City of Greenville FY2014-15 Adopted Budget

fiscal year 2014-2015

Annual O

peratingBU

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ETPrepared by theCity of Greenville

Office of Management and Budget

ADOPTED

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City of Greenville, South Carolina

Adopted Operating Budget

Fiscal Year July 1, 2014 through June 30, 2015

Knox H. White Mayor

Amy Ryberg Doyle

Council Member (District 1)

Lillian Brock Flemming Council Member (District 2)

Jil M. Littlejohn

Council Member (District 3)

J. David Sudduth Council Member (District 4)

Susan Reynolds

Council Member (At Large)

Gaye G. Sprague Council Member (At Large)

John F. Castile City Manager

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Greenville, South Carolina for its annual budget for the fiscal year beginning July 1, 2013. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

TABLE OF CONTENTS PAGE TC-1

TABLE OF CONTENTS

FY 2014-15 ADOPTED OPERATING BUDGET

Executive Summary .................................. A-1 City Manager’s Budget Message ................ A-3 Executive Summary ............................. A-10 Summary of All Funds ........................... A-21

Introduction ........................................... B-1 Community Profile ............................... B-3 Downtown Greenville ............................ B-8 City Government Overview .................... B-10 City Organization Chart ........................ B-13 Fund Relationships .............................. B-14 Long-Term Financial Management ............ B-15 Budget Development Calendar ................ B-18 Principal Revenue Sources ..................... B-21 Strategic Initiatives .................................. C-1 General Fund .......................................... D-1 General Fund Overview ......................... D-3 General Fund Balance ........................... D-4 General Fund Revenues ......................... D-5 General Fund Expenditures .................... D-11 General Fund Expenditures By Type ......... D-14 Capital Outlay in Operating Budget .......... D-15 Summary of Personnel Changes ............... D-16 Legislative and Administrative ..................... D-17 Overview .......................................... D-18 Mayor and Council ............................... D-21 City Attorney’s Office .......................... D-22 Municipal Court .................................. D-23 City Manager’s Office ........................... D-25 City Clerk’s Office ............................... D-26 Non-Departmental ............................... D-27 General Debt Service ........................... D-28 Public Information and Events ..................... D-29 Overview .......................................... D-30 Public Information............................... D-32 Special Events .................................... D-34 Economic and Community Development ......... D-37 Overview .......................................... D-38 Economic Development ........................ D-40 Building and Property Maintenance .......... D-42 Planning and Zoning............................. D-44

Human Resources ..................................... D-47 Overview .......................................... D-48 Human Resources ................................ D-50 Occupational Health ............................ D-52

Office of Management and Budget ................ D-55 Overview .......................................... D-56 Administration ................................... D-58 Accounting ........................................ D-59 Revenue ........................................... D-60 Purchasing ........................................ D-61 Information Technology ........................ D-62

Geographic Information Systems ............. D-63

Police Department ................................... D-65 Overview .......................................... D-66 Police Chief’s Office ............................ D-68 Administration ................................... D-70 Operations ........................................ D-72

Support ........................................... D-75 Communications Section ....................... D-77

Fire Department ...................................... D-79 Overview .......................................... D-81 Fire Administration .............................. D-83 Fire Prevention .................................. D-84 Fire Suppression ................................. D-85 Fire Services ...................................... D-86 Public Works Department ........................... D-87 Overview .......................................... D-88 Administration ................................... D-90 Traffic Engineering .............................. D-91 Engineering ....................................... D-92 Construction Inspection ........................ D-94 Streets ............................................. D-96 Building Services ................................. D-97 Trolley Operations .............................. D-99 Downtown Infrastructure Maintenance .... D-100 Parks and Recreation Department ............... D-101 Overview ........................................ D-103 Administration ................................. D-105 Recreation ...................................... D-107 Parks Maintenance ........................... D-110 Rights-of-Way .................................. D-112 Beautification .................................. D-113 Tree Maintenance ............................. D-115 Falls Park Crew ................................ D-116

TABLE OF CONTENTS PAGE TC-2

Internal Service Funds .............................. E-1 Health Benefits .................................... E-3 Risk Management .................................. E-5 Fleet Services ...................................... E-7 Special Revenue Funds .............................. F-1 Community Development ........................ F-3 HOME Program ..................................... F-5 HOPWA Program ................................... F-6 Hospitality Tax ..................................... F-8 Sunday Alcohol Permits ........................ F-10 State Accommodations Tax .................... F-11 Local Accommodations Tax .................... F-13 Admissions Tax ................................... F-15 Victim Witness ................................... F-17 Utility Undergrounding ......................... F-18 Enterprise Funds ..................................... G-1 Event Management ............................... G-4 TD Convention Center ........................... G-8 Wastewater ....................................... G-12 Solid Waste ....................................... G-16 Stormwater Management ...................... G-22 Parking ............................................ G-27 City Parking Inventory ....................... G-29 Greenville Zoo ................................... G-32 Public Transportation Dept. Overview ....... G-40 Transit ............................................. G-41 Tax Increment Funds ................................ H-1 Downtown Infrastructure ....................... H-3 West End Tax Increment ........................ H-5 Viola Street Tax Increment ..................... H-6 Capital Improvement and Debt Management .... I-1 Capital Improvement Program .................. I-3 CIP Summary Schedule By Project ............. I-10

CIP Summary By Funding Source ............... I-17 Strategic Goal Implementation ................ I-22 Comprehensive Plan Implementation ......... I-23 Unfunded Projects ............................... I-25 Debt Management ................................ I-26 Summary of Debt Payments .................... I-27 Summary of Debt Outstanding ................. I-29 Compliance with Debt Mgmt. Policy .......... I-32

Appendices ............................................. J-1 A. Appropriation Ordinance ..................... J-3 B. Authorized Staffing ........................... J-7 C. Financial Policies ............................ J-29 D. Glossary and Commonly Used Acronyms. J-43

List of Maps Major Roads ....................................... B-2 Downtown Government Buildings.............. B-9 Council Districts ................................. D-20 Police Beats ...................................... D-74 Fire Districts ...................................... D-80 Popular Parks ................................... D-102 Recreation Centers ............................ D-109 Garbage Collection Days ....................... G-19 FEMA Floodplain ................................. G-24 Downtown Public Parking ...................... G-30 Greenlink Bus Routes ........................... G-43 Tax Increment Financing Districts ............ H-7

FY 2014-15 OPERATING BUDGET CITY OF GREENVILLE, SOUTH CAROLINA

PAGE A-1

EXECUTIVE SUMMARY


EXECUTIVE SUMMARY PAGE A-2



July 1, 2014 The Honorable Knox H. White Members of City Council City of Greenville, South Carolina Dear Mayor White and City Council Members: It is a pleasure to present to the citizens of Greenville, members of City Council, and other interested readers the adopted FY 2014-15 operating budget for the City of Greenville, South Carolina. The budget for all funds is $156,306,313, including a General Fund budget of $74,646,927. This represents an overall total budgetary increase of 13.1% and a General Fund increase of 10.2% from the adopted FY 2013-14 operating budget. The General Fund millage rate for FY 2014-15 is 89.4 mills, representing an increase of 4 mills over the current rate of 85.4 mills. The millage rate increase will be used to support the construction and staffing of a new fire station in the Verdae/Woodruff area of the City in order to provide enhanced fire protection and suppression services. The millage increase represents the first such increase since 1993. A summary of all funds is included at the end of the Executive Summary section. FY 2013-14 General Fund Year-End Outlook In looking ahead to FY 2014-15, it is important to consider where the City will finish in FY 2013-14. The current fiscal year continues to reflect an improving economy locally and nationally with a number of funds exceeding revenue expectations, including the General Fund. The original FY 2013-14 General Fund budget contained an appropriation of fund balance in the amount of $1.8 million – about $1 million for CIP projects and another $800,000 for vehicle and equipment replacement backlog that occurred during the Great Recession as the City curtailed its replacement program. The budget has since been modified by another $1.7 million (representing a total of $3.5 million in fund balance appropriation) for contractual encumbrance budget rolls, the Central Business District (CBD) security enhancements and supplemental capital. In the General Fund, we are projecting to finish the current year with a modest deficit of $416,000 based on the most recent revenue and expenditure projections. Given that the current amended FY 2013-14 budget contains a fund balance appropriation of $3,500,867, this modest deficit represents a significant favorable variance in connection with the projected budgeted use of fund balance. This is an improvement from the projections OMB presented during the CIP process (which anticipated a deficit of about $1 million). This improvement provides City Council with slightly more fund balance available to fund one-time projects or expenditures. It is important to note the General Fund’s revenue is a projection, as the insurance business license, which represents about $9 million, is not received until late June. While the current projection reflects a fund balance of about $6.0 million in excess of the 20% requirement, the Council’s capital improvement program contains several significant projects, including

FY 13/14 Beginning Balance 21,404,538

Projected FY 13/14 Revenues 69,117,880

Projected FY 13/14 Expenditures (69,533,880)

Projected FY 13/14 Surplus (Deficit) (416,000)

Projected FY 13/14 Ending Balance 20,988,538

20% Reserve Requirement 14,929,385

Amount Above/Below Requirement 6,059,153

General Fund Projection (March 2014)



the construction of a new Public Works Operations Center and improvements to the City’s aging and antiquated fire stations that will require major contributions from fund balance. The forecast presented to Council in February 2014 projects significant withdrawals from the reserve within the next two to three years as the required funding levels for these and other critical projects become clearer. The budget for FY 2014-15 begins the drawdown of the excess fund balance with an appropriation of $3 million for the funding of the general capital improvement program as well as fire station improvements to be discussed later in this transmittal letter. FY 2014-15 Budget Principles As anticipated performance in FY 2013-14 indicates, the local economy is continuing its recovery. While this is a positive development from the past several years, it challenges the City to continue the effort begun in FY 2013-14 to address deferred capital, the increasing cost of service delivery and the accumulated impact of increasing service and work load requirements on the City’s workforce. As was discussed during the City Council retreat, the budget emphasizes the following principles:

1) Continued investment in people to retain talented employees and assure the organization has an adequate workforce, both in terms of quality and quantity, to do the ever increasing public’s business.

2) Continued reinvestment in the City’s infrastructure and equipment in a sustainable manner to protect our existing investments, avoid higher costs in the future, and provide greater budgetary flexibility in subsequent years.

3) Make targeted investments that provide Greenville with a bright future through economic development and productivity improvements.

4) Reserve financial capacity for signature projects so that once the City has the required data and analysis it has a path forward for their execution.

This FY 2014-15 budget provides a reasoned approach to addressing these priorities and I believe, positions us well for future investments. FY 2014-15 Revenues In the General Fund, the budget contains $71,590,027 in estimated revenues reflecting about $5.7 million or an 8.7% increase over the FY 2013-14 budget amount of $65.8 million. Approximately $1.3 million of the increase is attributable to the millage adjustment. Excluding debt proceeds, actual General Fund revenues totaled $67.5 million in FY 2012-13, are projected at about $68.8 million in FY 2013-14, and the adopted budget for FY 2014-15 is $70.6 million, an increase of $1.8 million or 2.62%. It is important to note that there are several significant revenue sources (3rd and 4th quarter franchise fees, annual insurance business license) representing about $13 million or 18% of the General Fund budget that accrue in the final quarter of the fiscal year. In previous years, these revenue sources have proven to be extremely volatile. It is for this reason that the FY 2014-15 revenue budget estimate, while growing significantly over the original FY 2013-14 budget (about $5.7 million more, of which, $1.3 million relates to the millage rate increase), has been conservatively estimated pending the receipt of these revenues that constitute such a significant portion of the City’s General Fund budget. Accounting for a slightly more conservative FY 2013-14 year end projection due to the timing and nature of the franchise fees and insurance business licenses, the FY 2014-15 budget includes a 8.1% increase in property tax revenues and a 7.0% increase in license and permit revenues –these projected increases being based on the projected FY 2013-14 receipts as well as approved increases in the tax millage rate and certain building permit and plan review fees. Other revenue categories such as fees and charges and court fines are expected to have little change from the FY 2013-14 adopted budget.



We have incorporated the Aid-to-Subdivision allocation as reflected in the State House and Senate budget bills. While both bills have the same level of funding, the House bill provides an increase to the base funding with less nonrecurring funding than the Senate’s version. We have also assumed that the insurance business license will remain substantially similar to FY 2012-2013 levels. As mentioned in the previous paragraph, this revenue source represents a significant portion of General Fund revenues, is highly volatile, and is completely unforecastable due to the unavailability of trending data and its annual remittance in June of each year. While a portion of fund balance is being used for the CIP, the budget before you remains well above the existing 20% fund balance requirement. The budget does contain several fee increases in the areas of building permits, parks and recreation, wastewater, and stormwater. Those fee adjustments are discussed in greater detail in the Executive Summary section. FY 2014-15 Expenditures The budget was impacted by several factors:

Merit Increase: The budget includes a 3.0% pool for a merit increase effective October 1, 2014 for employees to remain market competitive and to retain a quality workforce. The total cost of this adjustment for all funds is about $1,125,000 with approximately $900,000 attributable to the General Fund. To pay for this, the City is continuing the 2.25% vacancy factor across all funds that was incorporated into the budget last year. Based on the payroll trends experienced in the current year’s budget, we believe this vacancy factor is achievable. While the City’s vacancy rate over the past three years has been approximately 4% to 5% annually, our experience in connection with payroll expenditures is that our expenditures run at about 2%-2.5% under budget. This variance is the result of leave payouts upon terminations and retirements and the use of temporary services during vacancies. The merit increase will not be implemented until October when the results from FY 2013-14 are completed and affirm our financial projections.

Pension Costs: PEBA has announced an increase to the employer and employee share of the South Carolina Retirement System (SCRS) and Police Officers Retirement System (PORS). SCRS contributions will increase from 10.6% to 10.9% while PORS contributions will increase from 12.84% to 13.41%. The combined impact of these two rate adjustments on the employer contribution totals about $160,000. Employee contributions to SCRS will increase from 7.5% to 8.0% with PORS increasing from 7.84% to 8.41% - about 7.0% increase for both systems.

Health Insurance: In January 2014, the City migrated from a fully funded medical, vision and dental plan to a self-funded model. The budget assumes that the financing model change will provide sufficient flexibility in the City’s current rate structure for both the employer and employees through renewal in January 2015, thereby not requiring rate adjustments. As the City approaches renewal in the fall of 2014, should our medical cost trends change unfavorably, we will look to plan modifications, to minimize cost increases.

FY 14/15 Beginning Balance 20,988,538

Projected FY 14/15 Revenues 71,590,027

Projected FY 14/15 Expenditures (74,646,927)

Projected FY 14/15 Surplus (Deficit) (3,056,900)

Projected FY 14/15 Ending Balance 17,931,638

20% Reserve Requirement 14,929,385

Amount Above/Below Requirement 3,002,253

General Fund FY 2014-15 Budget



Additional Positions: The adopted budget contains 24 additional full and part-time positions (total cost of approximately $1.14 million) with 12 of the positions reflected in the General Fund at a cost of approximately $612,000. The 24 positions do not include the eight additional Central Business District (CBD) police officers added mid-year for enhanced public safety presence in the CBD. The full year cost of the 8 officers adds about $200,000 to the General Fund’s FY 2014-15 operating budget. The chart on the left reflects General Fund positions over a

10 year period. Total position counts for the General Fund reached a peak over the three year period FY 2008-10, declined in FY 2010-11 as part of the City’s response to the economy and the Great Recession; and with the budget for FY 2014-15 recovers to levels experienced prior to the economic downturn. The approved new positions in FY 2014-15 include four in Building and Property Maintenance, reflecting significant increases in building permit and plan activity, three firefighters to address call load volume and minimum staffing levels, four maintenance technicians to provide for improved appearance of the City, three mechanics to address staffing level deficiencies in maintenance of the City’s fleet, four parking attendants at RiverPlace to address parking space utilization during the construction of the new garage, an engineering technician in Construction Inspection, and one full-time and one part-time Civil Engineer in Stormwater. A complete listing of the additional positions and their cost is included on Page D-16.

East Area Fire Station (Verdae/Woodruff area). As mentioned in the introduction, the adopted budget contains a path forward in connection with the construction of a Verdae/Woodruff fire station on the east side of the City. The need for the Verdae/Woodruff fire station is well documented. The ICAR, Verdae, and Woodruff Road corridors, principally served by the Laurens Road at Waite Street and Pelham Road fire stations, have emergency response times that are well outside of the national standard of 4:00 minutes or less 90% of the time. The response times for the stations on Augusta Street and Stone Avenue are also negatively impacted by the absence of a station in the east side as these two stations backfill the Laurens and Pelham Road stations. The Verdae/Woodruff station has appeared in every annual operating and capital improvement budget of the City since at least FY 2007-08. The issuance of General Obligation Bonds for the construction of the station have appeared in 2008, 2010, 2012 and 2013 – and every year the issuance of the debt and construction of the Verdae/Woodruff station has been deferred to another year. The budget contains a 4 mill increase for this initiative, provides funding for the repayment of debt service ($3.8 million G.O. Bond) in connection with the construction of the station, the staffing of 12 firefighters, and the purchase of fire apparatus. The funding methodology, due to the timing of equipment purchases, staffing and debt issuance, provides some one-time funding capacity in the approximate amount of $1 million to address needed improvements in some of the existing six fire stations.

Existing Station Improvements. The City has six fire stations with an average age of 42 years. The facilities are virtually unchanged since their construction and have experienced minor renovations and repairs and system upgrades. The City has commissioned two comprehensive facility assessments within the past 12-18 months. One study recommended the demolition and replacement of the two oldest facilities (Augusta and Stone which were constructed over 60 years ago) along with substantial renovations of the remaining four stations. Both studies have reached very similar conclusions – the stations are significantly smaller than modern prototype station programming needs and lack the area to accommodate offices, living areas, and apparatus storage needed in a modern fire service. Additionally, none of the station sites are designed for or meet

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the current stormwater retention and treatment regulations. This initiative, funded with an appropriation of fund balance in the amount of $2 million combined with the one-time $1 million from the Verdae initiative, provides $3 million to address a portion of the critical improvements to the City’s existing fire stations.

In addition, this budget works to implement the direction given by City Council at its retreat including:

Continued reinvestment in Equipment: The budget includes $6,976,912 across all funds for vehicle and equipment replacement and acquisition – contrasted with FY 2013-14’s amount of $3,396,069. The FY 2014-15 amount includes $950,000 for the lease purchase of a Fire/Suppression 100’ “Quintuple Combination Pumper” or “Quint” - a fire service apparatus that serves the dual purpose of an engine and a ladder truck. The City currently has three Quint’s – two active and one in reserve. Due to the limited quantity of this specialized equipment in our fleet and the frequency of replacement, we are recommending the apparatus be purchased using a lease purchase. The FY 2014-15 capital equipment budget also includes over $3.3 million in funding set aside for equipment and other capital costs for the Verdae/Woodruff Fire Station and other Fire Station improvements. The FY 2014-15 capital equipment budget, net of the Quint purchase and other Fire Department set-asides, totals $2,683,759. The FY 2013-14 budget across all funds totaled $3.4 million and included a $550,000 fire pumper; leaving a net capital and equipment replacement budget of $2,846,069 in FY 2013-14. The FY 2014-15 funding level, net of fire department capital outlay (Quint and new Fire Initiatives) , is $2,683,759 and on par when compared to the previous year’s investments in replacement capital of $2.8 million. The budget includes the replacement of 36 police vehicles compared to last year’s 42 vehicles. The vehicle and equipment investments made this year, and approved for next year, will result in significant improvements in reducing the age and maintenance costs of the City’s fleet.

Continued reinvestment in Infrastructure: The budget reflects the $9,139,450 appropriation from the adopted Capital Improvement Program (CIP). The CIP makes several steps to reinvest in the City’s infrastructure including:

o $1,100,000 for wastewater rehabilitation projects. (Includes funding from Greenville Water

System and Greenville Local Development Corporation) o $1,475,000 for stormwater rehabilitation projects. o $1,000,000 for the trail expansion project. o $1,225,000 for City Park Phase I improvements. o $650,000 for the technology infrastructure, network and cameras to support the replacement

and enhancement of the City’s public safety camera system. o $600,000 for street resurfacing and NSTEP. o $835,000 for various streetscape projects. o $950,000 for the GWS property swap and development of the Mayberry Street Maintenance

Facility o $685,000 for various economic development projects including One Plaza, commercial

corridors, public/private developments. o $100,000 for neighborhood park improvements.

Targeted Investments: The budget includes funding to make investments that position Greenville for an even brighter future. These include:

o $410,000 for the Information Technology Improvement Program which makes investments in

solutions that improve the City’s efficiency and effectiveness. o $35,000 in consulting services for Parking.

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o Continued funding to maintain the landscaping and grounds of the City’s major gateways, as well as additional funding to maintain the landscaping and grounds of the Swamp Rabbit Trail, Peace Center and One Plaza.

o $70,000 for the replacement of the West Greenville Community Center roof. o $166,000 in facility improvements at the Greenville Zoo (detailed on Page G-34)

FY 2014-15 and Beyond While no immediate action needs to be taken, the City Council should be cognizant of several issues that may affect the City’s financial position in future years.

Legislative Changes to Revenue Structure: During the current session of the SC General Assembly, staff has monitored legislation that would negatively impact business licenses, property tax assessments, and long-term debt financing. While we believe no bills will pass this year, we should anticipate future legislation that impacts our ability to manage our own affairs.

Pension Costs: It is likely – as new accounting standards emerge – that the costs for both the City and its employees associated with the South Carolina Retirement System, the Police Officers Retirement System, and the Greenville City Firefighters Pension will continue to mount.

Road Reform: The current Secretary of Transportation has made clear the SC Department of Transportation (SCDOT) seeks to devolve more roads and road maintenance onto local governments. The SC House budget version contains a roads “buy back” proviso that would allow cities to request recurring road maintenance funds from the 25 percent of C Funds that are currently required to be used exclusively on state roads. The Greenville Citizens Roads Advisory Commission, formed in November 2013 by the County Council, issued its report on March 26, 2014, containing priorities regarding road improvement projects, bridges, pedestrian amenities and resurfacing. As the State and County Council consider road funding and reforms, it is critical that the City, with the 3

rd largest road network in Greenville County, be fairly represented in funding

decisions.

Wastewater Capacity: The City’s aging wastewater system continues to pose challenges to the City’s growth and development, especially as we reach capacity in certain sections of the City. Unfortunately, the existing revenue rate structure in the Wastewater Fund is marginally adequate to support rehabilitation of the system much less capacity improvements. Efforts must be taken to identify alternative revenue streams to support improvements in capacity.

Recreation District Consolidation: Discussions continue between Greenville County and the City regarding the dissolution of the Greenville County Recreation District, the imposition of 4.6 mills by the County within the corporate limits of the City and “revenue sharing” as well as consolidating operations and programs. We will continue those discussions carefully so that the new delivery model is beneficial to City residents.

Fleet Review: During the FY 2013-14 budget we funded a study of the City’s fleet operations to identify opportunities to improve the City’s efficiency and effectiveness in this key support function. The report identified several matters regarding governance and organizational, business and financial modeling. During the next 12 months, Public Works and OMB will work on developing and implementing a work plan to implement the report’s key initiatives and recommendations.

Public Works Relocation: In 2012, the City purchased property on Fairforest Way as a first step to relocating Public Works out of its current location on Hudson Street. In the current budget year, an architectural firm was selected to provide schematic design services and, along with the construction manager at risk, provide the City with a highly probable estimate of Phase 1 project



costs. As that effort continues, it is likely that an eventual relocation will have an impact on the City’s future budgets and fund balance.

Parking Operations Review: The parking system has experienced remarkable growth in utilization levels in a short time period creating unexpected stress on customer satisfaction and operations management of the system. Additionally, with the construction of two new parking facilities more operational demands will likely be placed on the parking system. Funds have been included in the budget to conduct an assessment of parking system staffing and organization including an evaluation of the current parking management program, with an assessment of parking management “best practices” gathered from around the country. The study areas will likely include a review of parking facilities and resource allocation, a review of existing off-street facilities and equipment, and special parking programs.

Solid Waste: Two of the Green Ribbon Advisory Committee’s 2014 goals are to manage solid waste in a manner that minimizes adverse impacts on the environment and to increase the recycling and reuse of materials across all sectors. During this upcoming budget year, Public Works, Parks and Recreation (as the liaison to the Advisory Committee), and OMB will formulate recommendations for Council’s consideration regarding waste stream reduction, pricing models and incentives, and operational/equipment efficiencies. The choices may require capital investments (with high return on investments) as well as alignments with our customers.

Conclusion The FY 2014-15 budget continues the heightened investments begun last year in our people, provides additional personnel to address backlogs in the delivery of quality municipal services, reinvests in infrastructure and equipment, and positions the City for a brighter future through targeted investments. With your continued leadership, we can make Greenville an even greater community in which to live, work, and play. Sincerely,

John F. Castile, City Manager



EXECUTIVE SUMMARY

The expenditure budget for all funds is $156,306,313, including a General Fund budget of $74,646,927. This represents an overall budgetary increase of 13.1% and a General Fund increase of 10.2% from the adopted FY 2013-14 operating budget. A summary of all funds outlining the changes is included at the end of the Executive Summary section.

GENERAL FUND

The General Fund accounts for the revenues and expenditures necessary to carry out basic governmental activities of the City such as police patrol, fire protection, recreation, and legal and administrative services. All financial transactions not accounted for in other funds are recorded in the General Fund. General Fund Revenues General Fund recurring revenues in FY 2014-15 are projected to be 8.7% more than the FY 2013-14 adopted budget. The budget also includes a fund balance appropriation of $3,019,450 for capital projects.

2011-12 2012-13 2013-14 2014-15 Percent

GENERAL FUND REVENUES Actual Actual Budget Budget Change

Taxes $ 28,263,770 29,390,665 29,145,520 31,516,941 8.1%

Licenses and Permits 27,084,896 29,209,795 28,106,514 30,077,705 7.0%

Intergovernmental 2,239,245 2,427,445 2,434,390 2,448,410 0.6%

Fees and Charges 835,664 854,601 778,800 870,083 11.7%

Fines and Costs 409,301 379,153 382,200 347,750 -9.0%

Other Revenue 1,085,727 1,148,721 1,018,232 981,877 -3.6%

Other Sources/Transfers 5,155,978 15,589,567 3,984,982 5,347,261 34.2%

TOTAL GEN. FUND REVENUES $ 65,074,581 78,999,947 65,850,638 71,590,027 8.7%

Property taxes comprise 44.0% of all General Fund revenues (excluding fund balance appropriated) and represent the City’s largest revenue source. The tax levy on a particular piece of property is determined by market value, assessment ratio, and millage rate. Market value is determined by the Greenville County Assessor's Office using a variety of factors such as size, condition, location, and recent selling prices of comparable properties. The assessment ratio is a percentage which is multiplied by the appraised market value of a property to determine the assessed value. Owner-occupied residences are assessed at 4%, commercial properties and motor vehicles at 6%, personal property at 10%, and industrial and utilities at 10.5%. The estimate for FY 2014-15 is $31,516,941 based on improving real property assessments and a millage rate increase of 4 mills. This is 8.1% more than the FY 2013-14 property tax budget of $29,145,520.

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BUSINESS LICENSESExcluding Insurance Companies and Franchise Fees



Licenses and permits represent the second largest revenue source for the City, comprising approximately 42.0% of all General Fund revenues (excluding fund balance appropriated). The most significant source is the business license tax, which is levied based upon each $1,000 of gross receipts, sales, or premiums of business conducted within the corporate limits of the City during the preceding calendar year. The projection of $12,963,165 in business license receipts (excluding insurance companies and telecommunications) is 5.7% more than the FY 2013-14 adopted budget of $12,265,750. Business licenses are among the most economically sensitive revenues. As the economy recovers, current year-to-date collections indicate that this revenue source is improving along with economic conditions.

Under the licenses and permits category, the City will also receive an estimated $8,794,749 in revenue from businesses which generate health, life, and fire insurance premiums within the City. The revenue, which is based on a rate of .75% of gross premiums for life and health insurance, and 2.75% of gross premiums for fire insurance premiums, is collected on the City’s behalf by the Municipal Association of South Carolina. The projection recognizes an 8.8% increase from the FY 2013-14 adopted budget of $8,086,464. These revenues are not received until after the budget is

adopted, making accurate projections difficult. In addition, the Municipal Association collects a telecommunications business license on behalf of the City. The City will receive an estimated $749,844, a decrease of $18,156, or -2.4%, from the FY 2013-14 adopted budget of $768,000. This is consistent with recent collections over the past three fiscal years. Non-business permits, which include building and other permits, are collected from new construction and renovation projects. Recognizing the recovery of the building industry and local permit activity, non-business permits have a revenue estimate of $1,662,364 This recognizes an increase of 31.0% from the FY 2013-14 adopted budget of $1,269,300. This is consistent with current permit activity and anticipated construction projects in the next fiscal year, and includes 10% increases in fees for Building, HVAC, Plumbing and Electrical permits, as well as a 10% increase in Plan Review fees. The chart below represents total fees for a $238,461/1,800 square foot home, a typical recent permit.

Total Fees (Building, HVAC,

Plumbing, Electrical, Plan Review)

City of Myrtle Beach $1,900.50

City of Spartanburg $1,866.75

Georgetown County $1,866.75

City of Greenville (Proposed) $1,702.14

City of North Charleston $1,557.00

City of Greenville (Current) $1,548.32

Greenville County $1,486.00

Spartanburg County $1,244.00

City of Easley $1,171.00

Clemson $1,162.00

Charleston $1,073.00

City of Greer $1,009.50

City of Columbia $997.00

City of North Myrtle Beach $914.00

Jurisdiction

Residential Building Fees

$238,461 Home (1,800

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

02-03

03-04

04-05

05-06

06-07

07-08

08-09

09-10

10-11

11-12

12-13

INSURANCE COMPANIESCollection History

$0

$500,000

$1,000,000

$1,500,000

02-03

03-04

04-05

05-06

06-07

07-08

08-09

09-10

10-11

11-12

12-13

BUILDING PERMITSCollection History



Other revenues in the licenses and permits category include franchise fees for electric, gas, and cable television. The rate structure is based upon a certain percentage of gross receipts in each case, and the basis of each forecast is trend analysis along with current market conditions. Projected revenues from all franchise fees are $5,907,583, and include $4,105,852 for Duke Energy collections. This represents an anticipated increase of $190,583, or 3.3%, from the FY 2013-14 adopted budget of $5,717,000. The primary

reasons for the projected increase are increasing Piedmont Natural Gas and Cable TV franchise fees. Intergovernmental revenue includes grants and allocations from County, State, and Federal governments. State-shared revenue is generally distributed on a pro-rata basis according to population or other set formula. The single largest source is Aid-to-Subdivisions, distributed quarterly from the Local Government Fund and funded by a transfer of 4.5% of State General Fund revenues. Counties receive 83.28% and municipalities 16.72% of the distribution. The revenue forecast from Aid-to-Subdivisions is expected to be $1,269,414 for FY 2014-15.This recognizes the latest projected version of the State budget that suspends the distribution formula Local Government Fund allocations. In addition to receiving State Aid-to-Subdivisions, the City also receives an annual reimbursement in the amount of $857,976 for the City’s granted exemption of the Merchant’s Inventory Tax from property taxation. This amount is based on the value of the City’s merchant inventory when the value was frozen in 1987 and the tax was eliminated from the ad valorem process. Fees and charges in the General Fund include plan reviews, alarm fees, fire protection fees, and various recreation fees. In FY 2014-15, revenues from these sources are estimated at $870,083, an increase of 11.7% from the FY 2013-14 adopted budget of $778,800. Fees are based on a fixed dollar rate, and the

revenue forecast for these sources is based on historical trends. This revenue category has increased primarily due to increases in Parks and Recreation fees. Fines and forfeitures consist of fines imposed and collected by the Municipal Court for misdemeanor crimes, moving traffic violations, and court costs. The forecast of $347,750 is a decrease of $34,450 from the FY 2013-14 figure of $382,200. The 9.0% decrease is being driven by current year collections.

Other revenues include the sale of surplus equipment, external reimbursements, and interest earnings. In FY 2014-15, revenues from these sources are estimated to be $981,877, a decrease of 3.6% from the FY 2013-14 adopted budget. The City is forecasting interest earnings of $39,154 based on trend analysis.

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

02-03

03-04

04-05

05-06

06-07

07-08

08-09

09-10

10-11

11-12

12-13

DUKE POWER FRANCHISE FEE Collection History

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

02-03

03-04

04-05

05-06

06-07

07-08

08-09

09-10

10-11

11-12

12-13

AID TO SUBDIVISIONSCollection History

$0

$200,000

$400,000

$600,000

02-03

03-04

04-05

05-06

06-07

07-08

08-09

09-10

10-11

11-12

12-13

CRIMINAL AND TRAFFIC FINESCollection History



Other sources and transfers consist of interfund transfers and debt proceeds from planned capital leases. Interfund transfers are set up to transfer funds based on statutory requirement or to recover indirect costs rendered on the fund’s behalf by the General Fund. Additional background information on General Fund revenue sources may be found under the “Principal Revenue Sources” section in the Introduction following this budget overview. Fund balance appropriated totals $3,056,900. This is for one-time expenditures related to non-recurring capital improvements. Fund balance is not being used for recurring expenditures. General Fund Expenditures A summary of General Fund expenditures for FY 2014-15 is shown in the following table along with the percent change from the adopted FY 2013-14 operating budget. Total expected expenditures for FY 2014-15 are above budgeted expenditures for FY 2013-14 by 10.2%.

2011-12 2012-13 2013-14 2014-15 Percent

GENERAL FUND EXPENDITURES Actual Actual Budget Budget Change

Legislative and Administrative $ 3,602,705 3,620,068 3,872,506 3,939,558 1.7%

Non-Departmental 1,312,264 1,594,492 1,911,490 2,068,890 8.2%

Public Information and Events 945,455 917,737 955,987 949,926 -0.6%

Economic and Community Dev. 2,061,979 2,092,382 2,492,579 2,790,141 11.9%

Human Resources 1,355,130 1,255,585 1,431,269 1,460,574 2.0%

Office of Management and Budget 4,855,286 4,711,756 4,742,270 4,768,191 0.5%

Police Department 18,629,220 18,726,105 20,131,676 20,640,640 2.5%

Fire Department 11,934,343 10,729,158 11,581,624 15,681,603 35.4%

Public Works Department 7,897,487 7,853,760 8,323,847 8,708,030 4.6%

Parks and Recreation 6,220,097 6,552,676 7,184,599 7,513,243 4.6%

SUBTOTAL, GEN FUND EXPEND. $ 58,813,966 58,053,719 62,627,847 68,520,796 9.4%

Transfers $ 2,972,704 4,146,881 3,513,450 4,393,660 25.1%

Debt Service 1,615,771 12,997,096 1,566,373 1,732,471 10.6%

TOTAL GEN. FUND EXPEND. $ 63,402,441 75,197,696 67,707,670 74,646,927 10.2%

Fund Balance Accumulated/

(Appropriated) $ 1,672,140 3,802,251 (1,857,032) (3,056,900)

$0$50,000

$100,000$150,000$200,000$250,000$300,000$350,000

02-03

03-04

04-05

05-06

06-07

07-08

08-09

09-10

10-11

11-12

12-13

INTEREST - POOLED



Funding Highlights General

Builds a budget that: 1) Invests in people to attract and retain a quality workforce. 2) Reinvests in the City’s existing equipment and infrastructure. 3) Makes targeted investments to provide Greenville an even better future.

Personnel Changes

A compensation pool for a merit adjustment is included to maintain the City’s competitive position in recruiting and retaining employees. The merit adjustments will be paid with a vacancy factor across all funds.

A net increase of 24 positions across all funds is included in the budget with a net increase of 12 positions in General Fund.

Assumes no increase in health insurance premiums for employees. The City has moved to self-insurance and pool options alongside its existing fully-insured model, as well as plan modifications, to minimize cost increases.

Includes increases in employer and employee contributions to Increases to both employer and employee shares of the South Carolina Retirement System (SCRS) and Police Officers Retirement System (PORS). SCRS employer contributions increase from 10.6% to 10.9%, employee contributions increase from 7.5% to 8.0%. PORS employer contributions increase from 12.84% to 13.41%, employee contributions increase from 7.84% to 8.41%. The combined impact of rate adjustments for employer contributions totals approximately $160,000

Departmental Highlights

City Manager

The non-departmental budget includes a $2,127,308 transfer to the Solid Waste Fund, a $650,000 contribution to the City’s post-employment medical benefits liability, and $80,000 for public safety camera poles.

Also included in the Non-Departmental budget is $410,000 for an Information Technology Improvement Program. This will allow the City to comprehensively select and identify technology improvements that can improve the City’s efficiency and effectiveness.

In the General Debt Service budget, the projected annual debt service payments are $1,732,471.

Economic Development

The Economic Development budget includes funding for three additional positions in the Building and Property Maintenance division, including a Permit Technician, and two inspectors, as well as one additional Zoning Officer in the Planning and Zoning Division.

Human Resources

The Human Resources budget includes $10,000 in funding for outside legal assistance and one additional Administrative Assistant position funded from the Health Benefits internal service fund.



Police Department

The Police Administration budget includes $50,143 in additional funding to cover increased costs for Greenville County Department of Public Safety Juvenile Detention charges and $10,000 for outside legal counsel to review General Orders.

The department budget includes full-year funding for the additional Central Business District officers added since the adoption for the FY 13-14 budget

The Operations Budget includes funding to replace 27 police vehicles.

The Support division budget includes funding to replace 9 police vehicles, and replaces a vacant Investigative Services Specialist position with a Central Business District Compliance Inspector position (PT).

Fire Department

The Fire Administration budget includes $6,750 for accreditation fees.

The Fire Suppression budget includes funding for three additional Firefighter II positions and the necessary equipment, as well as a $50,000 increase in overtime pay to accurately reflect actual costs incurred.

The Fire Suppression budget also includes capital outlay of $950,000 from current revenue to replace a “Quintuple Combination Pumper”, or Quint, as well as $57,000 to replace two additional vehicles.

$3,343,152 in current revenue is included for equipment and other capital costs for Verdae/Woodruff Fire Station Construction and other Fire Station improvements.

Public Works

The Traffic Engineering division includes $41,667 in funding for one-third of the cost of upgrades to the City’s traffic signal software, and $55,000 to replace two vehicles.

The Construction Inspection division includes funding for one additional Senior Engineering Technician position and the necessary supplies.

The Streets Bureau includes funding for two additional Street Cleaning Technician II positions. These additional positions are partially offset by a $70,000 reduction in overtime expenditures incurred by the Downtown Infrastructure Maintenance division.

The Streets Bureau also includes $191,000 for replacement of a backhoe, sand spreader and a dump truck.

Parks and Recreation

The Recreation division includes $70,000 for the replacement of the West Greenville Community Center roof.

The Parks Maintenance division budget includes $22,000 for replacement of a front-mount mower, as well as $67,000 for an annual maintenance contract for the Swamp Rabbit Trail.

The Beautification division includes $58,000 to replace two vehicles and $3,025 for a cemetery plot maintenance contract.

The Falls Park Work Crew includes $25,000 for the purchase of a new vehicle, $22,400 for seasonal labor, $15,000 for janitorial services for the One Plaza restrooms, $30,000 for landscape maintenance at the Peace Center, $27,000 for Liberty Bridge lighting, $27,000 for Liberty Bridge Inspection and funding for two additional maintenance positions and the necessary equipment.



Internal Service Funds Internal Service Funds are used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City on a cost reimbursement basis. The City has established Internal Service Funds for health benefits, fleet services and risk management. The following table provides the projected operating results for these funds. Detailed operating statements for each of the Internal Service Funds are presented in the Internal Service Funds section of the budget.

Health Benefits Risk Management Fleet Services

Revenues $12,003,138 $2,399,990 $5,195,764

Expenses 12,003,138 2,399,990 5,195,764

Net Income $0 $0 $0

Health Benefits The Health Benefits Fund accounts for all financial activities of the City’s health, dental, life, disability, and pharmacy programs. The Health Benefits Fund was established in January 2014 when the City converted to a self-insured model from a fully-insured model. Risk Management The Risk Management Fund accounts for all financial activities related to workers’ compensation, automobile liability, general liability, public officials liability, law enforcement liability, and automobile physical damage. The City self-funds all workers’ compensation losses up to $550,000 per occurrence for public safety and $400,000 per occurrence for all other employees. In addition, the City maintains a self-insured retention of $100,000 for automobile liability, general liability, law enforcement liability, and public officials’ liability. Program expenses and reserve requirements are allocated to the operating agencies. The FY 2014-15 expense budget is $2,399,990, an increase of 6.2% from FY 2013-14. Fleet Services The Fleet Services Fund is used to account for the maintenance of the City’s rolling stock. Costs related to repairs, parts, and fuel are charged back to the departments that use those products and services. The goal is to encourage more economical use of the City’s vehicles to encourage fuel conservation and to provide a total cost of operating a department. In FY 2014-15, the expense budget is $5,195,764, an increase of 4.4% from the FY 2013-14 budget.

Special Revenue Funds Special revenue funds are used to account for the proceeds of specific revenue sources that are restricted by law or administrative action to expenditures for specific purposes. Annual budgets are established for the following special revenue funds: Community Development, HOME Program, HOPWA Program, Hospitality Tax, Sunday Alcohol Permits, State Accommodations Tax, Local Accommodations Tax, Admissions Tax, Victim Witness, and Utility Undergrounding.



Community Development The Community Development Fund is used to record receipts and expenditures of Community Development Block Grant funds which are used to fund improvements and activities in low to moderate income neighborhoods. The budget for FY 2014-15 is $789,740. HOME Program The HOME Program Fund is used to record financial activities related to the HOME Program grant. This federal program aims to expand the supply of decent affordable housing for low-income citizens. The budget for FY 2014-15 is $222,825. HOPWA The Housing Opportunities for Persons with AIDS (HOPWA) program provides housing assistance to persons with HIV/AIDS. This program is administered through a contract with the State of South Carolina. The budget for FY 2014-15 is $360,394. Hospitality Tax The City has a 2% local hospitality tax on prepared meals and beverages in the City, and the proceeds are used for tourist-related improvements and facilities as required by State law. Hospitality Tax revenue is estimated to be $8,710,900, an increase of $860,900 or 11.0% from the FY 2013-14 Adopted Budget. The FY 2014-15 estimate is based on current collections in FY 2013-14. The FY 2014-15 budget provides $60,000 in continued funding for the “Yeah, That Greenville” campaign; $2,475,000 for capital projects; the transfer of $2,636,347 to the General Fund; $2,354,553 for debt service; a transfer of $946,953 to the TD Convention Center; and $395,127 to the Zoo Enterprise Fund. Sunday Alcohol Permits Since a favorable 1999 referendum vote, permits have been issued by the State for the sale of alcoholic beverages on Sunday. Proceeds from these permits are disbursed to the City. The revenue may be used only for certain purposes, including tourism-related capital improvements and festivals having a demonstrable impact on tourism. The revenue estimate of $264,300 for FY 2014-15 is based on the issuance of 88 annual permits at $3,000 each and $300 in interest earnings. Expenditures in FY 2014-15 include $75,000 for Art in Public Places, $100,000 for capital projects, and $20,000 for a City Council reserve. State Accommodations Tax The State Accommodations Tax Fund is used to record the allocations of a 2% tax imposed on all accommodations by the State. Revenue collected from the tax is divided among localities based on the amount of revenue generated within each jurisdiction. The proceeds must be spent for tourism promotion and related expenditures. State Accommodations Tax revenue is estimated to be $1,821,000, an increase of $333,000, or 22.4%, from the FY 2013-14 Adopted Budget. The FY 2014-15 budget estimate is based on current collections. The budget includes a transfer of $114,800 to the General Fund and $538,800 to VisitGreenvilleSC for tourism promotion as required by State law. Of the remaining discretionary amount, $50,000 is set aside per the City’s Grant-in-Aid policy, and $1,200,000 is provided for tourism-related expenditures.



Local Accommodations Tax The Local Accommodations Tax represents a 3% levy that is collected from accommodation facilities located within the locality’s jurisdiction. Of this amount, 2.3% of the fee is for debt service payments for the Bon Secours Wellness Arena (formerly the Bi-Lo Center) and other tourism-related expenditures, and the remaining 0.7% is dedicated to VisitGreenvilleSC for tourism promotion. Local Accommodations Tax revenue is estimated to be $2,773,000, an increase of $270,750, or 10.8%, from the FY 2013-14 Adopted Budget. The FY 2014-15 budget estimate is based on current collections. Based on these commitments, the FY 2014-15 Budget allocates the revenue as follows: $1,226,555 to the Bon Secours Wellness Arena; $621,130 to VisitGreenvilleSC; $185,000 to the TD Convention Center Fund for capital projects and furnishing, fixtures, and equipment; and $303,116 to the General Fund for collection costs and other tourism-related expenditures. Admissions Tax The Tourism Infrastructure Admissions Tax Act allows 50% of the State Admissions Tax to be directed to qualified tourism establishments for the purpose of public infrastructure improvements. Of this amount, half is directed to the municipality where the facility is located and half is placed in a special fund to be distributed based on an application made by the local government. The City has one qualifying facility –Fluor Field. The revenue for FY 2014-15 is $40,200. Victim Witness The Victim Witness Fund is used to record receipts from special court revenues and incur expenditures related to the victim assistance program. The FY 2014-15 revenue estimate is $108,002 based on current year collections and includes a $46,902 General Fund transfer to maintain services. FY 2014-15 budgeted expenditures are $108,002 and are related to two victim witness advocates. Utility Undergrounding The Utility Undergrounding Fund is used to account for costs related to burying utility lines in the municipal limits. It is funded by a 1% franchise fee on Duke Energy use in the City. A match from Duke equal to 0.5% of its gross receipts subject to the franchise fee will be provided as projects get underway. The revenue estimate for FY 2014-15 is $1,026,463.

Enterprise Funds Enterprise funds are used to account for operations that are financed and operated in a manner similar to private business enterprises. The intent is that the costs of providing goods or services to the general public and other local governments on a continuing basis will be financed or recovered primarily through user charges. Annual budgets are established for Event Management, TD Convention Center, Wastewater, Solid Waste, Stormwater Management, Parking, Greenville Zoo, and Transit. Event Management In FY 2009-10, the City assumed management of events formerly run by Main Street Events. The Event Management Fund was set up to record revenues and expenses related to the management of those events. The expense budget for FY 2014-15 is $610,338, which includes additional funding for Adobe Creative Cloud software and wristbands for events.



TD Convention Center An enterprise fund was established in FY 2001-02 to account for the revenues and expenses associated with the TD Convention Center. Operating revenues are projected to be $5,234,600 in FY 2014-15. Projected operating expenses, capital, and debt service total $6,772,218. To offset the operating deficit and debt service costs, the City is transferring $946,953 from the Hospitality Tax Fund. In addition, a $185,000 transfer from the Local Accommodations Tax Fund is made for capital projects and furnishings, fixtures, and equipment replacement. Wastewater The wastewater fee, which finances the wastewater operation, is increased by 5.0% in FY 2014-15. The fee is based on meter size, and ranges from a monthly charge of $4.56 for residential users that consume less than 3,000 gallons of water to $1,217.63 for an 8" commercial connection. Based on historical trends and a relatively fixed number of commercial and residential units in the City, this revenue source is projected at $4,535,544 for FY 2014-15. The Wastewater operating budget is $2,790,524. Debt service consists of $1,292,159 in principal and interest payments. The budget includes $500,000 in capital projects and a $229,500 General Fund transfer for support services rendered by the General Fund. This budget includes $250,000 for equipment purchases. Solid Waste The City accounts for solid waste collection, recycling, and maintenance of the former City landfill through an enterprise fund. Operating revenues include $2,451,917 generated by the solid waste fee and $220,510 provided by the sale of recyclables. The solid waste fee is $13.50 per month. Operating expenses are $5,299,903. The fund is subsidized by a General Fund transfer of $2,127,308. The FY 2014-15 budget reflects an estimated decrease in revenue of $151,000 due to the elimination of commercial solid waste collection. This revenue loss is offset somewhat by decreased material costs, but a net revenue loss of $79,970 is projected. This budget includes $160,000 for a new rear loader, $160,000 for an automated leaf vacuum truck, $75,000 for a walking floor trailer, and $47,350 to maintain compensation competitiveness. Stormwater Management The stormwater fee, which is levied to support the stormwater management program, increases by 1.6% in FY 2014-15. The fee is based on impervious surface areas of residential and commercial property. Effective for 2014-15, the basic rate structure is $39.41 per year for developed residential with an impervious area of 1,640 sq. ft. or less, $69.19 per year for developed residential with an impervious area of greater than 1,640 sq. ft., and $69.19 for developed commercial/industrial property for each equivalent residential unit. The FY 2014-15 revenue estimate of $5,041,498 is based on a combination of the rate structure and calculated impervious area in the City. Budgeted operating expenses for FY 2014-15 are $2,972,263. Also included is $1,475,000 for capital projects, $323,052 for a General Fund transfer for support services rendered by the General Fund, and $578,216 for funding principal and interest payments associated with debt issues. This budget includes $187,000 to replace a mini excavator, tractor loader and vehicle, as well as full-year funding for a PT Senior Civil Engineer, and the addition of one Civil Engineer-Environmental. Parking Parking fees support the operations of the City’s parking facilities. There are 10 parking garages and 3 parking lots providing approximately 6,500 spaces. Parking garage rates are $69.70 for monthly parkers and $.75 to $6.00, respectively, for hourly and daily parkers. Monthly rates for the three primary parking



lots, which provide 190 spaces, range from $41.50 to $51.80. Volume discounts are also available for bulk users. The projected parking revenue estimate of $6,408,403 in FY 2014-15 is based on the number of available spaces, current monthly and daily rates, and occupancy rate estimates, as well as interest income and transfers. Projected expenses for all parking facilities total $8,481,845. Of those expenses, $4,893,759 is for servicing debt, $2,858,669 is for general parking operations, $329,417 for the General Fund transfer for support services rendered by the General Fund, and $400,000 is for capital improvements. This budget includes $35,000 for consultant services and the addition of four parking attendant/cashier positions for the RiverPlace Garage. Greenville Zoo The City accounts for the activities of the Greenville Zoo through an enterprise fund. The FY 2014-15 expense budget of $2,762,209 is supported by revenues from admissions, gate and concession sales, membership fees, and a transfer from the Hospitality Tax Fund of $395,127. This budget includes $11,000 to replace one clubcar, $20,000 for Colobus den and caging service and maintenance, $20,000 for Orangutan netting repair, $71,000 for Siamang caging upgrade, $16,000 for clinic caging for large primates, $12,000 for giraffe shade structures, and $16,000 for a walk-in freezer for animal food. Transit In FY 2007-08, the City assumed day-to-day management of transit operations in the Greenville area. Contracting with the Greenville Transit Authority (GTA), the City provides fixed route, demand response, and maintenance functions. The Transit Fund is used to record the receipt of contract revenues from GTA and to recognize expenses associated with operations. The budget for FY 2014-15 is $5,150,011 and includes two new positions.

Tax Increment Funds The City of Greenville has issued tax increment bonds as a means of financing capital projects in specific redevelopment areas. Funds for each redevelopment area are accounted for in their own special revenue fund. Downtown Infrastructure Fund The Downtown Infrastructure Fund is a tax increment fund established in 1987 to account for the retirement of principal and interest on tax increment revenue bonds issued by the City for various improvements in the Central Business District. In FY 2014-15, $2,795,138 in debt service payments are budgeted. In addition, a transfer of $417,275 to the General Fund is included to support long-term maintenance of infrastructure improvements. The fund also includes $985,000 in capital projects and $100,000 for the downtown office recruiting initiative. West End Tax Increment A tax increment fund was established in 1991 to account for the retirement of principal and interest on tax increment revenue bonds issued by the City for various improvements in the West End District. In FY 2014-15, $265,841 in debt service payments and fiscal agent fees are budgeted. Viola Street Tax Increment A tax increment fund was established in 1998 to account for the retirement of principal and interest on tax increment revenue bonds issued by the City for various improvements in the Viola Street neighborhood. In FY 2014-15 no expenditures are budgeted.


EXECUTIVE SUMMARY - SUMMARY OF ALL FUNDS PAGE A-21

SUMMARY OF ALL FUNDS

2011-2012 2012-2013 2013-2014 2014-2015 Percent

Actual Actual Budget Budget Change

GENERAL FUND

Revenues

Taxes $ 28,263,770 29,390,665 29,145,520 31,516,941 8.1%

Licenses and Permits 27,084,896 29,209,795 28,106,514 30,077,705 7.0%

Intergovernmental 2,239,245 2,427,445 2,434,390 2,448,410 0.6%

Fees and Charges 835,664 854,601 778,800 870,083 11.7%

Fines and Costs 409,301 379,153 382,200 347,750 -9.0%

Other Revenue Sources 1,085,727 1,148,721 1,018,232 981,877 -3.6%

Other Sources/Transfers 5,155,978 15,589,567 3,984,982 5,347,261 34.2%

TOTAL GENERAL FUND REVENUES 65,074,581 78,999,947 65,850,638 71,590,027 8.7%

Expenditures

Legislative and Administrative 3,602,705 3,620,068 3,872,506 3,939,558 1.7%

Non-Departmental 1,312,264 1,594,492 1,911,490 2,068,890 8.2%

Public Information and Events 945,455 917,737 955,987 949,926 -0.6%

Economic and Community Dev. 2,061,979 2,092,382 2,492,579 2,790,141 11.9%

Human Resources 1,355,130 1,255,585 1,431,269 1,460,574 2.0%

Office of Management and Budget 4,855,286 4,711,756 4,742,270 4,768,191 0.5%

Police Department 18,629,220 18,726,105 20,131,676 20,640,640 2.5%

Fire Department 11,934,343 10,729,158 11,581,624 15,681,603 35.4%

Public Works Department 7,897,487 7,853,760 8,323,847 8,708,030 4.6%

Parks and Recreation 6,220,097 6,552,676 7,184,599 7,513,243 4.6%

Transfers 2,972,704 4,146,881 3,513,450 4,393,660 25.1%

Debt Service 1,615,771 12,997,096 1,566,373 1,732,471 10.6%

TOTAL GENERAL FUND EXP. 63,402,441 75,197,696 67,707,670 74,646,927 10.2%

REVENUES LESS EXPENDITURES $ 1,672,140 3,802,251 (1,857,032) (3,056,900)

INTERNAL SERVICE FUNDS

Revenues/Transfers In

Health Benefits $ 0 0 0 12,003,138 0.0%

Risk Management 2,309,766 2,483,880 2,260,074 2,399,990 6.2%

Fleet Services 4,602,388 4,414,956 4,975,550 5,195,764 4.4%

TOTAL REVENUES/TRANSFERS IN 6,912,154 6,898,836 7,235,624 19,598,892 170.9%

Expenses/Transfers Out

Health Benefits 0 0 0 12,003,138 0.0%

Risk Management 2,391,035 2,709,014 2,260,074 2,399,990 6.2%

Fleet Services 4,602,388 4,399,872 4,975,550 5,195,764 4.4%

TOTAL EXP./TRANSFERS OUT 6,993,423 7,108,886 7,235,624 19,598,892 170.9%

REVENUES LESS EXPENSES $ (81,269) (210,050) 0 0



2011-2012 2012-2013 2013-2014 2014-2015 Percent


SPECIAL REVENUE FUNDS


Community Development $ 1,165,176 678,995 784,834 789,740 0.6%

HOME Program 652,735 217,039 218,606 222,825 1.9%

HOPWA Program 0 256,081 282,356 360,394 27.6%

Hospitality Tax 7,313,648 12,092,453 7,850,000 8,710,900 11.0%

Sunday Alcohol Permits 279,509 239,728 246,200 264,300 7.4%

State Accommodations Tax 1,355,905 1,644,876 1,488,000 1,821,000 22.4%

Local Accommodations Tax 2,254,208 2,396,132 2,502,250 2,773,000 10.8%

Admissions Tax 311,353 280,715 311,000 40,200 -87.1%

Victim Witness 83,575 110,509 100,642 108,002 7.3%

Utility Undergrounding 974,350 996,566 1,051,000 1,026,463 -2.3%


Expenditures/Transfers Out

Community Development 1,229,120 666,866 786,945 789,740 0.4%

HOME Program 653,819 202,586 218,606 222,825 1.9%

HOPWA Program 0 232,834 282,356 360,394 27.6%

Hospitality Tax 7,496,510 11,497,208 8,908,781 8,867,980 -0.5%

Sunday Alcohol Permits 289,833 135,000 485,000 195,000 -59.8%

State Accommodations Tax 1,324,981 1,420,639 1,467,050 1,903,600 29.8%

Local Accommodations Tax 1,642,749 2,178,103 3,716,643 2,485,801 -33.1%

Admissions Tax 266,177 225,804 266,000 250,000 -6.0%

Victim Witness 108,420 109,867 113,025 108,002 -4.4%

Utility Undergrounding 487,033 1,964,435 1,781,566 1,146,269 -35.7%

TOTAL EXP./TRANSFERS OUT 13,498,642 18,633,342 18,025,972 16,329,611 -9.4%

REVENUES LESS EXPENDITURES $ 891,817 279,752 (3,191,084) (212,787)

ENTERPRISE FUNDS


Event Management $ 547,179 619,336 587,500 601,500 2.4%

TD Convention Center 6,488,930 6,891,593 6,907,495 6,772,218 -2.0%

Wastewater 4,380,220 4,652,361 5,836,000 4,541,544 -22.2%

Solid Waste 4,990,141 4,911,937 4,740,308 4,799,735 1.3%

Stormwater Management 4,747,188 4,859,419 4,912,000 5,053,498 2.9%

Greenville Zoo 2,525,026 2,841,707 2,606,116 2,607,763 0.1%

Parking 6,240,510 7,923,075 5,983,090 8,387,988 40.2%

Transit 3,438,844 3,803,508 4,894,700 5,150,011 5.2%


Expenses/Transfers Out

Event Management 548,947 556,559 576,811 610,338 5.8%

TD Convention Center 6,290,469 6,695,353 6,907,495 6,772,218 -2.0%

Wastewater 3,627,496 3,150,578 6,046,615 4,812,183 -20.4%

Solid Waste 4,568,828 4,628,741 5,240,952 5,299,903 1.1%

Stormwater Management 3,515,365 3,019,227 3,931,407 5,348,891 36.1%

Greenville Zoo 2,300,938 2,636,570 2,678,078 2,768,371 3.4%

Parking 5,458,219 5,693,229 6,027,561 8,481,845 40.7%

Transit 3,434,834 3,806,681 4,894,700 5,150,011 5.2%

TOTAL EXP./TRANSFERS OUT 29,745,096 30,186,938 36,303,619 39,243,760 8.1%

REVENUES LESS EXPENSES $ 3,612,942 6,315,998 163,590 (1,329,503)



2011-2012 2012-2013 2013-2014 2014-2015 Percent


TAX INCREMENT FUNDS


Downtown Infrastructure $ 22,705,034 7,073,231 6,903,000 7,188,900 4.1%

West End Tax Increment 1,200,123 3,746,844 1,179,000 1,442,200 22.3%

Viola Street Tax Increment 439,896 436,933 459,000 502,500 9.5%


Expenditures/Transfers Out

Downtown Infrastructure 25,050,393 7,063,871 8,186,607 6,221,282 -24.0%

West End Tax Increment 1,451,660 2,948,135 156,281 265,841 70.1%

Viola Street Tax Increment 43,599 1,242,339 609,246 0 -100.0%

TOTAL EXP./TRANSFERS OUT 26,545,652 11,254,345 8,952,134 6,487,123 -27.5%

REVENUES LESS EXPENDITURES $ (2,200,599) 2,663 (411,134) 2,646,477

TOTALS - ALL FUNDS

(Memorandum only)

Revenues $ 144,080,285 152,571,821 132,929,359 154,353,600 16.1%

Expenditures 140,185,254 142,381,207 138,225,019 156,306,313 13.1%

REVENUES LESS EXPENDITURES $ 3,895,031 10,190,614 (5,295,660) (1,952,713)

STATEMENT OF CHANGES IN GOVERNMENTAL FUND BALANCES

Fund Name

Fund Balance

at 6/30/13 per

CAFR

Budgeted

Revenues/

Transfers In

Budgeted

Expenditures/

Transfers Out

Budgeted Fund

Balance at

6/30/14

Budgeted

Revenues/

Transfers In

Budgeted

Expenditures/

Transfers Out

Budgeted Fund

Balance at

6/30/15

Total General 21,404,538 65,850,638 67,707,670 19,547,506 71,590,027 74,646,927 16,490,606

Community Development 94,075 784,834 786,945 91,964 789,740 789,740 91,964

HOME Program 139,451 218,606 218,606 139,451 222,825 222,825 139,451

HOPWA Program 23,247 282,356 282,356 23,247 360,394 360,394 23,247

Hospitality Tax 5,275,692 7,850,000 8,908,781 4,216,911 8,710,900 8,867,980 4,059,831

Sunday Alcohol Permits 268,428 246,200 485,000 29,628 264,300 195,000 98,928

State Accommodations 393,829 1,488,000 1,467,050 414,779 1,821,000 1,903,600 332,179

Local Accommodations 393,829 2,502,250 3,716,643 (820,564) 2,773,000 2,485,801 (533,365)

Admissions Tax 211,680 311,000 266,000 256,680 40,200 250,000 46,880

Victim Witness 12,383 100,642 113,025 - 108,002 108,002 -

Utility Undergrounding 1,204,553 1,051,000 1,781,566 473,987 1,026,463 1,146,269 354,181

Total Special Revenue 8,017,167 14,834,888 18,025,972 4,826,083 16,116,824 16,329,611 4,613,296

Downtown Infrastructure 2,904,524 6,903,000 8,186,607 1,620,917 7,188,900 6,221,282 2,588,535

West End Tax Increment 1,557,516 1,179,000 156,281 2,580,235 1,442,200 265,841 3,756,594

Viola St. Tax Increment 544,346 459,000 609,246 394,100 502,500 - 896,600

Total Tax Increment 5,006,386 8,541,000 8,952,134 4,595,252 9,133,600 6,487,123 7,241,729

Total Governmental

Funds Appropriated 34,428,091 89,226,526 94,685,776 28,968,841 96,840,451 97,463,661 28,345,631

FY 2013-14 FY 2014-15


INTRODUCTION PAGE B-1

INTRODUCTION



COMMUNITY PROFILE The City of Greenville, located in the Upstate region of South Carolina, is the sixth largest city in the state with a population of 61,915 based on the 2013 Metropolitan Area Profile. The City is part of the Greenville-Mauldin-Easley Metropolitan Statistical Area (MSA) and has become the economic hub of the southern portion of the Piedmont plateau. The area of the City covers approximately 28.8 square miles (see map on page B-2). Although restricted in its ability to expand, the City draws on a population of over 1,438,550 within a 30-mile radius of its location. The area is consistently cited as one of the fastest growing urban regions in the country. The region has experienced tremendous growth and prosperity over the past decade, with Greenville being one of the fastest-growing communities. Since the 1960’s, Greenville has transformed from the textile capital of the world to a corporate office, warehousing, and distribution location. Located along the I-85 corridor approximately equidistant from Charlotte and Atlanta, the City of Greenville is uniquely positioned in the heart of this growing region. The City has become a major hub, offering many opportunities for economic development, and the highly favorable industrial climate makes this area attractive to migrating capital and industry. The City’s climate, natural assets, and economic diversity have combined to reinforce its role as a regional center for both the state of South Carolina and the Southeast. The City is recognized as one of the Southeast’s most progressive local governments and has amassed a notable record of success. It is characterized by active involvement in support of economic development, provision of high quality services, fiscal conservatism, and a pro-business climate. GENERAL CITY STATISTICS Date of incorporation ............................................................................................. 1831 Millage rate ......................................................................................................... 89.4 Area in square miles .............................................................................................. 28.8 Miles of City streets ................................................................................................ 253 Miles of wastewater lines ......................................................................................... 332 Miles of storm drains ............................................................................................... 123 Number of fire stations ............................................................................................... 6 Fire ISO insurance rating (1 to 9 scale, with 1 being best) ..................................................... 2 Building code BCESG rating (1 to 10 scale, with 1 being best) ................................................. 3 Flood insurance FEMA rating (1 to 10 scale, with 1 being best) ............................................... 7 Park acreage ........................................................................................................ 322

Source: ESRI Data



CITY DEMOGRAPHICS Population ...................................................................................................... 61,915 Race White ........................................................................................................ 38,488 African-American .......................................................................................... 18,418

Asian ............................................................................................................ 918 Other .......................................................................................................... 3,365 Ethnicity (of any race)

Non-Hispanic ................................................................................................ 57,509 Hispanic ....................................................................................................... 4,406

Source: ESRI Market Data Profile 2013 Number of households ....................................................................................... 26,848 Average household size ......................................................................................... 2.09 Income per household $0-$24,999 .................................................................................................... 9,906 $25,000-$49,999 ............................................................................................. 6,389 $50,000-$74,999 ............................................................................................. 4,000 $75,000-$99,999 ............................................................................................. 2,309 $100,000-$149,999 .......................................................................................... 2,148 $150,000-$199,999 ............................................................................................ 993 $200,000 & up ............................................................................................... 1,101 Median household ........................................................................................ $36,229

Source: ESRI Market Data Profile 2013



CLIMATE The average annual temperature is 60 degrees Fahrenheit (F) with an average rainfall of 49 inches and an average snowfall of 1.2 inches per year. Average January minimum ............................................................................. 30 degrees F Average July maximum ................................................................................. 88 degrees F Days with maximum of 90 degrees F or above ................................................................. 36 Days with minimum of 32 degrees F or below .................................................................. 64 COMMERCE The City continues to benefit from strong economic fundamentals. Private investment, as measured by the valuation of building permits, exceeded $100 million for 14 of the past 15 years. The strength of the local economy and the City’s role in facilitating improvements have resulted in significant regional and national attention from respected publications, and in AAA bond ratings from Standard and Poor’s and Fitch Ratings. TRANSPORTATION Air: Greenville-Spartanburg International Airport is located 12 miles from downtown Greenville off Interstate 85. The terminal building has over 226,000 square feet and provides 13 departure gates. Over 1.75 million passengers per year are served to 18 major U.S. cities. With a runway of 11,101 feet, the airport is also home to a 120,000 square foot Federal Express facility. The Greenville Downtown Airport, operated by the Greenville Airport Commission, offers a full range of general aviation services. Located within the municipal limits, it is the busiest general aviation airport in South Carolina with nearly 80,000 take-offs and landings per year. Bus/Transit: The Greenville Transit Authority (GTA) is an independent authority appointed by the City, Greenville County, and the local legislative delegation. The City of Greenville, under contract to GTA, operates Greenlink which provides bus service throughout the City and County, Monday through Saturday. Interstate bus travel is provided by Greyhound Bus lines. Automobiles: Situated in the northwest corner of South Carolina, Greenville is accessible from Interstates 85, 185, and 385. Four U.S. highways pass through Greenville: 25, 29, 123, and 276. Ports: The Port of Charleston and the Port of Georgetown are located three to four hours from Greenville. These ports are operated by the South Carolina State Ports Authority and provide container loading facilities. The South Carolina Inland Port, opened in October 2013, is located approximately 14.6 miles from Downtown Greenville in Greer. The Inland Port, served by Norfolk Southern Railroad, boosts efficiency for international freight movements between the Port of Charleston and companies located across the Southeast. The project is expected to create additional economic investment in the South Carolina Upstate. EDUCATION City residents are served by the Greenville County School District. With an enrollment of over 72,000 students, it is the largest school district in South Carolina and the 48th largest in the United States. Moreover, 29 Greenville schools have been identified as “Schools of Excellence” by the U.S. Department of Education, and 21 have received the “Palmetto’s Finest” award presented to the state’s top schools. The district’s arts program has been named as “tops in the nation” by the Kennedy Center/National School Boards Association. There are eight elementary schools, four middle schools, and three high schools within the City limits.



Located in the City’s West End District overlooking the Reedy River, the South Carolina Governor’s School for the Arts and Humanities provides a residential high school program for artistically gifted junior and senior high school students from across South Carolina. In addition, the Governor’s School provides summer programs for state residents not in the residential program. The school is not affiliated with any school district and reports to the State Department of Education. The City of Greenville is also the home of two institutions of higher learning: Bob Jones University, a private four-year institution, and Greenville Technical College, a two-year technical college. In addition, the City is home to the University Center – a consortium of seven universities that provides 75 undergraduate and graduate degree programs. Clemson University also opened the Carroll A. Campbell Graduate Engineering Center at the International Center for Automotive Research (ICAR) and its Master of Business Administration program in downtown. In fall 2012, the University of South Carolina opened a branch of its School of Medicine in the City on the Greenville Memorial Hospital campus. In addition to these facilities, Greenville County is home to Furman University and North Greenville University, two private four-year universities. The University of South Carolina – Upstate, located in Spartanburg County, and Clemson University, located in Pickens County, are the nearest public universities. LIBRARY Greenville has a countywide library system with a main library downtown and ten branches. A law library is located at the Greenville County Courthouse. Nearly one million items are available for circulation, including films and audiovisual materials. Outreach, bookmobile, and online services are available. The library undertook a 13-year building program from 1997 - 2010, which included construction of a new main library and ten new branches. RECREATION The City Parks and Recreation Department maintains over 322 acres of public parklands at 39 locations. Shuffleboard courts, picnic shelters, and ball fields are available throughout the City, as well as bicycle/jogging trails and a miniature golf course. Five community centers offer ongoing recreational, social, cultural, and educational activities. The Special Events Division stages over 100 public events each year, which draw more than 1 million visitors to Greenville. The Greenville Zoo sits on 14 acres in downtown Greenville and is home to over 300 animals. In 2006, the Greenville Drive, a Class A affiliate of the Boston Red Sox, began playing in a new downtown stadium located in the City’s West End. Greenville County Parks, Recreation & Tourism manages over 55 parks and facilities throughout Greenville County for use by city residents. The department also operates the Pavilion, a public ice skating venue; Riverbend, a 74-acre equestrian park; and Westside Aquatic Center, South Carolina’s only 50-meter public indoor swimming facility. There are several State parks in close proximity to the greater Greenville area, including the 1,540-acre Paris Mountain State Park and the 3,083-acre Table Rock State Park. Jones Gap and Caesar’s Head State Parks combine to form the 11,000-acre Mountain Bridge Wilderness Area, with more than 48 miles of hiking trails near the North Carolina border. The Cherokee Foothills Scenic Highway (SC Highway 11) traverses the northern part of Greenville County, providing a majestic view of the foothills of the Blue Ridge Mountains. Other State park facilities in the area include: Keowee-Toxaway (1,000 acres), Croft State Park (7,054 acres), and Oconee State Park (1,165 acres).



In addition to the aforementioned recreation activities, Lakes Hartwell, Keowee, and Jocassee are all within a 45-minute drive from Greenville and provide a wide range of fishing and water sport activities. TD CONVENTION CENTER Located on a 39-acre campus, the TD Convention Center is one of the largest convention and conference centers in the Southeast. The annual economic impact of the TD Convention Center is estimated at more than $50 million. The TD Convention Center includes 280,000 square feet of exhibit space and 60,000 square feet of meeting and conference space. CULTURAL ACTIVITIES The Peace Center for the Performing Arts is the cornerstone of the artistic and cultural activity for the City of Greenville and the greater Greenville community. The Peace Center features a 2,100-seat concert hall, as well as a 400-seat theater. The Peace Center hosts over 300 events a year including traveling productions of Broadway shows, the Greenville Symphony Orchestra, and nationally renowned performers. The Greenville County Museum of Art offers three major exhibits, as well as traveling exhibitions. Its respected Southern Collection chronicles American art from colonial times to the present. It is home to the Andrew Wyeth Collection, featuring works from all eras of his career. Since its inception, the museum has sought to build its Contemporary Collection, which includes works by artists such as Andy Warhol and Jasper Johns. Located on the campus of Bob Jones University, the Bob Jones University Museum and Gallery houses one of the world’s finest and best known collections of old master religious art. The museum contains over 25 galleries displaying more than 1,500 pieces of work from the 14th to the 19th centuries. Such artists as Rubens, van Dyck, Tintoretto, Veronese, Cranach, Gerard David, Ribera, Honthorst, Doré, and Murillo are on display. The University also operates a satellite location in downtown Greenville at Heritage Green. Greenville is also home to many other cultural activities. The Shoeless Joe Jackson Museum and Baseball Library, dedicated to one of Greenville’s most famous residents, houses records, artifacts, photographs, and a film about Jackson, as well as a book collection devoted to baseball and its role in American life. The Upcountry History Museum at Heritage Green provides a look at the fifteen counties in upstate South Carolina through its permanent exhibits, oral histories, and educational programs for students. The 80,000-square foot Greenville Children’s Museum at Heritage Green is one of the largest children’s museums in the United States. The Children’s Museum houses eighteen permanent exhibits focused on hands-on learning for children, including a test kitchen, hospital, grocery store, and construction site.



DOWNTOWN GREENVILLE Greenville’s downtown is the preeminent business center of the Upstate region with over 3 million square feet of office space. Downtown Greenville is the leading financial and corporate center in the Upstate. There are over 150,000 employees located within a five-mile radius of downtown. Bounded by the Hyatt on one end and Fluor Field on the other, Main Street has been transformed into the heart of the City, offering fine dining, shopping, entertainment, and excellent job opportunities. Downtown Greenville is also the home of many annual festivals and events such as Downtown Alive, the TD Bank Reedy River Run, Fall for Greenville, and Artisphere - the International Arts Festival of Greenville. The Bon Secours Wellness Arena, with its 15,000-seat capacity, provides the Upstate with other forms of entertainment and sporting attractions. Featured events include concerts, special events, and college basketball games. Another section of downtown that has been revitalized is the West End, centered at the intersection of South Main and Augusta Streets. Deemed the new arts and entertainment district, it is the home of the South Carolina Governor’s School for the Arts and the Warehouse Theater. In 2006, Fluor Field at the West End – home of the Greenville Drive Class A affiliate of the

Boston Red Sox – opened to packed crowds who welcomed baseball back to downtown Greenville. The new stadium is surrounded by office and residential developments and acts as a catalyst for extending economic development in the West End. The cornerstone of the West End renovation is the $13 million Falls Park which opened in 2004. The park includes large flower gardens, walking trails, and a seven-story pedestrian bridge spanning the Reedy River, which offers visitors a breathtaking view of the Reedy River Falls.



CITY GOVERNMENT OVERVIEW The City of Greenville was incorporated in 1831 and adopted the Council-Manager form of government by ordinance in 1976 pursuant to Section 5-5-10 of the Code of Laws of South Carolina. The governing body is comprised of a mayor elected at-large and six council members, two of whom are elected at-large and four who are elected from their respective districts. As contained in Section 2-32 of the Code of Ordinances of the City of Greenville, the City Council shall fix the policies of the City and the City Manager shall administer such policies. GOVERNMENT ORGANIZATION The City Council appoints the City Manager, the City Attorney, and the Municipal Judge. The City Manager directs and coordinates the day-to-day operations of the City. In FY 2014-15, 979 employees will work for the City, providing a wide range of local government services. Certain public services, including the hospital, public schools, public housing, the airport, and water and sewage treatment, are handled through agencies that are external to City government. The City influences each of these agencies, either through appointments to the governing boards or through liaison relationships maintained by the City Manager. Electric, natural gas, and cable television services are provided by private companies. The principal functional areas of City government are summarized below and in the organizational chart that follows the descriptions. These functions are designed to provide governmental services in an efficient and effective manner while promoting quality customer service. The Legislative and Administrative departments are comprised of both elected and non-elected officials. Included within this area are the functions of Mayor and City Council, City Manager, City Clerk, City Attorney, and Municipal Court. The Public Information and Events Department is comprised of Public Information, Special Events, and Event Management. The Public Information Division manages all citizen interactions with the City including Greenville Cares, neighborhood services, and public information. The Special Events Division encourages and regulates festivals, events, and other community activities in Greenville. The Event Management Fund is also included in this department and is responsible for producing major community events and the Saturday Market. The Economic and Community Development Department is responsible for encouraging and managing private development in the municipal limits. Included in this area are Economic Development, Building and Property Maintenance, and Planning and Zoning. Also included in Economic and Community Development is Community Development, which is reported in the Community Development, HOME, and HOPWA funds. The Human Resources Department is responsible for the City’s recruitment, retention, and compensation programs. In addition, it is home to Occupational Health which provides numerous employee screenings. Included within Human Resources is management of the City’s program for health and dental benefits, and Health Benefits fund.



The Office of Management and Budget (OMB) is responsible for financial management and information technology. Included in this department are Budget and Internal Audit, Revenue, Accounting, Purchasing, Risk Management, Geographic Information Services, Information Technology, and administration of the outsourced management contract for the TD Convention Center. The Police Department provides a variety of public safety services, including mobile patrol, crime prevention, crime investigations, warrant detail, and traffic enforcement. Included within this department are the following divisions:

Chief’s Office (administration and internal affairs) Administration (budget, human resources, and accreditation) Operations (patrol, mobile response, traffic enforcement, and accident investigation) Support (criminal investigations, drug cases, and surveillance) Communications Section (call-taking and dispatch) Victim Witness

The Fire Department provides fire suppression services and conducts an aggressive inspection program designed to prevent fires. Divisions include:

Chief’s Office (administration) Prevention (enforcement of fire protection codes and investigations) Suppression (response to calls for service) Services (training and equipment/vehicle maintenance)

The Public Works Department encompasses those areas related to the maintenance of the City’s infrastructure and solid waste collection. Organizationally, Public Works includes the following:

Administration (oversight of all Public Works functions) Traffic Engineering (infrastructure design and review, traffic design and control) Engineering (management of all functions associated with civil engineering and capital

improvement design including construction, streets, stormwater, wastewater, and traffic operations)

Streets (resurfacing, street sweeping, and sidewalk repair) Wastewater (cleaning and repair of sanitary sewer lines) Solid Waste (collection of residential solid waste, including recycling services) Stormwater Management (improvement and maintenance of the storm drain system) Fleet and Safety Services (maintenance of the City’s rolling stock) Construction Inspection (responsible for large construction and renovation projects, and

inspection of various Capital Improvement Program (CIP) projects along with the road resurfacing and sidewalk rehabilitation programs)

Building Services (oversight and maintenance of all City-owned and operated buildings) Downtown Infrastructure Maintenance (formerly named the CBD Work Crew) Parking (oversight of parking facilities owned and operated by the City and public parking in

general) Utility Undergrounding (program management and implementation)



The Parks and Recreation Department manages the City’s parks, recreation, and beautification efforts and encompasses the following functions:

Administration (oversight of all Parks and Recreation functions) Recreation Greenville Zoo Parks Maintenance Rights-of-Way Maintenance Beautification Tree Maintenance Falls Park

The Public Transportation Department includes the City’s contract with the Greenville Transit Authority for all transit functions related to the operation of Greenlink, the community’s bus system.



FUND RELATIONSHIPS

The following illustrates the relationship between the various City funds and the departments listed on the organizational chart on the preceding page.

Non

-Dep

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enta

l

Man

agem

ent

and B

udge

t

Hum

an R

esou

rces

Econ

omic

and C

omm

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evel

opm

ent

Fir

e

Pol

ice

Par

ks a

nd R

ecre

atio

n

Public

Wor

ks

Public

Info

rmat

ion a

nd

Even

ts

Public

Tra

nsp

orta

tion

General Fund Health Benefits

Risk Management Fleet Services Community Development HOME Program

HOPWA Program

Hospitality Tax

Sunday Alcohol Permits

State Accommodations Tax

Local Accommodations Tax

Admissions Tax

Victim Witness

Utility Undergrounding

Event Management

TD Convention Center

Wastewater

Solid Waste

Stormwater Management

Parking

Greenville Zoo

Transit

Tax Increment Funds



LONG-TERM FINANCIAL MANAGEMENT

The City of Greenville maintains an integrated financial management process to incorporate long-term financial planning into its annual budgeting and reporting documents. By implementing a process with a longer-term perspective, it allows the City to proactively address major opportunities and challenges, to avoid short-term fixes, and to project capacity for debt issuance and pay-as-you-go capital projects. Each process is described in the City’s budget management policy (found in the appendix). Each year, the City prepares four documents to implement its financial management process as described in its policies. FIVE-YEAR FINANCIAL FORECAST In planning its longer-term operational and capital needs, each January, the Office of Management and Budget prepares a five-year financial forecast on the City’s fiscal health in the following funds:

General Fund Parking Fund Stormwater Fund Wastewater Fund Greenville Zoo Fund TD Convention Center Fund Solid Waste Fund Transit Fund Event Management Fund Hospitality Tax Fund Sunday Alcohol Permits Fund State Accommodations Tax Fund Local Accommodations Tax Fund



Admissions Tax Fund Utility Undergrounding Fund Downtown Infrastructure Fund West End Tax Increment Fund Viola Street Tax Increment Fund

Using historic data from the Comprehensive Annual Financial Report (CAFR) for historic trends, and current-year budgets from the Annual Operating Budget and CIP, the forecast projects revenues and expenditures over five years based on historic trends and projected development. OMB will then grade the funds on how they meet established benchmarks (fund balance goals, subsidy reduction, or bond coverage ratios). The forecast is presented to City Council (in a separate document) at its annual retreat, and includes policy options that the Council may consider towards achieving each fund’s benchmarks and to maintain the positive fiscal condition of the City. From its discussion, the City Council will give guidance to staff on preferred options in preparing the Capital Improvement Program and the Annual Operating Budget with an eye towards maintaining or improving the City’s long-term financial position. Staff will then make recommendations to City Council in both the CIP and Operating Budget that seek to maintain or improve the City’s financial position. CAPITAL IMPROVEMENT PROGRAM Described fully in the Capital Improvement Program (CIP) and Debt Management section, the CIP is a five-year financial plan that encompasses capital construction for projects exceeding $100,000. The first year of the CIP becomes the capital budget for the coming fiscal year, and the subsequent four years are planning years subject to future appropriation. Projects are proposed by departments based on needs and feedback received from stakeholders over the course of the year. The Five-Year Financial Forecast provides the foundation for projecting available debt capacity and balances for pay-as-you-go projects. The impact of the CIP on the Annual Operating Budget is reflected in three areas:

Pay-as-you-go financing reflected in the Operating Budget which impacts fund balance or available funds for operating needs;

Debt service payment on any debt instrument that may be issued to finance capital improvements; and

Staffing and other operating expenditures that may be required once a capital facility is completed.

OPERATING BUDGET The Annual Operating Budget is the vehicle through which the City Council authorizes the government to fund operations during a specific fiscal year for specific purposes, and which establishes the economic resources that are required to support these activities. The Budget is a fiscal, planning, and policy document which reflect the allocation of limited revenues among competing uses. These allocations are provided for only after considerable time and analysis are devoted to weighing and balancing the demands for public services with available resources. It incorporates feedback and direction resulting from the Five-Year Financial Forecast and Capital Improvement Program processes. Legal provisions for adoption of the annual budget are contained in Article X, Section 7 of the Constitution of the State of South Carolina, Section 5-13-90 of the South Carolina Code of Laws of 1970, and Section 2-196 of the Greenville Municipal Code.



The main body of the budget document is organized by fund, then by department/function. Each department/function, in turn, is broken down into one or more divisions. At this level, detailed information is presented for staffing, programs and activities, and expenditures by major category of expense. Finally, the appendix includes authorized staffing positions, appropriation ordinances, budgetary policies, and a glossary of key terms. Annual budgets are legally adopted for the General Fund, Health Benefits Fund, Risk Management Fund, Fleet Services Fund, State Accommodations Tax Fund, Local Accommodations Tax Fund, Community Development Fund, HOME Program Fund, HOPWA Program Fund, Hospitality Tax Fund, Sunday Alcohol Permits Fund, Admissions Tax Fund, Victim Witness Fund, Utility Undergrounding Fund, Event Management Fund, Stormwater Management Fund, Wastewater Fund, Parking Fund, Greenville Zoo Fund, TD Convention Center Fund, Solid Waste Fund, Transit Fund, and the Debt Service Funds. An annual budget is not adopted for the Capital Projects Fund, the Law Enforcement Fund, or the Miscellaneous Grants Fund, whose expenditures are budgeted on a project-duration basis. BUDGET PROCESS The budget process begins in January of each year for the forthcoming fiscal year which runs from July 1 to June 30 (see budget calendar on page B-18). Utilizing direction from City Council’s retreat regarding the five-year financial forecast, the Office of Management and Budget projects fixed operating costs, vehicle replacement, and salary and fringe benefits costs for currently budgeted staffing and service levels. Departments develop objectives and service enhancement requests. This information is assimilated by the Office of Management and Budget in February along with current financial results. In January and February, the Office of Management and Budget projects revenues for all funds based on current tax rates and fee structures. Certain growth assumptions are made based on analysis of local and regional economic trends. In March and April, the City Manager meets with department heads to review funding requests, prioritize program needs, and establish consensus on objectives. Based on the most recent revenue estimates available, the City Manager and the Office of Management and Budget modify funding requests according to prioritized service levels. A preliminary budget document is then prepared and submitted to Council by May 1. City Council may deliberate on the preliminary budget during the month of May and into early June. No later than the end of June, Council adopts an appropriation ordinance for all funds following formal readings. The City Council must approve the budget by July 1 prior to any expenditure being made in the new fiscal year. Balanced Budget: By state law, the City is required to adopt a balanced budget. For the purposes of this document, the City defines a balanced budget as current revenues plus fund balance appropriated equals or exceeds approved expenditures. A capital budget and five-year Capital Improvement Program are presented prior to the submission of the formal operating budget. City Council held first reading on the capital budget and five-year CIP on April 28, 2014. A second reading was held concurrently with budget adoption on June 9, 2014. The operating budget does not contain funding for capital improvements, except for small equipment, rolling stock, and other items of a recurring nature. These items are generally of a small dollar amount and are usually under $100,000 in value. Please see the CIP/Debt Management section for details on capital budgeting. The Community Development budget cycle follows the same process with the addition of Citizens Advisory Committee recommendations and required public hearings.



FY 2014-15BUDGET DEVELOPMENT CALENDAR

Task Lead Agency Timeframe Product

BASELINE BUDGET PREPARATION

Property taxes estimated Budget/Revenue Jan. 13 - Feb. 7

Permits & licenses estimated Budget/Revenue Jan. 13 - Feb. 7

User fees estimates Budget/Revenue Jan. 13 - Feb. 7

Other revenues Budget/Revenue Jan. 13 - Feb. 7 Preliminary

Salary projections Budget/Human Resources Jan. 13 - Feb. 7 Budget

Operating expenses Budget/applicable agency Jan. 13 - Feb. 7 Estimate

Capital outlay Budget/applicable agency Jan. 13 - Feb. 7

Vehicle replacement Fleet Services/Budget Jan. 13 - Feb. 7

Fleet Fund allocation Fleet Services/Budget Jan. 13 - Feb. 7

Risk Fund allocation Risk Mgmt./Budget Jan. 13 - Feb. 7

DEPARTMENT PREPARATION

Departments prepare requests Applicable Agency Feb. 10 - Mar. 3 Department

Departments revise narratives Applicable Agency Feb. 10 - Mar. 3 Modificationsand strategic initiatives

OMB REVIEW AND MODIFICATION

OMB reviews department Budget Office Mar. 3 - Mar. 7

funding requests

OMB meetings with Budget/applicable agency Mar. 10 - Mar. 14 OMB

Departments on requests Recom.

Revenue modifications, based Budget Office Mar. 10 - Mar. 14 Budget

on Feb. postings

OMB prepares recommendation Budget Office Mar. 17 - Mar. 21

to City Manager

CITY MANAGER REVIEW AND MODIFICATION

City Manager meetings with City Manager Mar. 24 - Mar. 28

Departments on requests

Revenue modifications, Budget Office Apr. 1 - Apr. 2 Balancedbased on Mar. postings budget

Changes in funding mix, City Manager Apr. 3 - Apr. 4

based on City Mgr. initiatives& strategic priorities

PROPOSED BUDGET DOCUMENT

Incorporate final CIP decisions Budget Office Apr. 7 - Apr. 9 Proposed

into the Operating Budget budget

Compilation/printing Budget Office Apr. 10 - May 1 document

Legislative Action

Committee of the Whole May 5

Committee of the Whole May 12

Committee of the Whole and Public Hearing (notice required) May 19

1st reading May 19 Adopted

2nd reading and adoption Jun. 9 budget



FUND ACCOUNTING The City’s basis of budgetary focus is through the fund. Government resources are allocated to and accounted for in individual funds based on the purpose for which they are to be spent and the means by which spending activities are controlled. The operations of each fund are accounted for with a separate set of self-balancing accounts, and each fund is considered a separate accounting activity. Accordingly, budgeted revenues and expenditures are grouped by the following fund types:

General Fund - used to account for all revenues and expenditures applicable to general operations of the City and to record all financial transactions not required to be accounted for in another fund. The general fund is the major fund that accounts for the day-to-day operations of the City.

Internal Service Funds - used to account for the financing of goods or services provided by

one department or agency to other departments or agencies of the City on a cost reimbursement basis. Expenses of these funds are included in the budgets of the respective agencies that use the services. Internal service funds have been established for the functions of health benefits, risk management, and fleet services.

Special Revenue Funds - used to account for the proceeds of specific revenue sources that

are restricted by law or administrative action to be expended for specified purposes. Special revenue funds include Community Development, HOME, HOPWA, Local Accommodations Tax, Hospitality Tax, Sunday Alcohol Permits, State Accommodations Tax, Admissions Tax, Victim Witness, and Utility Undergrounding.

Enterprise Funds - used to account for operations that are financed and operated in a

manner similar to private business enterprises. The intent is that the costs (including depreciation) of providing services to the general public are recovered primarily through user charges. Enterprise funds have been established for Event Management, TD Convention Center, Wastewater, Solid Waste, Stormwater Management, Parking, Greenville Zoo and Transit.

Tax Increment Funds - used to account for the accumulation of resources for, and the

payment of long-term debt principal, interest, and related costs. Three tax increment funds have been established to account for debt service on bonds issued by the City for improvements in the Central Business (Downtown Infrastructure), West End, and Viola Street Districts.

Capital Projects Fund - used to account for financial resources appropriated for the

acquisition or construction of major capital facilities. Sources of financing for capital projects primarily include proceeds from the sale of general obligation and tax increment bonds, and transfers from the General Fund. Major capital requirements are addressed separately in a capital planning process and included in the Capital Improvement Program.

Basis of Accounting - refers to the point in time at which revenues and expenditures are recognized in the accounts and reported in the financial statements. All governmental and fiduciary funds are accounted for using the modified accrual basis of accounting in which revenues are recognized when they become measurable and available as net assets, and expenditures are recognized when the related fund liability is incurred. Enterprise funds and internal service funds are accounted for using the full accrual basis in which revenues are recognized when earned and expenses when incurred.



Basis of Budgeting – the budgets for governmental funds are adopted on a modified accrual basis, consistent with Generally Accepted Accounting Principles (GAAP). City Council adopts annual budgets for the City’s General Fund, Special Revenue Funds, and Debt Service Funds. Budgets for Capital Projects funds are adopted based on project length. Budgets for proprietary funds, including Enterprise Funds and the Internal Services Funds, are adopted on a full accrual basis, but are not consistent with GAAP. The major differences used for budgeting proprietary funds are:

Repayments on debt are budgeted as expenses rather than as a reduction in liabilities. Depreciation expense on fixed assets is not included in the budget as an expense. Capital construction and equipment are considered expenses, rather than a conversion of a

current asset to a fixed asset.

Appropriations for governmental and proprietary funds lapse at year-end with the exception of any appropriations for capital projects and grant funds where appropriations are carried forward until such time as each project is completed. Encumbrances - appropriations in governmental funds are encumbered upon issuance of purchase orders, contracts, or other forms of legal commitments. While appropriations lapse at the end of a fiscal year for all operating funds, the subsequent year's budget specifically provides for the re-appropriation of year-end encumbrances via ordinance. Outstanding encumbrances at year-end represent the estimated amount of expenditures the City will incur if unperformed contracts in process and outstanding purchase orders at year-end are completed. BUDGET EXECUTION AND AMENDMENTS Upon passage of the budget, departments are responsible for executing their budgets under the terms of the City’s appropriation ordinance and the Budget Policy (listed in the appendix). During the course of the fiscal year, the budget is modified through three methods: Encumbrance Rollover – the appropriation ordinance allows for unexpended encumbrances to be reappropriated in the subsequent fiscal year. Upon completion of year-end processing, budget authority is increased to cover the cost of unexpended encumbrances. Budget Transfers – the City Manager has authority to move appropriation authority within and between departments in the operating budget and between like capital projects. Per ordinance, the City Manager is required to notify City Council of any transfer in excess of $25,000 between projects or departments. Transfers outside of the scope given to the City Manager may be executed upon a resolution approved by a majority of City Council. Supplemental Appropriations – can be passed by City Council authorizing the use of funds not previously included in the budget. This requires an ordinance passed by City Council. COMPREHENSIVE ANNUAL FINANCIAL REPORT Upon completion of the fiscal year, all transactions are reported through the Comprehensive Annual Financial Report (CAFR). Prior year data shown in the operating budget is reconciled to the CAFR and data within the CAFR is used to provide historic trends and analysis for inclusion in the subsequent Five-Year Forecasts.



Calculation of City tax on a $100,000 owner-occupied residence, using proposed City millage (for illustration only): Market value $100,000 x Assessment ratio x .04 Assessed value $ 4,000 x Millage rate .0894 Tax bill $ 357.60

PRINCIPAL REVENUE SOURCES The cost to provide City services requires financing sources of an equal dollar amount. Local revenues are generated from a number of sources, including property taxes, user fees, business licenses, franchise fees, fines, permits, and state-shared revenue. Revenue forecasting is facilitated by the annual production of a Revenue Manual, which provides legislative authority, current rate structure, seven-year collection pattern, and basis of calculation for each primary revenue source. Major revenue classifications are described below. Property taxes are the City's largest revenue source, comprising roughly 44.0% of all General Fund revenues. Property taxes are levied on all residential, commercial, and personal property in the City of Greenville. The tax levy on a particular piece of property is determined by three factors: market value, assessment ratio, and millage rate.

Market value is determined by the Greenville County Assessor's Office using a variety of factors such as size, condition, location, and recent selling prices of comparable properties.

Assessment ratio is a percentage which is multiplied by the appraised market value of a

property to determine the assessed value. Owner-occupied residences are assessed at 4%. Commercial properties and motor vehicles are generally assessed at 6% and personal property at 10.5%.

Millage is a term used to describe the rate of taxes levied. A mill is calculated at one dollar

per one thousand dollars of assessed value:

$1 of tax = .001 = 1 mill $1,000 assessed value

The South Carolina State Code of Laws limits the annual percentage increase in the millage rate to the increase in the Consumer Price Index plus the annual projected increase in population, with the exception that a municipality may utilize any allowed, but unused millage rate increase for the three previous tax years.

For property taxes to be fair and uniform, property values need to be updated to reflect market values for every property. State law requires reassessment every five years. In FY 2010-11, property was reassessed in Greenville County, and the next reassessment is scheduled for FY 2015-16.



Below is a list of the principal taxpayers located within the City, their assessed value and the percent of total assessed valuation as of June 30, 2013.

Taxpayer Current Assessed Valuation % of Total Assessed Valuation

Duke Energy Corporation $5,942,340 1.6% Simon Haywood LLC & Bellwether $5,496,390 1.5% TD Bank NA A USA Corporation $4,230,080 1.1% Verdae Properties, Inc. $4,185,310 1.1% Bellsouth Telecomm, Inc. $3,693,800 1.0% Windstream Nuvox Comm Inc. $3,613,510 1.0% Daniel International Corporation $3,478,370 0.9% FRI Greenville II LLC Riverside $2,919,050 0.8% Shops at Greenridge LLC $2,758,390 0.7% Hubbell Lighting, Inc. $2,217,790 0.6% TOTALS $38,535,030 10.30%

Source: Comprehensive Annual Financial Report for the year ending June 30, 2013. Licenses and permits represent the second largest revenue source for the City, comprising approximately 42.0% of all General Fund revenues. The most significant source is the business license fee, a levy based upon each $1,000 of gross receipts, sales, or premiums of business done within the corporate limits of the City. There are rate categories established for over 250 business classifications. The base rate in most categories ranges from $80 to $135 for the first $2,000 in receipts, and $.25 to $2 per $1,000 for all receipts above $2,000. The City also receives revenue from companies which issue health, life, and fire insurance premiums in the City. This revenue, based on a rate of .75% of gross premiums for life/health insurance and 2.75% of gross premiums for fire insurance, is collected and disbursed by the Municipal Association of South Carolina. Other revenues in the licenses and permits category include franchise fees for electric, gas, and cable television. The rate structure is based upon a certain percentage of gross receipts in each case, and the basis of each forecast is trend analysis which generally parallels the rate of inflation. Intergovernmental revenue includes grants and allocations from county, state, and federal governments. State-shared revenue is generally distributed on a pro-rata basis according to population or other set formula. The single largest source is Aid-to-Subdivisions, distributed quarterly from the Local Government Fund and funded by a transfer of 4.5% of State General Fund revenues. Counties receive 83.278% and municipalities 16.722% of the distribution. However, the Local Government Fund has not been fully funded by the State Legislature since 2008, as portions of this revenue source have been redirected to cover shortfalls in the State budget. The forecast FY 14-15 Local Government Fund revenue of $1.26 million is well below the statutory funding level, which would exceed $1.5 million. The City also receives an annual reimbursement in the amount of $857,976 for the City’s granted exemption of the Merchant’s Inventory Tax from property taxation. This amount is based on the value of the City’s merchant inventory when the value was frozen in 1987 and the tax was taken out of the ad valorem process. Fees and charges are levied for services based on the premise that the cost of the service should be borne by those who directly benefit from the service. In the General Fund, user fees include plan reviews, alarm fees, fire protection fees, and various recreation fees. Fees are based on a fixed dollar rate, and the revenue forecast for these sources is based on historical trends.



Certain user fees established by the City are deposited in special revenue funds or enterprise funds to support the respective operations. These include wastewater fees, parking fees, stormwater fees, and solid waste fees.

Wastewater (sewer) user fees finance the wastewater operation and are recorded in an enterprise fund. The levy, based on meter size, will range from a monthly charge of $10.06 for a 5/8" residential connection to $1,217.63 for an 8" commercial connection for rates effective July 1st, 2014. Based on historical trends and a relatively fixed number of commercial and residential units in the City, this revenue source is estimated to generate $4,535,544 in FY 2014-15.

Parking fees support the operations of the City parking facilities and are recorded in an

enterprise fund. There are ten parking garages or decks providing a total of over 6,000 spaces. Parking garage rates are $69.70 for unreserved monthly parkers and $.75 to $6.00, respectively, for hourly and daily parkers. Volume discounts are available for bulk purchasers. The projected parking revenue in any given year is based on the number of available spaces, current monthly and daily rates, and occupancy rate estimates.

Stormwater fees support the stormwater management program and are recorded in an enterprise fund. The fee is based on impervious surface areas of residential and commercial property. Effective July 1st, 2014, the basic rate structure will be $39.41 per year for developed residential with impervious area of 1,640 sq. ft. or less, $69.19 per year for developed residential with impervious area of greater than 1,640 sq. ft., and $69.19 for developed commercial/industrial property for each equivalent residential unit. The current revenue estimate of $5,041,498 is based on a combination of historical trends, the rate schedule, and the database for residential impervious area.

Solid waste fees are levied through a $13.50 monthly charge collected from approximately 15,000 residential units. Revenues are based on the number of units and the projected growth in single family units.

Fines and forfeitures consist of fines imposed and collected by the Municipal Court for misdemeanor crimes, moving traffic violations, and court costs. The forecast is based on historical trends and adjusted for any known changes in police arrest or prosecution policies, and/or changes in court jurisdictions and fine limitations. Other revenues include the following:

Interest earnings, which are dependent upon prevailing market rates, the City's fund balance, the timely receipt of taxes, effective cash management practices, and the amount of funds actually available for investment throughout the year.

External service reimbursements reflect reimbursements by outside agencies for in-kind services performed by the City, or for pre-existing contractual arrangements. The revenue received is offset by expenditures related to services performed.

Interfund transfers consist of redirecting monies from one accounting fund to another, rather

than the receipt of "new" revenue.



CASH MANAGEMENT AND INVESTMENTS Following collection, but prior to disbursement of funds, the City of Greenville pursues an investment policy that seeks to preserve capital, liquidity, and yield. The City’s investment policy is designed to operate within the existing statutes for the State of South Carolina and its political subdivisions. Pursuant to State law, the City may invest in the following:

a) Obligations of the United States and agencies thereof; b) General obligations of the State of South Carolina or any of its political units; c) Savings and Loan Associations to the extent that the same are insured by an agency of the

Federal government; d) Certificates of Deposit and funds in deposit accounts with banking institutions provided that

such certificates and funds in deposit accounts are collaterally secured by securities of the type described in (a) and (b) above, held by a third party as escrow agent, or custodian of a market value, not less than the amount of the certificates or funds in deposit accounts so secured, including interest; provided, however, such collateral shall not be required to the extent the same are insured by an agency of the federal government;

e) Collateralized repurchase agreements when collateralized by securities as set forth in (a) and (b) above and held by the governmental entity or a third party as escrow agent or custodian; and

f) No-load open-end or closed-end management type investment companies or investment trusts registered under the Investment Company Act of 1940, as amended, where the investment is made by a bank or trust company or savings and loan association or other financial institution when acting as trustee or agent for a bond or other debt issue of that local government, political subdivision, or county treasurer if the particular portfolio of the investment company or investment trust in which the investment is made (1) is limited to obligations listed in (a), (b), and (e), and (2) has among its objectives the attempt to maintain a constant net asset value of one dollar a share and to that end, value its assets by the amortized cost method.

The City largely invests its cash reserves in obligations of the United States and related agencies, open-ended mutual funds that invest in short-term obligations of the United States governments and its agencies, and through participation in the South Carolina Pooled Investment Fund. The South Carolina Pooled Investment Fund is managed by the State Treasurer’s Office and is an investment trust fund where public monies of political subdivisions may be invested. Its investments are restricted to the categories listed above. The City’s policy is to maintain a General Fund balance of 20% in order to maintain adequate cash reserves in anticipation of the receipt of tax and business license revenues which largely are collected during the third quarter of the fiscal year. This avoids the need for a revenue anticipation note or other short-term debt instrument.


STRATEGIC INITIATIVES PAGE C-1

STRATEGIC INITIATIVES



STRATEGIC GOVERNANCE The City’s budget process is linked through a strategic vision and long-term goals developed by City Council in 2006 and 2008. The vision and goals provide guidance to new initiatives and spending decisions and are demonstrated throughout the document to show the linkages between high-level goals and on-the-ground implementation. VISION STATEMENT In 2006, the City Council developed a vision statement of Greenville in the year 2021. This vision statement provides a high-level direction of the kind of community the City Council desires Greenville to become. The vision states:

Greenville is a beautiful green, welcoming, world-class City. Greenville is a community of neighborhoods, has a vibrant downtown, and has a growing economy. Greenville is an inclusive, diverse community, with engaged citizens and leaders. Greenville is a great place to live and call home.

COMMUNITY GOALS Taking that vision and direction from City Council, staff developed a series of Strategic Goals that better define what is necessary for Greenville to become the City described in the vision statement. These goals, confirmed by the City Council in a Council work session, emphasize the elements of quality of life valued by this community and emphasize all elements of direct City services. They are:

Greenville is a SAFE CITY where citizens and visitors are safe and feel confident that a response will be there at all times. Greenville is a SUSTAINABLE CITY that protects and conserves its water, air, and green space, and promotes public health and wellbeing. Greenville is a PROSPEROUS CITY that promotes the expansion of economic activity in its downtown and commercial corridors, fosters a healthy climate for new and existing businesses, and provides economic opportunities for all residents. Greenville is a CITY OF NEIGHBORHOODS with quality housing for all incomes and engaged communities. Greenville is a MOBILE CITY with a comprehensive transportation network that allows connectivity through multimodal options. Greenville is a CITY OF CULTURE AND RECREATION with an emphasis on the arts, recreation opportunities, and community events. Greenville is an INCLUSIVE CITY that celebrates diversity from a variety of backgrounds and cultures, and supports our children, families, and seniors.

LINKAGE TO BUDGET PROCESS Over the past six years, the Strategic Goals have been integrated into the budget and CIP processes in order to achieve the City Council’s vision. Capital Improvement Program: All projects submitted through the Capital Improvement Program are linked to one of the Strategic Goals (noted on page I-23). In addition, as part of the project



justification and ranking process, alignment to achieving one of the Strategic Goals is a criterion for project selection. Annual Operating Budget Submissions: As part of their submissions, departments are asked to align their annual budget requests and work plans to the Strategic Goals in a number of ways:

1) Strategic Initiatives: As part of their work plans submitted to OMB, departments are asked to align their goals and objectives for the coming year to one of the Strategic Goals. This is noted throughout each department’s narratives in subsequent detail sections.

2) Outcome Measurement: The City has developed a series of high-level outcome measures to

describe how the City is achieving its Strategic Goals. These measures were confirmed in principle by the City Council during a work session in 2008. In addition, each department – as part of its work plan – lists how it is going to improve one of the measures through its activities in the coming year. Those are compiled and distilled into the analysis/discussion section of each outcome measure.

OUTCOME MEASUREMENT Performance measurement is the process of determining, by use of objective metrics, an organization’s success in meeting its goals and objectives. It allows an organization to quantify what it is doing and how well it is doing it, and provides a means of examining how to improve services. Performance measurement is particularly important in evaluating public services. Decision-making processes in the public sector, in contrast to those in the private sector, rarely can be evaluated by a profit/loss margin or equivalent “bottom line” metric. Government programs require other objective measures to determine success in implementing those programs. Generally, there are four types of performance measures:

Workload Measures: Focus on the amount of work done. Efficiency Measures: Focus on the work done and the cost to perform it. Effectiveness Measures: Focus on how well the work is performed. Outcome Measures: Focus on the desired result of a particular service.

The City of Greenville’s performance measurement effort emphasizes the development and use of outcome measures. Outcome measures are preferred for two reasons:

Outcome measures focus on why services are performed, as opposed to how services are performed. While other measures can focus on a particular management technique, outcome measures focus on the results as demonstrated in the community.

Outcome measures focus on the overall organization, as opposed to a particular line unit or function. This recognizes that many of the most pressing issues facing the organization are not solely the responsibility of one department.

The City developed a series of outcome measures for each of the Strategic Goals that was confirmed by City Council in work session. The measures are listed on the subsequent pages.



SAFE CITY

Greenville is a SAFE CITY where citizens and visitors are safe and feel confident that a response will be there at all times.

MEASURES 2012 2013

Violent crimes (per 1,000 residents). 8.9 7.8

Non-violent crimes (per 1,000 residents). 57.1 55.1

Annual fire loss (as a percentage of total market valuation). 0.03% 0.01%

ANALYSIS/DISCUSSION: Protecting the public’s well-being is the most important City function. The measures developed for this report examine three elements of public safety. The violent and non-violent crime rates are used to quantify how successful the City has been in maintaining a safe community for its inhabitants. The violent crime rate includes the most serious crimes that are reported within City limits. The non-violent crime rate represents the per capita number of property and nuisance crimes reported. Violent crimes per 1,000 residents and non-violent crimes per 1,000 residents decreased between 2012 and 2013. The annual fire loss statistic is intended to measure the Fire Department’s ability to minimize the property damage from building fires. There were 55 such fires in 2013, down from 57 such fires in 2012, which is a 3.5% decrease. In order to reduce response times with a goal of reducing fire losses, a new station alerting system will be implemented in FY 2014-15. SUSTAINABLE CITY

Greenville is a SUSTAINABLE CITY that protects and conserves its water, air, and green space, and promotes public health and wellbeing.

MEASURES 2012 2013

Recycled municipal solid waste (as a percentage of total solid waste). 17.1% 17.5%

Acres of green space held in public trust (per capita). 0.017 0.017

Annual gallons of water used (per capita). 53,053 47,969

Average value particulate matter count (micrograms per cubic meter).

9.6 9.0

Number of main wastewater system overflows. 14 21

Population per square mile. 2,067 2,154

ANALYSIS/DISCUSSION: The City assesses its sustainability through measures designed to evaluate the use and disposal of materials, the preservation of natural resources, and the development of a sustainable urban environment. Data on recycled municipal solid waste provides a measure of the volume of waste recycled as a percentage of total garbage collected from City residents. Until the year 2012, the percentage of



total waste that is recycled has consistently remained above 25%, but the slight increase from 17.1% in 2012 to 17.5% in 2013 was due to an increase in total yard waste disposed at the landfill. The measure of acreage of green space held in public trust per capita captures the proportion of permanently-conserved green space that is kept available to the City as it grows and develops. The amount of public green space per capita has remained largely the same. This measure includes various categories of undeveloped public space, including land dedicated to public parks, cemeteries, and public schools, as well as land owned by conservation groups. The City’s ability to preserve the quality of its air can be examined by measuring the particulate matter count. The City is awaiting validation of the 2013 statistics from South Carolina Department of Health and Environment Control for this measure, but the estimate from them indicates that air quality has increased due to decreased pollution in the air. This metric is on average particulate matter count which decreased this past year showing improved air quality. The annual water use metric is intended to show how effective the community has been in conserving water on a per capita basis. The annual water consumption for 2013 is 9.6% lower because water use was down across the City. The number of wastewater (sanitary sewer) manhole overflows is a measure that allows the City to track main line wastewater system failures. There was a 50% increase in the number of overflows from 2012 to 2013, which is attributable to the record amount of rainfall that caused numerous washouts of lines adjacent to creeks and several large trees along streams that fell across and damaged creek crossings. Population density increased slightly from 2,067 persons per square mile in 2012 to 2,154 persons per square mile in 2013. This measure increased because the population increased more than the area of the City, even though both increased. PROSPEROUS CITY

Greenville is a PROSPEROUS CITY that promotes the expansion of economic activity in its downtown and commercial corridors, fosters a healthy climate for new and existing

businesses, and provides economic opportunities for all residents.

MEASURES 2012 2013

Number of resident business licenses per year. 5,348 5,514

Total business license gross receipts reported per year. $6,021,991,444 $6,412,233,143

Annual business license renewal rate. 96.0% 98.0%

City of Greenville unemployment rate. 6.9% 5.9%

Annual buildings permit value. $202,792,495 $250,188,647

Annual buildings permit volume. 870 953

Local accommodations tax gross receipts per year. $78,921,410 $80,790,271

Hospitality tax collections per year. $7,605,390 $7,843,173



ANALYSIS/DISCUSSION: Encouraging business activity is of vital importance for the City. In order to measure its performance in supporting business activity and development, the City measures eight key areas of economic activity. Business license gross receipts are an indicator of whether local businesses are expanding or contracting. As expected, the numbers improved in 2013 for economic activity as the broader economy continued to recover. There was an increase in the number of business licenses issued in 2012 as well as a 6.5% increase in the total business license gross receipts. In addition, the business license renewal rate increased from 96.0% in 2012 to 98.0% in 2013. The business license renewal rate is an important predictor of the condition of the economy, as it indicates the “survival rate” of local businesses. The fall in the unemployment rate serves as another promising indicator of a growing economy. Greenville’s unemployment rate is below the regional, state, and national averages. As the economy has improved, Greenville has seen a significant increase in annual building permit value of 23.4% from 2012 to 2013. In addition, annual building permit volume increased 9.5% from 2012 levels. With this increase, the City will continue its plans to promote and coordinate construction-related projects to bolster growth. Local Accommodations Tax gross receipts and Hospitality Tax collections both increased in 2013. Gross receipts of the local accommodations tax shows the dollar value of gross receipts from the hotels in the City. This measure increased by 2.4% in 2013, indicating an increase in tourism-related activity. Hospitality tax collections show the dollar value of taxes collected on prepared food sold in the City and can serve as a proxy indicator of the economic health of the community. This measure increased by 2.76% in 2013. CITY OF NEIGHBORHOODS

Greenville is a CITY OF NEIGHBORHOODS with quality housing for all incomes and engaged communities.

MEASURES 2012 2013

Number of new housing units developed in the City per year (net of demolitions).

563 309

Percentage of new housing units developed in the City that are affordable. 11.7% 8.1%

Percentage of existing housing units that are owner-occupied.

37.3% 36.8%

ANALYSIS/DISCUSSION: Developing a residential community for all City residents is another important goal. To assess this goal, three measures were developed that aim to determine the accessibility of housing for City of Greenville residents. The net number of new housing units developed in Greenville is one measure of the City’s success in encouraging the development of new housing. In 2013, 309 residential units were built in the City net of residential demolitions, compared to 563 the prior year. The percentage of affordable housing units built decreased from 11.7% in 2012 to 8.1 % in 2013. In 2013, both the number of affordable housing units developed in the City and the total number of



housing units decreased from 2012. The affordable housing statistic can be defined as the fraction of housing units that are affordable for households earning less than 80% of median family income. The number is intended to indicate if the existing housing stock can support workforce level housing, as well as housing for the poorest members of the community. The percentage of existing housing units that are owner-occupied represents the number of housing units that have filed for 4% taxation (primary residence) with the County Assessor’s office. The impact of stable housing versus transitory housing is well documented as a positive externality on the community, and this number attempts to quantify that social benefit. The percentage of owner-occupied houses decreased from 37.3% in 2012 to 36.8% in 2013. The apartment building boom in the City has contributed to the decrease in the percentage of home-ownership. MOBILE CITY

ANALYSIS/DISCUSSION: Offering a variety of transportation options is critical to improving quality of life for residents. Four measures were developed to demonstrate opportunities available for creating a Mobile City. The 20.1% increase in transit ridership is linked to an overall increase of daily ridership on all public transportation routes offered. The City’s transit system also has emphasized an on-time-performance strategy that has vastly improved the public’s perception of Greenlink’s reliability, along with making them the state’s top transportation provider as named by SCDOT. Adding the Mauldin-Simpsonville route for the last 65 days of the year increased transit ridership by 38,168 and will contribute to even higher ridership in future years. Average street ratings have been used by the City to rate the quality of City roads. Pavement quality reports are prepared by a third party organization every few years in order to give the City the most accurate representation of pavement conditions. The scale ranges from two to ten, with a score of ten corresponding with the highest quality of pavement. In 2013, the average street rating decreased from 5.8 to 5.4. The City anticipates this rating to increase once numerous capital projects are completed as a result of enhanced street resurfacing funding in FY 2014-15. Determining the portion of roadways with a non-motorized vehicle feature allows the City to evaluate the accessibility of its streets to pedestrians and cyclists. The proximity of residential units to trails and greenways shows how many residents are able to utilize the City’s trail and greenway system. This measure decreased from 19.9% to 19.8%.

Greenville is a MOBILE CITY with a comprehensive transportation network that allows connectivity through multimodal options.

MEASURES 2012 2013

Number of transit riders per year. 831,288 998,000

Average street rating on a scale from 2-10. 5.8 5.4

Percentage of roadways with a sidewalk or bicycle lane. 48.8% 48.0%

Percentage of residential units within one-quarter mile of a trail or greenway.

19.9% 19.8%



CITY OF CULTURE AND RECREATION

Greenville is a CITY OF CULTURE AND RECREATION with an emphasis on the arts, recreation opportunities, and community events.

MEASURES 2012 2013

Annual attendance at arts and other performance events. 1,627,180 1,606,659

Annual attendance at cultural facilities. 622,643 645,336

Percentage of events that welcome a diverse population or facilitate the exchange of diverse backgrounds and heritages.

19.2% 18.0%

Percentage of residential units within one-quarter mile of a park or recreational facility 33.6% 32.3%

ANALYSIS/DISCUSSION: Promoting citizen satisfaction through its cultural and recreational opportunities is another component of City goals. In order to measure Greenville’s performance in these areas, four measures were developed to determine the availability and usage of parks, recreation, and events in the City. Attendance at cultural facilities and arts and performance events indicates if the community draws a significant number of cultural attendees into its corporate limits. Several of Greenville’s foremost recreational venues were targeted to participate in surveys in which they disclosed the attendance numbers necessary to construct these measures.1 Annual attendance at cultural facilities increased 3.6% since 2012 while attendance at arts and performance events decreased slightly. The increase in attendance at the Greenville Children’s Museum as a result of their traveling exhibits and Greenville County Museum of Art led significantly to the large overall increase in cultural facility attendance. Measuring the diversity of cultural events is one way to assess whether the community is appropriately catering to the diverse needs of a multi-cultural community. This measure decreased from 19.2% in 2012 to 18.0% in 2013. The City is better able to document this measure by prompting event organizers to document, as part of the permit application process, whether and how their proposed event will target a broad audience with diverse backgrounds. The percentage of residential units located within one-quarter mile of a park or recreational facility aims to describe how accessible the City’s parks are to its residents.

1 The surveyed performance and arts facilities were: Peace Center, Bon Secours Wellness Arena, Fluor Field, Warehouse Theater, TD Convention Center, Greenville Little Theatre, and Centre Stage; the cultural facilities surveyed were the Greenville Zoo, Greenville County Museum of Art, Bob Jones Museum and Gallery, Upcountry History Museum, Shoeless Joe Jackson Museum and Baseball Library, American Legion Museum, the Roper Mountain Science Center, and the Greenville Children’s Museum.



INCLUSIVE CITY

Greenville is an INCLUSIVE CITY that celebrates diversity from a variety of backgrounds and cultures, and supports our children, families, and seniors.

MEASURES 2012 2013 Percentage of employees from a racial or ethnic minority. 29.1% 29.1%

Annual M/WBE utilization rate. 24.3% 23.4%

ANALYSIS/DISCUSSION: An inclusive city welcomes and accommodates all members of its community. The City of Greenville assessed the success of its efforts to be an inclusive city by measuring how well it has included and reached out to the diverse community it serves. The first measure, the percentage of City employees who are minority, is used to assess whether the City has done an effective job in recruiting diverse talent from the community it serves. Since its 2006 Equal Employment Opportunity submission, the City has made substantial progress in reducing underutilization rates for its employees. In particular, the City has utilized job fairs hosted by minority groups to market City jobs, and has targeted local radio stations to launch job campaigns at different demographic groups. As a result of these efforts, the percentage of minority employees remained the same at 29.1% between 2012 and 2013. The M/WBE utilization rate monitors the percentage of City purchases that are made from minority and women-owned business enterprises (M/WBEs). The City’s historical goal has been to maintain an M/WBE level of at least 10%; that is, the City desires to make 10% of its discretionary purchases from minority and woman-owned vendors. In 2013, the City exceeded this goal with an M/WBE utilization rate of 23.4% in 2013, a decrease of 3.6% from 24.3% in 2012. To promote M/WBE utilization in the future, the City will continue providing opportunities for these businesses through individual meetings and by allowing minority business owners to register their businesses on the City website. The City also expects to further its outreach efforts to encourage and support M/WBEs.


GENERAL FUND PAGE D-1

GENERAL FUND The General Fund is used to account for all revenues and expenditures applicable to general operations of the City and is used to record all financial transactions not required to be accounted for in other funds. The General Fund accounts for the revenues and expenditures necessary to carry out basic governmental activities of the City such as police protection, fire protection, recreation, and legal and administrative services. Appropriations are made from the fund annually.



FY 2014-15 GENERAL FUND ALL EXPENDITURES AND REVENUES

2011-12 2012-13 2013-14 2014-15

Actual Actual Budget BudgetGENERAL FUND REVENUESTaxes $ 28,263,770 29,390,665 29,145,520 31,516,941Licenses and Permits 27,084,896 29,209,795 28,106,514 30,077,705Intergovernmental 2,239,245 2,427,445 2,434,390 2,448,410Fees and Charges 835,664 854,601 778,800 870,083Fines and Costs 409,301 379,153 382,200 347,750Other Revenue 1,085,727 1,148,721 1,018,232 981,877Other Sources/Transfers 5,155,978 15,589,567 3,984,982 5,347,261TOTAL GEN. FUND REVENUES 65,074,581 78,999,947 65,850,638 71,590,027

GENERAL FUND EXPENDITURESLegislative and Administrative $ 3,602,705 3,620,068 3,872,506 3,939,558Non-Departmental 1,312,264 1,594,492 1,911,490 2,068,890Public Information and Events 945,455 917,737 955,987 949,926Economic and Community Dev. 2,061,979 2,092,382 2,492,579 2,790,141Human Resources 1,355,130 1,255,585 1,431,269 1,460,574Office of Management and Budget 4,855,286 4,711,756 4,742,270 4,768,191Police Department 18,629,220 18,726,105 20,131,676 20,640,640Fire Department 11,934,343 10,729,158 11,581,624 15,681,603Public Works Department 7,897,487 7,853,760 8,323,847 8,708,030Parks and Recreation 6,220,097 6,552,676 7,184,599 7,513,243SUBTOTAL GEN. FUND EXPEND. 58,813,966 58,053,719 62,627,847 68,520,796

Transfers 2,972,704 4,146,881 3,513,450 4,393,660Debt Service 1,615,771 12,997,096 1,566,373 1,732,471

TOTAL GEN. FUND EXPEND. 63,402,441 75,197,696 67,707,670 74,646,927

Excess (deficiency) of revenues over expenditures $ 1,672,140 3,802,251 (1,857,032) (3,056,900)



(FY 2014-15 GENERAL FUND ALL EXPENDITURES AND REVENUES CONTINUED)

2011-12 2012-13 2013-14 2014-15Actual Actual Budget Budget

FUND BALANCEFund Balance, Beginning of Year $ 15,930,147 17,602,287 21,404,538 19,547,506

Fund Balance, End of Year 17,602,287 21,404,538 19,547,506 16,490,606

Assigned For:Vehicle / Equip. Purchases 600,000 1,857,032 3,056,900 0Other Purposes 342,000 1,195,434 0 0

Unreserved:Designated/Fund Balance Policy 13,104,947 13,541,534 14,929,385 14,929,385

Unassigned 3,555,340 4,810,538 1,561,221 1,561,221$ 17,602,287 21,404,538 19,547,506 16,490,606

Note: In FY 2013-14, subsequent appropriations provided for an additional $447,766 of the fund balance to be used for capital equipment purchases and capital projects expenditures. These appropriations reduced the projected unassigned fund balance at the end of FY 2013-14 to $3,827,025. FUND BALANCE POLICY Fund Balance is the excess of a fund’s assets over its liabilities, which may include reserves and designations. Pursuant to City Ordinance, City Council will set aside in a designated reserve 20% of the next year’s General Fund appropriations. The General Fund balance is budgeted to be in compliance with the requirement at the end of FY 2014-15.



FY 2014-15 GENERAL FUND REVENUES

$71,590,027

LICENSES AND PERMITS42.0%

INTERGOVER.3.4%

FINES AND COSTS0.5%

OTHER REVENUE1.4%

TAXES44.0%

FEES AND CHARGES

1.2%

OTHER SOURCES7.5%

2011-12 2012-13 2013-14 2014-15

Actual Actual Budget BudgetTAXESReal Property

Residential $ 7,400,210 7,559,976 7,803,376 8,170,417Homestead Tax Exemption 539,752 545,026 545,000 538,604Commercial 12,117,185 12,480,863 12,953,628 13,968,620Mobile Homes 16 16 16 14

20,057,163 20,585,881 21,302,020 22,677,655Personal Property

Boats 47,066 46,453 46,872 50,595Aircraft 30,691 27,206 14,086 17,233Boat Motors 8,672 8,949 9,753 10,627Business Furniture 383,389 0 0 0

469,818 82,608 70,711 78,455




Department of RevenueRail/Pipelines 95,136 125,633 125,761 125,236Mfg./Pers. Prop. 94,689 108,678 223,654 229,638Furniture/Fixtures 1,129,760 1,559,864 1,651,755 1,789,073Furn./Fixt. Penalty 103,666 0 0 0Mfg. Real Property 140,803 135,820 93,693 133,817FILO 1,049,366 1,012,442 1,049,000 1,101,900

2,613,420 2,942,437 3,143,863 3,379,664

Public Utilities 1,596,461 1,494,753 1,457,926 1,262,197

Prior Year Taxes 843,785 1,431,154 500,000 925,811

Penalties 134,772 127,052 150,000 111,710

Vehicles 2,548,351 2,726,780 2,521,000 3,081,449

TOTAL TAXES 28,263,770 29,390,665 29,145,520 31,516,941

LICENSES AND PERMITSFranchise Fees

Duke Energy 3,897,399 3,986,264 4,146,000 4,105,852Piedmont Gas 720,835 845,533 682,000 868,944Cable TV 666,469 686,628 681,000 714,368AT&T 63,582 0 0 0Dukenet 6,625 5,000 5,000 5,100AT&T Video Service 158,049 205,035 203,000 213,319

5,512,959 5,728,460 5,717,000 5,907,583Business Licenses

Telecommunications 768,306 752,840 768,000 749,844Insurance Companies 7,981,740 8,836,962 8,086,464 8,794,749Retail 3,255,633 3,376,104 3,530,000 3,738,125Wholesale 816,424 919,796 958,000 1,021,760Service 2,910,028 2,944,447 2,984,000 3,171,188Hotels/Amusements 677,200 709,209 709,000 787,500Professional 1,705,654 1,659,300 1,673,000 1,687,080Restaurants/Bars 186,719 220,991 220,000 252,000Finance Companies 64,479 63,985 60,000 59,160Contractors 1,257,140 1,682,882 1,320,000 1,465,450Media 150,334 119,371 158,000 117,300




Business Licenses (Continued)Commercial Properties 328,987 342,907 338,000 351,230Office Maintained 0 61,749 66,000 77,250Group Event Licenses 15,905 12,145 16,000 12,885Coin Amusement Licenses 1,813 1,825 1,750 1,936Prior Year Fees 123,630 42,038 40,000 44,599Exhibitions 0 20,253 21,000 23,690Other 4,000 4,000 4,000 4,000Anniversary Discount Refunds 0 -70,774 0 -75,085Business License Penalties 131,772 210,290 167,000 223,097

20,379,764 21,910,320 21,120,214 22,507,758Non-Business Permits

Building Permits 750,572 933,385 752,000 1,072,264Plumbing Permits 92,949 145,976 116,000 140,215Electrical Permits 94,670 145,655 128,000 120,842HVAC Permits 79,477 142,285 113,000 137,529Occupancy Permits 32,690 33,280 32,000 34,278Sign Permits 36,961 46,910 40,000 48,317Street Cut Permits 55,431 54,939 39,000 56,587Encroachment Permits 6,981 14,421 7,000 14,853Blasting 2,800 0 2,800 0Sprinkler Alarm 25,700 41,200 25,000 23,909Misc. Fire Permits 7,000 7,600 8,000 7,828Miscellaneous 3,052 2,339 2,500 2,626Taxi Driver Permits 3,890 3,025 4,000 3,116

1,192,173 1,571,015 1,269,300 1,662,364

TOTAL LICENSES AND PERMITS 27,084,896 29,209,795 28,106,514 30,077,705

INTERGOVERNMENTALState

Merchants Inventory 857,976 857,976 857,976 857,976Aid to Subdivisions 1,068,030 1,260,188 1,269,414 1,269,414

1,926,006 2,118,164 2,127,390 2,127,390Other

County Road Improvements 313,239 309,281 307,000 321,020313,239 309,281 307,000 321,020

TOTAL INTERGOVERNMENTAL 2,239,245 2,427,445 2,434,390 2,448,410




FEES AND CHARGESGeneral Government

Reinspection Fees 3,920 5,080 4,000 5,232Plan Reviews 124,973 168,154 140,000 193,354Zoning Fees 9,035 12,550 9,500 12,927Driveway Cut Fees 2,456 4,999 2,300 2,369Check Service Charge 600 660 500 515Cemetery Fees 21,300 14,850 14,000 19,650REWA Admin. Fee 29,125 42,125 23,000 30,893Planning Commission Fees 11,200 9,950 10,000 12,065Board of Zoning Appeals Fees 11,540 14,810 14,000 10,471Design and Preservation Com. Fees 15,950 17,900 17,500 18,437CVB Information Tech. Services 13,200 12,100 13,200 12,463Miscellaneous 32,863 36,403 25,350 20,057

276,162 339,581 273,350 338,433Public Safety

False Burglar Alarm Fees 104,740 69,260 74,000 61,200Burglar Alarm Registration 8,870 8,170 8,000 6,151Wrecker Service 15,000 15,000 15,000 15,000Fire Protection 114,349 113,307 113,000 115,573False Fire Alarm Fees 800 650 500 677Fire Alarm Monitoring Fees 150 0 0 0Cert. of Necessity - Taxicab 9,650 11,220 9,750 12,561Code Enforcement Violations 42,928 29,305 32,000 32,680

296,487 246,912 252,250 243,842Recreation and Event Fees

Comm. Center - Pearse 410 768 100 799Comm. Center - Hellams 1,430 445 100 463Comm. Center - Butler 105 105 0 0Comm. Center - Nicholtown 1,730 1,568 1,000 1,631Comm. Center - W. Greenville 12,078 9,315 9,000 9,691Super Summer 29,094 25,349 30,000 26,373Athletics 5,072 3,358 3,000 3,494League Fees 86,464 97,762 86,000 101,712Picnic Shelters 36,030 47,851 38,000 54,085Special Events 24,404 24,680 24,000 25,676




Recreation and Event Fees (Continued)Falls Park 19,859 12,139 15,000 16,407Special Events Wristbands 46,339 44,768 47,000 46,577Misc. Recreation Fees 0 0 0 900

263,015 268,108 253,200 287,808

TOTAL FEES AND CHARGES 835,664 854,601 778,800 870,083

FINES AND COSTSCriminal and Traffic Fines 405,121 375,779 379,000 344,240Miscellaneous 4,180 3,374 3,200 3,510

409,301 379,153 382,200 347,750

TOTAL FINES AND COSTS 409,301 379,153 382,200 347,750

OTHER REVENUEInterest Earnings

Interest - Pooled 27,424 27,390 20,000 28,496Interest - Other 1,415 13,114 0 10,658

28,839 40,504 20,000 39,154Rents and Royalties

Fire Training 5,997 12,825 13,000 5,100City Hall Roof 20,735 21,047 21,625 21,897PCS/Cellular Tower 32,400 32,940 33,900 34,271Falls Park - Overlook Grill 12,398 5,034 0 5,136International Center 5,040 0 0 0Miscellaneous Rentals 8,916 7,844 1,000 5,620

85,486 79,690 69,525 72,024Sales

Property Sales 0 15,651 0 0Surplus Equipment 79,150 51,339 50,000 53,413Miscellaneous Sales 443 15 0 15

79,593 67,005 50,000 53,428




External ReimbursementsEmergency Preparedness 4,057 5,301 4,400 5,515Vacant Lot Clearing 5,130 8,550 8,600 5,100Event Permits 271,466 284,796 260,000 268,260State Traffic Division 237,030 235,942 236,000 243,452Greenville County School District 248,000 248,000 248,000 248,000Health/Dental Premiums* 2,625 888 0 0Employee Tobacco Surcharge 54,046 49,552 47,207 0Miscellaneous 69,455 128,493 74,500 46,944

891,809 961,522 878,707 817,271

TOTAL OTHER REVENUE 1,085,727 1,148,721 1,018,232 981,877

OTHER SOURCES/TRANSFERSStormwater Fund 298,079 289,458 341,801 323,052Wastewater Fund 244,710 275,747 225,000 229,500Parking Enterprise Fund 275,120 321,960 373,676 329,417Law Enforcement Fund 0 21,490 0 0Miscellaneous Grants 0 3,806 0 0Utility Undergrounding Fund 20,060 32,182 50,513 43,754Hospitality Tax Fund 2,374,921 2,490,607 2,380,416 2,636,347State Accommodations Tax 241,504 255,957 98,150 114,800Local Accommodations Tax 21,035 22,189 23,360 303,116Downtown Infrastructure Fund 371,868 418,905 492,066 417,275GO Bond Proceeds 0 11,457,266 0 0Capital Leases 1,308,681 0 0 950,000

5,155,978 15,589,567 3,984,982 5,347,261

TOTAL OTHER SOURCES/TRANSFERS 5,155,978 15,589,567 3,984,982 5,347,261

TOTAL GENERAL FUND $ 65,074,581 78,999,947 65,850,638 71,590,027

FUND BALANCE APPROPRIATED $ 0 0 1,857,032 3,056,900



FY 2014-15 GENERAL FUND EXPENDITURES $74,646,927

LEGISLATIVE AND ADMIN.5.3%

NON-DEPART. / TRANSFER / DEBT

SERVICE11.0%

PUBLIC INFORMATION

1.3%

HR2.0%

OMB6.4%

ECON. AND COMM. DEV.3.7%

POLICE 27.7%

FIRE21.0%

PUBLIC WORKS11.7%

PARKS & RECREATION

10.1%

2011-12 2012-13 2013-14 2014-15

Actual Actual Budget BudgetLegislative and Administrative

Mayor and Council $ 288,358 271,107 292,863 293,720City Attorney's Office 888,477 939,905 957,612 982,884Municipal Court 1,477,952 1,481,560 1,595,073 1,632,738City Manager's Office 776,676 746,482 813,560 844,382City Clerk's Office 171,242 181,014 213,398 185,834

3,602,705 3,620,068 3,872,506 3,939,558

Non-Departmental

Non-Dept: Operations 1,312,264 1,594,492 1,911,490 2,068,8901,312,264 1,594,492 1,911,490 2,068,890

Public Information and EventsPublic Information Division 513,590 499,820 529,047 523,389Special Events 431,865 417,917 426,940 426,537

945,455 917,737 955,987 949,926



2011-12 2012-13 2013-14 2014-15

Actual Actual Budget Budget

Economic and Community Dev.

Economic Development 566,440 581,299 785,813 788,801

Building and Prop. Maintenance 1,088,643 1,097,556 1,220,398 1,433,230

Planning and Zoning 406,896 413,527 486,368 568,110

2,061,979 2,092,382 2,492,579 2,790,141

Human Resources

Human Resources 882,370 806,057 945,973 940,124

Occupational Health 472,760 449,528 485,296 520,450

1,355,130 1,255,585 1,431,269 1,460,574

Office of Management and Budget

Administration Division 433,140 453,548 419,554 414,940

Accounting Division 473,408 529,108 501,033 484,838

Revenue Division 666,747 692,344 723,491 752,685

Purchasing Division 401,655 421,140 422,497 430,760

Geographic Information Systems 400,005 410,772 416,614 392,435

Information Technology 2,480,331 2,204,844 2,259,081 2,292,533

4,855,286 4,711,756 4,742,270 4,768,191

Police Department

Police Chief's Office 416,477 431,277 423,224 435,811

Administration Division 1,140,221 1,348,795 1,338,726 1,606,651

Support Division 6,151,407 6,375,955 6,719,066 7,317,605

Operations Division 9,099,232 8,746,225 9,728,331 9,274,105

Communications Section 1,821,883 1,823,853 1,922,329 2,006,468

18,629,220 18,726,105 20,131,676 20,640,640

Fire Department

Fire Administration Division 236,213 236,937 228,359 243,597

Fire Prevention Division 429,219 584,258 588,566 579,571

Fire Suppression Division 10,633,958 9,268,938 10,036,300 14,146,888

Fire Services Division 634,953 639,025 728,399 711,547

11,934,343 10,729,158 11,581,624 15,681,603



2011-12 2012-13 2013-14 2014-15

Actual Actual Budget BudgetPublic Works DepartmentPublic Works Administration 410,593 414,677 433,421 441,030Traffic Engineering Division 2,309,944 2,350,824 2,382,532 2,489,746Engineering Division 657,489 698,710 736,406 777,723Construction Inspection Bureau 583,639 533,112 637,086 703,918

Streets Division 2,104,194 2,088,603 2,259,707 2,544,767Building Services Division 1,296,579 1,269,247 1,382,629 1,384,366Trolley Operations 140,623 155,915 0 0Downtown Infrastructure Maintenance 394,426 342,672 492,066 366,480

7,897,487 7,853,760 8,323,847 8,708,030

Parks and Recreation

Parks and Recreation Administration 668,247 720,853 781,521 797,406Recreation Division 1,166,353 1,289,796 1,505,460 1,629,960Parks Maintenance Division 1,436,909 1,669,189 1,728,221 1,710,234Rights-of-Way Division 548,516 556,160 625,242 628,819Beautification Division 1,205,822 1,036,405 1,142,209 1,195,263Tree Maintenance Division 454,660 493,752 547,374 480,820Falls Park Crew 739,590 786,521 854,572 1,070,741

6,220,097 6,552,676 7,184,599 7,513,243

TransfersTransfers 2,972,704 4,146,881 3,513,450 4,393,660Debt Service 1,615,771 12,997,096 1,566,373 1,732,471

TOTAL GENERAL FUND $ 63,402,441 75,197,696 67,707,670 74,646,927



FY 2014-15 GENERAL FUND EXPENDITURES BY TYPE

EXPENDITURES BY TYPE FY 2011-12 THROUGH FY 2014-15

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

$40,000,000

$45,000,000

$50,000,000

11-12 Actual 12-13 Actual 13-14 Budget 14-15 Budget

Personnel Services Operating Expenditures Capital Outlay Other


Personnel Services $ 43,183,553 43,329,702 45,001,454 46,830,255Operating Expenditures 9,932,932 10,379,141 11,206,592 11,793,877Fleet Charges 2,120,881 2,305,090 2,349,120 2,195,172Risk Charges 1,329,086 1,359,264 1,505,093 1,618,580Capital Outlay 2,247,514 680,522 2,565,588 6,082,912Transfers 2,972,704 4,146,881 3,513,450 4,393,660Debt Service 1,615,771 12,997,096 1,566,373 1,732,471

$ 63,402,441 75,197,696 67,707,670 74,646,927

SUMMARY SCHEDULE BY EXPENDITURE TYPE



FY 2014-15 CAPITAL OUTLAY IN THE OPERATING BUDGET

Department/Division Capital Item(s) Amount BudgetedPIE/Public Information Replace 1 Vehicle $25,000OMB/Information Technology Computer Replacements and Upgrades $165,000Police/Operations Replace 27 Vehicles $862,569Police/Support Replace 9 Vehicles $287,523Fire/Suppression Replace 2 Vehicles $57,000Fire/Suppression Replace 1 Quint* $950,000Fire/Suppression Verdae/Woodruff Station

Construction and Other Fire Station Improvements

$3,343,153

Public Works/Traffic Engineering Replace 2 Vehicles $55,000Public Works/Traffic Engineering Upgrade Signal Software $41,667Public Works/Streets Replace 1 Tractor Backhoe $85,000Public Works/Streets Replace 1 Sand Spreader $16,000Public Works/Streets Replace 1 Dump Truck $90,000Parks and Rec./Parks Maintenance Replace 1 Front Mount Mower $22,000Parks and Rec./Beautification Replace 2 Vehicles $58,000Parks and Rec./Falls Park Crew Purchase 1 Vehicle $25,000Total, General Fund Capital Outlay $6,082,912

Fund Capital Item(s) Amount BudgetedWastewater Replace 1 Track Skid Steer Loader $80,000Wastewater Replace 1 Mini Excavator $90,000Wastewater Replace 1 Dump Truck $80,000Solid Waste Replace 1 Garbage Rear Loader $160,000Solid Waste Purchase 1 Automated Leaf Truck $160,000Solid Waste Replace 1 Walking Floor Trailer $75,000Stormwater Replace 1 Mini Excavator $65,000Stormwater Replace 1 Tractor Loader $87,000Stormwater Replace 1 Vehicle $35,000Greenville Zoo Purchase 1 Walk-in Freezer $16,000Greenville Zoo Replace 1 Clubcar $11,000Total, Enterprise Funds Capital Outlay $859,000

Fund Capital Item Amount BudgetedFleet Services Replace 1 Vehicle $35,000Total, Internal Service Funds Capital Outlay $35,000

*Purchased through a lease-purchase agreement

Enterprise Funds (These capital items are captured in each individual Enterprise Fund, and are not includedin the General Fund. They are included here for informational purposes only.)

Internal Service Funds (These capital items are captured in each individual Internal Service Fund, and arenot included in the General Fund. They are included here for informational purposes only.)



FY 2014-15 SUMMARY OF PERSONNEL CHANGES

Department/Division Position(s) Amount BudgetedED / Building and Prop. Maint. Addition - 2 Inspectors $135,674ED / Building and Prop. Maint. Addition - 1 Permit Technician $44,397ED / Planning and Zoning Addition - 1 Zoning Officer $56,773Police / Support Addition - 1 PT CBD Compliance

Inspector$38,051

Police / Support Reduction - 1 Investigative Services Specialist

($44,385)

Fire / Fire Suppression Addition - 3 Firefighter II's $144,268PW / Streets Addition - 2 Streets Cleaning Tech II's $93,017PW / Construction Inspection Addition - 1 Senior Engineering

Technician$67,837

Parks and Rec. / Falls Park Crew Addition - 1 Parks and Rec. Maintenance Tech. II

$40,495

Parks and Rec. / Falls Park Crew Addition - 1 Parks and Rec. Maintenance Tech. I

$36,271

Total, General Fund Personnel Changes $612,398

Fund Position(s) Amount BudgetedHealth Benefits 1 Administrative Assistant $42,371Fleet Services 3 Mechanic II's $140,526Total, Internal Service Fund Personnel Changes $182,897

Fund Position(s) Amount BudgetedParking / RiverPlace Addition - 4 Attendants $139,943Stormwater/Administration Addition - 1 PT Sr. Civil Engineer $48,155Stormwater/Administration Addition - 1 Civil Engineer $75,124Transit / Demand Response Addition - 1 Dispatcher $40,148Transit / Non-Vehicle Maintenance Addition - 1 Bus Shelter Servicer $40,148

Total, Enterprise Funds Personnel Changes $343,518

Enterprise Funds (These personnel are captured in each individual Enterprise Fund, and are not includedin the General Fund. They are included here for informational purposes only.)

Internal Service Funds (These personnel are captured in each individual Internal Service Fund, and are notincluded in the General Fund. They are included here for informational purposes only.)



LEGISLATIVE AND

ADMINISTRATIVE



LEGISLATIVE AND ADMINISTRATIVE OVERVIEW

The Legislative and Administrative classification consists primarily of the legislative and executive branches of City government, Municipal Court, and the City Attorney’s Office. Also reflected in this classification is the Non-Departmental account which funds contracts, programs, transfers, and other expenditures not directly related to specific departmental operations.

MAYOR & COUNCIL

(07 FT)ADMIN. SUPPORT

(03 FT)

CITY MANAGER

(04 FT)

MUNICIPAL COURT

(17 FT)(2 PT)

CITY ATTORNEY

(08 FT)

PUBLIC WORKS

PARKS & RECREATION

ECONOMIC AND COMMUNITY

DEVELOPMENT

FIRE

POLICE

HUMAN RESOURCES

OMB

PUBLIC

INFORMATION

AND EVENTS

PUBLIC TRANSPORTATION

2011-12 2012-13 2013-14 2014-15 Total ChangeActual Actual Budget Budget FY15 - FY14

Authorized StaffingMayor and Council 8 8 8 8 0City Attorney's Office 8 8 8 8 0Municipal Court 19 19 19 19 0City Manager's Office 4 4 4 4 0City Clerk's Office 2 2 2 2 0

TOTAL STAFFING 41 41 41 41 0

LEGISLATIVE AND ADMINISTRATIVEFY 2014-15 PERSONNEL SUMMARY



FY 2014-15 LEGISLATIVE AND ADMINISTRATIVE OPERATING BUDGET

$7,740,919

Mayor and

Council

7%

City Attorney's

Office

25%

Municipal Court

42%

City Manager's

Office

21%

City Clerk's Office

5%

2011-12 2012-13 2013-14 2014-15 % Change

Actual Actual Budget Budget FY15 - FY14

Divisions

Mayor and Council $ 288,358 271,107 292,863 293,720 0.3%

City Attorney's Office 888,477 939,905 957,612 982,884 2.6%

Municipal Court 1,477,952 1,481,560 1,595,073 1,632,738 2.4%

City Manager's Office 776,676 746,482 813,560 844,382 3.8%

City Clerk's Office 171,242 181,014 213,398 185,834 -12.9%

Subtotal, Divisions $ 3,602,705 3,620,068 3,872,506 3,939,558 1.7%

Debt Service 1,615,771 12,997,096 1,566,373 1,732,471 10.6%

Non-Dept: Operations 1,312,264 1,594,492 1,911,490 2,068,890 8.2%#DIV/0!

TOTAL $ 6,530,740 18,211,656 7,350,369 7,740,919 5.3%

Expenditure Category

Personnel Services $ 2,772,540 2,904,554 2,970,286 3,065,794 3.2%

Operating Expenditures 2,099,743 2,258,985 2,762,667 2,898,322 4.9%

Fleet Charges 1,578 2,790 1,824 3,151 72.8%

Risk Charges 41,108 41,027 42,540 41,181 -3.2%

Capital Outlay 0 7,204 6,679 0 -100.0%

Debt Service 1,615,771 12,997,096 1,566,373 1,732,471 10.6%

TOTAL EXP. BY CATEGORY $ 6,530,740 18,211,656 7,350,369 7,740,919 5.3%

LEGISLATIVE AND ADMINISTRATIVE

FY 2014-15 OPERATING BUDGET SUMMARY



MAYOR AND COUNCIL Under the Council-Manager form of government, Section 5-13-10 et seq., of the South Carolina Code, the City Council is the governing body of the City of Greenville. Its membership includes the Mayor, elected at large, and six Council members elected to staggered four-year terms. The Mayor serves as the presiding officer at City Council meetings and as an ex-officio member of all standing committees. The Mayor represents the City in a variety of functions, holds those emergency powers provided by City code, and exercises political leadership to develop consensus and form coalitions on issues of community interest. Legislative policy direction is provided to the City Manager who is directly responsible for the operations of City government. Regular City Council meetings are held on the second and fourth Mondays of each month.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES

Personnel Services $213,134 215,197 $220,302 $223,221

Operating Expenditures 67,805 47,158 63,816 60,436

Fleet Charges 1,578 2,790 1,824 3,151

Risk Charges 5,841 5,962 6,921 6,912

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $288,358 271,107 $292,863 $293,720

STAFFING

Full-Time Staff 8 8 8 8

MAYOR AND CITY COUNCIL

FY 2014-15 BUDGET HIGHLIGHTS The Mayor and City Council budget increases 0.3% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $2,919 in personnel services primarily attributable to compensation adjustments.

• A reduction net reduction of $3,380 in operating expenditures primarily due to a decrease of $4,000 for election and inauguration costs from the prior year.



CITY ATTORNEY’S OFFICE The City Attorney’s Office provides legal counsel to the Mayor, City Council, City Manager, operating departments, and boards and commissions. The City Attorney also provides litigation services in all State and Federal courts, prosecutes cases before Municipal Court, and coordinates the jury trial docket to dispose of cases in a timely and equitable manner. Other legal services include: monitoring risk exposure and revising related policies and procedures, verifying property titles and ownerships, conducting contract negotiations, drafting contracts, reviewing draft ordinances and resolutions, assessing and advising on enforcement issues, responding to citizen inquiries and complaints, and processing various claims.


EXPENDITURESPersonnel Services $822,788 873,882 $880,360 $903,272Operating Expenditures 57,328 57,536 68,010 71,010Fleet Charges 0 0 0 0Risk Charges 8,361 8,487 9,242 8,602Capital Outlay 0 0 0 0TOTAL EXPENDITURES $888,477 939,905 $957,612 $982,884

STAFFINGFull-Time Staff 8 8 8 8

CITY ATTORNEY'S OFFICE

FY 2014-15 BUDGET HIGHLIGHTS The City Attorney’s budget increases 2.6% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $22,912 in personnel services primarily attributable to compensation adjustments and changes in health benefits elections.

• A reduction of $5,000 due to one-time costs to upgrade the defense attorney software. • An increase of $8,000 in operating expenditures for office furniture for the new City Attorney.



MUNICIPAL COURT

Municipal Court schedules and adjudicates municipal offenses and State criminal cases of less than a $500 fine and 30-day jail term and conducts preliminary hearings for State cases. The Municipal Court budget also includes the expenditure of prisoner housing at the Greenville County Detention Center.


EXPENDITURESPersonnel Services $1,021,763 1,076,756 $1,128,676 $1,166,233Operating Expenditures 63,633 35,283 53,266 54,426County Prisoner Detention 376,187 352,867 395,000 395,000Fleet Charges 0 0 0 0Risk Charges 16,369 16,654 18,131 17,079Capital Outlay 0 0 0 0TOTAL EXPENDITURES $1,477,952 1,481,560 $1,595,073 $1,632,738

STAFFINGFull-Time Staff 16 16 17 17Part-Time Staff 3 3 2 2TOTAL STAFFING 19 19 19 19

MUNICIPAL COURT

FY 2014-15 BUDGET HIGHLIGHTS The Municipal Court budget increases 2.4% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $37,557 in personnel services primarily due to compensation adjustments and employee turnover.


SAFE CITY Completed Initiative

FY 14-15 Initiative

Ongoing Initiative

Continue working with the Police Department and other City departments to promote the effective administration of justice through a variety of programs and methods.

Continue to collaborate with the community, law enforcement, and stakeholders to promote public safety and work toward continued reduction of criminal behavior.



(MUNICIPAL COURT CONTINUED)

SUSTAINABLE CITY Completed Initiative

FY 14-15 Initiative

Ongoing Initiative

Focus on a clean and green community with law enforcement and codes, as well as all other stakeholders, to promote a clean and healthy environment.

PROSPEROUS CITY Completed Initiative

FY 14-15 Initiative

Ongoing Initiative

Through a variety of sentencing programs, promote civil behavior, education and employment, while minimizing drug and alcohol abuse and other forms of criminal behavior.

CITY OF NEIGHBORHOODS Completed Initiative

FY 14-15 Initiative

Ongoing Initiative

Continue collaboration with law enforcement and other departments to keep Greenville a city of thriving, safe, and productive neighborhoods.

MOBILE CITY Completed Initiative

FY 14-15 Initiative

Ongoing Initiative

Continue, in collaboration with law enforcement, to enhance safe traffic flow and minimized congestion and unsafe behavior of drivers.

INCLUSIVE CITY Completed Initiative

FY 14-15 Initiative

Ongoing Initiative

Provide a welcoming and positive environment for all cultures and customers of the court. This includes improved access, interpretation services, and assistance by all staff members whenever appropriate and necessary.



CITY MANAGER’S OFFICE The City Manager, the Chief Executive Officer of the City under the Council-Manager form of government, provides the Mayor and Council with professional guidance on policy issues and directs all operations of City government. The City Manager executes and administers City policies and procedures effectively and efficiently, and maintains professional relationships with other government officials, corporate officers, community leaders, neighborhood groups, and private citizens.


EXPENDITURESPersonnel Services $560,642 579,571 $581,286 $611,573


Fleet Charges 0 0 0 0

Risk Charges 8,597 7,953 5,689 6,249

Capital Outlay 0 7,204 0 0


STAFFING


CITY MANAGER'S OFFICE

FY 2014-15 BUDGET HIGHLIGHTS The City Manager’s Office budget increases 3.8% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $30,287 in personnel services primarily due to compensation adjustments.



CITY CLERK’S OFFICE The City Clerk serves as liaison between City Council and its constituents and is custodian of City Council’s legislative history and other official records of the City including the City charter, City code, City seal, minutes, ordinances, resolutions, annexations, and council district and zoning maps. The City Clerk is appointed by the City Manager and works closely with the City Attorney, the Mayor and members of City Council. Functions of the City Clerk include, but are not limited to, administrative and legislative, boards and commissions, archives and records management, and elections.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES




Risk Charges 1,940 1,971 2,557 2,339

Capital Outlay 0 0 6,679 0


STAFFING


CITY CLERK'S OFFICE

FY 2014-15 BUDGET HIGHLIGHTS The City Clerk’s Office budget decreases 12.9% from the FY 2013-14 Adopted Budget and reflects:

• A net increase of $1,833 in personnel services primarily due to compensation adjustments. • Reduction of $22,500 due to one-time costs to update the City Code.



FY 14-15 Initiative

Ongoing Initiative

Provide administrative support to City Council; prepare and record official legislative actions and manage distribution of such records to internal and external customers.

Maintain and administer supplements and codifications of Code of Ordinance; serve as custodian of City Council records and ensure storage, preservation, and distribution of such records.

Serve as election officer for the City and as staff liaison to the Municipal Election Commission; coordinate election activities; prepare, distribute, and publish notices of filing dates and deadlines for elections.



NON-DEPARTMENTAL

City contractual commitments, memberships, programs, transfers, and other expenditures not directly related to specific departmental operations are reflected here.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES

Operating Expenditures $1,312,264 1,594,492 $1,911,490 $2,068,890

TRANSFERS

Capital Projects Fund 646,000 1,625,000 1,526,000 2,219,450

Miscellaneous Grants Fund 22,233 0 0 0

Victim Witness Fund 0 34,292 20,142 46,902

Wastewater Fund 0 414,377 0 0

Solid Waste Fund 2,304,471 2,073,212 1,967,308 2,127,308

Total Transfers 2,972,704 4,146,881 3,513,450 4,393,660

TOTAL EXPENDITURES $4,284,968 5,741,373 $5,424,940 $6,462,550

NON-DEPARTMENTAL

FY 2014-15 BUDGET HIGHLIGHTS The Non-Departmental budget increases 19.1% over the FY 2013-14 Adopted Budget and reflects:

• Operating expenditures includes the contribution to SC ORBET for post-employment retiree benefits to comply with GASB 45 and the City’s retiree medical benefit payment. The total combined cost is $650,000.

• $410,000 has been budgeted in operating expenditures to fund the Information Technology Improvement Program which will allow the City to comprehensively select, from an organization-wide perspective, solutions that improve the City’s effectiveness and efficiency.

FY 2014-15 OPERATING EXPENDITURE DETAIL

Retiree Medical Benefit Payments / SC ORBET $650,000Information Technology Improvement Program 410,000

GTA Subsidy For Routes 355,000

Wade Hampton Fire District Agreement 190,000

GTA Subsidy For Trolley 105,000

Public Safety Camera Poles 80,000

Verdae Public Improvements 78,000

Contingency 75,000

Taxes 60,000

Miscellaneous 46,000

Parker Fire District Agreement 16,500

Richland Cemetery Tower Revenue Sharing 3,390

TOTAL OPERATING EXPENDITURES $2,068,890



GENERAL DEBT SERVICE

Debt service for general government facilities and equipment are recorded in the General Debt Service Account. This includes general obligation bonds and capital lease payments. Details on specific debt issuances can be found in the CIP/Debt Management Section.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES

Principal Retirement $1,157,338 1,371,096 $1,244,065 $1,417,186

Interest Charges 456,433 242,811 319,808 312,785

Fiscal Charges 2,000 1,734 2,500 2,500

Pmt. to Refund. Debt Escrow 0 11,203,450 0 0

Bond Issuance Costs 0 178,005 0 0


GENERAL DEBT SERVICE

FY 2014-15 BREAKDOWN OF PRINCIPAL AND INTEREST PRINCIPAL

2014 Capital Lease Principal (Phone Replacement Project) 139,000

2012 GO Bond Principal 845,000

2012 Capital Lease Principal 261,834

2010 Capital Lease Principal 153,232

2010 Qualified Energy Conservation Bonds Principal 18,120

TOTAL PRINCIPAL $1,417,186

INTEREST

2014 Capital Lease Interest (Phone Replacement Project) 26,410

2012 GO Bond Interest 253,375

2012 Capital Lease Interest 13,074

2010 Capital Lease Interest 4,344

2010 Qualified Energy Conservation Bonds Interest 15,582

TOTAL INTEREST $312,785



PUBLIC INFORMATION AND EVENTS

Mission Statement

The mission of Public Information and Events is to create public awareness and understanding about City government as well as serve as an internal communication resource for City employees. To solicit, plan, and produce events that aid in achieving the City's strategic goals while providing an

entertaining experience for residents and visitors to the city.



PUBLIC INFORMATION AND EVENTS OVERVIEW

The Public Information and Events Department provides coordinated and accurate material to the general public, the media, and City personnel so they can have the information they need in a timely manner. Public Information and Events is responsible for coordinating and overseeing all aspects of communications and public relations as it relates to the City’s many constituencies, as well as administering, regulating, and producing community events. The department also researches grants, awards, and other exterior funding opportunities in support of City activities and projects, and facilitates the application process.

CITY MANAGER

DIRECTOR OF PUBLIC INFORMATION AND EVENTS

(01 FT)

PUBLIC INFORMATION (07 FT)

SPECIAL EVENTS (04 FT)

*Event Management (06 FT)

*Event Management is an Enterprise Fund and not included in the total Public Information and Events position count reflected in the table below.


Authorized StaffingPublic Information Division 7 7 7 7 0Special Events 5 5 5 5 0


PUBLIC INFORMATION AND EVENTSFY 2014-15 PERSONNEL SUMMARY



FY 2014-15 PUBLIC INFORMATION AND EVENTS OPERATING BUDGET

$949,926

Public Information

Division55%

Special Events45%

2011-12 2012-13 2013-14 2014-15 % ChangeActual Actual Budget Budget FY15 - FY14

DivisionsPublic Information Division $ 513,590 499,820 529,047 523,389 -1.1%Special Events 431,865 417,917 426,940 426,537 -0.1%

Subtotal, Divisions $ 945,455 917,737 955,987 949,926 -0.6%

Expenditure CategoryPersonnel Services $ 809,885 832,521 846,803 829,845 -2.0%Operating Expenditures 99,357 68,299 79,838 80,424 0.7%Fleet Charges 4,159 5,550 5,828 1,847 -68.3%Risk Charges 11,170 11,367 13,518 12,810 -5.2%Capital Outlay 20,884 0 10,000 25,000 150.0%

TOTAL EXP. BY CATEGORY $ 945,455 917,737 955,987 949,926 -0.6%

PUBLIC INFORMATION AND EVENTSFY 2014-15 OPERATING BUDGET SUMMARY



PUBLIC INFORMATION DIVISION

The Public Information Division is responsible for coordinating and overseeing all aspects of communications and public relations as it relates to the City’s many constituencies, including residents, media outlets and their representatives, business owners, visitors, and elected officials. The staff develops messaging and programs that effectively communicate the City’s goals, accomplishments, and projects. The Public Information Division works with all City departments to provide public relations support, as well as to create fresh ideas, graphics, and new perspectives for print and collateral pieces. The division also maintains the City’s websites (greenvillesc.gov, greenvillezoo.com, saturdaymarketlive.com, police.greenvillesc.gov, fallspark.com, iceonmain.com, connections.greenvillesc.gov, greenvillesc2014.com, fallforgreenville.net). In addition, Public Information provides customer service and information to the citizens of Greenville through direct personal contact (Greenville Cares), neighborhood and community meetings, e-mail, media, telephone, and numerous e-newsletters. The division also researches grants, awards, and other exterior funding opportunities in support of City activities and projects, and facilitates the application process.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES



Fleet Charges 4,159 5,550 5,828 1,847

Risk Charges 6,527 6,647 7,756 7,179

Capital Outlay 20,884 0 10,000 25,000


STAFFING


PUBLIC INFORMATION DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Public Information budget decreases 1.1% from the FY 2013-14 Adopted Budget and reflects:

• A net decrease of $15,940 in personnel services primarily attributable to changes in health benefits elections.

• $25,000 is budgeted to replace one vehicle.



(PUBLIC INFORMATION DIVISION CONTINUED) STRATEGIC INITIATIVES


FY 14-15 Initiative

Ongoing Initiative

Aiding police and fire efforts to ensure public safety through citizens’ use of Greenville Cares and by creating video segments that promote tip lines and public safety.


FY 14-15 Initiative

Ongoing Initiative

Support City departments by producing marketing materials (media releases, brochures, flyers, video segments, door hangers, web pages) that communicate the City’s efforts to protect the environment and support citizens’ efforts to do the same.


FY 14-15 Initiative

Ongoing Initiative

Identify and highlight (through press releases, events, video, and web sites) key news stories that are of national, regional, or local interest and that promote the City’s business climate and quality of life.


FY 14-15 Initiative

Ongoing Initiative

Manage citizen problems, questions, and issues through Greenville Cares and route them to the appropriate City department.

Support neighborhood involvement and initiatives through a dedicated neighborhood liaison.

Make the City and its departments more visible to the public by effectively communicating the impact the City has on the community.



SPECIAL EVENTS DIVISION

The Special Events Division provides administration for all events held on public property, sidewalk encroachments, and other public property uses. Special Events organizes community events that emphasize family participation, promote the City’s leisure facilities, and encourage tourism. Special Events is responsible for planning, marketing, and permitting over 150 city-wide public events, which include 40 races and parades, 47 single-day events, 77 concert series events, 15 neighborhood block parties, and 16 festivals.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES




Risk Charges 4,643 4,720 5,762 5,631



STAFFING


SPECIAL EVENTS DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Special Events Division budget decreases 0.1% from the FY 2013-14 Adopted Budget and reflects:

• A net decrease of $1,018 in personnel services primarily attributable to changes in health benefits elections.

MAJOR EVENTS SCHEDULED FOR FY 2014-15 Month Event Month Event July Red, White, and Blue Festival October Fall for Greenville April Para-cycling Championship December Greenville Poinsettia Parade June-Aug. Reedy River Concert Series January The Greenville News Run D’town April-Sept. Downtown Alive/Street Party September Euphoria Food and Wine Festival April-Sept. Main St. Fridays/Street Party May Highland Games Parade May-Oct. Saturday Market May Artisphere



(SPECIAL EVENTS DIVISION CONTINUED) STRATEGIC INITIATIVES


FY 14-15 Initiative

Ongoing Initiative

Work with VisitGreenvilleSC and other organizations to promote Greenville to out of town visitors.


FY 14-15 Initiative

Ongoing Initiative

Administer downtown sidewalk encroachment regulations.

CITY OF CULTURE AND RECREATION Completed Initiative

FY 14-15 Initiative

Ongoing Initiative

Oversee and facilitate various City-wide events by providing the administration of 150 event permit applications. Provide regulation of downtown news racks.


FY 14-15 Initiative

Ongoing Initiative

Develop and implement marketing strategies to attract new audiences to Greenville and planned events. Plan and produce family-oriented special events while implementing programming to promote diversity.



ECONOMIC AND COMMUNITY DEVELOPMENT

Mission Statement

It is the mission of Economic and Community Development to encourage economic development, consistent with the Comprehensive Plan, which 1)

expands the long-term tax base, 2) provides quality housing for all, 3) encourages jobs and upward mobility for all citizens, 4) enhances the

experience and stay of visitors, and 5) improves the quality of life for all residents.



ECONOMIC AND COMMUNITY DEVELOPMENT OVERVIEW

The Economic and Community Development Department includes the Economic Development Division, the Building and Property Maintenance Division, and the Planning and Zoning Division. These divisions are responsible for the orderly development of the City through land use planning, code enforcement, business recruitment and retention, neighborhood revitalization, annexation, and infill development.

DEPUTY CITY MANAGER

DIRECTOR OF ECONOMIC AND COMMUNITY

DEVELOPMENT

(01 FT)

BUILDING AND PROP. MAINT.(18 FT)

ECONOMIC DEVELOPMENT

(06 FT)

PLANNING AND ZONING

(07 FT)

*COMMUNITY DEV.(SPECIAL REVENUE)

(08 FT)


Authorized StaffingEconomic Development 7 7 7 7 0Building and Prop. Maintenance 16 16 15 18 3Planning and Zoning 6 6 6 7 1


ECONOMIC AND COMMUNITY DEVELOPMENTFY 2014-15 PERSONNEL SUMMARY

*Funding and positions within Community Development are reflected in the Community Development, HOME Special Revenue, and Miscellaneous Grants Funds.



FY 2014-15 ECONOMIC AND COMMUNITY DEVELOPMENT OPERATING BUDGET

$2,790,141


28%

Building and Prop.

Maintenance52%

Planning and Zoning

20%


DivisionsEconomic Development $ 566,440 581,299 785,813 788,801 0.4%Building and Prop. Maintenance 1,088,643 1,097,556 1,220,398 1,433,230 17.4%Planning and Zoning 406,896 413,527 486,368 568,110 16.8%


Expenditure CategoryPersonnel Services $ 1,769,199 1,732,672 2,010,950 2,307,188 14.7%Operating Expenditures 220,934 305,362 392,582 394,296 0.4%Fleet Charges 15,331 14,881 20,005 14,819 -25.9%Risk Charges 38,820 39,467 69,042 73,838 6.9%Capital Outlay 17,695 0 0 0 0.0%


ECONOMIC AND COMMUNITY DEVELOPMENTFY 2014-15 OPERATING BUDGET SUMMARY



ECONOMIC DEVELOPMENT DIVISION Economic Development promotes a variety of activities and programs designed to obtain a healthy balance of strategic growth and improved quality of life. This is addressed by facilitating private development, implementing programs for business retention, pursuing annexation opportunities, developing and implementing plans and strategies for revitalization, recruiting businesses, and cultivating residential development opportunities citywide. This office also oversees the functions of Community Development, whose grant-funded activities are reflected in a special revenue fund.





FY 2014-15 BUDGET HIGHLIGHTS The Economic Development budget increases 0.4% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $3,216 in personnel services primarily due to staff changes and compensation adjustments, offset by employee health benefits elections changes.



FY 14-15 Initiative

Ongoing Initiative

Continue to strengthen partnerships with Clemson University’s programs including the business school and CU-ICAR.

Continue to assist developers and property owners on several large development projects including the Point, Magnolia Park, Verdae, and CU-ICAR.

Continue to implement recommendations of the West Washington market study, Green Avenue/Dunbar Street market study, and Reedy River Master Plan.



(ECONOMIC DEVELOPMENT DIVISION CONTINUED)


FY 14-15 Initiative

Ongoing Initiative

Partner with other Upstate area economic development organizations to recruit appropriate investments into the City and create appropriate marketing packages for the objective.

Continue implementation of the countywide economic development strategy in conjunction with the Chamber of Commerce and Greenville Area Development Corporation (GADC).

Continue partnerships with VisitGreenvilleSC, Upstate Alliance, GADC, and Chamber of Commerce. Continue development and implementation of programs focusing on the establishment of high technology growth companies through the NEXT program.

Continue partnering with the Chamber, the GADC W.I.B., and Greenville Tech Greenville Works to support local businesses and identify expansion and retention opportunities along with job training potential.

Implement strategies and incentives to attract office development to the downtown and West End. Strengthen the downtown retail market through recruitment and marketing efforts. Continue redevelopment in the West End including areas surrounding the baseball stadium and mixed use projects. Encourage revitalization of areas such as Augusta Street, Laurens Road, Haywood Road, Stone Avenue, Pleasantburg Drive, and Wade Hampton Boulevard through commercial corridor programs.

Continue implementation of the recommendations from the Downtown Master Plan study. Continue to work with Augusta Road property owners and businesses to implement a marketing strategy for the Augusta Road Business Association. Continue to work with key businesses and property owners in the Haywood Road area to implement short-term recommendations of the Master Plan.

Continue to support ACCESS (Chamber’s small business collaborative).


FY 14-15 Initiative

Ongoing Initiative

Assist with the development of residential development projects throughout the City including creation of additional affordable housing opportunities.



BUILDING AND PROPERTY MAINTENANCE DIVISION

The Building and Property Maintenance Division works to promote and provide sound construction in new and existing structures for the health, safety, and welfare of the general public and the citizens of the City of Greenville. This will be accomplished through enforcement of state mandated building codes and local ordinances. To this end, the department will strive for excellence in educating its employees to provide quality inspections and to make customer service the foremost objective.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES

Personnel Services $939,110 882,956 $981,679 $1,209,867


Fleet Charges 15,331 14,881 20,005 14,819

Risk Charges 26,395 26,842 28,837 16,817

Capital Outlay 17,695 0 0 0


STAFFING


BUILDING AND PROPERTY MAINTENANCE DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Building and Property Maintenance Division budget increases 17.4% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $228,188 in personnel services primarily due to the addition of two inspectors ($135,674) and one permit technician ($44,397); combined with increases related to compensation adjustments and changes in employee health benefits elections.

BCEGS RATING The Building Code Effectiveness Grading Schedule (BCEGS) establishes criteria for grading how well a community enforces its building code requirements. The rating system, initiated in 1995 and administered by the Insurance Services Office, uses a 1 to 10 scale to indicate the relative effectiveness of a community’s loss-mitigation efforts, with “1" being the best classification. Insurers may apply the BCEGS ratings in determining insurance rates for individual properties. The City’s BCEGS rating improved from “5" to “3" in 1998.



(BUILDING AND PROPERTY MAINTENANCE DIVISION CONTINUED)



FY 14-15 Initiative

Ongoing Initiative

Maintain the current Building Codes Effectiveness Grading Schedule of “3” and seek opportunities to improve the department’s classification.

Seek and provide educational opportunities for staff that will provide effective enforcement of the State mandated Building Codes and will promote departmental cross training.

Encourage and provide the necessary materials for inspection staff to achieve at least one additional certification.

Focus efforts to cross-train staff to cover multiple positions. Explore new programs and initiatives to enhance Property Maintenance Code enforcement for aging building stock through the development and support of a state-wide Property Maintenance Code Enforcement Association which will foster networking opportunities.


FY 14-15 Initiative

Ongoing Initiative

Focus efforts to research and implement programs that will make use of electronic filing and minimize the use of paper and printing.

Educate staff to efficiently use the current data management system and promote interdepartmental usage through focused training.

PROSPEROUS CITY

Completed Initiative

FY 14-15 Initiative

Ongoing Initiative

Review the current business processes within the division to provide a clear, customer-friendly development process.

Review business processes and interaction within City divisions involved in the permit and plan review process to ensure clear, understandable ordinances and processes for development.

Coordinate an all-inclusive, multidepartment, computer data management system that will centralize the record keeping objectives and promote consistency throughout the City.

Expand the current data management system to include a web application which will allow public access to project plan review management, real-time inspection results and online permitting.

Focus resources to outfit the department’s field inspectors with mobile devices that will give them access to the computer data management system and will increase productivity and time in the field.

CITY OF NEIGHBORHOODS Completed

Initiative FY 14-15 Initiative

Ongoing Initiative

Utilize property maintenance inspections to reduce substandard housing and revitalize nonconforming properties.

Research options and develop strategies that will encourage landlord corporation in maintaining rental property compliant with adopted standards.



PLANNING AND ZONING DIVISION The Planning and Zoning Division was created in FY 2005-06 and is organizationally located within the Economic and Community Development Department. Duties of this division include comprehensive urban planning and implementing land use ordinances.




PLANNING AND ZONING DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Planning and Zoning Division budget increases 16.8% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $35,384 in personnel services primarily due to the addition of one Zoning Officer ($56,773) and 50% funding for a position ($29,450) that was previously grant funded, and compensation adjustments offset by changes related to employee turnover.



FY 14-15 Initiative

Ongoing Initiative

Provide support services to the Planning Commission, the Design and Preservation Commission, and the Board of Zoning Appeals.

Develop corridor revitalization plans. Improve the appearance and vitality of corridors through targeted code enforcement.

Update Central Business District Guidelines.



(PLANNING AND ZONING DIVISION CONTINUED)


FY 14-15 Initiative

Ongoing Initiative

Implement Single Family Infill regulations.

Continue implementation of the Comprehensive Plan.

Modify multifamily and nonresidential design guidelines. Continue to revise the new land management ordinance to fulfill the goals of the Comprehensive Plan.



HUMAN RESOURCES

Mission Statement It is the mission of Human Resources to recruit, develop and retain a diversified workforce of skilled, competent employees, cultivate an

organizational culture that ensures a safe and healthy work environment, promote employee wellness, provide attractive compensation and

benefits, and apply Human Resource policies and practices in an ethical, consistent, and respectful manner.



HUMAN RESOURCES OVERVIEW The Human Resources Department includes the Human Resources Division and Occupational Health Division. The department is responsible for recruitment, benefits administration, compensation, training and organization development, and administration of the health and wellness program for employees.

CITY MANAGER

DIRECTOR OF

HUMAN RESOURCES

(01 FT)

HUMAN RESOURCES

(05 FT)

*HEALTH BENEFITS (INTERNAL SERVICE)

(01 FT)

Occupational Health(03 FT)

*Health Benefits is an Internal Service Fund and not included in the total Human Resources position count reflected in the table below.


Authorized StaffingHuman Resources 6 6 6 6 0Occupational Health 3 3 3 3 0


HUMAN RESOURCESFY 2014-15 PERSONNEL SUMMARY



FY 2014-15 HUMAN RESOURCES OPERATING BUDGET

$1,460,574

Human Resources64%

Occupational Health

36%


DivisionsHuman Resources $ 882,370 806,057 945,973 940,124 -0.6%Occupational Health 472,760 449,528 485,296 520,450 7.2%


Expenditure CategoryPersonnel Services $ 827,428 782,900 929,109 904,839 -2.6%Operating Expenditures 514,081 464,151 492,586 546,337 10.9%Fleet Charges 0 0 0 0 0.0%Risk Charges 8,396 8,534 9,574 9,398 -1.8%Capital Outlay 5,225 0 0 0 0.0%


HUMAN RESOURCESFY 2014-15 OPERATING BUDGET SUMMARY



HUMAN RESOURCES The Human Resources Division provides and maintains systems to attract, motivate, develop, and retain employees and to maximize their performance. Services provided include recruitment, salary administration, position control, employee benefits coordination, training and development, pre-employment testing, personnel records administration, and health services.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES




Risk Charges 5,714 5,806 6,630 6,511



STAFFING


HUMAN RESOURCES

FY 2014-15 BUDGET HIGHLIGHTS The Human Resources budget decreases 0.6% from the FY 2013-14 Adopted Budget and reflects:

• A net decrease of $30,571 in personnel services primarily due to a reduction of $54,000 in expected unemployment insurance claims; offset by a $3,000 increase in tuition reimbursement and compensation adjustments.

• A net increase of $24,841 in operating expenditures includes $10,000 related to increased costs for outside legal counsel.



FY 13-14 Initiative

Ongoing Initiative

Develop and conduct annual custom benchmark benefit and salary survey. Research and participate in additional salary surveys providing free results for participants to increase the source data used for salary planning. Analyze and provide recommendations for salary planning based on this information. Ensure competitiveness of the City’s benefit programs, as well as compliance with the Affordable Care Act.

Continue collaborative efforts with the South Carolina Department of Employment and Workforce and other similar organizations to advertise and support recruitment efforts within the Greenville community.

Use available information (turnover data, application statistics, vacancy rates, etc.) to target departments and/or vacant positions requiring additional assistance with recruiting. Provide assistance as needed by expanding recruiting efforts, advertising efforts, and/or engaging new or creative recruitment options.



(HUMAN RESOURCES CONTINUED)


FY 13-14 Initiative

Ongoing Initiative

Continue updating Human Resources Personnel Policy Manual to ensure compliance with regulatory requirements.

Expand diversity recruitment outreach and advertisement vehicles to build a workforce that reflects the cultural, ethnic, and racial diversity of the community the City serves.

Continue to monitor minority utilization across City departments and work with department heads to address any areas of concern.

Provide continuous diversity training and implement awareness initiatives to support the creation of an inclusive work environment.



OCCUPATIONAL HEALTH The Occupational Health Division is located organizationally within Human Resources. Proactive activities include nursing services, physical fitness testing, and wellness programs that are designed to decrease absenteeism, minimize occupational injuries and illnesses, and decrease City and employees' health care costs. Annual physicals are provided for every City employee, and drug testing is conducted as required by City policy to comply with Department of Transportation standards. The Health Center offers free tetanus and flu vaccines to all employees. Hepatitis B vaccines are given to employees with high risk to potential exposure of blood-borne pathogens. The Health Center provides initial treatment and follow-up treatment for all workers’ compensation claims. Employees are referred to counseling through the employee assistance program (EAP) and to other free community resources.


EXPENDITURESPersonnel Services $217,858 224,612 $227,765 $234,066Operating Expenditures 246,995 222,188 254,587 283,497Fleet Charges 0 0 0 0Risk Charges 2,682 2,728 2,944 2,887Capital Outlay 5,225 0 0 0TOTAL EXPENDITURES $472,760 449,528 $485,296 $520,450


OCCUPATIONAL HEALTH

FY 2014-15 BUDGET HIGHLIGHTS The Occupational Health budget increases 7.2% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $6,301 in personnel services primarily due to compensation adjustments. • A net increase of $28,910 in operating expenditures primarily due to reflecting the Employee

Assistance Program (EAP) costs ($27,123) in the Occupational Health budget which were previously budgeted in the Risk Management Fund. The budget for the EAP service also includes a price increase.



FY 14-15 Initiative

Ongoing Initiative

Ensure ongoing compliance with regulations related to OSHA, DOT, FTA, FMLA, etc., including updating of relevant policies.

Continue tracking and monitoring all Fire and Police stress testing/blood work and follow-up with employees as health indicators demand.



(OCCUPATIONAL HEALTH CONTINUED)


FY 14-15 Initiative

Ongoing Initiative

Continue proactive implementation of innovative and award-winning wellness initiatives to promote employee health and wellness. Utilize data-mining to identify aggregate employee health issues and design targeted wellness interventions to include tobacco cessation programs, weight loss, fitness and wellness challenges.

Continue removing employees from performing high-risk jobs when health issues pose a threat to safety of self and/or others, providing appropriate support and accountability.

Ensure safety by tracking, monitoring, and reporting to all departments monthly.



OFFICE OF MANAGEMENT AND BUDGET

Mission Statement

It is the mission of the Office of Management and Budget to provide comprehensive financial management and information technology services

to City Council, employees, and citizens in order to promote fiscal accountability, enhance public services, and ensure accurate financial

reporting consistent with governmental standards and regulations.



OFFICE OF MANAGEMENT AND BUDGET OVERVIEW The Office of Management and Budget (OMB) includes Accounting, Purchasing, Risk Management, Budget, Geographic Information Systems (GIS), Information Technology (IT), Internal Audit, Revenue, and administration of the outsourced management contract for the TD Convention Center. Details on Risk Management can be found in Section E – Internal Service Funds, and the TD Convention Center budget can be found in Section G – Enterprise Funds. Reporting responsibilities include updating fiscal conditions, identifying related trends, and evaluating alternative revenue sources to support operations and capital improvements. Administrative support is also provided to the Accommodations Tax Advisory Committee.

CITY MANAGER

OMB ADMINISTRATION

(01 FT)(02 PT)

IT(09 FT)

*RISK MANAGEMENT

(INTERNAL SERVICE)(01 FT)

PURCHASING

(05 FT)

BUDGET / INTERNAL AUDIT

(02 FT)

ACCOUNTING

(06 FT)REVENUE

(11 FT)GIS

(05 FT)

*Risk Management is an Internal Service Fund and not included in the total Office of Management and Budget position count reflected in the table below.


Authorized StaffingAdministration Division 5 5 4 5 1Accounting Division 6 6 6 6 0Revenue Division 11 11 11 11 0Purchasing Division 5 5 5 5 0Information Technology 9 9 9 9 0Geographic Information Systems 5 5 5 5 0


OFFICE OF MANAGEMENT AND BUDGETFY 2014-15 PERSONNEL BUDGET SUMMARY



FY 2014-15 OFFICE OF MANAGEMENT AND BUDGET OPERATING BUDGET

$4,768,191

Administration9% Accounting

10%

Revenue16%

Purchasing9%

GIS8%

IT48%


DivisionsAdministration Division $ 433,140 453,548 419,554 414,940 -1.1%Accounting Division 473,408 529,108 501,033 484,838 -3.2%Revenue Division 666,747 692,344 723,491 752,685 4.0%Purchasing Division 401,655 421,140 422,497 430,760 2.0%Geographic Information Systems 400,005 410,772 416,614 392,435 -5.8%Information Technology 2,480,331 2,204,844 2,259,081 2,292,533 1.5%

TOTAL $ 4,855,286 4,711,756 4,742,270 4,768,191 0.5%

Expenditure CategoryPersonnel Services $ 2,564,469 2,685,725 2,815,232 2,838,714 0.8%Operating Expenditures 1,890,508 1,766,178 1,738,236 1,725,486 -0.7%Fleet Charges 2,351 2,439 2,306 723 -68.6%Risk Charges 89,505 90,167 60,496 38,268 -36.7%Capital Outlay 308,453 167,247 126,000 165,000 31.0%


OFFICE OF MANAGEMENT AND BUDGETFY 2014-15 OPERATING BUDGET SUMMARY



ADMINISTRATION DIVISION The Office of Management and Budget Administration Division oversees the management of OMB and also includes the functions of budget and internal audit. The Budget Office prepares the City’s operating budget, monitors expenditures to help ensure compliance with appropriated funding levels, compiles a revenue manual, prepares the capital improvement program, develops the use of outcome indicators to evaluate the effectiveness of City operations, and prepares operating and capital budget status reports. The internal audit function conducts financial compliance audits that examine the adequacy and effectiveness of financial and operational controls, determines the extent of compliance with established policies and procedures, and recommends improvements.


EXPENDITURESPersonnel Services $335,966 $377,936 $356,790 $375,218Operating Expenditures 40,835 18,369 36,700 34,762Fleet Charges 0 0 0 0Risk Charges 56,339 57,243 26,064 4,960Capital Outlay 0 0 0 0TOTAL EXPENDITURES $433,140 $453,548 $419,554 $414,940

STAFFINGFull-Time Staff 3 3 4 3Part-Time Staff 2 2 0 2TOTAL STAFFING 5 5 4 5

ADMINISTRATION DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Administration budget decrease 1.1% from the FY 2013-14 Adopted Budget and reflects:

• A net increase of $18,428 in personnel services primarily due to compensation adjustments and changes in health benefits elections.

• The conversion of a full-time position into two part-time positions which occurred during FY 2013-14.



FY 14-15 Initiative

Ongoing Initiative

Issue the operating budget and capital improvement budget within the applicable time frames.

Coordinate audits of selected areas based on a formalized assessment of priorities for financial compliance and operational controls. Apply for, and receive, the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA).



ACCOUNTING DIVISION

The Accounting Division ensures accurate maintenance of the City’s general accounting records in accordance with local, state, and federal regulations; prepares bi-weekly payroll direct deposits and maintains individual earnings records for over 900 employees; prepares approximately 15,600 accounts payable checks annually; maintains the City’s fixed asset inventory records; monitors cash flow and invests City funds as appropriate; provides financial information to the City Manager and operating departments; and prepares the Comprehensive Annual Financial Report (CAFR) following an audit conducted by external independent auditors. In addition, the Accounting Division provides monthly review of GTA financial statements and annual financial statements.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES

Personnel Services $382,424 $409,844 $416,158 $401,431



Risk Charges 5,510 5,602 5,825 5,507


TOTAL EXPENDITURES $473,408 $529,108 $501,033 $484,838

STAFFING


ACCOUNTING DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Accounting Division budget decreases 3.2% from the FY 2013-14 Adopted Budget and reflects:

• A decrease of $14,727 in personnel services primarily attributable to employee turnover and changes in health benefits elections.



FY 14-15 Initiative

Ongoing Initiative

Focus on strong treasury management to ensure the safety of funds, cash liquidity, timely payments, and maintaining a good credit rating.

Receive the GFOA’s Certificate of Achievement for the CAFR.


FY 14-15 Initiative

Ongoing Initiative

Review monthly and annual financial data to the Greenville Transit Authority.

SUSTAINABLE CITY Completed


Ongoing Initiative

Implement electronic timekeeping software and employee self-serve to replace paper timesheets and direct deposit pay stubs.



REVENUE DIVISION

The Revenue Division is responsible for the administration and collection of business licenses, hospitality taxes, and other revenues in accordance with local, state and federal laws. The Business License area is responsible for field inspections, approximately 8,000 business license renewals annually, and conducting business license audits to ensure proper compliance with City code. The Hospitality area oversees collection compliance for approximately 470 food and beverage-related businesses. The Other Revenue area is responsible for billings of encroachments, false fire alarms, and insurance. Revenue is also responsible for the setoff debt program and the collections of other miscellaneous revenues.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES




Risk Charges 9,428 9,594 9,934 9,720



STAFFING


REVENUE DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Revenue Division budget increases 4.0% over the FY 2013-14 Adopted Budget and reflects:

• The net increase of $26,808 in personnel services primarily attributable to employee turnover, compensation adjustments, and changes in health benefits elections.



FY 14-15 Initiative

Ongoing Initiative

Provide timely administration, collection, and compliance of the City’s various revenues.



PURCHASING DIVISION Purchasing is responsible for procuring materials, services, and equipment at the lowest possible cost consistent with quality and quantity demands; and for disposing of surplus material and equipment on a timely basis. Purchasing evaluates and updates/reissues existing City service contracts. Purchasing is responsible for administering the City’s Minority-Owned and Woman-Owned Business Enterprise (M/WBE) program. Purchasing is also responsible for administration and safeguarding of contracts, for general records management, and for mail service.


EXPENDITURESPersonnel Services $300,124 $318,006 $316,553 $323,989Operating Expenditures 94,675 96,287 98,800 101,300Fleet Charges 2,351 2,439 2,306 723Risk Charges 4,505 4,408 4,838 4,748Capital Outlay 0 0 0 0TOTAL EXPENDITURES $401,655 $421,140 $422,497 $430,760

STAFFING Full-Time Staff 5 5 5 5

PURCHASING DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Purchasing Division budget increases 2.0% over the FY 2013-14 Adopted Budget and reflects:

• The net increase of $7,436 in personnel services primarily due to compensation adjustments. • A $2,500 increase in postage related to a higher volume of outgoing mail combined with a

Postal Service rate increase. STRATEGIC INITIATIVES


FY 14-15 Initiative

Ongoing Initiative

Update and improve procurement and contract policies and procedures. INCLUSIVE CITY Completed


Ongoing Initiative

Continue efforts to develop and nurture minority and woman-owned businesses as defined in the City’s M/WBE policy.



INFORMATION TECHNOLOGY

The Information Technology (IT) Division recommends, implements, and supports technology that enables City departments to provide superior services to constituents. The Division works collaboratively with customers to understand and respond to the business needs of the organization and utilizes technology tools that are reliable, secure, and effective.

2011-12 2012-13 2013-14 2014-15

Actual Actual Budget BudgetEXPENDITURES


Operating Expenditures 1,561,530 1,424,234 1,404,712 1,381,950


Risk Charges 9,183 8,704 8,918 8,634

Capital Outlay 308,453 167,247 126,000 165,000

TOTAL EXPENDITURES $2,480,331 $2,204,844 $2,259,081 $2,292,533

STAFFING


INFORMATION TECHNOLOGY (IT)

FY 2014-15 BUDGET HIGHLIGHTS The Information Technology budget increases 1.5% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $17,498 in personnel services primarily attributable to employee turnover, compensation adjustments, and changes in health benefits elections.

• A $14,500 reduction for one-time costs related to rewriting of the MapIt software to make it compatible with modern systems.

• A reduction of $8,000 for travel and training costs that were moved to the GIS Division. • $165,000 is budgeted for computer replacements and annual upgrades.



FY 14-15 Initiative

Ongoing Initiative

Improve, and bring up-to-date, aging network infrastructure. This will allow the city to continue to communicate, utilize essential applications, and fulfill constituent requests with a much more stable base.

Replace entire phone system with VoIP phone system. This will replace the aged system in place now and open up a plethora of new features and capabilities.

Continue to work with PIE and other departments to better enable staff to work from the field. This includes, but is not limited to, Fire, Building and Property Maintenance, and Police.



GEOGRAPHIC INFORMATION SYSTEMS

The Geographic Information Systems (GIS) Division is a professional technology service function supporting improved City services through leadership in the creation, maintenance, utilization, and analysis of geographic information, and by facilitating access to that information by end users.


EXPENDITURES

Personnel Services $385,578 $396,409 $402,197 $370,236Operating Expenditures 9,887 9,747 9,500 17,500Fleet Charges 0 0 0 0

Risk Charges 4,540 4,616 4,917 4,699



STAFFING


GEOGRAPHIC INFORMATION SYSTEMS (GIS)

FY 2014-15 BUDGET HIGHLIGHTS The Geographic Information Systems budget decreases 5.8 % from the FY 2013-14 Adopted Budget and reflects:

• A net decrease of $31,961 in personnel services primarily attributable employee turnover and changes in health benefits elections.

• An increase of $8,000 in travel and training costs that were moved over from the IT Division.



FY 14-15 Initiative

Ongoing Initiative

Further develop mobile public safety information and mapping viewer for Police and Fire departments. Establish and maintain centralized apartment complex unit level detail information and map book products for first responders.


FY 14-15 Initiative

Ongoing Initiative

Maintain storm drain inventory and stormwater-related GIS data for fee calculations and annual billing process.


FY 14-15 Initiative

Ongoing Initiative

Continue to maintain an accurate and up-to-date inventory of City property, structures, addresses, roads, and other physical features.



POLICE DEPARTMENT

Mission Statement TO SERVE All of our citizens and all who have put their faith and trust in

us … with courtesy, ability, knowledge, training, and courage.

TO PROTECT Their lives and worldly possessions to the best of our ability … by forever challenging ourselves and raising our standards, by

developing new and innovative methods in our quest for excellence.

TO CARE For everyone … by showing kindness, compassion, respect, dignity and equality for all, and by providing a work place where everyone is

valued as a team member and rewarded for excellence and perseverance.



POLICE DEPARTMENT OVERVIEW

The Police Department has been the primary provider of law enforcement services for the City of Greenville since 1845. The men and women of the Police Department are sworn professionals dedicated to the mission of serving, protecting, and caring for the City. The department offers a wide range of services and employment opportunities with a staff of 243 employees. For enhanced services, the department is divided into three Divisions: Administration, Operations, and Support. Commanders of these divisions report directly to the Chief of Police to ensure that all services are rendered in a timely and efficient manner. The streets of Greenville are patrolled through Operations on a 24-hour, 365-day basis, utilizing a patrol schedule that divides the City into three sectors for enhanced response. The Support Division works in conjunction with the Operations Division in providing the overall effectiveness of services rendered to those residing in and visiting the City of Greenville.

City Manager

Police Chief(02 FT)

Operations(108 FT)

Support(85 FT)

Administration(14 FT)

CommunicationsSection(31 FT)

Internal Affairs(03 FT)

Victim Witness*(Special Revenue)

(02 FT)

*Victim Witness is a Special Revenue Fund and not included in the total Police Department position count reflected in the table below.


Authorized StaffingPolice Chief's Office 5 5 5 5 0Administration Division 14 12 12 14 2Support Division 76 71 75 85 10Operations Division 110 117 113 108 -5Communications Section 30 30 30 31 1


POLICE DEPARTMENTFY 2014-15 PERSONNEL BUDGET SUMMARY



FY 2014-15 POLICE DEPARTMENT OPERATING BUDGET

$20,640,640

Police Chief's Office

2%

Operations Division

45%

Administration Division

8%

Support Division35%

Communications Section

10%

2011-12 2012-13 2013-14 2014-15 % ChangeDivisions Actual Actual Budget Budget FY15 - FY14

Police Chief's Office $ 416,477 431,277 423,224 435,811 3.0%Administration Division 1,140,221 1,348,795 1,338,726 1,606,651 20.0%Support Division 6,151,407 6,375,955 6,719,066 7,317,605 8.9%Operations Division 9,099,232 8,746,225 9,728,331 9,274,105 -4.7%Communications Section 1,821,883 1,823,853 1,922,329 2,006,468 4.4%

TOTAL $ 18,629,220 18,726,105 20,131,676 20,640,640 2.5%

Expenditure CategoryPersonnel Services $ 15,321,655 15,222,285 15,493,649 16,223,903 4.7%Operating Expenditures 880,442 1,221,679 1,079,312 1,223,752 13.4%Fleet Charges 1,232,874 1,260,450 1,384,872 1,270,277 -8.3%Risk Charges 667,552 683,980 680,609 772,616 13.5%Capital Outlay 526,697 337,711 1,493,234 1,150,092 -23.0%


POLICE DEPARTMENTFY 2014-15 OPERATING BUDGET SUMMARY



POLICE CHIEF’S OFFICE The Police Chief’s Office ensures an effective and efficient police operation by establishing and enforcing police policy, promoting police professionalism, maintaining strong public support, and ensuring administrative support of police operations. This office monitors the accreditation program established by CALEA and maintains departmental policies and procedures in conformance with the 436 standards established by the accreditation program. The Police Chief’s Office includes the Internal Affairs Section. The Internal Affairs Section is responsible for accepting, assigning, and/or investigating all complaints of alleged misconduct against employees of the Police Department. The fundamental purpose of Internal Affairs is to assure the protection of rights and fair treatment of the public, while maintaining the integrity of the Police Department employees. The Section reports directly to the Chief of Police.




POLICE CHIEF'S OFFICE

FY 2014-15 BUDGET HIGHLIGHTS The Police Chief’s Office budget increases 3.0% over the FY 2013-14 Adopted Budget and reflects:




FY 14-15 Initiative

Ongoing Initiative

Utilize the bi-weekly COMPSTAT Program to prevent crime through the analysis of time sensitive data.

Reduce the incidence of Part One crimes through state-of-the-art investigative methods with improved technology.



(POLICE CHIEF’S OFFICE CONTINUED)


FY 14-15 Initiative

Ongoing Initiative

Manage the public safety camera system in the Central Business District while analyzing for future expansion. Solicit innovative ideas for improving the processes of Police Department performance through proven re-engineering team format.


FY 14-15 Initiative

Ongoing Initiative

Allocate Crime Reduction Team personnel within neighborhoods based on crime analysis through the COMPSTAT Program.


FY 14-15 Initiative

Ongoing Initiative

Manage and coordinate the deployment of mobile data terminals within patrol vehicles.


FY 14-15 Initiative

Ongoing Initiative

Work hand-in-hand with other City departments to ensure that recreational activities within the city are conducted safely and provide the best possible experience for citizens and guests.


FY 14-15 Initiative

Ongoing Initiative

Conduct thorough and unbiased investigations of all complaints in a timely manner to ensure accountability, integrity, and public trust.




The Administration Division is responsible for managing, administering, coordinating, and overseeing all departmental administrative functions including purchasing, accounting, payroll, budget, grants, special events, dignitary protection, crime prevention, crime reduction unit, crime analysis, chaplain program, accreditation, recruitment, hiring, media relations, business watch program, public safety camera system, training, field training officer program, communications, and other special projects.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES

Personnel Services $824,362 $891,304 $869,175 $1,082,687


Fleet Charges 48,405 28,833 40,692 33,110

Risk Charges 12,736 13,281 20,150 13,619



STAFFING



FY 2014-15 BUDGET HIGHLIGHTS The Administration Division budget increases 20.0% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $213,512 in personnel services primarily attributable to the move of one Captain, one Sergeant, and one Officer from the Operations Division; combined with the move of the Alarm Coordinator to the Communications Section, which occurred during FY 2013-14.

• Operating expenditures increase by $68,526 due to an increase of $50,143 for juvenile detention fees paid to Greenville County, a $10,000 increase in training costs, and a $10,000 increase in legal fees; offset by a reduction in utility costs.



FY 14-15 Initiative

Ongoing Initiative

Manage COMPSTAT program holding bi-weekly meetings through the crime analysis function, and implementing enforcement efforts towards crime reduction.

Conduct sufficient in-service training classes for all sworn employees to maintain state certification. Develop and implement an online information sharing vehicle to provide relevant information to the public and City leaders regarding criminal justice statistics and enforcement efforts by the department.



(ADMINISTRATION DIVISION CONTINUED)


FY 14-15 Initiative

Ongoing Initiative

Department personnel within this division are tasked with identifying new and cost-effective ways of deploying law enforcement resources in order to ensure that public access to the City’s greenways and trails system are safe and secure.


FY 14-15 Initiative

Ongoing Initiative

Review work schedules, performance ratings, salary levels, organizational structure, and civilianization to improve efficiency.

Work with County Records and the E911 office to provide continued support of the Records Management System and Computer Aided Dispatch Systems for optimum results working towards a paperless records system in the future.


FY 14-15 Initiative

Ongoing Initiative

Provide on-site surveys for City residences and businesses that promote crime prevention; while implementing innovative strategies through partnerships with neighborhood associations.


FY 14-15 Initiative

Ongoing Initiative

Obtain, install, and manage in-car camera and mobile data terminals in patrol vehicle projects for all first responders, thus keeping officers in assigned areas for enhanced response times.


FY 14-15 Initiative

Ongoing Initiative

Manage public safety efforts for all special events.


FY 14-15 Initiative

Ongoing Initiative

The department actively recruits individuals from various backgrounds in an effort to ensure the agency’s personnel are a direct reflection of the communities it serves.



OPERATIONS DIVISION

The Operations Division is responsible for the management, administration, fiscal responsibility, and supervision of patrol services functions including coordination of all patrol districts, S.W.A.T. functions, hostage negotiation, central business district officers, color guard unit, and emergency management. The Operations Division is responsible for day-to-day patrol operations and provides call response 24-hours a day, 7-days a week.


EXPENDITURESPersonnel Services $7,145,220 $6,779,665 $6,903,213 $6,718,654Operating Expenditures 214,581 327,724 234,871 309,353Fleet Charges 763,495 892,240 955,166 824,393Risk Charges 449,375 452,490 453,222 559,136Capital Outlay 526,561 294,106 1,181,859 862,569TOTAL EXPENDITURES $9,099,232 $8,746,225 $9,728,331 $9,274,105


OPERATIONS DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Operations Division budget decreases 4.7% from the FY 2013-14 Adopted Budget and reflects:

• A net decrease of $184,559 primarily for the move of one Captain, one Sergeant, and one Officer to the Administration Division; and the move of one Sergeant and one Corporal to the Support Division.

• A $61,152 increase in professional services for enhanced security in Falls Park and the central business district.

• A $10,530 increase in clothing and uniforms related to additional police officers that were hired in FY 2013-14.

• Capital outlay is budgeted at $862,569 to replace 27 vehicles.



FY 14-15 Initiative

Ongoing Initiative

Plan for adequate manpower to cover workload by using estimated call-for-service projections and manpower distribution charts. Provide adequate 24-hour/7-day uniform patrol coverage to answer all calls for service in as short a time as possible.

SUSTAINABLE CITY


FY 14-15 Initiative

Ongoing Initiative

Departmental initiatives, such as increased bike patrols within the downtown area, offer ways for officers to interact with the public and lessen the carbon footprint within the City.



(OPERATIONS DIVISION CONTINUED)


FY 14-15 Initiative

Ongoing Initiative

Officers respond quickly to criminal complaints in order to identify those individuals that threaten the economic interest and physical safety of businesses and citizens.


FY 14-15 Initiative

Ongoing Initiative

Resource officers within schools provide a positive example to youth and provide a direct link between administrators, parents, and law enforcement.


FY 14-15 Initiative

Ongoing Initiative

Traffic enforcement officers maintain a vigilant eye on thoroughfares to ensure traffic collisions are addressed quickly and cleared from the roadway in order to limit the impact on citizens and businesses.


FY 14-15 Initiative

Ongoing Initiative

The Police Department is charged with providing public safety and traffic control assistance for numerous special events that occur throughout the year within the City.


FY 14-15 Initiative

Ongoing Initiative

The department actively recruits individuals from various backgrounds in an effort to ensure the agencies personnel are a direct reflection of the communities it serves.



SUPPORT DIVISION The Support Division is responsible for the management, administration, fiscal responsibility, and supervision of support services functions including criminal investigations, traffic collision reconstruction and selective enforcement, animal control, warrants/security, vice/narcotics, crime victim advocates, crime stoppers, accreditation, and supply/property management.


EXPENDITURESPersonnel Services $5,433,668 $5,585,276 $5,618,067 $6,222,377Operating Expenditures 146,381 252,696 227,359 227,663Fleet Charges 420,974 339,377 389,014 412,774Risk Charges 150,248 162,664 173,251 167,268Capital Outlay 136 35,942 311,375 287,523TOTAL EXPENDITURES $6,151,407 $6,375,955 $6,719,066 $7,317,605


SUPPORT DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Support Division budget increases 8.9% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $604,310 in personnel services related to the addition of eight new Officer positions created during FY 2013-14, combined with the addition of two positions from the Operations Division. In addition, one vacant FT Investigative Services Specialist position is replaced with one PT CBD Compliance Inspector.

• $287,523 in capital outlay is budgeted for the replacement of nine vehicles. STRATEGIC INITIATIVES


FY 14-15 Initiative

Ongoing Initiative

Continue participation in initiatives to reduce specific crimes such as auto-break-ins, burglaries, robberies, and auto theft in conjunction with COMPSTAT.

Conduct underage alcohol enforcement partnership with Greenville County Drug and Alcohol Commission. Conduct periodic staff inspections to ensure compliance with accreditation standards and general orders.



(SUPPORT DIVISION CONTINUED)


FY 14-15 Initiative

Ongoing Initiative

Increase proactive measures in schools and neighborhoods to reduce crime. Utilize crime analysis data, radar speed board, and media blitzes to analyze problem areas and educate the public by encouraging voluntary compliance with traffic laws.


FY 14-15 Initiative

Ongoing Initiative

Provide selective traffic enforcement based on analysis of traffic flow, collision data, citizen concerns, and other factors.



COMMUNICATIONS SECTION

The Communications Section, housed in the Administration Division, is the Public Safety Answering Point (PSAP) for the City of Greenville. The Communications Section answers all calls for police, fire, and medical emergencies in the City of Greenville and dispatches approximately 95,000 calls for service per year. The Communications Section follows the standards and guidelines of the Association of Public Safety Communications Officials (APCO). The Communications Section has become one of the most technologically advanced communications centers in the Upstate by having equipment for computer aided dispatching, interoperable radio equipment, reverse 911 capabilities, and the public safety camera system.


EXPENDITURESPersonnel Services $1,511,213 $1,543,543 $1,689,007 $1,773,180Operating Expenditures 260,416 221,945 204,436 205,564Fleet Charges 0 0 0 0Risk Charges 50,254 50,702 28,886 27,724Capital Outlay 0 7,663 0 0TOTAL EXPENDITURES $1,821,883 $1,823,853 $1,922,329 $2,006,468


COMMUNICATIONS SECTION

FY 2014-15 BUDGET HIGHLIGHTS The Communications budget increases 4.4% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $84,173 in personnel services primarily due to compensation adjustments and changes in employee health benefits elections.



FY 14-15 Initiative

Ongoing Initiative

Coordinate public safety camera system in parking garages and on the streets located in the Central Business District, Haywood Mall, RiverPlace, and Fluor Field.

Manage Police/Fire communications for dispatching functions in a combined Dispatch Center at the LEC.



(COMMUNICATIONS SECTION CONTINUED)


FY 14-15 Initiative

Ongoing Initiative

Maintain records of alarm activities and invoice for false alarms accordingly utilizing cutting edge computer software to enhance efficiency.


FY 14-15 Initiative

Ongoing Initiative

The Communications Section provides rapid access to fire, police, and emergency medical services in order to promote the best possible climate to attract and maintain commercial business interests as well as residential growth.


FY 14-15 Initiative

Ongoing Initiative

The elder care program maintained by communications personnel provides reassurance that no member of the community will be abandoned in their time of need through the use of an automated phone system that is supported by physical welfare checks when required.


FY 14-15 Initiative

Ongoing Initiative

Communications specialists strive to constantly monitor numerous information feeds from the public, news organizations, federal agencies, and public safety surveillance systems in order to ensure private and public transportation systems are operating at maximum efficiency within the city.


FY 14-15 Initiative

Ongoing Initiative

Department personnel are always available to provide members of the public and the media with up-to-the-minute information related to special events and their impact on public safety and transportation infrastructure.


FY 14-15 Initiative

Ongoing Initiative

The communications section utilizes technology and outside resources to ensure that staff members have the necessary tools to communicate with disabled individuals and those that may be unfamiliar with the English language.



FIRE DEPARTMENT

Mission Statement It is the mission of the Greenville City Fire Department to enhance the

quality of life of the citizens we serve by minimizing the loss of life and property, and by enhancing the safety of our environment through the provision of effective fire, rescue, and hazardous materials response services, and fire prevention code enforcement and public fire safety

education programs.



FIRE DEPARTMENT OVERVIEW The Greenville City Fire Department primarily provides fire, rescue, medical first responder, and hazardous materials response services. The Fire Prevention Division conducts code inspections, plan reviews, and permit inspections to assist in the reduction and prevention of fires. The Fire Services Division provides budgetary and logistical support to the entire department including training, fleet maintenance, and procurement. The Fire Suppression Division consists of three platoons who staff six engine companies, two quint/ladder companies, two medium duty rescue companies, one HAZMAT response unit, and two battalion-level command units. These forces operate from six strategically located fire stations to provide emergency response services 24-hours a day.

CITY MANAGER

FIRE CHIEF

(02 FT)

FIRE PREVENTION

(07 FT)FIRE SUPPRESSION

(132 FT)FIRE SERVICES

(06 FT)

“B” PLATOON

“C” PLATOON

“A” PLATOON


Authorized StaffingFire Administration Division 2 2 2 2 0Fire Prevention Division 4 7 7 7 0Fire Suppression Division 132 129 129 132 3Fire Services Division 5 5 6 6 0


FIRE DEPARTMENTFY 2014-15 PERSONNEL SUMMARY



FY 2014-15 FIRE DEPARTMENT OPERATING BUDGET

$15,681,603 Fire


2%

Fire Prevention Division

4%

Fire Suppression Division

89%

Fire Services Division

5%


DivisionsFire Administration Division $ 236,213 236,937 228,359 243,597 6.7%Fire Prevention Division 429,219 584,258 588,566 579,571 -1.5%Fire Suppression Division 10,633,958 9,268,938 10,036,300 14,146,888 41.0%Fire Services Division 634,953 639,025 728,399 711,547 -2.3%

TOTAL $ 11,934,343 10,729,158 11,581,624 15,681,603 35.4%

Expenditure CategoryPersonnel Services $ 9,818,526 9,708,037 9,924,561 10,339,967 4.2%Operating Expenditures 570,062 521,641 653,175 658,550 0.8%Fleet Charges 117,491 277,828 130,693 142,858 9.3%Risk Charges 174,013 179,417 217,695 190,075 -12.7%Capital Outlay 1,254,251 42,235 655,500 4,350,153 563.6%


FIRE DEPARTMENTFY 2014-15 OPERATING BUDGET SUMMARY



FIRE ADMINISTRATION DIVISION

The Fire Chief’s Office plans for, directs, and establishes policy, direction, and leadership to ensure effective fire and rescue services within the City of Greenville. The Fire Chief also serves as the City’s Emergency Management Coordinator.




FIRE ADMINISTRATION DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Fire Administration budget increases 6.7% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $7,118 in personnel services primarily due to compensation adjustments. • A net increase of $8,175 in operating expenditures primarily due to an increase in

accreditation fees ($6,750).



FY 14-15 Initiative

Ongoing Initiative

Conduct a community Risk Assessment. Maintain a Class 2 ISO rating. The rating varies from 9 to 1 (1 being the best score) and may be used in the calculation of property insurance premiums.

Safe City Completed Initiative

FY 14-15 Initiative

Ongoing Initiative

Enhance current Community Risk Reduction efforts. Ensure the effective and fair enforcement of all applicable fire codes as adopted by City Council.

Safe City Completed Initiative

FY 14-15 Initiative

Ongoing Initiative

Develop and implement policies to provide for effective emergency response to protect life, property, and the environment for the public.



FIRE PREVENTION DIVISION The Fire Prevention Division is responsible for minimizing the loss of life and property through the enforcement of the International Fire Codes. Fire Prevention also investigates all fires for cause and origin and provides public fire and life safety, as well as on-site fire prevention supervision at public events.


EXPENDITURESPersonnel Services $392,585 $487,933 $503,744 $525,751Operating Expenditures 11,829 26,361 22,550 22,774Fleet Charges 15,262 21,986 19,653 21,993Risk Charges 5,300 5,743 8,619 9,053Capital Outlay 4,243 42,235 34,000 0TOTAL EXPENDITURES $429,219 $584,258 $588,566 $579,571


FIRE PREVENTION DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Fire Prevention budget decreases 1.5% from the FY 2013-14 Adopted Budget and reflects:

• A net increase of $22,007 in personnel services primarily due compensation adjustments.



FY 14-15 Initiative

Ongoing Initiative

Ensure that all fires are investigated for cause. Respond to all code compliance complaints within a 24-hour period.


FY 14-15 Initiative

Ongoing Initiative

Ensure life safety code compliance in all high hazard occupancies.



FIRE SUPPRESSION DIVISION

The Fire Suppression Division is responsible for emergency response to all reports of fires, technical rescue, and hazardous materials incidents. All fire apparatuses are staffed with a minimum of three firefighters on a 24-hour, 365-day basis.


EXPENDITURESPersonnel Services $8,767,641 $8,584,408 $8,716,899 $9,080,135Operating Expenditures 389,822 266,822 429,749 430,049Fleet Charges 98,887 251,817 106,367 115,060Risk Charges 160,435 165,891 196,785 171,491Capital Outlay 1,217,173 0 586,500 4,350,153TOTAL EXPENDITURES $10,633,958 $9,268,938 $10,036,300 $14,146,888


FIRE SUPPRESSION DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Fire Suppression budget increases 41.0% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $363,236 in personnel services primarily due to the addition of three Firefighter positions ($144,268), compensation adjustments ($147,573), and a $50,000 increase in projected overtime costs.

• Capital outlay includes $3,343,153 for fire station improvements, including construction costs related to the Verdae/Woodruff Fire Station.

• Capital outlay also includes the replacement of two vehicles at $57,000 and the replacement of one Quint at $950,000.



FY 14-15 Initiative

Ongoing Initiative

Provide an effective response to fires and other emergencies within four minutes or less travel time 90% of the time.

Implement action plans outlined in the Fire Department strategic plan for improved response capabilities.


FY 14-15 Initiative

Ongoing Initiative

Enhance public education programs to include home safety inspections.



FIRE SERVICES DIVISION The Fire Services Division provides the staff support necessary to maintain operations in procurement, supply, equipment management, vehicle and equipment maintenance, departmental training, communications, station maintenance, and budget preparation and execution. The Fire Services Division is located at the TD Convention Center. The Fire Academy Training Facility is located at 688 Mauldin Road.


EXPENDITURESPersonnel Services $455,207 $448,932 $515,524 $538,569Operating Expenditures 137,273 180,298 163,026 159,702Fleet Charges 3,342 4,025 4,673 5,805Risk Charges 6,296 5,770 10,176 7,471Capital Outlay 32,835 0 35,000 0TOTAL EXPENDITURES $634,953 $639,025 $728,399 $711,547


FIRE SERVICES DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Fire Services budget decreases 2.3% from the FY 2013-14 Adopted Budget and reflects:


• A decrease of $3,324 in operating expenditures due to a decrease in projected utilities costs. STRATEGIC INITIATIVES


FY 14-15 Initiative

Ongoing Initiative

Provide effective training and technical support to all fire department divisions.

Assure compliancy with all federal and state laws and industry best practices.



PUBLIC WORKS

Mission Statement It is the mission of the Greenville Department of Public Works to protect

and enhance the community quality of life through effective environmental and infrastructure management.



PUBLIC WORKS OVERVIEW

The Public Works Department is responsible for maintenance of the City’s infrastructure and for the collection and disposal of residential solid waste. Departmental activities recorded in the General Fund include civil engineering, traffic engineering, streets maintenance, construction inspection, and building maintenance. Departmental activities recorded in other funds include wastewater (enterprise fund), stormwater management (enterprise fund), solid waste management (enterprise fund), parking (enterprise fund), and fleet services (internal service fund).

CITY MANAGER

PUBLIC WORKS

ADMINISTRATION

(02)

ASST. PUBLIC WORKS DIRECTOR

(01)

STREETS DIVISION

(29)

WASTEWATER OPS.(ENTERPRISE FUND)

(24)

STORMWATER OPS.(ENTERPRISE FUND)

(19)

ENGINEERING

(01)

BUILDING SERVICES

(10)

TRAFFIC ENG.(15)

STORMWATER ENG.(ENTERPRISE FUNDS)

(09)

FLEET SERVICES FUND

(INTERNAL SERVICE)(17)

SOLID WASTE

(ENTERPRISE

FUND)

RECYCLING

(10)

CONSTRUCTION INSPECTION

(08)

CIVIL ENGINEERING

(7.5)

COLLECTION

(52)

LANDFILL

OPERATIONS AND MAINTENANCE

PARKING

(ENTERPRISE FUND)(30)

DOWNTOWN INFRASTRUCTURE MAINTENANCE

(04)

UTILITY UNDERGROUNDING (SPECIAL REVENUE)

(1.5)


Authorized StaffingPublic Works Administration 3 3 3 3 0Traffic Engineering Division 15 15 15 15 0Engineering Division 8 9 8.5 8.5 0Construction Inspection Bureau 7 7 7 8 1Streets Division 27 27 27 29 2Building Services Division 10 10 10 10 0Downtown Infrastructure Maintenance 4 4 4 4 0

TOTAL STAFFING 74 75 74.5 77.5 3.0

PUBLIC WORKS DEPARTMENTFY 2014-15 PERSONNEL SUMMARY



FY 2014-15 PUBLIC WORKS DEPARTMENT OPERATING BUDGET

$8,708,030

Public Works Administration

5%

Traffic Engineering

29%

Engineering9%Construction

Inspection8%

Streets29%

Building Services16%

Downtown Infs. Maint.

4%


DivisionsPublic Works Administration $ 410,593 414,677 433,421 441,030 1.8%Traffic Engineering Division 2,309,944 2,350,824 2,382,532 2,489,746 4.5%Engineering Division 657,489 698,710 736,406 777,723 5.6%Construction Inspection Bureau 583,639 533,112 637,086 703,918 10.5%Streets Division 2,104,194 2,088,603 2,259,707 2,544,767 12.6%Building Services Division 1,296,579 1,269,247 1,382,629 1,384,366 0.1%Trolley Operations 140,623 155,915 0 0 0.0%Downtown Infrastructure Maintenance 394,426 342,672 492,066 366,480 -25.5%

TOTAL $ 7,897,487 7,853,760 8,323,847 8,708,030 4.6%

Expenditure CategoryPersonnel Services $ 4,938,564 4,958,136 5,106,324 5,300,666 3.8%Operating Expenditures 2,323,195 2,297,354 2,445,573 2,442,526 -0.1%Fleet Charges 418,078 420,567 415,590 400,543 -3.6%Risk Charges 151,425 153,120 265,329 276,628 4.3%Capital Outlay 66,225 24,583 91,031 287,667 216.0%


PUBLIC WORKS DEPARTMENTFY 2014-15 OPERATING BUDGET SUMMARY



PUBLIC WORKS ADMINISTRATION

Public Works Administration provides general supervision of Public Works activities including engineering, construction inspection, wastewater, streets, solid waste, storm drains, building maintenance, parking, and fleet and safety services.


EXPENDITURESPersonnel Services $343,407 $349,481 $355,904 $359,560

Operating Expenditures 63,204 61,126 70,890 70,059Fleet Charges 28 233 593 4,761Risk Charges 3,954 3,837 6,034 6,650Capital Outlay 0 0 0 0TOTAL EXPENDITURES $410,593 $414,677 $433,421 $441,030

STAFFING


PUBLIC WORKS ADMINISTRATION

FY 2014-15 BUDGET HIGHLIGHTS The Public Works Administration budget increases 1.8% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $3,656 in personnel services primarily due to compensation adjustments. STRATEGIC INITIATIVES


FY 14-15 Initiative

Ongoing Initiative

Work closely with Economic Development to promote business growth within the City.


FY 14-15 Initiative

Ongoing Initiative

Work with SCDOT to coordinate all aspects of transportation. Undertake an aggressive street maintenance and pot hole repair program.


FY 14-15 Initiative

Ongoing Initiative

Promote recycling at all levels. CITY OF NEIGHBORHOODS


FY 14-15 Initiative

Ongoing Initiative

Continue to work intercity neighborhoods with street maintenance, sidewalk maintenance, solid waste and recycling.



TRAFFIC ENGINEERING DIVISION Traffic Engineering manages the safe and efficient traffic flow throughout the City of Greenville with the use of pavement markings, traffic signal system operations, and traffic flow analysis. Over 235 traffic signals, school zone flashers, and flashing beacons are maintained by City crews. Approximately 10,000 traffic signs are maintained, including street name, directional, and stop signs. Technical support is provided on roadway projects funded through the Capital Improvement Program. This account also funds the utilities cost to operate over 7,200 streetlights.


EXPENDITURES

Personnel Services $1,033,117 $1,052,136 $1,056,168 $1,081,534Operating Expenditures 102,523 105,347 117,354 116,872Utilities - Electricity 1,071,450 1,123,440 1,125,000 1,121,200Fleet Charges 47,503 51,321 65,065 54,445Risk Charges 18,851 18,031 18,945 19,028

Capital Outlay 36,500 549 0 96,667TOTAL EXPENDITURES $2,309,944 $2,350,824 $2,382,532 $2,489,746

STAFFING


TRAFFIC ENGINEERING DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Traffic Engineering Division budget increases 4.5% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $25,366 in personnel services primarily due to compensation adjustments. • $96,667 in capital outlay includes $55,000 for the replacement of two vehicles; and $41,667

for one-third of the cost to upgrade the City’s traffic signal software. The total cost to upgrade the software (estimated at $125,000), is being spread out over a three-year period.



FY 14-15 Initiative

Ongoing Initiative

Maintain adequate traffic flow along the City’s major corridors. Provide and maintain an adequate traffic infrastructure. Continue to promote bicycling as a means of transportation.


FY 14-15 Initiative

Ongoing Initiative

Review street lighting levels throughout the city, particularly residential areas.



ENGINEERING DIVISION

The Engineering Division includes Civil Engineering and provides managerial oversight for Environmental Engineering, Traffic Engineering, and Construction Inspection. Engineering assists in guiding development of the City through effective measures of planning, design review, construction plan approval, permitting process review, and code compliance. Engineering designs, inspects, and manages the construction of City infrastructure, economic and community development projects, pavement rehabilitation, and sidewalk construction. The Division also coordinates design services on roadway projects funded through the Capital Improvement Program, and ensures that private development and public improvements are in compliance with the City's development ordinances and design criteria.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES



Fleet Charges 3,876 6,632 7,314 5,266

Risk Charges 20,674 20,427 17,834 25,751



STAFFING

Full-Time Staff 8 9 8.5 8.5

ENGINEERING DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Engineering Division budget increases 5.6% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $35,739 in personnel services primarily due to compensation adjustments and changes to health benefits elections.



FY 14-15 Initiative

Ongoing Initiative

Evaluate unsafe roadway conditions and make recommendations on repairs. Provide safe pedestrian and bicycling facilities adjacent to roadways.



(ENGINEERING DIVISION CONTINUED)



FY 14-15 Initiative

Ongoing Initiative

Recycle and reuse materials on projects to reduce new resource consumption.


FY 14-15 Initiative

Ongoing Initiative

Improve the permit process to encourage good development.


FY 14-15 Initiative

Ongoing Initiative

Assist Community Development with capital and development projects.

Link neighborhoods with sidewalks and trails.


FY 14-15 Initiative

Ongoing Initiative

Improve handicap accessibility through permit process and capital projects.



CONSTRUCTION INSPECTION BUREAU

The Construction Inspection Bureau provides inspection services to ensure quality, efficiency, and safety to the public, as well as adherence to plans and value engineering on all capital projects, including infrastructure-related projects. Construction Inspection manages the City’s right-of-way encroachment permit program and the sidewalk rehabilitation program, inspects all site-grading permits, and ensures that all private development-installed infrastructure meets development ordinance and design requirements to be accepted into the City’s system. Construction Inspection responds to environmental issues such as erosion and sediment control, and enforces regulations required by the Department of Health and Environmental Control (DHEC) and the Environmental Protection Agency (EPA). Construction Inspection performs project inspection and project management on capital projects for Public Works and other departments as well. This includes federally funded projects, administered through SCDOT.


EXPENDITURESPersonnel Services $491,154 $482,451 $520,433 $591,616Operating Expenditures 60,106 11,976 80,590 83,361Fleet Charges 20,264 25,778 27,418 20,616Risk Charges 12,115 12,907 8,645 8,325Capital Outlay 0 0 0 0TOTAL EXPENDITURES $583,639 $533,112 $637,086 $703,918


CONSTRUCTION INSPECTION BUREAU

FY 2014-15 BUDGET HIGHLIGHTS The Construction Inspection Bureau budget increases 10.5% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $71,183 in personnel services primarily due to the addition of one Senior Engineering Technician ($67,837).

• A $2,771 increase in operating expenditures primarily related to supplies for the new Senior Engineering Technician.



FY 14-15 Initiative

Ongoing Initiative

Enforce ADA requirements, as well as standard specifications and drawings. Provide inspection and management of road rehabilitation projects.

Manage the sidewalk rehabilitation program, which eliminates trip hazards. Inspect the resurfacing program.



(CONSTRUCTION INSPECTION BUREAU CONTINUED)


FY 14-15 Initiative

Ongoing Initiative

Enforce environmental requirements of developers and contractors. Encourage more environmentally friendly practices in the construction industry.


FY 14-15 Initiative

Ongoing Initiative

Work with developers and contractors to provide quality developments.

Provide support to other departments to help facilitate projects.


FY 14-15 Initiative

Ongoing Initiative

Assist Community Development with inspection of development agreements. Inspect all infrastructure on new subdivisions for compliance, as well as road and culvert improvements.


FY 14-15 Initiative

Ongoing Initiative

Inspect and manage road and culvert projects. Inspect all encroachments in the right-of-way, including utility installations.



STREETS DIVISION The Streets Bureau maintains 250 miles of City streets, performs construction/rehabilitation work on 263 miles of sidewalks and 185 miles of curb and gutter sections, and assists in the maintenance of 77 miles of State roads within the City. Pavement maintenance activities include roadway patching, driveway tie-ins, and raising manhole covers. The Streets Bureau is also responsible for sweeping the City's parking garages and parking lots on a scheduled basis, sweeping all arterial streets leading into downtown, and all neighborhood streets with curbs and gutters.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES

Personnel Services $1,450,652 $1,426,626 $1,544,001 $1,661,699


Fleet Charges 282,189 245,520 270,393 257,531

Risk Charges 76,999 78,946 162,632 166,160

Capital Outlay 29,725 24,034 15,200 191,000


STAFFING


STREETS DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Streets Division budget increases 12.6% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $117,698 in personnel services primarily due to the addition of two Streets Cleaning Tech II positions ($93,017) to service the downtown and surrounding areas. A portion of one of the positions will be funded by a transfer from the Downtown Infrastructure Fund. These additional positions are partially offset by a $70,000 reduction in overtime expenditures incurred by the Downtown Infrastructure Maintenance division.

• $191,000 in capital outlay is budgeted for the replacement of one tractor backhoe, one sand spreader, and one dump truck.



FY 13-14 Initiative

Ongoing Initiative

Pressure wash downtown sidewalks at least once a year along with litter program. Flush down streets when needed and sweep curb and gutter in neighborhoods. Help with clean-up following after hour special events.



BUILDING SERVICES DIVISION Building Services provides maintenance, repair, and renovation services for all City-owned buildings, and provides technical support and assistance to departments in new facility construction. This division administers contracts for janitorial service, elevator service, pest control, termite inspection, fire alarms, fire sprinkler service, fire extinguisher inspection service, and overhead crane inspection. Building Services also provides assistance to Greenlink Transit with installation and maintenance of shelters at bus stops and other related equipment. The division also assists Grounds Maintenance with lighting at all City owned ball fields.


EXPENDITURESPersonnel Services $627,830 $636,597 $645,007 $651,904Operating Expenditures 639,263 598,253 671,172 669,862Fleet Charges 15,605 20,278 21,438 17,213Risk Charges 13,881 14,119 45,012 45,387Capital Outlay 0 0 0 0TOTAL EXPENDITURES $1,296,579 $1,269,247 $1,382,629 $1,384,366


BUILDING SERVICES DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Building Services Division budget increases 0.1% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $6,897 in personnel services primarily due to compensation adjustments offset by changes in health benefits elections.



FY 14-15 Initiative

Ongoing Initiative

Maintain all City facilities to provide Citizens and City employees with a quality environment to work and meet.

SUSTAINABLE CITY


FY 14-15 Initiative

Ongoing Initiative

Use materials when replacing roofing, and in the construction of new facilities, that will help to reduce the City’s carbon foot print on the environment.



(BUILDING SERVICES DIVISION CONTINUED) PRINCIPAL CITY BUILDINGS (EXCLUDING PARKING)

Bldg. Description Address Acres Sq. Ft.Year

Built/Acquired

General:Building Maintenance Shop 65 Mayberry St. 2.34 6,500 1990City Hall 206 S. Main St. 0.13 100,000 1972Fleet Service Center 348 S. Hudson St. 16.27 32,638 1970Municipal Court 426 N. Main St. 21.42 26,800 1940TD Convention Center One Exposition Drive 39 563,000 1964Parks & Grounds Shop 423 E. Park Ave. 2.4 7,673 1951Public Works Supply Bldg. 40 Mayberry St. (a) 6,000 1987Public Works/Sanitation Bldg. 360 S. Hudson St. 1.6 10,752 1991Public Works Building 325 S. Hudson St. 2.35 9,600 1969Traffic Engineering Bldg. 26 Woods Lake Road 1.04 7,950 2005Fire Station #2 - West End 125 N. Leach St. 0.9 7,825 1969Fire Station #3 - Augusta St. 2101 Augusta St. 0.32 7,740 1950Fire Station #4 - Stone Avenue 880 E. Stone Ave. 0.59 7,740 1951Fire Station #5 - Pleasantburg 30 Waite St. 0.89 9,835 1967Fire Station #6 - Eastside 14 Pelham Rd. 0.63 5,500 1989Fire Station #7 - N. Main St. 801 Rutherford Rd. 2.5 12,041 2006

Leased to Other Party:Army Reserve Building Laurens Road 3.42 31,994 1962A. Wilkes Women's Home 614 Pendleton St. 0.37 4,500 1900Falls Cottage 615 S. Main St. 0.53 1,800 1936Kilgore Lewis House 560 N. Academy (b) 5,000 1838United Ministries 600 Pendleton St. 0.07 4,242 1960Women's Club 7 Bennett St. 0.53 5,864 1890

(a) Included in 16.27 acres for Fleet Service Center

(b) Included in 21.42 acres for Municipal Court.



TROLLEY OPERATIONS

Beginning in FY 2013-14 Trolley Operations have been assumed by the Greenville Transit Authority and are recorded in the Transit Enterprise Fund.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES

Personnel Services $98,636 $94,059 $0 $0

Operating Expenditures 12,000 12,000 0 0

Fleet Charges 29,987 49,856 0 0

Risk Charges 0 0 0 0


TOTAL EXPENDITURES $140,623 $155,915 $0 $0

TROLLEY OPERATIONS




The Downtown Infrastructure Maintenance Crew provides street and sidewalk maintenance and improvements within the downtown area. Personnel provide long-term maintenance of infrastructure improvements funded through proceeds generated from the Downtown Infrastructure Fund.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES



Fleet Charges 18,626 20,949 23,369 40,711

Risk Charges 4,951 4,853 6,227 5,327

Capital Outlay 0 0 75,831 0


STAFFING



FY 2014-15 BUDGET HIGHLIGHTS The Downtown Infrastructure Maintenance budget decreases 25.5% from the FY 2013-14 Adopted Budget and reflects:

• A net decrease of $66,197 in personnel services primarily attributable to a $70,000 decrease in overtime charges due to the addition of two positions in the Streets Division that will assume a portion of these duties.



FY 14-15 Initiative

Ongoing Initiative

Continue annual pressure washing of all sidewalks on Main Street in the downtown area.



PARKS AND RECREATION

Mission Statement It is the mission of the Parks and Recreation Department to improve the quality of life of Greenville citizens by providing high-quality parks and recreation services, improving neighborhoods, and maintaining public

facilities at a high standard.



PARKS AND RECREATION OVERVIEW The Parks and Recreation Department oversees the maintenance of 39 parks occupying more than 322 acres within the City, schedules and coordinates year-round athletic and youth programs, operates five community centers that offer general leisure activities and special summer programs, maintains over 500 beautification sites totaling 75 acres, and maintains trees on rights-of-way and public park land. The Parks and Recreation Department is also responsible for urban design projects including streetscape design, bicycle facility design, and the design of public open space, trail design and construction management, sustainability planning and initiatives including staffing the newly established Green Ribbon Committee, and the Greenville Zoo, which is operated as an enterprise fund.

CITY MANAGER

PARKS & RECREATION DIRECTOR

(01 FT)

PARKS AND GROUNDS

ADMINISTRATION

(07 FT)

GREENVILLE ZOO

(ENTERPRISE FUND)(33 FT)

RECREATION

(13 FT)(12 PT)

TREE MAINT.DIVISION

(05 FT)

RIGHTS-OF-WAY

DIVISION

(08 FT)

PARKS MAINT.DIVISION

(20 FT)

BEAUTIFICATION DIVISION

(15 FT)

FALLS PARK

CREW

(13 FT)


Authorized StaffingParks and Recreation Administration 7 8 8 8 0Recreation Division 24 24 25 25 0Parks Maintenance Division 18 20 20 20 0Rights-of-Way Division 8 8 8 8 0Beautification Division 18 15 15 15 0Tree Maintenance Division 5 5 5 5 0Falls Park Crew 11 11 11 13 2


PARKS AND RECREATION DEPARTMENTFY 2014-15 PERSONNEL SUMMARY



FY 2014-15 PARKS AND RECREATION DEPARTMENT OPERATING BUDGET

$7,513,243 Administration

11%Recreation

22%

Parks Maintenance

23%

Rights-of-Way8%

Beautification16%

Tree Maintenance

6%

Falls Park Crew14%


DivisionsParks and Recreation Administration $ 668,247 720,853 781,521 797,406 2.0%Recreation Division 1,166,353 1,289,796 1,505,460 1,629,960 8.3%Parks Maintenance Division 1,436,909 1,669,189 1,728,221 1,710,234 -1.0%Rights-of-Way Division 548,516 556,160 625,242 628,819 0.6%Beautification Division 1,205,822 1,036,405 1,142,209 1,195,263 4.6%Tree Maintenance Division 454,660 493,752 547,374 480,820 -12.2%Falls Park Crew 739,590 786,521 854,572 1,070,741 25.3%

TOTAL $ 6,220,097 6,552,676 7,184,599 7,513,243 4.6%

Expenditure CategoryPersonnel Services $ 4,361,287 4,502,872 4,904,540 5,019,339 2.3%Operating Expenditures 1,334,610 1,475,492 1,562,623 1,824,184 16.7%Fleet Charges 329,019 320,585 388,002 360,954 -7.0%Risk Charges 147,097 152,185 146,290 203,766 39.3%Capital Outlay 48,084 101,542 183,144 105,000 -42.7%


PARKS AND RECREATION DEPARTMENTFY 2014-15 OPERATING BUDGET SUMMARY



PARKS AND RECREATION ADMINISTRATION

The Parks and Recreation Administration division provides administrative oversight and support for all department divisions including recreational services, parks and grounds operations, and the Greenville Zoo. The Administration Division also funds positions that manage greenway developments, City sustainability and climate action efforts, capital project management, and urban design services for streetscapes, parks, and public spaces. This division also funds the personnel and expenditures needed to maintain the department’s fleet of mowers and other equipment used for park and facility maintenance.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES



Fleet Charges 105 5,648 5,366 2,159

Risk Charges 6,534 6,929 28,677 32,012



STAFFING


PARKS AND RECREATION ADMINISTRATION

FY 2014-15 BUDGET HIGHLIGHTS The Parks and Recreation Administration budget increases 2.0% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $19,133 in personnel services primarily attributable to compensation adjustments and changes in employee health benefits elections.



FY 14-15 Initiative

Ongoing Initiative

Provide administrative oversight that ensures all department facilities and services are safely managed.



(PARKS AND RECREATION ADMINISTRATION CONTINUED)


FY 14-15 Initiative

Ongoing Initiative

Provide administrative oversight to ensure that all department operations use the best management practices in protecting and conserving natural resources and reducing organizational waste.

Assist and support the Parks and Recreation divisions in developing “green” programs that educate the general public on protecting the City’s natural resources.


FY 14-15 Initiative

Ongoing Initiative

Engage neighborhood residents to solicit input on improvement projects at neighborhood facilities.


FY 14-15 Initiative

Ongoing Initiative

Develop plans and manage projects that extend the development of the City’s trail system.


FY 14-15 Initiative

Ongoing Initiative

Develop, with recreation staff, introductory and advanced learning opportunities through recreational, athletic, educational, arts, and cultural programs.

Develop a strategic plan that advances the development of the regional park planned for the City.


FY 14-15 Initiative

Ongoing Initiative

Provide administrative oversight that ensures that programs, services, and facilities are available to all residents. Initiate a review of all department policies and procedures that allows all residents an equal opportunity to reserve park and recreational facilities through consistently applied processes.



RECREATION DIVISION The Recreation Division is responsible for the oversight and management of the City’s community centers and athletic programs. The division operates five community centers located throughout Greenville, with programs and services for preschoolers to senior adults. These centers provide important recreational, educational, and cultural services to City residents including four special emphasis neighborhoods. Children, teens, and families have numerous opportunities to participate in a variety of classes, fitness, travel, sports, cultural, arts, after-school, and summer programs. In addition the Division develops, delivers, and administers a variety of recreational opportunities for youth and adults. Year-round programs and activities include basketball, soccer, t-ball, special events, tennis, football, softball, volleyball, skills development, and instructional sports leagues.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES

Personnel Services $864,225 $950,118 $1,093,873 $1,099,284


Fleet Charges 19,157 22,332 32,588 32,487

Risk Charges 20,296 21,499 44,192 85,659



STAFFING


Part-Time Staff 12 12 12 12

TOTAL STAFFING 24 24 25 25

RECREATION DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Recreation Division budget increases 8.3% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $5,411 in personnel services primarily attributable to compensation adjustments and changes in employee health benefits elections.

• $70,000 is budgeted in operating expenditures to replace the roof at the West Greenville Community Center.



(RECREATION DIVISION CONTINUED)


FY 14-15 Initiative

Ongoing Initiative

Provide safe and structured programs for youth and adults that meet the appropriate instructor/participant ratio.

SUSTAINABLE CITY


FY 14-15 Initiative

Ongoing Initiative

Continue programming for youth and adults that promotes the public’s health and well-being.


FY 14-15 Initiative

Ongoing Initiative

Enhance athletic programs that are based in neighborhood community centers.

Facilitate quarterly PlayStreet events in different neighborhoods throughout the City.


FY 14-15 Initiative

Ongoing Initiative

Continue collaborating with organizations to offer adult athletic programs and continue to improve the ongoing youth athletic programs facilitated by staff.

Grow the Let’s Move program in an effort to introduce more kids to healthy lifestyles.


FY 14-15 Initiative

Ongoing Initiative

Develop and support initiatives that are initiated through the Youth Commission.



PARKS MAINTENANCE DIVISION

The Parks Maintenance Division maintains over 322 acres of public park lands at 39 locations containing 13 sports fields, 19 tennis courts, 25 basketball courts, and 35 playgrounds. The Parks Maintenance Division operates in a district system with three geographic maintenance districts (North, Central, and South), with a separate City-wide team assigned to playgrounds, athletic fields, and park amenities. The Parks Maintenance Division also assumes responsibility for the City’s trail system (Swamp Rabbit Trail) and cemeteries (Richland and Springwood).


EXPENDITURESPersonnel Services $805,148 $897,269 $973,198 $959,109Operating Expenditures 447,465 554,874 531,153 600,814Fleet Charges 105,106 101,363 122,504 105,396Risk Charges 57,952 59,475 21,866 22,915Capital Outlay 21,238 56,208 79,500 22,000TOTAL EXPENDITURES $1,436,909 $1,669,189 $1,728,221 $1,710,234


PARKS MAINTENANCE DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Parks Maintenance Division budget decreases 1.0% from the FY 2013-14 Adopted Budget and reflects:

• A net decrease of $14,089 in personnel services primarily attributable to compensation adjustments related to turnover.

• A $67,600 increase in operating expenditures for a trail-maintenance contract to maintain the Swamp Rabbit Trail within the City.

• $22,000 in capital outlay is budgeted for the replacement of one front mount mower. STRATEGIC INITIATIVES


FY 14-15 Initiative

Ongoing Initiative

Provide routine inspections of playgrounds to ensure compliance with national safety standards.



(PARKS MAINTENANCE DIVISION CONTINUED)


FY 14-15 Initiative

Ongoing Initiative

Provide a high quality park system while minimizing the amount of chemicals and fertilizer applied.


FY 14-15 Initiative

Ongoing Initiative

Provide consistent maintenance services at all neighborhood parks and playgrounds.

Continue rehabilitation of neighborhood playgrounds with available funding.


FY 14-15 Initiative

Ongoing Initiative

Preserve and maintain the City trails system that provides a safe and effective means of travel.


FY 14-15 Initiative

Ongoing Initiative

Protect and enhance the historic and cultural landscape elements of the City’s parks and cemeteries.

Continue improvements at Springwood and Richland Cemeteries.



RIGHTS-OF-WAY DIVISION The Rights-of-Way Division (ROW) maintains 354 miles of medians and rights-of-way, as well as 36 alleyways; and assists in maintaining the Mauldin Road Landfill Site. It is also responsible for ICAR, I-385, and Carolina Point Parkway. The ROW Division also operates the community service program, which utilizes individuals who have been assigned community service hours to pick up litter on City rights-of-way, and mows delinquent properties cited by Code Enforcement. In addition, this division manages volunteers working in park facilities or ROW areas, as well as manages adopt-a-road programs that are established during the fiscal year.


EXPENDITURESPersonnel Services $416,413 $417,160 $444,868 $467,272Operating Expenditures 81,146 79,176 92,660 92,660Fleet Charges 40,674 49,186 56,280 60,124Risk Charges 10,283 10,638 9,434 8,763Capital Outlay 0 0 22,000 0TOTAL EXPENDITURES $548,516 $556,160 $625,242 $628,819


RIGHTS-OF-WAY DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Rights-of-Way Division budget increases 0.6% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $22,404 in personnel services primarily attributable compensation adjustments and changes in employee health benefits elections.



FY 14-15 Initiative

Ongoing Initiative

Eliminate sight distance issues along roadways. SUSTAINABLE CITY Completed


Ongoing Initiative

Continue maintenance of rights-of-way at a high level while minimizing the amount of chemicals and fertilizer applied.




The Beautification Division maintains over 500 beautification sites and locations totaling 75 acres and assists garden councils and clubs with horticultural concerns. Depending upon budget funds and donations to the Greenville Tree Foundation, beautification crews generally plant 300 to 400 trees and 15,000 annuals/perennials at the various beautification sites each year.


EXPENDITURESPersonnel Services $903,715 $757,650 $842,507 $860,680Operating Expenditures 163,662 167,940 179,880 182,237Fleet Charges 86,830 85,336 89,793 76,004Risk Charges 24,769 25,479 19,029 18,342Capital Outlay 26,846 0 11,000 58,000TOTAL EXPENDITURES $1,205,822 $1,036,405 $1,142,209 $1,195,263



FY 2014-15 BUDGET HIGHLIGHTS The Beautification Division budget increases 4.6% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $18,173 in personnel services primarily attributable compensation adjustments and changes in employee health benefits elections.

• A net increase of $2,357 in operating expenditures primarily for a $3,025 increase in maintenance contracts offset by a reduction in communications costs.

• Continued funding for landscape maintenance on City’s gateway corridors. • $58,000 in Capital Outlay is budgeted for the replacement of two vehicles.



FY 14-15 Initiative

Ongoing Initiative

Continue planting 300+ trees each year through the Tree Foundation. Maintain garden areas and streetscapes at a high level while minimizing the amount of chemicals and fertilizer applied.



(BEAUTIFICATION DIVISION CONTINUED)


FY 14-15 Initiative

Ongoing Initiative

Preserve and maintain the landscaping and streetscapes throughout the City of Greenville.

Continue the Main Street tree revitalization. CITY OF NEIGHBORHOODS Completed


Ongoing Initiative

Continue beautification efforts at neighborhood community centers as funding allows.

MAJOR BEAUTIFICATION SITES Confederate Memorial Crescent Avenue Greenville Transit Authority Wells Fargo Courtyard Hessie Morrah Greenway Law Enforcement Center Stone Park McPherson Park Woodruff Road Municipal Court Peace Center One Plaza Rutherford Road Streetscape Rock Quarry Garden Rockwood Median Shaw Garden Sue Simpson Garden Tower Drive Islands Canal Insurance Trexler Vietnam Memorial 400 North Main Stone Avenue Streetscape TD Convention Center Pete Hollis Highway Church Street Fairforest Way Market Point Carolina Point Anderson Memorial



TREE MAINTENANCE DIVISION

The Tree Maintenance Division maintains trees on rights-of-way and public park land and provides routine pruning and removal of unsafe trees. This division performs emergency tree trimmings and removals and enforces the City's tree ordinance. Additional responsibilities include hanging banner displays, special events, and Christmas lights.

2011-12 2012-13 2013-14 2014-15


EXPENDITURES



Fleet Charges 44,836 35,912 45,190 55,614

Risk Charges 13,636 13,925 10,278 10,030

Capital Outlay 0 45,334 70,644 0


STAFFING


TREE MAINTENANCE DIVISION

FY 2014-15 BUDGET HIGHLIGHTS The Tree Maintenance Division budget decreases 12.2% from the FY 2013-14 Adopted Budget and reflects:

• A net decrease of $5,412 in personnel services primarily attributable compensation adjustments related to position turnover and changes in employee health benefits elections.



FY 14-15 Initiative

Ongoing Initiative

Continue routine pruning and removal of unsafe trees. PROSPEROUS CITY Completed


Ongoing Initiative

Continue maintenance of Christmas lights and pole banners throughout downtown as funding allows.



FALLS PARK CREW

The Falls Park Crew maintains Falls Park on the Reedy River, the Peace Center, Central Business District (including Main Street from Academy to the Greenville Drive Stadium), and associated improvements along the Reedy River waterfront. Falls Park features scenic overlooks, nature trails, picnic areas, excavated mill ruins, six landscaped garden areas, and the Reedy River waterfalls.


EXPENDITURESPersonnel Services $508,612 $557,127 $582,374 $651,553Operating Expenditures 185,040 194,346 223,103 338,973Fleet Charges 32,311 20,808 36,281 29,170Risk Charges 13,627 14,240 12,814 26,045Capital Outlay 0 0 0 25,000TOTAL EXPENDITURES $739,590 $786,521 $854,572 $1,070,741


FALLS PARK CREW

FY 2014-15 BUDGET HIGHLIGHTS The Falls Park Crew budget increases 25.3% over the FY 2013-14 Adopted Budget and reflects:

• A net increase of $69,179 in personnel services primarily attributable to the addition of two Maintenance Technician positions ($76,766); offset by changes related to position turnover and changes in employee health benefits elections.

• Operating expenditures increase by $115,870 for the following: o $13,470 for equipment and supplies for the new crew, o $15,000 for a cleaning services for the One Plaza Restrooms, o $22,400 for seasonal labor for maintenance of Falls Park and Central Business District, o $30,000 for weekly landscaping maintenance at the Peace Center, o $27,000 for one-time costs to replace the lights on the Liberty Bridge, o $27,000 for the Liberty Bridge inspection which occurs every other year, and o a reduction of $19,000 for one-time costs to re-paint the Liberty Bridge.

• $25,000 is budgeted for the purchase of a vehicle for the new crew.



FY 14-15 Initiative

Ongoing Initiative

Ensure that Falls Park remains safe, attractive, and inviting for public use by establishing a regular program of grounds maintenance and continually upgrading or replacing park amenities.


FY 14-15 Initiative

Ongoing Initiative

Maintain Falls Park as a centerpiece attraction for the community and for bringing additional visitors to Greenville.


INTERNAL SERVICE FUNDS PAGE E-1

INTERNAL SERVICE FUNDS Internal Service Funds are used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City on a cost reimbursement basis. Expenses of these funds are included in the budgets of the respective departments and agencies that use the services. Internal Service Funds have been established for the following functions:

Health Benefits Fund

Risk Management Fund

Fleet Services Fund



HEALTH BENEFITS FUND

The Health Benefits Fund accounts for all financial activities of the City’s health, dental, life, disability, and pharmacy programs. The Health Benefits Fund was established in January 2014 when the City converted to a self-insured model from a fully-insured model.

2011-12 2012-13 2013-14 2014-15


Revenues

Employer Health Premiums $ 0 0 0 7,613,760

Employee Health Premiums 0 0 0 2,342,762

Retiree Medical Benefit Payments 0 0 0 650,000

Retiree Health Premiums 0 0 0 361,956

Employer Dental Premiums 0 0 0 510,744

Employee Dental Premiums 0 0 0 174,370

Life and Disability Ins. Premiums 0 0 0 349,546

Interest/Other 0 0 0 0

TOTAL REVENUES 0 0 0 12,003,138

Expenses

Salaries and Benefits 0 0 0 42,371

FSA Admin. Fee 0 0 0 12,000

Health Ins. Admin. Fee 0 0 0 491,892

Health Ins. Stop Loss 0 0 0 784,557

Health Claims 0 0 0 8,465,408

Health Claims Reserve 0 0 0 695,856

Dental Ins. Admin. Fee 0 0 0 41,568

Dental Claims 0 0 0 643,546

Health Medicare Supplement 0 0 0 183,429

Life and Disability Insurance 0 0 0 349,546

Vision Insurance 0 0 0 105,000

SC ORBET Payment 0 0 0 187,965

TOTAL EXPENSES 0 0 0 12,003,138

Change in net assets 0 0 0 0

Total net assets,

beginning of year 0 0 0 0

Total net assets,

end of year $ 0 0 0 0

STAFFING





(HEALTH BENEFITS FUND CONTINUED) FY 2014-15 BUDGET HIGHLIGHTS The Health Benefits Fund was established in January 2014 and FY 2014-15 represents the first full year of self-insured funding.

The fund includes the establishment of one Administrative Assistant position organizationally located in the Human Resources Department.

The fund’s $12 million dollar budget is based on full employment of the City’s workforce. Turnover rates of approximately 5% reduce both Health Premium revenues and projected Health Claims; the Health Claims Reserve reflects this adjustment in the amount of $695,856.

All other expense amounts are based on current participating levels of active and retired employees in the benefit program.



RISK MANAGEMENT FUND

The Risk Management Fund accounts for all financial activities related to workers’ compensation, automobile liability, general liability, employment practices liability, public officials liability, law enforcement liability, property, and automobile physical damage. Revenues are based on a cost allocation system that reflects each division’s forward looking risk exposure (number of employees, percentage of payroll, and number of vehicles) and its five-year historical claims experience. The City is self-insured for all workers’ compensation losses up to $550,000 per occurrence for public safety and $400,000 per occurrence for all other employees; maintains a self-insured retention of $100,000 for general liability, employment practices liability, law enforcement liability, and public officials liability; and a $25,000 deductible for property losses. Program expenses and reserve funding requirements are allocated to the operating agencies. An actuarial report is prepared annually to determine the adequacy of fund reserves. Oversight is provided by the Risk Manager who monitors claims and expenses, and evaluates the adequacy of reserves.

2011-12 2012-13 2013-14 2014-15


REVENUES

Transfers:

General Fund $ 1,329,086 1,359,264 1,505,093 1,618,580

Other Funds 680,794 692,836 620,493 662,910

Reimbursements 291,798 425,347 128,488 112,500

TOTAL REVENUES 2,301,678 2,477,447 2,254,074 2,393,990

EXPENSES

Personnel and Operating 124,484 120,055 134,488 118,500

Workers' Comp - Claims 643,132 974,399 793,819 818,213

Premiums - Liability/Property 759,349 706,892 801,767 805,277

Claims - Liability/Property 864,070 907,668 530,000 658,000

TOTAL EXPENSES 2,391,035 2,709,014 2,260,074 2,399,990

Operating Income (89,357) (231,567) (6,000) (6,000)

Non-operating revenue

Interest earnings 8,088 6,433 6,000 6,000

Change in net assets (81,269) (225,134) 0 0

Total net assets, beginning of year 751,419 670,150 445,016 445,016

Total net assets, end of year $ 670,150 445,016 445,016 445,016

STAFFING





(RISK MANAGEMENT FUND CONTINUED) FY 2014-15 BUDGET HIGHLIGHTS The Risk Management Fund expense budget increases 6.2% over the FY 2013-14 Adopted Budget and reflects:

• Operating decrease of $18,000 for the reallocation of the costs associated with the Employee Assistance Program (EAP) to the Occupational Health Division in the General Fund.

• An increase of $24,394 in workers’ compensation expenses. • An increase of $128,000 in property and liability claims based on actuarial projections.



FY 14-15 Initiative

Ongoing Initiative

Maintain a reserve in the Risk Management Fund that is adequate to fund expected liabilities at a 50% probability level (i.e., funds will be sufficient to cover liabilities five years out of ten).

Continue activities to identify hazards, and assess and control risks to meet both regulatory obligations and reduce risk of loss to the City of Greenville. Maintain risk management monitoring to create a culture that promotes awareness and departmental accountability for accidents and injuries.



FLEET SERVICES FUND Organizationally located in the Public Works Department, Fleet Services is responsible for management and maintenance of the City’s fleet of vehicles and rolling stock. This division also manages the Public Works safety and training operations; and also manages the cell phones for the Public Works Department.

2011-12 2012-13 2013-14 2014-15


REVENUES

Transfers:

General Fund $ 2,138,992 2,162,154 2,349,120 2,195,172

Other Funds 2,313,857 2,190,729 2,502,187 2,964,957

Reimbursements 43,959 29,447 44,243 20,635

Other Revenues 105,580 32,626 80,000 15,000

TOTAL REVENUES 4,602,388 4,414,956 4,975,550 5,195,764

EXPENSES

Personnel Services 746,881 672,875 813,347 962,499

Operating Expenses 179,140 223,409 160,175 170,428

Parts 885,802 749,819 914,937 779,737

Fuel 2,232,854 2,293,311 2,606,670 2,733,991

Outside Repairs 502,905 404,858 459,111 471,737

Risk Charges 54,806 55,600 21,310 42,372

Capital Outlay 0 0 0 35,000

TOTAL EXPENSES 4,602,388 4,399,872 4,975,550 5,195,764

Operating Income 0 15,084 0 0

Change in net assets 0 15,084 0 0

Adjustments-CAFR

Depreciation (15,345) (15,550) 0 0

Change in net assets, adjusted (15,345) (466) 0 0

Total net assets, beginning of year 77,742 62,397 61,931 61,931

Total net assets, end of year $ 62,397 61,931 61,931 61,931

STAFFING

Full-Time Staff 13.5 13.5 14 17

FLEET SERVICES FUND



(FLEET SERVICES FUND CONTINUED) FY 2014-15 BUDGET HIGHLIGHTS The Fleet Services budget increases 4.4% over the FY 2013-14 Adopted Budget and includes:

• An increase of $149,152 in personnel services primarily due to the addition of three Fleet Mechanic positions in order to meet current demand and to incorporate recommendations of the Fleet Study.

• Parts costs decrease $135,200 due to decreased usage. • Fuel costs increase $127,321 based on current consumption. • Outside repairs costs increase $12,626 due to projected usage. • $35,000 is budgeted to replace one service truck.



FY 14-15 Initiative

Ongoing Initiative

Provide a safe and efficient fleet of vehicles and communications equipment.

PROSPEROUS CITY Completed


Ongoing Initiative

Increase the return on salvaged vehicles by using internet auctions. Reduce the cost of mobile communications by performing more in-house programming and repairs on mobile radio systems.


SPECIAL REVENUE FUNDS PAGE F-1

SPECIAL REVENUE FUNDS Special Revenue Funds are used to account for the proceeds of specific revenue sources (other than major capital projects) that are restricted by law or administrative action to expenditures for specified purposes. Annual budgets are established for the following Special Revenue Funds:

Community Development State Accommodations Tax

HOME Program Local Accommodations Tax

HOPWA Program Admissions Tax

Hospitality Tax Victim Witness

Sunday Alcohol Permits Utility Undergrounding



COMMUNITY DEVELOPMENT The Community Development Fund is a special revenue fund used to record the receipt and expenditure of Community Development Block Grant (CDBG) monies. The Community Development program strives to upgrade the living conditions of low and moderate income persons in targeted areas within the City of Greenville. A number of projects are funded by CDBG monies, including low-interest rehabilitation loans, new home ownership, housing assistance programs, and the offering of financial and administrative support to various public improvements and human service projects.


REVENUESEntitlement $ 1,121,794 663,909 779,834 784,740Interest 1,347 849 0 5,000Other 42,035 14,237 5,000 0TOTAL REVENUES 1,165,176 678,995 784,834 789,740

EXPENDITURESAdministration 481,105 381,937 447,783 415,886Projects 748,015 284,929 339,162 373,854TOTAL EXPENDITURES 1,229,120 666,866 786,945 789,740

Excess (deficiency) ofrevenues over expenditures (63,944) 12,129 (2,111) 0

Fund balance,beginning of year 145,890 81,946 94,075 91,964

Fund balance,end of year $ 81,946 94,075 91,964 91,964


COMMUNITY DEVELOPMENT

*Two positions for the Community Challenge Grant are paid for out of the Miscellaneous Grants Fund, but are recorded here for organizational purposes only.



(COMMUNITY DEVELOPMENT CONTINUED)

FY 2014-15 COMMUNITY DEVELOPMENT PROGRAMS Owner-Occupied Home Ownership Rehabilitation $134,000Citywide Property Acquisition 102,154Comprehensive Jobs Training (LADDER Program) 55,700After School Tutorial (City Comm. Centers Bureau) 25,000Comprehensive Housing Counseling (KEY Program) 15,000Microloan Program 20,000Grant Assistance Partnership for Special Emphasis 13,000 Neighborhood Association Activities (G.A.P.)Fair Housing (Human Relations Comm. Fair Housing Program) 9,000Housing Assistance Administration 258,938Administration (20%) 156,948Total Community Development Programs and Activities $789,740



FY 14-15 Initiative

Ongoing Initiative

Create economic development opportunities through the Comprehensive Jobs Training/Improvement and Placement Program (LADDER).


FY 14-15 Initiative

Ongoing Initiative

Support residential development through acquisition of vacant and deteriorated properties.

Increase affordable housing opportunities and improvements through a comprehensive housing counseling program (KEY Program), rental rehabilitation loan program, partnerships with community housing development organizations, and partnerships with nonprofit and private developers.

Increase affordable housing opportunities. Develop public and private partnerships for financing capital improvement projects.

HOUSING ACCOMPLISHMENTS

PROGRAM 2009 2010 2011 2012 2013

Housing Rehabilitation 27 units 24 units 20 units 22 units 21 units

New Housing Construction 27 units 48 units 26 units 16 units 16 units

Rehabilitation Loans and Grants 5 households 12 households 7 households 7 households 9 households

Fair Housing 188 persons

assisted 602 persons




assisted

Self Sufficiency for Residents

142 in KEY and LADDER

programs


programs


programs


Programs


Programs



HOME PROGRAM

The HOME Program Fund is used to record receipts and expenditures related to the HOME Program grant. This program is aimed at expanding the supply of decent affordable housing for low-income residents, with most of the projects designated for five Community Development target areas.


REVENUESGrant $ 652,424 217,039 218,606 222,825Other 311 0 0 0TOTAL REVENUES 652,735 217,039 218,606 222,825

EXPENDITURESProgram Expenditures 653,819 202,586 218,606 222,825TOTAL EXPENDITURES 653,819 202,586 218,606 222,825

Excess (deficiency) ofrevenues over expenditures (1,084) 14,453 0 0


Fund balance,end of year $ 124,998 139,451 139,451 139,451

HOME PROGRAM

FY 2014-15 HOME PROGRAMS

Administration $22,282Owner-Occupied Repair 80,543Genesis Homes – Greenline-Spartanburg/Nicholtown 60,000Allen Temple CEDC 60,000Total HOME Program Activities $222,825



FY 14-15 Initiative

Ongoing Initiative

Leverage funding for the construction of three rental units by Genesis Homes.

Leverage funding for the rehabilitation of 25 owner-occupied units in the City’s Special Emphasis Neighborhoods.

Leverage funding for the development of four rental units by Allen Temple CEDC.



HOPWA PROGRAM Housing Opportunities for Persons with AIDS

The Housing Opportunities for Persons with AIDS (HOPWA) Fund was established in FY 2002-03 to record receipts and expenditures related to the HOPWA program. This program, under Code of Federal Regulations Title 24 (Housing and Urban Development), Part 574 (Housing Opportunities for Persons with AIDS), allows for funds to be used to assist in all forms of housing and supportive services to prevent homelessness. Assistance includes emergency financial assistance, rent, utilities, mortgage, prescriptions, transportation, and counseling for persons with HIV/AIDS. Allocation of funding is based upon number the number of HIV/ AIDS cases identified in the Eligible Metropolitan Statistical Area (EMSA) which includes Anderson, Greenville, Pickens, and Laurens Counties. The City received State funds until FY 2008-09 and the EMSA has since met the threshold of HIV/AIDS cases to become an entitlement community and receive direct federal funding.


REVENUESGrant $ 0 256,081 282,356 360,394TOTAL REVENUES 0 256,081 282,356 360,394

EXPENDITURESProgram expenditures 0 232,834 282,356 360,394TOTAL EXPENDITURES 0 232,834 282,356 360,394

Excess (deficiency) ofrevenues over expenditures 0 23,247 0 0

Fund balance atbeginning of year 0 0 23,247 23,247

Fund balance atend of year $ 0 23,247 23,247 23,247

HOUSING OPPORTUNITIES FOR PERSONS WITH AIDS (HOPWA)

FY 2014-15 HOPWA PROGRAMS

Administration $10,811AID Upstate 319,631Upper Savannah Care Services 29,952Total HOME Program Activities $360,394



(HOPWA CONTINUED) STRATEGIC INITIATIVES


FY 14-15 Initiative

Ongoing Initiative

Prevent homelessness by providing services to nearly 300 people living with HIV/AIDS in Greenville, Laurens, and Pickens counties.


FY 14-15 Initiative

Ongoing Initiative

The City of Greenville will administer HOPWA funding on behalf of two organizations: AID Upstate (serving Greenville and Pickens counties) and Upper Savannah Care Services (serving Laurens County).



HOSPITALITY TAX

By City Ordinance No. 2000-79, the City of Greenville enacted a 2% hospitality tax on prepared meals and beverages in the City. The proceeds are to be used for tourist-related activities, improvements, and facilities as allowed under state law.


REVENUES / TRANSFERS INHospitality Tax $ 7,088,246 7,815,817 7,825,000 8,695,320Penalties/Late Fees 14,311 27,356 20,000 12,480Interest 38,886 3,027 5,000 3,100Bond Proceeds 0 3,967,000 0 0External Reimbursements 22,205 0 0 0Transfers In 150,000 279,253 0 0

7,313,648 12,092,453 7,850,000 8,710,900EXPENDITURES / TRANSFERS OUT

Operating Expenditures 75,000 8,000 100,000 60,0002004 COPs Principal 280,000 0 0 02004 COPs Interest 194,105 0 0 02011 Revenue Bond Principal 1,065,000 1,200,000 1,235,000 1,285,0002011 Revenue Bond Interest 908,865 764,136 730,311 683,0112012 Revenue Bond Principal 0 191,000 312,000 322,0002012 Revenue Bond Interest 0 42,088 63,814 58,542Other Debt Service Costs 5,184 15,500 6,000 6,000Payment to Refunded Debt Escrow Agent 0 112,699 0 0Transfer to Miscellaneous Grants 0 1,019 0 0Transfer to TD Convention Center 853,959 1,142,321 936,998 946,953Transfer to Capital Projects Fund 707,476 1,193,981 2,581,000 2,475,000Transfer to Parking Fund 557,000 0 48,000 0Transfer to Zoo Enterprise Fund 475,000 457,417 395,127 395,127Transfer To G'ville Public Facilities Corp. 0 3,878,440 0 0Transfer to General Fund 2,374,921 2,490,607 2,500,531 2,636,347

7,496,510 11,497,208 8,908,781 8,867,980Excess (deficiency) of revenues over expenditures (182,862) 595,245 (1,058,781) (157,080)

Fund balance, beginning of year 5,300,117 5,117,255 5,275,692 4,216,911Reclassification due to GASB 61 0 (436,808) 0 0Fund balance, end of year $ 5,117,255 5,275,692 4,216,911 4,059,831

Fund BalanceReserved for debt service reserve fund $ 2,008,372 1,512,701 1,512,701 1,512,701Reserved for debt service monthly deposits 661,800 585,060 585,060 585,060Fund Balance Reserve 500,000 500,000 500,000 500,000Restricted for Tourism Related Expend. 1,947,083 2,677,931 1,619,150 1,462,070

$ 5,117,255 5,275,692 4,216,911 4,059,831

HOSPITALITY TAX



(HOSPITALITY TAX CONTINUED) FY 2014-15 BUDGET HIGHLIGHTS The Hospitality Tax Fund budget reflects:

• The FY 2013-14 Adopted Budget was amended for $120,115 for the new Falls Park and downtown security measures that were implemented during the year.

• Hospitality tax revenues (not including delinquents or penalties) are projected to increase by 11.1% over the FY 2013-14 budget estimate. This is due to better than anticipated year-to-date collections in FY 2013-14 which are estimated at $8,361,000 for the year.

• The transfer to the TD Convention Center Fund is $946,953 to offset the facility’s operating loss, management and incentive fee, QECB debt service costs, and risk management costs.

• The transfer to the Zoo Fund is $395,127. This transfer offsets the operating loss at that facility.

• $2,636,347 is transferred to the General Fund to offset operating expenditures associated with special events and tourism. This transfer is used primarily for public safety and parks and recreation, as well as other staff support for special events and tourism. Funding also includes collection costs.

• $2,475,000 is for the following capital projects: o City Park Phase I ($1,225,000) o Trail Expansion ($1,000,000) o Public Safety Cameras ($250,000)

• The City’s contribution to the “Yeah, That Greenville” campaign is $60,000; a reduction of $40,000 from FY 2013-14. The campaign will still receive the same total funding as the prior year across all funding sources.

• Maintains $500,000 fund balance reserve to account for unanticipated opportunities and potential fluctuations in the revenue stream.



SUNDAY ALCOHOL PERMITS

As approved by City voters in 1999, special permits are issued by the State Department of Revenue for the sale of alcoholic beverages on Sundays in the City of Greenville. The revenue may be used only for capital improvements to tourism-related buildings; the purchase or renovation of buildings which are historic properties; festivals with an impact on tourism; and open space preservation. The revenue may not be used for operating expenses of tourism-related buildings. The revenue estimate for FY 2014-15 is based on the issuance of 88 annual permits at $3,000 each.


REVENUESPermit Fee $ 279,300 239,300 246,000 264,000Interest 209 428 200 300Transfers In 0 0 0 0TOTAL REVENUES 279,509 239,728 246,200 264,300

EXPENDITURES / TRANSFERS OUTTransfer to Hospitality Tax Fund 100,000 100,000 0 0Transfer to Parking Fund 0 0 350,000 0Transfer to Capital Projects Fund 170,000 20,000 40,000 100,000Art in Public Places 0 0 75,000 75,000City Council Reserve 19,833 15,000 20,000 20,000TOTAL EXPENDITURES 289,833 135,000 485,000 195,000

Excess (deficiency) ofrevenues over expenditures (10,324) 104,728 (238,800) 69,300

Fund balance, beginning of year 174,024 163,700 268,428 29,628

Fund balance, end of year $ 163,700 268,428 29,628 98,928

SUNDAY ALCOHOL PERMITS

FY 2014-15 BUDGET HIGHLIGHTS The Sunday Alcohol Permits Fund budget reflects:

• The FY 2013-14 Adopted Budget was amended for a transfer of $350,000 to the Parking Fund for construction of new parking garages.

• $75,000 is included for Art in Public Places. • A contingency of $20,000 set up for tourism-related festivals. • $100,000 is transferred to the Capital Projects Fund for the Augusta Street at Fluor Field

Streetscape Project.

CHANGE IN FUND BALANCE The projected increase in fund balance from $29,628 to $98,928, or 233.9%, is attributable to accumulating funds for future capital projects proposed in the planning years of the FY 2015-2019 Capital Improvement Program.



STATE ACCOMMODATIONS TAX By a 1984 act of the General Assembly, a 2% tax is imposed on all accommodations in the State of South Carolina. These monies are collected by the State and distributed to counties and municipalities. The proceeds must be spent for tourism promotion and tourism-related expenditures. Projects are reviewed by an Accommodations Tax Advisory Committee. State law provides that (a) the first $25,000 must be allocated to the City’s General Fund for general purpose use; (b) 5% of the balance must also be allocated to the City’s General Fund; (c) 30% of the balance must be allocated for the purpose of advertising and promotion of tourism; and (d) the remaining balance must be used for tourism-related expenditures. The City Council adopted a Grant-In-Aid Policy that stipulates the establishment of a City Council reserve for unanticipated events, festivals, and other opportunities. This budget includes $50,000 for the Council’s contingency.


REVENUESIntergovernmental $ 1,355,081 1,644,141 1,488,000 1,821,000Interest 824 735 0 0TOTAL REVENUES 1,355,905 1,644,876 1,488,000 1,821,000

EXPENDITURES / TRANSFERS OUTOperating Expenditures 202 190 0 0Transfer to General Fund 241,504 255,957 98,150 114,800Transfer to Hospitality Tax Fund 50,000 50,000 0 0City Council Reserve - Grant-In-Aid Policy 33,000 50,000 50,000 50,000Tourism Promotions - VisitGreenvilleSC 399,025 485,742 438,900 538,800Tourism Projects 601,250 578,750 880,000 1,200,000TOTAL EXPENDITURES 1,324,981 1,420,639 1,467,050 1,903,600

Excess (deficiency) ofrevenues over expenditures 30,924 224,237 20,950 (82,600)

Fund balance, beginning of year 138,668 169,592 393,829 414,779

Fund balance, end of year $ 169,592 393,829 414,779 332,179

STATE ACCOMMODATIONS TAX

FY 2014-15 BUDGET HIGHLIGHTS The State Accommodations Tax budget reflects:

• Budgeted revenues increase 22.4% over FY 2013-14 budget revenues due to an increase in overnight hotel stays and a trend of increased revenues during FY 2013-14.

• The FY 2013-14 estimated State Accommodations Tax receipts is approximately $1,751,000, representing an increase of 6.5% over FY 2012-13 Actual. The budget estimate for FY 2014-15 of $1,821,000 is approximately 4% higher than the estimated receipts for FY 2013-14.



(STATE ACCOMMODATIONS TAX CONTINUED) FY 2014-15 ALLOCATION OF STATE ACCOMMODATIONS TAX REVENUES

Total Revenues $1,821,000

First $25,000 to General Fund ($25,000)$1,796,000

5% of Balance to General Fund ($89,800)

30% to Tourism Promotion ($538,800)

Subtotal $1,167,400

Set Aside - City Council Reserve ($50,000)Current Revenues Available for Tourism Expenditures $1,117,400

DISBURSEMENT OF FUNDING (TOURISM-RELATED EXPENDITURES)FY 13/14 FY 14/15

Budget BudgetVisitGreenvilleSC (CVB) $200,000 $440,000

VisitGreenvilleSC (CVB) - "Yeah, That Greenville" Campaign 131,250 Inc. Above

VisitGreenvilleSC (CVB) - City Hall Visitor's Center 33,000 Inc. Above

VisitGreenvilleSC (CVB) - City Manager Approval 18,750 Inc. Above

VisitGreenvilleSC (CVB) - TD Center Marketing 17,000 Inc. Above

VisitGreenvilleSC (CVB) - Bassmasters 0 60,000

Metropolitan Arts Council 250,000 367,500

Notus Sports - Paracycling 15,000 50,000

BMW Charity Pro-Am 15,000 40,000

Euphoria 30,000 40,000

Children's Museum of the Upstate 35,000 35,000

Artisphere 30,000 25,000

College All Star Bowl 0 25,000

Greenville Restaurant Week 20,000 25,000

Downtown Brochures, Kiosks, and Maps 25,000 20,000

Greenville Airport Commission - Playground 0 15,000

Scottish Games 10,000 15,000

Fall For Greenville 0 10,000

Spinx Run Fest Marathon 10,000 10,000

Upcountry History Museum 10,000 10,000

Discover Upcountry Marketing 0 5,000

Transportation Museum of the World - Miniature World of Trains 0 5,000

The International Music and Dance Festival 0 2,500

Black Expo 10,000 0

Greenville Chautauqua Society 10,000 0

Indie Craft Parade 10,000 0TOTAL $880,000 $1,200,000

CHANGE IN FUND BALANCE The projected decrease in fund balance from $414,779 to $332,179, or 19.9%, reflects spending down accumulated balances in the fund due to higher than anticipated revenues the past two years.



LOCAL ACCOMMODATIONS TAX

By City Ordinance No. 1994-27, the City of Greenville in 1994 enacted a local accommodations tax of 2.3%. The proceeds of this 2.3% are to be used primarily to repay debt incurred for the construction of the Bon Secours Wellness Arena (Arena) (formerly named the Bi-Lo Center) and are subject to annual appropriation of City Council. By City Ordinance No. 2004-48, the City in 2004 extended the authorization of the local accommodations tax of 0.7%. The proceeds of this 0.7% are to be used to defray the cost of tourism marketing services, subject to annual appropriation by City Council. The appropriation provides for the distribution of accommodations taxes for tourism marketing services, excluding a 4% collection cost. Per the Code of Ordinances, any excess revenues from the 2.3% or 0.7% may be used at the City Council’s discretion for any use eligible under state law.


REVENUES2.3% tax $ 1,727,758 1,837,008 1,918,000 2,125,8900.7% tax 526,167 559,056 584,000 647,010Other/Penalties 283 68 250 100TOTAL REVENUES 2,254,208 2,396,132 2,502,250 2,773,000

EXPENDITURES / TRANSFERS OUTAuditorium District 1,116,868 1,562,303 1,303,643 1,226,555VisitGreenvilleSC (CVB) 504,846 532,526 560,640 621,130Operating 0 11,085 150,000 150,000Transfer to General Fund 21,035 22,189 23,360 303,116Transfer to Parking Fund 0 0 1,229,000 0Transfer to TDCC Fund 0 50,000 450,000 185,000TOTAL EXPENDITURES 1,642,749 2,178,103 3,716,643 2,485,801

Excess (deficiency) ofrevenues over expenditures 611,459 218,029 (1,214,393) 287,199

Fund balance,beginning of year 638,228 1,249,687 1,467,716 253,323

Fund balance,at end of year $ 1,249,687 1,467,716 253,323 540,522

LOCAL ACCOMMODATIONS TAX



(LOCAL ACCOMMODATIONS TAX CONTINUED) FY 2014-15 BUDGET HIGHLIGHTS The Local Accommodations Tax budget reflects:

The FY 2013-14 Adopted Budget was amended for a transfer of $1,229,000 to the Parking Fund to fund a portion of the construction of parking garages related to tourism activities and events.

A payment of $1,226,555 to the Auditorium District for debt service costs. $277,236 is transferred to the General Fund for expenditures incurred in the Parks and

Recreation Department in support of operations and maintenance of tourism related venues. Of this transfer, $27,000 represents one-time costs to replace the lights on the Liberty Bridge with LED lights and $27,450 represents one-time costs to purchase a vehicle and equipment in the Falls Park Crew division for a new crew.

$25,880 is transferred to the General Fund for 4% collection cost allocation. $150,000 is transferred for Arena District Payment for the Arena year 18 of 20. $135,000 is being transferred to the TD Convention Center Fund for improvements to the

Conference Center, and $50,000 is to replace furnishings, fixtures, and equipment. CHANGE IN FUND BALANCE The projected increase in fund balance from $253,323 to $540,522, or 113.4%, reflects accumulating reserves in anticipation of future capital projects.



ADMISSIONS TAX

The Tourism Infrastructure Admissions Tax Act allows 50% of the State Admissions Tax to be directed to qualified tourism establishments for the purpose of public infrastructure improvements. If a facility meets the requirements of an establishment, the admissions tax will be subject to the provisions of the law for a 15 year benefit period. Of this amount, half is directed to the municipality where the facility is located and half is placed in a special infrastructure development fund (SIDF) to be distributed based on an application made by the local government. The City has one qualifying facility within its boundaries: Fluor Field. The City applied to and received approval from the Department of Commerce to access the special infrastructure development funds for this facility. Revenues associated with Fluor Field are currently accumulating in anticipation of public improvements to areas adjoining the stadium. The Fluor Field benefit is scheduled to end in 2023. Prior to September 2013, the City had two qualifying facilities within its boundaries: the Bon Secours Wellness Arena (formerly the BiLo Center) and Fluor Field. The Bon Secours Wellness Arena (Arena) portion of the tax ended in September 2013.

2011-12 2012-13 2013-14 2014-15REVENUES Actual Actual Budget Budget

Arena Grant (SIDF) $ 141,020 111,631 133,000 0Fluor Field Grant (SIDF) 9,591 22,829 22,500 20,100Arena Tax 125,155 114,173 133,000 0Fluor Field Tax 35,587 25,899 22,500 20,100Transfers In 0 6,183 0 0TOTAL REVENUES 311,353 280,715 311,000 40,200

EXPENDITURES / TRANSFERS OUTAuditorium District 266,177 225,804 266,000 0Transfer to Cap. Proj. Fund 0 0 0 250,000TOTAL EXPENDITURES 266,177 225,804 266,000 250,000

Excess (deficiency) ofrevenues over expenditures 45,176 54,911 45,000 (209,800)


Fund balance,at end of year $ 156,769 211,680 256,680 46,880

Fund BalanceFluor Field Reserve 156,769 211,680 256,680 46,880

$ 156,769 211,680 256,680 46,880

ADMISSIONS TAX



(ADMISSIONS TAX CONTINUED) FY 2014-15 BUDGET HIGHLIGHTS The Admissions Tax budget reflects:

The Bon Secours Wellness Arena (Arena) portion of the tax ended in September 2013. $250,000 is transferred to the Capital Projects Fund for the Augusta Street at Fluor Field

Streetscape Project.

CHANGE IN FUND BALANCE The projected decrease in fund balance from $256,680 to $46,880, is due to utilizing accumulated revenues to fund improvements in the Fluor Field area.



VICTIM WITNESS

The Victim Witness Fund is used to record receipts from special court revenue and expenditures associated with the Victim Assistance Program mandated by the State of South Carolina. The funds are used to support two staff members within the Support Division of the Police Department who provide support to victims of violent crimes. A staff member is on-call 24-hours a day. Victims are educated about the process of the criminal justice system and are referred to counseling if necessary.


REVENUESFees $ 83,575 76,217 80,500 61,100General Fund Transfer 0 34,292 20,142 46,902TOTAL REVENUES 83,575 110,509 100,642 108,002

EXPENDITURESProgram Expenditures 108,420 109,867 113,025 108,002TOTAL EXPENDITURES 108,420 109,867 113,025 108,002

Excess (deficiency) ofrevenues over expenditures (24,845) 642 (12,383) 0

Fund balance,beginning of year 36,586 11,741 12,383 0

Fund balance,end of year $ 11,741 12,383 0 0


VICTIM WITNESS FUND

FY 2014-15 BUDGET HIGHLIGHTS The Victim Witness budget reflects:

• An increase in the General Fund transfer due to a consistent decrease in revenues from fees.



UTILITY UNDERGROUNDING The Utility Undergrounding Fund is used to record a 1% Duke Energy franchise fee dedicated to utility undergrounding projects. When a project is selected, Duke Energy will match the City’s effort up to an amount equal to 0.5% of Duke revenues. The fund will be used to pay for undergrounding and relocation of utility lines throughout the City in order to minimize power outages.


REVENUES1% Franchise Fee $ 974,350 996,566 1,051,000 1,026,463TOTAL REVENUES 974,350 996,566 1,051,000 1,026,463

EXPENDITURES / TRANSFERS OUTPersonnel and Operating 92,843 75,977 96,476 102,515Utility Undergrounding 374,130 1,807,276 1,634,577 1,000,000Transfer to General Fund 20,060 32,182 50,513 43,754Tfr. to Capital Proj. Fund 0 49,000 0 0TOTAL EXPENDITURES 487,033 1,964,435 1,781,566 1,146,269

Excess (deficiency) ofrevenues over expenditures 487,317 (967,869) (730,566) (119,806)

Fund balance,beginning of year 1,685,105 2,172,422 1,204,553 473,987

Fund balance,end of year $ 2,172,422 1,204,553 473,987 354,181

STAFFINGFull-Time Staff 1 1 1.5 1.5

UTILITY UNDERGROUNDING FUND

FY 2014-15 BUDGET HIGHLIGHTS The Utility Undergrounding Fund budget reflects:

• The FY 2013-14 Adopted Budget was amended by $451,275 for unspent funds in the Camperdown Way project authorized in FY 2012-13 and $279,291 in connection with the Haywood Road Phase II undergrounding project. The budget for Haywood is $1,002,500.

• Revenues from the Duke Franchise Fee are projected to decrease 2.3% from the FY 2013-14 budget estimate based on current year collections.

• Approximately $820,000 of the $1 million for Utility Undergrounding is available for commercial undergrounding projects.

CHANGE IN FUND BALANCE The projected decrease in fund balance from $473,987 to $354,181, or -25.3%, is due to utilizing existing fund balance for new undergrounding projects.


ENTERPRISE FUNDS PAGE G-1

ENTERPRISE FUNDS

Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises. The intent is that the costs of providing goods or services to the general public and other local governments on a continuing basis be financed or recovered primarily through user charges. Annual budgets are established for the following Enterprise Funds: Event Management Stormwater Management TD Convention Center Parking Wastewater Greenville Zoo Solid Waste Transit




Mission Statement

The mission of Public Information and Events is to create public awareness and understanding about City government as well as serve as an internal communication resource for City employees. To solicit, plan, and produce events that aid in achieving the City's strategic goals while providing an

entertaining experience for residents and visitors to the City.



EVENT MANAGEMENT The Event Management Fund organizes, promotes, and professionally manages events that enhance tourism, economic development, and community pride. The mission of the Event Management Division is to be the premier producer of events which enhance quality of life, build a sense of belonging, and invite involvement in the community. In FY 2014-15, the Event Management Division will plan and produce Main Street Fridays, the Saturday Market, and the Red, White, and Blue Festival. The Event Management Division will also contract with Metropolitan Arts Council and Fall for Greenville to plan, produce, and manage Downtown Alive and Fall for Greenville, respectively.

2011-12 2012-13 2013-14 2014-15


REVENUES

Event Fees $ 547,179 615,557 587,500 601,500

Other Revenues 0 3,779 0 0

TOTAL REVENUES 547,179 619,336 587,500 601,500

EXPENSES

Personnel Services 321,244 341,372 338,872 362,128

Operating 227,703 215,187 237,939 248,210

TOTAL EXPENSES 548,947 556,559 576,811 610,338

Transfer to Misc. Grants Fund 0 (1,649) 0 0

0 (1,649) 0 0

Excess (deficiency) of

revenues over expenses (1,768) 61,128 10,689 (8,838)

Net assets,

beginning of year 34,412 32,644 93,772 104,461

Net assets,

end of year $ 32,644 93,772 104,461 95,623

STAFFING


EVENT MANAGEMENT

FY 2014-15 BUDGET HIGHLIGHTS

The Event Management budget increases by 5.8% from the FY2013-14 Adopted Budget and reflects:

A net increase of $23,256 in personnel services primarily attributable to cost of living adjustments.

An operating increase of $10,271 includes $9,600 for Adobe Creative Cloud software/training and wristbands for events.



(EVENT MANAGEMENT FUND CONTINUED) STRATEGIC INITIATIVES


FY 14-15 Initiative

Ongoing Initiative

Use events as an attraction for visitors, while working with the Greenville CVB and downtown hotels to promote overnight stays.

Plan events to draw residents and visitors to Greenville, while encouraging attendees to patronize local restaurants and businesses.


FY 14-15 Initiative

Ongoing Initiative

Plan a diverse mix of high quality, successful special events throughout the year.


FY 14-15 Initiative

Ongoing Initiative

Work with event planners to include entertainment and activities that welcome diverse populations to events. The City will make plans to include diverse audiences for events it plans and manages.



OFFICE OF MANAGEMENT AND BUDGET

Mission Statement It is the mission of the Office of Management and Budget to provide

comprehensive financial management and information technology services to City Council, employees, and citizens in order to promote fiscal

accountability, enhance public services, and ensure accurate financial reporting consistent with governmental standards and regulations.



TD CONVENTION CENTER

Located on a 39-acre campus, the TD Convention Center is one of the largest convention and conference centers in the Southeast. The annual economic impact of the TD Convention Center is estimated at more than $50 million. The facility includes 280,000 square feet of exhibit space and 60,000 square feet of meeting and conference space.

2011-12 2012-13 2013-14 2014-15


OPERATING REVENUES

Rental Income $ 1,125,340 1,204,565 1,148,503 1,189,118

Food and Beverage 2,971,018 2,972,226 2,889,291 2,942,500

Services 88,829 89,323 86,612 86,612

Ancillary 621,921 660,587 606,992 620,160

Show Management 397,053 379,100 376,500 385,560

Miscellaneous 43,249 17,874 16,650 10,650

External Reimbursements 6,156 0 0 0

5,253,566 5,323,675 5,124,548 5,234,600

OPERATING EXPENSES

Personnel 2,960,548 3,103,435 3,264,385 3,216,056

Administrative 196,247 383,766 258,603 269,407

Professional Services 95,097 112,728 119,382 143,534

Show Management 310,644 268,499 285,651 285,655

Advertising Expense 102,944 82,198 90,870 116,190

Rental Expense 119,742 94,738 89,415 88,874

Materials and Supplies 209,098 224,823 118,977 118,977

Food and Beverage 668,135 693,068 609,880 622,300

Repairs and Maintenance 844,366 840,206 838,627 920,972

Travel and Training Expense 16,139 24,588 23,305 27,780

Miscellaneous 11,387 11,095 13,080 11,955

Management Fee 144,897 147,360 149,878 152,426 (a)

Incentive Fee 117,311 23,556 1,131 1,289 (a)

$ 5,796,555 6,010,060 5,863,184 5,975,415

Operating Income (Loss) (542,989) (686,385) (738,636) (740,815)

Other financing sources (uses):

Transfer In - Hospitality Tax Fund $ 853,959 1,142,321 936,998 946,953

Transfer In - Local Accomm. Tax Fund 0 50,000 450,000 185,000

Naming Rights Revenue 300,153 300,153 328,983 342,142

Naming Rights Principal (215,823) (241,976) (270,309) (300,984)

Naming Rights Interest (82,512) (67,821) (58,674) (41,158)

QECB Interest Subsidy 81,252 75,444 66,966 63,523

QECB Principal (46,060) (96,689) (103,537) (110,426)

QECB Interest (98,919) (104,127) (100,100) (94,954)

Furnishings, Fixtures, and Equipment 0 (50,000) (50,000) (50,000)

Capital Projects 0 (70,880) (400,000) (135,000)

Transfer Out - Risk Management Fund (50,600) (53,800) (61,691) (64,281)

741,450 882,625 738,636 740,815

Change in Net Assets $ 198,461 196,240 0 0

TD CONVENTION CENTER



(TD CONVENTION CENTER CONTINUED)

2011-12 2012-13 2013-14 2014-15

Actual Budget Budget Budget

Adjustments - CAFR (b)

Bond Principal 261,883 338,665 0 -

Depreciation/Contra Capital (815,999) (1,089,316) 0 -

(554,116) (750,651) 0 -

Change in Net Assets, Adjusted $ (355,655) (554,411) 0 -

(a) The agreement between the City and SMG provides a base fee of $120,000 adjusted annually for inflation. OMB estimates inflation to be 1.7%. In addition, the City and SMG have an agreement to reduce the annual operating deficit (not including management fee, debt service, or capital expenses). The agreement sets a target of $675,000 (minus $83,604 utility adjustment) in FY15. The agreement provides for an incentive payment in the amount of 30% for the first $250,000 of savings below the target, and 40% for savings beyond $250,000. This budget includes $1,289 should SMG achieve the deficit reduction target. (b) In accordance with generally accepted accounting principles on the treatment of enterprise funds, the operating statement in the Comprehensive Annual Financial Report (CAFR) includes depreciation as an expense and excludes principal payment on debt service. The schedule above adds back these two items in order to reconcile with the operating statement in the CAFR.


The TD Convention Center budget reflects:

A net increase of $110,052 in operating revenues primarily related to a projected increase in food and beverage sales.

A net increase of $112,231 in operating expenses primarily due to increased food and beverage costs, and increased repairs and maintenance expenses; these increases are offset slightly by reduction in personnel expenses.

A transfer in of $185,000 from the Local Accommodations Tax includes $135,000 for improvements to the TD Convention Center Conference Center, and $50,000 for furnishings, fixtures, and equipment at the facility.



FY 14-15 Initiative

Ongoing Initiative

Market the TD Convention Center as a viable convention and conference center.



PUBLIC WORKS

Mission Statement It is the mission of the Greenville Department of Public Works to protect

and enhance the community quality of life through effective environmental and infrastructure management.



WASTEWATER

A special revenue fund was established in FY 1997-98 to record the receipts and expenses related to the City’s wastewater program. The fund is financed by a wastewater charge that is based on meter size. The fund was reclassified as an enterprise fund in FY 2003-04 to comply with GASB 34 reporting standards. Wastewater fees reflect a 5% rate adjustment to be carried for a 5-year period which started FY 2013-14.

2011-12 2012-13 2013-14 2014-15


Operating Revenues

Wastewater Fee $ 4,105,126 4,117,073 4,275,000 4,535,544

Operating Expenses

Personnel Expenses 1,384,671 1,547,726 1,417,457 1,450,507

Operating/Capital Expenses 1,021,108 348,391 1,155,903 1,340,017

2,405,779 1,896,117 2,573,360 2,790,524

Operating Income (Loss) 1,699,347 2,220,956 1,701,640 1,745,020

Non-Operating Revenue (Expense)

Interest Income 3,744 5,687 6,000 6,000

Principal Expense (689,000) (624,250) (620,695) (861,048)

Interest Expense/Fiscal Agent Fees (288,007) (297,464) (262,560) (431,111)

Proceeds from Debt Issuance 0 0 1,555,000 0

Equipment Sales 0 (910) 0 0

Intergovernmental 271,350 228,650 0 0

Capital Contributions 0 300,951 0 0

Transfers In 0 519,008 0 0

Transfers to General Fund (244,710) (275,747) (225,000) (229,500)

Transfer to Capital Proj. Fund 0 (57,000) 0 0

Capital Improvement Program (b) 0 0 (2,365,000) (500,000)

(946,623) (201,075) (1,912,255) (2,015,659)

Change in Net Assets $ 752,724 2,019,881 (210,615) (270,639)

Adjustments-CAFR (a)

Bond Principal 689,000 624,250 0 0

Depreciation/Contra Capital (508,191) (528,458) 0 0

180,809 95,792 0 0

Change in Net Assets, Adjusted $ 933,533 2,115,673 (210,615) (270,639)

WASTEWATER



(WASTEWATER CONTINUED)

(a) In accordance with generally accepted accounting principles on the treatment of enterprise funds, the operating statement in the Comprehensive Financial Annual Report (CAFR) includes depreciation as an expense and excludes principal payment on debt service. The schedule above adds back these two items in order to reconcile with the operating statement in the CAFR.

(b) During FY 2013-14, a supplemental ordinance for the East Park Sewer project provided for transfers-in from the Viola TIF ($183,246) and the Downtown Infrastructure Fund ($183,246) to fund a portion of this project. These amounts are not shown in the above Adopted Budget presentation.

(c) Projects appropriated as part of the FY 2014-15 Capital Improvement Program include:

Basin 16 Rehabilitation $250,000

Haywood Sewer Upgrades $150,000

Wastewater System Survey and Model $100,000

TOTAL $500,000

WASTEWATER OVERVIEW

Wastewater, organizationally located in the Public Works Department, is responsible for maintaining 336 miles of wastewater lines. This bureau also oversees a program of remedial repairs to the City system, which is designed to reduce inflow into the Mauldin Road treatment plant. Operations are financed by a wastewater charge that is based on meter size. The Mauldin Road trunk sewer system receives flow from seven sewer sub-districts with each owning and maintaining individual sewage collection systems. The total length of the collection system within the Mauldin Road service area is 574 miles. All of these collection systems convey sewage to the 74 miles of main trunk sewer system that are owned and maintained by Renewable Water Resources (ReWa). FY 2014-15 WASTEWATER RATE STRUCTURE

Rate Class Meter Size Monthly Fee

Residential less than 3K gallons $4.56

Residential more than 3K gallons $10.06

Commercial 5/8” and 3/4" $18.32

Commercial 1" $48.80

Commercial 1 1/2" $91.35





Commercial 8" $1,217.63

NOTE: Wastewater fees reflect a 5.0% rate adjustment in FY 2014-15.



WASTEWATER OPERATIONS

Wastewater Operations is responsible for maintaining 336 miles of wastewater lines by cleaning and repairing wastewater mains, repairing manholes, maintaining lift stations, installing lines, and by carrying out a comprehensive preventive maintenance schedule. This division also oversees a program of remedial repairs to the City’s wastewater system to reduce inflow and infiltration.

2011-12 2012-13 2013-14 2014-15


EXPENSES

Personnel Services $ 1,165,697 1,173,740 1,417,457 1,450,507


Debt Service 288,007 297,464 883,255 1,292,159

Fleet Charges 219,368 207,730 188,088 198,297

Risk Charges 48,500 49,546 64,925 63,508

Transfer to General Fund 244,710 275,747 225,000 229,500

Transfer to Cap. Proj. Fund 0 57,000 0 0

Capital Improvement Program 0 0 2,365,000 500,000

Capital Outlay 401,164 26,384 75,000 250,000

TOTAL EXPENSES $ 2,686,258 2,116,314 6,046,615 4,812,183

STAFFING


WASTEWATER OPERATIONS


The Wastewater Operations budget decreases 20.4% from the FY 2013-14 Adopted Budget and reflects:

Reduction in Capital Improvement Program compared to FY 2013-14.

Capital outlay of $250,000 is included to replace one track skid steer loader, one mini excavator, and one dump truck.



FY 14-15 Initiative

Ongoing Initiative

Continue three-year wastewater system preventative maintenance plan. Minimize number of preventable wastewater overflows. Maintain wastewater lines to extend useful life of the utility.


FY 14-15 Initiative

Ongoing Initiative

Planning for the wastewater utility to support growth within the City.



WASTEWATER CONSTRUCTION CREW The Wastewater Construction Crew has been consolidated into the Wastewater Division. The prior year financials are shown for historical purposes.

2011-12 2012-13 2013-14 2014-15


EXPENSES

Personnel Services $ 218,974 373,986 0 0

Operating Expenses 30,046 32,751 0 0

Risk Charges 3,218 3,277 0 0


TOTAL EXPENSES $ 252,238 410,014 0 0

STAFFING


WASTEWATER CONSTRUCTION CREW



SOLID WASTE

The Solid Waste Enterprise Fund accounts for all solid waste operations. The Solid Waste Division, organizationally located in the Public Works Department, oversees solid waste and recycling collection in the City. Currently, six crews provide service once per week for residential customers. The fund is supported by a solid waste fee, costs recovered from the sale of recyclables, and a General Fund transfer. Solid waste fees are charged monthly by the Greenville Water System. The rate for FY 2014-15 is set at $13.50 per month.

2011-12 2012-13 2013-14 2014-15


OPERATING REVENUES

Solid Waste Fees $ 2,425,771 2,606,804 2,539,000 2,451,917

Property Sales 209,899 231,921 234,000 220,510

2,635,670 2,838,725 2,773,000 2,672,427

OPERATING EXPENSES

Personnel Services 2,405,605 2,355,042 2,549,545 2,672,748

Operating/Capital Expenses 2,070,100 2,055,846 2,691,407 2,627,155

4,475,705 4,410,888 5,240,952 5,299,903

Operating Income (Loss) (1,840,035) (1,572,163) (2,467,952) (2,627,476)


Gain (Loss) on Sale of Cap. Assets 0 0 0 0

Principal Expense (49,710) (51,258) 0 0

Interest Expense (2,625) (1,046) 0 0

Capital Improvement Program (40,788) (59,549) 0 0

Transfer In - General Fund 2,304,471 2,073,212 1,967,308 2,127,308

Transfer In - Capital Projects 50,000 0 0 0

Transfer Out - Capital Projects 0 (106,000) 0 0

2,261,348 1,855,359 1,967,308 2,127,308

Change in Net Assets $ 421,313 283,196 (500,644) (500,168)


Bond Principal 49,710 51,258 0 0


(199,517) (156,176) 0 0

Change in Net Assets, Adjusted $ 221,796 127,020 (500,644) (500,168)

SOLID WASTE

(a) In accordance with generally accepted accounting principles on the treatment of enterprise funds, the operating statement in the Comprehensive Annual Financial Report (CAFR) includes depreciation as an expense. The schedule above adds back this item in order to reconcile with the operating statement in the CAFR.



RESIDENTIAL COLLECTION DIVISION

The Residential Collection Division provides weekly collection services to approximately 18,000 units. Residential Collection provides garbage, trash, and yard waste collection services.

2011-12 2012-13 2013-14 2014-15


EXPENSES

Personnel Services $ 2,039,247 2,022,382 2,205,939 2,298,145


Fleet Charges 1,277,424 1,142,790 1,322,001 1,377,482

Risk Charges 182,334 185,921 154,833 182,854

Capital Outlay 286,229 220,617 500,644 395,000

TOTAL EXPENSES $ 4,051,007 3,999,488 4,776,231 4,803,974

STAFFING




RESIDENTIAL COLLECTION


The Residential Collection budget increases 0.6% from the FY 2013-14 Adopted Budget and reflects:

A net increase of $92,206 in personnel services is primarily attributable to changes in employee health benefit elections, but also includes an investment of $47,350 for compensation competitiveness.

A net decrease of $42,321 in operating expenses reflects a decrease in the tipping fee budget as the fee increase anticipated from Greenville County in FY 2013-14 did not occur.

Capital outlay of $395,000 is included to purchase an automated leaf truck and a rear loader, and to replace one walking floor trailer.

This budget assumes a loss of $151,000 in revenue from elimination of commercial solid waste collection, and is offset partially by an Operating Expense decrease of $59,750 for reduced disposal fees and material costs.



FY 14-15 Initiative

Ongoing Initiative

Convert equipment and operational procedures to better serve customers and reduce the overall cost to provide this service.

The Division will operate in a manner where citizens are safe and feel

confident at all times

The Division will continue to find ways to divert materials from the garbage waste stream to increase sustainability efforts.



(RESIDENTIAL COLLECTION DIVISION CONTINUED)


FY 14-15 Initiative

Ongoing Initiative

The Division will continue to support neighborhood efforts for special cleanup projects throughout the year.


FY 14-15 Initiative

Ongoing Initiative

The Solid Waste Division will continue to provide support services for Special Events programs.



RECYCLING DIVISION

The Recycling Division provides weekly curbside recycling collection services. The Recycling Division provides recyclables collection, processing, and hauling. The cost of this operation is partially offset by the sale of recyclables collected.

2011-12 2012-13 2013-14 2014-15


EXPENSES

Personnel Services $ 366,358 332,660 343,606 374,603


Risk Charges 8,236 7,695 47,858 59,523


TOTAL EXPENSES $ 424,698 411,400 464,721 495,929

STAFFING


RECYCLING DIVISION


The Recycling budget increases 6.7% over the FY 2013-14 Adopted Budget and reflects:

A net increase of $30,997 in personnel services is primarily attributable to changes in employee health benefit elections.

This budget reflects $11,750 in reduced material costs related to the elimination of commercial solid waste collection.



FY 14-15 Initiative

Ongoing Initiative

Greenville is a SAFE City where citizens and visitors are safe and feel confident that response will be there at all times.


FY 14-15 Initiative

Ongoing Initiative

Maintain weekly recycling collection for all customers and improve the recycling participation rate through enhanced recycling education initiatives.

Continue outreach and education programs. City recycling programs and staff have been recognized with multiple awards.

The Recycling Division will continue to increase awareness of ongoing “green” initiatives to promote efforts to re-use, recycle and reduce materials throughout the year.



(RECYCLING DIVISION CONTINUED)


FY 14-15 Initiative

Ongoing Initiative

The Recycling Division open a 2nd recycling drop off center that features an education facility that will increase growth of the programs.


FY 14-15 Initiative

Ongoing Initiative

The Recycling Division will participate in neighborhood outreach programs to educate citizens about the benefits of recycling.


FY 14-15 Initiative

Ongoing Initiative

The Recycling Division has an active presence at all City sponsored Special Events taking place in the Greenville area.



STORMWATER MANAGEMENT In 1991, under the Stormwater Management and Sediment Reduction Act, authority was granted to local governments to establish a stormwater utility to fund such activities as watershed master planning, facility retrofitting, and facility maintenance. Greenville City Council adopted a permanent fee in 1995, with the rate structure based on impervious surface areas of individual tax parcels. A special revenue fund was established in FY 1995-96 to record the receipts and expenditures related to the stormwater management program. The fund was reclassified as an Enterprise Fund in FY 2003-04 to comply with GASB 34 reporting standards. Currently, the operational aspects of the stormwater program include basin master planning, remedial repairs to selected basins, and maintenance of open ditches and piped drainage in City rights-of-way and easements.

2011-12 2012-13 2013-14 2014-15


OPERATING REVENUES

Stormwater Fees $ 4,727,078 4,846,781 4,900,000 5,041,498

OPERATING EXPENSES


Operating/Capital Expenses 871,699 827,503 1,278,848 1,316,205

2,189,214 2,096,365 2,821,470 2,972,623



Interest Income 20,110 12,638 12,000 12,000

Principal Expense (220,000) (228,000) (236,000) (454,000)

Interest Expense (80,722) (73,722) (65,136) (124,216)

Transfer to General Fund (298,079) (289,458) (341,801) (323,052)

Transfer to Wastewater Fund 0 (104,631) 0 0

Transfer to Capital Proj. Fund (727,350) (76,000) 0 0

Capital Improvement Program (b) 0 (151,051) (467,000) (1,475,000)

(1,306,041) (910,224) (1,097,937) (2,364,268)

Change in Net Assets $ 1,231,823 1,840,192 980,593 (295,393)


Bond Principal 220,000 228,000 0 0


(295,958) (349,733) 0 0

Change in Net Assets, Adjusted $ 935,865 1,490,459 980,593 (295,393)

STORMWATER MANAGEMENT



(STORMWATER MANAGEMENT OVERVIEW CONTINUED)

(a) In accordance with generally accepted accounting principles on the treatment of enterprise funds, the operating statement in the Comprehensive Financial Annual Report (CAFR) includes depreciation as an expense and excludes principal payment on debt service. The schedule above adds back these two items in order to reconcile with the operating statement in the CAFR. (B) Projects appropriated as part of the FY2014-15 Capital Improvement Program include: Reedy River (Cleveland Park) Bank Stabilization $250,000

Reedy River Watershed Planning and 5R $275,000

Gower Estates Stormwater Rehabilitation $100,000

Richland Creek Water Quality Master Plan $850,000

TOTAL $1,475,000

FY 2014-15 STORMWATER RATE STRUCTURE

Type Annual Fee Developed Residential Under 1,640 sq. ft. $39.41 Developed Residential Over 1,640 sq. ft. $69.19 Undeveloped Residential $39.41 Developed Commercial and Industrial (per ERU) $69.19 Undeveloped Commercial and Industrial $69.19

NOTE: Stormwater fees reflect a 1.6% rate adjustment to correspond with the change in the Consumer Price Index.



STORMWATER ADMINISTRATION Stormwater Administration is responsible for developing watershed master plans, coordinating improvements to the City’s watershed basins, and complying with State/Federal mandates related to stormwater management and water quality design.

2011-12 2012-13 2013-14 2014-15


EXPENSES



Debt Service 300,722 301,722 301,136 578,216

TOTAL EXPENSES $ 894,861 1,064,853 1,160,504 1,552,740

STAFFING




STORMWATER ADMINISTRATION


The Stormwater Administration budget increases 33.8% over the FY 2013-14 Adopted Budget and reflects:

An increase of $107,756 in personnel services for a part-time Sr. Civil Engineer position, which was previously budgeted as a temporary position in operating expenses, as well as the addition of a full-time Civil Engineer- Environmental position.

An increase of $277,141 for increased debt service on 2011 and 2013 revenue bonds. STRATEGIC INITIATIVES


FY 14-15 Initiative

Ongoing Initiative

Respond to calls from citizens with flooding issues in an expedited manner and meet the property owner’s onsite to address their concerns.


FY 14-15 Initiative

Ongoing Initiative

Continued effort to lower the City’s rating in FEMA’s National Flood Insurance Program (NFIP) by implementing good floodplain management programs.

Continue to implement an NPDES Phase II water quality program that addresses the six minimum measures outlined by the EPA.

Continued compliance with the requirements of the NFIP by reviewing ongoing development and addressing questions regarding floodplain development.

Review proposed developments for compliance with stormwater ordinances and review for compliance with SCDHEC sediment control regulations.



STORMWATER OPERATIONS The Stormwater Operations Division controls the flow of surface water through the maintenance of open ditches and piped drainage, and through the installation of storm drain pipe. Remedial and capital rehabilitation of stormwater basins in priority areas is funded in this account. The ongoing remedial program upgrades the drainage in small select areas where the cumulative impact will have a positive effect on restraining stormwater run-off. The Division also manages the 30-year post-closure plan for stormwater drainage at the Mauldin Road landfill.

2011-12 2012-13 2013-14 2014-15


EXPENSES



Fleet Charges 191,762 157,177 186,347 229,718

Risk Charges 62,372 63,965 103,908 109,324

Capital Outlay 86,812 0 203,000 187,000

Remedial Improvements 155,858 118,802 250,000 250,000


Transfer to Wastewater Fund 0 104,631 0 0

Transfer to Cap. Proj. Fund 727,350 76,000 0 0

Capital Improvement Program 0 151,051 467,000 1,475,000

TOTAL EXPENSES $ 2,620,504 1,954,374 2,770,903 3,796,151

STAFFING


STORMWATER OPERATIONS


The Stormwater Operations budget increases 37.0% from the FY 2013-14 Adopted Budget and reflects:

Capital outlay of $187,000 is included to replace one mini excavator at $65,000, one tractor loader at $87,000, and one vehicle at $35,000.

Capital Improvement Program investment of $1,475,000 that includes Reedy River (Cleveland Park) Bank Stabilization, Reedy River Watershed Planning and 5R, Gower Estates Stormwater Rehabilitation and Richland Creek Water Quality Master Plan.



FY 14-15 Initiative

Ongoing Initiative

Keep the stormwater system open and free of obstructions with regular maintenance activities.

The Stormwater Operations Division initiatives will allow the City to maintain its current level of water quality and ensure a high level of water quality as future development occurs.



PARKING

The Parking Division oversees the operation of all City garages and parking lots. Currently, the parking system includes ten garages, which provide 6,333 spaces, and three parking lots, which provide another 190 spaces. An enterprise fund was established in 1995 to account for the operation of the parking system including parking garages and lots, tag districts, and parking fines and enforcement.

2011-12 2012-13 2013-14 2014-15


OPERATING REVENUES

Commons Garage $ 327,662 502,632 557,200 629,500

Hyatt Guest Parking 199,972 196,626 185,000 207,800

Church Street Garage 350,820 373,619 470,500 370,509

Liberty Square Garage 587,968 557,770 697,500 667,971

South Spring Street Garage 894,366 864,150 609,000 639,519

Poinsett Parking Garage 944,707 986,983 971,500 1,024,649

Richardson Street Garage 387,875 458,210 583,800 664,856

Parking Fines 396,589 383,335 379,500 369,421

Parking Lots and Meters 205,557 189,517 174,360 277,700

North Laurens Street Deck 218,747 253,187 210,000 263,307

River Street Garage 222,933 229,919 218,400 263,713

RiverPlace Garage 555,124 581,213 549,700 609,569

Hampton Inn Guest Parking 160,157 157,592 155,000 177,363

Parking Validation Tickets 132,266 144,360 142,000 177,363

Miscellaneous 51,845 484,521 39,200 82,237

5,636,588 6,363,634 5,942,660 6,425,477

OPERATING EXPENSES

Administration 1,085,214 1,238,584 1,246,485 1,492,258

Garage Maintenance 270,841 264,316 290,820 272,023

Commons Garage 32,031 44,756 44,761 51,709

Church Street Garage 334,000 342,175 171,150 168,221

Liberty Square Garage 36,874 39,697 52,771 54,536

South Spring Street Garage 68,623 92,474 71,599 70,274

Richardson Street Garage 57,834 67,714 69,238 70,373

North Laurens Street Deck 18,368 17,565 26,413 22,273

Poinsett Parking Garage 91,156 85,489 55,580 54,073

River Street Garage 28,524 34,468 41,570 37,400

RiverPlace Garage 69,753 55,479 95,732 209,494

Parking Lots 59,279 44,652 69,838 90,628

Enforcement 217,491 225,161 252,549 265,407

$ 2,369,988 2,552,530 2,488,506 2,858,669


PARKING



(PARKING CONTINUED)

2011-12 2012-13 2013-14 2014-15



Interest Income 7,628 9,140 6,500 9,139

Gain/Loss on Assets/Exchange 125 (6,067) 0 0

QECB Interest Subsidy 39,169 36,368 33,930 29,503

Principal Expense (1,337,205) (1,476,610) (1,594,911) (3,533,232)

Interest and Fiscal Agent Expense (1,361,311) (1,323,466) (938,468) (1,360,527)

Transfers In - D-town Infra. Fund 0 1,520,000 0 1,923,869

Transfers In - Hospitality Tax 557,000 0 0 0

Capital Improvement Program 0 0 (632,000) (400,000)

Transfers Out - General Fund (275,120) (321,960) (373,676) (329,417)

Transfers Out - Hosp. Tax Fund 0 (18,663) 0 0

Transfers Out - D-town Infra. Fund (114,595) 0 0 0

(2,484,309) (1,581,258) (3,498,625) (3,660,665)

Change in Net Assets 782,291 2,229,846 (44,471) (93,857)

Adjustments - CAFR (a)

Bond Principal 1,337,205 1,476,610 0 0

Depreciation/Contra Capital (1,602,566) (1,691,898) 0 0

(265,361) (215,288) 0 0

Change in Net Assets, Adjusted $ 516,930 2,014,558 (44,471) (93,857)

STAFFING

Full-Time Staff 21.5 21 21 29


TOTAL STAFFING 26.5 26 26 30

(a) In accordance with generally accepted accounting principles on the treatment of enterprise funds, the operating statement in the Comprehensive Financial Annual Report (CAFR) includes depreciation as an expense and excludes principal payment on debt service. The schedule above adds back these two items in order to reconcile with the operating statement in the CAFR.

(b) During FY 2013-14, a supplemental ordinance for the RiverPlace IIB Garage project provided for transfers-in from the Downtown Infrastructure Fund ($1,005,331), Hospitality Tax Fund ($48,000), Sunday Alcohol Permits Fund ($350,000), and the Local Accommodations Tax Fund ($1,229,000) to fund a portion of this project. These amounts are not shown in the above Adopted Budget presentation.


The Parking Enterprise Fund budget reflects:

The increase in principal and interest expense is attributable to the installment purchase payments associated with the construction of Project ONE and Riverplace 2B garages. The transfer in of $1,923,869 represents the Downtown Infrastructure Fund’s investment in the purchase payments.

A net operating expense increase of $370,163 includes four additional positions for the RiverPlace Garage to manage utilization levels during the construction of the garage addition/expansion.

A net operating revenue increase of $482,817 reflects increased revenue from most garages.



(PARKING CONTINUED) STRATEGIC INITIATIVES


FY 14-15 Initiative

Ongoing Initiative

Provide for a well-managed parking system of adequate capacity to support continued downtown development.

Description Levels Spaces Address Year Built % of Occupancy (a)

PARKING GARAGES

Commons Garage 6 817 60 Beattie Pl. 1982 64%

W. Washington Deck 1 56 101 W. Washington St. 1990 100%

N. Laurens Deck 2 184 210 Laurens St. 1988 88%

S. Spring Street Garage 6 912 316 S. Spring St. 2003 47%

Liberty Square Garage 9 926 65 Beattie Pl. 1984 91%

River Street Garage 5 268 414 River St. 2005 77%

RiverPlace Garage 2 440 300 River St. 2005 94%

Richardson St. Garage 8 909 66 N. Richardson St. 1997 53%

Church Street Garage 6 978 320 N. Church St. 1998 35%

Poinsett Garage 6 843 25 W. McBee Ave. 1999 93%

TOTAL SPACES 6,333

PARKING LOTS

Brown Street 33 210 N. Brown St. 100%

Rhett Street 82 Rhett and River Street 92%

University Street 75 8 University St. 61%

TOTAL SPACES 190

TOTAL PUBLIC SPACES 6,523

CITY OF GREENVILLE PARKING INVENTORY

(a) Percentage of Occupancy reflects the number of spaces reserved for monthly pass holders July 2013

thru April 2014




Mission Statement It is the mission of the Parks and Recreation Department to improve the quality of life of Greenville citizens by providing high-quality parks and recreation services, improving neighborhoods, and maintaining public

facilities at a high standard.



GREENVILLE ZOO The Greenville Zoo is a 14-acre facility located in Cleveland Park in downtown Greenville. The Zoo is accredited through the Association of Zoos and Aquariums (AZA) and is home to over 300 animals. Over 300,000 people visit the Greenville Zoo annually.

2011-12 2012-13 2013-14 2014-15


OPERATING REVENUES

Gift and Concession Sales $ 423,239 539,271 400,000 465,000

Gate Admissions 870,992 1,095,316 1,093,301 1,065,000

Education Programs 93,093 124,582 96,036 108,500

Memberships 283,535 325,069 320,000 308,000

Special Events 139,927 165,280 150,000 138,500

Rentals 42,902 22,204 12,000 20,000

Miscellaneous Income 10,267 2,159 23,500 14,500

Research Enrichment 725 1,885 5,000 500

Research Conservation 51,739 63,616 50,000 47,000

Restricted Donations 125,846 38,922 55,000 40,000

External Reimbursements 901 41 0 0

2,043,166 2,378,345 2,204,837 2,207,000

OPERATING EXPENSES

Zoo Administration 1,483,908 1,547,006 1,573,847 1,688,353

Education Programs 217,947 229,097 257,290 256,131

Zoo Public Services 594,733 854,442 840,832 817,725

2,296,588 2,630,545 2,671,969 2,762,209

Operating Income (Loss) (253,422) (252,200) (467,132) (555,209)


Grants and Contributions 466 121 0 0

Interest Income 6,394 5,824 6,152 5,636

Equipment Sales 0 (29,851) 0 0

Transfer from Hospitality Tax Fund 475,000 457,417 395,127 395,127

QECB Principal and Interest (4,350) (6,025) (6,109) (6,162)

477,510 427,486 395,170 394,601

Change in Net Assets $ 224,088 175,286 (71,962) (160,608)

GREENVILLE ZOO



(GREENVILLE ZOO CONTINUED)

2011-12 2012-13 2013-14 2014-15





(110,661) (119,572) 0 0

Change in Net Assets, Adjusted $ 113,427 55,714 (71,962) (160,608)

a) In accordance with generally accepted accounting principles on the treatment of enterprise funds, the operating statement in the Comprehensive Financial Annual Report (CAFR) includes depreciation as an expense. The schedule above adds back this item in order to reconcile with the operating statement in the CAFR.

FY 2014-15 ZOO FEE STRUCTURE

Admissions Type FY 13-14 FY14-15

Child $5.50 $5.50

Adult $8.75 $8.75

Group (Child) $4.00 $4.00

Group (Adult) $6.25 $6.25

Membership Type FY 2013-14 FY 2014-15

Individual $39.00 $39.00

Grandparent $49.00 $49.00

Household $57.00 $57.00

Household Plus $77.00 $77.00

Friends Society $112.00 $112.00

Friends Patron $250.00 $250.00

Friends Gallery $500.00 $500.00

Friends Benefactor $1,000.00 $1,000.00

Friends Conservationist $2,500.00 $2,500.00

Circle of Friendship $5,000.00 $5,000.00

Education Program Types FY 2013-14 FY 2014-15

Members* Members*

Zoo Camp (Age 3) $35.00 $35.00

Zoo Camp (Age 4-5) $80.00 $80.00

Zoo Camp (Age 6-8) $95.00 $95.00

Zoo Camp (Age 9-11) $95.00 $95.00

Zoo Camp (Teen - Day) $40.00 $40.00

Overnight Program (per participant) $40.00 $40.00

Zoo Tots $15.00 $15.00

Greenville Zoo Explorers $15.00 $15.00

Saturday Safari $15.00 $15.00

*Cost for non-members is higher for some programs.



ZOO ADMINISTRATION DIVISION

The Zoo Administration Division is responsible for Zoo administration, veterinary and animal care, grounds maintenance, and animal care operations.

2011-12 2012-13 2013-14 2014-15

EXPENSES Actual Actual Budget Budget

Personnel Services $ 981,578 982,370 1,004,958 1,030,653


Fleet Charges 7,198 8,618 11,354 13,077

Risk Charges 149,120 149,660 31,894 32,798

Capital Outlay 371 0 22,837 27,000

TOTAL EXPENSES $ 1,483,908 1,547,006 1,573,847 1,688,353

STAFFING



ZOO ADMINISTRATION


The Greenville Zoo Administration Division budget increases 7.2% over the FY 2013-14 Adopted Budget and reflects:

A net increase of $25,695 in personnel services primarily due to personnel adjustments.

The following one-time items are included in operating expenses: o $20,000 is included for colobus den and caging service and maintenance, o $20,000 is included for orangutan netting repair, o $71,000 is included for siamang caging upgrades, o $16,000 is included for clinic caging for large primates, and o $12,000 is included for giraffe shade structures.

Capital Outlay includes $16,000 for a walk-in freezer for animal food and $11,000 for the replacement of one Clubcar.



FY 14-15 Initiative

Ongoing Initiative

Ensure that appropriate staff is properly trained in the use of firearms.

Ensuring all staff is trained in CPR/AED and first aid. Ensure that all animal cages are secure and meet or exceed the level of security required for individual species.

Ensure all staff is fully aware of Emergency Protocols and their role during an emergency.

Ensure that all staff is trained in prevention and transmittal of zoonotic diseases.



(ZOO ADMINISTRATION CONTINUED)


FY 14-15 Initiative

Ongoing Initiative

Ensure that all plumbing fixtures in the Zoo are functioning as designed to reduce the overall amount of water used.

Continually looking at ways to expand upon current recycling and reuse programs.


FY 14-15 Initiative

Ongoing Initiative

Ensure the electric car charging stations remain operational.


FY 14-15 Initiative

Ongoing Initiative

Develop means of accommodating those unable to traverse the zoo campus so that they can share the same or similar experience as others.



ZOO EDUCATION DIVISION

The Zoo Education Division is responsible for developing and implementing school, family, overnights, and outreach programs.

2011-12 2012-13 2013-14 2014-15




TOTAL EXPENSES $ 217,947 229,097 257,290 256,131

STAFFING




ZOO EDUCATION


The Greenville Zoo Education Division budget decreases 0.5% from the FY 2013-14 Adopted Budget and reflects:

Minor adjustments to personnel services and slight reduction in operating expenses.



FY 14-15 Initiative

Ongoing Initiative

Ensuring all staff is trained in adult and child CPR/AED and first aid. Ensure that all staff is trained in prevention and transmittal of zoonotic diseases.


FY 14-15 Initiative

Ongoing Initiative

Increase partnering with the Recreation Department to reach out to the community centers and the neighborhoods that support them.

Partnering with other not-for-profit cultural entities in the community to provide an enhanced learning opportunity.


FY 14-15 Initiative

Ongoing Initiative

Promote local conservation through formal educational classes and through conservation outposts throughout the Zoo designed to demonstrate conservation measures that can be taken at home.


FY 14-15 Initiative

Ongoing Initiative

Develop signs and brochures that will be printed in Spanish to better serve Greenville’s Hispanic population.



ZOO PUBLIC SERVICES DIVISION

The Zoo Public Services Division is responsible for managing the Zoo’s concessions and gift shop, managing memberships (approximately 6,400 members), admissions, conservation funds, and special events. The Public Services Division is also responsible for overseeing all public relations for the Greenville Zoo.

2011-12 2012-13 2013-14 2014-15




Capital Outlay 1,314 8,041 0 0

TOTAL EXPENSES $ 594,733 854,442 840,832 817,725

STAFFING


ZOO PUBLIC SERVICES


The Greenville Zoo Public Services budget decreases 2.8 % from the FY 2013-14 Adopted Budget and reflects:

A net increase of $24,133 in personnel services due to changes in employee health benefit elections.

A net decrease of $47,240 in operating expenses due mostly to decreased materials and supply costs.



FY 14-15 Initiative

Ongoing Initiative

Ensure that all staff is trained in prevention and transmittal of zoonotic diseases.

Ensuring all staff is trained in CPR/AED and first aid. Ensure all staff is fully aware of Emergency Protocols and their role during an emergency. Ensure staff is trained and understand proper food handling techniques.


FY 14-15 Initiative

Ongoing Initiative

Make local conservation grants to support regional conservation programs. CITY OF CULTURE AND RECREATION


FY 14-15 Initiative

Ongoing Initiative

Establish ongoing community events designed to engage regular guests as well as introduce new guests to the Zoo who might not otherwise attend.

INCLUSIVE CITY


FY 14-15 Initiative

Ongoing Initiative

The Zoo will provide gate brochures that have been translated into Spanish.



PUBLIC TRANSPORTATION

Mission Statement The City of Greenville’s Public Transportation Department’s Mission is to

provide safe, reliable, courteous, and friendly transit services to customers in the greater Greenville area using environmentally responsible

and innovative technologies and methods.



PUBLIC TRANSPORTATION DEPARTMENT OVERVIEW

The Public Transportation Department is responsible for transit and is recorded in an enterprise fund. The Transit Fund is responsible for the operations and maintenance of Greenlink, a transit service provided by the City of Greenville on behalf of the Greenville Transit Authority.

City Manager

Director of

Public

Transportation

(01 FT)

Transit

Administration

(04 FT)

(01 PT)

Demand

Response

(08 FT)

Fixed Route

(20.5 FT)

(07 PT)

GTA Board of

Directors

Vehicle

Maintenance

(09 FT)

CU-ICAR Shuttle

(02 FT)

Mauldin-

Simpsonville Route

(06 FT)

Non-Vehicle

Maintenance

(1.5 FT)

Downtown Trolley

(03 PT)

Clemson Connector

(01 FT)

(01 PT)

Clemson Commuter

(04 FT)



TRANSIT

On March 31, 2008, the City of Greenville began providing transit operations services to the Greenville Transit Authority (GTA). Pursuant to the City’s contract with GTA, the City renamed the service “Greenlink” and began operation of fixed route and demand response bus services for GTA. GTA remains a separate operating entity and retains ownership of all system assets. The City serves as the day-to-day operator of the transit system under a transportation director appointed by the City Manager. Transit operations are recorded in the Transit Enterprise Fund, which includes all operating expenses and records the receipt of GTA’s payment for operating the system.

2011-12 2012-13 2013-14 2014-15


OPERATING REVENUES

GTA Contract $ 3,434,833 3,806,682 4,894,700 5,150,011

Miscellaneous 4,011 (3,174) 0 0

3,438,844 3,803,508 4,894,700 5,150,011

OPERATING EXPENSES


Operating Expenses 1,359,257 1,421,833 1,926,042 2,019,045

3,434,834 3,806,681 4,894,700 5,150,011

Operating Income (Loss) 4,010 (3,173) 0 0

Change in Net Assets $ 4,010 (3,173) 0 0

TRANSIT



TRANSIT ADMINISTRATION

Transit Administration is responsible for day-to-day transit operations. It maintains liaison relationships with the Federal Transit Administration (FTA), the State, Greenville County, and other City departments. Responsibilities also include financial management, including all compliance activities related to the FTA.


EXPENSES



Risk Charges 953 956 19,271 1,833

TOTAL EXPENSES $ 405,900 478,342 587,972 468,543

STAFFING




TRANSIT ADMINISTRATION

FY 2014-15 BUDGET HIGHLIGHTS The Transit Administration budget decreases 20.3% from the FY 2013-14 Adopted Budget and reflects:

A net decrease of $107,244 in personnel services due primarily to the allocation of the Manager of Transit Operations and Information Specialist positions to the Fixed Route division.

A net increase of $5,253 in operating expenses primarily due to an increase in communications.



FY 14-15 Initiative

Ongoing Initiative

Encourage the use of multimodal transportation and transit-oriented development in a manner that will conserve space and energy.


FY 14-15 Initiative

Ongoing Initiative

Create and nurture private/public partnerships that will continue to assist in the development and enhancement of multimodal transportation.

Provide monthly and annual financial data to the Greenville Transit Authority (GTA).



FIXED ROUTE OPERATIONS Fixed Route Operations is responsible for providing services on 10 routes that service the City and the adjoining unincorporated areas of Greenville County. Buses run Monday through Friday, with Saturday service provided on selected routes.

2011-12 2012-13 2013-14 2014-15


EXPENSES

Personnel Services $ 1,008,744 928,510 1,013,022 1,116,734


Fleet Fuel 552,864 609,688 559,445 633,686

Risk Charges 67,080 67,091 46,670 16,291

TOTAL EXPENSES $ 1,740,673 1,642,992 1,735,472 1,884,573

STAFFING

Full-Time Staff 21 18.5 18.5 20.5


TOTAL STAFFING 29 26.5 25.5 27.5

FIXED ROUTE OPERATIONS


The Fixed Route budget increases 8.6% over the FY 2013-14 Adopted Budget and reflects:

A net increase of $103,712 in personnel services due primarily to the allocation of the Manager of Transit Operations and Information Specialist positions from Transit Administration.

A net increase of $1,527 in operating expenses primarily due to moving the oil budget from the Fleet Fuel line to Operating Expenses.

Risk charges decreased by 65% due to positive changes in five-year claim experience.



FY 14-15 Initiative

Ongoing Initiative

Provide timely and regular service to commuters using the fixed-route system at regular intervals during the day.



DEMAND RESPONSE OPERATIONS

Demand Response Operations operates para-transit buses for individuals who, because of their disability, are unable to use Greenlink's fixed route bus service.

2011-12 2012-13 2013-14 2014-15


EXPENSES



Fleet Fuel 35,544 36,482 32,138 56,864

Risk Charges 932 935 836 820

TOTAL EXPENSES $ 244,756 284,429 337,853 413,638

STAFFING

Full-Time Staff 3.5 5 7 8


TOTAL STAFFING 4.5 6 7 8

DEMAND RESPONSE OPERATIONS


The Demand Response Operations budget increases 22.4% over the FY 2013-14 Adopted Budget and reflects:

A net increase of $50,075 in personnel services primarily due to the addition of one Dispatcher position.

A net increase of $1,000 in operating expenses primarily due to moving the oil budget from the Fleet Fuel line to Operating Expenses.



FY 14-15 Initiative

Ongoing Initiative

Provide timely and regular service to disabled customers in the transit service area to grant them greater accessibility.



VEHICLE MAINTENANCE

Vehicle Maintenance is responsible for maintaining all transit vehicles to ensure that they operate safely and effectively.

2011-12 2012-13 2013-14 2014-15


EXPENSES



Fleet Fuel 19,903 264,267 9,569 12,139

Risk Charges 1,986 1,992 1,961 1,547

TOTAL EXPENSES $ 957,959 951,053 953,985 992,828

STAFFING

Full-Time Staff 9.5 8.5 9 9

VEHICLE MAINTENANCE


The Vehicle Maintenance budget increases 4.1% over the FY 2013-14 Adopted Budget and reflects:

A net increase of $19,533 in personnel services due to a cost of living adjustment and changes in health benefits elections.

A net increase of $17,154 in operating expenses.



FY 14-15 Initiative

Ongoing Initiative

Maintain all transit vehicles in proper condition to ensure safe and effective operations.



NON-VEHICLE MAINTENANCE

Non-Vehicle Maintenance records all expenses related to upkeep of the Washington Street transfer center, bus shelters, and existing Transit facilities.

2011-12 2012-13 2013-14 2014-15


EXPENSES




TOTAL EXPENSES $ 85,546 110,443 101,321 158,616

STAFFING

Full-Time Staff 0 0.5 0.5 1.5

NON-VEHICLE MAINTENANCE


The Non-Vehicle Maintenance budget increases 56.5% over the FY 2013-14 Adopted Budget and reflects:

A net increase of $40,426 in personnel services primarily due to the addition of one Bus Shelter Servicer position.

A net increase of $16,907 in operating expenses due to a $12,000 increase in maintenance contracts and a $4,907 increase in materials and supplies.



FY 14-15 Initiative

Ongoing Initiative

Provide regular maintenance on transit facilities and bus stops.



CU-ICAR SHUTTLE

This accounts for expenses related to the operation of the CU-ICAR Shuttle, which serves Verdae, ICAR, Woodruff Road, and the Millennium Campus through a public-private partnership made possible through the Job Access and Reverse Commute (JARC) grant.

2011-12 2012-13 2013-14 2014-15


EXPENSES

Personnel Services $ 0 65,969 71,913 86,646

Operating Expenses 0 230 6,018 6,018

Fleet Fuel 0 12,900 27,630 31,060


TOTAL EXPENSES $ 0 79,099 106,346 123,947

STAFFING


CU-ICAR SHUTTLE


The CU-ICAR budget increases 16.6% over the FY 2013-14 Adopted Budget and reflects:

A net increase of $14,733 in personnel services primarily due to changes in employee benefits elections.



FY 14-15 Initiative

Ongoing Initiative

Provide regular service to the growing job center around CU-ICAR, Woodruff Road, and Verdae.



MAULDIN-SIMPSONVILLE ROUTE

This accounts for expenses related to the operation of the Mauldin-Simpsonville service that Greenlink provides on behalf of the Cities of Mauldin and Simpsonville.

2011-12 2012-13 2013-14 2014-15


EXPENSES

Personnel Services $ 0 161,827 252,618 234,997

Operating Expenses 0 19,109 17,200 106,000

Fleet Fuel 0 79,387 92,400 123,085


TOTAL EXPENSES $ 0 260,323 362,471 464,741

STAFFING


MAULDIN-SIMPSONVILLE ROUTE


The Mauldin-Simpsonville budget increases 28.2% over the FY 2013-14 Adopted Budget and reflects:

A net decrease of $17,621 in personnel services primarily due to employee turnover and changes in employee benefits elections.

An increase of $88,800 in operating expenses due to including the maintenance costs for this route directly in this division instead of the Vehicle Maintenance division due to reimbursement requirements.



FY 14-15 Initiative

Ongoing Initiative

Provide a regular connection from the existing route structure to the growing suburban communities of Mauldin and Simpsonville.



DOWNTOWN TROLLEY

This accounts for expenses related to the operation of the Downtown Trolley service that Greenlink provides in downtown Greenville.

2011-12 2012-13 2013-14 2014-15


EXPENSES

Personnel Services $ 0 0 54,965 64,024


Fleet Fuel 0 0 13,381 11,258


TOTAL EXPENSES $ 0 0 127,334 135,727

STAFFING


DOWNTOWN TROLLEY


The Downtown Trolley budget increases 6.6% over the FY 2013-14 Adopted Budget. STRATEGIC INITIATIVES


FY 14-15 Initiative

Ongoing Initiative

Provide a trolley shuttle in downtown Greenville Thursday to Sunday and on Greenville Drive game days.



CLEMSON CONNECTOR

This accounts for expenses related to the operation of a Connector route between the Clemson University campuses within the Greenville area. At the beginning of FY 2013-14, the Clemson Connector and Clemson Commuter routes were combined as the Clemson Shuttle Division. During FY 2013-14 they were broken out so the expenses of each route can be tracked more accurately.

2011-12 2012-13 2013-14 2014-15


EXPENSES

Personnel Services $ 0 0 184,057 67,772


Fleet Fuel 0 0 295,483 58,000


TOTAL EXPENSES $ 0 0 581,946 147,177

STAFFING




CLEMSON CONNECTOR


The Clemson Shuttle budget was broken out to form the Clemson Connector and Clemson Commuter Divisions. No additional personnel were added. STRATEGIC INITIATIVES


FY 14-15 Initiative

Ongoing Initiative

Provide a shuttle service to connect Clemson’s satellite campuses throughout the City of Greenville.



CLEMSON COMMUTER

This accounts for expenses related to the operation of an express route between Clemson University in Pickens County and CU-ICAR on the millennium campus in Greenville. There is one stop in between, which serves the City of Easley. At the beginning of FY 2013-14, the Clemson Connector and Clemson Commuter routes were combined as the Clemson Shuttle Division. During FY 2013-14 they were broken out so the expenses of each route can be tracked more accurately.

2011-12 2012-13 2013-14 2014-15


EXPENSES

Personnel Services $ 0 0 0 165,920

Operating Expenses 0 0 0 51,830

Fleet Fuel 0 0 0 142,000


TOTAL EXPENSES $ 0 0 0 360,221

STAFFING


CLEMSON COMMUTER


The Clemson Shuttle budget was broken out to form the Clemson Connector and Clemson Commuter Divisions. No additional personnel were added. STRATEGIC INITIATIVES


FY 14-15 Initiative

Ongoing Initiative

Provide a shuttle service to connect Clemson’s main campus with downtown Greenville.


TAX INCREMENT FUNDS PAGE H-1

TAX INCREMENT FUNDS

Tax Increment Funds are used to account for the repayment of principal and interest on bonds issued for redevelopment projects. Annual budgets are established for the following tax increment funds: Downtown Infrastructure Fund, to account for the retirement of principal and interest on tax increment revenue bonds issued for infrastructure improvements in the Central Business District. West End Tax Increment Fund, to account for the retirement of principal and interest on tax increment revenue bonds issued for various improvements in the West End redevelopment area. Viola Street Tax Increment Fund, to account for the retirement of principal and interest on a tax increment revenue bond issued for infrastructure improvements in the Viola Street neighborhood.



DOWNTOWN INFRASTRUCTURE FUND The Downtown Infrastructure Fund was established in 1987 to account for the retirement of principal and interest on tax increment bonds issued for various improvements in the Central Business District redevelopment area. The bonds are repaid from the incremental taxes produced by the incremental increase in assessed property values within the tax increment district. In accordance with the redevelopment plan, tax revenues are also dedicated to pay-as-you-go improvements within the designated project area. The tax increment finance district expires in 2021.

2011-12 2012-13 2013-14 2014-15


REVENUES / TRANSFERS IN

Property Taxes $ 6,573,771 6,950,646 6,900,000 7,185,900

Interest/Other 30,668 29,508 3,000 3,000

Refunding Bond Proceeds 15,986,000 0 0 0

Transfer from Parking Fund 114,595 0 0 0

Transfer from Capital Proj. Fund 0 1,459 0 0

Transfer from Misc. Grants Fund 0 91,618 0 0

TOTAL REVENUES 22,705,034 7,073,231 6,903,000 7,188,900

EXPENDITURES / TRANSFERS OUT

Falls Park Improvements 0 0 65,000 0

Materials and Supplies 0 0 30,000 0

Downtown Office Promotion 39,716 61,500 100,000 100,000

Principal Retirement 1,984,000 2,141,000 2,226,000 2,309,000

Interest and Fiscal Charges 937,507 679,139 571,295 486,138

Bond Issuance Cost 166,285 24,387 0

Pmt. to Refunded Debt Escrow 15,769,328 0 0 0


Transfer to Misc. Grants Fund (2,352) 0 0 0

Transfer to Wastewater Fund 0 0 183,246 0

Transfer to Capital Projects Fund 5,784,041 2,218,940 3,513,669 985,000

Transfer to Parking Fund 0 1,520,000 1,005,331 1,923,869

TOTAL EXPENDITURES 25,050,393 7,063,871 8,186,607 6,221,282


revenues over expenditures (2,345,359) 9,360 (1,283,607) 967,618

Fund balance, beginning of year 5,240,523 2,895,164 2,904,524 1,620,917

Fund balance, end of year $ 2,895,164 2,904,524 1,620,917 2,588,535

Fund balance:

Restricted for debt service 1,082,098 1,107,549 1,107,549 1,107,549

Unreserved/Undesignated 1,813,066 1,796,975 513,368 1,480,986

2,895,164 2,904,524 1,620,917 2,588,535

DOWNTOWN INFRASTRUCTURE FUND



(DOWNTOWN INFRASTRUCTURE FUND CONTINUED)


The Downtown Infrastructure Fund budget reflects:

The FY 2013-14 Adopted Budget was amended for the following: East Park Avenue Sewer ($183,246), Public Space Improvements at RiverPlace ($2,651,669), Parking Garages ($1,005,331), East McBee Avenue ($35,000), downtown furniture and fixture replacements ($30,000).

$2,795,138 in debt service payments and fiscal agent fees on outstanding tax increment bonds.

$985,000 in Capital Projects Fund transfer for the One Plaza Public Restrooms ($200,000), the Main Street Tree Rehabilitation project ($150,000), the River at Broad Street project ($250,000), the Church Street Streetscape ($275,000), and the Spring/Falls Streetscape project ($110,000).

$1,923,869 is transferred to the Parking fund to pay for a portion of the debt service on two parking garages issued by the Greenville Public Facilities Corporation.

$417,275 in General Fund transfer to support the Downtown Infrastructure Work Crew. CHANGE IN FUND BALANCE

The projected increase in unreserved/undesignated fund balance from $513,368 to $1,480,986, or 188.5%, is attributable to accumulating fund balance for anticipated economic development projects, approximately $575,000 of the $1.4 million is required for working capital purposes; leaving a balance available for development projects of approximately $900,000.



WEST END TAX INCREMENT FUND

The West End Tax Increment Fund was established in 1991 to account for the retirement of principal and interest on tax increment revenue bonds issued by the City for various improvements in the West End redevelopment area. The bonds are repaid from the incremental taxes produced by the incremental increase in assessed property values within the tax increment district. In accordance with the redevelopment plan, tax revenues are also dedicated to pay-as-you-go improvements to further the redevelopment of the West End. The tax increment finance district expires in 2022.

2011-12 2012-13 2013-14 2014-15


REVENUES

Property Taxes $ 1,198,993 1,237,540 1,178,000 1,440,700

Interest 1,130 2,304 1,000 1,500

Proceeds from Debt Refunding 0 2,507,000 0 0

TOTAL REVENUES 1,200,123 3,746,844 1,179,000 1,442,200


Operating Expenditures 1,076 0 0 0

Bond Principal 200,000 243,000 234,000 236,000

Bond Interest 84,584 23,135 33,281 29,841

Payment Refunding Debt. Escrow 0 2,451,067 0 0

Bond Issuance Costs 0 55,933 0 0

Transfer to Capital Projects Fund 1,166,000 175,000 (111,000) 0

TOTAL EXPENDITURES 1,451,660 2,948,135 156,281 265,841


revenues over expenditures (251,537) 798,709 1,022,719 1,176,359

Fund balance, beginning of year 1,010,344 758,807 1,557,516 2,580,235

Fund balance, end of year $ 758,807 1,557,516 2,580,235 3,756,594

WEST END TAX INCREMENT FUND


The West End TIF budget reflects:

$265,841 in debt service payments on outstanding tax increment bonds. CHANGE IN FUND BALANCE

The projected increase in fund balance from $2,580,235 to $3,756,594, or 45.6%, is attributable to accumulating reserves for anticipated capital improvement projects.



VIOLA STREET TAX INCREMENT FUND The Viola Street Tax Increment Fund was established in 1998 to account for the retirement of principal and interest on a $400,000 tax increment revenue bond issued to finance infrastructure improvements in the Viola Street redevelopment area. In accordance with the redevelopment plan, tax revenues are also dedicated to pay-as-you-go improvements to further the redevelopment of Viola Street and the surrounding district. The tax increment finance district expires in 2026.

2011-12 2012-13 2013-14 2014-15


REVENUES

Property Taxes $ 436,928 434,182 456,000 499,700

Interest 2,968 2,751 3,000 2,800

Transfer from Cap. Projects Fund 0 0 0 0

TOTAL REVENUES 439,896 436,933 459,000 502,500


Operating Expenditures 0 3,542 0 0


Bond Interest 3,599 1,797 0 0

Transfer to Wastewater Fund 0 0 183,246 0

Transfer to the Cap. Proj. Fund 0 1,197,000 426,000 0

TOTAL EXPENDITURES 43,599 1,242,339 609,246 0


revenues over expenditures 396,297 (805,406) (150,246) 502,500

Fund balance, beginning of year 953,455 1,349,752 544,346 394,100

Fund balance, end of year $ 1,349,752 544,346 394,100 896,600

VIOLA STREET TAX INCREMENT FUND


The Viola Street TIF budget reflects:

The FY 2013-14 Adopted Budget was amended for the East Park Avenue Sewer project ($183,246) which provides additional sewer capacity in the Viola TIF.

There is no debt service payment as all maturities from the 1998 bond have been redeemed. CHANGE IN FUND BALANCE

The projected increase in fund balance from $395,100 to $897,600, or 127.2%, is attributable to accumulating reserves for anticipated capital improvement projects.


CIP AND DEBT MANAGEMENT PAGE I-1

CAPITAL IMPROVEMENT PROGRAM AND DEBT

MANAGEMENT



CAPITAL IMPROVEMENT PROGRAM

$9,139,450

$19,295,000$17,925,000 $7,245,000

$3,450,000

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19

Pro

jec

ts F

un

de

d

The Capital Improvement Program (CIP) is a five-year fiscal planning instrument that is used to identify needed capital projects and select the appropriate financing and timing for those projects. Projects budgeted in the CIP generally include:

• Acquisition of land. • Construction of a new facility or an expansion of an existing facility. • A non-recurring rehabilitation or a major repair to all or part of a building or its grounds. This

should have a cost exceeding $100,000 and a useful life exceeding 10 years. • Planning, design, or engineering related to a capital improvement or other program.

The CIP is prepared annually based on submissions from the City’s various departments. Projects are evaluated based on how each project meets Council goals, objectives, and requirements, as well as criteria such as improving public safety and increasing organizational efficiency. Using the evaluation criteria, a financing strategy is developed by the Office of Management and Budget based on the Five-Year Financial Forecast. By City ordinance, the CIP must be presented to City Council 120 days prior to the start of the new fiscal year. The first year of the plan serves as the coming year’s capital budget and encompasses the appropriations needed for the next fiscal year. The subsequent four years of the plan are planning years and subject to annual appropriation by City Council. The following section summarizes the Capital Improvement Program. A separate document has been prepared with specific details on existing and planned projects and can be reviewed in the Office of Management and Budget or on the City’s website. Please note that capital equipment such as fire apparatus, heavy equipment, and other vehicles are not planned in the CIP process. These expenditures are planned and budgeted through the operating budget process. CAPITAL IMPROVEMENT PROGRAM PROCESS

DEPARTMENT PREPARATION (AUGUST-OCTOBER): Departments prepare requests for projects based on identified needs in the City. Projects submitted include continuation projects as well as new projects determined to be needed by the department.



REVIEW AND RANKING (NOVEMBER-DECEMBER): The Office of Management and Budget reviews all project requests and validates the full operating impact associated with each project. A Leadership Team committee is convened to review and rank all projects. Its efforts are guided by the following criteria:

• Mitigates Risk to Public Safety or Health • Improves Deteriorated Infrastructure • Systematic Replacement of Existing Infrastructure • Improves Operational Efficiency • Coordinates with Other Projects and Requirements • Equitable Provision of Services and Facilities • Protects and Conserves Resources • Provides New or Substantially Expanded Facility • Promotes Economic Development

FIVE-YEAR FORECAST (JANUARY): The Office of Management and Budget presents to City Council a five-year financial forecast on the major governmental and proprietary funds with an impact on operating and capital expenditures. This forecast includes projected revenues, projected operating expenditures, and the adopted CIP to show the impact current trends will have on the City’s financial health. The Office of Management and Budget uses this forecast as its basis for determining pay-as-you-go financing and the ability of the City to handle additional debt service related to capital projects. FINANCING DEVELOPED (FEBRUARY): Based on the data contained in the five-year financial forecast, the Office of Management and Budget prepares a financing strategy for the proposed CIP based on projected pay-as-you-go funds and debt service capacity. The financing strategy is proposed to the City Manager and is refined based on the feedback received from the City Manager. Once complete, the document is prepared for delivery to City Council. COUNCIL DELIBERATION AND APPROVAL (MARCH-JUNE): The CIP is delivered to City Council, which refers the document to the Planning Commission. Upon finding that the CIP meets the intent of the City’s Comprehensive Plan, the City Council holds several work sessions to discuss, review, and modify the proposed CIP. City Council adopts the CIP concurrently with the Operating Budget and appropriates the first year of the CIP by ordinance. As the second through fifth years of the CIP are subject to future appropriation, the City Council adopts the plan through a resolution of intent.



FY 2014-15 CAPITAL BUDGET REVENUES The funding for the FY 2014-15 Capital Budget totals $9,139,450 and is derived from the following sources:

TOTAL FY 2014-15 CAPITAL BUDGET REVENUES: $9,139,450

General Fund, 2,219,450 , 24%

Tourism Taxes, TIFs, Other, 3,695,000 ,

41%

Enterprise Funds/Bonds,

3,225,000 , 35%

Fund availability is determined through the City’s Five-Year Financial Forecast. Estimates of current year and future year funding are based on historic trends. Projects are also scheduled to maintain established benchmarks on fund health (fund balance requirements, coverage ratios, etc.). The amounts in the chart above have been listed in each specific fund. Debt Issuances The City anticipates issuing its 2015 General Obligation Bond for the construction of the Verdae/Woodruff Fire Station in the summer of 2015.



FY 2014-15 CAPITAL BUDGET EXPENDITURES

TOTAL FY 2014-15 CAPITAL BUDGET EXPENDITURES: $9,139,450

Roads and Bridges, $969,450 , 11%

Streetscapes, $835,000 , 9%

Wastewater, $1,100,000 , 12%

Stormwater, $1,475,000 , 16%

Parks and Recreation,

$2,475,000 , 27%

Other, $2,285,000 , 25%

Roads and Bridges (Total FY 2014-15 Funding: $969,450) NSTEP - New Sidewalk Targeted Expansion Program ($300,000): Project continues effort to construct sidewalks on one side of every street. Street Resurfacing ($300,000): This will appropriate $300,000 to match the Greenville County Transportation Committee’s resurfacing match program. The FY 2014-15 budget would provide for the resurfacing of four lane miles. Calhoun Street Connection ($244,450): Funding of this project will provide maintenance and improvements to be made along Calhoun Street. The addition of new bicycle lanes, gutters, and sidewalk crossing will improve the amount of bike and foot traffic. North Main Street Road Diet and Restriping ($125,000): Project provides funding to reduce North Main Street from a four-lane road to a two lane road, with one through-lane in each direction. The second lane in each direction will be converted into a bike lane, and will include some auxiliary space for yard waste, solid waste, walking, and/or safety zones.

Streetscapes (Total FY 2014-15 Funding: ($835,000) Village of West Greenville ($100,000): This project will provide a ready source of funding for streetscape improvement projects associated with private development opportunities for the Art's District. Augusta Street Streetscaping (Baseball Stadium) ($350,000): This project would encourage re-development and infill for this corridor. Spring/Falls Streetscape ($110,000): This project would provide streetscape design improvements on Spring Street and Falls Street between East North Street and East Camperdown Way, in order to improve the appearance, functionality and sustainability of this corridor.



Church Street Streetscape ($275,000): Project will fund realignment of travel lanes along North Church Street to allow for increased sidewalk and landscaping on the west side of North Church Street.

Wastewater (Total FY 2014-15 Funding: $1,100,000)

Wastewater System Survey and Model ($100,000): This is a multi-year project to provide a detailed survey and flow capacity model for the City’s wastewater system. Basin 16 Sewer Rehabilitation ($250,000): This project will provide funding remedial improvements in Basin 16. Haywood Sewer Upgrades ($750,000): Project provides for wastewater system rehabilitation in the Haywood Mall area to address capacity issues.

Stormwater (Total FY 2014-15 Funding: $1,475,000) Reedy River (Cleveland Park) Bank Stabilization ($250,000): This project will stabilize the banks of the Reedy River and unnamed tributaries to the Reedy River within Cleveland Park. The improvements are near Woodland Way, Cleveland Park Drive, Lakehurst Street, Richland Way, and Ridgeland Drive. Reedy River Watershed Planning and 5R ($275,000): Project provides for the City’s share of a watershed plan to reduce nutrient loading of Phosphorus, Nitrogen and Chlorophyll A and pH concentrations. Gower Estates Stormwater Improvements ($100,000): Project provides for the installation of a storm drainage system, curb and gutter, and roadway resurfacing and sewer pipe rehabilitation, along Shelburne, Carolina Avenue, Don Drive and Charlbury Street. Richland Creek Water Quality Master Plan ($850,000): Project provides funding to study improvements in water quality along Richland Creek now that flooding improvements are underway. Parks and Recreation (Total FY 2014-15 Funding: $2,475,000) Main Street Tree Rehabilitation ($150,000): Funding is part of a multi-year program to gradually replace the tree canopy along Main Street. This project will also repair buckled and broken sidewalks along Main Street caused by tree roots. Trail Expansion ($1,000,000): Project provides matching funds to support Greenville County’s TIGER Discretionary Grants Program Application to construct the Greenlink Greenway. Of the additional $2.375 million in funding provided for in FY 2015-16, $1.5 million will be used to meet additional matching requirements.

Neighborhood Park Improvements ($100,000): The project includes improvements at the Nicholtown and David Hellams Community Centers as follows:

• Nicholtown Community Center - replace the playground equipment. • David Hellams Community Center – resurface the basketball court, athletic field improvements, and parking lot improvements.

City Park Phase I ($1,225,000): Project provides for Phase I of the City Park which encompasses open lawns, playing fields, community gardens, and parking for the Swamp Rabbit Trail and the City Park.



Economic Development (Total FY 2014-15 Funding: $685,000) One City Plaza Public Restrooms ($200,000): Project constructs new public restroom facilities near One City Plaza due to the growth of Downtown Greenville. Commercial Corridors ($100,000): This will provide funding for streetscaping, landscaping, and other public infrastructure improvements to revitalize the City’s streets and commercial corridors. River at Broad Street (250,000): Project provides for streetscape improvements on the corner of River and Broad Streets in downtown Greenville at the site of a new 145-unit apartment building which will have ground floor commercial space. TD Convention Center Conference Center ($135,000): This project designs multiple aesthetic upgrades to the Center including caulking, divider wall repairs, and floor resurfacing. Public Safety (Total FY 2014-15 Funding: $650,000) Public Safety Cameras and Infrastructure ($650,000): In FY 2014-15, this project will add six cameras downtown and replace 23 cameras downtown and at Haywood Mall. General Government (Total FY 2014-15 Funding: $950,000) Mayberry Street Maintenance Facility ($650,000): Funding allows for the renovation of the Mayberry Street facility for it to become the location for the Parks and Recreation Beautification Division’s Operations Center. GWS Property Swap ($300,000): The City of Greenville and Greenville Water will be swapping properties. The City will be exchanging 100 Oscar Street for property owned by Greenville Water at 77 and 87 Mayberry Street. The Mayberry Street facility will be renovated to become the location for the Parks and Recreation Beautification Division’s Operations Center. RELATIONSHIP TO OPERATING BUDGET The City's Operating Budget provides for services of a recurring nature and funds these services with recurring revenues. Some of these expenditures are for "operating" capital outlays, defined as any item with a useful life greater than two years and a unit cost of $5,000 or more. The nature of capital items such as vehicles and equipment requires that they be planned for and replaced on a recurring basis. The Operating Budget is the medium chosen for their replacement. The impact of the CIP on the Operating Budget is reflected in three areas:

• Pay-as-you-go financing reflected in the Operating Budget, which impacts fund balance or

available funds for operating needs; • Debt service payments on any bond instrument that may be issued to finance capital

improvements; and • Staffing and other operating expenses that may be required once a capital improvement is

completed.



PROJECTED OPERATING BUDGET IMPACT The Capital Improvement Program projected that the following personnel and operating expenses might be necessary to maintain and operate the projects in the CIP. Please note that not all items listed in the subsequent schedules were funded due to the availability of funds. The subsequent schedules are solely a projection and are subject to appropriation by City Council and the availability of funds.

FY 14/15 TOTAL

OPERATING ADD. OPER.

Project COSTS FY 15/16 FY 16/17 FY 17/18 FY 18/19 COSTS

Fairforest Way Rehabilitation 70,826 72,950 75,139 77,394 79,715 376,024

Salters Road Improvements 16,732 17,569 18,447 19,369 20,337 92,454

East McBee Avenue Improvements 15,000 15,750 16,500 17,292 18,000 82,542

Rhett/Camperdown Street Improvements 48,050 65,953 84,750 88,988 93,437 381,178

Augusta Street Improvements 1,545 1,591 1,639 1,688 1,739 8,202

Washington Street Improvements 25,000 25,750 26,523 27,000 28,138 132,411

Augusta Street Streetscape (Baseball Stadium) 8,487 8,740 9,005 9,275 9,555 45,062

Broad Street Pedestrian Lighting 3,708 3,820 3,935 6,078 4,175 21,716

Downtown Streetscapes 7,780 8,125 8,525 8,930 9,200 42,560

North Main Street - Landmark Building 2,455 2,530 2,610 2,690 2,770 13,055

Spring/Falls Streetscape 5,435 5,715 6,045 6,382 6,575 30,152

West Camperdown Way 2,455 2,530 2,610 2,690 2,770 13,055

RiverPlace IIB Public Space Imrpovements 0 50,000 51,500 53,045 54,636 209,181

Reedy River Trail Expansion 83,149 87,307 91,672 96,256 99,145 457,529

River Street Underpass 3,150 3,308 3,473 3,580 3,690 17,201

Cancer Survivors Park 63,000 66,150 69,458 72,930 75,120 346,658

Hudson Street Trailhead 13,300 13,787 14,293 14,819 15,265 71,464

City Park Phase I 5,000 5,150 5,305 5,465 5,630 26,550

City Park Phase II 0 0 0 0 412,123 412,123

Piazza Bergamo 51,500 53,045 54,636 55,729 57,400 272,310

One Plaza Public Restrooms 8,000 15,000 16,000 16,000 17,000 72,000

Hyatt Public Improvements 15,750 16,500 17,250 18,000 18,750 86,250

Rhett at Wardlaw Improvements 5,500 6,000 6,500 7,000 7,500 32,500

River at Broad Street 5,000 6,000 7,000 8,000 9,000 35,000

Mt. Eustis Street Improvements 1,050 1,103 1,158 1,216 1,252 5,779

Verdae/Woodruff Fire Station 0 561,447 1,063,984 1,095,903 1,119,779 3,841,113

Spring Street Garage Expansion 0 0 0 0 23,800 23,800

Project One Garage 0 117,094 118,771 120,498 122,277 478,640

RiverPlace IIB Garage 0 94,495 95,494 96,523 97,583 384,095

Phone System Replacement 50,000 50,000 50,000 50,000 50,000 250,000

TOTAL, Additional Operating Costs $ 511,872 1,377,409 1,922,222 1,982,740 2,466,361 8,260,604

SUMMARY OF ADDITIONAL OPERATING COSTS



FY 14/15 TOTAL

ADDITIONAL ADDITIONAL

Project FTEs FY 15/16 FY 16/17 FY 17/18 FY 18/19 FTEs

Reedy River Trail Expansion 0.0 2.0 0.0 0.0 0.0 2.0

Cancer Survivors Park 0.0 2.0 0.0 0.0 0.0 2.0

City Park Phase II 0.0 0.0 0.0 0.0 4.0 4.0

Verdae/Woodruff Fire Station 0.0 12.0 0.0 0.0 0.0 12.0

Project One Garage 0.0 0.5 0.0 0.0 0.0 0.5

RiverPlace IIB Garage 0.0 0.5 0.0 0.0 0.0 0.5

TOTAL, Additional FTEs 0.0 17.0 0.0 0.0 4.0 21.0

SUMMARY OF ADDITIONAL PERSONNEL

**********Planning Years Only**********

FY 2015-2019

CIP SUMMARY SCHEDULE BY PROJECT

FY 14/15 TOTAL

COMMITTED CAPITAL PROJECT

Project/Funding Source FUNDING BUDGET FY 15/16 FY 16/17 FY 17/18 FY 18/19 COST


NSTEP (New Sidewalk Targeted Expansion Program)

General Fund Transfer 629,582 300,000 500,000 500,000 500,000 500,000 2,929,582

Totals 629,582 300,000 500,000 500,000 500,000 500,000 2,929,582

Street Resurfacing

General Fund Transfer 881,082 300,000 500,000 500,000 500,000 500,000 3,181,082

Totals 881,082 300,000 500,000 500,000 500,000 500,000 3,181,082

Fairforest Way Rehabilitation

Federal Appropriation - SAFETEA-LU 5,600,000 0 0 0 0 0 5,600,000

State Revenue 49,275 0 0 0 0 0 49,275

Greenville Water System 500,000 0 0 0 0 0 500,000

General Obligation Bond - 2006 706,000 0 0 0 0 0 706,000

Property Sales 116,338 0 0 0 0 0 116,338

Totals 6,971,613 0 0 0 0 0 6,971,613

Salters Road Improvements

Property Sales 61,875 0 0 0 0 0 61,875

General Fund Transfer 360,000 0 0 0 0 0 360,000

Totals 421,875 0 0 0 0 0 421,875

Main Street Resurfacing

State "C" Funds 266,100 0 0 0 0 0 266,100

Downtown Infrastructure Fund 342,500 0 0 0 0 0 342,500

Totals 608,600 0 0 0 0 0 608,600

Calhoun Street Connection

General Fund Transfer 0 244,450 0 0 0 0 244,450

Totals 0 244,450 0 0 0 0 244,450

North Main Street Road Diet and Restriping


Totals 0 125,000 0 0 0 0 125,000

Haywood Road Sidewalks

General Fund Transfer 0 0 115,000 0 0 0 115,000

Totals 0 0 115,000 0 0 0 115,000

Woodruff Road Sidewalks

General Fund Transfer 0 0 120,000 0 0 0 120,000

Totals 0 0 120,000 0 0 0 120,000

TOTAL ROADS AND BRIDGES 9,512,752 969,450 1,235,000 1,000,000 1,000,000 1,000,000 14,717,202

ROADS AND BRIDGES



FY 14/15 TOTAL




STREETSCAPES

East McBee Avenue Improvements

Property Sales 14,704 0 0 0 0 0 14,704


Totals 796,371 0 0 0 0 0 796,371

Rhett/Camperdown Street Improvements

West End Tax Increment Fund 3,403,396 0 2,635,000 0 0 0 6,038,396

Property Sales 30,004 0 0 0 0 0 30,004

Totals 3,433,400 0 2,635,000 0 0 0 6,068,400

Cultural Corridor Urban Trail


Totals 200,000 0 0 0 0 0 200,000

Village of West Greenville Improvements

General Fund Transfer 0 100,000 100,000 100,000 100,000 100,000 500,000

Hospitality Tax Fund 100,000 0 0 0 0 0 100,000

Totals 100,000 100,000 100,000 100,000 100,000 100,000 600,000

Augusta Street Improvements

Capital Projects Fund 175,000 0 0 0 0 0 175,000

Totals 175,000 0 0 0 0 0 175,000

Washington Street Improvements


State "C" Funds 32,000 0 0 0 0 0 32,000

Totals 532,000 0 0 0 0 0 532,000

Augusta Street Streetscaping (Baseball Stadium)

Admissions Tax Fund 0 250,000 0 0 0 0 250,000

Sunday Alcohol Permits Fund 40,000 100,000 0 0 0 0 140,000

Totals 40,000 350,000 0 0 0 0 390,000

Broad Street Pedestrian Lighting


Totals 128,000 0 0 0 0 0 128,000

Downtown Streetscapes


Totals 165,000 0 0 0 0 0 165,000

North Main Street - Landmark Building


State "C" Funds 27,500 0 0 0 0 0 27,500

Totals 189,000 0 0 0 0 0 189,000

Spring/Falls Streetscape

Downtown Infrastructure Fund 25,000 110,000 0 0 0 0 135,000

Totals 25,000 110,000 0 0 0 0 135,000

Viola Streetscaping

Viola Street Tax Increment Fund 280,000 0 0 0 0 0 280,000

Totals 280,000 0 0 0 0 0 280,000

West Camperdown Way

West End Tax Increment Fund 250,000 0 0 0 0 0 250,000

Totals 250,000 0 0 0 0 0 250,000

Church Street Streetscape

Downtown Infrastructure Fund 0 275,000 0 0 0 0 275,000

Totals 0 275,000 0 0 0 0 275,000

RiverPlace IIB Public Space Improvements

Downtown Infrastructure Fund 2,651,669 0 0 0 0 0 2,651,669

Totals 2,651,669 0 0 0 0 0 2,651,669

TOTAL STREETSCAPES 8,965,440 835,000 2,735,000 100,000 100,000 100,000 12,835,440



FY 14/15 TOTAL




WASTEWATER

Haynie-Sirrine Wastewater System Rehabilitation

Wastewater Fund 409,000 0 0 0 0 0 409,000

Sanitary Sewer Revenue Bond - 2002 96,000 0 0 0 0 0 96,000

Sanitary Sewer Revenue Bond - 2013 1,695,000 0 0 0 0 0 1,695,000

State Clean Water Revolving Loan Fund 1,811,773 0 0 0 0 0 1,811,773

Totals 4,011,773 0 0 0 0 0 4,011,773

Wastewater System Rehabilitation

Wastewater Fund 300,000 0 0 0 0 0 300,000


Totals 1,300,000 0 0 0 0 0 1,300,000

Wastewater System Rehabilitation II

Wastewater Fund 0 0 0 0 500,000 500,000 1,000,000

Totals 0 0 0 0 500,000 500,000 1,000,000

Wastewater System Survey and Model

Wastewater Fund 265,000 100,000 100,000 100,000 100,000 0 665,000

Totals 265,000 100,000 100,000 100,000 100,000 0 665,000

Basin 7 Sewer Rehabilitation

Wastewater Fund 595,000 0 0 0 0 0 595,000


Totals 2,150,000 0 0 0 0 0 2,150,000


Wastewater Fund 650,000 0 0 0 0 0 650,000

Totals 650,000 0 0 0 0 0 650,000


Wastewater Fund 0 250,000 0 0 0 0 250,000

Sanitary Sewer Revenue Bond - 2016 0 0 2,000,000 0 0 0 2,000,000

Totals 0 250,000 2,000,000 0 0 0 2,250,000


Wastewater Fund 0 0 250,000 0 0 0 250,000

Sanitary Sewer Revenue Bond - 2017 0 0 0 2,000,000 0 0 2,000,000

Totals 0 0 250,000 2,000,000 0 0 2,250,000

East Park Wastewater Improvements

Greenville Water Commission 756,350 0 0 0 0 0 756,350

Greenville Development Corporation 150,000 0 0 0 0 0 150,000

Wastewater Fund 127,158 0 0 0 0 0 127,158


Viola Street Tax Increment Fund 183,246 0 0 0 0 0 183,246

Totals 1,400,000 0 0 0 0 0 1,400,000

Haywood Sewer Upgrades

Wastewater Fund 0 150,000 0 0 0 0 150,000

Greenville Development Corporation 0 100,000 0 0 0 0 100,000

Greenville Water Commission 0 500,000 0 0 0 0 500,000

Totals 0 750,000 0 0 0 0 750,000

TOTAL WASTEWATER 9,776,773 1,100,000 2,350,000 2,100,000 600,000 500,000 16,426,773

STORMWATER

Pinehurst Culvert Crossing Improvement

Stormwater Fund 435,000 0 0 0 0 0 435,000

Totals 435,000 0 0 0 0 0 435,000

Pettigru Street Improvements

Stormwater Fund 395,963 0 0 0 0 0 395,963

Totals 395,963 0 0 0 0 0 395,963



FY 14/15 TOTAL




Reedy River (Cleveland Park) Bank Stabilization

Stormwater Fund 650,000 250,000 0 0 0 0 900,000

Totals 650,000 250,000 0 0 0 0 900,000

Reedy River Watershed Planning and 5R

Stormwater Fund 0 275,000 275,000 275,000 275,000 275,000 1,375,000

Totals 0 275,000 275,000 275,000 275,000 275,000 1,375,000

White Oak Basin Phase II

Stormwater Fund 2,195,000 0 0 0 0 0 2,195,000

Totals 2,195,000 0 0 0 0 0 2,195,000

Gower Estates Stormwater Improvements

Wastewater Fund 231,000 0 0 0 0 0 231,000

Stormwater Fund 1,659,000 100,000 0 0 0 0 1,759,000

Totals 1,890,000 100,000 0 0 0 0 1,990,000

Swanson Court

Stormwater Fund 263,000 0 0 0 0 0 263,000

Wastewater Fund 21,000 0 0 0 0 0 21,000

Totals 284,000 0 0 0 0 0 284,000

Richland Creek Water Quality Master Plan

Stormwater Fund 450,000 850,000 0 0 0 0 1,300,000

Totals 450,000 850,000 0 0 0 0 1,300,000

North Hills Area Stormwater Improvements

Stormwater Fund 100,000 0 1,000,000 0 0 0 1,100,000

Totals 100,000 0 1,000,000 0 0 0 1,100,000

TOTAL STORMWATER 6,399,963 1,475,000 1,275,000 275,000 275,000 275,000 9,974,963


Community Center Building Improvements

Property Sales 467,500 0 0 0 0 0 467,500




Totals 1,390,000 0 0 0 0 0 1,390,000

Main Street Tree Rehabilitation

CBD Tax Increment Bond - 2002 11,870 0 0 0 0 0 11,870

CBD Tax Increment Bond - 2003 14,313 0 0 0 0 0 14,313

Downtown Infrastructure Fund 1,061,985 150,000 150,000 150,000 150,000 75,000 1,736,985

Totals 1,088,168 150,000 150,000 150,000 150,000 75,000 1,763,168

Cleveland Park Repairs and Neighborhood Access


State Grants 65,464 0 0 0 0 0 65,464

Property Sales 10,396 0 0 0 0 0 10,396


Totals 850,818 0 0 0 0 0 850,818

Reedy River Trail Expansion


Hospitality Tax Bond - Series 2011 675,000 0 0 0 0 0 675,000

State Grants 240,000 0 0 0 0 0 240,000

Totals 1,240,000 0 0 0 0 0 1,240,000

Trail Expansion

Hospitality Tax Fund 0 1,000,000 2,375,000 0 0 0 3,375,000

Totals 0 1,000,000 2,375,000 0 0 0 3,375,000



FY 14/15 TOTAL




Park Restrooms




Totals 551,479 0 0 0 0 0 551,479

River Street Underpass



Totals 615,000 0 0 0 0 0 615,000

Heritage Green Master Plan

Greenville County 1,508,000 0 0 0 0 0 1,508,000

Totals 1,508,000 0 0 0 0 0 1,508,000

McPherson Park Bridge Rehabilitation


Totals 135,000 0 0 0 0 0 135,000

Cancer Survivors Park


Totals 724,000 0 0 0 0 0 724,000

NEXT Trail Connector


Totals 681,000 0 0 0 0 0 681,000

Falls Park Improvements

State Grants 109,801 0 0 0 0 0 109,801


Totals 717,801 0 0 0 0 0 717,801

Greenville Dog Parks

Greenville County 25,000 0 0 0 0 0 25,000


Totals 100,000 0 0 0 0 0 100,000

Hudson Street Trailhead


Totals 225,000 0 0 0 0 0 225,000

Swamp Rabbit Trail Rubber Surface


Totals 145,000 0 0 0 0 0 145,000

Neighborhood Park Improvements


Totals 0 100,000 0 0 0 0 100,000

City Park Phase I

Hospitality Tax Fund 0 1,225,000 2,100,000 0 0 0 3,325,000

Totals 0 1,225,000 2,100,000 0 0 0 3,325,000

City Park Phase II

Hospitality Tax Fund 0 0 0 0 2,000,000 0 2,000,000

Totals 0 0 0 0 2,000,000 0 2,000,000

Zoo Master Plan

Zoo Fund 0 0 1,000,000 0 0 0 1,000,000

Hospitality Tax Fund 0 0 0 1,000,000 1,000,000 0 2,000,000

Totals 0 0 1,000,000 1,000,000 1,000,000 0 3,000,000

TOTAL PARKS AND RECREATION 9,971,266 2,475,000 5,625,000 1,150,000 3,150,000 75,000 22,446,266



FY 14/15 TOTAL





Piazza Bergamo / One City Plaza


Greenville Water System 228,650 0 0 0 0 0 228,650

Piedmont Natural Gas Grant 30,000 0 0 0 0 0 30,000

Property Sales 342,000 0 0 0 0 0 342,000

Totals 5,910,650 0 0 0 0 0 5,910,650

One City Plaza Public Restrooms


Totals 0 200,000 0 0 0 0 200,000

Commercial Corridors


State Revenue 16,960 0 0 0 0 0 16,960

General Fund Transfer 300,000 100,000 100,000 100,000 100,000 100,000 800,000

Greenville County 34,357 0 0 0 0 0 34,357

Property Sales 70,000 0 0 0 0 0 70,000

Totals 799,873 100,000 100,000 100,000 100,000 100,000 1,299,873

Peace Center


Totals 2,582,000 0 0 0 0 0 2,582,000

Hyatt Public Improvements

Property Sales 896,847 0 0 0 0 0 896,847

Totals 896,847 0 0 0 0 0 896,847

Rhett at Wardlaw Improvements

Stormwater Fund 37,000 0 0 0 0 0 37,000

Utility Undergrounding Fund 49,000 0 0 0 0 0 49,000

West End Tax Increment Fund 175,000 0 0 0 0 0 175,000

Totals 261,000 0 0 0 0 0 261,000

River at Broad Street


Totals 0 250,000 0 0 0 0 250,000

TD Convention Center Conference Center

Local Accommodations Tax Fund 100,000 135,000 475,000 450,000 170,000 0 1,330,000

Totals 100,000 135,000 475,000 450,000 170,000 0 1,330,000

TD Convention Center Parking Lots

Local Accommodations Tax Fund 0 0 0 0 500,000 0 500,000

Totals 0 0 0 0 500,000 0 500,000

TOTAL ECONOMIC DEVELOPMENT 10,550,370 685,000 575,000 550,000 770,000 100,000 13,230,370

NEIGHBORHOOD REVITALIZATION

Mt. Eustis Street Improvements




Wastewater Fund 56,000 0 0 0 0 0 56,000

Stormwater Fund 63,000 0 0 0 0 0 63,000

Totals 831,372 0 0 0 0 0 831,372

TOTAL NEIGHBORHOOD REVITALIZATION 831,372 0 0 0 0 0 831,372



FY 14/15 TOTAL




PUBLIC SAFETY

Verdae/Woodruff Fire Station

Property Sales 75,000 0 0 0 0 0 75,000

General Obligation Bond - 2015 3,881,000 0 0 0 0 0 3,881,000

Totals 3,956,000 0 0 0 0 0 3,956,000

Fire Facilities Assessment


Totals 70,000 0 0 0 0 0 70,000

Public Safety Cameras and Infrastructure

Parking Enterprise Fund 0 400,000 0 0 0 0 400,000

Hospitality Tax Fund 500,000 250,000 250,000 250,000 250,000 250,000 1,750,000

Totals 500,000 650,000 250,000 250,000 250,000 250,000 2,150,000

Station Alerting System


Totals 180,000 0 0 0 0 0 180,000

TOTAL PUBLIC SAFETY 4,706,000 650,000 250,000 250,000 250,000 250,000 6,356,000

PARKING

Parking Garage Rehabilitation

Parking Enterprise Fund 0 0 500,000 500,000 500,000 500,000 2,000,000

Totals 0 0 500,000 500,000 500,000 500,000 2,000,000

Spring Street Garage Expansion

Parking Enterprise Fund 0 0 0 1,500,000 600,000 650,000 2,750,000

Totals 0 0 0 1,500,000 600,000 650,000 2,750,000

Project One Garage

Parking Enterprise Fund - GPFC 11,830,552 0 0 0 0 0 11,830,552

Totals 11,830,552 0 0 0 0 0 11,830,552

RiverPlace IIB Garage

Parking Enterprise Fund - GPFC 6,259,876 0 0 0 0 0 6,259,876


Sunday Alcohol Permits Fund 350,000 0 0 0 0 0 350,000

Local Accommodations Tax Fund 1,229,000 0 0 0 0 0 1,229,000

Parking Enterprise Fund 1,408,000 0 0 0 0 0 1,408,000


Totals 10,300,207 0 0 0 0 0 10,300,207

TOTAL PARKING 22,130,759 0 500,000 2,000,000 1,100,000 1,150,000 26,880,759

GENERAL GOVERNMENT

Phone System Replacement

Installment Lease Purchase - 2014 695,000 0 0 0 0 0 695,000

Totals 695,000 0 0 0 0 0 695,000

Public Works Operations Center

Stormwater Fund 0 0 2,250,000 500,000 0 0 2,750,000

General Fund Transfer 220,766 0 2,500,000 2,500,000 0 0 5,220,766

Stormwater Revenue Bond - 2016 0 0 0 7,500,000 0 0 7,500,000

Stormwater Revenue Bond - 2013 3,100,000 0 0 0 0 0 3,100,000

Totals 3,320,766 0 4,750,000 10,500,000 0 0 18,570,766

Mayberry Street Maintenance Facility


Totals 0 650,000 0 0 0 0 650,000

GWS Property Swap


Totals 0 300,000 0 0 0 0 300,000

TOTAL GENERAL GOVERNMENT 4,015,766 950,000 4,750,000 10,500,000 0 0 20,215,766

TOTAL, ALL PROJECTS 86,860,461 9,139,450 19,295,000 17,925,000 7,245,000 3,450,000 143,914,911



CIP SUMMARY SCHEDULE BY FUNDING SOURCE

FY 14/15

COMMITTED CAPITAL TOTAL

Funding Source/Project FUNDING BUDGET FY 15/16 FY 16/17 FY 17/18 FY 18/19 FUNDING


Admissions Tax Fund

Augusta Street Streetscaping (Baseball Stadium) 0 250,000 0 0 0 0 250,000

Subtotal, Admissions Tax Fund 0 250,000 0 0 0 0 250,000

Capital Projects Fund

Mt. Eustis Street Improvements 401,000 0 0 0 0 0 401,000

Commercial Corridors 378,556 0 0 0 0 0 378,556

Park Restrooms 180,000 0 0 0 0 0 180,000Cleveland Park Repairs and Neighborhood Access 119,192 0 0 0 0 0 119,192

Community Center Building Improvements 100,000 0 0 0 0 0 100,000

Augusta Street Improvements 175,000 0 0 0 0 0 175,000

Fire Facilities Assessment 70,000 0 0 0 0 0 70,000

Subtotal, Capital Projects Fund 1,423,748 0 0 0 0 0 1,423,748

CBD Tax Increment Bond - 2002

Main Street Tree Rehabilitation 11,870 0 0 0 0 0 11,870

Subtotal, CBD Tax Increment Bond - 2002 11,870 0 0 0 0 0 11,870

CBD Tax Increment Bond - 2003

Main Street Tree Rehabilitation 14,313 0 0 0 0 0 14,313

Subtotal, CBD Tax Increment Bond - 2003 14,313 0 0 0 0 0 14,313

Downtown Infrastructure Fund

Main Street Tree Rehabilitation 1,061,985 150,000 150,000 150,000 150,000 75,000 1,736,985

East McBee Avenue Improvements 781,667 0 0 0 0 0 781,667

Park Restrooms 153,479 0 0 0 0 0 153,479

Main Street Resurfacing 342,500 0 0 0 0 0 342,500

River Street Underpass 265,000 0 0 0 0 0 265,000

Peace Center 2,582,000 0 0 0 0 0 2,582,000

Piazza Bergamo / One City Plaza 5,310,000 0 0 0 0 0 5,310,000

East Park Wastewater Improvements 183,246 0 0 0 0 0 183,246

McPherson Park Bridge Rehabilitation 135,000 0 0 0 0 0 135,000

Cultural Corridor Urban Trail 200,000 0 0 0 0 0 200,000

Washington Street Improvements 500,000 0 0 0 0 0 500,000

Broad Street Pedestrian Lights 128,000 0 0 0 0 0 128,000

Downtown Streetscapes 165,000 0 0 0 0 0 165,000

North Main Street - Landmark Building 161,500 0 0 0 0 0 161,500

Spring/Falls Streetscape 25,000 110,000 0 0 0 0 135,000

Church Street Streetscape 0 275,000 0 0 0 0 275,000

RiverPlace IIB Garage 1,005,331 0 0 0 0 0 1,005,331

RiverPlace IIB Public Space Improvements 2,651,669 0 0 0 0 0 2,651,669

River at Broad 0 250,000 0 0 0 0 250,000

One City Plaza Public Restrooms 0 200,000 0 0 0 0 200,000

Subtotal, Downtown Infrastructure Fund 15,651,377 985,000 150,000 150,000 150,000 75,000 17,161,377

Federal Appropriation - SAFETEA-LU

Fairforest Way Rehabilitation 5,600,000 0 0 0 0 0 5,600,000

Subtotal, Fed. Appropriation - SAFETEA-LU 5,600,000 0 0 0 0 0 5,600,000



FY 14/15




General Fund Transfer

NSTEP (New Sidewalk Targeted Expansion Program) 629,582 300,000 500,000 500,000 500,000 500,000 2,929,582

Street Resurfacing 881,082 300,000 500,000 500,000 500,000 500,000 3,181,082


Salters Road Improvements 360,000 0 0 0 0 0 360,000

Calhoun Street Connection 0 244,450 0 0 0 0 244,450

North Main Street Road Diet and Restriping 0 125,000 0 0 0 0 125,000

Mt. Eustis Street Improvements 226,372 0 0 0 0 0 226,372

Mayberry Street Maintenance Facility 0 650,000 0 0 0 0 650,000

GWS Property Swap 0 300,000 0 0 0 0 300,000

Haywood Road Sidewalks 0 0 115,000 0 0 0 115,000

Woodruff Road Sidewalks 0 0 120,000 0 0 0 120,000

Village of West Greenville Improvements 0 100,000 100,000 100,000 100,000 100,000 500,000

Public Works Operations Center 220,766 0 2,500,000 2,500,000 0 0 5,220,766

Greenville Dog Parks 75,000 0 0 0 0 0 75,000

Neighborhood Park Improvements 0 100,000 0 0 0 0 100,000

Commercial Corridors 300,000 100,000 100,000 100,000 100,000 100,000 800,000

Station Alerting System 180,000 0 0 0 0 0 180,000

Subtotal, General Fund Transfer 3,622,802 2,219,450 3,935,000 3,700,000 1,200,000 1,200,000 15,877,252

General Obligation Bond - 2003


Subtotal, General Obligation Bond - 2003 72,500 0 0 0 0 0 72,500

General Obligation Bond - 2006Mt. Eustis Street Improvements 85,000 0 0 0 0 0 85,000Fairforest Way Rehabilitation 706,000 0 0 0 0 0 706,000

Subtotal, General Obligation Bond - 2006 791,000 0 0 0 0 0 791,000

General Obligation Bond - 2015

Verdae/Woodruff Fire Station 3,881,000 0 0 0 0 0 3,881,000

Subtotal, General Obligation Bond - 2015 3,881,000 0 0 0 0 0 3,881,000

Greenville CountyHeritage Green Master Plan 1,508,000 0 0 0 0 0 1,508,000Greenville Dog Parks 25,000 0 0 0 0 0 25,000Commercial Corridors 34,357 0 0 0 0 0 34,357

Subtotal, Greenville County 1,567,357 0 0 0 0 0 1,567,357

Greenville Local Development Corporation

East Park Wastewater Improvements 150,000 0 0 0 0 0 150,000

Haywood Sewer Upgrades 0 100,000 0 0 0 0 100,000

Subtotal, Greenville Local Development Corporation 150,000 100,000 0 0 0 0 250,000

Greenville Water SystemFairforest Way Rehabilitation 500,000 0 0 0 0 0 500,000Haywood Sewer Upgrades 0 500,000 0 0 0 0 500,000East Park Wastewater Improvements 756,350 0 0 0 0 0 756,350Piazza Bergamo / One City Plaza 228,650 0 0 0 0 0 228,650

Subtotal, Greenville Water System 1,485,000 500,000 0 0 0 0 1,985,000

Hospitality Tax Bond - Series 2011

Reedy River Trail Expansion 675,000 0 0 0 0 0 675,000

Subtotal, Hospitality Tax Bond - Series 2011 675,000 0 0 0 0 0 675,000



FY 14/15




Hospitality Tax FundCleveland Park Repairs and Neighborhood Access 655,766 0 0 0 0 0 655,766Reedy River Trail Expansion 325,000 0 0 0 0 0 325,000Trail Expansion 0 1,000,000 2,375,000 0 0 0 3,375,000Park Restrooms 218,000 0 0 0 0 0 218,000RiverPlace IIB Garage 48,000 0 0 0 0 0 48,000Cancer Survivors Park 724,000 0 0 0 0 0 724,000NEXT Trail Connector 681,000 0 0 0 0 0 681,000Falls Park Improvements 608,000 0 0 0 0 0 608,000Village of West Greenville Improvements 100,000 0 0 0 0 0 100,000Hudson Street Trailhead 225,000 0 0 0 0 0 225,000River Street Underpass 350,000 0 0 0 0 0 350,000Swamp Rabbit Trail Rubber Surface 145,000 0 0 0 0 0 145,000City Park Phase I 0 1,225,000 2,100,000 0 0 0 3,325,000City Park Phase II 0 0 0 0 2,000,000 0 2,000,000Zoo Master Plan 0 0 0 1,000,000 1,000,000 0 2,000,000Public Safety Cameras and Infrastructure 500,000 250,000 250,000 250,000 250,000 250,000 1,750,000

Subtotal, Hospitality Tax Fund 4,579,766 2,475,000 4,725,000 1,250,000 3,250,000 250,000 16,529,766

Installment Lease Purchase Agreement - 2013Phone System Replacement 695,000 0 0 0 0 0 695,000

Subtotal, Installment Lease Purchase Agree. - 2013 695,000 0 0 0 0 0 695,000

Local Accommodations Tax FundRiverPlace IIB Garage 1,229,000 0 0 0 0 0 1,229,000TD Convention Center Conference Center 100,000 135,000 475,000 450,000 170,000 0 1,330,000TD Convention Center Parking Lots 0 0 0 0 500,000 0 500,000

Subtotal, Local Accommodations Tax Fund 1,329,000 135,000 475,000 450,000 670,000 0 3,059,000

Parking Enterprise FundRiverPlace IIB Garage 1,408,000 0 0 0 0 0 1,408,000Public Safety Cameras and Infrastructure 0 400,000 0 0 0 0 400,000Parking Garage Rehabilitation 0 0 500,000 500,000 500,000 500,000 2,000,000Spring Street Garage Expansion 0 0 0 1,500,000 600,000 650,000 2,750,000

Subtotal, Parking Fund 1,408,000 400,000 500,000 2,000,000 1,100,000 1,150,000 6,558,000

Piedmont Natural Gas Piazza Bergamo / One City Plaza 30,000 0 0 0 0 0 30,000

30,000 0 0 0 0 0 30,000

Parking Enterprise Fund-GPFCProject One Garage 11,830,552 0 0 0 0 0 11,830,552RiverPlace IIB Garage 6,259,876 0 0 0 0 0 6,259,876

Subtotal, Parking Fund 18,090,428 0 0 0 0 0 18,090,428

Property SalesCommunity Center Building Improvements 467,500 0 0 0 0 0 467,500Piazza Bergamo / One City Plaza 342,000 0 0 0 0 0 342,000Rhett/Camperdown Street Improvements 30,004 0 0 0 0 0 30,004Verdae/Woodruff Fire Station 75,000 0 0 0 0 0 75,000Cleveland Park Repairs and Neighborhood Access 10,396 0 0 0 0 0 10,396East McBee Avenue Improvements 14,704 0 0 0 0 0 14,704Salters Road Improvements 61,875 0 0 0 0 0 61,875Commercial Corridors 70,000 0 0 0 0 0 70,000Hyatt Public Improvements 896,847 0 0 0 0 0 896,847Fairforest Way Rehabilitation 116,338 0 0 0 0 0 116,338

Subtotal, Property Sales 2,084,664 0 0 0 0 0 2,084,664

Sanitary Sewer Revenue Bond - 2002Haynie-Sirrine Wastewater System Rehabilitation 96,000 0 0 0 0 0 96,000

Subtotal, Sanitary Sewer Revenue Bond - 2002 96,000 0 0 0 0 0 96,000



FY 14/15




Sanitary Sewer Revenue Bond - 2013Haynie-Sirrine Wastewater System Rehabilitation 1,695,000 0 0 0 0 0 1,695,000Wastewater Rehabilitation 1,000,000 0 0 0 0 0 1,000,000Basin 7 Rehabilitation 1,555,000 0 0 0 0 0 1,555,000

Subtotal, Sanitary Sewer Revenue Bond - 2013 4,250,000 0 0 0 0 0 4,250,000

Sanitary Sewer Revenue Bond - 2016Basin 16 Rehabilitation 0 0 2,000,000 0 0 0 2,000,000

Subtotal, Sanitary Sewer Revenue Bond - 2016 0 0 2,000,000 0 0 0 2,000,000

Sanitary Sewer Revenue Bond - 2017Basin 25 Rehabilitation 0 0 0 2,000,000 0 0 2,000,000

Subtotal, Sanitary Sewer Revenue Bond - 2016 0 0 0 2,000,000 0 0 2,000,000

State "C" FundsMain Street Resurfacing 266,100 0 0 0 0 0 266,100Washington Street Improvements 32,000 0 0 0 0 0 32,000North Main Street - Landmark Building 27,500 0 0 0 0 0 27,500

Subtotal, State "C" Funds 325,600 0 0 0 0 0 325,600

State Clean Water Revolving Loan FundHaynie-Sirrine Wastewater System Rehabilitation 1,811,773 0 0 0 0 0 1,811,773

Subtotal, State Clean Water Revolving Loan Fund 1,811,773 0 0 0 0 0 1,811,773

State GrantsCleveland Park Repairs and Neighborhood Access 65,464 0 0 0 0 0 65,464Falls Park Improvements 109,801 0 0 0 0 0 109,801Reedy River Trail Expansion 240,000 0 0 0 0 0 240,000

Subtotal, State Grants 415,265 0 0 0 0 0 415,265

State RevenueFairforest Way Rehabilitation 49,275 0 0 0 0 0 49,275Commercial Corridors 16,960 0 0 0 0 0 16,960

Subtotal, State Revenue 66,235 0 0 0 0 0 66,235

Stormwater FundPettigru Street Improvements 395,963 0 0 0 0 0 395,963Reedy River (Cleveland Park) Bank Stabilization 650,000 250,000 0 0 0 0 900,000Reedy River Watershed Planning and 5R 0 275,000 275,000 275,000 275,000 275,000 1,375,000Pinehurst Culvert Crossing 435,000 0 0 0 0 0 435,000White Oak Basin Phase II 2,195,000 0 0 0 0 0 2,195,000Gower Estates Stormwater Rehabilitation 1,659,000 100,000 0 0 0 0 1,759,000Swanson Court 263,000 0 0 0 0 0 263,000Richland Creek Water Quality Master Plan 450,000 850,000 0 0 0 0 1,300,000Mt. Eustis Street Improvements 63,000 0 0 0 0 0 63,000Public Works Operation Center 0 0 2,250,000 500,000 0 0 2,750,000Rhett at Wardlaw Improvements 37,000 0 0 0 0 0 37,000North Hills Area Stormwater 100,000 0 1,000,000 0 0 0 1,100,000

Subtotal, Stormwater Fund 6,247,963 1,475,000 3,525,000 775,000 275,000 275,000 12,572,963

Stormwater Revenue Bond - 2013Public Works Operations Center 3,100,000 0 0 0 0 0 3,100,000

Subtotal, Stormwater Revenue Bond - 2012 3,100,000 0 0 0 0 0 3,100,000

Stormwater Revenue Bond - 2016Public Works Operations Center 0 0 0 7,500,000 0 0 7,500,000

Subtotal, Stormwater Revenue Bond - 2012 0 0 0 7,500,000 0 0 7,500,000

Sunday Alcohol Permits FundRiverPlace IIB Garage 350,000 0 0 0 0 0 350,000Augusta Street Streetscaping (Baseball Stadium) 40,000 100,000 0 0 0 0 140,000

Subtotal, Sunday Alcohol Permits Fund 390,000 100,000 0 0 0 0 490,000

Utility Undergrounding FundRhett at Wardlaw Improvements 49,000 0 0 0 0 0 49,000

Subtotal, Utility Undergrounding Fund 49,000 0 0 0 0 0 49,000



FY 14/15




Viola Street Tax Increment FundEast Park Wastewater Improvements 183,246 0 0 0 0 0 183,246Viola Streetscaping 280,000 0 0 0 0 0 280,000

Subtotal, Viola Street Tax Increment Fund 463,246 0 0 0 0 0 463,246

Wastewater FundHaynie-Sirrine Wastewater System Rehabilitation 409,000 0 0 0 0 0 409,000Mt. Eustis Street Improvements 56,000 0 0 0 0 0 56,000Wastewater System Rehabilitation 300,000 0 0 0 0 0 300,000Wastewater System Rehabilitation II 0 0 0 0 500,000 500,000 1,000,000Wastewater System Survey and Model 265,000 100,000 100,000 100,000 100,000 0 665,000Basin 7 Rehabilitation 595,000 0 0 0 0 0 595,000Basin 15 Rehabilitation 650,000 0 0 0 0 0 650,000Basin 16 Rehabilitation 0 250,000 0 0 0 0 250,000Basin 25 Rehabilitation 0 0 250,000 0 0 0 250,000East Park Wastewater Improvements 127,158 0 0 0 0 0 127,158Haywood Sewer Upgrades 0 150,000 0 0 0 0 150,000Gower Estates Stormwater Rehabilitation 231,000 0 0 0 0 0 231,000Swanson Court 21,000 0 0 0 0 0 21,000

Subtotal, Wastewater Fund 2,654,158 500,000 350,000 100,000 600,000 500,000 4,704,158

West End Tax Increment Fund Rhett at Wardlaw Improvements 175,000 0 0 0 0 0 175,000West Camperdown Way 250,000 0 0 0 0 0 250,000Rhett/Camperdown Street Improvements 3,403,396 0 2,635,000 0 0 0 6,038,396

Subtotal, West End Tax Increment Fund 3,828,396 0 2,635,000 0 0 0 6,463,396

Zoo Fund Zoo Master Plan 0 0 1,000,000 0 0 0 1,000,000

Subtotal, Zoo Fund 0 0 1,000,000 0 0 0 1,000,000

TOTAL, ALL FUNDING SOURCES 86,860,461 9,139,450 19,295,000 17,925,000 7,245,000 3,450,000 143,914,911



STRATEGIC GOAL IMPLEMENTATION

All projects in the Capital Improvement Program were linked to one of the seven strategic goals to show how the City is furthering its long-term strategic vision.

Safe CityBroad Street Pedestrian Lighting Phone System ReplacementVerdae/Woodruff Fire Station Public Safety Cameras and InfrastructureFire Facilities Assessment Station Alerting SystemNorth Main Street Dieting and Restriping

Sustainable CityAugusta Street Streetscaping (Baseball Stadium) Park RestroomsBasin 7 Sewer Rehabilitation Pettigru Street ImprovementsBasin 15 Sewer Rehabilitation Pinehurst Culvert Crossing Improvements

Basin 16 Sewer Rehabilitation Public Works Operations CenterBasin 25 Sewer Rehabilitation Reedy River (Cleveland Park) Bank StabilizationCity Park Phase I Reedy River Watershed Planning and 5RCity Park Phase II Richland Creek Water Quality Master PlanDowntown Streetscapes Spring/Falls Streetscape

East Park Wastewater Improvements Swanson CourtGower Estates Stormwater Improvements Viola StreetscapingHaynie-Sirrine Wastewater System Rehabilitation Wastewater System RehabilitationHaywood Sewer Upgrade Wastewater System Rehabilitation IIMain Street Tree Rehabilitation Wastewater System Survey and ModelNorth Hills Area Stormwater Improvements West Camperdown WayNorth Main Street - Landmark Building White Oak Basin Phase II

Prosperous CityAugusta Street Improvements Rhett at Wardlaw Improvements Church Street Streetscape Rhett/Camperdown ImprovementsCommercial Corridors River at Broad East McBee Avenue Improvements RiverPlace IIB Public Space Improvements

GWS Property Swap TD Convention Center Conference CenterHyatt Public Improvements TD Convention Center Parking LotsMayberry Street Maintenance Facility Village of West Greenville ImprovementsPiazza Bergamo / One City Plaza Washington Street Improvements

City of NeighborhoodsCalhoun Street Connection Mt. Eustis Street ImprovementsCommunity Center Building Improvements NSTEP



Mobile CityCancer Survivors Park RiverPlace IIB GarageFairforest Way Rehabilitation Salters Road ImprovementsHaywood Road Sidewalks Spring Street Garage ExpansionMain Street Resurfacing Street ResurfacingParking Garage Rehabilitation Woodruff Road SidewalksProject One Garage

City of Culture and RecreationCleveland Park Repairs and Neighborhood Access NEXT Trail ConnectorCultural Corridor Urban Trail One City Plaza Public Restrooms Falls Park Improvements Peace CenterGreenville Dog Parks Reedy River Trail ExpansionHeritage Green Master Plan River Street UnderpassHudson Street Trailhead Trail ExpansionMcPherson Park Bridge Rehabilitation Swamp Rabbit Trail Rubber Surface ReplacementNeighborhood Park Improvements Zoo Master Plan

Inclusive CityNo projects.

COMPREHENSIVE PLAN IMPLEMENTATION

All projects in the Capital Improvement Program were linked to one of the principles listed in the “Framework for a Better Future” listed in the City’s Comprehensive Plan.

Basin 7 Sewer Rehabilitation Public Works Operations CenterBasin 15 Sewer Rehabilitation Reedy River (Cleveland Park) Bank StabilizationBasin 16 Sewer Rehabilitation Reedy River Watershed Planning and 5RBasin 25 Sewer Rehabilitation Richland Creek Water Quality Master PlanGWS Property Swap Wastewater System RehabilitationMayberry Street Maintenance Facility Wastewater System Rehabilitation IIPettigru Street Improvements White Oak Basin Phase II

Main Street Tree Rehabilitation

Cancer Survivors Park NSTEPChurch Street Streetscape Rhett/Camperdown ImprovementsCultural Corridor Urban Trail River Street UnderpassDowntown Streetscapes Spring/Falls StreetscapeEast McBee Avenue Improvements Trail ExpansionHaywood Road Sidewalks Viola StreetscapingHudson Street Trailhead Washington Street ImprovementsHyatt Public Improvements West Camperdown WayNorth Main Street - Landmark Building Woodruff Road Sidewalks

Encourage Sustainable Growth

Create Safe, Walkable Spaces and Accessible Destinations

Encourage Water Conservation and Water Quality



City Park Phase I McPherson Park Bridge RehabilitationCity Park Phase II Neighborhood Park ImprovementsCleveland Park Repairs and Neighborhood Access Park RestroomsCommunity Center Building Improvements Reedy River Trail ExpansionFalls Park Improvements Swamp Rabbit Trail Rubber Surface Replacement

Augusta Street Improvements Project One GarageAugusta Street Streetscaping (Baseball Stadium) RiverPlace IIB GarageCommercial Corridors Spring Street Garage ExpansionEast Park Wastewater Improvements Village of West Greenville ImprovementsHaywood Sewer Upgrades

Calhoun Street Connection Salters Road ImprovementsNEXT Trail Connector

Gower Estates Stormwater Improvements Street ResurfacingNorth Hills Area Stormwater Improvements Swanson CourtPinehurst Culvert Crossing Improvements

Fairforest Way Rehabilitation

Broad Street Pedestrian Lighting Phone System ReplacementVerdae/Woodruff Fire Station Public Safety Cameras and InfrastructureFire Facilities Assessment Station Alerting SystemNorth Main Road Dieting and Restriping

Main Street Resurfacing RiverPlace IIB Public Space ImprovementsOne City Plaza Public Restrooms TD Convention Center Conference CenterParking Garage Rehabilitation TD Convention Center Parking LotsPiazza Bergamo / One City Plaza

Greenville Dog Parks Peace CenterHeritage Green Master Plan Zoo Master Plan

Haynie-Sirrine Wastewater System Rehabilitation River at BroadMt. Eustis Street Improvements Wastewater System Survey and ModelRhett at Wardlaw Improvements

Coordinate Housing Development with Infrastructure

Enhance and Protect Residential Areas

Encourage a Wide Variety of Transportation Modes

Create a Safe Environment

Maintain Quality of Redeveloped Areas

Emphasize Unique Community Characteristics

Create a Healthy Environment for all Greenville Citizens

Encourage Redevelopment and Infill for Commercial Corridors

Provide Linkages Between All Transportation Options



UNFUNDED PROJECTS Not all project requests submitted could be funded with the current and projected availability of funds. The subsequent table lists all project requests not included in this CIP.

FY 14/15 TOTAL

PROJECT REQUEST FY 15/16 FY 16/17 FY 17/18 FY 18/19 REQUEST

PROJECT DOES NOT APPEAR IN CIP - NO FUNDING (REQUESTED AMOUNT SHOWN)

Briar Street Extension 705,000 0 0 0 0 705,000

Children's Theater NFS NFS NFS NFS 0 0

Church Street Trail Connector 310,000 240,000 488,000 0 0 1,038,000

Cleveland Park Horse Stables 225,000 0 0 0 0 225,000

Cleveland Street Sidewalk 250,000 0 0 0 0 250,000

Cultural Corridor 0 3,000,000 0 0 0 3,000,000

Datacenter Safety Renovation 350,000 0 0 0 0 350,000

Downtown Convention Center NFS NFS NFS NFS 0 0

East McBee Avenue Improvements 375,000 375,000 0 0 0 750,000

Fire Stations Rehabilitation NFS NFS NFS NFS 0 0

Market Pointe Drive Connector 150,000 1,750,000 0 0 0 1,900,000

Markley at Rhett Street Improvements 475,000 100,000 0 0 0 575,000

Neighborhood Park Improvements * 79,000 104,000 104,000 139,000 0 426,000

Park Avenue Gym Acquisition 400,000 0 0 0 0 400,000

Park Parking Lot Improvements 90,000 75,000 80,000 75,000 0 320,000

Park Playgrounds 150,000 98,000 78,000 0 0 326,000

Park Restrooms 400,000 165,000 0 0 0 565,000

Public Private Partnerships NFS NFS NFS NFS 0 0

Reedy Square NFS NFS NFS NFS 0 0

Re-striping on City Roads 125,000 0 0 0 0 125,000

Salters Road Improvements 540,000 0 0 0 0 540,000

Sidewalk Gap 350,000 350,000 350,000 700,000 0 1,750,000

TD Convention Center Infrastructure Upgrades 0 0 0 675,000 0 675,000

Traffic Signalization Software * 150,000 0 0 0 0 150,000

West Greenville Community Center * 65,000 600,000 0 0 0 665,000

Woodruff Road Parallel Environmental Study 200,000 0 0 0 0 200,000

TOTAL UNFUNDED PROJECTS $ 5,389,000 6,857,000 1,100,000 1,589,000 0 14,935,000

*Limited funding provided in Operating Budget

NFS - No funding specified.




DEBT MANAGEMENT

The City maintains an active debt management program to facilitate achieving the City’s long-term goals, reinvest in capital infrastructure, and promote public-private partnerships. The City’s use of long-term debt and pay-as-you-go financing allows the City to have a flexible Capital Improvement Program that allows the organization to achieve its goals, while protecting its long-term financial position. As a result of prudent debt management, the City maintains high General Obligation bond ratings from each major rating agency:

Moody’s Investors Service: Aaa Standard and Poor’s: AA+ Fitch Ratings: AAA

The City’s debt management practices are governed by the City’s debt management policy (see page J-31), which promotes judicious use of debt. The City’s debt management policy proscribes all policies and procedures related to debt to assure compliance with all applicable laws and to protect the City’s financial position. CONSTITUTIONAL DEBT LIMIT Title 5, Chapter 21, Article 1 of the Code of Laws of the State of South Carolina states that “the constitutional debt limit of a municipality may not exceed 8 percent of the locality’s assessed valuation. Debt in excess of the limit must be authorized by a majority of qualified electors.” This limitation applies only to General Obligation indebtedness. Revenue bonds, tax increment bonds, and capital leases are not subject to this limitation. LEGAL DEBT MARGIN

6/30/2013 6/30/2014 6/30/2015Actual Estimate Estimate

Assessed value $ 365,078,200 373,680,143 380,894,969Merchants' inventory for debt purposes 9,169,930 9,169,930 9,169,930

Total assessed value 374,248,130 382,850,073 390,064,899

Statutory debt limit based on 8% of 29,939,850 30,628,006 31,205,192total assessed value

Less, amount of debt applicable to debt limit 9,915,000 9,095,000 12,131,000

Legal debt margin $ 20,024,850 21,533,006 19,074,192



SUMMARY OF DEBT PAYMENTS Debt service is budgeted in the applicable fund for repayment. The following chart summarizes the principal and interest budgeted this year for each of the City’s debt issues:


GENERAL FUND2014 Lease Purchase Principal $ 0 0 0 139,0002014 Lease Purchase Interest 0 0 0 26,4102012 GO Bond Principal 0 915,000 820,000 845,0002012 GO Bond Interest 0 190,493 277,975 253,3752012 Lease Purchase Principal 0 251,818 257,234 261,8342012 Lease Purchase Interest 0 23,089 17,673 13,0742011 G.O. Bond Principal 543,376 0 0 02011 G.O. Bond Interest 66,339 0 0 02010 Lease Purchase Principal 143,284 146,526 149,841 153,2322010 Lease Purchase Interest 14,291 11,049 7,734 4,3442010 Energy Conservation Bond Principal 0 15,866 16,990 18,1202010 Energy Conservation Bond Interest 0 17,216 16,426 15,5822008 Lease Purchase Principal 40,678 41,886 0 02008 Lease Purchase Interest 2,234 964 0 02006 G.O. Bond Principal 80,000 0 0 02006 G.O. Bond Interest 257,231 0 0 02003 G.O. Bond Principal 350,000 0 0 02003 G.O. Bond Interest 116,338 0 0 0TOTAL 1,613,771 1,613,907 1,563,873 1,729,971

HOSPITALITY TAX FUND2012 Revenue Bond Principal 0 191,000 312,000 322,0002012 Revenue Bond Interest 0 42,088 63,814 58,5422011 Revenue Bond Principal 1,065,000 1,200,000 1,235,000 1,285,0002011 Revenue Bond Interest 908,865 764,136 730,311 683,0112004 COPs Principal 280,000 0 0 02004 COPs Interest 194,105 0 0 0TOTAL 2,447,970 2,197,224 2,341,125 2,348,553

STORMWATER FUND2013 Revenue Bond Principal 0 0 136,000 212,0002013 Revenue Bond Interest 0 0 27,460 66,0972011 Revenue Bond Principal 220,000 228,000 236,000 242,0002011 Revenue Bond Interest 73,820 67,220 62,136 55,119TOTAL 293,820 295,220 461,596 575,216

SUMMARY OF DEBT PAYMENTS




WASTEWATER FUND2014 Revenue Bond Principal $ 0 0 0 212,5002014 Revenue Bond Interest 0 0 0 188,8592012 SRF Loan Principal 0 60,079 81,695 83,5482012 SRF Loan Interest 0 44,437 43,074 41,2212011 Revenue Bond Principal 164,000 454,000 464,000 485,0002011 Revenue Bond Interest 171,066 163,534 152,689 137,9112008 Revenue Bond Principal 65,000 70,000 75,000 80,0002008 Revenue Bond Interest 64,037 61,672 59,798 57,1202002 Revenue Bond Principal 275,000 0 0 02002 Revenue Bond Interest 8,663 0 0 0TOTAL 747,766 853,722 876,256 1,286,159

SOLID WASTE FUND2008 Lease Purchase Principal 49,710 51,558 0 02008 Lease Purchase Interest 2,625 1,046 0 0TOTAL 52,335 52,604 0 0

ZOO FUND2010 Energy Conservation Bond Principal 1,382 2,901 3,106 3,3132010 Energy Conservation Bond Interest 2,968 3,124 3,003 2,849TOTAL 4,350 6,025 6,109 6,162

TD CONVENTION CENTER FUND2010 Energy Conservation Bond Principal 46,060 96,689 103,537 110,4262010 Energy Conservation Bond Interest 98,919 104,127 100,100 94,9542007 Naming Rights Principal 215,823 241,976 270,309 300,9842007 Naming Rights Interest 82,512 67,821 58,674 41,158TOTAL 443,314 510,613 532,620 547,522

PARKING FUND2014 Revenue Bond Principal* 0 0 0 650,0002014 Revenue Bond Interest* 0 0 0 156,5002013 Revenue Bond Principal* 0 0 0 1,170,0002013 Revenue Bond Interest* 0 0 0 343,5902010 Energy Conservation Bond Principal 22,205 46,610 49,911 53,2322010 Energy Conservation Bond Interest 47,685 50,196 48,255 45,7742009 Limited Obligation Bond Interest 652,563 652,563 652,563 652,5632005B Revenue Bond Principal 1,315,000 1,430,000 1,545,000 1,660,0002005B Revenue Bond Interest 364,121 297,891 232,350 155,100TOTAL 2,401,574 2,477,260 2,528,079 4,886,759

*Debt in the name of Greenville Public Facilities Corporation, a blended component unit of the City of Greeenville.




DOWNTOWN INFRASTRUCTURE FUND2011 Tax Increment Bond Principal $ 129,000 766,000 1,051,000 1,074,0002011 Tax Increment Bond Interest 163,297 359,954 342,566 318,7082006 Tax Increment Bond Principal 125,000 125,000 135,000 140,0002006 Tax Increment Bond Interest 75,388 70,376 65,363 59,9502003 Tax Increment Bond Principal 255,000 265,000 0 02003 Tax Increment Bond Interest 249,096 10,865 0 02002 Tax Increment Bond Principal 570,000 30,000 35,000 35,0002002 Tax Increment Bond Interest 178,586 16,295 15,095 13,6601998 Tax Increment Bond Principal 905,000 955,000 1,005,000 1,060,0001998 Tax Increment Bond Interest 233,299 186,055 136,271 83,820TOTAL 2,883,666 2,784,545 2,785,295 2,785,138

WEST END TAX INCREMENT FUND2012 Tax Increment Bond Principal 0 243,000 234,000 236,0002012 Tax Increment Bond Interest 0 23,135 33,281 29,8412003 Tax Increment Bond Principal 200,000 0 0 02003 Tax Increment Bond Interest 84,584 0 0 0TOTAL 284,584 266,135 267,281 265,841

VIOLA STREET TAX INCREMENT FUND1998 Tax Increment Bond Principal 40,000 40,000 0 01998 Tax Increment Bond Interest 3,599 1,797 0 0TOTAL 43,599 41,797 0 0

TOTAL ALL FUNDS $ 11,216,749 11,099,052 11,362,234 14,431,321

SUMMARY OF DEBT OUTSTANDING Bonds payable in FY 2014-15 are comprised of the following issues:

6/30/2013 6/30/2014 6/30/2015Balance Balance Balance

General Obligation Bonds

$3,881,000 - series 2015 - used forVerdae/Woodruff Fire Station project $ 0 0 3,881,000

$10,830,000 - series 2012 - used torefund series 2003, 2006 and 2011.Bonds are due in annual installments of $620,000to $915,000 through April 2026. 9,915,000 9,095,000 8,250,000

General Obligation Bonds Total $ 9,915,000 9,095,000 12,131,000




Capital Leases

$950,000 - series 2014 - used tofinance fire apparatus. $ 0 0 950,000

$695,000 - series 2014 - used tofinance phone system replacement. 0 695,000 556,000

$1,308,681 - series 2012 - used to finance fire apparatus. 1,056,863 799,629 537,795

$3,712,954 - Qualified Energy ConservationBonds used to finance energy-efficientimprovements at City facilities. 3,473,684 3,300,140 3,115,048

$741,195 - series 2010 - used to finance fire apparatus. 380,982 231,141 77,909

Capital Leases Total $ 4,911,529 5,025,910 5,236,752

Promissory Note$2,043,130 - used to finance TDCC renovationsthrough 2007 Naming Rights agreement. $ 905,467 635,158 334,174

Promissory Note Total $ 905,467 635,158 334,174

Revenue Bonds$6,260,000 - series 2014 Revenue Bond to construct a parking garage $ 0 0 6,260,000

$11,980,000 - series 2013 Revenue Bond to construct a parking garage 0 11,980,000 10,810,000

$3,100,000 - series 2013 Stormwater Bond to acquire a new Public Works site. 0 3,100,000 2,964,000

$2,000,000 - series 2014 Sewer Bond for wastewater system improvements. 0 0 2,000,000

$4,250,000 - series 2014 Sewer Bond for wastewater system improvements at various locations through the City. 0 4,250,000 4,037,500

$2,004,989 - series 2012 SRF Loan to financewastewater system improvements at Haynie-Sirrine and Faris Circle due in quarterlyinstallments of $19,914 to $31,018 through July 2031. 1,242,768 1,159,220 1,075,672




$2,576,000 - series 2011 Stormwater Bond to refund 2001 Stormwater Bond. 2,090,000 1,854,000 1,612,000

$5,612,000 - series 2011 Sewer Bond to refund 1999 and 2002 Sewer Bonds. 4,794,000 4,330,000 3,845,000

$17,715,000 - series 2011 Hospitality Tax Bondto refund the 2001 Certificates of Participationand for improvements on the City's convention center and trails. 15,450,000 14,215,000 12,930,000

$15,440,000 - series 2009 Limited Obligation Bondto refinance 2005A Parking Bonds. By design,principal will not be paid until completion of principal payments on the series 2005 B issue. 15,440,000 15,440,000 15,440,000

$1,990,000 - series 2008 - used to finance wastewatersystem improvements in Basin G12D. Bonds aredue in annual installments of $55,000 to $155,000through April 2028. 1,675,000 1,600,000 1,520,000

$15,370,000 - series 2005B - used to refund the series2002, 1997A, 1997, and 1996 parking revenue bonds. 5,445,000 3,900,000 2,240,000

$3,967,000 - series 2012 Hospitality Tax Bondto refund the 2004 Certificates of ParticipationBonds are due in annual installments of $191,000to $371,000 through April 2024. 3,776,000 3,464,000 3,142,000

Revenue Bonds Total $ 49,912,768 65,292,220 67,876,172

Tax Increment Bonds$15,986,000 - series 2011 - used to refund the2002 and 2003 CBD TIF bonds. $ 15,091,000 14,040,000 12,966,000

$2,330,000 - series 2006 - used to finance improvements in the CBD. Bonds aredue in annual installments of $60,000 to $390,000through October 2021. 1,630,000 1,495,000 1,355,000

$2,507,000 - series 2012 - used to refundoutstanding series 2003 West End TIF bonds. 2,264,000 2,030,000 1,794,000




$11,010,000 - series 2002 - used to refundoutstanding series 2000 and series 1994 bonds. Also used to finance various redevelopment projectsin the CBD. Bonds are due in annual installments of $245,000 to $840,000 through April 2021. 315,000 280,000 245,000

$9,580,000 - series 1998 - used to finance the construction of the Poinsett Parking Garage. Bonds are due in annualinstallments of $660,000 to $1,120,000 through November 2015. 3,185,000 2,180,000 1,120,000

Tax Increment Bonds Total $ 22,485,000 20,025,000 17,480,000

TOTAL DEBT OUTSTANDING $ 88,129,764 100,073,288 103,058,098 COMPLIANCE WITH DEBT MANAGEMENT POLICY Since adoption of the revised Debt Management Policy, the City is in compliance of the following features:

1. Total debt-related expenditures in the General Fund are below 20% (2.46%). 2. General Obligation debt has not been used to support enterprise functions. 3. Current General Obligation debt outstanding is below the 8% legal margin required by State

law. 4. No debt has been issued to support operating deficits. 5. Long-term debt service has been modeled in the five-year financial forecast and all new long-

term debt issues have been included in the Capital Improvement Program. 6. The City has complied with all arbitrage requirements and no rebate was necessary. 7. The City has met its disclosure requirements to applicable parties.


APPENDICES PAGE J-1

APPENDICES

A. Appropriation Ordinance B. Authorized Staffing C. Financial Policies D. Glossary and Commonly Used Acronyms


APPENDICES PAGE J-2


APPENDICES PAGE J-3

APPENDIX – A Appropriation Ordinance


APPENDICES PAGE J-4


APPENDICES PAGE J-5


APPENDICES PAGE J-6


APPENDICES PAGE J-7

APPENDIX – B

Authorized Staffing

Net

2011-12 2012-13 2013-14 2014-15 Change

GENERAL FUND

LEGISLATIVE AND ADMINISTRATIVE

Mayor and Council

Mayor 1 1 1 1

Council Members 6 6 6 6

Executive Assistant to the Mayor 1 1 1 1

8 8 8 8 0

City Attorney's Office

City Attorney 1 1 1 1

Assistant City Attorney 3 3 3 3

Legal Assistant 2 1 0 0

Paralegal 0 1 2 2

Legal Administrative Assistant 1 0 0 0

Administrative Assistant III 0 0 1 1

Administrative Assistant 0 1 0 0

Legal Office Administrator 0 0 1 1

Legal Office Coordinator 1 1 0 0

8 8 8 8 0

Municipal Court

Municipal Court Judge 1 1 1 1

Assistant Municipal Court Judge (FT) 1 1 1 1

Assistant Municipal Court Judge (PT) 2 2 2 2

Court Services Associate 0 0 6 6

Deputy Clerk of Court 6 5 0 0

Deputy Clerk of Court (PT) 1 1 0 0

Clerk of Court 1 1 0 0

Clerk of Operations 0 0 1 1

Assistant Clerk of Court 1 1 0 0

Clerk of Finance 0 0 1 1

Principal Deputy Clerk of Court 2 3 0 0

Court Services Coordinator 0 0 3 3

Ministerial Recorder 4 4 4 4

Ministerial Recorder (PT) 0 0 0 0

19 19 19 19 0


APPENDICES PAGE J-8

Net

2012-13 2012-13 2013-14 2014-15 Change

City Manager's Office

City Manager 1 1 1 1

Deputy City Manager 1 1 1 1

Intergovernmental Manager 1 1 1 1

Executive Assistant to the City Manager 1 1 1 1

4 4 4 4 0

City Clerk's Office

City Clerk 1 1 1 1

Deputy City Clerk 1 1 1 1

2 2 2 2 0

Subtotal Full-Time Legislative and Administrative 38 38 39 39 0

Subtotal Part-Time Legislative and Administrative 3 3 2 2 0

Total Personnel 41 41 41 41 0


Public Information Division

Public Information Administrator 0 0 0 1

Graphics Manager 1 1 1 1

Video Manager 1 1 1 1

Web Manager 1 1 1 0

Grants Coordinator 1 1 1 1

Communications Manager 1 1 1 1

CS Rep - Greenville Cares 0 0 0 1

CS Rep - City Hall 0 0 0 1

Customer Service Coordinator - Greenville Cares 1 1 1 0

Customer Service Representative - Greenville Cares 1 1 1 0

7 7 7 7 0

Special Events Division

Director of Public Information and Events 1 1 1 1

Accountant 1 1 0 0

Sr. Accounting Technician 0 0 1 1

Sales and Marketing Manager 1 1 1 1

Special Events Manager 1 1 1 1

Special Events Coordinator 1 1 1 1

5 5 5 5 0

Subtotal Full-Time Public Information and Events 12 12 12 12 0

Subtotal Part-Time Public Information and Events 0 0 0 0 0



APPENDICES PAGE J-9

Net

2012-13 2012-13 2013-14 2014-15 Change

ECONOMIC AND COMMUNITY DEVELOPMENT


Director of Economic and Community Development 1 1 1 1

Project Manager 1 1 0 0

Downtown Development Manager 1 1 0 0

Downtown Manager 0 0 1 1

Economic Development Manager 1 1 1 1

Economic Development Analyst 1 1 1 1

Economic Development Representative 1 1 2 2



7 7 7 7 0

Planning and Zoning Division

Planning and Development Manager 1 1 1 1

Zoning Administrator 1 1 1 1

Zoning Officer 1 1 0 1

Zoning Coordinator 0 0 1 1

Development Planner 2 2 2 2

Administrative Assistant II 0 0 1 1

Secretary 1 1 0 0

6 6 6 7 1

Building and Property Maintenance Division

Building Codes Administrator 1 1 1 1

Chief of Inspections 1 1 1 0

Assistant Building Codes Administrator 0 0 0 1

Plans Examiner 1 1 1 1

Permit and License Specialist 1 1 0 0

Permit Technician 0 0 0 1

Plan Review Coordinator 0 0 1 0

Permitting Manager 0 0 0 1

Paralegal Clerk 1 1 0 0

Administrative Assistant I 0 0 1 1

Inspector I, II, III 6 6 6 8

Code Enforcement Supervisor 1 1 1 1

Code Enforcement Officer 4 4 3 3

16 16 15 18 3

Subtotal Full-Time Economic Development 29 29 28 32 4

Subtotal Part-Time Economic Development 0 0 0 0 0



APPENDICES PAGE J-10

Net

2012-13 2012-13 2013-14 2014-15 Change

HUMAN RESOURCES

Human Resources

Director of Human Resources 1 1 1 1

Benefits Administrator 1 0 0 0

Benefits Analyst 0 1 1 1

Compensation Manager 1 1 1 1

EEO / Employment Administrator 1 1 1 1

Human Resources Assistant 1 1 1 1

HR Generalist 0 1 1 1

Training and Organizational Development Specialist 1 0 0 0

6 6 6 6 0

Occupational Health

Health Clinic Administrator 1 1 1 1

Registered Nurse I 1 1 1 1

Registered Nurse II 1 1 1 1

Medical Assistant 0 0 0 0

3 3 3 3 0

Subtotal Full-Time Human Resources 9 9 9 9 0

Subtotal Part-Time Human Resources 0 0 0 0 0


OFFICE OF MANAGEMENT AND BUDGET (OMB)


Director of Management and Budget 1 1 1 1

Accounting Technician 0 0 1 0

Accounting Technician (PT) 2 2 0 2

Budget Administrator 1 1 1 1

Budget Analyst / Auditor 1 1 1 1

5 5 4 5 1

Accounting Division

Comptroller 1 1 1 1

Senior Accountant 3 3 3 3

Accountant 1 1 0 0


Payroll Accountant 1 1 1 1

6 6 6 6 0



Net

2012-13 2012-13 2013-14 2014-15 Change

Revenue Division

Revenue Administrator 1 1 1 1

Business License Auditor 1 1 1 1

Business License Officer 2 2 2 2

Business License Field Supervisor 1 1 1 1

Revenue Coordinator 1 1 1 1

Revenue Specialist 1 1 1 1

Revenue Technician 1 1 1 1


Permit and License Technician 3 3 3 3

11 11 11 11 0

Purchasing Division

Purchasing Administrator 1 1 1 1

Records Management Coordinator 1 1 1 1

Mail Services Clerk 1 1 1 1

Buyer 2 2 2 2

5 5 5 5 0

Information Technology (IT)

Information Technology Manager 1 1 1 1

Technical Services Manager 0 1 1 1

Enterprise Applications Manager 1 0 0 0

Support Center Manager 1 0 0 0

Network / Security Administrator 0 1 1 1

Server Administrator 1 1 1 1

Sr. Support Center Technician 4 0 0 0

Support Center Technician 1 5 5 5

9 9 9 9 0

Geographic Information Systems (GIS)

GIS Administrator 1 1 1 0

GIS Technical Manager 0 0 0 1

GIS Analyst III 0 0 1 1

GIS Analyst II 0 0 2 2

GIS Analyst I 0 0 1 1

Senior GIS Analyst 1 1 0 0

GIS Analyst 3 3 0 0

5 5 5 5 0

Subtotal Full-Time OMB 39 39 40 39 (1)

Subtotal Part-Time OMB 2 2 0 2 2




Net

2012-13 2012-13 2013-14 2014-15 Change

POLICE DEPARTMENT

Police Chief's Office

Police Chief 1 1 1 1

Police Lieutenant 1 1 1 1

Police Sergeant 1 1 1 1




5 5 5 5 0


Police Captain 1 0 0 1



Fiscal Specialist 1 1 0 0

Payroll Specialist 1 1 0 0

Police Corporal 4 3 3 3



Police Officer 0 1 1 2

Property and Compliance Manager 1 1 1 1

Crime Analyst 2 2 2 2


Data Entry Operator 1 1 1 0

14 12 12 14 2

Operations Division

Police Major 1 1 1 1




Master Patrolman 0 0 0 1



Training and Certification Coordinator 0 0 0 1



110 117 113 108 (5)



Net

2012-13 2012-13 2013-14 2014-15 Change

Support Division

Police Major 1 1 1 0




Master Patrolman 0 0 0 2



Investigative Services Specialist 1 1 1 0

CBD Compliance Inspector (PT) 0 0 0 1

Animal Control Officer 2 2 2 2

Crime Stopper Specialist 1 1 1 0


Secretary 1 1 0 0

76 71 75 85 10

Communications Section

Communication Bureau Administrator 1 1 1 1

Alarm Coordinator 0 0 0 1

Asst. Communication Bureau Administrator 1 1 1 1

Communications Specialist I, II, III 28 28 28 28

30 30 30 31 1

Subtotal Full-Time Police 235 235 235 242 7

Subtotal Part-Time Police 0 0 0 1 1


FIRE DEPARTMENT

Administration

Fire Chief 1 1 1 1



2 2 2 2 0

Fire Prevention Division



Fire Marshal 1 1 1 1

Fire Inspector II 0 0 1 4

Fire Inspector I 0 0 3 0

Deputy Fire Marshal 2 5 1 1

4 7 7 7 0



Net

2012-13 2012-13 2013-14 2014-15 Change

Fire Suppression Division

Assistant Fire Chief 3 3 3 3

Fire Battalion Chief 3 3 3 3

Fire Captain 6 6 6 6

Fire Lieutenant 24 24 24 24

Firefighter 75 72 72 75

Fire Specialist 21 21 21 21

132 129 129 132 3

Fire Services Division

Assistant Fire Chief 1 0 0 0

Deputy Fire Chief 0 1 1 1

Chief of Training 0 0 1 1

Training Instructor 0 0 1 1

Deputy Chief of Training 1 1 0 0

Chief Fire Mechanic 0 0 1 1

Chief Mechanic - Fire 1 1 0 0

Resource Management Officer 1 1 1 1

Assistant Fire Mechanic 0 0 1 1

Assistant Chief Mechanic 1 1 0 0

5 5 6 6 0

Subtotal Full-Time Fire 143 143 144 147 3

Subtotal Part-Time Fire 0 0 0 0 0


PUBLIC WORKS DEPARTMENT

Administration

Director of Public Works 1 1 1 1

Assistant Public Works Director 1 1 1 1



3 3 3 3 0



Net

2012-13 2012-13 2013-14 2014-15 Change

Traffic Engineering Division

Assistant City Engineer - Traffic 1 1 1 1

Traffic Control Supervisor 1 1 1 1

Traffic Operations Engineer 1 1 1 1

Senior Signal System Technician 1 1 1 1

Senior Traffic Control Technician 4 4 4 4

Senior Sign Supply/Traffic Control Technician 1 1 1 1

Traffic Control Technician 4 4 4 4

Engineering Technician I 0 0 1 1

Traffic Engineering Technician 1 1 0 0



15 15 15 15 0

Engineering Division

Engineering Services Manager 1 1 1 1

Assistant City Engineer - Civil 1 1 1 1

Senior Civil Engineer 2 3 2 2

Civil Engineer 0 0 0.5 0.5

Engineering Technician I 0 0 1 1

Engineering Technician 1 1 0 0

City Surveyor 1 1 1 1

Office Manager 0 0 1 1



Secretary 1 1 0 0


8 9 8.5 8.5 0



Net

2012-13 2012-13 2013-14 2014-15 Change

Streets Division

Superintendent of Streets 1 1 1 1

Office Manager 0 0 1 1

Operations Assistant 1 1 0 0

Supply Services Manager 1 1 1 1

Supply Services Assistant 1 1 1 1

Concrete Supervisor 0 0 3 3

Pavement Supervisor 0 0 1 1

Streets Cleaning Supervisor 0 0 1 1

Supervisor 5 5 0 0

Asphalt Pavement Technician II 0 0 2 2

Asphalt Pavement Technician I 0 0 1 1

Streets Cleaning Technician II 0 0 5 7

Streets Concrete Technician II 0 0 6 6

Streets Concrete Technician I 0 0 3 3

Skilled Laborer 3 3 0 0

Semi-Skilled Laborer 2 1 1 1

Motor Equipment Operator 13 14 0 0

27 27 27 29 2

Construction Inspection Bureau

Capital Projects Manager 1 1 1 1

Construction and Inspection Manager 1 1 1 1

Senior Engineering Technician 0 0 3 4

Senior Public Works Inspector 3 3 0 0

Engineering Technician II 0 0 1 1

Public Works Inspector 1 1 0 0



7 7 7 8 1



Net

2012-13 2012-13 2013-14 2014-15 Change

Building Services Division

Building Maintenance Superintendent 1 1 1 1

Building Maintenance Technician 8 8 8 8

Building Maintenance Supervisor 1 1 1 1

10 10 10 10 0

Downtown Infrastructure Maintenance

Concrete Supervisor 0 0 1 1

Supervisor 1 1 0 0

Streets Concrete Technician II 0 0 2 2


Streets Concrete Technician I 0 0 1 1


4 4 4 4 0

Subtotal Full-Time Public Works 74 75 74.5 77.5 3

Subtotal Part-Time Public Works 0 0 0 0 0

Total Personnel 74 75 74.5 77.5 3

PARKS AND RECREATION DEPARTMENT

Parks and Recreation Administration

Director of Parks, Recreation, and Sustainability 0 0 0 1

Director of Parks and Recreation 1 1 1 0

Parks and Recreation Business Administrator 0 1 1 1

Urban Designer 0 1 1 1

Operations Coordinator 0 0 1 1

Administrative Assistant-Exempt 1 1 0 0

Greenways and Sustainability Manager 1 0 0 0

Shop Superintendent 1 1 1 1

Small Engine Mechanic 1 1 1 1





Secretary 1 0 0 0

7 8 8 8 0



Net

2012-13 2012-13 2013-14 2014-15 Change

Recreation Division

Asst. Community Center Supervisor 1 1 2 0

Community Center Supervisor 5 4 4 4

Assistant Community Programs Manager 1 0 0 0

Recreation Operations Administrator 0 1 1 1

Recreation Programs Manager 0 1 1 1

Custodian 2 2 2 2

Custodian (PT) 1 1 1 1

Recreation Leader 0 0 0 4

Recreation Leader (PT) 11 11 11 9

Community Programs Manager 1 1 1 1

Athletic Program Coordinator 1 1 1 1

Athletic Program Leader 1 1 1 1

24 24 25 25 0

Parks Maintenance Division

Assistant Parks and Grounds Administrator 1 1 1 1

Supervisor 0 1 0 0

Park District Manager 3 3 3 3

Parks Maintenance Supervisor 1 1 1 1

Cemetery Maintenance Supervisor 0 0 1 1


Parks and Rec. Maintenance Tech. II 0 0 5 5

Parks and Rec. Maintenance Tech. I 0 0 9 9



18 20 20 20 0

Rights-of-Way Division

Community Service Manager 1 1 1 1

Right-of-Way Manager 1 1 1 1





8 8 8 8 0



Net

2012-13 2012-13 2013-14 2014-15 Change

Beautification Division

Parks and Grounds Administrator 1 0 0 0

Deputy Director of Parks and Recreation 0 1 1 1

Superintendent of Grounds 1 1 1 1

Assistant Superintendent of Grounds 1 0 0 0

Sr. Landscape Architect 0 1 1 1

Urban Designer 1 0 0 0

Beautification Supervisor 0 0 4 4

Supervisor 5 4 0 0





18 15 15 15 0

Tree Maintenance Division

Superintendent of Trees 1 1 1 1

Sr. Tree Service Technician 0 0 2 2

Tree Service Technician II 0 0 2 2

Tree Service Technician 2 2 0 0


5 5 5 5 0

Falls Park Crew

Public Garden Manager 1 1 1 1

Asst. Public Garden Manager 1 1 1 1

Fountain Technician 1 1 1 1

Public Garden Supervisor 0 0 3 3

Supervisor 3 3 0 0


Public Garden Technician 3 3 3 3



11 11 11 13 2

Subtotal Full-Time Parks and Rec. 79 79 80 84 4

Subtotal Part-Time Parks and Rec. 12 12 12 10 (2)


Total Full Time General Fund 658 659 661.5 681.5 20

Total Part Time General Fund 17 17 14 15 1

Total Personnel General Fund 675 676 675.5 696.5 21



Net

2012-13 2012-13 2013-14 2014-15 Change

INTERNAL SERVICE FUNDS



Subtotal Full-Time Health Benefits Fund 0 0 0 1 1

Subtotal Part-Time Health Benefits Fund 0 0 0 0 0



Risk Manager 1 1 1 1

Subtotal Full-Time Risk Management Fund 1 1 1 1 0

Subtotal Part-Time Risk Management Fund 0 0 0 0 0


FLEET SERVICES FUND

Fleet and Safety Services Administrator 0.5 0.5 1 1

Garage Superintendent 1 1 1 1

Parts Technician 1 1 1 1

Safety Training Officer 1 1 1 1

Shop Foreman 0 1 1 1

Mechanic I, II, III 7 6 6 9

Parts Supervisor 1 1 1 1



Service Writer / Relief Mechanic 0 0 0 1

Service Writer 1 1 1 0

13.5 13.5 14 17 3

Subtotal Full-Time Fleet Internal Service Fund 13.5 13.5 14 17 3

Subtotal Part-Time Fleet Internal Service Fund 0 0 0 0 0

Total Personnel 13.5 13.5 14 17 3

Total Full Time Internal Service Funds 14.5 14.5 15 19 4

Total Part Time Internal Service Funds 0 0 0 0 0

Total Personnel Internal Service Funds 14.5 14.5 15 19 4

SPECIAL REVENUE FUNDS

COMMUNITY DEVELOPMENT

Community Development Division

Community Development and Relations Administrator 1 1 1 1

Housing Programs Coordinator 1 0 0 0

Community Planner 1 1 1 1

Financial Analyst / Grants Manager 1 0 0 0

4 2 2 2 0



Net

2012-13 2012-13 2013-14 2014-15 Change

Community Development Projects

Community Development Project Manager 1 1 1 1

Neighborhood Planner 1 1 1 1

Construction Coordinator 1 1 1 1

Livability Educator 0 1 1 1

Community Challenge and Brownsfields Coordinator 1 1 1 1



5 6 6 6 0

Subtotal Full Time Community Development 9 8 8 8 0

Subtotal Part Time Community Development 0 0 0 0 0


VICTIM WITNESS FUND

Victim Witness Advocate/Civilian 2 2 2 2

2 2 2 2 0

Total Full Time Victim Witness Fund 2 2 2 2

Total Part Time Victim Witness Fund 0 0 0 0


UTILITY UNDERGROUNDING FUND

Engineering

Utility Program Manager 1 1 0 0

Utility Program Marketing Coordinator 0 0 1 1

Civil Engineer 0 0 0.5 0.5

1 1 1.5 1.5 0

Total Full Time Utility Undergrounding Fund 1 1 1.5 1.5

Total Part Time Utility Undergrounding Fund 0 0 0 0


Total Full Time Special Revenue Funds 12 11 11.5 11.5 0

Total Part Time Special Revenue Funds 0 0 0 0 0


ENTERPRISE FUNDS

EVENT MANAGEMENT

Event Management

Event Operations Manager 1 1 1 0

Event Administrator 0 0 0 1

Volunteer Services Coordinator 1 1 1 1

Special Events Coordinator 3 3 3 2

Special Event Finance Coordinator 0 0 0 1

Sales and Marketing Coordinator 1 1 1 1

6 6 6 6 0

Total Full Time Event Management Fund 6 6 6 6

Total Part Time Event Management Fund 0 0 0 0




Net

2012-13 2012-13 2013-14 2014-15 Change

WASTEWATER

Wastewater Operations

Assistant City Engineer - Wastewater 1 1 1 1

Wastewater Assessment Supervisor 0 0 1 1

Wastewater Maintenance Supervisor 0 0 1 1

Wastewater Repair Supervisor 0 0 2 2

WW Inspection and Rehabilitation Supv. 0 0 1 1

Supervisor 5 5 0 0

Utilities and Services Inspector 1 1 1 1

Utility Locator 1 1 1 1

Video Inspector II 0 0 1 1

Video Inspector I 0 0 2 2

Video Inspector 3 3 0 0

Wastewater Technician II 0 0 7 7

Wastewater Combination Truck Operator 0 0 4 4


Wastewater Technician I 0 0 1 1



24 24 24 24 0

Subtotal Full Time Wastewater Fund 24 24 24 24 0

Subtotal Part Time Wastewater Fund 0 0 0 0 0


SOLID WASTE

Residential Collection Division

Solid Waste Administrator 1 1 1 1

Customer Service Representative 1 0 0 0

Customer Service Representative PT 0 1 1 1

Solid Waste Supervisor 0 0 3 3

Supervisor 3 3 0 0

Flatbed Cart Delivery Operator 10 10 9 9

Flatbed Operator Non-CDL 0 0 1 1

Clam Operator 4 4 4 4

Rear Loader Operator 6 6 6 6

Roll-off Operator 1 1 1 1

Tractor Operator 4 4 4 4

Tractor Trailer Operator 3 3 3 3

Automated Leaf Vacuum Operator 3 3 3 3

Solid Waste Collector 16 16 16 16

52 52 52 52 0



Net

2012-13 2012-13 2013-14 2014-15 Change

Recycling Division

Solid Waste Collector 6 6 6 6

Recycling Driver 3 3 3 3

Recycling Coordinator 1 1 1 1

10 10 10 10 0

Subtotal Full Time Solid Waste Fund 62 61 61 61 0

Subtotal Part Time Solid Waste Fund 0 1 1 1 0


STORMWATER

Stormwater Administration

Assistant City Eng.- Environmental 1 1 1 1

GIS Technician 1 1 1 1

Civil Engineer 1 1 1 2

Civil Engineer (PT) 0 0 1 0

Senior Civil Engineer (PT) 0 0 0 2

Senior Civil Engineer 2 2 2 2

Engineering Tech II 0 0 1 1

Public Works Inspector 1 1 0 0

6 6 7 9 2

Stormwater Operations

Superintendent of Storm Water 1 1 1 1

GIS Analyst III 0 0 1 1

Public Works Analyst 1 1 0 0

Stormwater Supervisor 0 0 4 4

Supervisor 3 4 0 0

Stormwater Technician II 0 0 6 7

Streets Cleaning Technician II 0 0 1 1


Stormwater Technician I 0 0 4 3



17 17 19 19 0

Subtotal Full Time Stormwater Fund 23 23 25 26 1

Subtotal Part Time Stormwater Fund 0 0 1 2 1




Net

2012-13 2012-13 2013-14 2014-15 Change

PARKING

Parking Division

Director of Public Transportation 0.5 0 0 0

General Manager of Parking 1 1 1 1

Parking Operations Superintendent 0 0 0 0

Parking Call Center and Events Manager 1 1 1 1

Parking Attendant 0 0 0 4

Sr. Parking Facilities Specialist 1 1 1 1

Parking Facilities Specialist 4 4 4 8

Parking Facilities Specialist (PT) 4 4 4 0

Parking Administration Supervisor 1 1 1 1

Billing Technician 1 1 0 0


Customer Relations Coordinator 1 1 1 1

15.5 15 15 19 4

Parking Enforcement

Parking Enforcement Supervisor 1 1 1 1

Parking Control Specialist 4 4 4 4

Parking Control Specialist (PT) 1 1 1 1

6 6 6 6 0

Parking Maintenance

Parking Maintenance Supervisor 1 1 1 1

Parking Maintenance Technician 1 1 1 1

Parking Maintenance Specialist 3 3 3 3

5 5 5 5 0

Subtotal FT Parking Enterprise Fund 21.5 21 21 29 8

Subtotal PT Parking Enterprise Fund 5 5 5 1 (4)

Total Personnel 26.5 26 26 30 4



Net

2012-13 2012-13 2013-14 2014-15 Change

GREENVILLE ZOO

Zoo Administration

Zoo Administrator 1 1 1 1

Zoo Deputy Administrator for Animal Health 1 1 1 1

Elephant Manager 1 1 1 1

Reptile Curator 1 1 1 1

Veterinary Technician 1 1 1 1

General Curator 1 1 1 1

Zookeeper 9 9 9 9

Zoo Maintenance Supervisor 0 0 1 1

Maintenance Supervisor 1 1 0 0

Zoo Maintenance Technician 1 1 1 1



Public Services Manager, Zoo 1 1 0 0

20 20 19 19 0

Zoo Education

Zoo Education Curator 1 1 1 1

Zoo Education Instructor (PT) 1 1 0 0

Zoo Education Instructor 2 2 3 3

4 4 4 4 0

Zoo Public Services

Zoo Business Administrator 0 0 0 1

Public Services Manager, Zoo 0 0 1 0

Zoo Public Services Coordinator 1 1 1 1

Zoo Membership and Volunteer Coordinator 0 0 1 1



Accounting Technician (PT) 1 1 1 1

Zoo Public Services Attendant 4 4 5 5

7 7 10 10 0

Subtotal Full Time Zoo Fund 29 29 32 32 0

Subtotal Part Time Zoo Fund 2 2 1 1 0




Net

2012-13 2012-13 2013-14 2014-15 Change

TRANSIT

Transit Administration

Director of Public Transportation 0.5 1 1 1

Manager of Transit Administration 0 0 0 1

Transit Planner / Grants Manager 1 1 1 0

Manager of Transit Operations 0 0 1 0

General Manager of Transit 1 1 0 0

Senior Accountant 0 0 1 1

Planning and Grants Assistant (PT) 1 1 1 1

Information Specialist 0.5 1 1 0



Marketing and Program Specialist 0 0 1 1

Program Coord. - JARC / New Freedom (PT) 1 1 0 0

6 7 8 6 (2)

Fixed Route Operations

Manager of Transit Operations 0 0 0 1

Information Specialist 0 0 0 1

Assistant Manager of Transit Operations 0 0 0.5 0.5

Transit Operations Superintendent 1 0.5 0 0

Transit Shift Supervisor 1 0.5 2 2

Transit Shift Leader 1 0.5 0 0

Fixed Route Bus Operator 18 17 16 16

Fixed Route Bus Operator (PT) 7 7 7 7

Demand Response Van Operator (PT) 1 1 0 0

29 26.5 25.5 27.5 2

Demand Response Operations

Information Specialist 1.5 1 1 1

Dispatcher 0 0 0 1

Transit Shift Leader 0 0.5 0 0

Transit Shift Supervisor 0 0.5 1 1



Demand Response Van Operator 1 1 2 1

4.5 6 7 8 1



Net

2012-13 2012-13 2013-14 2014-15 Change

Vehicle Maintenance

Fleet and Safety Services Administrator 0.5 0.5 0 0

Garage Superintendent 1 1 1 1

Shop Foreman 2 2 2 2


Bus Servicer 1 1 1 1

Lead Bus Servicer 1 1 1 1

Parts Technician - Transit 1 1 1 1

9.5 8.5 9 9 0

Non-Vehicle Maintenance

Assistant Manager of Transit Operations 0 0 0.5 0.5

Transit Operations Superintendent 0 0.5 0 0

Bus Shelter Servicer 0 0 0 1

0 0.5 0.5 1.5 1

CU-ICAR Shuttle


0 2 2 2 0

Mauldin-Simpsonville Route



0 6 6 6 0

Downtown Trolley


0 0 3 3 0

Clemson Connector (Shuttle)



0 0 6 2 (4)

Clemson Commuter


0 0 0 4 4

Subtotal Full Time Transit Enterprise Fund 38 45.5 55 57 2

Subtotal Part Time Transit Enterprise Fund 11 11 12 12 0

Total Personnel 49 56.5 67 69 2

Total Full Time Enterprise Funds 203.5 209.5 224 235 11

Total Part Time Enterprise Funds 18 19 20 17 (3)

Total Personnel Enterprise Funds 221.5 228.5 244 252 8

Total Full Time All Funds 888 894 912 947 35

Total Part Time All Funds 35 36 34 32 (2)

Total Personnel All Funds 923 930 946 979 33



APPENDIX - C RELEVANT FINANCIAL POLICIES AND PROCEDURES

OMB 8: BUDGET ADMINISTRATION POLICY AND PROCEDURES

Policy

I. Purpose.

The purpose of this policy is to assign responsibility and define the procedures for planning and administration of the City of Greenville's Operating and Capital Budgets, as well as debt management and oversight of economic development incentives, responsibility for which has been assigned to the Office of Management and Budget (OMB).

II. Operating Budget.

The annual operating budget is the vehicle through which City Council authorizes City government to fund operations during a specific fiscal year for specific purposes and which establishes the economic resources that are required to support these activities. The budget is a fiscal, planning, and policy document, reflecting the allocation of limited revenues among diverse uses.

III. Capital Budget.

The capital budget includes major capital requirements, culminating in the adoption of a five-year Capital Improvement Program (ClP). These types of capital investments usually focus on the construction, development, and acquisition of major facilities and may rely on long-term debt instruments for financing. General Fund revenue, user fees, and other streams of revenue are typical sources of revenue allocated to the retirement of long-term debt.

IV. Responsiveness to Council Areas of Focus.

Projects, programs, and services included within the operating and capital budgets must be responsive to the areas of focus identified by the City Council using various processes, with the assistance and advice of the City Manager and staff.

Procedures

I. Revenues

A. The City will strive to maintain a diversified and stable revenue stream to minimize the impact of short-term fluctuations in any one revenue source.

B. The City will annually prepare a revenue manual detailing each major revenue, its historical collections, the statutory authority creating the revenue, the rate schedule, and the basis of estimate.

C. The City will establish and maintain a process for annually reviewing and analyzing each major revenue source to ensure that receipts are maximized.

D. Whenever possible, revenue sources will be designed or modified to allow collections



to keep pace with the cost of providing the service.

E. The City will maintain effective collection systems and aggressive enforcement strategies to maximize revenues from available sources.

II. Expenditures

A. Essential City services and programs designed to carry out primary Council Areas of Focus will receive priority funding.

B. The City will balance current year expenditures with current year revenues.

C. The City will continue to support a scheduled level of maintenance and replacement of its infrastructure, including streets, sewers, stormwater, and sidewalks. Such replacement is to be made according to a designated schedule and funding availability.

D. The City will strive to support investments that reduce future operating costs.

E. The City's annual operating budget provides funding for recurring services with recurring revenues. While the operating budget does include funding for certain capital expenditures, the nature of such capital requires that they be planned for and replaced on a recurring basis (example: vehicles).

III. Five-Year Forecast

A. On an annual basis, OMB will prepare a five-year financial forecast to City Council on the financial health of all major funds. The forecast will assess the financial implications of current and proposed policies, programs, and assumptions. The forecast will include potential alternatives to improving the long-term financial health of the City.

IV. Strategic Planning

A. Annually, in advance of preparing the Operating and Capital Budgets, the City Manager will engage the City Council in discussions of issues facing the City to determine areas of focus that the City Council would like to address with appropriate action. Possible actions could consist of appropriations, development or redevelopment priorities, specific initiatives, policy development, and/or directed research needed to fuel further discussion.

B. The areas of focus identified in Council discussions will be documented in a Strategic Plan adopted by Council.

C. Through preparation and discussion of the City's operating and capital budgets, the City Manager, OMB and department heads will make recommendations for actions needed to address the Strategic Plan.

V. Performance Measures

A. A key responsibility of the City government is to develop and manage services, programs, and resources as efficiently and effectively as possible, and to communicate the results of these efforts to the public.



B. OMB, working with departments, will develop performance measures for incorporation into Council discussions of Strategic Planning. Performance measures will:

1. Be based on progress towards a goal or area of focus identified by City Council.

2. Emphasize desired outcomes resulting from City services and regulation.

3. Provide for comparisons over time to facilitate exploration of continuous improvement.

4. Be reliable, verifiable, and understandable.

5. Be reported at least annually, both internally and externally.

6. Be monitored and used in decision-making processes.

7. Be limited to a manageable number of meaningful measures that can be used to track achievements, impacts, and outcomes of key projects or services.

VI. Operating Budget Process

A. OMB will develop and promulgate procedures and a schedule for development of a proposed operating budget, which must be submitted to City Council by May 1 of each fiscal year.

B. City Council must approve the budget by July 1 each year, prior to any expenditure being made in the new fiscal year.

VII. Operating Budget Administration

A. Departmental Accountability

1. Budget accountability rests primarily with the operating departments of the City. In accomplishing the programs and objectives for which the budget was authorized, department heads ensure that their respective budgets stay within the prescribed funding levels.

2. For each assigned account, the department must stay within budget by each major expense category of personnel, operating, and capital. Within each of these three categories, the department may exceed the available balance in an element/object code if the department head ensures that a sufficient balance exists in another element/object code within the same expenditure category. Departments are not authorized to use salary savings to purchase unbudgeted items or to cover overruns in operating/capital expenditures, without approval by the OMB Director.

3. Budget transfers within the same department or fund are used during the fiscal year as City priorities develop and change and to accurately reflect a department's expenditure needs between divisions and bureaus. Budget transfers between accounts within the same division must be approved by the Budget Administrator. Budget transfers between divisions must be authorized by the OMB Director. Budget transfers between departments must be authorized by the City Manager.



B. OMB supports budget accountability by:

1. Providing accurate, detailed regular expenditure reports to departments/divisions.

2. Ensuring that purchases are allowable and appropriate and are charged to the proper account code.

3. Auditing expenditures on a regular basis and advising departments of any current or pending expenditure overrun of a significant amount; at any time during the fiscal year.

4. Reporting to the City Manager significant budget issues that emerge as a result of auditing or significant budget variances that cannot be reconciled with the agency responsible for incurring the variance.

C. Supplemental Appropriations (Budget Amendments)

1. Due to changing scope or external factors that are beyond the control of City departments, cost increases may occur after Council adopts the operating budget.

2. After determining that there are insufficient funds within a department's budget to finance an activity or acquisition, the department head, after consultation with OMB and the City Manager, will develop a Request for Council Action proposing a supplemental appropriation and will forward the Request to OMB for review. After review, OMB will forward OMB's recommendation to the City Manager and will inform the requesting department head of any adverse recommendation from OMB. If the City Manager approves the proposal, the City Manager will place the Request on a future Council Meeting agenda for consideration.

VIII. Fund Balance.

A. Pursuant to City Ordinance, City Council will set aside in a designated reserve 20% of the next year's General Fund appropriations.

B. The OMB Director shall prepare the necessary reports and documents to document the degree of compliance with this fund balance policy.

C. It is the City Council’s longer-term goal to increase the designated reserve to 25% of the next year’s General Fund appropriations.

IX. Capital Improvement Program (CIP) Process.

A. OMB will annually develop and promulgate procedures and a schedule for development of a proposed CIP, to be submitted to City Council 120 days prior to the start of each fiscal year.

B. Pursuant to City Ordinance, a copy of the CIP shall be presented to the Planning Commission. The Planning Commission shall review the CIP and make a determination that the CIP is in conformance with the Comprehensive Plan. This shall be done 105 days prior to the start of each fiscal year.

C. Pursuant to City Ordinance, City Council is required to have first reading of the CIP and Capital Budget by 75 days prior to the start each fiscal year to allow sufficient



time for OMB to incorporate debt service and other operating expenses into the annual operating budget. The CIP and the annual operating budget shall have second reading concurrently.

D. The impact of the CIP on the annual operating budget is reflected in:

1. Debt service payments on any general obligation, or revenue bonds that may be issued to finance capital improvements.

2. Staffing and other operating expenses that may be required once a capital facility is completed.

E. CIP Development

1. Capital investments included in the CIP are generally defined as having a useful life of greater than five years and whose cost exceeds $100,000.

2. The City establishes an appropriate mix of bonded debt and pay-as-you-go financing in the funding of capital projects.

3. Projects included in the CIP must be consistent with the City's Strategic Plan.

4. Facilities whose construction or acquisition results in new or substantially increased operating costs are considered only after an assessment indicates a clear need for the project and that recurring resources for funding the increased operating costs are available. All projects submitted to Council for approval shall include a fiscal impact analysis, including the projected annual operating costs (if any).

5. The following criteria are used to evaluate the relative priority of a proposed project:

a. Mitigates risk to public health or safety.

b. Improves deteriorated infrastructure.

c. Replaces existing infrastructure systematically.

d. Improves operational efficiency.

e. Coordinates with other projects or requirements.

f. Provides equitable services and facilities.

g. Protects and conserves resources.

h. Provides new or substantially improved facilities.

i. Promotes economic development.

F. All proposals for the expenditure of capital funds are formulated and presented to Council within the framework of a CIP. Except in circumstances of an extraordinary opportunity or emergency, appropriations of capital funds will not be considered outside the CIP process.



G. OMB will prepare a regular status report on active projects approved in the CIP.

X. Capital Improvement Program (CIP) Administration

A. Project Manager Accountability

1. Each project shall have a designated project manager who will be responsible for all aspects of project management and financial control.

2. Capital budget accountability rests primarily with the assigned project manager. In accomplishing the project for which the budget was authorized, project managers ensure that their respective budgets stay within the prescribed funding levels.

3. For each assigned project, the project manager must stay within budget allotted through the appropriation ordinance.

4. Budget transfers within a project are used to accurately reflect a project's expenditures across line items. These transfers must be approved by the Budget Administrator. Budget transfers between projects of the same functional category are permitted under the current appropriation ordinance. Budget transfers between similar projects must be authorized by the OMB Director and the City Manager.

B. OMB supports budget accountability by:

1. Providing accurate, detailed regular expenditure reports to project managers.

2. Ensuring that purchases are allowable and appropriate and are charged to the proper account code.

3. Auditing expenditures on a regular basis and advising project managers of any current or pending expenditure overrun of a significant amount; at any time during the fiscal year.

4. Reporting to the City Manager significant capital budget issues that emerge as a result of auditing or significant budget variances that cannot be reconciled with the agency responsible for incurring the variance.

C. Supplemental Appropriations (Budget Amendments)

1. Due to changing project scope or external factors that are beyond the control of City departments, cost increases may occur after Council adopts the CIP.

2. After determining that there are insufficient funds within a project's budget to finance an activity or acquisition, the project manager, after consultation with OMB and the City Manager, will develop a Request for Council Action proposing a supplemental appropriation and will forward the Request to OMB for review. After review, OMB will forward OMB's recommendation to the City Manager and will inform the requesting department head of any adverse recommendation from OMB. If the City Manager approves the proposal, the City Manager will place the Request on a future Council Meeting agenda for consideration.



D. Project Close-Out

1. Project managers must complete projects in a timely manner. Retainage and warranty issues must be resolved shortly after a project is complete.

2. Project managers will notify OMB upon completion that the project is ready for close-out.

a. If the project is under-budget, OMB retains authority to determine where unspent balances shall be directed.

b. If the project is over-budget, the project manager, in conjunction with OMB, will determine the appropriate course of action to resolve the project deficit.

3. OMB will prepare all necessary accounting adjustments needed to close out a project.


APPENDICES J-36

OMB 15: DEBT MANAGEMENT POLICY AND PROCEDURES

Policy

I. Purpose.

The purpose of this policy is to establish policies and procedures for the effective management of the City’s debt. Judicious use of debt helps facilitate the City’s strategic goals, while protecting the City’s long-term financial interests.

II. Short-Term Debt Defined.

For the purposes of this policy, short-term debt is defined as debt obligations with a payment term of five years or less used to manage cash flow in anticipation of revenue or to finance capital equipment with a useful life of five years or less. This includes debt instruments including, but not limited to, revenue/tax anticipation notes and short-term lease purchase agreements.

III. Long-Term Debt Defined.

For the purposes of this policy, long-term debt is defined as debt obligations with a payment term longer than five years used to finance capital improvements. This includes debt instruments including, but not limited to, general obligation bonds, revenue bonds, tax increment bonds, certificates of participation, and other long-term lease purchase agreements. Long-term debt is issued as a means of allocating the expense of capital projects' use to those actually benefitting from them, over the useful life of the project. The City will issue debt to provide financial support to capital facility needs. The debt will be issued in a way that helps ensure the long-term fiscal health of the City. Long-term debt financing will not be used to support current operating expenditures or deficits.

IV. Types of Short-Term Debt.

Upon approval of the City Council, the City is authorized to issue the following forms of short-term debt:

A. Revenue/Tax Anticipation Notes.

Revenue/tax anticipation notes are short-term instruments with a payment term of less than one year and are used to provide liquidity due to the irregular timing of City revenues.

1. As a matter of practice, the City shall not issue a revenue/tax anticipation note except in situations of emergency or when a large and unforeseen expenditure has been incurred.

B. Short-Term Lease Purchase Agreements.

Short-term lease purchase agreements are debt instruments with a payment term of five years or less and are used to finance capital equipment with useful life of five years or less. Short-term lease purchase agreements are authorized and appropriated through the City’s annual operating budget.


APPENDICES J-37

1. The City may finance equipment with substantial value and irregular replacement schedules. This is generally defined as equipment with a value exceeding $100,000, such as fire apparatus.

V. Types of Long-Term Debt.

Upon approval of the City Council, the City is authorized to issue the following forms of long-term debt:

A. General Obligation Bonds.

General obligation bonds are backed by the full faith and credit of the City of Greenville and shall be used to support governmental-purpose facilities and improvements.

1. General obligation bonds are subject to the State Constitutional debt limit of eight percent of assessed taxable value of the locality. At no time shall the City’s bonded indebtedness backed by the full faith and credit of the City exceed this limit without a referendum approving the additional general obligation bonds above such limit.

2. Annual general obligation debt service payments shall not exceed 20 percent of the General Fund’s budgeted expenditures.

3. General obligation debt will not be used to support enterprise activities when a revenue bond is feasible, except when extraordinary market conditions provide compelling cost savings and revenues from enterprise activities are sufficient to reimburse the General Fund for payment of principal and interest on the associated bonds.

B. Revenue Bonds.

Revenue bonds are backed by a pledge of specific revenues such as sewer fees, stormwater fees, parking fees, hospitality taxes, local accommodations taxes, etc.

1. The City shall utilize revenue bonds when practicable for all user-fee supported activities.

2. The City shall utilize revenue bonds for restricted revenues including, but not limited to hospitality taxes and accommodations taxes, as permitted under state law.

3. The City shall prepare its revenue and expenditure budgets in a manner that allows the City to meet all required covenants.

C. Tax Increment Bonds.

Tax increment bonds are revenue bonds backed by the incremental increase in ad valorem property value in a defined tax increment district.

1. The amount of debt allowed is defined in the redevelopment plan for each tax increment district as approved by the affected taxing districts. The City shall not exceed the debt allowed in the redevelopment plan.


APPENDICES J-38

D. Certificates of Participation and Long-Term Lease Purchase Agreements.

Certificates of participation and other long-term lease agreements are debt instruments backed by the facility or equipment purchased with a term exceeding five years. Due to the higher interest rate carried on these instruments, lease-purchase issuances exceeding five years in duration are limited to the following situations:

1. When state law does not permit the issuance of a revenue bond against a specific revenue.

2. For the purchase of capital equipment and other facility improvements supported by a contractor-guaranteed savings on utility use.

3. When it is determined that it will be more beneficial, either economically or from a policy perspective after the useful life of the project, the terms and conditions of the lease, the direct impact on bond capacity, and budget flexibility have been evaluated.

Procedures

I. Five-Year Forecast.

Prior to proposing any debt issuance, OMB will prepare a five-year financial forecast on the impact that debt issuance has on affected funds. The forecast shall evaluate the impact any debt issuance has on projected fund balance, and on existing and proposed debt obligations. It will also consider debt service maturities, repayment structure, and the City’s “pay-as-you-go” strategy.

The forecast shall also be used to present policy alternatives to City Council to mitigate potential situations where projections indicate fund balance dropping below target levels or in violation of debt covenants.

II. Capital Improvement Program.

Long-term debt originates from the adoption of a Capital Improvement Program which identifies capital project needs, funding sources, and the debt instrument(s) required to finance the plan. The ordinance approving the Capital Improvement Program shall include language authorizing the debt issuances contained therein.

III. Method of Sale.

State law requires that all general obligation bonds larger than $1,500,000 or maturing longer than 10 years be sold through a competitive sale. All other debt instruments may be sold either through a competitive sale or through a negotiated sale in light of financial market, transaction-specific, and issuer-related conditions. If City staff and its financial advisor determine that a competitive sale would not result in the best outcome for the City, then a negotiated sale, private placement, or other method may be chosen.

IV. Debt Structure.

The City shall structure debt in a manner that protects the City’s long-term financial interests and produces the most cost effective financing.


APPENDICES J-39

A. Debt Security.

Debt shall be issued with the necessary level of security to assure investors that the City shall repay its debt in a timely and complete manner.

1. The City shall purchase credit enhancement either through bond insurance or a letter of credit only in situations where the true interest cost of the enhanced debt is lower than the true interest cost of comparable unenhanced credit offerings.

B. Fixed Rate and Variable Rate Debt.

As a matter of practice, fixed rate debt is preferred to provide budget certainty and to protect against short term interest rate increases. Variable rate debt will be considered to provide flexibility in managing the City’s debt portfolio and in certain circumstances to lower the City’s overall debt service requirements.

1. Derivative instruments should generally be considered, depending on the particular circumstances, primarily in situations where they are designed with the aim of providing anticipated economic or other benefits to the City taking into account the applicable risks. Derivative instruments should be entered only after review of their general terms and risks with the City Council, the City Manager, and OMB.

C. Maturity Schedule.

The City shall design a maturity schedule that matches useful life of the item financed with the term of the bond. The bond term shall not exceed the useable life of the facility or project being financed. The City may elect to use term bonds, serial bonds, or a combination to improve marketability of the issue and to provide the lowest possible borrowing cost to the City.

D. Premiums and Discounts.

If it is demonstrable that structuring the bond with a premium or discount provides the City with a lower true interest cost, the City shall be allowed issue a bond with a premium or discount.

1. The City shall not issue zero coupon or capital appreciation bonds unless market conditions provide a compelling cost savings versus more traditional structures.

E. Redemption Provisions.

Debt issued by the City shall include an optional redemption provision in order to provide the ability to achieve interest cost savings, remove or change burdensome covenants, or to restructure debt service payments. The City shall select the earliest possible redemption date at the lowest possible penalty as allowed by the market.

1. The effectiveness of an advance refunding will be determined by the achievement of a minimum net present value savings.


APPENDICES J-40

V. Debt Administration.

Debt issuances will be timed to coincide as best as possible with the acquisition and construction schedules associated with the project or item being financed. OMB shall review expenditures monthly and make regular draws to maximize cash flow.

A. Arbitrage and Yield Restriction Requirements.

OMB will monitor the arbitrage requirements of Section 148 of the Internal Revenue Code of 1986, as amended (the “Code”), and related IRS Regulations in regard to all of its federally tax-exempt obligations as well as for any of its obligations which receive a federal subsidy or federal tax credit pursuant to Section 54A of the Code. To this end, the City currently retains the services of a firm that specializes in arbitrage rebate calculations to annually review all of the obligations issued by the City to calculate any potential arbitrage liability related to such obligations to ensure compliance with Sections 148 and 54A of the Code.

B. Qualified Energy Conservation Bonds.

OMB will monitor the expenditure of available project proceeds of its qualified energy conversation bonds (QECB) in order to ensure compliance with the spend-down requirements of Section 54A of the Code. Accordingly, on the third anniversary date of the closing of any QECB issued by the City, the Director of the OMB will make a determination as to whether all available project proceeds have been spent for that particular QECB. If there remains unspent available project proceeds on such third anniversary date, then the OMB Director will take the necessary steps to use such unspent available project proceeds to redeem all or a portion of the outstanding QECB within ninety (90) days after the end of such expenditure period. For any QECB issued by the City, the City will file or cause to be filed for each interest payment date a Form 8038-CP with the Internal Revenue Service approximately 45 to 90 days prior to each such interest payment due date.

VI. Disclosure

A. Rating Agencies

The City shall maintain an ongoing relationship with each rating agency. The City shall provide regular updates regarding ongoing financial matters and projected financial plans.

B. SEC Requirements

The City shall provide all necessary documents required by bond documents including copies of the comprehensive annual financial report and the annual operating budget. This will be filed with the Municipal Securities Rulemaking Board’s Electronic Municipal Market Access (“EMMA”) system. The City shall immediately disclose any material events to EMMA that could negatively impact buyers of City bonds on the secondary resale market.


APPENDICES J-41

VII. Bond Covenants and Laws

The City shall comply with all covenants and requirements of bond ordinances, and with state and federal laws authorizing the issuance and administration of debt obligations.

VIII. Disclaimer This debt management policy outlines various policy guidelines with respect to financing obligations entered or proposed to be entered by the City. This debt management policy should in no event, however, be construed as limiting or otherwise affecting the validity or effectiveness of any authority granted, delegated, or otherwise set forth in any ordinance or resolution of the City. In no case shall any person or entity (including without limitation the City or its elected officials, employees, agents, bondholders, borrowers or any other person or entity) have any basis to assert that any financing obligation should be deemed invalid, ineffective, limited or otherwise affected due to noncompliance or any other matter with respect to this debt management policy. Compliance of any ordinance or resolution or financing obligation with all aspects of this debt management policy shall, in all cases, be deemed conclusively presumed (and legal counsel to the City shall be entitled to conclusively rely thereon) upon the adoption of any such ordinance or resolution or the entering into of any such financing obligation or related agreement, respectively, and in the event of any conflict between the ultimate procedures actually undertaken, findings actually made and agreements actually entered into, on the one hand, and any part of this debt management policy, on the other hand, then the ultimate actual ordinance or resolution, findings and financing documents shall nonetheless be deemed in satisfaction hereof in all respects such that this debt management policy shall in no manner operate to limit any such ordinance or resolution, findings and financing documents or the effectiveness, validity and enforceability thereof. In the event of any conflict between an ordinance or resolution or the documentation effectuating a financing obligation and this debt management policy, the terms and conditions of the ordinance or resolution or such documentation, as applicable shall control. Except for such rights for conclusive presumption set forth in the preceding paragraph, there shall be deemed no third party beneficiaries of this debt management policy.


APPENDICES J-42


APPENDICES J-43

APPENDIX - D

Glossary and Commonly Used Acronyms Accrual Accounting - A basis of accounting in which revenues are recognized when earned and expenses when incurred. Activity - The smallest unit of budgetary accountability which defines specific and distinguishable lines of work performed by a department or division for the purpose of accomplishing a particular service. Aid-to-Subdivisions- Historically, a collection of local taxes collected by the State and re-allocated to counties and municipalities. The mechanics have been replaced by the Local Government Fund (LGF) appropriation, but the revenue is still recognized under the same name.

APCO - The Association of Public-Safety Communications Officials. Serves the needs of public safety communications practitioners worldwide by providing complete expertise, professional development, technical assistance, advocacy and outreach. Appropriation - An authorization made by City Council to incur obligations against and to make expenditures of governmental resources. Appropriations are usually made for fixed amounts and are typically granted for a one year period, except in the instance of capital projects where they are granted for the duration of the project. Assessed Valuation - A valuation set upon real estate or other property by the County Assessor as a basis for levying taxes. Assessment Ratio - A percentage which is multiplied by the appraised market value of a property to determine the assessed value. Assets – Resources with present service capacity that the government presently controls. BCEGS- Building Code Effectiveness Grading Schedule. Assesses the building codes in effect in a particular community and how the community enforces its building codes, with special emphasis on mitigation of losses from natural hazards. Budget - A plan of financial operation embodying an estimate of proposed expenditures for a given period of time and the proposed means of financing them. Capital Improvement Program (CIP) - A schedule of capital expenditures to be incurred over a five-year period to carry out the City's program of public improvements. Capital Budget - The first year of the CIP as approved by City Council. Capital Improvement Project - An item whose construction or other acquisition represents a physical improvement to the community and adds to the total physical worth of the City. The improvement should have a useful life of not less than 10 years, and normally will exceed $100,000 in total cost.


APPENDICES J-44

Capital Outlay - In the operating budget, refers to any item which has an expected useful life of greater than 3 years and an estimated unit cost of $5,000 or more. CBD - Central Business District. CD - Community Development Division. CDBG - Community Development Block Grant. A program of the U.S. Department of Housing and Urban Development that provides annual grants to states and local governments for the purpose of promoting greater community development. CPI – Consumer Price Index. An average measure of change in price levels over time using a predetermined market basket of consumer goods and services as a basis. The index is widely used as a measure of inflation. CVB - Convention and Visitors Bureau. Has been re-named VisitGreenvilleSC. A city-specific organization responsible for marketing the city as a travel and meeting destination. Debt Service - Payment of interest and principal on an obligation resulting from the issuance of bonds. DHEC - Department of Health and Environmental Control. A state agency responsible for the protection of public health and the environment. DOT - Department of Transportation. A government agency at the federal and state levels that is responsible for promoting safe and efficient transportation through the administration of mass transit services and the construction and maintenance of roads and bridges. Downtown Infrastructure Fund (DIF) – the former Central Business District Tax Increment Fund. Encumbrance - Funds not yet expended, but which are obligated or set aside in anticipation of expenditures. Enterprise Fund - An accounting entity used to account for operations in which the cost of providing services to the public on a continuing basis is financed primarily through user charges. Fiscal Year (FY) - 12 month period beginning with July 1 and ending with June 30 of the fiscal year designated. Full-Time Position (FT) – A regular, full-time employee whose normal work schedule is 40 hours per week, or greater. Regular employees are eligible to participate in the benefits plan and leave programs offered by the City. Fund - A fiscal and accounting tool with a self balancing set of accounts to record revenues and expenditures. Fund Balance - The excess of an entity’s assets over its liabilities, which may include reserves and designations.


APPENDICES J-45

GAAP - Generally Accepted Accounting Practices. A set of accounting guidelines that establish a standardized procedure for recording accounting information and preparing financial statements. GASB - Governmental Accounting Standards Board. A private organization funded and regulated by the Financial Accounting Foundation that is involved in the creation and improvement of GAAP. General Fund - An accounting entity used to account for all revenue and expenditures applicable to general operations of governmental agencies of the City, and to record all financial transactions not properly accounted for in another fund. GFOA - Government Finance Officers Association. A non-profit organization comprised of government finance officers dedicated to helping governments maintain high financial standards. GIS - Geographic Information Systems. A software system that analyzes and interprets geographically-oriented data in a manner in which relationships and patterns are easily identified. G. O. Bond - General Obligation Bond. A municipal bond issued by a state or local government that is secured by the full faith and credit of the issuer. GTA - Greenville Transit Authority. HOME Program – The largest federal block grant to state and local governments designed exclusively to create affordable housing for low-income households. HOPWA Program – Housing Opportunities for Persons with Aids. This program allows for funds to be used to assist in all forms of housing and supportive services to prevent homelessness. HR - Human Resources Department. HUD - Federal Department of Housing and Urban Development. A Cabinet Department created in order to support community growth through affordable housing and consumer protection. ISO - Insurance Services Office. A provider of insurance-related information including premiums, claims, and loss data that are used to calculate insurance policy prices. Liability – Present obligations to sacrifice resources that the government has little or no discretion to avoid. Local Government Fund (LGF) – A State appropriation statutorily based on 4.5% of the State’s General Fund revenue from the previous year. County governments receive 83.278 percent of the LGF, and municipal governments get 16.722 percent, which represents the percentage of Aid-to-Subdivisions distributed between county and municipal governments in 1990. Mill - A unit of value calculated at one dollar per one thousand dollars of assessed value. Millage - A term used to describe the rate of taxes levied. Modified Accrual Accounting - A basis of accounting in which revenues are recognized when they become measurable and available as net assets, and expenditures are recognized when the related


APPENDICES J-46

fund liability is incurred. Modified accrual accounting is recommended as the standard for most governmental funds. Municipal Association of South Carolina (MASC)- A membership association of municipal governments that offers the services, programs and tools to provide municipal officials the knowledge and experience for enabling the most efficient and effective operation of their municipalities in the complex world of municipal government. NFPA - National Fire Protection Association. A fire safety organization that publishes minimum safety standards and regulations pertaining to fire prevention and suppression. Net Assets – Assets less liabilities. Object of Expenditure - A specific type of expenditure for which a unique identification number and title is given; represents the most detailed level of budgeting and recording expenditures. Also referred to as a line item. Objective - A clearly described, output-oriented, target or accomplishment which can be measured and achieved within a given timeframe. Achievement of the objective advances the organization toward a corresponding goal. OMB- The Office of Management and Budget, a department of the City of Greenville. Operating Expense - General category of expense that includes fixed costs (e.g., insurance and utilities) and non fixed costs (e.g., materials and contractual services) of a recurring nature. PEBA – South Carolina Public Employee Benefit Authority. Manages retirement plans for South Carolina's public workforce by serving as the fiduciary stewards of the contributions and disbursements of the pension trust funds. Permanent Part-Time Position (PT) – A permanent part-time employee is one who regularly and consistently works less than a full-time schedule (40 hours per week). Permanent part-time employees who annually work an average of 1040 hours, or more, per year are eligible to participate in the medical and dental benefits plan and leave programs offered by the City. Personnel Service - General category of expense that includes full time and part time salaries, overtime, supplemental pay, and fringe benefits. PORS – Police Officers Retirement System. A defined benefit retirement plan administered by South Carolina Public Employee Benefit Authority (PEBA) Retirement Benefits. Productivity - A measure of service output compared to the per-unit of resource input invested. QECB – Qualified Energy Conservation Bond. Federally-subsidized debt instruments that enable state, tribal, and local government issuers to borrow money to fund a range of qualified energy conservation projects ReWa – Renewable Water Resources, formerly the Western Carolina Regional Sewer Authority, a special purpose district responsible for wastewater treatment within Greenville County.


APPENDICES J-47

Tax Rate - The amount of tax levied for each $1,000 assessed valuation. TDCC – The TD Convention Center (formerly the Carolina First Center) – the City’s only convention center. User Fee - Payment of a fee for direct receipt of a public service by the party benefiting from the service.

Variance - The difference between a budgeted or planned revenue/expenditure and the actual amount realized/incurred.

VisitGreenvilleSC - A city-specific organization responsible for marketing the city as a travel and meeting destination. Previously called the Convention and Visitors Bureau (CVB).


APPENDICES J-48

City of Greenville FY2014-15 Adopted Budget

Documents

Transcript of City of Greenville FY2014-15 Adopted Budget