparation of monthly revenue and expense reports for departmental budget monitoring purposes. The Finance Department provides other support to City departments in accounting and general business functions and preparation of grant financial reports. The Assistant Finance Director/Purchasing Agent provides centralized purchasing for the municipal corporation and all departments and departmental subdivisions across the City, coordinating bid processes, administering the City’s timekeeping system and maintaining the City’s fixed asset database. The City’s Assistant Finance Director/Accounting and Budget provides the Director with support in day to day accounting, developing the annual budget, and assisting the Director in establishing and implementing long-range goals to enhance and continually improve the City’s financial operations. The Finance Department also assists with coordinating the City’s annual audit, investment of City funds, the issuance of long-term debt, and serves as the principle department in the preparation and development of the annual budget. FY 2016-17 ACCOMPLISHMENTS

• The Finance Director hired a new Assistant Finance Director, Sabrina Griffin, following the retirement of the city’s former Finance Director and Accounting Clerk.

• Standard & Poor’s (S&P) provide the City of Columbia with the second highest bond rating possible, a AA+ rating; previously, the city received a Aa2 rating from Moody’s Investors Services, which the more recent AA+ marks an increase compared to the rating by Moody’s.

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GENERAL FUND

DEPARTMENT: FINANCE DEPARTMENT FY 2016-17 ACCOMPLISHMENTS (Continued)

• One General Obligation debt issue was successfully funded with a low 2.5% interest rate following S&Ps new bond rating for the City of Columbia, estimated to save the City over $100,000 in interest payments during the term.

• A Request for Qualifications was prepared for Auditing services and the proposal was awarded after several firms were interviewed.

• Staff coordinated the annual audit with Yeary, Howell & Associates and the City received an unqualified audit opinion.

• Request for Proposals/Qualifications and contract awards for other notable goods and services include Marketing Consulting Services, construction bid award and muralist services for the city’s first public mural project, and the engineering and design services for the Ridley Sports Complex soccer field development project.

• The City’s Purchasing Manual was updated following a larger revision in 2016 to include file and information retention requirements. The City Council adopted the policy with retention schedule, the retention schedule developed and recommended by MTAS, which the MTAS schedule is referenced in T.C.A.

• Staff developed an Internal Control Policy which was reviewed and adopted by the City

Council.

• The City received the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association for the 17th consecutive year.

• The Assistant Finance Director provided support with the redevelopment of the City’s public mural project.

• Grant billings were prepared and submitted for the Surface Transportation Program, Justice Assistance Grants and Bulletproof Vest Grants. STP Program #114780 (James Campbell/Trotwood Avenue Intersection Improvements and signalization at US Hwy 31 and Springmeade Boulevard) was completed. STP Program 114780.1 (James Campbell/Highland Avenue Intersection Improvements and signalization) is awaiting final reimbursement.

ONGOING PROJECTS

• Staff plans to work with Development Services Department to develop a financing model for a strategic plan objective to develop proposal to present the City Council for a 20-year Street Replacement Cycle.

63

GENERAL FUND

DEPARTMENT: FINANCE DEPARTMENT

ONGOING PROJECTS (Continued)

• Staff is in the process of developing Standard Operating Procedures (SOPs) for Finance Department Operations, which will ensure constancy in financial operations and continuity over time when staffing in the department changes. Once complete, the SOPs will provide Management and the City Council with additional assurance that municipal financial functions follow from T.C.A. provisions on municipal budget and finance, the Columbia Municipal Charter and established best practices prior to June 30, 2018.

• Cross train department staff, allowing for smother operations if there are future staffing changes or an employee takes an extended leave of absence,

• Staff will annually review and propose revisions as needed to the Internal Control Policy

adopted in 2016. T.C.A. now requires the adoption of an Internal Control Policy by municipalities statewide to be updated as state laws are amended.

• Staff will assist in the procurement of services analyzing the potential for future legislation as discussed at the City’s 2017 mid-year strategic planning meeting to pursue an Adequate Facilities Tax, the objective to ensure equity between incoming and existing residents for key city services and infrastructure.

64

GENERAL FUND

DEPARTMENT: FINANCE DEPARTMENT


OBJ TITLE ACTUAL BUDGETED ESTIMATED BUDGETED

CODE 2015-2016 2016-2017 2016-2017 2017-2018

PERSONNEL SERVICES 110 Salaries $ 248,426 $ 275,031 $ 275,031 $ 294,179114 Vacation Pay 8,118 0 4,245 0115 Sick Pay 3,001 0 611 0116 Holiday Pay 3,744 0 2,012 0117 Bonus Pay (Christmas bonus) 217 217 216 217118 Longevity Pay 4,700 4,850 4,850 1,950119 Miscellaneous 0 0 0 0141 FICA 20,408 21,411 21,527 22,670142 Group Insurance 27,926 28,063 28,063 27,879143 Retirement 67,799 71,566 73,322 43,037145 Dental Insurance 864 864 864 864

Total Personnel: $ 384,934 $ 402,002 $ 410,741 $ 390,796 SERVICES AND SUPPLIES

211 Office Services $ 100 $ 500 $ 215 $ 350245 Telephones 1,730 2,000 1,724 2,000255 Software Maintenance 784 900 1,613 1,760269 Maintenance & Repair-Other 0 200 0 0280 Travel 1,860 3,500 1,634 6,000290 Other Services 1,756 2,500 910 3,500310 Office Supplies 606 1,600 388 1,600320 Operating Supplies 1,507 1,500 1,454 1,500326 Wearing Apparel 338 0 172 350


GRAND TOTAL $ 393,615 $ 414,702 $ 418,851 $ 407,856

65

GENERAL FUNDDEPARTMENT: CITY RECORDER

FINANCIAL SUMMARY



TOTAL $488,959 $ 417,446 $ 465,904 $ 340,677 $ 432,771


The City Recorder’s Office is responsible to receive, receipt and account for all City revenues.The Recorder’s Office is responsible for depositing City funds and requiring adequate securitybefore deposits are made. The office invests in certificates of deposit by obtaining bids fromlocal banks, purchases and redeems CD’s at maturity dates.

The City Recorder is to be present at all meetings of the City Council and record the motion andvote of Council Members. A primary responsibility of the City Recorder’s Office is to provideservice and information to the public. Other responsibilities include serving as Clerk of the CityCourt, processing City tax bills, serving as Trustee and Secretary of the City of ColumbiaEmployees’ Retirement Plan, keeper of City Retirement Plan records, maintains City Court andovertime parking records, keeper of the City seal, Ordinance, Resolution and minute books,titles, contracts, bonds, deeds, letters of credit and other City records. The Recorder’s Office isresponsible for additional billing of accounts receivable when the initial billing is not paidtimely.

The City Recorder’s Office is responsible for preparing revenue reports for auditors, assistingauditors, answering bankruptcy claims, mailing renewal notices regarding City revenue accounts,preparing applicable Federal and State reports, preparing reports for the Retirement Plan actuarialconsultant and submitting required City Ordinances and other notices to be published in the localnewspaper. The City Recorder certifies copies of City documents, attests all instruments signedin the name of the City and all official acts of the Mayor by signature and City seal andadministers the oaths of office to City personnel and boards when requested.

The City Recorder assists the City Manager in the budget process and forecasting City revenues.

2016-17 ACCOMPLISHMENTS

• Made available the option for online viewing and payment of property taxes. Changedseveral processes with mailing of property taxes to take advantage of mail forwarding andCounty Record Services routing information to larger mortgage companies electronically.

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2016-17 ACCOMPLISHMENTS (continued)

• Resolved/refunded terminated, non-vested employee contributions to the City ofColumbia Employees’ Retirement Plan.

• Presented Council with an ordinance to remove animal licensing after reviewing the lowcompliance rate and costs to administer the program.

• Established a process in conjunction with issuing certificates of compliance for the sale ofwine in grocery stores after the item passed at the November 2016 election.

• Requested proposals and transitioned from a manual to an online alarm permit system.

• Created form letter templates to replace hand-written slips returned/routed to payees forproperty-tax related items.

• Began the process of going through many years of old records to determine which mustbe kept and which may be disposed of and to organize those we are required to maintain.

ONGOING PROJECTS

• Receipting and accounting for all City revenue.

• Continuous City Court Clerk functions to include maintaining court records.

• Administer the State of Tennessee Property Tax Relief Program and the City of ColumbiaProperty Tax Relief Program for City property owners who qualify.

• Maintaining the records for the City of Columbia Employees Retirement Plan Trust fundand the City of Columbia Retirement Health Insurance Post-Employment Benefit.

• Collection of 2016 City taxes.

• Processing Garbage Fee relief for eligible citizens.

• Maintain and update records for the City’s Alarm permit holders, prepare and mail annualrenewal invoices to alarm system owners.

• Prepare Delinquent Tax Ordinances and listing of delinquent tax information for the CityAttorney to present to the Clerk & Master for delinquent tax collection or sale ofproperty.

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PERSONNEL SERVICES110 Salaries $ 242,614 $ 310,505 $ 220,311 $ 303,043112 Overtime Pay 15 0 11 0113 Salary Adjustment 0 0 0 0114 Vacation Pay 6,096 0 3,000 0115 Sick Pay 3,923 0 2,775 0116 Holiday Pay 6,384 0 2,704 0117 Bonus 433 0 325 0118 Longevity Pay 3,200 4,400 4,400 2,550119 Miscellaneous 13,156 0 0 0141 FICA 20,714 24,320 17,225 23,378142 Group Insurance 38,955 47,599 33,797 40,398143 Retirement 59,886 51,730 30,638 35,768145 Dental Insurance 1,242 1,512 1,080 1,296

Total Personnel: $ 396,618 $ 440,066 $ 316,266 $ 406,433

SERVICES AND SUPPLIES211 Office Services $ 14,996 $ 15,538 $ 14,824 $14,500245 Telephones 670 1,050 971 1,800250 Professional Services 23 150 0 150255 Software Support 454 3,325 3,454 3,500269 Maintenance & Repair-Other 0 0 0 0280 Travel 558 2,000 2,082 3,000290 Other Services 1,702 575 545 600310 Office Supplies 818 2,095 284 1,000320 Operating Supplies 1,557 1,105 1,713 1,500321 Controllable Assets 0 0 0 0326 Clothing 0 0 538 238510 Insurance & Bonds 50 0 0 50


GRAND TOTAL $ 417,446 $ 465,904 $ 340,677 $ 432,771

68

GENERAL FUNDDEPARTMENT: PERSONNEL

FINANCIAL SUMMARY


FY 2016 FY 2016 FY 2017 FY 2017 FY 2018

Personnel Services $249,144 $ 239,938 $ 255,671 $ 230,127 $ 235,927Services & Supplies 19,500 13,522 19,500 15,943 26,700

TOTAL $268,644 $ 253,460 $ 275,171 $ 246,070 $ 262,627


The Personnel Department must parallel the needs of the City’s changing organization. While thedepartment is responsible for employee benefits administration and compensation which aretraditional roles, it is also responsible for the following functions:

• Recruiting, the selection process, hiring and on-boarding

• Training and career development

• Organizational development and communication

• Performance management and coaching

• Policy recommendation

• Employee relations and team building

The Personnel objectives are established to support the attainment of the overall Strategic Planand objectives. This strategic partnership impacts Personnel services in areas such as the designof positions, hiring, reward, recognition and strategic pay, performance development andappraisal systems, career and succession planning, and employee development. The Personnelfunction implements the City’s human resource requirements effectively, taking into accountfederal, state and city laws, regulations and ordinances, using ethical practices in a manner tomaximizes employee motivation, commitment and productivity and instill trust in the departmentand organization as a whole.


• Applied for and received The Pool Safety and Driver’s Safety Grant.

• Worked with Sherrill Morgan regarding the City’s group medical plan, monitoring claims,worked on plan design changes, renewal rates and other options.

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FY 2016-17 ACCOMPLISHMENTS (Continued)

• Worked with Chief Cobb to design a recruitment strategy to target protected classes whichincorporates a junior cadet program that is intended to act as a feeder program and a cadetprogram which will act as an apprentice program. Partnering with the Boys Scouts andColumbia State on this endeavor.

• Successful clinic operation which led to an increase of 4 hours.

• Created a document to address succession planning and to determine skills gaps.

• Performed safety inspections of the various department facilities within the City and issuedwritten reports of the findings to the Safety Committee and Management Team. Aninspection is conducted each month with each facility being inspected on an annual basis.

ONGOING PROJECTS

• Researching valid testing for Public Works, Wastewater and Parks department positions alongwith effective means to test.

• Continuing work on enhancements in Paylocity to allow MIS and Police to track issuedequipment.

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OBJ. TITLE ACTUAL BUDGETED ESTIMATED BUDGETEDCODE 2015-2016 2016-2017 2016-2017 2017-2018

PERSONNEL SERVICES110 Salaries $ 158,256 $ 173,747 $ 156,867 $ 163,288112 Overtime 35 0 0 0114 Vacation Pay 4,716 0 4,456 0

115 Sick Pay 1,938 0 739 0116 Holiday Pay 4,709 0 1,796 0117 Bonus Holiday 162 0 162 0118 Longevity Pay 1,900 2050 2,050 950119 Miscellaneous 3,400 3400 3,400 0141 FICA 13,087 13,449 12,795 12,442142 Group Insurance 7,806 17,426 7,787 20,519143 Retirement 43,497 44,951 39,499 38,080145 Dental Insurance 432 648 576 648

Total Personnel: $ 239,938 $ 255,671 $ 230,127 $ 235,927

SERVICES AND SUPPLIES211 Office Services $ 54 $ 0 $ 0 $ 0245 Telephones 1,438 1,500 1,343 1,500250 Professional Services 4,904 12,500 8,178 12,600255 Software Maintenance 484 500 484 500280 Travel 2,158 2,500 3,882 6,100290 Other Services & Charges 3,519 1,500 1,500 5,650310 Office Supplies 264 200 106 150320 Operating Supplies 479 500 250 100326 Wearing Apparel 222 300 200 100


GRAND TOTAL $ 253,460 $ 275,171 $ 246,070 $ 262,627

71

GENERAL FUNDDEPARTMENT: POLICE DEPARTMENT

FINANCIAL SUMMARY


Personnel Services $6,805,382 $6,523,415 $6,863,964 $6,687,503 $7,161,032Services & Supplies 1,197,862 1,053,155 1,320,642 1,114,637 1,118,191Capital Outlay 341,769 288,123 581,629 596,629 596,352

TOTAL $8,345,013 $7,864,693 $8,766,235 $8,398,769 $8,875,575


The purpose of the Columbia Police Department is to protect life and property, prevent crime,preserve the peace and enforce all laws and ordinances within the confines of its jurisdiction.The Columbia Police Department is a full service department that utilizes a Community OrientedPolicing philosophy. The department recognizes that working with citizens, community leadersand businesses is the key to reducing crime. It is our goal to provide the very best service to thecommunity we serve. We will endeavor to protect, serve and educate the entire community inthe prevention of crime and the apprehension of those who commit crime in our community.

The Police Department is comprised of three major divisions: Patrol, Criminal Investigations,and Support Services. The Assistant Chief of Police supervises the three division commandersand oversees the day-to-day operations for the department.

Patrol Division: The Patrol Division is responsible for handling the daily calls for service withinthe city. This division’s core responsibility includes handling all emergencies, daily service callsand ensuring around the clock services. The patrol division is the primary component thatdelivers our enforcement and community policing efforts. The officers assigned to the PatrolDivision are focused towards working in partnership with members of the community toanticipate, prevent and deter crime and disorder to improve the quality of life for Columbia’sresidents and visitors. This division is commanded by a captain.

The Patrol Division consists of three shifts supervised by a lieutenant, one Special ResponseTeam, (SRT), and a Community Oriented Policing unit (COP).

The SRT Unit is designed to respond to prevention and proactive-oriented efforts, specificallythose situations based on intelligence, crime data and strategies developed by the shiftcommanders and their team of officers. The SRT Unit is a proactive unit and does not primarilyhandle general service calls unless they are needed due to an overload of calls.

The (COPS) Unit embraces our community policing philosophy. Every officer is trained incommunity policing concepts and is primarily responsible for maintaining ties with our business,faith and neighborhood groups. Each officer assigned helps implement crime preventionprograms to address community problems and concerns. The COPS Unit is responsible for the

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DEPARTMENT DESCRIPTION (continued)

growth and development of community watch groups. COPS officers attend communitymeetings and conduct foot, segway, and vehicle patrols during investigations. Buildingcommunity partnerships by participating in community outreach efforts is a major objective ofthis unit. COPS officers are assisting with stronger prosecution in the court system by providingfull criminal histories to prevent lighter sentencing on repeat offenders.

Criminal Investigations Division: This is the investigative arm of the Department. TheCriminal Investigations Division (CID) consists of criminal investigations, criminal intelligenceand narcotics investigations units. The CID consists of two sections: Criminal Investigations andCriminal Vice. The formation of these two units was developed to maximize the coverage andavailability of on-duty investigators on a daily basis. This division is commanded by a captain.

The Criminal Investigations section consists of two units; the Criminal Investigators and theSpecial Victims Investigators, which is supervised by a lieutenant who oversees both units. Theyare responsible for follow-up investigations of specific criminal cases generated by the patroldivision to include all criminal, juvenile investigations and special victims.

Criminal Investigation’s Unit primary function is to review and investigate reports of felony andmisdemeanor criminal acts, identify suspects and prepare cases for prosecution. These cases areusually the more serious incidents reported to the police department such as homicides,robberies, sexual assaults, physical assaults, child abuse and neglect cases and any other felonycases that demand specialized investigative knowledge and time. This unit is supervised by twosergeants.

The Special Victim’s Unit investigates domestic violence and sexual assault crimes. The unitreaches out to victims, assisting with orders of protection, prosecution, and providing them withall assistance possible. The unit works closely with domestic violence advocates and also theDistrict Attorney’s Office to ensure successful prosecution, especially with those who are repeatoffenders. This unit is supervised by one sergeant.

The Criminal Vice section consists of the Criminal Intelligence/Gang Unit and a Narcotics Unit,which is supervised by a police lieutenant who oversees the following units: Intelligence/Gangand Narcotics. Each unit is supervised by a sergeant.

Intelligence/Gang Unit is responsible for the intelligence gathering, processing and disseminationof potential and actual gang members and their organizations. Information sharing is also a keycomponent that is critical to the effectiveness of the Department’s overall objectives.

The Narcotics Unit is responsible for investigating the illegal sale and distribution of controlledsubstances and other vice associated criminal activity in the City of Columbia. The NarcoticsUnit utilizes intelligence resources to rid the community of illicit drugs and prostitution.

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Support Services Division: The Support Services Division (SSD) is responsible for most non-operational activities that allow the Columbia Police Department to remain focused on providinglaw enforcement services to the community. This division ensures that our officers have thenecessary equipment and support to provide quality law enforcement services to the citizens ofColumbia. Also, this division (SSD) is responsible for the Plans, Standards and Research Unit.

The Plans, Standards and Research Unit is managed by the Accreditation Manager who reports tothe Support Services Captain and is responsible for the process of maintaining all requirementsfor the successful completion of the Accreditation process and update departmental policies andprocedures.

An Administrative Lieutenant oversees the training function and assists the Division Commanderwith the overall operation of the division. The following functions fall under this division:equipment issuance (Quartermaster), parking enforcement, vehicle maintenance, buildingmaintenance, animal control, and school patrol. Other functions and services such as the recordssection, property and evidence, Reserve Officers, and Police Explorers are also part of the SSD.

Additionally, the Division Commander oversees the operations of SWAT and the Bomb Unit.The SWAT Team is responsible for providing highly trained, specially equipped personnel to dealwith high risk police situations. The SWAT Team is comprised of certified police officervolunteers from a variety of divisions within the Police Department. Officers are speciallytrained in SWAT and hostage negotiations procedures, use of special weapons and equipment.

The Bomb Unit investigates all bomb threats, actual devices, and all calls relating to explosivedevices. The Bomb Unit is also assigned to the County Wide HazMat Team. This unit isresponsible for calls and services which the Patrol Division is not equipped to deal with. Thisunit also responds to all Homeland Security District 8 bomb related calls.


• CPD hosted a 2nd Annual Community Appreciation event at the Riverwalk Park. Theevent was a success where citizens of Columbia could meet and observe severaldifferent emergency responders from the Maury County area, meet and speak withseveral CPD employees and enjoy free food.

• All CPD Patrol Officers were issued cell phones to be used while on duty. This allowsOfficers to have means of communication other than the primary Police radio whichtremendously reduces “air time” on the Police radio communications and allows theradio to be free for emergency traffic. All Officers having cell phones prevents the useof personal cell phones for business related duties. The phones were free and are ofminimal cost to the city.

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FY 2016-17 ACCOMPLISHMENTS (continued)

• The Criminal Investigations division purchased four (4) Apple iPad’s and accessories tobe used by the Criminal Investigators to check on registered sex offenders living withinthe city limits of Columbia. The investigators will use the iPad’s for documenting allhome visits and follow-ups with sex offenders to ensure they are in compliance withstate law. The iPads were purchased with sex offender registry money.

• The Columbia Police Department hosted two (2) Basic Criminal Investigation’s Classesduring the 2016 calendar year. These classes were taught on site by our CriminalInvestigators. The classes have been well attended by officers from CPD along withmany other agencies, including Hawaii at no cost. The class brought revenue into thecity, with the attendees staying at local hotels and eating at local restaurants for theweek long classes. One attendee even wrote the Mayor a letter about our beautiful city.

• During 2016 the department added a full time custodian. This position increases thedaily cleanliness and sanitary conditions of the department. This position also allowsfor more opportunities to work on routine upkeep, which works to improve thedepartment’s overall professional appearance.

• The Columbia Police Department was CALEA accredited in November 2016. With theaccreditation it strengthens the department’s accountability and limits the department’sliability and risk exposure. The required reports and analysis assist with makinginformed management decisions while the increased level of standards andprofessionalism work towards improving relationships with the community.

OBLIGATED ACTIVITIES 2016

• Calls for Service: The department responded to 37,018 calls for service.

• Vehicle Crashes: The department investigated 2,137 vehicle crashes which includedproperty and personal injury.

• Fatalities Resulting from Vehicle Crashes: The department investigated 5 fatalities.

• Alarm Calls: The department responded to 2,052 alarms calls.

• Escorts: The department provided 3,531 escorts for funerals, banks & other businesses.

• Traffic Stops: The department initiated 8,962 traffic stops.

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OBLIGATED ACTIVITIES 2016 (continued)

• Events Worked:

Mule Day Mule Day 5K Run AJ Morton Historical Marker

Martin Luther King Parade Haunting in the District Cruising the Square

Mule Town Music Festival Christmas Tree Lighting Christmas Parade

National Day of Prayer Chili Cook Off Camp Hope at 4-H CampFamily Fall Fun Festival Small Town Jam – 1 event Spring Carnival

Fourth of July Celebration Wayman Chapel AME Fall Festival Amateur BBQ Cook Off

Midstate Classic Back to School Bash Children’s Museum FoodTruck Fight FundraiserVeterans Day Ceremony Prescription Drug Take Back with DEA

Listerhill Commercial Meriwether Lewis Arts and Crafts Fair

ADDITIONAL 2017-18 BUDGET HIGHLIGHTS

• ECOM dispatching contract increase (Est @ 3%) $ 6,124.00• In-Car/Body Worn Camera Network (1 time purchase) $ 50,000.00• 17 In-Car/Body Worn Camera Combo @ $6000 each $ 102,000.00• CERP Funding for 10 fully equipped vehicles $ 444,352.40

$ 602,476.40

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ACTIVITY BREAKDOWN

Administration $ 730,037Detectives 1,077,485Patrol 4,901,272Animal Control 85,658Support Services 1,309,624Narcotics & Vice 771,499

Total $8,875,575



PERSONNEL SERVICES110 Salaries $3,903,787 $4,393,489 $4,206,296 $4,521,512112 Overtime Pay 101,984 342,198 120,232 403,686114 Vacation Pay 187,073 0 152,403 0115 Sick Pay 78,067 0 43,509 0116 Holiday Pay 178,838 0 114,357 0117 Bonus 6,011 0 5,740 0118 Longevity Pay 49,650 53,700 45,950 51,950119 Miscellaneous 56,634 38,400 52,186 38,400141 FICA 338,922 369,323 355,990 383,689142 Group Insurance 611,617 683,830 620,957 690,325143 Retirement 991,087 961,208 948,696 1,049,438145 Dental Insurance 19,476 21,816 20,232 22,032146 Worker's Comp. 269 0 955 0

Total Personnel: $6,523,415 $6,863,964 $6,687,503 $7,161,032(continued on next page)

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DEPARTMENTAL BUDGET SUMMARY (continued)


SERVICES AND SUPPLIES (continued)211 Office Services $ 4,675 $ 8,433 $ 6,643 $ 8,433240 Utilities 74,906 87,180 87,180 87,180245 Telephones 71,543 72,300 62,444 72,300250 Professional Services 5,621 8,525 6,874 7,375255 Software Maintenance 58,675 73,592 84,304 75,186261 Maintenance & Repair-Auto 42,172 35,092 35,092 35,092269 Maintenance & Repair-Other 27,808 45,693 53,693 45,693280 Travel 75,846 108,850 110,707 88,834290 Other Services 29,081 25,341 22,575 24,821297 Supplement to E-911 198,188 204,132 204,134 210,256310 Office Supplies 11,431 11,209 9,042 11,208320 Operating Supplies 101,580 79,327 72,441 61,269321 Operating Supplies – Controllable 23,832 19,500 75,460 4,500322 Chemical & Cleaning Supplies 7,379 6,900 7,092 5,900324 Sexual Offender Registry 6,903 5,682 4,340 0326 Wearing Apparel 53,877 74,231 59,879 60,830329 Cleaning Uniforms 9,743 11,100 8,444 11,100331 Fuel 138,944 227,950 126,969 219,350332 Maint. & Repair Supplies-Auto 75,689 59,157 40,871 59,157340 Maint. & Repair Supplies-Other 2,124 3,150 1,981 3,150341 Small Tools 10,878 3,155 3,798 3,155410 Concrete 30 0 0 0510 Insurance & Bonds 100 0 0 0530 Rentals 13,632 21,730 19,464 21,402721 Contractual Obligations 0 0 0 0733 Awards 1,397 2,000 2,085 2,000761 Transfer to Maury County 7,101 9,125 9,125 0800 Reserves 0 117,288 0 0

Total Services & Supplies: $1,053,155 $1,320,642 $1,114,637 $1,118,191

CAPITAL OUTLAY920 Building/Structure $ 0 $ 0 $ 0 $ 0930 Other Improvements 0 0 0 0941 Machinery/Auto Equip 288,123 356,629 371,629 444,352945 Communications Equip 0 225,000 225,000 102,000948 Computer Equipment 0 0 0 50,000


GRAND TOTAL $7,864,693 $8,766,235 $8,398,769 $8,875,575

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GENERAL FUNDDEPARTMENT: FIRE DEPARTMENT

FINANCIAL SUMMARY


Personnel Services $6,774,022 $6,611,518 $6,837,517 $6,740,646 $7,207,615Services & Supplies 517,675 516,141 590,875 590,876 548,356Capital Outlay 176,019 175,957 324,766 324,811 1,159,500

Total $7,467,716 $7,303,616 $7,753,158 $7,656,333 $8,915,471


Organization: The Columbia Fire Department, since its inception in 1868, has provided thehighest possible level of services to the residents and visitors of the City of Columbia. Thedepartment’s mission is to protect, to promote and to improve the health of all persons living,working, or visiting the City of Columbia, Tennessee.

The Columbia Fire Department is a comprehensive, all-hazards department. The men andwomen of the department respond to emergent events involving the following: fire suppressionemergencies, technical rescues (water, confined spaces, extrications and industrial accidents),medical emergencies, hazardous materials, natural disasters and potential terrorism events. TheCity currently holds an Insurance Services Organization (ISO) public protection class rating of1/1Y. Only a small percentage of fire departments across the nation have achieved this high ISOrating. We are currently only one of three departments in the State of Tennessee with an ISOrating of 1, and the first to obtain this rating.

The Fire Department consists of five divisions:

Administrative Division: The Administrative Division of the Columbia Fire Department islocated at 1000 South Garden Street and is responsible for the overall leadership andmanagement of the Fire Department. The Administrative Division consists of four members-FireChief, Assistant Fire Chief, 2 Administrative Assistants (1 full time, 1 part time).

Prevention Division: The Prevention Division is located at 700 North Garden Street and isresponsible for fire and life safety codes enforcement and fire/arson investigation. This divisionalso reviews plans for new construction and does periodic inspections of existing buildings. ThePrevention Division consists of two members-Fire Marshal and Assistant Fire Marshal.

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DEPARTMENT DESCRIPTION (Continued)

Training Division: The Training Division is located at 1000 South Garden Street and isresponsible for the development and delivery of quality training classes to prepare firefighters tomeet the needs of the citizens. Training is at the core of our organization. FY 2016-2017, Firepersonnel participated in excess of over 2,000 hours per month of training annually. All firedepartment personnel participate in the Tennessee Firefighting Commission certificationprograms. The Training Division consists of one member-Assistant Chief-Training.

Emergency Management Division: The Office of Emergency Management is located at 700North Garden Street and is responsible for assisting Fire Department Operational functions in theareas of Inspections, Safety, Training and Emergency Management. The EmergencyManagement Division consists of one member-Assistant Chief-Emergency Management.

Suppression Division: The Suppression Division operates out of five fire stations strategicallylocated throughout the City of Columbia. The Suppression Division consists of 84 members-3Assistant Chiefs - Suppression, 18 Captains, 18 Drivers and 45 Firefighters who staff fireapparatus/stations 24 hours a day, 365 days a year to provide emergency and support services tothe City’s citizens and visitors.

Columbia Fire Station Locations are as follows:

Station 1: 1000 South Garden Street Station 4: 5040 Trotwood AvenueStation 2: 711 Lion Parkway Station 5: 2633 Nashville HighwayStation 3: 1306 Nashville Highway

Emergency Services and Educational Opportunities Provided by the Columbia FireDepartment

Incident Response to:• Fire-Related Emergencies• Emergency Medical Incidents• Heavy Rescue and Vehicle Extrication• Technical Rescue Incidents (Water, High/Low angle, Confined Spaces)• Trapped Animal Incidents• Haz-Mat Incidents• Mutual Aid Response

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Other Services Provided (continued)

Services/Educational Opportunities Provided:• Public Education Programs/Events• Fire Cause/Origin Determination and Arson Investigation• Fire and Life Safety Codes Enforcement• Plan Review for new construction• Hazardous Operations Response providing hazardous materials stabilization by

providing (18) eighteen TEMA Haz-Mat techs• Smoke Alarm Program• Child Safety Seat Inspections• Preplans, hazard surveys, inspections• Participate in community charities such as: Relay for Life, Muscular Dystrophy

Association, Camp Home (Burn Survivors), United Way, Celebrity Waiters• Blood Pressure Checks• Ride-Along program• Red Cross “Battle of the Badges” blood drive, Mule Town Music Fest, Boys and

Girls Club (Christmas parade), maintain two public education trailers, one boat andone service trailer and one confined space SCBA training prop

• Smoke Alarm installation/testing program• Career Fair Recruitment at High Schools and Colleges

Public Education Classes: The Columbia Fire Department offers a wide variety of trainingopportunities to the public and strives to educate more than 10,000 citizens annually in lifesavingand accident/fire prevention techniques. The following is not an exhaustive list of trainingopportunities:

• Career Day at schools• Fire, Weather Emergency and Fire Sprinkler Education Safety Trailer• Look Up For Safety (Fire Sprinkler Training)• Play-Safe-Be-Safe• Fire Extinguisher Training• Puppets• Risk Watch – Injury Prevention/Natural disasters• Senior Expo• Fire Prevention Poster Contest• Child Safety Seat Training and Installation• Safe Home• Community Smoke Alarm “Get Alarmed” program• Surviving a Home Fire• Health and Safety Fair at Public Schools• Maury Youth Leadership

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PUBLIC EDUCATION CLASSES (Continued)

• Leadership Maury• Emergency Preparedness Fair• Fire Prevention Week• Christmas Parade• Interactive display at A’Museum• MASH (Medical Applications of Science and Health)• CERT (Community Emergency Response Teams)• Safe Driving Scenarios in partnership with local schools• Fire Safety Billboard /Public Information announcements

• Station tours


• Maintained program managers within the department to allow ownership in ongoingprojects that affect the department and its employees and improve efficiency.

• Improved technology with upgrade to the (MDIS) Mobile Data Information System fromair cards to a more reliable vehicle mobile device. Continued training for these systems.

• Placed 209 smoke alarms in residential homes and purchased/installed several smokealarms for the hearing-impaired.

• Installed 13 car seats and trained parents/grandparents on correct placement of car seatand child in vehicle.

• Personnel attended Fire Officer, Aerial Driver and Apparatus Driver Operator, FirstResponder, and Fire Investigator Training classes at the Tennessee Fire Service andCodes Enforcement Academy, as well as other training opportunities for Rope, SwiftWater, EMS and Child Safety Seat Installation with various agencies.

• Continued to partner with Columbia Police Department to design and remodel agovernment surplus truck to be used as a Mobile Incident Command Center for largemulti-agency emergencies and/or large planned events.

• Participated in communications classes and radio familiarization with new equipment.

• Purchased a drone and in the process of fully implementing a drone program.

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• Continued to improve our Wellness/Fitness program to reduce the risk of cardiac relatedillnesses and death to firefighters, as heart attacks are the number one cause of firefighterdeaths and injuries. Continued partnership with the Wellness Committee to purchasejump ropes, fitness bikes and workout videos. Overall, health and fitness of departmentalpersonnel has improved.

• Self Contained Breathing Apparatus (SCBA) committee completed evaluation andselected equipment to be purchased at the beginning of the FY 2017-2018 budget year.

• Apparatus Committee researched, traveled, evaluated and is in the process of selectingand writing specifications for replacement of apparatus.

• Participated in a Homeland Security District 8 multi-agency and multi-jurisdictional drillfor bomb threats, public health and terrorism at Brown Elementary School.

• Replaced and upgraded Car 2 to provide fire suppression capabilities.

• Participated in a Career and Technical Education Fair in conjunction with Columbia StateCommunity College.

• Renewed all HazMat techs certification with TEMA.

• Hosted Maury Alliance Youth Leadership Maury County Day and Leadership MauryCounty Day.

• Participated in EVOC (Emergency Vehicle Operations Course) classes for EmergencyResponders.

• Participated in “MASH” program sponsored by Maury Regional Medical Center/EMS todemonstrate an extrication and educational day for area high school students.

• Received AFG grant for gear extractor and drying cabinet as part of program to reducefirefighter exposure to carcinogens.

• Conducted 270 Public Education events, reaching 8,034 adults and 6,687 children during2015.

• Implemented employee uniform allotment program.

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• Trained CPWS employees on AHA Heartsaver CPR/AED.

• Participated in Pipeline training.

• Received a donation from Maury Regional Health Care Foundation in the amount of$35,000 for Zoll monitor to provide ALS capability.

• Partnered with Froggy’s Fog to host Middle Tennessee Fire Chiefs Annual meeting.

• Hosted Department of Homeland Security Multi-Agency training on Domestic Terrorismand Weapons of Mass Destruction.

• Partnering with Columbia Police Department to develop a program for TacticalEmergency Care in active shooter events.

• Demolition of Station 3 due to structural damage and placement of temporary housinguntil a new fire station is built.

• Repaired and replaced flooring at Station 1 for Administrative offices due to waterdamage.

FY 2016-2017 OBLIGATED ACTIVITIES:

Total calls for service: 4,144 Service calls: 236Fires: 162 Good intent calls: 265Vehicle Accidents: 443 False alarms: 364Water rescue: 2 Bomb/Explosive removal: 1EMS calls: 2,532 Special incidents: 5Hazard Conditions: 126High-angle rescue: 1

Overpressure rupture/Explosion: 7

FY 2016-2017 OTHER EVENTS:

Music City Fest Back-To-School ActivitiesHaunting in the District Emergency Preparedness FairMule Day Night Out Against CrimeMid-State Classic Fallen Officer MemorialColumbia Christmas Parade9-11 Ceremony

Maury County FairFood Truck Festival

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ONGOING PROJECTS

• Improved training and equipment to retain our Insurance Services Organization (I.S.O.)rating. This will be an ongoing program with audits being held every 5 years. Improvedtraining, equipment and response to maintain and improve our I.S.O. rating.

• Participation in the Tennessee Commission on Firefighting certification program.

• Front line supervisor training (professional development).

• Coordinating with Maury County Office of Emergency Management on mass gatherings,preparation for CBRNE incidents and Multi-Agency District 8 drills.

• Columbia Fire Department SOG’s (Standard Operating Guidelines)/Best PracticesManual. Assistant Fire Chief is currently leading an SOG Committee for updating andimprovement.

• Continue education to ensure that the department meets Federal Communicationsmandates and provides accurate and clear communications during emergency operations.

• Received re-certification as a recognized Fire Department through the State Fire Marshal’sOffice.

• Communications Group continues to work with other agencies in the community oninteroperability, narrow banding and to improve working relationships within thedepartment and other agencies.

• Continue building relationships and seeking training opportunities with other emergencyresponse agencies in the region.

• Upgrading Station 4 LED lighting to reduce energy costs.

• Partnership with Southern Middle TN Fire Departments and Columbia State CommunityCollege to develop a Public Safety Associates Degree program at CSCC.

• Fire Station Committee has interviewed and selected an architect for the replacement ofStation 3 and is in the ongoing process of developing plans through the architect firm.

• In the process of implementing a Junior Fire Cadet program through Boy Scouts ofAmerica for ages 14 – 21.

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ONGOING PROJECTS (continued)

• Implementation of an adult Fire Cadet program to help with diversity recruitment withinthe Columbia Fire Department.

• Partnering with the Arts Council on the Firefighter Mural, Firefighters Park and 150th

Sequential in 2018.

FY 2017-2018 BUDGET HIGHLIGHTS

• 911 Dispatch funding increase $2,219 budget allocation-required per contract,• Firehouse/Medic CEU $5,000 budget allocation – required per contract,• $125,000 budget allocation for Year 2 of 3 - SCBA Replacement; Year 1 of 3 funds

totaling $175,000 carried forward from the FY 2016-17,• $850,000 for purchase of Quint fire apparatus as a replacement of 1988 Fire Engine

reserve allocation in General Government Reserves for future purchase of replacementvehicle. $400,000 of fund budgeted have been carried forward from FY 2016-17,

• Station 2 concrete training pad - $9,500,• Station 4 driveway repair front and back $50,000 budget allocation,• Fire Cadet Program/Diversity Recruitment - $35,749,• Worked with City Manager and Finance Department to provide funding for new Station 3,

which is budgeted in the Capital Budget for FY 2017-18.

ACTIVITY BREAKDOWN

Administration $ 335,930Suppression 8,162,341Investigation 188,953Training 104,220Emergency Management 124,027

Total $8,915,471

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OBJ TITLE ACTUALBUDGETED ESTIMATEDBUDGETEDCODE 2015-2016 2016-2017 2016-2017 2017-2018

PERSONNEL SERVICES110 Salaries $3,792,380 $4,261,385 $4,018,293 $4,466,854112 Overtime Pay 108,283 224,833 224,842 229,380113 Salary Adjustment 0 0 0 0114 Vacation Pay 257,380 0 171,486 0115 Sick Pay 134,367 0 67,653 0116 Holiday Pay 204,274 201,630 205,583 205,708117 Certification Pay 4,928 0 4,819 0118 Longevity Pay 62,450 69,750 69,550 71,900119 Miscellaneous 34,602 0 24,664 0141 FICA 342,260 355,111 344,402 380,499142 Group Insurance 555,856 612,881 559,057 619,227143 Retirement 1,096,000 1,092,487 1,031,577 1,214,391145 Dental Insurance 18,738 19,440 18,720 19,656146 Worker’s Comp 0 0 0 0

Total Personnel: $6,611,518 $6,837,517 $6,740,646 $7,207,615

SERVICES AND SUPPLIES211 Office Services $1,284 $900 $741 $1,000240 Utilities 63,165 60,000 60,000 60,000245 Telephones 9,894 10,244 10,065 11,244250 Professional Services 46,157 52,387 52,387 52,837255 Software Maintenance 24,184 26,300 25,993 26,300261 Maintenance & Repair-Auto 18,835 10,835 11,582 10,835269 Maintenance & Repair-Other 32,603 31,466 31,465 31,466280 Travel 19,214 30,825 30,724 33,325290 Other Services 10,007 70,950 70,975 23,396291 Education Expense 4,006 3,900 3,899 3,900293 Towel Service 1,828 2,400 2,400 2,400297 E911 Dispatch 71,793 73,948 73,948 76,167310 Office Supplies 2,928 3,450 3,390 3,550320 Operating Supplies 36,012 22,648 22,114 22,459321 Operating Supplies Controllable 11,284 18,912 18,912 18,912322 Chemicals & Cleaning Supplies 17,515 19,387 19,384 19,387326 Wearing Apparel 65,981 65,560 67,161 65,910327 Breathing Air 890 1,000 1,000 1,000329 Cleaning Uniforms 1,383 2,533 2,192 2,633

(continued on next page)

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OBJ TITLE ACTUALBUDGETED ESTIMATEDBUDGETEDCODE 2015-2016 2016-2017 2016-2017 2017-2018

SERVICES AND SUPPLIES (continued)331 Fuel 25,505 43,695 42,739 42,200332 Maint. & Repair Supplies-Auto 32,749 26,815 27,079 26,815340 Maint. & Repair Supplies-Other 6,356 5,000 5,000 5,000341 Small Tools 8,131 5,000 5,000 5,000410 Concrete Supplies 776 0 27 0420 Metal Products 0 0 0 0450 Construction Supplies 1,874 0 0 0510 Insurance & Bonds 0 50 50 50530 Rentals 1,711 2,470 2,470 2,470773 Awards 76 200 179 100


CAPITAL OUTLAY

920 Building Improvements $28,911 $ 61,225 $ 61,225 $ 0930 Improve Other Than Buildings 41,000 50,000 50,000 9,500941 Machinery/Auto Equipment 106,046 213,541 213,586 1,150,000

Total Capital Outlay: $ 175,957 $ 324,766 $ 324,811 $1,159,500

GRAND TOTAL $7,303,616 $7,753,158 $7,656,333 $8,915,471

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GENERAL FUNDDEPARTMENT: PUBLIC WORKS – STREETS & MAINTENANCE

FINANCIAL SUMMARY


Personnel Services $2,475,145 $2,090,411 $2,332,346 $2,330,594 $2,394,276

Services & Supplies 506,555 408,266 497,239 460,248 559,000Capital Outlay 188,365 148,767 271,500 240,524 530,000

TOTAL $3,170,065 $2,647,444 $3,101,085 $3,031,366 $3,483,276


Vision: The City of Columbia’s Public Works Department will be one of the top Public Worksorganizations in the State of Tennessee. Public Works projects and maintenance activities will playa vital role to help maintain the quality of life for the citizens of Columbia.

Mission: Provide the citizens of Columbia with safe and accessible infrastructure andtransportation systems by performing a variety of routine and special maintenance projects.

The Street Division is organized into four major service activities:

1. Public Works Administration. Organizes, leads, delegates, and evaluates all service areasof the Department. This group prepares the budget, develops priorities and overallplanning.

2. Street Maintenance Division. Performs routine to complex maintenance services involvingpavement maintenance, snow and ice removal, sidewalk and curb replacement, streetsweeping, right of way maintenance, and other infrastructure maintenance and repairs.

3. Traffic Control Division. Provides and maintains traffic control devices and markings forthe safe and orderly movement of vehicles on Columbia city streets. Traffic controlactivities involve the installation, or maintenance of traffic signs, signals, striping andmarkings.

4. Fleet Division. Maintains and repairs all City vehicles and equipment, and coordinates theuse of contract services for fleet maintenance and repairs. This activity may involve minorto major equipment and vehicle repairs.

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Special Projects:

• Riverside and Carters Street farmers market improvements• 6th Street and North Main fountain repairs• Riverwalk Park grading• Garden Street and South 8th Street signal upgrades

• Ridley Park parking lot expansion• 1116 Nashville Highway city clinic

“Columbia Works”

• Woodland and 10th to 11th Street storm sewer upgrade• High Street and 8th Street sidewalk repair• Deport and High Street storm sewer repair• 687 Newt Hood Road drainage improvements• 1216 Carmack storm sewer repair• Circle Drive and South Main drainage repair• 105 Cayce Valley ditching• Mayes Place and 6th to cul de sac sidewalk replacement• 2721 Belle Meade storm sewer upgrade

Participated in the following events:

• Mule Day (Parade & 5K Race) • Christmas Parade• Mule Town Music Festival• Haunting in the District

• Cruisin’ the Square• National Day of Prayer

• Martin Luther King, Jr. events • Veterans Day

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FY 2017-2018 BUDGET HIGHLIGHTS• Street Sweeper $ 280,000• Tire Changer $ 10,000

• CERP Funding (replace 2 dump trucks @ $120,000) $ 240,000

ACTIVITY BREAKDOWN

Administration $ 256,818Street Maintenance 2,053,955Vehicle Maintenance 645,667Columbia Works (Special Projects) 210,000Traffic Control 316,836

Total $3,483,276


OBJ TITLE ACTUAL BUDGETED ESTIMATEDBUDGETEDCODE 2015-2016 2016-2017 2016-2017 2017-2018

PERSONNEL SERVICES110 Salaries $1,103,684 $1,492,869 $1,418,241 $1,530,525112 Overtime Pay 62,272 78,923 35,346 77,916113 Salary Adjustment 0 0 0 0114 Vacation Pay 86,306 0 51,020 0115 Sick Pay 50,170 0 29,165 0116 Holiday Pay 57,294 0 32,554 0117 Certification Pay 2,166 0 2,382 0118 Longevity Pay 22,150 22,725 22,725 25,275119 Miscellaneous 4,192 0 1,700 0141 FICA 102,148 121,981 118,378 124,979142 Group Insurance 243,637 275,588 273,194 265,628143 Retirement 347,037 331,404 336,634 361,313145 Dental Insurance 7,993 8,856 8,586 8,640146 Worker's Compensation 1,362 0 669 0

Total Personnel: $2,090,411 $2,332,346 $2,330,594 $2,394,276(continued on next page)

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SERVICES AND SUPPLIES211 Office Services $ 219 $ 0 $ 572 $ 0240 Utilities 22,022 25,000 24,972 25,000245 Telephones 7,998 6,600 6,250 6,600250 Professional Services 72,776 5,684 5,657 500255 Software Maintenance 1,700 2,000 1,750 2,000261 Maintenance & Repair-Auto 12,105 9,200 8,707 11,700268 Resurfacing 8,800 0 0 0269 Maintenance & Repair-Other 4,400 6,600 5,865 6,500280 Travel 4,926 5,500 5,190 8,000290 Other Services 16,049 36,300 34,696 36,800310 Office Services 2,408 2,650 2,481 2,650320 Operating Supplies 22,309 25,000 29,984 30,500322 Chemicals & Cleaning Supplies 18,862 45,800 23,297 46,100326 Wearing Apparel 7,916 5,000 4,740 5,000329 Cleaning Uniforms 7,524 8,105 7,430 10,000331 Fuel 64,802 95,500 81,214 88,500332 Maint. & Repair Supplies-Auto 48,742 32,250 55,073 40,000340 Maint. & Repair Supplies-Other 12,781 27,700 24,855 26,200341 Small Tools 10,799 18,900 17,986 27,000410 Concrete Supplies 29,127 32,000 32,954 33,000420 Metal Products 4,698 5,000 7,227 7,000450 Construction Materials 18,898 41,000 41,050 45,000470 Asphalt 5,472 13,000 15,886 15,684530 Rentals 2,933 2,450 2,412 2,450800 Reserves 0 46,000 20,000 82,816801 Reserve for Special Projects 0 0 0 0


CAPITAL OUTLAY920 Building Improvements $ 0 $ 91,500 $ 91,096 $ 0941 Machinery/Auto Equip 148,767 180,000 149,428 530,000


Grand Total: $2,647,444 $3,101,085 $3,031,366 $3,483,276

92

GENERAL FUNDDEPARTMENT: DEVELOPMENT SERVICES

FINANCIAL SUMMARY



Services & Supplies 312,800 168,482 233,331 214,075 118,450

Capital Outlay 0 0 0 0 20,000

TOTAL $1,394,473 $1,216,022 $1,345,565 $1,315,967 $1,253,758

DEPARTMENT DESCRIPTIONThe Department of Development Services provides a one stop resource for all developmentreviews, inspections, and permits from the initial application through certificate of occupancy.This is accomplished through the reasonable application of various regulations vetted by the publicand approved by the executive body. Staff also coordinates the independent review of all citydevelopment-related projects. The Department of Development Services is comprised of threedivisions:

Planning DivisionThe Planning Division is responsible for reviewing and coordinating staff recommendations to theCity Council on rezoning requests, Ordinance amendments, annexation proposals, land useplanning issues and special assignments. In addition, the staff coordinates the monthly PlanningCommission agendas regarding subdivision plats, site plan reviews, zoning issues and annexationproposals. This involves coordinating reviews and recommendations from City departments andpublic agencies. This endeavor extends to three additional boards: the Board of Zoning Appeals(regarding variances, conditional use activities and administrative appeals), the Columbia HistoricZoning Commission (regarding urban design and historic preservation), and the ArchitecturalReview Team (regarding urban design). Additional responsibilities include reviewing buildingpermits, review and recommendation of amendments to development regulations (zoning,subdivision regulations and standards, transportation, utilities and public facilities) and the creationof community plans at a range of scopes. A significant amount of staff time is spent answeringcitizen and general public inquiries on land use matters, flood zone/insurance information andMunicipal Code regulations.

Engineering DivisionThe Engineering Division works closely with departmental staff, the Columbia Regional PlanningCommission, developers and contractors to assure quality in Columbia’s new commercial andresidential developments. The division also keeps up with the Letters of Credit for these projectsto ensure completion of the developments. The Engineering Division is also responsible forplanning, designing and supervising various public works projects and for the supervision ofconstruction inspections, which includes working with the Public Works Department to coordinatepublic improvements. The division prepares the specifications, maps and paving list and overseesthe street resurfacing program and ensures City compliance with its Municipal Separate StormSewer System (MS4) Permit to discharge into waters of the State of Tennessee.

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Code Administration DivisionThe Code Administration Division issues permits for construction of new homes, additions,remodels, swimming pools, commercial buildings, accessory structures and demolitions. Permitsare also required for plumbing, mechanical, and gas system installations. Inspections areperformed during various aspects of construction to verify code compliance.

The maintenance of existing buildings and properties is regulated through the PropertyMaintenance Code and City Charter. Violations are enforced by the City’s property maintenanceinspector. The division also maintains abandoned properties the City has acquired throughdelinquent tax sales. Building Maintenance falls under the Code Administration Division and isresponsible for cleaning and making minor repairs to City Hall.


• Updated various articles within the Columbia Zoning Ordinance to help bring this policy tomore current standards.

• Creation of Arts District Overlay.• City on call Traffic Impact Study consultant ordinance and contract executed.• Subdivision regulations amendment for LED light requirement completed.• Completed grant for Historic Guidelines Update.• Intersection improvement at Campbellsville Pike and James Campbell completed.• Bi-annual street paving finished.• MS4 permit with TDEC approved.• Columbia was awarded TN Building Official and Middle TN Inspector of the year.

ONGOING PROJECTS

• West 7th Streetscape Master Plan design and construction.• Continue revisions to Zoning Ordinance for needed amendments.• West 6th Streetscape design and construction.• Construction support for Ridley Soccer Park.• Oversight of various TDOT road projects.• Fulfilling vacant position.• New Building Permit program in review.• Connect Columbia Master Plan draft.• North Columbia roadscapes bid and construction.

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ACTIVITY BREAKDOWNPlanning/Engineering Division $770,809Code Admin/Building Maintenance Division 482,948

Total $1,253,757



PERSONNEL SERVICES110 Salaries $ 704,902 $ 787,942 $ 762,117 $ 800,226112 Overtime Pay 93 0 250 0114 Vacation Pay 17,750 0 13,263 0115 Sick Pay 10,554 0 4,299 0116 Holiday Pay 16,514 0 8,263 0117 Certification 866 0 812 0118 Longevity Pay 7,600 8,150 7,300 7,950119 Miscellaneous 5,380 5,100 5,217 0141 FICA 57,496 60,900 60,130 61,826142 Group Insurance 79,385 97,917 88,589 95,694143 Retirement 143,885 148,985 148,592 146,588145 Dental Insurance 3,114 3,240 3,060 3,024146 Worker’s Comp. 0 0 0 0

Total Personnel:$1,047,539 $1,112,234 $1,101,892 $1,115,308

SERVICES AND SUPPLIES211 Office Services $1,450 $ 1,000 $ 1,120 $ 1,000245 Telephones 7,514 5,000 5,000 5,000250 Professional Services 65,469 120,181 118,881 4,500255 Software Maintenance 1,313 2,000 2,000 2,000261 Maintenance & Repair-Auto 136 1,200 0 1,200269 Maintenance & Repair-Other 8,594 19,900 3,178 19,900280 Travel 7,692 11,000 11,065 9,000


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SERVICES AND SUPPLIES (continued)290 Other Services $ 58,621 $ 45,000 $ 45,000 $ 45,700310 Office Supplies 1,984 1,800 1,800 1,800320 Operating Supplies 4,198 7,700 7,677 7,700322 Chemical & Cleaning Supp. 4,289 0 3,997 4,000326 Wearing Apparel 1,317 5,150 715 1,300329 Cleaning Uniforms 190 0 248 250331 Fuel 3,302 8,500 8,419 8,500332 Maint. & Repair Supplies-Auto 2,008 800 899 800340 Maint. & Repair Supplies-Other 374 4,100 4,075 4,100341 Small Tools 31 0 0 0510 Insurance & Bonds 0 0 0 100530 Rentals 0 0 0 1,600


CAPITAL OUTLAY491 Machinery/Auto Equip $ 0 $ 0 $ 0 $ 20,000

Total Capital Outlay: $ 0 $ 0 $ 0 $ 20,000

GRAND TOTAL $1,216,021 $1,345,565 $1,315,966 $1,253,758

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GENERAL FUNDDEPARTMENT: PARKS & RECREATION

FINANCIAL SUMMARY


FY 2016 FY 2016 FY 2017 FY 2017 FY 2018


Services & Supplies 564,837 517,913 567,987 567,024 476,637

Capital Outlay 115,145 99,749 176,838 176,837 175,000

TOTAL $2,094,475 $1,890,290 $2,140,686 $2,088,955 $2,132,917


The City of Columbia Parks and Recreation Department manages more than twenty (20) parksand facilities totaling approximately 360 acres. These sites range in size from smallneighborhood parks to sports field complexes and community parks. Facilities have beendesigned to allow for both passive and active recreation. The City parks and facilities can beclassified by size and type.

Regional Parks – Special Use Neighborhood ParksColumbia Dam Betty Lee ParkFairview Park Frierson-Johnson ParkCommunity Parks Old Hickory ParkFairview Park West Haven ParkPioneer Park (undeveloped) Circle ParkWoodland ParkRiverwalk Park Historic Sites

Greenwood CemeteryCommunity Parks – Special Use Pop Geers MonumentCook Soccer ParkEva Gilbert Park Miscellaneous SitesOakland Parkway (Babe Ruth) Baseball Complex Administrative Offices (Rainey House)Riverwalk Park Maintenance Shop (Nashville Highway)Rutherford Lane Practice FieldsBuck Davis FieldRidley Sports Complex Public PoolFairview Park Baseball Fields Fairview Park Pool

Recreation CentersFairview Park Community CenterMacedonia Community CenterArmory Recreation & Fitness Center

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Departmental:• Implemented a new calendar system for scheduling reservations for shelters and facilities

and ballfields.• Implemented a new system for processing, scanning and organizing invoices and daily

deposits.• Two staff members obtained certifications as a Certified Parks and Recreation

Professional and Certified Playground Safety Inspector.• Continued usage and growth of social media platforms from residents seeking

information on our Parks and Recreation Department services and activities.• Increased interactive content on our social media platforms including pictures and virtual

tours with plans to incorporate all centers and locations (Fairview Recreation Center,Macedonia Recreation Center and the Woodland Park Disc Golf Course).

Recreation Division: To serve the community, a broad variety of passive and active leisure timeexperiences are provided annually via the recreation facilities (interior and exterior), communityrelated / specialty program implementations, Non-Exclusive Use Agreements, facility rentals andPartnerships. The quality and quality of programs are increasing annually, although theoperational budget has shown little increase over the past few years.

Athletic Support -Leagues, Organization and Schools• Columbia Soccer Association• Columbia Girls Fast Pitch Softball League• Columbia Youth Athlete Association (Football)• Maury County Youth Football League• Columbia American Senior Little League• Maury County Cal Ripken League• Maury County Public Schools Athletics• Columbia Men’s Church Softball League• Maury County Men’s Softball League• Maury County Adult Co-ed Softball League• Mule Town Baseball League• Columbia Farmers Fresh Market at Riverwalk Park• Diamond Elite Sports Travel Baseball• Columbia Academy• Champion Force Athletics• Middle Tennessee Home Education

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Center Programs, Events, Offerings• Summer Luau event at Fairview Park Pool drew in approximately 100

participants.• Fall Family Hayride program at Woodland Park drew in approximately 250

participants.• Community Card Club Program at Fairview Recreation Center hosts about 22

participants each week.• Monthly University of Tennessee Cooking Class held at Fairview Recreation

Center.• Fairview Recreation Center hosted National Recreation and Park Association /

Tennessee Recreation and Park Association, Certified Playground SafetyInspector training and 3-day certification event. Over 60 people were inattendance from throughout the region (Tennessee and beyond).

• Average attendance of 100 people at each of our Music/Concerts in the Parksevents. (Merchants of Cool Big Band, Serendipity Jazz Combo Starlifter USAFRock Band, Maury County Community Band, and Columbia Academy Bands).

• Movies in the Park (various departmental locations - Star Wars: The ForceAwakens shown).

• Presence at the Livability Expo hosted by the Maury County Economic Alliance.• Attendance of over 350 people at our Annual Easter Egg Hunt.• Outstanding support recognition by the local Elks Lodge for our Fairview

Recreation staff during their anniversary event in 2016.• Growth and exposure of our disc golf course by way of support from the citizen

run organization; Muletown Disc Golf Club. In partnership with that group, weheld several tournaments and bag tag events (Woodland Park Open, MuletownDisc Golf Bag Tag Kick-Off) which drew approximately 50 participants perevent. The disc golf course is a big draw and host several hundred players eachweek.

• We hosted a HELP Portraits event for two Saturdays in December that allowedover 30 families to get high quality holiday portraits at no cost.

• Pool table purchased for Fairview community center.• Fitness Center equipment improvements.• Installed new scoreboard and backboard in the gym at the Armory Recreation

Center.• Small Group Training Classes (Public and Employee).• Twister Program.• One on One Training Program.

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• Co-ed Adult Kickball League.• Co-ed Adult Basketball League• Youth Basketball League.• Fall Youth Basketball Camp.• Corn Hole Tournament.• Mighty Mites Basketball Program.• Summer Playground Program.• Line Dancing Class.• Monday Night Basketball Skill Development Class.• Partnered with Maury County Schools fourth grade for end of year basketball

games.• Hot Box Basketball League.• Partnered with Maury County Board of Education on a sports camp at Armory

Community Center.• Trimmed trees for safety near the Fairview playground.• Youth Enrichment Program (8-Week Summer Program for youth).• Big 5 Volleyball Tournament• Ridley Sports Complex received TN 2016 Turf Grass Municipal Facility of the

Year.

Collaborations, Partnerships, Community Support: The Parks and Recreation Departmentis always eager to work with and support like-minded individuals, groups, andorganizations with projects and special events that benefit the citizens of Columbia.Toward this goal, the following groups and projects are highlighted:• Maury Regional Healthcare Foundation – Annual Mule Day 5K Race• University of Tennessee Extension Office Senior Cooking Class

Maintenance Division: The delivery of clean, safe, well-maintained parks and facilities is apriority expectation of City park users. Beyond attending to routine maintenance needs, theDepartment continues to strive to upgrade and improve our existing facilities. Examples includebut are not limited to those listed below.

• Upgrades to baseball field for Fairview Park: edged, rebuild mound, installed conditionerto field

• New roof on Fairview Center (Capital Project).• New roof on Cook Soccer Park shelter – soccer league furnished shingles.• Took down bleachers and light poles at football field at Eva Gilbert Park.• Installed new water lines for the Splash Pad at Riverwalk Park• Installed new air conditioning unit in the basement of Armory Center.

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• Upgrades to Eva Gilbert Park: removed fence at softball field, press box, and score board,put down conditioner, new bases for the field.

• Jointing sidewalk to Splash Pad for ADA accessibility.• Playground upgrades at Woodland Park’s upper playground, and new playground safety

surfacing.• New field lines for Rotary bathrooms at Woodland Park.• New signage for disk golf course.• Revamping our drainage ditches in Woodland Park, Fairview Park and Cook Soccer Park• Received two (2) 100% Health Inspections at Fairview Pool.• Coordinated the Holiday Lights displays at Woodland and Fairview Parks.• Removed and relocated large soccer goals from Cook Soccer Park to Graymere practice

field.• Assisted with the Midstate Classic facility preparations and game-day setup; moving

bleachers, tables, chairs, tents, banners and benches.• Installed electrical hook-up at the Muletown baseball field for pitching machine.• Completed family restroom at Ridley Sports Complex.• Repair Cal Ripken baseball field/backstop fence and first base line.• Improved/upgraded the Eva Gilbert softball infield.• Assisted with and facilitated the BBQ Cook-off and Meriwether Lewis Arts and Crafts

Event.• Installed Enter and Exit signs at the Farmers Market.• Installed trash cans with lids at the Farmers Market.• Completed ADA sidewalk to Cook Soccer Field #5 and to the pavilion.

Ridley Park:• Hosted over 2,900 practices, league and tournament games and athletic events.• Fraise mowed and over seeded the Midstate Classic field with winter rye to insure proper

playing condition and color in mid-March.• Infield clay renovation and double bullpen construction on the six baseball/softball fields.• The completed of the Midstate Classic “Championship Field” with the installation of

1,500, 180 degree permanent fixtures of grand stands and press box at Midstate Classicfield.

• Completed a family restroom.• Installed a 30-foot flagpole.• Installed an ice machine.• Purchased field paint machine, seeder and turf tires for tractor.• Upgraded field lighting broad band for operation via computer/phones.

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• Installed electrical conduit for future press box for Maury County Bulldogs (Complex F)at Ridley Sports Complex.

• Installed permanent pad and electrical and sewer hook-up for new mobile restrooms.• Hosted the four (4) team 2016 Midstate Classic.• First Aid/CPR training and certification of full-time staff and facilitators.• AEMT (Advanced Emergency Medical Technician) training and certification of

Supervisor/Crew Leader.

BUDGET HIGHLIGHTS• Repair of Woodland Park Tennis Courts - $15,000• ADA-accessible sidewalk/bridge at Fairview Park - $28,000• Restroom modifications – Woodland/Cook Parks - $45,000• Fairview Center Improvements - $25,000• ½ Ton Pickup (CERP) - $40,000• Jeep Replacement (CERP) - $22,000• Staffing position - $42,000

ACTIVITY BREAKDOWNAdministrative Services $ 268,775Maintenance Services 945,863Recreation Programs 478,898Fairview Park PoolRidley Park

98,438340,943

Total $2,132,917



PERSONNEL SERVICES110 Salaries $782,369 $985,852 $933,999 $1,043,675112 Overtime Pay 16,601 14,543 17,967 19,178114 Vacation Pay 39,098 0 19,548 0115 Sick Pay 23,940 0 18,428 0116 Holiday Pay 1,538 0 1,109 0117 Certification Pay 1,300 0 1,245 0118 Longevity Pay 9,542 10,550 10,550 10,350119 Miscellaneous 3,287 0 4,080 0141 FICA 67,608 77,336 66,063 82,100


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PERSONNEL SERVICES (continued)142 Group Insurance 120,861 147,992 119,371 147,968143 Retirement 176,380 154,836 135,846 173,258145 Dental Insurance 4,104 4,752 3,996 4,751146 Worker’s Comp. 1,642 0 121 0

Total Personnel: $1,248,270 $1,395,861 $1,333,051 $1,481,280

SERVICES AND SUPPLIES211 Office Services $ 5,127 $ 7,750 $ 6,604 $ 3,250240 Utilities 185,843 196,680 196,680 196,680245 Telephones 5,505 6,300 6,581 6,300250 Professional Services 2,121 1,600 8,600 1,300261 Maintenance & Repair-Auto 5,068 1,500 4,858 1,500269 Maintenance & Repair-Other 31,477 28,150 28,150 28,150280 Travel 7,823 16,668 12,446 8,150290 Other Services 41,428 55,055 57,172 38,900310 Office Supplies 4,373 4,000 3,970 3,800320 Operating Supplies 111,228 81,855 81,663 53,700321 Operating Supplies Controllable 12,740 14,700 14,700 14,700322 Chemical & Cleaning Supplies 17,228 25,250 25,266 23,750325 Concession Supplies 737 1,000 1,000 1,000326 Wearing Apparel 4,645 11,630 11,551 4,500329 Cleaning Uniforms 6,470 6,600 6,600 6,600331 Fuel 18,723 37,000 24,091 37,000332 Maint. & Repair Supplies-Auto 5,340 7,057 7,051 7,057340 Maint. & Repair Supplies-Other 23,846 20,000 22,087 19,400341 Small Tools 2,858 3,000 7,026 3,000410 Concrete Supplies 5,526 2,500 3,480 2,500420 Metal Products 256 500 523 500450 Construction Materials 367 500 490 500470 Asphalt 595 500 500 500530 Rentals 14,351 22,400 19,401 13,300733 Awards 3,488 3,425 3,846 600790 Refunds 750 0 320 0800 Reserves 0 12,367 12,367 0



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CAPITAL OUTLAY920 Building/Structure $ 0 $ 109,838 $ 109,838 $ 70,000930 Other Improvements 20,786 0 0 43,000941 Machinery/Auto Equipment 78,963 67,000 66,999 62,000

Total Capital Outlay: $ 99,749 $176,838 $176,837 $ 175,000

GRAND TOTAL $1,890,290 $2,140,686 $2,088,955 $2,132,917

104

GENERAL FUNDDEPARTMENT: GENERAL CITY ADMIN

FINANCIAL SUMMARY


Personnel Services $ 1,312,749 $ 1,210,310 $ 1,346,651 $ 1,342,061 $ 1,390,195Services & Supplies 2,056,158 1,117,268 2,513,596 1,551,823 1,568,025Transfers 1,884,562 2,421,962 2,242,684 2,415,233 1,809,821Capital Outlay 93,732 88,379 0 25,000 275,000

TOTAL $ 5,347,201 $ 4,837,919 $ 6,102,931 $ 5,334,117 $ 5,043,041


This activity provides for the centralization of funding for several activities central toadmisnrtering City operations including:

• City’s share of family health insurance coverage for all departments within theGeneral Fund,

• Unemployment claims, Wellness Program and Employee Assistance Program forGeneral Fund employees,

• Utilities and telephone service for City Hall,• Postage for all departments,• General Fund portion of the City’s annual audit,• An operating transfer to the Debt Service Fund,• An operating budget allocation to address citywide safety issues as they arise

throughout the year,• A budget allocation for payment of election expenses in applicable years,• Special or miscellaneous allocations that benefit the municipal corporation as a

whole,• Funding to Maury County for the City’s share of Animal Services Facility operations.• The City participates in the Tennessee Municipal League Risk Management Pool. As

such, the City is self-insured up to specific limits for different types of claims.Workers Compensation, Liability, Property Insurance premiums and self-insuredretention for claims for all departments within the General Fund are paid from thisactivity.

• Beginning in FY 2009-10, the City began providing Senior Property Tax Relief toqualified individuals. Those payments are included within this budget.

BUDGET HIGHLIGHTS

• Within General City Admin, separate activities were added to track expenditures offunds from Hotel/Motel Tax revenues. Those funds are allocated for TourismEnhancements. The total allocation for Tourism Enhancements is $532,000, withexpenditures anticipated for the following: $275,000 reserved to be used towards Presidential Park, $225,000 carried

forward from FY 2016-17,

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BUDGET HIGHLIGHTS (Continued)

$50,000 for partial funding salary and benefits for the City’s new marketingposition,

$20,000 for services and materials for the City’s marketing program, $40,000 for advertising City tourism (digital advertising, brochures,

wayfinding signage, etc.), $50,000 for the continued support of the President James K. Polk Home

earmarking the funds for a new educational video at the Presidential Home, $30,000 for a new City tourism website, $25,000 for a master plan study of the City of Columbia Arts District, $25,000 for a downtown parking study, $10,000 for an Economic Impact Study of Mule Day, $10,000 for continued support of the MidState Classic College Softball game, $7,500 for the City’s Historic Market Program.

• $400,000 of FY 2017-18 Hotel/Motel Tax revenues is allocated to debt service forRidley Sports Complex Expansion project, including seven (7) soccer fields.

• General City Admin - Reserve allocations were made for the following items:

$200,000 for general reserves for items that occur during the year, $225,000 from prior year Hotel/Motel tax revenues as mentioned above, $49,000 of prior year revenues reserved for Tourism Enhancements.

ACTIVITY BREAKDOWN

General City Admin $ 4,051,541Tourism Enhancements-Parks & Recreation 0Tourism Enhancements-General 991,500

Total $ 5,043,041



PERSONNEL SERVICES110 Salaries $ 13,518 $ 13,610 $ 13,610 $ 63,650119 Miscellaneous Pay 0 0 0 0141 FICA 1,035 1,041 494 1,045142 Group Insurance 1,118,225 1,122,000 1,122,000 1,122,000146 Worker's Compensation 73,333 200,000 200,000 187,500147 Unemployment Insurance 4,199 10,000 5,957 16,000

Total Personnel: $ 1,210,310 $ 1,346,651 $ 1,342,061 $ 1,390,195


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SERVICES AND SUPPLIES211 Office Services $ 45,888 $ 42,000 $ 45,959 $ 63,000240 Utilities 69,721 73,000 70,356 73,000245 Telephones 20,907 22,000 18,511 22,000250 Professional Services 10,419 27,000 23,942 157,000253 Auditing Services 28,925 32,000 28,250 32,000254 Workers’ Comp Administration 819 0 0 0255 Software Maintenance 16,679 20,000 22,900 22,500268 Street Resurfacing 0 470,000 470,000 0269 Maintenance & Repair-Other 25,257 16,000 15,087 16,000280 Meetings, Travel 3,862 4,500 3,592 4,500290 Other Services 169,794 195,525 212,625 197,525297 Animal Serv Facility Operation 189,913 200,000 194,840 200,000298 Election Expenses 0 5,000 4,997 0310 Office Supplies 6,167 8,000 4,770 8,000320 Operating Supplies 30,579 20,000 7,548 20,000321 Operating Supp-Controllable 934 0 0 0322 Chemicals & Cleaning Supplies 35 0 0 0326 Wearing Apparel 89 500 115 500331 Fuel 38 0 0 0340 Maint & Repair Supplies-Other 778 1,000 228 1,000341 Small Tools 25 3,000 4,800 3,000410 Concrete & Clay Products 2,961 0 0 0420 Metal Products 130 0 0 0450 Construction Materials 33,359 0 307 0510 Insurance & Bonds 390,532 400,000 362,803 400,000511 Liability & Other Ins. Claims 17,925 38,000 16,954 35,000530 Rentals 12,735 7,000 1,000 7,000591 Senior Property Tax Relief 35,757 40,000 38,971 40,000733 Awards 1,213 2,000 1,715 2,000790 Refunds 1,827 5,000 1,553 5,000800 Reserves 0 882,071 0 259,000

Total Services & Supplies: $ 1,117,268 $ 2,513,596 $ 1,551,823 $ 1,568,025(continued on next page)

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TRANSFERS:763 Transfer to Debt Service Fund $ 1,178,312 $ 1,165,233 $ 1,165,233 $ 1,774,821766 Transfer to Cap Projects Fund 1,243,650 1,077,451 1,250,000 35,000

Total Transfers: $ 2,421,962 $ 2,242,684 $ 2,415,233 $ 1,809,821

CAPITAL OUTLAY911 Land & Easements $ 0 $ 0 $ 0 $ 0920 Buildings & Structures 27,143 0 25,000 $275,000930 Other Improvements 23,786 0 0 0941 Machinery, Equip & Automotive 37,450 0 0 0945 Communications Equip 0 0 0 0947 Office Equipment 0 0 0 0

948 Computer Equipment 0 0 0 0

Total Capital Outlay: $ 88,379 $ 0 $ 25,000 $ 275,000

GRAND TOTAL $ 4,837,919 $ 6,102,931 $ 5,334,117 $ 5,043,041

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109

SPECIAL REVENUE

FUND

EXPENDITURES


110

STATE STREET AID FUND - 121

FINANCIAL SUMMARY


Personnel Services $ 138,198 $ 26,126 $ 0 $ 0 $ 0Services & Supplies 992,000 583,561 1,505,844 1,450,871 1,053,500Transfers 106,000 0 79,000 75,000 79,000Capital Outlay 15,000 11,339 15,000 1 15,000 15,000

Total $1,251,198 $ 621,026 $1,599,844 $1,540,871 $1,147,500

FUND DESCRIPTION

This activity accounts for revenue and expenditures from the City’s share of State gasoline taxes.The State distributes the taxes to municipalities based on per capita population. Tennessee lawrequires that these receipts be kept in a separate fund and used for construction and maintenanceof City streets and certain related street expenditures. Streets are defined as streets, highways,avenues, boulevards, public owned right-of-ways, bridges, tunnels, public parking areas, and otherpublic ways dedicated to public use and maintained for general public travel lying within amunicipality’s corporate boundaries. Related street expenditures include construction,reconstruction, improvements, and maintenance of streets, including paving, repaving, grading anddrainage, repairs, cleaning, acquisition and maintenance of rights-of-way, and extension andwidening of existing streets. Other allowable expenses include acquisition or lease orlease/purchase of trucks and other equipment necessary in the construction and maintenance ofstreets. This includes the purchase, construction or leasing of facilities to store such equipment,street lighting, signage and other traffic control devices as well as administrative and othernecessary expenses in connection with such street improvements. Resurfacing including millingand rebasing existing streets is included in Services & Supplies (not a Capital Outlay item).

BUDGET HIGHLIGHTS:

• Provides funding for street resurfacing program $ 400,000

• Provides funding for street light utility bills $ 530,000

• Includes a “Transfer to Capital Project Fund” line item forCity matching funds for Surface Transportation Program (STP) Projects $ 75,000

• Includes capital outlay expenditures as follows:Traffic Signal replacement parts $ 15,000

111

STATE STREET AID FUND – 121

BUDGET SUMMARY


PERSONNEL SERVICES110 Salaries $ 17,904 $ 0 $ 0 $ 0141 FICA 1,369 0 0 0142 Group Insurance 2,204 0 0 0143 Retirement 4,578 0 0 0145 Dental Insurance 71 0 0 0

Total Personnel: $26,126 $ 0 $ 0 $ 0

SERVICES AND SUPPLIES211 Office Service Expense $ 142 $ 0 $ 0 $ 0240 Utilities 515,090 530,000 524,570 530,000250 Professional Services 19,156 85,844 57,744 35,000255 Software Maintenance 4,918 5,000 4.918 5,000261 Maint. & Repair Supplies-Auto 0 0 0 0268 Resurfacing 0 800,000 800,000 400,000269 Maintenance & Repair-Other 725 0 0 0290 Other Services & Charges 26,672 40,000 35,675 40,000320 Operating Supplies 0 30,000 27,779 30,000321 Operating Supplies Controllable 14,620 5,000 0 0340 Maint. & Repair Supplies-Other 1,375 0 185 0410 Concrete & Clay Supplies 0 0 0 0420 Metal Products 863 0 0 0450 Construction Materials 0 0 0 0470 Asphalt 0 0 0 0761 Transfer to Capital Projects Fund 0 79,000 75,000 79,000

800 Reserves 0 10,000 0 13,500Total Services & Supplies: $ 583,561 $ 1,584,844 $ 1,525,871 $ 1,132,500

CAPITAL OUTLAY930 Other Improvements $ 11,339 $ 15,000 $ 15,000 $ 15,000932 Bridge Improvements 0 0 0 0941 Machinery/Auto Equipment 0 0 0 0948 Computer Equipment 0 0 0 0


GRAND TOTAL $ 621,026 $ 1,599,844 $ 1,540,871 $ 1,147,500

112

NARCOTICS & VICE FUND - 122

FINANCIAL SUMMARY


Services & Supplies $ 50,000 $ 54,330 $ 50,000 $ 50,000 $ 60,000Total $ 50,000 $ 54,330 $ 50,000 $ 50,000 $ 60,000

FUND DESCRIPTION

The Narcotics & Vice Fund was established in FY 1998-99 in accordance with recommendationsfrom the City’s auditors. The Fund is a special revenue fund used to account for confidentialoperational expenses and payments to the Columbia Drug Task Force and provides access tofunds for undercover activities.

Proceeds are received through an operating transfer from the Drug Fund, fines and proceedsfrom settled cases. Fund expenditures are managed directly by the Police Chief, who is alsoresponsible for quarterly reporting of Fund activities to the Finance Director.

BUDGET BREAKDOWN


SERVICES AND SUPPLIES290 Other Services $ 49,780 $ 30,000 $ 40,000 $ 50,000320 Operating Supplies 4,550 20,000 10,000 10,000


GRAND TOTAL $ 54,330 $ 50,000 $ 50,000 $ 60,000

113

STREET AND TRANSPORTATION FUND - 123

FINANCIAL SUMMARY


Services & Supplies $ 70,060 $ 67,516 $ 70,060 $ 70,000 $ 70,060Total $ 70,060 $ 67,516 $ 70,060 $ 70,000 $ 70,060

FUND DESCRIPTION

Per State law, this special revenue fund has been used to pay a portion of the utility bills for Citystreet lights to satisfy the provisions of specific past legislation. The remainder of street lightingexpenses are programmed in the State Street Aid Fund.

BUDGET BREAKDOWN


SERVICES AND SUPPLIES240 Utilities $ 67,516 $70,000 $ 70,000 $ 70,000800 Reserves 0 60 0 60


GRAND TOTAL $ 67,516 $ 70,060 $ 70,000 $ 70,060

114

DRUG FUND - 125

FINANCIAL SUMMARY


Services & Supplies $ 68,953 $ 56,980 $ 71,053 $ 58,142 $ 71,053Transfers 30,000 10,000 30,000 15,000 30,000Capital Outlay 175,638 49,558 126,000 0 176,000

Total $ 274,591 $116,538 $ 227,053 $ 73,142 $ 277,053

FUND DESCRIPTION

The Drug Fund is a special revenue fund established in accordance with State law to account forfunds received directly from the enforcement of laws associated with illegal drug activity.Proceeds are received through fines, forfeitures and the disposal of seized goods resulting fromthe City’s drug enforcement efforts. Under State law, the funds are to be used only for theenforcement of drug laws, for local drug education programs and for nonrecurring general lawenforcement expenditures.

Capital Outlay Items budgeted:

Building Improvements – Jack & Jill building $ 126,000

115

DRUG FUND - 125

BUDGET BREAKDOWN


SERVICES AND SUPPLIES211 Office Services $ 0 $ 0 $ 0 $ 0240 Utilities 4,095 4,800 4,800 4,800245 Telephones 9,209 12,203 12,203 12,203250 Professional Services 202 640 396 640255 Software Maintenance 4,445 3,545 3,545 3,545261 Maint. & Repair Auto 954 1,500 700 1,500269 Maint. & Repair Other 65 1,500 700 1,500280 Travel/School 12,248 13,700 13,694 13,700290 Other Services 4,034 8,125 4,505 8,125310 Office Supplies 0 0 0 0320 Operating Supplies 2,339 3,740 1,190 3,740321 Operating Supplies Controllable 6,602 6,500 3,000 6,500322 Chemical & Cleaning Supplies 1,535 1,900 1,900 1,900326 Wearing Apparel 0 0 0 0331 Fuel 0 0 0 0332 Maint. & Repair Supplies-Auto 546 1,500 700 1,500340 Maint. & Repair Supplies-Other 28 1,000 515 1,000341 Small Tools 778 500 394 500530 Rentals 9,900 9,900 9,900 9,900


TRANSFERS764 Transfer to N & V Fund $ 10,000 $ 30,000 $ 15,000 $ 30,000

Total Transfers: $ 10,000 $ 30,000 $ 15,000 $ 30,000

CAPITAL OUTLAY920 Building $ 0 $ 126,000 $ 0 $ 126,000941 Machinery/Auto Equip 49,558 0 0 50,000

Total Capital Outlay: $ 49,558 $ 126,000 $ 0 $ 176,000

GRAND TOTAL $ 116,538 $ 227,053 $ 73,142 $ 277,053

116

PUBLIC WORKS -SANITATION FUND - 127

FINANCIAL SUMMARY


Personnel Services $1,909,182 $1,667,536 $1,900,653 $1,749,789 $1,675,282Services & Supplies 1,550,896 1,415,507 1,544,217 1,484,856 1,536,816Transfers 251,150 251,150 252,266 252,266 320,667Capital Outlay 960,972 960,972 0 0 270,000TOTAL $4,672,200 $4,295,165 $3,697,136 $3,486,911 $3,802,765


The Sanitation Division of Public Works collects residential and commercial refuse and other non-hazardous waste throughout the City.

Collection services include:

• Residential collections-Automatic Cart system • Bulky item collection• Brush and leaf collection • Special collections• Dumpster collection • Recycling

Note: Within the Public Works Department, salary and benefit expense for the Public WorksDirector, Assistant Director and office support staff is allocated evenly between the Street andSanitation Divisions.


Participated in/assisted with the following events:• Annual School Band Contest• Mule Day Activities (Parade & 5K Run)• Cruisin’ the Square• Veterans Day• Martin Luther King, Jr. Events• Mule Town Music Festival• National Day of Prayer• Haunting in the District• Macedonia Clean up• Boys and Girls Club• Keep Maury Beautiful

117

PUBLIC WORKS -SANITATION FUND - 127

FY 2016-17 ACCOMPLISHMENTS (CONTINUED)

Change in Bulky Item and Brush Schedule

Altered brush and bulky item schedule from pickup by Ward (once every five to six weeks) toonce every two weeks (every other garbage collection day) to improve appearance of City.

ACTIVITY BREAKDOWN

General $1,939,939Brush & Trash 488,431Commercial 546,855Residential 759,625Recycling 67,915

Total $3,802,765



PERSONNEL SERVICES110 Salaries $ 880,308 $1,106,516 $1,029,034 $1,078,511112 Overtime Pay 17,580 68,691 9,490 64,166113 Salary Adjustment 0 0 0 0114 Vacation Pay 53,593 0 29,209 0115 Sick Pay 39,562 0 19,289 0116 Holiday Pay 42,911 0 19,510 0117 Certification Pay 1,570 0 1,570 0118 Longevity Pay 15,200 19,925 19,925 16,700119 Miscellaneous 1,333 0 992 0141 FICA 77,733 91,429 84,197 74,871142 Group Insurance 293,648 311,517 292,830 180,912143 Retirement 234,652 253,663 228,003 217,074145 Dental Insurance 6,336 6,912 6,372 6,048146 Worker's Compensation 3,110 40,000 9,368 35,000147 Unemployment Claims 0 2,000 0 2,000

Total Personnel: $ 1,667,536 $ 1,900,653 $ 1,749,789 $ 1,675,282

SERVICES AND SUPPLIES211 Office Services $ 5,188 $ 3,500 $ 2,472 $ 3,500240 Utilities 19,537 26,600 26,811 26,600245 Telephones 2,137 2,000 2,095 2,200250 Professional Services 2,785 8,000 2,426 3,000253 Auditing Services 3,000 3,000 3,000 3,000


118

PUBLIC WORKS -SANITATION FUND – 127

DEPARTMENTAL BUDGET SUMMARY (CONTINUED)


SERVICES & SUPPLIES (CONTINUED)254 Worker's Comp. Administration $ 0 $ 0 $ 0 $ 0255 Software Maintenance 0 0 0 0259 Administrative Fee 104,000 107,000 107,000 107,000261 Maintenance & Repair-Auto 48,801 28,000 21,174 24,100269 Maintenance & Repair-Other 2,657 4,000 639 3,000280 Travel 4,658 5,000 3,091 5,000290 Other Services 180,925 200,000 210,984 215,000295 Landfill Charges 710,970 715,000 716,194 725,000310 Office Supplies 2,191 2,000 1,864 2,000320 Operating Supplies 54,570 64,617 63,923 74,500321 Operating Supplies Controllable 1,610 0 0 0322 Chemical & Cleaning Supplies 5,132 3,900 6,981 7,000326 Wearing Apparel 5,634 4,000 3,522 3,550329 Cleaning Uniforms 5,533 7,000 5,402 6,000331 Fuel 95,026 160,500 101,962 110,200332 Maint & Repair Supplies-Auto 93,404 86,500 108,051 113,166340 Maint & Repair Supplies-Other 1,078 3,000 1,030 2,000341 Small Tools 956 600 1,480 2,000410 Concrete Supplies 317 0 0 0420 Metal Products 15 3,000 3,000 3,000450 Construction Materials 0 10,000 2,083 2,000510 Insurance & Bonds 48,862 55,000 49,680 50,000511 Liability and Other Insurance 15,963 15,000 14,992 17,000790 Refunds 558 2,000 0 2,000800 Reserves 0 25,000 25,000 25,000

Total Services & Supplies: $ 1,415,507 $ 1,544,217 $ 1,484,856 $ 1,536,816

TRANSFERS761 Transfer to Debt Service $ 251,150 $ 252,266 $ 252,266 $ 320,667

Total Transfers: $ 251,150 $ 252,266 $ 252,266 $ 320,667

941 Machinery/Auto Equip $ 960,972 $ 0 $ 0 $ 270,000945 Communications Equip 0 0 0 0

Total Capital Outlay: $ 960,972 $ 0 $ 0 $ 270,000

GRAND TOTAL $ 4,295,165 $ 3,697,136 $ 3,486,911 $ 3,802,765

119


120

DEBT SERVICE FUND

EXPENDITURES


121

DEBT SERVICE FUND - 211

FINANCIAL SUMMARYBudget Actual Budget Estimated BudgetFY 2016 FY 2016 FY 2017 FY 2017 FY 2018

Principal $ 1,045,259 $ 1,043,836 $ 1,086,526 $1,086,535 $ 1,544,733Interest 385,203 362,888 338,373 338,364 551,755Administrative Fees 500 500 750 750 1,000Transfers 0 0 0 0 0Reserves 500 5,814 1,250 0 0

Total $1,431,462 $ 1,413,038 $ 1,426,899 $1,425,649 $ 2,097,488

FUND DESCRIPTION

The Debt Service Fund accounts for the accumulation of resources necessary for paying theGeneral Obligation debt of the City.

Highlights of previous borrowings are as follows:

• FY 2008-09 - $2.3 million 2008 General Obligation Bond issue to construct a replacementFire Hall for Station #2. A portion of this issue was refunded with the 2016 GeneralObligation Refunding Issue.

• FY 2009-10 - $8,760,000 - 2010 General Obligation Refunding & Improvement BondIssue to:

• purchase and renovate building for relocation of City Hall and• refund FY 2005-06 and FY 2007-08 Tennessee Municipal Bond Fund loans

for construction of recreation facilities and a replacement fire truck.

• FY 2010-11:• $1,700,000 20-year Capital Outlay Note to purchase a ladder truck and pumper for

the Fire Department and an excavator for Public Works.• $188,490 4-year Capital Outlay Note to purchase a replacement commercial

collection vehicle for Sanitation.

• FY 2013-14 - $1,900,000 10-year Capital Outlay Note for improvements to the former CityHall location for relocation of the Police Department and for reimbursement for the narrow-banding radio system.

• FY 2014-15 - $1,000,000 4-year Capital Outlay Note for the purchase of Sanitationvehicles: 4 residential collection truck, 1 commercial collection truck, 1 truck for recyclingand 1 pickup truck.

122


• FY 2015-16 - $1,400,000 2016 General Obligation Refunding Bond issue to refund portionof 2003 General Obligation Bond Issue to realize interest savings without extending life ofdebt. In January 2017, $9.1 million bond issued for fire hall replacement and Ridley SportsComplex soccer fields.

• FY 2017-18 – $270,000 2017 Sanitation Capital Outlay (CON) to provide for a commercialsanitation truck in FY 2017-18.

The current year budget provides for payment of:

• $100,000 principal and $7,690 interest for the 2008 General Obligation Bond issue,• $370,000 principal and $227,419 interest for the 2010 General Obligation Refunding &

Improvement Bond issue,• $172,101 principal and $30,355 interest for the 2011 Equipment Capital Outlay Notes,

• $179,983 principal and $31,354 interest for the 2014 Public Safety Improvement/Public SafetyEquipment Capital Outlay Note,

• $249,442 principal and $10,224 interest for the 2014 Sanitation Vehicle Capital Outlay Note,• $15,000 principal and $31,331 interest for the General Fund portion of the 2016 General

Obligation Refunding Bond Issue.

BUDGET BREAKDOWN


DEBT SERVICE610 2010 GO Refunding & Imp Prin. $ 360,000 $ 370,000 $ 370,000 $ 385,000613 2011 Equipment Note Principal 164,891 172,101 172,101 178,090616 2016 GO Refunding Principal 0 15,000 15,000 15,000617 2017 SAN CON Principal 0 0 0 55,000618 2008 GO Bond Principal 100,000 100,000 100,000 105,000619 2014 Sanitation Note Principal 242,633 249,442 249,451 253,011621 2014 Public Safety Note Principal 176,312 179,983 179,983 183,633622 2017 GO Bond Principal 0 0 0 370,000630 2010 GO Refunding & Imp Interest 238,369 227,419 227,419 216,094633 2011 Equipment Note Interest 37,564 30,355 30,355 24,366636 2016 GO Refunding Interest 11,900 31,331 31,331 30,994637 2017 SAN CON Interest 0 0 0 6,000638 2008 GO Bond Interest 39,245 7,690 7,690 3,988639 2014 Sanitation Note Interest 785 10,224 10,215 6,657641 2014 Public Safety Note Interest 35,025 31,354 31,354 27,705642 2017 GO Bond Interest 0 0 0 235,950

(Continued on next page)

123


BUDGET BREAKDOWN (continued)


690 2010 GO Ref & Imp Admin. Fee 250 250 250 250692 2017 GO Bond Admin Fee 0 0 0 250693 2008 GO Bond Admin. Fee 250 250 250 250696 2016 GO Bond Admin. Fee 0 250 250 250761 Transfers 5,814 0 0 0800 Reserves 0 1,250 0 0

Total Debt Service: $ 1,413,038 $ 1,426,899 $ 1,425,649 $ 2,097,488

ACTIVITY GRAND TOTAL: $ 1,413,038 $ 1,426,899 $ 1,425,649 $ 2,097,488

124

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184,2

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192,3

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134,5

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585,0

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106,0

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125

CAPITAL PROJECTS

FUND

EXPENDITURES


126

CAPITAL PROJECTS FUND – 311

FINANCIAL SUMMARY


Other $1,285,678 $ 52,577 $ 1,161,484 $ 540,823 $ 609,580Capital Outlay 3,565,292 293,759 14,287,022 1,775,991 12,188,373

TOTAL $4,850,970 $ 346,336 $ 15,448,506 $ 2,316,814 $12,797,953

FUND DESCRIPTION

This fund is used to consolidate the acquisition, design and construction of the major capitalimprovements of the City other than improvements financed by special revenue or enterprisefunds. The projects are funded through operating transfers from the General Fund and otherrevenue sources, such as grant proceeds and bond proceeds. Projects listed below are includedwithin the first year of the five-year Capital Improvements Program and, in many cases, maytake more than one fiscal year to be completed.

BUDGETED PROJECTS

The FY 2017-2018 budget anticipates the following projects will be continued or completedduring the fiscal year.

AmountProject Title – Capital projects BudgetedTDOT Roadscapes grant $ 91,500Fire Hall Improvements 2,500,000Police/Jack & Jill Building Improvements 240,936STP-West 6th Street Improvements 422,033Ridley Sports Complex 6,855,823LPRF Grant - Ridley 200,000West 7th Street Multimodal Grant 1,833,081Capital Projects – Other 45,000Total $ 12,188,373

Budgets for the projects listed above will be adjusted as needed based upon final expenditures atJune 30, 2017.

Project Title - Other projects Budgeted

TDEC Community Livability Grant $ 131,580THDA Home Grant 473,000Reserves 5,000

Total $ 609,580

127

CAPITAL PROJECTS FUND – 311

BUDGET SUMMARY

OBJ TITLE ACTUAL BUDGETED ESTIMATED BUDGETEDODE 2015-2016 2016-2017 2016-2017 2017-2018

OTHER41850-272 CDBG Demolition Grant $ 52,577 $ 322,403 $ 190,823 $ 131,58041850-800 Reserves 0 5,000 0 5,00041900-272 THDA Home Grant 0 513,000 40,000 473,00043100-800 Reserves-STP Matching Funds 0 2,100 0 043121-320 TDOT RR Intersection Imp Grant 0 30,000 30,000 043121-530 Rentals 0 2,283 0 043610-721 NSP Program Income Agreement 0 286,698 280,000 0

Total Other $ 52,577 $ 1,161,484 $ 540,823 $ 609,580

CAPITAL OUTLAY41850-922 Riverwalk project $ 125,000 $ 0 $ 0 $ 041850-927 Fire Hall Improvements 0 2,500,000 0 2,500,00041850-932 TDOT Roadscapes Grant 0 91,500 0 91,50042110-920 Police Dept Bldg Improvements 5,360 328,640 87,704 240,93642110-921 Jack & Jill Building Restoration 0 50,000 50,000 043100-931 Surface Transportation Program 2,743 0 0 35,00043100-932 STP-James Campbell/Highland 23,940 808,193 416,613 043100-933 STP non-billable items 440 0 0 10,00043120-930 STP-West 6th Street Improvement 5,724 522,034 100,000 422,03344415-930 West 7th Multimodal Streetscape 10,020 2,017,187 184,106 1,833,08144415-930 Other Park Improvements 0 0 23,923 044415-934 Ridley Sports Complex 120,532 7,769,468 570,685 6,855,82344415-935 Site Improvements - Grading 0 0 300,000 044415-936 Restroom Building 0 0 42,960 044415-938 LPRF Expenditure - Ridley 0 200,000 0 200,000

Total Capital Outlay $ 293,759 $ 14,287,022 $1,775,991 $ 12,188,373

GRAND TOTAL $ 346,336 $ 15,448,506 $2,316,814 $ 12,797,953

128

ENTERPRISE FUND

EXPENDITURES


129

WASTEWATER SYSTEM REVENUE FUND

FINANCIAL SUMMARY


Personnel Services $3,087,888 $2,795,011 $3,088,982 $2,961,581 $3,178,783Services & Supplies 3,413,375 3,036,407 3,401,657 3,015,014 3,420,357Capital Outlay 2,564,000 2,002,750 2,089,000 1,680,836 1,501,500Debt Service 1,933,796 1,795,713 1,825,540 1,825,540 1,834,243

TOTAL $10,999,059 $9,629,881 $10,405,179 $9,482,971 $9,934,883


The Columbia Wastewater System consists of facilities designed to collect, transport and removepollutants from the wastewater generated by users within its service area.

The wastewater collection and transmission system (WCTS) includes over 309 miles of sewerline, 7,160 manhole structures and 24 pump stations. The lines range in age from new to overseventy-five years. The construction materials for these lines include clay, concrete, metal, andPVC. The WCTS is divided into drainage basins and sub-basins. Basin boundaries are typicallydefined by the natural topography of the land. Pump stations are used only when wastewatermust be transported to another drainage basin. The major pump stations, together with allrecently installed stations are equipped with telemetry connections to a centralized supervisorycontrol and data acquisition (SCADA) system. The SCADA system provides for quickerresponse to malfunctions, thereby reducing possible environmental and health concerns.

Columbia operates a wastewater treatment plant (WWTP) that utilizes a conventional activatedsludge biological treatment process. The WWTP has a design capacity of 14 million gallons perday. The facility is staffed 24 hours a day. Operating employees must have State of Tennesseecertifications based on the conditions of our National Pollutant Discharge Elimination System(NPDES) permit and State of Tennessee regulations. Numerous laboratory analyses areperformed daily for self-monitoring reports and process control. The system is continuallyadapting to new rules and regulations issued from the State and Federal Governments.

Columbia Wastewater System is a government enterprise fund supported by charges and feesassociated with the services provided from the department functions. All improvements,equipment, salaries, benefits, repairs, etc., are funded from revenue generated by the system. TheWastewater System will pay $498,361 in lieu of taxes to the general government during FY2017-18, as well as $220,000 in administrative fees.

Operating funds are generated solely by service fees charged to customers of the ColumbiaWastewater System. City property taxes do not fund the wastewater system. Wastewater bills inColumbia are calculated by adding a “volume charge” and a “user charge”. The adopted usercharge is $14.99 per month and the sewer volume charge is $4.90 per thousand gallons of waterused each month. (Billing for 5,000 gallons is $39.49)

No changes are proposed to the current rate structure for FY 2017-18.

130


BUDGET HIGHLIGHTS – CAPITAL OUTLAY ITEMS

The FY 2017-18 Wastewater budget includes capital outlay expenditures as follows:

Proposed

Capital Equipment Replacement (CERP)1993 Equipment Trailer (#361) $ 12,5002005 Dodge Utility Truck (#302)2005 Dodge Durango (#301)Total CERP

37,50037,500

$ 87,500

Other EquipmentReplacement Pump & Air Relief Equipment $ 47,500Computer Replacements 16,500GIS Support and Advancement 45,000Total Other Equipment $ 109,000

Capital Improvements/ProjectsCollection System Improvement (SSO Reduction) $ 475,000West 7th Street Improvements (Streetscape) 800,000Various Project Easements 30,000Total Capital Improvements/Projects $1,305,000

TOTAL CAPITAL OUTLAY $1,501,500

131


FY 2016-17 ACCOMPLISHMENTS.

• Construction of the sewer rehabilitation project to reduce or eliminate system overflowsin the Royal Oaks and Stevens Bottom sub-basins, and to the West 1st Street area sewerhas been completed. This project provided recovery of hydraulic capacity within the areaby reducing inflow and infiltration (I & I) of groundwater. In addition, the antiquatedStevens Bottom pump station was replaced.

• Renovation and upgrade of the Carters Creek Pike pump station is scheduled forcompletion in March 2017. The station is being refurbished by replacing the pumps,piping, control systems, and other incidental items as necessary. In addition, restorationof structural and cosmetic items such as roofing, HVAC, and paint is being addressed.

• The City’s Capacity Assessment Report required by the 2014 EPA Administrative Orderon Consent has been completed, submitted and approved by the agency.

• Competitive bids were solicited, and the bid has been awarded for the evaluation worknecessary to identify capacity related deficiencies within the wastewater collection andtransmission system. This is work outlined in the Capacity Assessment Report, and theresults will be used to develop the Sanitary Sewer Evaluation Survey Results Report dueto be submitted to the EPA in September 2017.

• Competitive bids were solicited, and the bid has been awarded for construction of theproject to replace the Dixie Pump Station. This project will replace the last remaining“in-ground” pump station within the collection system. Construction of the project isscheduled for completion in September 2017.

ONGOING PROJECTS

• Rehabilitation of the sanitary sewer within the footprint of the proposed West 7th StreetMulti-Modal Streetscape Project is being advanced. An agreement has been executedwith Water Management Services to provide engineering services for the project.Sanitary sewer infrastructure within the footprint of the proposed project is very old, anda proactive approach to improvements will reduce the probability of failures anddisturbance of the area after completion of the Streetscape Project. Funding allocated inFY2015-16 for construction of the project was brought forward to FY2016-17 along witha request for additional funds to more accurately reflect the engineer’s estimatedconstruction budget. Timeline for construction of the sanitary sewer improvements islargely dependent on design and progress of the project as a whole. Recent utilitycoordination meetings regarding the project indicate that initiation of Phase 1 of thesewer associated work is probable in spring 2017.

132


ONGOING PROJECTS (Continued)

• Efforts to satisfy all measures set forth in the 2014 EPA Administrative Order on Consentare ongoing. The AOC requires the City to evaluate the condition of its sewer system anddevelop Management, Operation, and Maintenance (MOM) programs designed toprevent sanitary sewer overflows. The MOM programs, as well as the CapacityAssessment Report have been completed, submitted and approved by the agency. Thenext phase of the required activities is underway. As previously mentioned, theinvestigative work necessary for preparation of the upcoming Sewer System EvaluationSurvey Results Report due in September 2017 has been awarded. The WastewaterCollection and Transmission System Remediation Plan will follow in November 2017.These reports will identify any capacity related deficiencies, and document specificmeasures and schedules that will result in their remediation. Proposed correctivemeasures and schedules are to be as expeditious as possible, and no later than five (5)years from the effective date of the Order (which will be September 11, 2019).

• Assessment of the wastewater collection system to identify and quantify sources ofinflow and infiltration (I & I) is a critical activity that must be performed in a continuousand ongoing manner. Improvement of the sewer infrastructure requires development ofrelevant work plans, as well as implementation of remediation measures in areas found tobe prone to excessive I & I. Striving to eliminate sanitary sewer overflows is an on-goingendeavor.

133


ACTIVITY BREAKDOWN

Sewer Line Maintenance $ 452,902Pumping Station 1,009,325Treatment Plant 4,096,867Industrial Pretreatment 69,525Sewer Rehabilitation 1,199,994Sewer Debt Service 1,834,243Sewer Construction 1,272,027

Total $9,934,883



PERSONNEL SERVICES110 Salaries $1,547,087 $1,861,443 $1,803,733 $1,982,710112 Overtime Pay 25,074 114,251 85,689 118,966114 Vacation Pay 86,793 0 51,718 0115 Sick Pay 39,731 0 30,621 0116 Holiday Pay 61,184 0 31,952 0117 Bonus Pay 2,545 0 2,653 0118 Longevity Pay 26,750 27,950 27,950 29,100119 Miscellaneous 8,507 0 8,289 2,160141 FICA 133,108 153,279 151,498 158,060142 Group Insurance 416,387 486,097 362,212 388,567143 Retirement 397,897 401,594 377,191 444,852145 Dental Insurance 9,162 10,368 9,684 10,368146 Worker's Compensation 39,987 30,000 14,392 40,000147 Unemployment Insurance 799 4,000 4,000 4,000

Total Personnel Services: $2,795,011 $3,088,982 $2,961,582 $3,178,783

SERVICES AND SUPPLIES211 Office Services $ 3,133 $ 1,925 $ 2,075 $ 2,025240 Utilities 1,031,400 1,035,000 1,037,279 1,050,000245 Telephones 54,922 26,500 26,076 26,500250 Consulting Services 29,239 45,150 36,199 45,000253 Auditing Services 10,100 12,000 10,100 12,000255 Software Support & Maint. 15,262 12,500 12,973 12,500259 Administrative Fees 211,000 220,000 220,000 220,000261 Maintenance & Repair Auto 22,784 15,500 13,666 15,250269 Maintenance & Repair Other 126,151 125,000 110,692 122,500


134




SERVICES AND SUPPLIES280 Travel / Schooling 5,040 10,950 9,495 10,200290 Other Services 62,247 44,250 38,639 44,250293 Billing and Collection 167,683 200,000 180,027 200,000295 Landfill Charges 179,838 195,000 184,764 205,000310 Office Supplies 4,277 3,125 3,211 3,125320 Operation Supplies 14,146 22,250 21,532 23,000321 Operation Supplies - Controllable 13,334 17,500 15,000 17,500322 Chemical & Cleaning Supplies 113,558 120,250 105,905 120,250326 Wearing Apparel 8,989 8,750 7,805 8,900329 Cleaning Uniforms 7,520 11,750 8,923 16,450331 Fuel 44,784 75,750 50,251 75,750332 Maintenance & Repair Auto 21,990 21,450 19,783 21,450340 Maintenance & Repair Other 189,819 194,400 181,836 194,550341 Small Tools 4,718 7,425 6,277 7,425410 Concrete Supplies 7,552 16,500 13,508 16,500420 Metal Products 1,289 12,500 6,618 12,500450 Construction Materials 29,760 41,700 32,619 41,700470 Asphalt 19,671 31,000 26,180 31,000510 Insurance & Bonds 96,585 105,000 96,994 100,000511 Liability & Other Insurance 683 20,000 20,000 10,000530 Rental Equipment 13,468 5,500 10,305 12,000592 In Lieu of Taxes 513,575 500,532 500,532 500,532733 Awards 25 0 0 0790 Refunds 11,865 7,500 5,750 7,500800 Reserves 0 200,000 0 200,000803 Reserves, Sewer Impact Fee 0 35,000 0 35,000

Total Services & Supplies $3,036,407 $3,401,657 $3,015,014 $3,420,357

CAPITAL OUTLAY

911 Land & Easements $ 0 $ 30,000 $ 0 $ 30,000930 Improve Other Than Building 1,767,808 1,605,000 1,270,359 1,320,000941 Machinery/ Auto Equipment 156,937 437,500 396,247 135,000948 Computer Equipment 78,005 16,500 14,230 16,500

Total Capital Outlay: $2,002,750 $2,089,000 $1,680,836 $1,501,500(continued on next page)

135




SEWER DEBT SERVICE611 2015 GO Refunding Principal $ 0 $ 800,000 $ 800,000 $ 815,000612 2016 GO Refunding Principal 0 70,000 70,000 75,000614 2005 SRTB Principal 720,000 0 0 0616 2008 Bond Principal 250,000 260,000 260,000 270,000617 2011 Bond Principal 280,000 285,000 285,000 295,000631 2015 GO Refunding Interest 25,328 50,040 50,040 38,816632 2016 GO Refunding Interest 52,148 137,250 137,250 135,619644 2005 SRTB Interest 146,799 0 0 0646 2008 Bond Interest 116,063 25,725 25,725 15,983647 2011 Bond Interest 204,500 196,025 196,025 187,325686 2008 Bond Admin Fee 250 250 250 250687 2011 Bond Admin Fee 250 250 250 250690 2005 SRTB Admin Fee 375 0 0 0691 2015 GO Refunding Admin Fee 0 250 250 250692 2016 GO Refunding Admin Fee 0 250 250 250800 Reserves 0 500 500 500

Total Debt Service: $1,795,713 $1,825,540 $1,825,540 $1,834,243

GRAND TOTAL $9,629,881 $10,405,179 $9,482,971 $9,934,883

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1993 D

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NA

12-1

612,5

00

1996 C

ater

pil

lar

Load

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#330)

Was

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3,1

77

12-1

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1998 K

ubota

Tra

ctor,

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wat

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2001 F

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Tru

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326)

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14,8

00

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2001 C

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lar

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ram

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aste

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58

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2001 E

conoli

ne

Dovet

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Tra

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(#357)

Was

tew

ater

NA

12-1

612,5

00

2002 I

nger

soll

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d A

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om

pre

ssor

(#317)

Was

tew

ater

154

7-1

220,0

00

2002 F

ord

Hig

h-C

ube

Ser

ies

TV

Van

(#359)

Was

tew

ater

47,5

95

8-1

2

2002 I

nte

rnat

ional

Model

4700 (

#311 O

LD

) (b

ob-t

ail)

Was

tew

ater

NA

8-1

2

2003 N

ew H

oll

and B

ackhoe

(#358 O

LD

)W

aste

wat

er3,2

56

8-1

0

2004 J

ohn D

eere

Bac

khoe

(#367)

Was

tew

ater

2,7

05

8-1

085,0

00

2005 I

nte

rnat

ional

Flu

shin

g T

ruck

(#310)

Was

tew

ater

18,8

02

8-1

2270,0

00

2005 D

odge

Dura

ngo (

#301)

Was

tew

ater

48,3

74

6-1

037,5

00

2005 D

odge

3/4

Ton U

tili

ty T

ruck

(#302)

Was

tew

ater

45,0

97

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037,5

00

2005 M

asse

y F

erguso

n T

33 T

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or

(#338)

Was

tew

ater

1,6

17

8-1

620,5

00

2007 F

reig

htl

iner

Dum

p T

ruck

(#334)

Was

tew

ater

135,3

24

8-1

2125,0

00

2008 I

nte

rnat

ional

Model

4300 D

um

p T

ruck

(#313)

Was

tew

ater

47,9

50

8-1

272,5

00

2008 I

nte

rnat

ional

Model

4300 D

um

p T

ruck

(#354)

Was

tew

ater

25,4

23

8-1

272,5

00

2008 F

ord

E250 C

argo V

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#341)

Was

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81

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2009 S

ull

air

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pre

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132

7-1

222,0

00

2009 F

reig

htl

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Cam

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lush

ing T

ruck

(#314)

Was

tew

ater

19,5

21

8-1

2280,0

00

2009 F

ord

F250 P

ickup T

ruck

(#333)

Was

tew

ater

37,2

10

6-1

0

2009 F

ord

F250 3

/4 T

on U

tili

ty T

ruck

(#365)

Was

tew

ater

99,9

49

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040,0

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2009 H

i-V

ac O

bri

en F

lush

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rail

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tew

ater

1,4

43

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2009 K

ubota

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khoe

(#316)

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tew

ater

321

8-1

6

2011 F

ord

F250 3

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on U

tili

ty T

ruck

(#323)

Was

tew

ater

87,2

48

6-1

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2011 F

ord

F250 3

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on U

tili

ty T

ruck

(#320)

Was

tew

ater

21,9

69

6-1

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2011 F

ord

F750 D

um

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(#311)

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tew

ater

27,3

07

8-1

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ord

F250 3

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tili

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(#322)

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62,4

97

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ord

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tili

ty T

ruck

(#315)

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tew

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47,8

24

6-1

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2013 N

ew H

oll

and B

ackhoe

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tew

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1,4

35

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2014 F

ord

1/2

Ton P

ickup T

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tew

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04

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ord

1/2

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ord

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tili

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ord

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tili

ty T

ruck

(#321)

Was

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ater

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tili

ty T

ruck

(#351)

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LISTING OF APPENDIXES

APPENDIX A Personnel Summary/Schedule

APPENDIX B Glossary

APPENDIX C Budget Ordinance - Proposed

APPENDIX D Budget Summary - Proposed


165

APPENDIX A


166

Budget Budget Budget

FY 2015-16 FY 2016-17 FY 2017-18

41320 City Manager

City Manager 1 1 1

Assistant City Manager 1 1 0

Executive Secretary 1 1 1

Marketing Manager 0 0 1

PT Administrative Secretary 1 1 1

Total 4 4 4

41300 Management Information Systems

MIS Director 1 1 1

Network Admistrator 3 3 3

Total 4 4 4

41400 Emergency Management

Emergency Management Director 1 1 0

Total 1 1 0

41500 Finance

Finance Director/Assistant City Manager 0 0 1

Finance Director 1 1 0

Assistant Finance Director 1 1 2

Senior Accounting Technician 1 1 1

Accounting Technician II 1 1 0

Total 4 4 4

41510 City Recorder

City Recorder 1 1 1

Assistant City Recorder 1 1 0

PT Assistant City Recorder 0 0 1

Deputy Court Clerk 1 1 1

Accounting Technician II 5 5 4

Accounting Technician I - PT 1 1 1

Total 9 9 8

APPENDIX A

CITY OF COLUMBIA, TENNESSEE

PERSONNEL SCHEDULE

AUTHORIZED POSITIONS

167


FY 2015-16 FY 2016-17 FY 2017-18

41650 Personnel (Human Resources)

Human Resource Director 1 1 1

Human Resources Technician 1 1 1

Benefits and Safety Administrator 1 1 1

Total 3 3 3

42100 Police Department

Police Chief 1 1 1

Assistant Police Chief 1 1 1

Captain 3 3 3

Lieutenant 6 6 6

Sergeant 15 15 15

Corporal 6 6 6

Police Officer 56 56 58

Administrative Assistant 4 4 4

Animal Control Officer 2 2 2

Records Supervisor 1 1 1

Police Records Clerk 2 2 2

Evidence Technician 1 1 1

Fleet Equipment Coordinator 1 1 1

Building Custodian 1 1 1

PT Building Custodian 2 2 0

PT Parking Control Officer 2 2 2

School Crossing Guards 7 7 7

Total 111 111 111

42200 Fire Department

Fire Chief 1 1 1

Assistant Chief - Administrative 1 1 2

Assistant Chief - Suppression 3 3 3

Captain 18 18 18

Driver/Pump Operator 18 18 18

Fire Fighter 45 45 45

Fire Marshal 1 1 1

Assistant Fire Marshal 1 1 1

Assistant Chief - Training Officer 1 1 1


PT Administrative Assistant 1 1 1

Fire Cadets 0 0 2

Total 91 91 94

168


FY 2015-16 FY 2016-17 FY 2017-18

Public Works Department

43100 Streets and Maintenance Division

Director of Public Works 1 1 1

Assistant Director of Public Works 1 1 1

Supervisors 5 5 5

Equipment Operator 20 20 20

Crew Leader 3 3 3

Equipment Mechanic 6 6 6

Parts Room Technician 1 1 1

Welder Fabricator 1 1 0

Traffic Maintenance Technician 3 3 3

Electrician 1 1 1


PT Custodian 1 1 1


PT Utility Worker 3 3 3

Total 49 49 47

Public Works Department

43200 Sanitation Division

Supervisors 2 2 2

Sanitation Operator 24 24 23

Sanitation Worker 4 4 2

PT Sanitation Worker 1 1 1

Total 31 31 28

169


FY 2015-16 FY 2016-17 FY 2017-18

43700 Department of Development Services

Planning & Engineering Division

Director of Development Services 1 1 1

City Planner 1 1 1

City Engineer 1 1 1

Assistant City Engineer 1 1 1

Staff Engineer 1 1 1

Engineering Technician 2 1 1

Planning Technician 1 1 1


Planning Assistant 1 0 0

Total 11 9 9

Code Administration Division

Building Official 1 1 1

Building Inspector 2 2 2

Code Enforcement Officer 1 2 2

Custodian 1 1 1

PT Custodian 1 1 1

Total 6 7 7

Development Service Department Total 17 16 16

44400 Parks and Recreation

Director of Parks and Recreation 1 1 1

Assistant Director of Parks and Recreation 1 1 1


Recreation Manager 1 0 1

Shop Manager 1 0 0

Building and Grounds Maint. Wkr. 10 9 10

Crew Leader 1 2 2

Community Center Supervisor 3 3 0

Recreation Programer 0 0 1

Recreation Coorindator 0 0 1

Recreation Specialist 3 3 3

Seasonal Recreation Aides 13 13 13

Seasonal Park Maintenance Workers 11 11 10

Seasonal Pool Manager 1 1 1

Seasonal Head Lifeguard 2 2 2

Seasonal Lifeguard 4 4 4

Seasonal Facility Supervisor 1 1 2

Total 53 53 54

170


FY 2015-16 FY 2016-17 FY 2017-18

52200 Wastewater

Director of Wastewater 1 1 1

Assistant Director of Wastewater 1

Superintendent Treatment Plant 1 1 0

Chief Operator 1 1 1

Plant Operator 8 8 8

Laboratory and Pretreatment Manager 0 0 1

Laboratory Supervisor 1 1 1

PT Pretreatment Coordinator 0 1 1

Collection Superintendent 1 1 1

Foreman - Sewer Rehabilitation 3 3 3

Equipment Operator 11 11 11

Collection Worker 4 4 4

Pump Station Maintenance Supervisor 1 1 1

Wastewater Maintenance Workers 6 6 6


CMOM/GIS Coordinator 1 1 1

Engineering Technician 1 1 1

Operation Worker 6 6 6


PT Lab Assistant 2 2 1

Total 51 52 51

TOTAL FULL-TIME AND PART-TIME POSITIONS 428 428 424

171


172

APPENDIX B


173

APPENDIX BGLOSSARY OF TERMS

Accrual Accounting The basis of accounting in which revenues and expenditures arerecorded at the time they are earned or incurred as opposed to thecash basis of accounting where the transfer of funds causes therecording of the transaction.

Activity A specific and distinguishable unit of service or programperformed, such as Finance Department (#41500).

Adopted Budget The budget approved by the City Council and enacted by budgetappropriation ordinance, on or before June 30 of each year.

Appropriation An authorization made by the City Council which permits the Citystaff to incur obligations against and to make expenditures ofgovernmental funds and resources. Appropriations are usually fora fixed dollar amount for a particular budget year.

Budget AppropriationOrdinance The official enactment by the City Council on two considerations

establishing the legal authority for City officials to expend funds.

Appraised Value The estimate of fair market value assigned to property by anappraiser or the County Tax Assessor. For tax assessmentpurposes, the value is stated as of the last reappraisal date. Seealso assessed value.

Assessed Value The value of personal and real property for use as the basis forlevying the real and personal property taxes.

Budget A plan of the financial operations comprised of estimates ofanticipated revenues and expenses for a specific period (fiscalyear).

Budget Calendar The schedule of the dates involved in the preparation, review andpassage of the annual budget.

Budget Documents The official written documents comprised of the annual operatingbudget and the five-year Capital Improvements Program asapproved by the City Council.

174

Budget Message Opening section of the budget which provides the City Council andthe public with a general summary of the key parts of the budget.Also listed are changes from the current and previous fiscal yearswith comments from the City Manager.

Capital Outlay The purchase of equipment and machinery having a useful life ofseveral years and a value of $5,000 or more.

Capital ImprovementsProgram The City’s plan for major capital projects over the next five years.

The plan is reviewed and updated annually.

Capital Projects Projects identified specifically for the purpose of showing the costof a particular project. Capital projects are usually large publicwork projects such as roads, bridges and buildings.

Contractual Services Services rendered to City activities by private firms and individualsoutside City government. Examples include utilities, buildingmaintenance, and equipment maintenance.

Debt Service Annual payments on the City’s outstanding debt includingprincipal, interest and administrative expenses.

Department Closely associated City activities under the day-to-day oversight ofa department head.

Disbursement The payment of City funds for obligations incurred.

Enterprise Fund A format of accounting for a particular unit of government thatprovides services for fees. The accounting for an enterprise fund issimilar to that of a private business. The City of Columbia’sWastewater Department is currently the only enterprise fund inoperation by the City.

Estimated Revenues The amount of projected revenue to be collected during the fiscalyear.

Expenditures The cost of goods and services received. Actual payment may notbe required at a particular date for an item to be considered anexpenditure.

Fiscal Year A time frame designating the beginning and ending period forrecording financial transactions. The City of Columbia uses afiscal year beginning July 1 through June 30.

175

Fund A fiscal entity with a self-balancing set of accounts used to accountfor activities with common objectives. Commonly usedgovernment funds include: General Fund, Debt Service Fund,Capital Projects Fund, enterprise funds, special revenue funds, andinternal service funds.

Fund Balance The accumulated amount of excess revenues over expenditures in aparticular fund at any point in time. A negative fund balance is theaccumulated amount of excess expenditures over revenues.

GAAP Generally Accepted Accounting Principles. The actual rules andprocedures governing the accounting profession.

GASB Governmental Accounting Standards Board. The official policyand procedural organization designated by the American Instituteof Certified Public Accountants (AICPA) to establish accountingprinciples for state and local governments.

GFOA Government Finance Officers Association. A group of worldwideprofessional government finance officers.

General Fund The City’s primary operating fund accounting for most all of thefinancial resources and obligations. General Fund revenuesinclude property taxes, business taxes, sales taxes, building permitsplus, other revenues. The Fund provides the resources for mostCity services including fire, police, streets, planning, and parks andrecreation.

Grant A contribution by the State or Federal government or other entitysupporting a particular project.

Moody’s InvestorsService A recognized bond rating agency.

Object Code A detailed line item expenditure category, such as salaries (#110),office supplies (#310), or capital outlay (#941).

Operating Budget The expenditure plan for continuing everyday service programsand activities. In most instances, operating expenditures are madein a single fiscal year. These expenditures include personalservices, contractual services, minor capital outlay, and debtservices requirements.

176

Operating Transfers Amounts transferred from one fund to another. Transfers are notexpenditures. Transfers are to be appropriated for expenditures inthe fund receiving the transfer.

Retained Earnings The total earnings of an enterprise fund (in governmentalaccounting) consisting of income less expenses.

Revenue A term used to represent actual or anticipated income.

Tax Levy The total amount of tax that should be collected based upon thecurrent tax rates and the assessed value of real, personal, andpublic utility property.

Tax Rate The amount of taxes collected per $100 of assessed value oftaxable property.

177

APPENDIX C


178

ORDINANCE NO. 4125 AS AMENDED

AN APPROPRIATION ORDINANCE AS REVISED FOR THE CITY OF COLUMBIA, TENNESSEE FOR THE FISCAL YEAR BEGINNING JULY 1, 2017 AND ENDING JUNE 30, 2018

WHEREAS, Tennessee Code Annotated Title 9 Chapter 1 Section 116 requires that all funds of the State of Tennessee and all its political subdivisions shall first be appropriated before being expended and that only funds that are available shall be appropriated; and

WHEREAS, the Municipal Budget Law of 1982 requires that the governing body of each municipality adopt and operate under an annual budget ordinance presenting a financial plan with at least the information required by that state statute, that no municipality may expend any moneys regardless of the source except in accordance with a budget ordinance and that the governing body shall not make any appropriation in excess of estimated available funds; and

WHEREAS, the governing body has published the annual operating budget and budgetary comparisons of the proposed budget with the prior year (actual) and the current year (estimated) in a newspaper of general circulation not less than ten (10) days prior to the meeting where the governing body will consider final passage of the budget.

NOW THEREFORE BE IT ORDAINED BY THE CITY OF COLUMBIA, TENNESSEE, AS FOLLOWS:

SECTION 1. That amounts hereinafter set out constitute the estimated revenues and the budgeted expenditures for the City of Columbia, Tennessee, and the said sums specified herein are hereby appropriated for the purpose of meeting the expenses of the various departments and programs of the City of Columbia for the fiscal year beginning July 1, 2017 and ending June 30, 2018, to wit:

GENERAL FUND

Beginning Fund Balance

Revenues and Other Sources:

FY 2015-16 ACTUAL

FY 2016-17 ESTIMATED

FY 2017-18 BUDGET

$ 25,094,123

Taxes $ 25,748,685 $ 25,753,947 $ 25,813,861 Licenses and Permits 621,716 624,200 617,100 Fines and Fees 274,711 278,000 272,000 Charges for Services 377,430 381,365 377,200 Intergovernmental 3,798,712 3,734,342 3,411,600 Interest 78,625 65,000 60,000 Other 604,560 256,233 126,500

Total Revenues and Sources $ 31,504,439 $ 31,093,087 $ 30,678,261

Total Funds Available $ 55,772,384

Note: FY 2015-16 and 2016-17 columns are shown for informational purposes only.

Page 1 of Ordinance No. 4125

179

GENERAL FUND

Expenditures and Other Uses:

FY 2015-16 ACTUAL


FY 2017-18 BUDGET

City Council $ 330,568 $ 336,498 $ 339,729 Legal Services 312,287 282,449 284,199 City Manager's Office 415,166 431,332 498,454 Emergency Management 111,655 134,251 Management Information Systems 546,479 756,817 738,205 Finance 393,615 418,851 407,856 City Recorder's Office 417,446 340,677 432,771 Personnel 253,460 246,070 262,627 General City Admin 4,837,919 5,334,117 5,043,041 Police Department 7,864,693 8,398,769 8,875,575 Fire Department 7,303,616 7,656,333 8,915,471 Public Works-Streets 2,647,444 3,031,366 3,483,276 Development Services 1,216,022 1,315,967 1,253,758 Parks and Recreation 1,890,290 2,088,955 2,132,917 Transfer to Capital Projects Fund 1,243,650 1,250,000 35,000 Transfer to Debt Service Fund 1,178,312 1,165,233 1,774,821

Total Expenditures and Other Uses $ 30,962,623 $ 33,187,685 $ 34,477,699

Estimated Ending Fund Balance $ 21,294,685



180

STATE STREET AID FUND


Revenues:

FY 2015-16 ACTUAL


FY 2017-18 BUDGET

$ 1,349,209

State Fuel Taxes $ 953,282 $ 943,000 $ 1,140,000 Other $ 156 $ 156 $ Interest Earnings 4,179 3,700 3,000

Total Revenues $ 957,617 $ 946,856 $ 1,143,000


Expenditures: Street Maintenance $ 621,026 $ 1,450,871 $ 1,053,500 Transfer to Capital Projects Fund 75,000 79,000 Capital Outlay 11,339 15,000 15,000

Total Expenditures $ 632,365 $ 1,540,871 $ 1,147,500




181

NARCOTICS & VICE FUND



FY 2015-16 ACTUAL


FY 2017-18 BUDGET

19,441

Settlements 44,300 $ 40,000 $ 40,000 Transfer from Drug Fund 10,000 10,000 30,000

Total Revenues $ 54,300 $ 50,000 $ 70,000

Total Funds Available 89,441

Expenditures: Drug Enforcement 32,079 $ 50,000 60,000

Total Expenditures $ 32,079 $ 50,000 $ 60,000

Estimated Ending Fund Balance $ 29,441



182

STREETS & TRANSPORTATION FUND


Revenues:

FY 2015-16 ACTUAL

FY 2016.17 ESTIMATED

FY 2017-18 BUDGET

16,470

State Fuel Taxes 70,575 $ 70,400 $ 70,000 Interest Earnings 115 90 60

Total Revenues $ 70,690 $ 70,490 $ 70,060

Total Funds Available $ 86,530

Street lighting-utilities $ 67,516 $ 70,000 $ 70,060

Total Expenditures and Other Uses $ 67,516 $ 70,000 $ 70,060




183

DRUG FUND


Revenues:

FY 2015-16 ACTUAL


FY 2017-18 BUDGET

$ 419,701

Drug Related Fines/Other 206,620 $ 52,000 $ 40,000 Interest Earnings 1,240 1,200 2,0

Total Revenues 207,860 $ 53,200 $ 40,800

Total Funds Available $ 460,501

Expenditures and Other Uses: Drug Enforcement 66,980 $ 58,142 $ 71,053 Transfer to N&V Fund 10,000 $ 15,000 $ 30,000 Capital Outlay 49,558 176,000

Total Expenditures and Other Uses 126,538 $ 73,142 $ 277,053




184

SOLID WASTE SANITATION REVENUE FUND



FY 2015-16 ACTUAL


FY 2017-18 BUDGET

$ 1,457,294

Charges for Services $3,196,141 $ 3,190,000 $ 3,190,000 Other $1,051,953 6,021 271,500 Interest Earnings 4,471 4,000 4,000

Total Revenues $4,252,565 $ 3,200,021 $ 3,465,500


Expenditures and Other Uses:. Sanitation operations $ 3,083,043 $ 3,234,645 $ 3,212,098 Capital outlay 960,972 270,000 Transfer to Debt Service Fund 251,150 252,266 320,667

Total Expenditures and Other Uses $ 4,295,165 $ 3,486,911 $ 3,802,765




185

DEBT SERVICE FUND


Revenues:

FY 2015-16 ACTUAL


FY 2017-18 BUDGET

$ 91,024

Transfer from General Fund $ 1,178,312 $ 1,165,233 $ 1,774,821 Transfer from Sanitation Fund 251,150 252,266 320,667 Interest Earnings 3,463 2,503 2,001

Total Revenues and Other Sources $ 1,432,925 $ 1,420,002 $ 2,097,489


Debt Service Expenditures $ 1,231,299 $ 1,417,499 $ 2,097,488




186

CAPITAL PROJECTS FUND

Revenues And Other Sources:

FY 2015-16 ACTUAL

FY 2016-17 BUDGET*

FY 2017-18 BUDGET*

Federal, State and Private Sources $ 151,654 $ 1,214,260 $ 2,651,762 Transfer from General Fund 1,243,650 1,000,000 35,000 Transfer from Other Funds 73,100 75,000 Debt Proceeds 937,568 7,891,166 Interest Earnings 6,516 6,000 3,000

Total Revenues and Other Sources $ 1,401,820 $ 3,230,928 $ 10,655,928

Expenditures: Transportation projects (incl roadscapes grant) $ 42,866 $ 730,719 $ 2,391,614 Parks and Recreation 245,532 937,568 6,855,823 Buildings and Facilities 5,360 337,704 2,740,936 Local Parks & Recreation Fund Grant 200,000 NSP Program Income agreement 280,000 THDA Home Grant 40,000 473,000 CDBG Demolition Grant 52,577 190,823 131,580 Other 5,000 Total Project Appropriations and Other Uses $ 346,336 $ 2,516,814 $ 12,797,953

* Project appropriations shown are amounts estimated to remain for outstanding or committed projects or project phases. Balances remaining at the end of any fiscal year may carry over to subsequent years.


SECTION 2. That the following amounts in the Wastewater Fund are projected operating revenues and expenses for the fiscal year beginning July 1, 2017 and ending June 30, 2018 and are provided for informational purposes.

Operating Revenues

$ 9,565,111 Operating Expenses

$ 9,934,883

SECTION 3. That total actual expenditures for the funds shown in Sections 1 and 2 herein shall not exceed total appropriations for said funds, except as may be provided by ordinance to amend the budget.

SECTION 4. Said amounts so allocated and appropriated to be on the basis of the analysis of disbursements as shown in the budget, which will be considered by the City Council. All warrants for expenditure of funds hereinafter appropriated shall be drawn by the Finance Director and signed by the Mayor, City Manager and Finance Director.


187

APPROV FOR FIRST ONSIDERATION.

SECTION 5. That a detailed line item financial plan to support the budget as set forth herein shall be provided to the City Council and to the various departments of the City, which financial plan shall be used as guidance and generally followed in incurring expenditures and obligations on behalf of the City.

SECTION 6. That upon second and final passage, this ordinance shall be effective as of July 1, 2017, which is the beginning of the Fiscal Year, the public welfare requiring it, and that all ordinances or part of ordinances in conflict with any of the provisions of this ordinance are hereby repealed.

SECTION 7. This ordinance is enacted pursuant to and in compliance and conformity with Article DC of the Charter of the City of Columbia and has been published on the 4th day of May, 2017, and it shall be executed and construed consistent with the Charter and the laws of the State of Tennessee.

PASSED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF COLUMBIA, TENNESSEE, THIS THE 8th DAY OF JUNE, 2017 .

C42 DEAN DICK

ATTEST:

Cea,0,4 MOLLY

c--61/4€4 BENDERMAN, CITY RECORDER

LEGAL FORM APPROVED.

C. TIM TISHER, CITY ATTORNEY

ANTH Y R. MASS Y MANAGER

P n 1st Cons ation: Chi II, aciii

Passed on 2nd Consideration: TUtlk i C1011

, MAYOR 2±----L


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