FY 2014-2015 Adopted Budget

Transcription

ADOPTED
Annual Operating
BUDGET
fiscal year 2014-2015
Prepared by the
City of Greenville
Oﬃce of Management and Budget
This page intentionally left blank.
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
Jil M. Littlejohn
J. David Sudduth
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
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
Human Resources ..................................... D-47
Overview .......................................... D-48
Human Resources ................................ D-50
Occupational Health ............................ D-52
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
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
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
TABLE OF CONTENTS
Police Department ................................... D-65
Overview .......................................... D-66
Police Chief’s Office ............................ D-68
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
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 ...............
Overview ........................................
Administration .................................
Recreation ......................................
Parks Maintenance ...........................
Rights-of-Way ..................................
Beautification ..................................
Tree Maintenance .............................
Falls Park Crew ................................
D-101
D-103
D-105
D-107
D-110
D-112
D-113
D-115
D-116
PAGE TC-1
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
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
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
TABLE OF CONTENTS
PAGE TC-2
FY 2014-15 OPERATING BUDGET
CITY OF GREENVILLE, SOUTH CAROLINA
EXECUTIVE SUMMARY
PAGE A-1
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
General Fund Projection (March 2014)
appropriation of fund balance in the amount of $1.8 million – FY 13/14 Beginning Balance
21,404,538
about $1 million for CIP projects and another $800,000 for
vehicle and equipment replacement backlog that occurred Projected FY 13/14 Revenues
69,117,880
during the Great Recession as the City curtailed its Projected FY 13/14 Expenditures
(69,533,880)
replacement program. The budget has since been modified
by another $1.7 million (representing a total of $3.5 million
Projected FY 13/14 Surplus (Deficit)
(416,000)
in fund balance appropriation) for contractual encumbrance
budget rolls, the Central Business District (CBD) security
20,988,538
enhancements and supplemental capital. In the General Projected FY 13/14 Ending Balance
Fund, we are projecting to finish the current year with a
14,929,385
modest deficit of $416,000 based on the most recent revenue 20% Reserve Requirement
and expenditure projections.
Given that the current
6,059,153
amended FY 2013-14 budget contains a fund balance Amount Above/Below Requirement
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
EXECUTIVE SUMMARY
PAGE A-3
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.
EXECUTIVE SUMMARY
PAGE A-4
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.
General Fund FY 2014-15 Budget
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
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.
EXECUTIVE SUMMARY
PAGE A-5
Additional Positions: The adopted budget
contains 24 additional full and part-time
725
positions (total cost of approximately $1.14
715
705
million) with 12 of the positions reflected in
695
the General Fund at a cost of approximately
685
675
$612,000. The 24 positions do not include
665
the eight additional Central Business District
655
645
(CBD) police officers added mid-year for
635
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.
General Fund Positions
FY2015
FY2014
FY2013
FY2012
FY2011
FY2010
FY2009
FY2008
FY2007
FY2006

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
EXECUTIVE SUMMARY
PAGE A-6
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
o
o
o
o
o
o
o
o
o

$1,100,000 for wastewater rehabilitation projects. (Includes funding from Greenville Water
System and Greenville Local Development Corporation)
$1,475,000 for stormwater rehabilitation projects.
$1,000,000 for the trail expansion project.
$1,225,000 for City Park Phase I improvements.
$650,000 for the technology infrastructure, network and cameras to support the replacement
and enhancement of the City’s public safety camera system.
$600,000 for street resurfacing and NSTEP.
$835,000 for various streetscape projects.
$950,000 for the GWS property swap and development of the Mayberry Street Maintenance
Facility
$685,000 for various economic development projects including One Plaza, commercial
corridors, public/private developments.
$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
o
$410,000 for the Information Technology Improvement Program which makes investments in
solutions that improve the City’s efficiency and effectiveness.
$35,000 in consulting services for Parking.
EXECUTIVE SUMMARY
PAGE A-7
o
o
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.
$70,000 for the replacement of the West Greenville Community Center roof.
$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 3rd 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
EXECUTIVE SUMMARY
PAGE A-8
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
PAGE A-9
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.
GENERAL FUND REVENUES
Taxes
Licenses and Permits
Intergovernmental
Fees and Charges
Fines and Costs
Other Revenue
Other Sources/Transfers
TOTAL GEN. FUND REVENUES
$
$
2011-12
Actual
28,263,770
27,084,896
2,239,245
835,664
409,301
1,085,727
5,155,978
65,074,581
2012-13
Actual
29,390,665
29,209,795
2,427,445
854,601
379,153
1,148,721
15,589,567
78,999,947
2013-14
Budget
29,145,520
28,106,514
2,434,390
778,800
382,200
1,018,232
3,984,982
65,850,638
2014-15
Percent
Budget
Change
31,516,941
8.1%
30,077,705
7.0%
2,448,410
0.6%
870,083
11.7%
347,750
-9.0%
981,877
-3.6%
5,347,261
34.2%
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
BUSINESS LICENSES
such as size, condition, location, and recent selling
Excluding Insurance Companies and Franchise Fees
prices of comparable properties. The assessment
$14,000,000
ratio is a percentage which is multiplied by the
$12,000,000
appraised market value of a property to determine
$10,000,000
the assessed value. Owner-occupied residences
$8,000,000
$6,000,000
are assessed at 4%, commercial properties and
$4,000,000
motor vehicles at 6%, personal property at 10%,
$2,000,000
and industrial and utilities at 10.5%. The estimate
$0
for FY 2014-15 is $31,516,941 based on improving
02- 03- 04- 05- 06- 07- 08- 09- 10- 11- 1203 04 05 06 07 08 09 10 11 12 13
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.
EXECUTIVE SUMMARY
PAGE A-10
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,
$10,000,000
life, and fire insurance premiums within the City.
$8,000,000
The revenue, which is based on a rate of .75% of
$6,000,000
gross premiums for life and health insurance, and
$4,000,000
2.75% of gross premiums for fire insurance
$2,000,000
premiums, is collected on the City’s behalf by the
$0
Municipal Association of South Carolina. The
02- 03- 04- 05- 06- 07- 08- 09- 10- 11- 12projection recognizes an 8.8% increase from the
03 04 05 06 07 08 09 10 11 12 13
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.
INSURANCE COMPANIES
Collection History
Non-business permits, which include building and
BUILDING PERMITS
other permits, are collected from new
Collection History
construction
and
renovation
projects.
$1,500,000
Recognizing the recovery of the building industry
and local permit activity, non-business permits
$1,000,000
have a revenue estimate of $1,662,364 This
$500,000
recognizes an increase of 31.0% from the FY 201314 adopted budget of $1,269,300.
This is
$0
consistent with current permit activity and
02- 03- 04- 05- 06- 07- 08- 09- 10- 11- 1203 04 05 06 07 08 09 10 11 12 13
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.
Jurisdiction
City of Myrtle Beach
City of Spartanburg
Georgetown County
City of Greenville (Proposed)
City of North Charleston
City of Greenville (Current)
Greenville County
Spartanburg County
City of Easley
Clemson
Charleston
City of Greer
City of Columbia
City of North Myrtle Beach
EXECUTIVE SUMMARY
Residential Building Fees
$238,461 Home (1,800
Total Fees (Building, HVAC,
Plumbing, Electrical, Plan Review)
$1,900.50
$1,866.75
$1,866.75
$1,702.14
$1,557.00
$1,548.32
$1,486.00
$1,244.00
$1,171.00
$1,162.00
$1,073.00
$1,009.50
$997.00
$914.00
PAGE A-11
Other revenues in the licenses and permits
category include franchise fees for electric, gas,
and cable television. The rate structure is based
$5,000,000
upon a certain percentage of gross receipts in each
$4,000,000
case, and the basis of each forecast is trend
$3,000,000
$2,000,000
analysis along with current market conditions.
$1,000,000
Projected revenues from all franchise fees are
$0
$5,907,583, and include $4,105,852 for Duke
02- 03- 04- 05- 06- 07- 08- 09- 10- 11- 12Energy collections. This represents an anticipated
03 04 05 06 07 08 09 10 11 12 13
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.
DUKE POWER FRANCHISE FEE
Collection History
Intergovernmental revenue includes grants and
AID TO SUBDIVISIONS
allocations from County, State, and Federal
Collection History
governments. State-shared revenue is generally
$2,000,000
distributed on a pro-rata basis according to
$1,500,000
population or other set formula. The single
$1,000,000
largest source is Aid-to-Subdivisions, distributed
quarterly from the Local Government Fund and
$500,000
funded by a transfer of 4.5% of State General
$0
Fund revenues. Counties receive 83.28% and
02- 03- 04- 05- 06- 07- 08- 09- 10- 11- 12municipalities 16.72% of the distribution. The
03 04 05 06 07 08 09 10 11 12 13
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
CRIMINAL AND TRAFFIC FINES
increased primarily due to increases in Parks and
Collection History
Recreation fees.
$600,000
$400,000
$200,000
$0
02- 03- 04- 05- 06- 07- 08- 09- 10- 11- 1203 04 05 06 07 08 09 10 11 12 13
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.
EXECUTIVE SUMMARY
PAGE A-12
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.
INTEREST - POOLED
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0
02- 03- 04- 05- 06- 07- 08- 09- 10- 11- 1203 04 05 06 07 08 09 10 11 12 13
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 201415 are above budgeted expenditures for FY 2013-14 by 10.2%.
GENERAL FUND EXPENDITURES
Legislative and Administrative
Non-Departmental
Public Information and Events
Economic and Community Dev.
Human Resources
Office of Management and Budget
Police Department
Fire Department
Public Works Department
Parks and Recreation
SUBTOTAL, GEN FUND EXPEND.
$
$
2011-12
Actual
3,602,705
1,312,264
945,455
2,061,979
1,355,130
4,855,286
18,629,220
11,934,343
7,897,487
6,220,097
58,813,966
2012-13
Actual
3,620,068
1,594,492
917,737
2,092,382
1,255,585
4,711,756
18,726,105
10,729,158
7,853,760
6,552,676
58,053,719
2013-14
Budget
3,872,506
1,911,490
955,987
2,492,579
1,431,269
4,742,270
20,131,676
11,581,624
8,323,847
7,184,599
62,627,847
2014-15
Budget
3,939,558
2,068,890
949,926
2,790,141
1,460,574
4,768,191
20,640,640
15,681,603
8,708,030
7,513,243
68,520,796
Percent
Change
1.7%
8.2%
-0.6%
11.9%
2.0%
0.5%
2.5%
35.4%
4.6%
4.6%
9.4%
Transfers
Debt Service
$
2,972,704
1,615,771
4,146,881
12,997,096
3,513,450
1,566,373
4,393,660
1,732,471
25.1%
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)
EXECUTIVE SUMMARY
PAGE A-13
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 selfinsurance 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.
EXECUTIVE SUMMARY
PAGE A-14
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.




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.
EXECUTIVE SUMMARY
PAGE A-15
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.
Revenues
Expenses
Net Income
Health Benefits
$12,003,138
12,003,138
$0
Risk Management
$2,399,990
2,399,990
$0
Fleet Services
$5,195,764
5,195,764
$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 selfinsured 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.
EXECUTIVE SUMMARY
PAGE A-16
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.
EXECUTIVE SUMMARY
PAGE A-17
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.
EXECUTIVE SUMMARY
PAGE A-18
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 201415 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 201415 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
EXECUTIVE SUMMARY
PAGE A-19
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
PAGE A-20
SUMMARY OF ALL FUNDS
2011-2012
2012-2013
2013-2014
2014-2015
Percent
Actual
Actual
Budget
Budget
Change
28,263,770
29,390,665
29,145,520
31,516,941
8.1%
27,084,896
29,209,795
28,106,514
30,077,705
7.0%
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%
GENERAL FUND
Revenues
Taxes
$
Intergovernmental
Other Revenue Sources
1,085,727
1,148,721
1,018,232
981,877
-3.6%
5,155,978
15,589,567
3,984,982
5,347,261
34.2%
65,074,581
78,999,947
65,850,638
71,590,027
8.7%
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%
TOTAL GENERAL FUND REVENUES
Expenditures
945,455
917,737
955,987
949,926
-0.6%
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%
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%
7,897,487
7,853,760
8,323,847
8,708,030
4.6%
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%
1,615,771
12,997,096
1,566,373
1,732,471
10.6%
63,402,441
75,197,696
67,707,670
74,646,927
10.2%
(1,857,032)
(3,056,900)
Debt Service
TOTAL GENERAL FUND EXP.
REVENUES LESS EXPENDITURES
$
1,672,140
3,802,251
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%
(81,269)
(210,050)
REVENUES LESS EXPENSES
$
EXECUTIVE SUMMARY - SUMMARY OF ALL FUNDS
0
0
PAGE A-21
2011-2012
Actual
SPECIAL REVENUE FUNDS
HOME Program
HOPWA Program
Hospitality Tax
Admissions Tax
Victim Witness
$
ENTERPRISE FUNDS
Event Management
Wastewater
Solid Waste
Greenville Zoo
Parking
Transit
2014-2015
Budget
Percent
Change
678,995
217,039
256,081
12,092,453
239,728
1,644,876
2,396,132
280,715
110,509
996,566
18,913,094
784,834
218,606
282,356
7,850,000
246,200
1,488,000
2,502,250
311,000
100,642
1,051,000
14,834,888
789,740
222,825
360,394
8,710,900
264,300
1,821,000
2,773,000
40,200
108,002
1,026,463
16,116,824
0.6%
1.9%
27.6%
11.0%
7.4%
22.4%
10.8%
-87.1%
7.3%
-2.3%
8.6%
1,229,120
653,819
0
7,496,510
289,833
1,324,981
1,642,749
266,177
108,420
487,033
13,498,642
666,866
202,586
232,834
11,497,208
135,000
1,420,639
2,178,103
225,804
109,867
1,964,435
18,633,342
786,945
218,606
282,356
8,908,781
485,000
1,467,050
3,716,643
266,000
113,025
1,781,566
18,025,972
789,740
222,825
360,394
8,867,980
195,000
1,903,600
2,485,801
250,000
108,002
1,146,269
16,329,611
0.4%
1.9%
27.6%
-0.5%
-59.8%
29.8%
-33.1%
-6.0%
-4.4%
-35.7%
-9.4%
$
891,817
279,752
(3,191,084)
(212,787)
$
547,179
6,488,930
4,380,220
4,990,141
4,747,188
2,525,026
6,240,510
3,438,844
33,358,038
619,336
6,891,593
4,652,361
4,911,937
4,859,419
2,841,707
7,923,075
3,803,508
36,502,936
587,500
6,907,495
5,836,000
4,740,308
4,912,000
2,606,116
5,983,090
4,894,700
36,467,209
601,500
6,772,218
4,541,544
4,799,735
5,053,498
2,607,763
8,387,988
5,150,011
37,914,257
2.4%
-2.0%
-22.2%
1.3%
2.9%
0.1%
40.2%
5.2%
4.0%
548,947
6,290,469
3,627,496
4,568,828
3,515,365
2,300,938
5,458,219
3,434,834
29,745,096
556,559
6,695,353
3,150,578
4,628,741
3,019,227
2,636,570
5,693,229
3,806,681
30,186,938
576,811
6,907,495
6,046,615
5,240,952
3,931,407
2,678,078
6,027,561
4,894,700
36,303,619
610,338
6,772,218
4,812,183
5,299,903
5,348,891
2,768,371
8,481,845
5,150,011
39,243,760
5.8%
-2.0%
-20.4%
1.1%
36.1%
3.4%
40.7%
5.2%
8.1%
3,612,942
6,315,998
Expenses/Transfers Out
Event Management
Wastewater
Solid Waste
Greenville Zoo
Parking
Transit
REVENUES LESS EXPENSES
2013-2014
Budget
1,165,176
652,735
0
7,313,648
279,509
1,355,905
2,254,208
311,353
83,575
974,350
14,390,459
Expenditures/Transfers Out
HOME Program
HOPWA Program
Hospitality Tax
Admissions Tax
Victim Witness
2012-2013
Actual
$
163,590
(1,329,503)
PAGE A-22
2011-2012
Actual
TAX INCREMENT FUNDS
Downtown Infrastructure
$
Expenditures/Transfers Out
TOTALS - ALL FUNDS
(Memorandum only)
Revenues
Expenditures
2012-2013
Actual
2013-2014
Budget
2014-2015
Budget
Percent
Change
22,705,034
1,200,123
439,896
24,345,053
7,073,231
3,746,844
436,933
11,257,008
6,903,000
1,179,000
459,000
8,541,000
7,188,900
1,442,200
502,500
9,133,600
4.1%
22.3%
9.5%
6.9%
25,050,393
1,451,660
43,599
26,545,652
7,063,871
2,948,135
1,242,339
11,254,345
8,186,607
156,281
609,246
8,952,134
6,221,282
265,841
0
6,487,123
-24.0%
70.1%
-100.0%
-27.5%
$
(2,200,599)
$
144,080,285
140,185,254
$
3,895,031
2,663
152,571,821
142,381,207
10,190,614
(411,134)
2,646,477
132,929,359
138,225,019
154,353,600
156,306,313
(5,295,660)
(1,952,713)
16.1%
13.1%
STATEMENT OF CHANGES IN GOVERNMENTAL FUND BALANCES
FY 2013-14
Fund Balance
at 6/30/13 per
CAFR
Budgeted
Revenues/
Transfers In
21,404,538
65,850,638
67,707,670
HOME Program
HOPWA Program
Hospitality Tax
State Accommodations
Local Accommodations
Admissions Tax
Victim Witness
Total Special Revenue
94,075
139,451
23,247
5,275,692
268,428
393,829
393,829
211,680
12,383
1,204,553
8,017,167
784,834
218,606
282,356
7,850,000
246,200
1,488,000
2,502,250
311,000
100,642
1,051,000
14,834,888
786,945
218,606
282,356
8,908,781
485,000
1,467,050
3,716,643
266,000
113,025
1,781,566
18,025,972
Viola St. Tax Increment
Total Tax Increment
2,904,524
1,557,516
544,346
5,006,386
6,903,000
1,179,000
459,000
8,541,000
34,428,091
89,226,526
Fund Name
Total General
Total Governmental
Funds Appropriated
FY 2014-15
Budgeted
Budgeted Fund
Expenditures/
Balance at
Transfers Out
6/30/14
Budgeted
Budgeted Fund
Expenditures/
Balance at
Transfers Out
6/30/15
71,590,027
74,646,927
91,964
139,451
23,247
4,216,911
29,628
414,779
(820,564)
256,680
473,987
4,826,083
789,740
222,825
360,394
8,710,900
264,300
1,821,000
2,773,000
40,200
108,002
1,026,463
16,116,824
789,740
222,825
360,394
8,867,980
195,000
1,903,600
2,485,801
250,000
108,002
1,146,269
16,329,611
91,964
139,451
23,247
4,059,831
98,928
332,179
(533,365)
46,880
354,181
4,613,296
8,186,607
156,281
609,246
8,952,134
1,620,917
2,580,235
394,100
4,595,252
7,188,900
1,442,200
502,500
9,133,600
6,221,282
265,841
6,487,123
2,588,535
3,756,594
896,600
7,241,729
94,685,776
28,968,841
96,840,451
97,463,661
28,345,631
19,547,506
Budgeted
Revenues/
Transfers In
16,490,606
PAGE A-23
PAGE A-24
INTRODUCTION
INTRODUCTION
PAGE B-1
INTRODUCTION
PAGE B-2
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.
Source: ESRI Data
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
INTRODUCTION
PAGE B-3
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
INTRODUCTION
PAGE B-4
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.
INTRODUCTION
PAGE B-5
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 1,540acre 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: KeoweeToxaway (1,000 acres), Croft State Park (7,054 acres), and Oconee State Park (1,165 acres).
INTRODUCTION
PAGE B-6
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 2,100seat 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.
INTRODUCTION
PAGE B-7
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.
INTRODUCTION
PAGE B-8
INTRODUCTION
PAGE B-9
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.
INTRODUCTION
PAGE B-10
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)
INTRODUCTION
PAGE B-11
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.
INTRODUCTION
PAGE B-12
INTRODUCTION
PAGE B-13
FUND RELATIONSHIPS
Management and Budget
Human Resources
Economic and Community
Development
Fire
Police
Public Works
Public Information and
Events









Health Benefits


Risk Management


General Fund

Fleet Services

HOME Program

HOPWA Program

Hospitality Tax




Admissions Tax

Victim Witness


Event Management


Wastewater

Solid Waste


Parking

Greenville Zoo

Transit
Tax Increment Funds
INTRODUCTION
Public Transportation
Non-Departmental
The following illustrates the relationship between the various City funds and the departments listed
on the organizational chart on the preceding page.


PAGE B-14
LONG-TERM FINANCIAL MANAGEMENT
The City of Greenville maintains an integrated financial management process to incorporate longterm 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-yougo 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
INTRODUCTION
PAGE B-15





Admissions Tax Fund
Utility Undergrounding 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.
INTRODUCTION
PAGE B-16
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.
INTRODUCTION
PAGE B-17
FY 2014-15
BUDGET 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
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
Departments prepare requests
Applicable Agency
Feb. 10 - Mar. 3
Department
Departments revise narratives
and strategic initiatives
Applicable Agency
Feb. 10 - Mar. 3
Modifications
Budget Office
Mar. 3 - Mar. 7
OMB meetings with
Mar. 10 - Mar. 14
OMB
Departments on requests
Revenue modifications, based
on Feb. postings
Budget Office
Mar. 10 - Mar. 14
Recom.
Budget
OMB prepares recommendation
Budget Office
Mar. 17 - Mar. 21
DEPARTMENT PREPARATION
OMB REVIEW AND MODIFICATION
OMB reviews department
funding requests
to City Manager
CITY MANAGER REVIEW AND MODIFICATION
City Manager meetings with
City Manager
Departments on requests
Mar. 24 - Mar. 28
Revenue modifications,
based on Mar. postings
Budget Office
Apr. 1 - Apr. 2
Balanced
budget
Changes in funding mix,
based on City Mgr. initiatives
& strategic priorities
City Manager
Apr. 3 - Apr. 4
Budget Office
Apr. 7 - Apr. 9
Proposed
Budget Office
Apr. 10 - May 1
document
PROPOSED BUDGET DOCUMENT
Incorporate final CIP decisions
into the Operating Budget
Compilation/printing
budget
Legislative Action
Committee of the Whole
May 5
Committee of the Whole
May 12
Committee of the Whole and Public Hearing (notice required)
1st reading
2nd reading and adoption
May 19
May 19
Jun. 9
INTRODUCTION
Adopted
budget
PAGE B-18
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.
INTRODUCTION
PAGE B-19
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 reappropriation 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.
INTRODUCTION
PAGE B-20
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
$1,000 assessed value
= 1 mill
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.
Calculation of City tax on a $100,000 owneroccupied residence, using proposed City millage (for
illustration only):
Market value
x Assessment ratio
Assessed value
x Millage rate
Tax bill
INTRODUCTION
$100,000
x .04
$ 4,000
.0894
$ 357.60
PAGE B-21
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
Duke Energy Corporation
Simon Haywood LLC & Bellwether
TD Bank NA A USA Corporation
Verdae Properties, Inc.
Bellsouth Telecomm, Inc.
Windstream Nuvox Comm Inc.
Daniel International Corporation
FRI Greenville II LLC Riverside
Shops at Greenridge LLC
Hubbell Lighting, Inc.
TOTALS
Source: Comprehensive Annual Financial Report for the
% of Total Assessed
Valuation
$5,942,340
$5,496,390
$4,230,080
$4,185,310
$3,693,800
$3,613,510
$3,478,370
$2,919,050
$2,758,390
$2,217,790
$38,535,030
year ending June 30, 2013.
1.6%
1.5%
1.1%
1.1%
1.0%
1.0%
0.9%
0.8%
0.7%
0.6%
10.30%
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 1415 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.
INTRODUCTION
PAGE B-22
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.
INTRODUCTION
PAGE B-23
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.
INTRODUCTION
PAGE B-24
STRATEGIC INITIATIVES
PAGE C-1
PAGE C-2
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
PAGE C-3
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.
PAGE C-4
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
Violent crimes (per 1,000 residents).
Non-violent crimes (per 1,000 residents).
Annual fire loss (as a percentage of total market
valuation).
2012
8.9
2013
7.8
57.1
55.1
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
Recycled municipal solid waste (as a percentage of
total solid waste).
Acres of green space held in public trust (per capita).
2012
2013
17.1%
17.5%
0.017
0.017
Annual gallons of water used (per capita).
Average value particulate matter count (micrograms
per cubic meter).
Number of main wastewater system overflows.
53,053
47,969
9.6
9.0
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
PAGE C-5
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
$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%
$202,792,495
$250,188,647
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
Total business license gross receipts reported per year.
Annual buildings permit value.
Annual buildings permit volume.
PAGE C-6
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
Number of new housing units developed in the City per
year (net of demolitions).
Percentage of new housing units developed in the City
that are affordable.
Percentage of existing housing units that are owneroccupied.
2012
2013
563
309
11.7%
8.1%
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
PAGE C-7
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 owneroccupied 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
Greenville is a MOBILE CITY with a comprehensive transportation network that allows
connectivity through multimodal options.
MEASURES
2012
2013
831,288
998,000
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%
Number of transit riders per year.
Average street rating on a scale from 2-10.
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-timeperformance 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%.
PAGE C-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
1,627,180
1,606,659
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%
Annual attendance at arts and other performance events.
Annual attendance at cultural facilities.
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.
PAGE C-9
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
Percentage of employees from a racial or ethnic
minority.
Annual M/WBE utilization rate.
2012
2013
29.1%
29.1%
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.
PAGE C-10
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.
GENERAL FUND
PAGE D-1
GENERAL FUND
PAGE D-2
FY 2014-15 GENERAL FUND
ALL EXPENDITURES AND REVENUES
GENERAL FUND REVENUES
Taxes
Intergovernmental
Fees and Charges
Fines and Costs
Other Revenue
TOTAL GEN. FUND REVENUES
$
GENERAL FUND EXPENDITURES
$
Non-Departmental
Human Resources
Police Department
Fire Department
SUBTOTAL GEN. FUND EXPEND.
Transfers
Debt Service
TOTAL GEN. FUND EXPEND.
Excess (deficiency) of
revenues over expenditures
GENERAL FUND
$
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
28,263,770
27,084,896
2,239,245
835,664
409,301
1,085,727
5,155,978
65,074,581
29,390,665
29,209,795
2,427,445
854,601
379,153
1,148,721
15,589,567
78,999,947
29,145,520
28,106,514
2,434,390
778,800
382,200
1,018,232
3,984,982
65,850,638
31,516,941
30,077,705
2,448,410
870,083
347,750
981,877
5,347,261
71,590,027
3,602,705
1,312,264
945,455
2,061,979
1,355,130
4,855,286
18,629,220
11,934,343
7,897,487
6,220,097
58,813,966
3,620,068
1,594,492
917,737
2,092,382
1,255,585
4,711,756
18,726,105
10,729,158
7,853,760
6,552,676
58,053,719
3,872,506
1,911,490
955,987
2,492,579
1,431,269
4,742,270
20,131,676
11,581,624
8,323,847
7,184,599
62,627,847
3,939,558
2,068,890
949,926
2,790,141
1,460,574
4,768,191
20,640,640
15,681,603
8,708,030
7,513,243
68,520,796
2,972,704
1,615,771
4,146,881
12,997,096
3,513,450
1,566,373
4,393,660
1,732,471
63,402,441
75,197,696
67,707,670
74,646,927
1,672,140
3,802,251
(1,857,032)
(3,056,900)
PAGE D-3
(FY 2014-15 GENERAL FUND ALL EXPENDITURES AND REVENUES CONTINUED)
FUND BALANCE
Fund Balance, Beginning of Year
$
Fund Balance, End of Year
Assigned For:
Vehicle / Equip. Purchases
Other Purposes
Unreserved:
Designated/Fund Balance Policy
Unassigned
$
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
15,930,147
17,602,287
21,404,538
19,547,506
17,602,287
21,404,538
19,547,506
16,490,606
600,000
342,000
1,857,032
1,195,434
3,056,900
0
0
0
13,104,947
3,555,340
17,602,287
13,541,534
4,810,538
21,404,538
14,929,385
1,561,221
19,547,506
14,929,385
1,561,221
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.
GENERAL FUND
PAGE D-4
REVENUES
$71,590,027
FEES AND
CHARGES
1.2%
LICENSES AND
PERMITS
42.0%
OTHER SOURCES
7.5%
TAXES
44.0%
INTERGOVER.
3.4%
OTHER REVENUE
1.4%
TAXES
Real Property
Residential
Homestead Tax Exemption
Commercial
Mobile Homes
Personal Property
Boats
Aircraft
Boat Motors
Business Furniture
GENERAL FUND
$
FINES AND COSTS
0.5%
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
7,400,210
539,752
12,117,185
16
20,057,163
7,559,976
545,026
12,480,863
16
20,585,881
7,803,376
545,000
12,953,628
16
21,302,020
8,170,417
538,604
13,968,620
14
22,677,655
47,066
30,691
8,672
383,389
469,818
46,453
27,206
8,949
0
82,608
46,872
14,086
9,753
0
70,711
50,595
17,233
10,627
0
78,455
PAGE D-5
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
95,136
94,689
1,129,760
103,666
140,803
1,049,366
2,613,420
125,633
108,678
1,559,864
0
135,820
1,012,442
2,942,437
125,761
223,654
1,651,755
0
93,693
1,049,000
3,143,863
125,236
229,638
1,789,073
0
133,817
1,101,900
3,379,664
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
2,548,351
2,726,780
2,521,000
3,081,449
28,263,770
29,390,665
29,145,520
31,516,941
3,897,399
720,835
666,469
63,582
6,625
158,049
5,512,959
3,986,264
845,533
686,628
0
5,000
205,035
5,728,460
4,146,000
682,000
681,000
0
5,000
203,000
5,717,000
4,105,852
868,944
714,368
0
5,100
213,319
5,907,583
768,306
7,981,740
3,255,633
816,424
2,910,028
677,200
1,705,654
186,719
64,479
1,257,140
150,334
752,840
8,836,962
3,376,104
919,796
2,944,447
709,209
1,659,300
220,991
63,985
1,682,882
119,371
768,000
8,086,464
3,530,000
958,000
2,984,000
709,000
1,673,000
220,000
60,000
1,320,000
158,000
749,844
8,794,749
3,738,125
1,021,760
3,171,188
787,500
1,687,080
252,000
59,160
1,465,450
117,300
Department of Revenue
Rail/Pipelines
Mfg./Pers. Prop.
Furniture/Fixtures
Furn./Fixt. Penalty
Mfg. Real Property
FILO
Public Utilities
Vehicles
TOTAL TAXES
LICENSES AND PERMITS
Franchise Fees
Duke Energy
Piedmont Gas
Cable TV
AT&T
Dukenet
AT&T Video Service
Business Licenses
Telecommunications
Insurance Companies
Retail
Wholesale
Service
Hotels/Amusements
Professional
Restaurants/Bars
Finance Companies
Contractors
Media
GENERAL FUND
PAGE D-6
Business Licenses (Continued)
Commercial Properties
Office Maintained
Group Event Licenses
Coin Amusement Licenses
Prior Year Fees
Exhibitions
Other
Anniversary Discount Refunds
Business License Penalties
Non-Business Permits
Building Permits
Plumbing Permits
Electrical Permits
HVAC Permits
Occupancy Permits
Sign Permits
Street Cut Permits
Encroachment Permits
Blasting
Sprinkler Alarm
Misc. Fire Permits
Miscellaneous
Taxi Driver Permits
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL
State
Merchants Inventory
Aid to Subdivisions
Other
County Road Improvements
TOTAL INTERGOVERNMENTAL
GENERAL FUND
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
328,987
0
15,905
1,813
123,630
0
4,000
0
131,772
20,379,764
342,907
61,749
12,145
1,825
42,038
20,253
4,000
-70,774
210,290
21,910,320
338,000
66,000
16,000
1,750
40,000
21,000
4,000
0
167,000
21,120,214
351,230
77,250
12,885
1,936
44,599
23,690
4,000
-75,085
223,097
22,507,758
750,572
92,949
94,670
79,477
32,690
36,961
55,431
6,981
2,800
25,700
7,000
3,052
3,890
1,192,173
933,385
145,976
145,655
142,285
33,280
46,910
54,939
14,421
0
41,200
7,600
2,339
3,025
1,571,015
752,000
116,000
128,000
113,000
32,000
40,000
39,000
7,000
2,800
25,000
8,000
2,500
4,000
1,269,300
1,072,264
140,215
120,842
137,529
34,278
48,317
56,587
14,853
0
23,909
7,828
2,626
3,116
1,662,364
27,084,896
29,209,795
28,106,514
30,077,705
857,976
1,068,030
1,926,006
857,976
1,260,188
2,118,164
857,976
1,269,414
2,127,390
857,976
1,269,414
2,127,390
313,239
313,239
309,281
309,281
307,000
307,000
321,020
321,020
2,239,245
2,427,445
2,434,390
2,448,410
PAGE D-7
FEES AND CHARGES
General Government
Reinspection Fees
Plan Reviews
Zoning Fees
Driveway Cut Fees
Check Service Charge
Cemetery Fees
REWA Admin. Fee
Planning Commission Fees
Board of Zoning Appeals Fees
Design and Preservation Com. Fees
CVB Information Tech. Services
Miscellaneous
Public Safety
False Burglar Alarm Fees
Burglar Alarm Registration
Wrecker Service
Fire Protection
False Fire Alarm Fees
Fire Alarm Monitoring Fees
Cert. of Necessity - Taxicab
Code Enforcement Violations
Recreation and Event Fees
Comm. Center - Pearse
Comm. Center - Hellams
Comm. Center - Butler
Comm. Center - Nicholtown
Comm. Center - W. Greenville
Super Summer
Athletics
League Fees
Picnic Shelters
Special Events
GENERAL FUND
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
3,920
124,973
9,035
2,456
600
21,300
29,125
11,200
11,540
15,950
13,200
32,863
276,162
5,080
168,154
12,550
4,999
660
14,850
42,125
9,950
14,810
17,900
12,100
36,403
339,581
4,000
140,000
9,500
2,300
500
14,000
23,000
10,000
14,000
17,500
13,200
25,350
273,350
5,232
193,354
12,927
2,369
515
19,650
30,893
12,065
10,471
18,437
12,463
20,057
338,433
104,740
8,870
15,000
114,349
800
150
9,650
42,928
296,487
69,260
8,170
15,000
113,307
650
0
11,220
29,305
246,912
74,000
8,000
15,000
113,000
500
0
9,750
32,000
252,250
61,200
6,151
15,000
115,573
677
0
12,561
32,680
243,842
410
1,430
105
1,730
12,078
29,094
5,072
86,464
36,030
24,404
768
445
105
1,568
9,315
25,349
3,358
97,762
47,851
24,680
100
100
0
1,000
9,000
30,000
3,000
86,000
38,000
24,000
799
463
0
1,631
9,691
26,373
3,494
101,712
54,085
25,676
PAGE D-8
Recreation and Event Fees (Continued)
Falls Park
Special Events Wristbands
Misc. Recreation Fees
TOTAL FEES AND CHARGES
FINES AND COSTS
Criminal and Traffic Fines
Miscellaneous
TOTAL FINES AND COSTS
OTHER REVENUE
Interest Earnings
Interest - Pooled
Interest - Other
Rents and Royalties
Fire Training
City Hall Roof
PCS/Cellular Tower
Falls Park - Overlook Grill
International Center
Miscellaneous Rentals
Sales
Property Sales
Surplus Equipment
Miscellaneous Sales
GENERAL FUND
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
19,859
46,339
0
263,015
12,139
44,768
0
268,108
15,000
47,000
0
253,200
16,407
46,577
900
287,808
835,664
854,601
778,800
870,083
405,121
4,180
409,301
375,779
3,374
379,153
379,000
3,200
382,200
344,240
3,510
347,750
409,301
379,153
382,200
347,750
27,424
1,415
28,839
27,390
13,114
40,504
20,000
0
20,000
28,496
10,658
39,154
5,997
20,735
32,400
12,398
5,040
8,916
85,486
12,825
21,047
32,940
5,034
0
7,844
79,690
13,000
21,625
33,900
0
0
1,000
69,525
5,100
21,897
34,271
5,136
0
5,620
72,024
0
79,150
443
79,593
15,651
51,339
15
67,005
0
50,000
0
50,000
0
53,413
15
53,428
PAGE D-9
External Reimbursements
Emergency Preparedness
Vacant Lot Clearing
Event Permits
State Traffic Division
Greenville County School District
Health/Dental Premiums*
Employee Tobacco Surcharge
Miscellaneous
TOTAL OTHER REVENUE
OTHER SOURCES/TRANSFERS
Stormwater Fund
Wastewater Fund
Parking Enterprise Fund
Law Enforcement Fund
Miscellaneous Grants
GO Bond Proceeds
Capital Leases
TOTAL OTHER SOURCES/TRANSFERS
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
4,057
5,130
271,466
237,030
248,000
2,625
54,046
69,455
891,809
5,301
8,550
284,796
235,942
248,000
888
49,552
128,493
961,522
4,400
8,600
260,000
236,000
248,000
0
47,207
74,500
878,707
5,515
5,100
268,260
243,452
248,000
0
0
46,944
817,271
1,085,727
1,148,721
1,018,232
981,877
298,079
244,710
275,120
0
0
20,060
2,374,921
241,504
21,035
371,868
0
1,308,681
5,155,978
289,458
275,747
321,960
21,490
3,806
32,182
2,490,607
255,957
22,189
418,905
11,457,266
0
15,589,567
341,801
225,000
373,676
0
0
50,513
2,380,416
98,150
23,360
492,066
0
0
3,984,982
323,052
229,500
329,417
0
0
43,754
2,636,347
114,800
303,116
417,275
0
950,000
5,347,261
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
GENERAL FUND
PAGE D-10
EXPENDITURES
$74,646,927
LEGISLATIVE AND
ADMIN.
5.3%
PARKS &
RECREATION
10.1%
NON-DEPART. /
TRANSFER / DEBT
SERVICE
11.0%
PUBLIC WORKS
11.7%
PUBLIC
INFORMATION
1.3%
HR
2.0%
OMB
6.4%
FIRE
21.0%
POLICE
27.7%
Mayor and Council
City Attorney's Office
Municipal Court
City Manager's Office
City Clerk's Office
Non-Departmental
Non-Dept: Operations
Public Information Division
Special Events
GENERAL FUND
$
ECON. AND COMM.
DEV.
3.7%
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
288,358
888,477
1,477,952
776,676
171,242
3,602,705
271,107
939,905
1,481,560
746,482
181,014
3,620,068
292,863
957,612
1,595,073
813,560
213,398
3,872,506
293,720
982,884
1,632,738
844,382
185,834
3,939,558
1,312,264
1,312,264
1,594,492
1,594,492
1,911,490
1,911,490
2,068,890
2,068,890
513,590
431,865
945,455
499,820
417,917
917,737
529,047
426,940
955,987
523,389
426,537
949,926
PAGE D-11
Building and Prop. Maintenance
Planning and Zoning
Human Resources
Human Resources
Occupational Health
Administration Division
Accounting Division
Revenue Division
Purchasing Division
Geographic Information Systems
Information Technology
Police Department
Police Chief's Office
Support Division
Operations Division
Communications Section
Fire Department
Fire Administration Division
Fire Prevention Division
Fire Suppression Division
Fire Services Division
GENERAL FUND
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
566,440
1,088,643
406,896
2,061,979
581,299
1,097,556
413,527
2,092,382
785,813
1,220,398
486,368
2,492,579
788,801
1,433,230
568,110
2,790,141
882,370
472,760
1,355,130
806,057
449,528
1,255,585
945,973
485,296
1,431,269
940,124
520,450
1,460,574
433,140
473,408
666,747
401,655
400,005
2,480,331
4,855,286
453,548
529,108
692,344
421,140
410,772
2,204,844
4,711,756
419,554
501,033
723,491
422,497
416,614
2,259,081
4,742,270
414,940
484,838
752,685
430,760
392,435
2,292,533
4,768,191
416,477
1,140,221
6,151,407
9,099,232
1,821,883
18,629,220
431,277
1,348,795
6,375,955
8,746,225
1,823,853
18,726,105
423,224
1,338,726
6,719,066
9,728,331
1,922,329
20,131,676
435,811
1,606,651
7,317,605
9,274,105
2,006,468
20,640,640
236,213
429,219
10,633,958
634,953
11,934,343
236,937
584,258
9,268,938
639,025
10,729,158
228,359
588,566
10,036,300
728,399
11,581,624
243,597
579,571
14,146,888
711,547
15,681,603
PAGE D-12
Public Works Administration
Traffic Engineering Division
Engineering Division
Construction Inspection Bureau
Streets Division
Building Services Division
Trolley Operations
Downtown Infrastructure Maintenance
Parks and Recreation Administration
Recreation Division
Parks Maintenance Division
Rights-of-Way Division
Beautification Division
Tree Maintenance Division
Falls Park Crew
Transfers
Transfers
Debt Service
TOTAL GENERAL FUND
GENERAL FUND
$
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
410,593
2,309,944
657,489
583,639
2,104,194
1,296,579
140,623
394,426
7,897,487
414,677
2,350,824
698,710
533,112
2,088,603
1,269,247
155,915
342,672
7,853,760
433,421
2,382,532
736,406
637,086
2,259,707
1,382,629
0
492,066
8,323,847
441,030
2,489,746
777,723
703,918
2,544,767
1,384,366
0
366,480
8,708,030
668,247
1,166,353
1,436,909
548,516
1,205,822
454,660
739,590
6,220,097
720,853
1,289,796
1,669,189
556,160
1,036,405
493,752
786,521
6,552,676
781,521
1,505,460
1,728,221
625,242
1,142,209
547,374
854,572
7,184,599
797,406
1,629,960
1,710,234
628,819
1,195,263
480,820
1,070,741
7,513,243
2,972,704
1,615,771
4,146,881
12,997,096
3,513,450
1,566,373
4,393,660
1,732,471
63,402,441
75,197,696
67,707,670
74,646,927
PAGE D-13
EXPENDITURES BY TYPE
EXPENDITURES BY TYPE
FY 2011-12 THROUGH FY 2014-15
$50,000,000
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
11-12 Actual
12-13 Actual
Personnel Services
13-14 Budget
Operating Expenditures
14-15 Budget
Capital Outlay
Other
SUMMARY SCHEDULE BY EXPENDITURE TYPE
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
Transfers
Debt Service
$
$
GENERAL FUND
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
43,183,553
9,932,932
2,120,881
1,329,086
2,247,514
2,972,704
1,615,771
63,402,441
43,329,702
10,379,141
2,305,090
1,359,264
680,522
4,146,881
12,997,096
75,197,696
45,001,454
11,206,592
2,349,120
1,505,093
2,565,588
3,513,450
1,566,373
67,707,670
46,830,255
11,793,877
2,195,172
1,618,580
6,082,912
4,393,660
1,732,471
74,646,927
PAGE D-14
FY 2014-15 CAPITAL OUTLAY IN THE OPERATING BUDGET
Department/Division
PIE/Public Information
OMB/Information Technology
Police/Operations
Police/Support
Fire/Suppression
Fire/Suppression
Fire/Suppression
Capital Item(s)
Replace 1 Vehicle
Computer Replacements and Upgrades
Replace 27 Vehicles
Replace 9 Vehicles
Replace 2 Vehicles
Replace 1 Quint*
Verdae/Woodruff Station
Construction and Other Fire Station
Improvements
Public Works/Traffic Engineering
Public Works/Traffic Engineering
Public Works/Streets
Parks and Rec./Parks Maintenance
Parks and Rec./Beautification
Parks and Rec./Falls Park Crew
Total, General Fund Capital Outlay
Replace 2 Vehicles
Upgrade Signal Software
Replace 1 Tractor Backhoe
Replace 1 Sand Spreader
Replace 1 Dump Truck
Replace 1 Front Mount Mower
Replace 2 Vehicles
Purchase 1 Vehicle
Amount Budgeted
$25,000
$165,000
$862,569
$287,523
$57,000
$950,000
$3,343,153
$55,000
$41,667
$85,000
$16,000
$90,000
$22,000
$58,000
$25,000
$6,082,912
Enterprise Funds (These capital items are captured in each individual Enterprise Fund, and are not included
in the General Fund. They are included here for informational purposes only.)
Fund
Wastewater
Wastewater
Wastewater
Solid Waste
Solid Waste
Solid Waste
Stormwater
Stormwater
Stormwater
Greenville Zoo
Greenville Zoo
Total, Enterprise Funds Capital Outlay
Capital Item(s)
Replace 1 Track Skid Steer Loader
Replace 1 Mini Excavator
Replace 1 Dump Truck
Replace 1 Garbage Rear Loader
Purchase 1 Automated Leaf Truck
Replace 1 Walking Floor Trailer
Replace 1 Mini Excavator
Replace 1 Tractor Loader
Replace 1 Vehicle
Purchase 1 Walk-in Freezer
Replace 1 Clubcar
Amount Budgeted
$80,000
$90,000
$80,000
$160,000
$160,000
$75,000
$65,000
$87,000
$35,000
$16,000
$11,000
$859,000
Internal Service Funds (These capital items are captured in each individual Internal Service Fund, and are
not included in the General Fund. They are included here for informational purposes only.)
Capital Item
Fund
Fleet Services
Replace 1 Vehicle
Total, Internal Service Funds Capital Outlay
Amount Budgeted
$35,000
$35,000
*Purchased through a lease-purchase agreement
GENERAL FUND
PAGE D-15
FY 2014-15 SUMMARY OF PERSONNEL CHANGES
Department/Division
ED / Building and Prop. Maint.
ED / Building and Prop. Maint.
ED / Planning and Zoning
Police / Support
Position(s)
Addition - 2
Addition - 1
Addition - 1
Addition - 1
Inspector
Police / Support
Reduction - 1 Investigative Services
Specialist
($44,385)
Fire / Fire Suppression
PW / Streets
PW / Construction Inspection
Addition - 3 Firefighter II's
Addition - 2 Streets Cleaning Tech II's
Addition - 1 Senior Engineering
Technician
$144,268
$93,017
$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
Inspectors
Permit Technician
Zoning Officer
PT CBD Compliance
Total, General Fund Personnel Changes
Amount Budgeted
$135,674
$44,397
$56,773
$38,051
$612,398
Internal Service Funds (These personnel are captured in each individual Internal Service Fund, and are not
included in the General Fund. They are included here for informational purposes only.)
Fund
Position(s)
Health Benefits
1 Administrative Assistant
Fleet Services
3 Mechanic II's
Total, Internal Service Fund Personnel Changes
Amount Budgeted
$42,371
$140,526
$182,897
Enterprise Funds (These personnel are captured in each individual Enterprise Fund, and are not included
in the General Fund. They are included here for informational purposes only.)
Fund
Position(s)
Parking / RiverPlace
Addition - 4
Stormwater/Administration
Addition - 1
Stormwater/Administration
Addition - 1
Transit / Demand Response
Addition - 1
Transit / Non-Vehicle Maintenance
Addition - 1
Total, Enterprise Funds Personnel Changes
GENERAL FUND
Attendants
PT Sr. Civil Engineer
Civil Engineer
Dispatcher
Bus Shelter Servicer
Amount Budgeted
$139,943
$48,155
$75,124
$40,148
$40,148
$343,518
PAGE D-16
LEGISLATIVE
AND
ADMINISTRATIVE
GENERAL FUND
PAGE D-17
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)
OMB
POLICE
ECONOMIC AND
COMMUNITY
DEVELOPMENT
CITY ATTORNEY
(08 FT)
CITY MANAGER
(04 FT)
MUNICIPAL COURT
(17 FT)
(2 PT)
PUBLIC WORKS
PARKS & RECREATION
FIRE
HUMAN RESOURCES
LEGISLATIVE AND ADMINISTRATIVE
FY 2014-15 PERSONNEL SUMMARY
2011-12
2012-13
2013-14
Actual
Actual
Budget
Authorized Staffing
Mayor and Council
Municipal Court
City Clerk's Office
TOTAL STAFFING
GENERAL FUND
8
8
19
4
2
41
8
8
19
4
2
41
8
8
19
4
2
41
PUBLIC
INFORMATION
AND EVENTS
PUBLIC
TRANSPORTATION
2014-15
Budget
Total Change
FY15 - FY14
8
8
19
4
2
41
0
0
0
0
0
0
PAGE D-18
FY 2014-15 LEGISLATIVE AND
ADMINISTRATIVE OPERATING BUDGET
$7,740,919
City Clerk's Office
5%
City Manager's
Office
21%
Mayor and
Council
7%
City Attorney's
Office
25%
Municipal Court
42%
FY 2014-15 OPERATING BUDGET SUMMARY
Divisions
Mayor and Council
Municipal Court
City Clerk's Office
Subtotal, Divisions
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
% Change
FY15 - FY14
288,358
888,477
1,477,952
776,676
171,242
3,602,705
271,107
939,905
1,481,560
746,482
181,014
3,620,068
292,863
957,612
1,595,073
813,560
213,398
3,872,506
293,720
982,884
1,632,738
844,382
185,834
3,939,558
0.3%
2.6%
2.4%
3.8%
-12.9%
1.7%
1,615,771
1,312,264
12,997,096
1,594,492
1,566,373
1,911,490
1,732,471
2,068,890
10.6%
#DIV/0!8.2%
$
6,530,740
18,211,656
7,350,369
7,740,919
5.3%
$
2,772,540
2,099,743
1,578
41,108
0
1,615,771
6,530,740
2,904,554
2,258,985
2,790
41,027
7,204
12,997,096
18,211,656
2,970,286
2,762,667
1,824
42,540
6,679
1,566,373
7,350,369
3,065,794
2,898,322
3,151
41,181
0
1,732,471
7,740,919
3.2%
4.9%
72.8%
-3.2%
-100.0%
10.6%
5.3%
$
$
Debt Service
Non-Dept: Operations
TOTAL
Expenditure Category
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
Debt Service
TOTAL EXP. BY CATEGORY
GENERAL FUND
$
PAGE D-19
GENERAL FUND
PAGE D-20
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.
MAYOR AND CITY COUNCIL
2011-12
Actual
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2012-13
Actual
2013-14
Budget
2014-15
Budget
$213,134
67,805
1,578
5,841
0
$288,358
215,197
47,158
2,790
5,962
0
271,107
$220,302
63,816
1,824
6,921
0
$292,863
$223,221
60,436
3,151
6,912
0
$293,720
8
8
8
8
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.
GENERAL FUND
PAGE D-21
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.
CITY ATTORNEY'S OFFICE
2011-12
Actual
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2012-13
Actual
2013-14
Budget
2014-15
Budget
$822,788
57,328
0
8,361
0
$888,477
873,882
57,536
0
8,487
0
939,905
$880,360
68,010
0
9,242
0
$957,612
$903,272
71,010
0
8,602
0
$982,884
8
8
8
8
The City Attorney’s budget increases 2.6% over the FY 2013-14 Adopted Budget and reflects:
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.
GENERAL FUND
PAGE D-22
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.
MUNICIPAL COURT
2011-12
Actual
EXPENDITURES
Personnel Services
County Prisoner Detention
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
Part-Time Staff
TOTAL STAFFING
2012-13
Actual
2013-14
Budget
2014-15
Budget
$1,021,763
63,633
376,187
0
16,369
0
$1,477,952
1,076,756
35,283
352,867
0
16,654
0
1,481,560
$1,128,676
53,266
395,000
0
18,131
0
$1,595,073
$1,166,233
54,426
395,000
0
17,079
0
$1,632,738
16
3
19
16
3
19
17
2
19
17
2
19
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.

GENERAL FUND
PAGE D-23
(MUNICIPAL COURT CONTINUED)
SUSTAINABLE CITY
Completed
Initiative
FY 14-15
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
Through a variety of sentencing programs, promote civil behavior,
education and employment, while minimizing drug and alcohol abuse and
other forms of criminal behavior.
Completed
Initiative
FY 14-15
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.
GENERAL FUND
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Continue, in collaboration with law enforcement, to enhance safe traffic
flow and minimized congestion and unsafe behavior of drivers.
INCLUSIVE CITY
Ongoing
Initiative

Continue collaboration with law enforcement and other departments to
keep Greenville a city of thriving, safe, and productive neighborhoods.
MOBILE CITY
Ongoing
Initiative
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-24
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.
CITY MANAGER'S OFFICE
2011-12
Actual
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2012-13
Actual
2013-14
Budget
2014-15
Budget
$560,642
207,437
0
8,597
0
$776,676
579,571
151,754
0
7,953
7,204
746,482
$581,286
226,585
0
5,689
0
$813,560
$611,573
226,560
0
6,249
0
$844,382
4
4
4
4
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.
GENERAL FUND
PAGE D-25
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.
CITY CLERK'S OFFICE
2011-12
Actual
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2012-13
Actual
2013-14
Budget
2014-15
Budget
$154,213
15,089
0
1,940
0
$171,242
159,148
19,895
0
1,971
0
181,014
$159,662
44,500
0
2,557
6,679
$213,398
$161,495
22,000
0
2,339
0
$185,834
2
2
2
2
The City Clerk’s Office budget decreases 12.9% from the FY 2013-14 Adopted Budget and reflects:
• Reduction of $22,500 due to one-time costs to update the City Code.
INCLUSIVE CITY
Completed
Initiative
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.

GENERAL FUND
PAGE D-26
NON-DEPARTMENTAL
City contractual commitments, memberships, programs, transfers, and other expenditures not
directly related to specific departmental operations are reflected here.
NON-DEPARTMENTAL
2011-12
Actual
EXPENDITURES
TRANSFERS
Capital Projects Fund
Miscellaneous Grants Fund
Victim Witness Fund
Wastewater Fund
Solid Waste Fund
Total Transfers
TOTAL EXPENDITURES
2012-13
Actual
2013-14
Budget
2014-15
Budget
$1,312,264
1,594,492
$1,911,490
$2,068,890
646,000
22,233
0
0
2,304,471
2,972,704
1,625,000
0
34,292
414,377
2,073,212
4,146,881
1,526,000
0
20,142
0
1,967,308
3,513,450
2,219,450
0
46,902
0
2,127,308
4,393,660
$4,284,968
5,741,373
$5,424,940
$6,462,550
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
Information Technology Improvement Program
GTA Subsidy For Routes
Wade Hampton Fire District Agreement
GTA Subsidy For Trolley
Public Safety Camera Poles
Verdae Public Improvements
Contingency
Taxes
Miscellaneous
Parker Fire District Agreement
Richland Cemetery Tower Revenue Sharing
TOTAL OPERATING EXPENDITURES
GENERAL FUND
$650,000
410,000
355,000
190,000
105,000
80,000
78,000
75,000
60,000
46,000
16,500
3,390
$2,068,890
PAGE D-27
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.
GENERAL DEBT SERVICE
2011-12
Actual
EXPENDITURES
Principal Retirement
Interest Charges
Fiscal Charges
Pmt. to Refund. Debt Escrow
Bond Issuance Costs
TOTAL EXPENDITURES
$1,157,338
456,433
2,000
0
0
$1,615,771
2012-13
Actual
1,371,096
242,811
1,734
11,203,450
178,005
12,997,096
2013-14
Budget
$1,244,065
319,808
2,500
0
0
$1,566,373
2014-15
Budget
$1,417,186
312,785
2,500
0
0
$1,732,471
FY 2014-15 BREAKDOWN OF PRINCIPAL AND INTEREST
PRINCIPAL
2014 Capital Lease Principal (Phone Replacement Project)
2012 GO Bond Principal
2012 Capital Lease Principal
2010 Capital Lease Principal
2010 Qualified Energy Conservation Bonds Principal
TOTAL PRINCIPAL
INTEREST
2014 Capital Lease Interest (Phone Replacement Project)
2012 GO Bond Interest
2012 Capital Lease Interest
2010 Capital Lease Interest
2010 Qualified Energy Conservation Bonds Interest
TOTAL INTEREST
GENERAL FUND
139,000
845,000
261,834
153,232
18,120
$1,417,186
26,410
253,375
13,074
4,344
15,582
$312,785
PAGE D-28
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.
GENERAL FUND
PAGE D-29
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)
*Event Management
(06 FT)
SPECIAL EVENTS
(04 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 Staffing
Special Events
TOTAL STAFFING
GENERAL FUND
2011-12
2012-13
2013-14
Actual
Actual
Budget
2014-15
Budget
Total Change
FY15 - FY14
7
5
12
7
5
12
0
0
0
7
5
12
7
5
12
PAGE D-30
FY 2014-15 PUBLIC INFORMATION AND
EVENTS OPERATING BUDGET
$949,926
Special Events
45%
Public
Information
Division
55%
Divisions
Special Events
Subtotal, Divisions
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
GENERAL FUND
$
$
$
$
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
% Change
FY15 - FY14
513,590
431,865
945,455
499,820
417,917
917,737
529,047
426,940
955,987
523,389
426,537
949,926
-1.1%
-0.1%
-0.6%
809,885
99,357
4,159
11,170
20,884
945,455
832,521
68,299
5,550
11,367
0
917,737
846,803
79,838
5,828
13,518
10,000
955,987
829,845
80,424
1,847
12,810
25,000
949,926
-2.0%
0.7%
-68.3%
-5.2%
150.0%
-0.6%
PAGE D-31
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.
PUBLIC INFORMATION DIVISION
2011-12
Actual
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2012-13
Actual
2013-14
Budget
2014-15
Budget
$451,030
30,990
4,159
6,527
20,884
$513,590
456,021
31,602
5,550
6,647
0
499,820
$471,963
33,500
5,828
7,756
10,000
$529,047
$456,023
33,340
1,847
7,179
25,000
$523,389
7
7
7
7
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.
GENERAL FUND
PAGE D-32
(PUBLIC INFORMATION DIVISION CONTINUED)
SAFE CITY
Completed
Initiative
FY 14-15
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.
SUSTAINABLE CITY

Completed
Initiative
FY 14-15
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.
PROSPEROUS CITY
Ongoing
Initiative

Completed
Initiative
FY 14-15
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.
Ongoing
Initiative
Ongoing
Initiative

Completed
Initiative
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.

GENERAL FUND
PAGE D-33
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.
SPECIAL EVENTS DIVISION
2011-12
Actual
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
2012-13
Actual
2013-14
Budget
2014-15
Budget
$358,855
68,367
0
4,643
0
$431,865
376,500
36,697
0
4,720
0
417,917
$374,840
46,338
0
5,762
0
$426,940
$373,822
47,084
0
5,631
0
$426,537
5
5
5
5
STAFFING
Full-Time Staff
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
July
Red, White, and Blue Festival
April
Para-cycling Championship
June-Aug.
Reedy River Concert Series
April-Sept.
Downtown Alive/Street Party
April-Sept.
Main St. Fridays/Street Party
May-Oct.
Saturday Market
GENERAL FUND
Month
October
December
January
September
May
May
Event
Fall for Greenville
Greenville Poinsettia Parade
The Greenville News Run D’town
Euphoria Food and Wine Festival
Highland Games Parade
Artisphere
PAGE D-34
(SPECIAL EVENTS DIVISION CONTINUED)
PROSPEROUS CITY
Completed
Initiative
FY 14-15
Initiative
Work with VisitGreenvilleSC and other organizations to promote Greenville
to out of town visitors.
MOBILE CITY

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

Administer downtown sidewalk encroachment regulations.
Ongoing
Initiative
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.

INCLUSIVE CITY
Completed
Initiative
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.

GENERAL FUND
PAGE D-35
GENERAL FUND
PAGE D-36
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.
GENERAL FUND
PAGE D-37
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)
ECONOMIC
DEVELOPMENT
(06 FT)
BUILDING AND PROP.
MAINT.
(18 FT)
PLANNING AND ZONING
(07 FT)
*COMMUNITY DEV.
(SPECIAL REVENUE)
(08 FT)
ECONOMIC AND COMMUNITY DEVELOPMENT
2011-12
2012-13
2013-14
Actual
Actual
Budget
Authorized Staffing
Planning and Zoning
TOTAL STAFFING
7
16
6
29
7
16
6
29
7
15
6
28
2014-15
Budget
Total Change
FY15 - FY14
7
18
7
32
0
3
1
4
*Funding and positions within Community Development are reflected in the Community Development,
HOME Special Revenue, and Miscellaneous Grants Funds.
GENERAL FUND
PAGE D-38
FY 2014-15 ECONOMIC AND COMMUNITY
DEVELOPMENT OPERATING BUDGET
$2,790,141
Planning and
Zoning
20%
Economic
Development
28%
Building and
Prop.
Maintenance
52%
Divisions
Planning and Zoning
Subtotal, Divisions
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
GENERAL FUND
$
$
$
$
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
% Change
FY15 - FY14
566,440
1,088,643
406,896
2,061,979
581,299
1,097,556
413,527
2,092,382
785,813
1,220,398
486,368
2,492,579
788,801
1,433,230
568,110
2,790,141
0.4%
17.4%
16.8%
11.9%
1,769,199
220,934
15,331
38,820
17,695
2,061,979
1,732,672
305,362
14,881
39,467
0
2,092,382
2,010,950
392,582
20,005
69,042
0
2,492,579
2,307,188
394,296
14,819
73,838
0
2,790,141
14.7%
0.4%
-25.9%
6.9%
0.0%
11.9%
PAGE D-39
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.
ECONOMIC DEVELOPMENT
2011-12
Actual
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2012-13
Actual
2013-14
Budget
2014-15
Budget
$461,677
97,993
0
6,770
0
$566,440
471,989
102,432
0
6,878
0
581,299
$612,478
166,139
0
7,196
0
$785,813
$615,694
166,153
0
6,954
0
$788,801
7
7
7
7
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.
PROSPEROUS CITY
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 CUICAR.
Continue to implement recommendations of the West Washington market
study, Green Avenue/Dunbar Street market study, and Reedy River Master
Plan.
GENERAL FUND
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative



PAGE D-40
(ECONOMIC DEVELOPMENT DIVISION CONTINUED)
PROSPEROUS CITY
Completed
Initiative
FY 14-15
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).
Ongoing
Initiative


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).

Assist with the development of residential development projects
throughout the City including creation of additional affordable housing
opportunities.
GENERAL FUND
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-41
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.
BUILDING AND PROPERTY MAINTENANCE DIVISION
2011-12
Actual
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2012-13
Actual
2013-14
Budget
2014-15
Budget
$939,110
90,112
15,331
26,395
17,695
$1,088,643
882,956
172,877
14,881
26,842
0
1,097,556
$981,679
189,877
20,005
28,837
0
$1,220,398
$1,209,867
191,727
14,819
16,817
0
$1,433,230
16
16
15
18
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.
GENERAL FUND
PAGE D-42
(BUILDING AND PROPERTY MAINTENANCE DIVISION CONTINUED)
SAFE CITY
Completed
Initiative
FY 14-15
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.

SUSTAINABLE CITY
Completed
Initiative
FY 14-15
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
Review the current business processes within the division to provide a
clear, customer-friendly development process.
Ongoing
Initiative




Completed
Initiative
FY 14-15
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.

GENERAL FUND
Ongoing
Initiative

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, realtime 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.
FY 14-15
Initiative
Ongoing
Initiative
Ongoing
Initiative
PAGE D-43
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
2011-12
Actual
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2012-13
Actual
2013-14
Budget
2014-15
Budget
$368,412
32,829
0
5,655
0
$406,896
377,727
30,053
0
5,747
0
413,527
$416,793
36,566
0
33,009
0
$486,368
$481,627
36,416
0
50,067
0
$568,110
6
6
6
7
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.
PROSPEROUS CITY
Completed
Initiative
FY 14-15
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.

GENERAL FUND
Ongoing
Initiative
PAGE D-44
(PLANNING AND ZONING DIVISION CONTINUED)
Implement Single Family Infill regulations.
Completed
Initiative
FY 14-15
Initiative


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.
GENERAL FUND
Ongoing
Initiative


PAGE D-45
GENERAL FUND
PAGE D-46
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.
GENERAL FUND
PAGE D-47
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)
Occupational
Health
(03 FT)
*HEALTH BENEFITS
(INTERNAL SERVICE)
(01 FT)
*Health Benefits is an Internal Service Fund and not included in the total Human Resources position count reflected in the
table below.
HUMAN RESOURCES
2011-12
2012-13
2013-14
Actual
Actual
Budget
Authorized Staffing
Human Resources
Occupational Health
TOTAL STAFFING
GENERAL FUND
6
3
9
6
3
9
6
3
9
2014-15
Budget
Total Change
FY15 - FY14
6
3
9
0
0
0
PAGE D-48
FY 2014-15 HUMAN RESOURCES
OPERATING BUDGET
$1,460,574
Occupational
Health
36%
Human Resources
64%
HUMAN RESOURCES
Divisions
Human Resources
Occupational Health
Subtotal, Divisions
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
GENERAL FUND
$
$
$
$
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
% Change
FY15 - FY14
882,370
472,760
1,355,130
806,057
449,528
1,255,585
945,973
485,296
1,431,269
940,124
520,450
1,460,574
-0.6%
7.2%
2.0%
827,428
514,081
0
8,396
5,225
1,355,130
782,900
464,151
0
8,534
0
1,255,585
929,109
492,586
0
9,574
0
1,431,269
904,839
546,337
0
9,398
0
1,460,574
-2.6%
10.9%
0.0%
-1.8%
0.0%
2.0%
PAGE D-49
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, preemployment testing, personnel records administration, and health services.
HUMAN RESOURCES
2011-12
Actual
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2012-13
Actual
2013-14
Budget
2014-15
Budget
$609,570
267,086
0
5,714
0
$882,370
558,288
241,963
0
5,806
0
806,057
$701,344
237,999
0
6,630
0
$945,973
$670,773
262,840
0
6,511
0
$940,124
6
6
6
6
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.
PROSPEROUS CITY
Completed
Initiative
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.

GENERAL FUND
PAGE D-50
(HUMAN RESOURCES CONTINUED)
INCLUSIVE CITY
Completed
Initiative
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.

GENERAL FUND
PAGE D-51
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.
OCCUPATIONAL HEALTH
2011-12
Actual
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2012-13
Actual
2013-14
Budget
2014-15
Budget
$217,858
246,995
0
2,682
5,225
$472,760
224,612
222,188
0
2,728
0
449,528
$227,765
254,587
0
2,944
0
$485,296
$234,066
283,497
0
2,887
0
$520,450
3
3
3
3
The Occupational Health budget increases 7.2% over the FY 2013-14 Adopted Budget and reflects:
• 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.
SAFE CITY
Completed
Initiative
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.

GENERAL FUND
PAGE D-52
(OCCUPATIONAL HEALTH CONTINUED)
SAFE CITY
Completed
Initiative
FY 14-15
Initiative
Continue proactive implementation of innovative and award-winning
wellness initiatives to promote employee health and wellness. Utilize datamining 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.
GENERAL FUND
Ongoing
Initiative



PAGE D-53
GENERAL FUND
PAGE D-54
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.
GENERAL FUND
PAGE D-55
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)
ACCOUNTING
(06 FT)
PURCHASING
(05 FT)
GIS
(05 FT)
IT
(09 FT)
BUDGET /
INTERNAL AUDIT
(02 FT)
*RISK MANAGEMENT
(INTERNAL SERVICE)
(01 FT)
REVENUE
(11 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.
OFFICE OF MANAGEMENT AND BUDGET
FY 2014-15 PERSONNEL BUDGET SUMMARY
2011-12
2012-13
2013-14
Actual
Actual
Budget
Authorized Staffing
Accounting Division
Revenue Division
Purchasing Division
TOTAL STAFFING
GENERAL FUND
5
6
11
5
9
5
41
5
6
11
5
9
5
41
4
6
11
5
9
5
40
2014-15
Budget
Total Change
FY15 - FY14
5
6
11
5
9
5
41
1
0
0
0
0
0
0
PAGE D-56
FY 2014-15 OFFICE OF MANAGEMENT AND
BUDGET OPERATING BUDGET
$4,768,191
Administration
Accounting
9%
10%
IT
48%
Revenue
16%
GIS
8%
Purchasing
9%
OFFICE OF MANAGEMENT AND BUDGET
Divisions
Accounting Division
Revenue Division
Purchasing Division
TOTAL
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
GENERAL FUND
$
$
$
$
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
% Change
FY15 - FY14
433,140
473,408
666,747
401,655
400,005
2,480,331
4,855,286
453,548
529,108
692,344
421,140
410,772
2,204,844
4,711,756
419,554
501,033
723,491
422,497
416,614
2,259,081
4,742,270
414,940
484,838
752,685
430,760
392,435
2,292,533
4,768,191
-1.1%
-3.2%
4.0%
2.0%
-5.8%
1.5%
0.5%
2,564,469
1,890,508
2,351
89,505
308,453
4,855,286
2,685,725
1,766,178
2,439
90,167
167,247
4,711,756
2,815,232
1,738,236
2,306
60,496
126,000
4,742,270
2,838,714
1,725,486
723
38,268
165,000
4,768,191
0.8%
-0.7%
-68.6%
-36.7%
31.0%
0.5%
PAGE D-57
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.
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$335,966
40,835
0
56,339
0
$433,140
$377,936
18,369
0
57,243
0
$453,548
$356,790
36,700
0
26,064
0
$419,554
$375,218
34,762
0
4,960
0
$414,940
3
2
5
3
2
5
4
0
4
3
2
5
STAFFING
Full-Time Staff
Part-Time Staff
TOTAL STAFFING
The Administration budget decrease 1.1% from the FY 2013-14 Adopted Budget and reflects:
and changes in health benefits elections.
• The conversion of a full-time position into two part-time positions which occurred during FY
2013-14.
PROSPEROUS CITY
Completed
Initiative
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).

GENERAL FUND
PAGE D-58
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.
ACCOUNTING DIVISION
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$382,424
85,474
0
5,510
0
$473,408
$409,844
113,662
0
5,602
0
$529,108
$416,158
79,050
0
5,825
0
$501,033
$401,431
77,900
0
5,507
0
$484,838
6
6
6
6
STAFFING
Full-Time Staff
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.
PROSPEROUS CITY
Completed
Initiative
FY 14-15
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.
MOBILE CITY
Completed
Initiative
FY 14-15
Initiative
Review monthly and annual financial data to the Greenville Transit
Authority.
SUSTAINABLE CITY
Implement electronic timekeeping software and employee self-serve to
replace paper timesheets and direct deposit pay stubs.
GENERAL FUND
Ongoing
Initiative
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-59
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.
REVENUE DIVISION
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$559,212
98,107
0
9,428
0
$666,747
$578,871
103,879
0
9,594
0
$692,344
$604,083
109,474
0
9,934
0
$723,491
$630,891
112,074
0
9,720
0
$752,685
11
11
11
11
STAFFING
Full-Time Staff
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.
PROSPEROUS CITY
Provide timely administration, collection, and compliance of the City’s
various revenues.
GENERAL FUND
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-60
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.
PURCHASING DIVISION
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$300,124
94,675
2,351
4,505
0
$401,655
$318,006
96,287
2,439
4,408
0
$421,140
$316,553
98,800
2,306
4,838
0
$422,497
$323,989
101,300
723
4,748
0
$430,760
5
5
5
5
STAFFING
Full-Time Staff
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.
PROSPEROUS CITY
Completed
Initiative
FY 14-15
Initiative

Update and improve procurement and contract policies and procedures.
INCLUSIVE CITY
Continue efforts to develop and nurture minority and woman-owned
businesses as defined in the City’s M/WBE policy.
GENERAL FUND
Ongoing
Initiative
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-61
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.
INFORMATION TECHNOLOGY (IT)
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$601,165
1,561,530
0
9,183
308,453
$2,480,331
$604,659
1,424,234
0
8,704
167,247
$2,204,844
$719,451
1,404,712
0
8,918
126,000
$2,259,081
$736,949
1,381,950
0
8,634
165,000
$2,292,533
9
9
9
9
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.
SAFE CITY
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.
GENERAL FUND
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative



PAGE D-62
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.
GEOGRAPHIC INFORMATION SYSTEMS (GIS)
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$385,578
9,887
0
4,540
0
$400,005
$396,409
9,747
0
4,616
0
$410,772
$402,197
9,500
0
4,917
0
$416,614
$370,236
17,500
0
4,699
0
$392,435
5
5
5
5
STAFFING
Full-Time Staff
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.
SAFE CITY
Completed
Initiative
FY 14-15
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.
SUSTAINABLE CITY

Completed
Initiative
FY 14-15
Initiative
Maintain storm drain inventory and stormwater-related GIS data for fee
calculations and annual billing process.
PROSPEROUS CITY
Continue to maintain an accurate and up-to-date inventory of City
property, structures, addresses, roads, and other physical features.
GENERAL FUND
Ongoing
Initiative
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-63
GENERAL FUND
PAGE D-64
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.
GENERAL FUND
PAGE D-65
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)
Internal Affairs
(03 FT)
Administration
(14 FT)
Operations
(108 FT)
Communications
Section
(31 FT)
Support
(85 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.
POLICE DEPARTMENT
FY 2014-15 PERSONNEL BUDGET SUMMARY
2011-12
2012-13
2013-14
Actual
Actual
Budget
Authorized Staffing
Support Division
Operations Division
TOTAL STAFFING
GENERAL FUND
5
14
76
110
30
235
5
12
71
117
30
235
5
12
75
113
30
235
2014-15
Budget
Total Change
FY15 - FY14
5
14
85
108
31
243
0
2
10
-5
1
8
PAGE D-66
FY 2014-15 POLICE DEPARTMENT
OPERATING BUDGET
$20,640,640
Police Chief's
Office
2%
Communications
Section
10%
Operations
Division
45%
Support Division
35%
Administration
Division
8%
POLICE DEPARTMENT
Divisions
Support Division
Operations Division
TOTAL
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
GENERAL FUND
$
$
$
$
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
% Change
FY15 - FY14
416,477
1,140,221
6,151,407
9,099,232
1,821,883
18,629,220
431,277
1,348,795
6,375,955
8,746,225
1,823,853
18,726,105
423,224
1,338,726
6,719,066
9,728,331
1,922,329
20,131,676
435,811
1,606,651
7,317,605
9,274,105
2,006,468
20,640,640
3.0%
20.0%
8.9%
-4.7%
4.4%
2.5%
15,321,655
880,442
1,232,874
667,552
526,697
18,629,220
15,222,285
1,221,679
1,260,450
683,980
337,711
18,726,105
15,493,649
1,079,312
1,384,872
680,609
1,493,234
20,131,676
16,223,903
1,223,752
1,270,277
772,616
1,150,092
20,640,640
4.7%
13.4%
-8.3%
13.5%
-23.0%
2.5%
PAGE D-67
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
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$407,192
4,346
0
4,939
0
$416,477
$422,497
3,937
0
4,843
0
$431,277
$414,187
3,937
0
5,100
0
$423,224
$427,005
3,937
0
4,869
0
$435,811
5
5
5
5
STAFFING
Full-Time Staff
The Police Chief’s Office budget increases 3.0% over the FY 2013-14 Adopted Budget and reflects:
adjustments.
SAFE CITY
Completed
Initiative
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.

GENERAL FUND
PAGE D-68
(POLICE CHIEF’S OFFICE CONTINUED)
PROSPEROUS CITY
Completed
Initiative
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.

Completed
Initiative
FY 14-15
Initiative
Allocate Crime Reduction Team personnel within neighborhoods based on
crime analysis through the COMPSTAT Program.
MOBILE CITY

Completed
Initiative
FY 14-15
Initiative
Manage and coordinate the deployment of mobile data terminals within
patrol vehicles.
Conduct thorough and unbiased investigations of all complaints in a timely
manner to ensure accountability, integrity, and public trust.
GENERAL FUND
Ongoing
Initiative

Completed
Initiative
FY 14-15
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.
INCLUSIVE CITY
Ongoing
Initiative
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-69
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.
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$824,362
254,718
48,405
12,736
0
$1,140,221
$891,304
415,377
28,833
13,281
0
$1,348,795
$869,175
408,709
40,692
20,150
0
$1,338,726
$1,082,687
477,235
33,110
13,619
0
$1,606,651
14
12
12
14
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.
SAFE CITY
Completed
Initiative
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.
GENERAL FUND

PAGE D-70
(ADMINISTRATION DIVISION CONTINUED)
SUSTAINABLE CITY
Completed
Initiative
FY 14-15
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.
PROSPEROUS CITY
Ongoing
Initiative

Completed
Initiative
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.

Completed
Initiative
FY 14-15
Initiative
Provide on-site surveys for City residences and businesses that promote
crime prevention; while implementing innovative strategies through
partnerships with neighborhood associations.
MOBILE CITY

Completed
Initiative
FY 14-15
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.
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.
GENERAL FUND
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

Manage public safety efforts for all special events.
INCLUSIVE CITY
Ongoing
Initiative
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-71
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.
OPERATIONS DIVISION
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$7,145,220
214,581
763,495
449,375
526,561
$9,099,232
$6,779,665
327,724
892,240
452,490
294,106
$8,746,225
$6,903,213
234,871
955,166
453,222
1,181,859
$9,728,331
$6,718,654
309,353
824,393
559,136
862,569
$9,274,105
110
117
113
108
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.
SAFE CITY
Completed
Initiative
FY 14-15
Initiative
Plan for adequate manpower to cover workload by using estimated call-forservice 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
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.
GENERAL FUND
Ongoing
Initiative
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-72
(OPERATIONS DIVISION CONTINUED)
PROSPEROUS CITY
Completed
Initiative
FY 14-15
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.

Completed
Initiative
FY 14-15
Initiative
Resource officers within schools provide a positive example to youth and
provide a direct link between administrators, parents, and law
enforcement.
MOBILE CITY
Completed
Initiative
FY 14-15
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.
GENERAL FUND
Ongoing
Initiative

Completed
Initiative
FY 14-15
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.
INCLUSIVE CITY
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.
Ongoing
Initiative
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-73
GENERAL FUND
PAGE D-74
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.
SUPPORT DIVISION
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$5,433,668
146,381
420,974
150,248
136
$6,151,407
$5,585,276
252,696
339,377
162,664
35,942
$6,375,955
$5,618,067
227,359
389,014
173,251
311,375
$6,719,066
$6,222,377
227,663
412,774
167,268
287,523
$7,317,605
76
71
75
85
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.
SAFE CITY
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative
Continue participation in initiatives to reduce specific crimes such as autobreak-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.

GENERAL FUND
PAGE D-75
(SUPPORT DIVISION CONTINUED)
Completed
Initiative
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.

MOBILE CITY
Provide selective traffic enforcement based on analysis of traffic flow,
collision data, citizen concerns, and other factors.
GENERAL FUND
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-76
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.
COMMUNICATIONS SECTION
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$1,511,213
260,416
0
50,254
0
$1,821,883
$1,543,543
221,945
0
50,702
7,663
$1,823,853
$1,689,007
204,436
0
28,886
0
$1,922,329
$1,773,180
205,564
0
27,724
0
$2,006,468
30
30
30
31
The Communications budget increases 4.4% over the FY 2013-14 Adopted Budget and reflects:
and changes in employee health benefits elections.
SAFE CITY
Completed
Initiative
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.

GENERAL FUND
PAGE D-77
(COMMUNICATIONS SECTION CONTINUED)
SUSTAINABLE CITY
Completed
Initiative
FY 14-15
Initiative
Maintain records of alarm activities and invoice for false alarms accordingly
utilizing cutting edge computer software to enhance efficiency.
PROSPEROUS CITY

Completed
Initiative
FY 14-15
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.
Completed
Initiative
FY 14-15
Initiative
Completed
Initiative
FY 14-15
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.
GENERAL FUND
Ongoing
Initiative

Completed
Initiative
FY 14-15
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.
INCLUSIVE CITY
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.
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.
MOBILE CITY
Ongoing
Initiative
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-78
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.
GENERAL FUND
PAGE D-79
GENERAL FUND
PAGE D-80
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 SERVICES
(06 FT)
FIRE PREVENTION
(07 FT)
FIRE SUPPRESSION
(132 FT)
“A” PLATOON
“B” PLATOON
“C” PLATOON
FIRE DEPARTMENT
2011-12
2012-13
2013-14
Actual
Actual
Budget
Authorized Staffing
TOTAL STAFFING
GENERAL FUND
2
4
132
5
143
2
7
129
5
143
2
7
129
6
144
2014-15
Budget
Total Change
FY15 - FY14
2
7
132
6
147
0
0
3
0
3
PAGE D-81
FY 2014-15 FIRE DEPARTMENT
OPERATING BUDGET
$15,681,603
Fire Services
Division
5%
Fire
Administration
Division
2%
Fire Prevention
Division
4%
Fire Suppression
Division
89%
FIRE DEPARTMENT
Divisions
TOTAL
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
GENERAL FUND
$
$
$
$
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
% Change
FY15 - FY14
236,213
429,219
10,633,958
634,953
11,934,343
236,937
584,258
9,268,938
639,025
10,729,158
228,359
588,566
10,036,300
728,399
11,581,624
243,597
579,571
14,146,888
711,547
15,681,603
6.7%
-1.5%
41.0%
-2.3%
35.4%
9,818,526
570,062
117,491
174,013
1,254,251
11,934,343
9,708,037
521,641
277,828
179,417
42,235
10,729,158
9,924,561
653,175
130,693
217,695
655,500
11,581,624
10,339,967
658,550
142,858
190,075
4,350,153
15,681,603
4.2%
0.8%
9.3%
-12.7%
563.6%
35.4%
PAGE D-82
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
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$203,093
31,138
0
1,982
0
$236,213
$186,764
48,160
0
2,013
0
$236,937
$188,394
37,850
0
2,115
0
$228,359
$195,512
46,025
0
2,060
0
$243,597
2
2
2
2
STAFFING
Full-Time Staff
The Fire Administration budget increases 6.7% over the FY 2013-14 Adopted Budget and reflects:
• A net increase of $8,175 in operating expenditures primarily due to an increase in
accreditation fees ($6,750).
SAFE CITY
Completed
Initiative
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


Enhance current Community Risk Reduction efforts.
Ensure the effective and fair enforcement of all applicable fire codes as
adopted by City Council.
Safe City
Develop and implement policies to provide for effective emergency
response to protect life, property, and the environment for the public.
GENERAL FUND
Ongoing
Initiative
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-83
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.
FIRE PREVENTION DIVISION
2011-12
2012-13
Actual
Actual
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2013-14
Budget
2014-15
Budget
$392,585
11,829
15,262
5,300
4,243
$429,219
$487,933
26,361
21,986
5,743
42,235
$584,258
$503,744
22,550
19,653
8,619
34,000
$588,566
$525,751
22,774
21,993
9,053
0
$579,571
4
7
7
7
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.
SAFE CITY
Completed
Initiative
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.

PROSPEROUS CITY
Ensure life safety code compliance in all high hazard occupancies.
GENERAL FUND
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-84
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.
FIRE SUPPRESSION DIVISION
2011-12
Actual
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
$8,767,641
389,822
98,887
160,435
1,217,173
$10,633,958
STAFFING
Full-Time Staff
2012-13
Actual
2013-14
Budget
2014-15
Budget
$8,584,408
$8,716,899
$9,080,135
266,822
429,749
430,049
251,817
106,367
115,060
165,891
196,785
171,491
0
586,500
4,350,153
$9,268,938 $10,036,300 $14,146,888
132
129
129
132
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.
SAFE CITY
Completed
Initiative
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.

PROSPEROUS CITY
Enhance public education programs to include home safety inspections.
GENERAL FUND
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-85
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.
FIRE SERVICES DIVISION
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$455,207
137,273
3,342
6,296
32,835
$634,953
$448,932
180,298
4,025
5,770
0
$639,025
$515,524
163,026
4,673
10,176
35,000
$728,399
$538,569
159,702
5,805
7,471
0
$711,547
5
5
6
6
The Fire Services budget decreases 2.3% from the FY 2013-14 Adopted Budget and reflects:
adjustments.
• A decrease of $3,324 in operating expenditures due to a decrease in projected utilities costs.
SAFE CITY
Completed
Initiative
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.

GENERAL FUND
PAGE D-86
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.
GENERAL FUND
PAGE D-87
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)
ENGINEERING
(01)
CONSTRUCTION
INSPECTION
(08)
OPERATIONS
MAINTENANCE
SOLID WASTE
(ENTERPRISE
FUND)
STORMWATER ENG.
(ENTERPRISE FUNDS)
(09)
STREETS DIVISION
(29)
COLLECTION
(52)
TRAFFIC ENG.
(15)
STORMWATER OPS.
(ENTERPRISE FUND)
(19)
CIVIL
ENGINEERING
(7.5)
BUILDING SERVICES
(10)
UTILITY
UNDERGROUNDING
(SPECIAL REVENUE)
(1.5)
AND
FLEET SERVICES FUND
(INTERNAL SERVICE)
(17)
PARKING
(ENTERPRISE FUND)
(30)
RECYCLING
(10)
WASTEWATER OPS.
(ENTERPRISE FUND)
(24)
LANDFILL
DOWNTOWN
INFRASTRUCTURE
MAINTENANCE
(04)
PUBLIC WORKS DEPARTMENT
2011-12
2012-13
2013-14
Actual
Actual
Budget
Authorized Staffing
Streets Division
TOTAL STAFFING
GENERAL FUND
3
15
8
7
27
10
4
74
3
15
9
7
27
10
4
75
3
15
8.5
7
27
10
4
74.5
2014-15
Budget
Total Change
FY15 - FY14
3
15
8.5
8
29
10
4
77.5
0
0
0
1
2
0
0
3.0
PAGE D-88
FY 2014-15 PUBLIC WORKS DEPARTMENT
OPERATING BUDGET
$8,708,030
Downtown Infs.
Maint.
4%
Building Services
16%
Streets
29%
Public Works
Administration
5%
Traffic
Engineering
29%
Construction
Inspection
8%
Engineering
9%
Divisions
Streets Division
Trolley Operations
TOTAL
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
GENERAL FUND
$
$
$
$
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
% Change
FY15 - FY14
410,593
2,309,944
657,489
583,639
2,104,194
1,296,579
140,623
394,426
7,897,487
414,677
2,350,824
698,710
533,112
2,088,603
1,269,247
155,915
342,672
7,853,760
433,421
2,382,532
736,406
637,086
2,259,707
1,382,629
0
492,066
8,323,847
441,030
2,489,746
777,723
703,918
2,544,767
1,384,366
0
366,480
8,708,030
1.8%
4.5%
5.6%
10.5%
12.6%
0.1%
0.0%
-25.5%
4.6%
4,938,564
2,323,195
418,078
151,425
66,225
7,897,487
4,958,136
2,297,354
420,567
153,120
24,583
7,853,760
5,106,324
2,445,573
415,590
265,329
91,031
8,323,847
5,300,666
2,442,526
400,543
276,628
287,667
8,708,030
3.8%
-0.1%
-3.6%
4.3%
216.0%
4.6%
PAGE D-89
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.
PUBLIC WORKS ADMINISTRATION
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$343,407
63,204
28
3,954
0
$410,593
$349,481
61,126
233
3,837
0
$414,677
$355,904
70,890
593
6,034
0
$433,421
$359,560
70,059
4,761
6,650
0
$441,030
3
3
3
3
STAFFING
Full-Time Staff
The Public Works Administration budget increases 1.8% over the FY 2013-14 Adopted Budget and
reflects:
PROSPEROUS CITY
Completed
Initiative
FY 14-15
Initiative
Work closely with Economic Development to promote business growth
within the City.
MOBILE CITY

Completed
Initiative
FY 14-15
Initiative
Undertake an aggressive street maintenance and pot hole repair program.
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

Promote recycling at all levels.
Continue to work intercity neighborhoods with street maintenance,
sidewalk maintenance, solid waste and recycling.
GENERAL FUND
Ongoing
Initiative


Work with SCDOT to coordinate all aspects of transportation.
SUSTAINABLE CITY
Ongoing
Initiative

PAGE D-90
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.
TRAFFIC ENGINEERING DIVISION
EXPENDITURES
Personnel Services
Utilities - Electricity
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$1,033,117
102,523
1,071,450
47,503
18,851
36,500
$2,309,944
$1,052,136
105,347
1,123,440
51,321
18,031
549
$2,350,824
$1,056,168
117,354
1,125,000
65,065
18,945
0
$2,382,532
$1,081,534
116,872
1,121,200
54,445
19,028
96,667
$2,489,746
15
15
15
15
STAFFING
Full-Time Staff
The Traffic Engineering Division budget increases 4.5% over the FY 2013-14 Adopted Budget and
reflects:
• $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.
MOBILE CITY
Completed
Initiative
FY 14-15
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.
SAFE CITY
Review street lighting levels throughout the city, particularly residential
areas.
GENERAL FUND
Ongoing
Initiative
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-91
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.
ENGINEERING DIVISION
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$604,679
28,260
3,876
20,674
0
$657,489
$645,708
25,943
6,632
20,427
0
$698,710
$673,172
38,086
7,314
17,834
0
$736,406
$708,911
37,795
5,266
25,751
0
$777,723
8
9
8.5
8.5
The Engineering Division budget increases 5.6% over the FY 2013-14 Adopted Budget and reflects:
and changes to health benefits elections.
SAFE CITY
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative
Evaluate unsafe roadway conditions and make recommendations on repairs.

Provide safe pedestrian and bicycling facilities adjacent to roadways.

GENERAL FUND
PAGE D-92
(ENGINEERING DIVISION CONTINUED)
SUSTAINABLE CITY
Completed
Initiative
FY 14-15
Initiative
Recycle and reuse materials on projects to reduce new resource
consumption.
PROSPEROUS CITY

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

Improve the permit process to encourage good development.
Ongoing
Initiative
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative
Assist Community Development with capital and development projects.

Link neighborhoods with sidewalks and trails.

MOBILE CITY
Improve handicap accessibility through permit process and capital projects.
GENERAL FUND
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-93
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.
CONSTRUCTION INSPECTION BUREAU
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$491,154
60,106
20,264
12,115
0
$583,639
$482,451
11,976
25,778
12,907
0
$533,112
$520,433
80,590
27,418
8,645
0
$637,086
$591,616
83,361
20,616
8,325
0
$703,918
7
7
7
8
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.
SAFE CITY
Completed
Initiative
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.

GENERAL FUND
PAGE D-94
(CONSTRUCTION INSPECTION BUREAU CONTINUED)
SUSTAINABLE CITY
Completed
Initiative
FY 14-15
Initiative
Enforce environmental requirements of developers and contractors.
Encourage more environmentally friendly practices in the construction
industry.
PROSPEROUS CITY
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative
Work with developers and contractors to provide quality developments.

Provide support to other departments to help facilitate projects.

Completed
Initiative
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.

MOBILE CITY
Inspect and manage road and culvert projects. Inspect all encroachments in
the right-of-way, including utility installations.
GENERAL FUND
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-95
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.
STREETS DIVISION
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$1,450,652
264,629
282,189
76,999
29,725
$2,104,194
$1,426,626
313,477
245,520
78,946
24,034
$2,088,603
$1,544,001
267,481
270,393
162,632
15,200
$2,259,707
$1,661,699
268,377
257,531
166,160
191,000
$2,544,767
27
27
27
29
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.
SUSTAINABLE CITY
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.
GENERAL FUND
Completed
Initiative
FY 13-14
Initiative
Ongoing
Initiative

PAGE D-96
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.
BUILDING SERVICES DIVISION
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$627,830
639,263
15,605
13,881
0
$1,296,579
$636,597
598,253
20,278
14,119
0
$1,269,247
$645,007
671,172
21,438
45,012
0
$1,382,629
$651,904
669,862
17,213
45,387
0
$1,384,366
10
10
10
10
The Building Services Division budget increases 0.1% over the FY 2013-14 Adopted Budget and
reflects:
offset by changes in health benefits elections.
SAFE CITY
Completed
Initiative
FY 14-15
Initiative
Maintain all City facilities to provide Citizens and City employees with a
quality environment to work and meet.
SUSTAINABLE CITY
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.
GENERAL FUND
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-97
(BUILDING SERVICES DIVISION CONTINUED)
PRINCIPAL CITY BUILDINGS (EXCLUDING PARKING)
Bldg. Description
Address
Acres
Sq. Ft.
Year
Built/Acquired
General:
Building Maintenance Shop
City Hall
Fleet Service Center
Municipal Court
Parks & Grounds Shop
Public Works Supply Bldg.
Public Works/Sanitation Bldg.
Public Works Building
Traffic Engineering Bldg.
Fire Station #2 - West End
Fire Station #3 - Augusta St.
Fire Station #4 - Stone Avenue
Fire Station #5 - Pleasantburg
Fire Station #6 - Eastside
Fire Station #7 - N. Main St.
65 Mayberry St.
206 S. Main St.
348 S. Hudson St.
426 N. Main St.
One Exposition Drive
423 E. Park Ave.
40 Mayberry St.
360 S. Hudson St.
325 S. Hudson St.
26 Woods Lake Road
125 N. Leach St.
2101 Augusta St.
880 E. Stone Ave.
30 Waite St.
14 Pelham Rd.
801 Rutherford Rd.
2.34
0.13
16.27
21.42
39
2.4
(a)
1.6
2.35
1.04
0.9
0.32
0.59
0.89
0.63
2.5
6,500
100,000
32,638
26,800
563,000
7,673
6,000
10,752
9,600
7,950
7,825
7,740
7,740
9,835
5,500
12,041
1990
1972
1970
1940
1964
1951
1987
1991
1969
2005
1969
1950
1951
1967
1989
2006
Leased to Other Party:
Army Reserve Building
A. Wilkes Women's Home
Falls Cottage
Kilgore Lewis House
United Ministries
Women's Club
Laurens Road
614 Pendleton St.
615 S. Main St.
560 N. Academy
600 Pendleton St.
7 Bennett St.
3.42
0.37
0.53
(b)
0.07
0.53
31,994
4,500
1,800
5,000
4,242
5,864
1962
1900
1936
1838
1960
1890
(a) Included in 16.27 acres for Fleet Service Center
(b) Included in 21.42 acres for Municipal Court.
GENERAL FUND
PAGE D-98
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.
TROLLEY OPERATIONS
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
GENERAL FUND
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$98,636
12,000
29,987
0
0
$140,623
$94,059
12,000
49,856
0
0
$155,915
$0
0
0
0
0
$0
$0
0
0
0
0
$0
PAGE D-99
DOWNTOWN INFRASTRUCTURE
MAINTENANCE
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.
DOWNTOWN INFRASTRUCTURE MAINTENANCE
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$289,089
81,760
18,626
4,951
0
$394,426
$271,078
45,792
20,949
4,853
0
$342,672
$311,639
75,000
23,369
6,227
75,831
$492,066
$245,442
75,000
40,711
5,327
0
$366,480
4
4
4
4
The Downtown Infrastructure Maintenance budget decreases 25.5% from the FY 2013-14 Adopted
• 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.
PROSPEROUS CITY
Continue annual pressure washing of all sidewalks on Main Street in the
downtown area.
GENERAL FUND
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-100
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.
GENERAL FUND
PAGE D-101
GENERAL FUND
PAGE D-102
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)
RECREATION
(13 FT)
(12 PT)
PARKS
ADMINISTRATION
(07 FT)
AND
GREENVILLE ZOO
(ENTERPRISE FUND)
(33 FT)
GROUNDS
PARKS MAINT.
DIVISION
(20 FT)
RIGHTS-OF-WAY
DIVISION
(08 FT)
BEAUTIFICATION DIVISION
(15 FT)
TREE MAINT.
DIVISION
(05 FT)
FALLS PARK
CREW
(13 FT)
PARKS AND RECREATION DEPARTMENT
2011-12
2012-13
2013-14
Actual
Actual
Budget
Authorized Staffing
Recreation Division
Falls Park Crew
TOTAL STAFFING
GENERAL FUND
7
24
18
8
18
5
11
91
8
24
20
8
15
5
11
91
8
25
20
8
15
5
11
92
2014-15
Budget
Total Change
FY15 - FY14
8
25
20
8
15
5
13
94
0
0
0
0
0
0
2
2
PAGE D-103
FY 2014-15 PARKS AND RECREATION
DEPARTMENT OPERATING BUDGET
$7,513,243
Administration
11%
Falls Park Crew
14%
Recreation
22%
Tree
Maintenance
6%
Beautification
16%
Rights-of-Way
8%
Parks
Maintenance
23%
Divisions
Recreation Division
Falls Park Crew
TOTAL
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
GENERAL FUND
$
$
$
$
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
% Change
FY15 - FY14
668,247
1,166,353
1,436,909
548,516
1,205,822
454,660
739,590
6,220,097
720,853
1,289,796
1,669,189
556,160
1,036,405
493,752
786,521
6,552,676
781,521
1,505,460
1,728,221
625,242
1,142,209
547,374
854,572
7,184,599
797,406
1,629,960
1,710,234
628,819
1,195,263
480,820
1,070,741
7,513,243
2.0%
8.3%
-1.0%
0.6%
4.6%
-12.2%
25.3%
4.6%
4,361,287
1,334,610
329,019
147,097
48,084
6,220,097
4,502,872
1,475,492
320,585
152,185
101,542
6,552,676
4,904,540
1,562,623
388,002
146,290
183,144
7,184,599
5,019,339
1,824,184
360,954
203,766
105,000
7,513,243
2.3%
16.7%
-7.0%
39.3%
-42.7%
4.6%
PAGE D-104
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.
PARKS AND RECREATION ADMINISTRATION
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$506,138
155,470
105
6,534
0
$668,247
$564,157
144,119
5,648
6,929
0
$720,853
$587,767
159,711
5,366
28,677
0
$781,521
$606,900
156,335
2,159
32,012
0
$797,406
7
8
8
8
The Parks and Recreation Administration budget increases 2.0% over the FY 2013-14 Adopted Budget
and reflects:
adjustments and changes in employee health benefits elections.
SAFE CITY
Provide administrative oversight that ensures all department facilities and
services are safely managed.
GENERAL FUND
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-105
(PARKS AND RECREATION ADMINISTRATION CONTINUED)
SUSTAINABLE CITY
Completed
Initiative
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.

Completed
Initiative
FY 14-15
Initiative
Engage neighborhood residents to solicit input on improvement projects at
neighborhood facilities.
MOBILE CITY

Completed
Initiative
FY 14-15
Initiative
Develop plans and manage projects that extend the development of the
City’s trail system.
Ongoing
Initiative
Ongoing
Initiative

Completed
Initiative
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.

INCLUSIVE CITY
Completed
Initiative
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.

GENERAL FUND
PAGE D-106
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.
RECREATION DIVISION
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
Part-Time Staff
TOTAL STAFFING
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$864,225
262,675
19,157
20,296
0
$1,166,353
$950,118
295,847
22,332
21,499
0
$1,289,796
$1,093,873
334,807
32,588
44,192
0
$1,505,460
$1,099,284
412,530
32,487
85,659
0
$1,629,960
12
12
24
12
12
24
13
12
25
13
12
25
The Recreation Division budget increases 8.3% over the FY 2013-14 Adopted Budget and reflects:
• $70,000 is budgeted in operating expenditures to replace the roof at the West Greenville
Community Center.
GENERAL FUND
PAGE D-107
(RECREATION DIVISION CONTINUED)
SAFE CITY
Completed
Initiative
FY 14-15
Initiative
Provide safe and structured programs for youth and adults that meet the
appropriate instructor/participant ratio.
SUSTAINABLE CITY

Completed
Initiative
FY 14-15
Initiative
Continue programming for youth and adults that promotes the public’s
health and well-being.
Ongoing
Initiative
Ongoing
Initiative

Completed
Initiative
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.

Completed
Initiative
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.

INCLUSIVE CITY
Develop and support initiatives that are initiated through the Youth
Commission.
GENERAL FUND
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-108
GENERAL FUND
PAGE D-109
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).
PARKS MAINTENANCE DIVISION
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$805,148
447,465
105,106
57,952
21,238
$1,436,909
$897,269
554,874
101,363
59,475
56,208
$1,669,189
$973,198
531,153
122,504
21,866
79,500
$1,728,221
$959,109
600,814
105,396
22,915
22,000
$1,710,234
18
20
20
20
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.
SAFE CITY
Provide routine inspections of playgrounds to ensure compliance with
national safety standards.
GENERAL FUND
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-110
(PARKS MAINTENANCE DIVISION CONTINUED)
SUSTAINABLE CITY
Completed
Initiative
FY 14-15
Initiative
Provide a high quality park system while minimizing the amount of
chemicals and fertilizer applied.
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative
Provide consistent maintenance services at all neighborhood parks and
playgrounds.

Continue rehabilitation of neighborhood playgrounds with available funding.

MOBILE CITY
Completed
Initiative
FY 14-15
Initiative
Preserve and maintain the City trails system that provides a safe and
effective means of travel.
Ongoing
Initiative

Completed
Initiative
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.

GENERAL FUND
PAGE D-111
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, I385, 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.
RIGHTS-OF-WAY DIVISION
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$416,413
81,146
40,674
10,283
0
$548,516
$417,160
79,176
49,186
10,638
0
$556,160
$444,868
92,660
56,280
9,434
22,000
$625,242
$467,272
92,660
60,124
8,763
0
$628,819
8
8
8
8
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
SAFE CITY
Completed
Initiative
FY 14-15
Initiative

Eliminate sight distance issues along roadways.
SUSTAINABLE CITY
Continue maintenance of rights-of-way at a high level while minimizing the
amount of chemicals and fertilizer applied.
GENERAL FUND
Ongoing
Initiative
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-112
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.
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$903,715
163,662
86,830
24,769
26,846
$1,205,822
$757,650
167,940
85,336
25,479
0
$1,036,405
$842,507
179,880
89,793
19,029
11,000
$1,142,209
$860,680
182,237
76,004
18,342
58,000
$1,195,263
18
15
15
15
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
• 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.
SUSTAINABLE CITY
Completed
Initiative
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.

GENERAL FUND
PAGE D-113
(BEAUTIFICATION DIVISION CONTINUED)
PROSPEROUS CITY
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative
Preserve and maintain the landscaping and streetscapes throughout the City
of Greenville.

Continue the Main Street tree revitalization.

Continue beautification efforts at neighborhood community centers as
funding allows.
MAJOR BEAUTIFICATION SITES
Confederate Memorial
Wells Fargo Courtyard
Stone Park
Municipal Court
Rutherford Road Streetscape
Shaw Garden
Canal Insurance
400 North Main
Pete Hollis Highway
Market Point
GENERAL FUND
Crescent Avenue
Hessie Morrah Greenway
McPherson Park
Peace Center
Rock Quarry Garden
Sue Simpson Garden
Trexler
Stone Avenue Streetscape
Church Street
Carolina Point
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

Greenville Transit Authority
Law Enforcement Center
Woodruff Road
One Plaza
Rockwood Median
Tower Drive Islands
Vietnam Memorial
Fairforest Way
Anderson Memorial
PAGE D-114
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.
TREE MAINTENANCE DIVISION
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$357,036
39,152
44,836
13,636
0
$454,660
$359,391
39,190
35,912
13,925
45,334
$493,752
$379,953
41,309
45,190
10,278
70,644
$547,374
$374,541
40,635
55,614
10,030
0
$480,820
5
5
5
5
STAFFING
Full-Time Staff
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.
SAFE CITY
Completed
Initiative
FY 14-15
Initiative

Continue routine pruning and removal of unsafe trees.
PROSPEROUS CITY
Continue maintenance of Christmas lights and pole banners throughout
downtown as funding allows.
GENERAL FUND
Ongoing
Initiative
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-115
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.
FALLS PARK CREW
EXPENDITURES
Personnel Services
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENDITURES
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
$508,612
185,040
32,311
13,627
0
$739,590
$557,127
194,346
20,808
14,240
0
$786,521
$582,374
223,103
36,281
12,814
0
$854,572
$651,553
338,973
29,170
26,045
25,000
$1,070,741
11
11
11
13
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.
SAFE CITY
Completed
Initiative
FY 14-15
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.
PROSPEROUS CITY
Maintain Falls Park as a centerpiece attraction for the community and for
bringing additional visitors to Greenville.
GENERAL FUND
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE D-116
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
PAGE E-1
PAGE E-2
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
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
Revenues
Employer Health Premiums
$
Employee Health Premiums
Retiree Medical Benefit Payments
Retiree Health Premiums
Employer Dental Premiums
Employee Dental Premiums
Life and Disability Ins. Premiums
Interest/Other
TOTAL REVENUES
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
7,613,760
2,342,762
650,000
361,956
510,744
174,370
349,546
0
12,003,138
Expenses
Salaries and Benefits
FSA Admin. Fee
Health Ins. Admin. Fee
Health Ins. Stop Loss
Health Claims
Health Claims Reserve
Dental Ins. Admin. Fee
Dental Claims
Health Medicare Supplement
Life and Disability Insurance
Vision Insurance
SC ORBET Payment
TOTAL EXPENSES
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
42,371
12,000
491,892
784,557
8,465,408
695,856
41,568
643,546
183,429
349,546
105,000
187,965
12,003,138
Change in net assets
0
0
0
0
Total net assets,
beginning of year
0
0
0
0
0
0
0
0
0
0
0
1
Total net assets,
end of year
STAFFING
Full-Time Staff
$
PAGE E-3
(HEALTH BENEFITS FUND CONTINUED)
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.
PAGE E-4
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.
REVENUES
Transfers:
General Fund
Other Funds
Reimbursements
TOTAL REVENUES
$
EXPENSES
Personnel and Operating
Workers' Comp - Claims
Premiums - Liability/Property
Claims - Liability/Property
TOTAL EXPENSES
Operating Income
Non-operating revenue
Interest earnings
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
1,329,086
680,794
291,798
2,301,678
1,359,264
692,836
425,347
2,477,447
1,505,093
620,493
128,488
2,254,074
1,618,580
662,910
112,500
2,393,990
124,484
643,132
759,349
864,070
2,391,035
120,055
974,399
706,892
907,668
2,709,014
134,488
793,819
801,767
530,000
2,260,074
118,500
818,213
805,277
658,000
2,399,990
(89,357)
(231,567)
(6,000)
(6,000)
6,000
6,000
8,088
6,433
(81,269)
(225,134)
Total net assets, beginning of year
751,419
670,150
445,016
445,016
670,150
445,016
445,016
445,016
1
1
1
1
Total net assets, end of year
STAFFING
Full-Time Staff
$
0
0
PAGE E-5
(RISK MANAGEMENT FUND CONTINUED)
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.
SAFE CITY
Completed
Initiative
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.

PAGE E-6
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.
FLEET SERVICES FUND
2011-12
Actual
REVENUES
Transfers:
General Fund
Other Funds
Reimbursements
Other Revenues
TOTAL REVENUES
$
EXPENSES
Personnel Services
Operating Expenses
Parts
Fuel
Outside Repairs
Risk Charges
Capital Outlay
TOTAL EXPENSES
Operating Income
Adjustments-CAFR
Depreciation
Change in net assets, adjusted
Total net assets, beginning of year
Total net assets, end of year
STAFFING
Full-Time Staff
$
2012-13
Actual
2013-14
Budget
2014-15
Budget
2,138,992
2,313,857
43,959
105,580
4,602,388
2,162,154
2,190,729
29,447
32,626
4,414,956
2,349,120
2,502,187
44,243
80,000
4,975,550
2,195,172
2,964,957
20,635
15,000
5,195,764
746,881
179,140
885,802
672,875
223,409
749,819
813,347
160,175
914,937
962,499
170,428
779,737
2,232,854
502,905
54,806
0
4,602,388
2,293,311
404,858
55,600
0
4,399,872
2,606,670
459,111
21,310
0
4,975,550
2,733,991
471,737
42,372
35,000
5,195,764
0
15,084
0
0
0
15,084
0
0
(15,345)
(15,550)
0
0
(15,345)
(466)
0
0
77,742
62,397
61,931
61,931
62,397
61,931
61,931
61,931
13.5
13.5
14
17
PAGE E-7
(FLEET SERVICES FUND CONTINUED)
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.
SAFE CITY
Completed
Initiative
FY 14-15
Initiative
Provide a safe and efficient fleet of vehicles and communications
equipment.
PROSPEROUS CITY
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
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.

PAGE E-8
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:
HOME Program
HOPWA Program
Admissions Tax
Hospitality Tax
Victim Witness
PAGE F-1
PAGE F-2
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 lowinterest rehabilitation loans, new home ownership, housing assistance programs, and the offering of
financial and administrative support to various public improvements and human service projects.
2011-12
2012-13
Actual
Actual
REVENUES
Entitlement
Interest
Other
TOTAL REVENUES
$
EXPENDITURES
Administration
Projects
TOTAL EXPENDITURES
2013-14
Budget
2014-15
Budget
1,121,794
1,347
42,035
1,165,176
663,909
849
14,237
678,995
779,834
0
5,000
784,834
784,740
5,000
0
789,740
481,105
748,015
1,229,120
381,937
284,929
666,866
447,783
339,162
786,945
415,886
373,854
789,740
(63,944)
12,129
(2,111)
Fund balance,
beginning of year
145,890
81,946
94,075
91,964
81,946
94,075
91,964
91,964
9
8
8
8
Fund balance,
end of year
STAFFING
Full-Time Staff
$
0
*Two positions for the Community Challenge Grant are paid for out of the Miscellaneous Grants Fund, but are
recorded here for organizational purposes only.
PAGE F-3
(COMMUNITY DEVELOPMENT CONTINUED)
FY 2014-15 COMMUNITY DEVELOPMENT PROGRAMS
Owner-Occupied Home Ownership Rehabilitation
Citywide Property Acquisition
Comprehensive Jobs Training (LADDER Program)
After School Tutorial (City Comm. Centers Bureau)
Comprehensive Housing Counseling (KEY Program)
Microloan Program
Grant Assistance Partnership for Special Emphasis
Neighborhood Association Activities (G.A.P.)
Fair Housing (Human Relations Comm. Fair Housing Program)
Housing Assistance Administration
Administration (20%)
Total Community Development Programs and Activities
$134,000
102,154
55,700
25,000
15,000
20,000
13,000
9,000
258,938
156,948
$789,740
Completed
Initiative
PROSPEROUS CITY
FY 14-15
Initiative
Create economic development opportunities through the Comprehensive
Jobs Training/Improvement and Placement Program (LADDER).
Ongoing
Initiative

Completed
Initiative
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
205 persons
assisted
180 persons
assisted
160 persons
assisted
Self Sufficiency for
Residents
142 in KEY
and LADDER
programs
126 in KEY
and LADDER
programs
155 in KEY
and LADDER
programs
164 in KEY
and LADDER
Programs
156 in KEY
and LADDER
Programs
PAGE F-4
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.
REVENUES
Grant
Other
TOTAL REVENUES
$
EXPENDITURES
Program Expenditures
TOTAL EXPENDITURES
Fund balance,
beginning of year
Fund balance,
end of year
$
HOME PROGRAM
2012-13
2011-12
Actual
Actual
2013-14
Budget
2014-15
Budget
652,424
311
652,735
217,039
0
217,039
218,606
0
218,606
222,825
0
222,825
653,819
653,819
202,586
202,586
218,606
218,606
222,825
222,825
(1,084)
14,453
0
0
126,082
124,998
139,451
139,451
124,998
139,451
139,451
139,451
FY 2014-15 HOME PROGRAMS
Administration
Owner-Occupied Repair
Genesis Homes – Greenline-Spartanburg/Nicholtown
Allen Temple CEDC
Total HOME Program Activities
$22,282
80,543
60,000
60,000
$222,825
Leverage funding for the construction of three rental units by Genesis
Homes.
Completed
Initiative
FY 14-15
Initiative

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.
Ongoing
Initiative


PAGE F-5
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.
HOUSING OPPORTUNITIES FOR PERSONS WITH AIDS (HOPWA)
2011-12
2012-13
2013-14
Actual
Actual
Budget
REVENUES
Grant
TOTAL REVENUES
2014-15
Budget
0
0
256,081
256,081
282,356
282,356
360,394
360,394
EXPENDITURES
Program expenditures
TOTAL EXPENDITURES
0
0
232,834
232,834
282,356
282,356
360,394
360,394
0
23,247
0
0
$
Fund balance at
beginning of year
Fund balance at
end of year
$
0
0
23,247
23,247
0
23,247
23,247
23,247
FY 2014-15 HOPWA PROGRAMS
Administration
AID Upstate
Upper Savannah Care Services
Total HOME Program Activities
$10,811
319,631
29,952
$360,394
PAGE F-6
(HOPWA CONTINUED)
Completed
Initiative
Prevent homelessness by providing services to nearly 300 people living with
HIV/AIDS in Greenville, Laurens, and Pickens counties.
INCLUSIVE CITY
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).
FY 14-15
Initiative
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE F-7
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.
HOSPITALITY TAX
2011-12
Actual
REVENUES / TRANSFERS IN
Hospitality Tax
Penalties/Late Fees
Interest
Bond Proceeds
Transfers In
$
EXPENDITURES / TRANSFERS OUT
2004 COPs Principal
2004 COPs Interest
2011 Revenue Bond Principal
2011 Revenue Bond Interest
Other Debt Service Costs
Payment to Refunded Debt Escrow Agent
Transfer to Miscellaneous Grants
Transfer to TD Convention Center
Transfer to Capital Projects Fund
Transfer to Parking Fund
Transfer to Zoo Enterprise Fund
Transfer To G'ville Public Facilities Corp.
Transfer to General Fund
Excess (deficiency) of revenues over
expenditures
Fund balance, beginning of year
Reclassification due to GASB 61
Fund balance, end of year
Fund Balance
Reserved for debt service reserve fund
Reserved for debt service monthly deposits
Fund Balance Reserve
Restricted for Tourism Related Expend.
$
$
2013-14
Budget
2014-15
Budget
7,088,246
14,311
38,886
0
22,205
150,000
7,313,648
7,815,817
27,356
3,027
3,967,000
0
279,253
12,092,453
7,825,000
20,000
5,000
0
0
0
7,850,000
8,695,320
12,480
3,100
0
0
0
8,710,900
75,000
280,000
194,105
1,065,000
908,865
0
0
5,184
0
0
853,959
707,476
557,000
475,000
0
2,374,921
7,496,510
8,000
0
0
1,200,000
764,136
191,000
42,088
15,500
112,699
1,019
1,142,321
1,193,981
0
457,417
3,878,440
2,490,607
11,497,208
100,000
0
0
1,235,000
730,311
312,000
63,814
6,000
0
0
936,998
2,581,000
48,000
395,127
0
2,500,531
8,908,781
60,000
0
0
1,285,000
683,011
322,000
58,542
6,000
0
0
946,953
2,475,000
0
395,127
0
2,636,347
8,867,980
(182,862)
$
2012-13
Actual
595,245
(1,058,781)
(157,080)
5,300,117
0
5,117,255
5,117,255
(436,808)
5,275,692
5,275,692
0
4,216,911
4,216,911
0
4,059,831
2,008,372
661,800
500,000
1,947,083
5,117,255
1,512,701
585,060
500,000
2,677,931
5,275,692
1,512,701
585,060
500,000
1,619,150
4,216,911
1,512,701
585,060
500,000
1,462,070
4,059,831
PAGE F-8
(HOSPITALITY TAX CONTINUED)
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-todate 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.
PAGE F-9
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.
SUNDAY ALCOHOL PERMITS
2011-12
Actual
REVENUES
Permit Fee
Interest
Transfers In
TOTAL REVENUES
$
Transfer to Hospitality Tax Fund
Art in Public Places
City Council Reserve
TOTAL EXPENDITURES
2012-13
Actual
2013-14
Budget
2014-15
Budget
279,300
209
0
279,509
239,300
428
0
239,728
246,000
200
0
246,200
264,000
300
0
264,300
100,000
0
170,000
0
19,833
289,833
100,000
0
20,000
0
15,000
135,000
0
350,000
40,000
75,000
20,000
485,000
0
0
100,000
75,000
20,000
195,000
(10,324)
104,728
(238,800)
69,300
174,024
163,700
268,428
29,628
163,700
268,428
29,628
98,928
$
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.
PAGE F-10
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.
STATE ACCOMMODATIONS TAX
2011-12
2012-13
Actual
Actual
REVENUES
Intergovernmental
Interest
TOTAL REVENUES
$
Transfer to Hospitality Tax Fund
City Council Reserve - Grant-In-Aid Policy
Tourism Promotions - VisitGreenvilleSC
Tourism Projects
TOTAL EXPENDITURES
$
2013-14
Budget
2014-15
Budget
1,355,081
824
1,355,905
1,644,141
735
1,644,876
1,488,000
0
1,488,000
1,821,000
0
1,821,000
202
241,504
50,000
33,000
399,025
601,250
1,324,981
190
255,957
50,000
50,000
485,742
578,750
1,420,639
0
98,150
0
50,000
438,900
880,000
1,467,050
0
114,800
0
50,000
538,800
1,200,000
1,903,600
30,924
224,237
20,950
(82,600)
138,668
169,592
393,829
414,779
169,592
393,829
414,779
332,179
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.
PAGE F-11
(STATE ACCOMMODATIONS TAX CONTINUED)
FY 2014-15 ALLOCATION OF STATE ACCOMMODATIONS TAX REVENUES
Total Revenues
First $25,000 to General Fund
$1,821,000
($25,000)
$1,796,000
5% of Balance to General Fund
30% to Tourism Promotion
Subtotal
($89,800)
($538,800)
$1,167,400
($50,000)
$1,117,400
Set Aside - City Council Reserve
Current Revenues Available for Tourism Expenditures
DISBURSEMENT OF FUNDING (TOURISM-RELATED EXPENDITURES)
VisitGreenvilleSC (CVB)
VisitGreenvilleSC (CVB) - "Yeah, That Greenville" Campaign
VisitGreenvilleSC (CVB) - City Hall Visitor's Center
VisitGreenvilleSC (CVB) - City Manager Approval
VisitGreenvilleSC (CVB) - TD Center Marketing
VisitGreenvilleSC (CVB) - Bassmasters
Metropolitan Arts Council
Notus Sports - Paracycling
BMW Charity Pro-Am
Euphoria
Children's Museum of the Upstate
Artisphere
College All Star Bowl
Greenville Restaurant Week
Downtown Brochures, Kiosks, and Maps
Greenville Airport Commission - Playground
Scottish Games
Fall For Greenville
Spinx Run Fest Marathon
Upcountry History Museum
Discover Upcountry Marketing
Transportation Museum of the World - Miniature World of Trains
The International Music and Dance Festival
Black Expo
Greenville Chautauqua Society
Indie Craft Parade
TOTAL
FY 13/14
Budget
$200,000
131,250
33,000
18,750
17,000
0
250,000
15,000
15,000
30,000
35,000
30,000
0
20,000
25,000
0
10,000
0
10,000
10,000
0
0
0
10,000
10,000
10,000
$880,000
FY 14/15
Budget
$440,000
Inc. Above
Inc. Above
Inc. Above
Inc. Above
60,000
367,500
50,000
40,000
40,000
35,000
25,000
25,000
25,000
20,000
15,000
15,000
10,000
10,000
10,000
5,000
5,000
2,500
0
0
0
$1,200,000
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.
PAGE F-12
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.
LOCAL ACCOMMODATIONS TAX
2011-12
2012-13
Actual
Actual
REVENUES
2.3% tax
0.7% tax
Other/Penalties
TOTAL REVENUES
$
2013-14
Budget
2014-15
Budget
1,727,758
526,167
283
2,254,208
1,837,008
559,056
68
2,396,132
1,918,000
584,000
250
2,502,250
2,125,890
647,010
100
2,773,000
1,116,868
504,846
0
21,035
0
0
1,642,749
1,562,303
532,526
11,085
22,189
0
50,000
2,178,103
1,303,643
560,640
150,000
23,360
1,229,000
450,000
3,716,643
1,226,555
621,130
150,000
303,116
0
185,000
2,485,801
611,459
218,029
(1,214,393)
287,199
Fund balance,
beginning of year
638,228
1,249,687
1,467,716
253,323
1,249,687
1,467,716
253,323
540,522
Auditorium District
VisitGreenvilleSC (CVB)
Operating
Transfer to TDCC Fund
TOTAL EXPENDITURES
Fund balance,
at end of year
$
PAGE F-13
(LOCAL ACCOMMODATIONS TAX CONTINUED)
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.
The projected increase in fund balance from $253,323 to $540,522, or 113.4%, reflects accumulating
reserves in anticipation of future capital projects.
PAGE F-14
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.
REVENUES
Arena Grant (SIDF)
Fluor Field Grant (SIDF)
Arena Tax
Fluor Field Tax
Transfers In
TOTAL REVENUES
$
Auditorium District
Transfer to Cap. Proj. Fund
TOTAL EXPENDITURES
2014-15
Budget
0
20,100
0
20,100
0
40,200
225,804
0
225,804
266,000
0
266,000
45,176
54,911
45,000
(209,800)
111,593
156,769
211,680
256,680
$
156,769
211,680
256,680
46,880
$
156,769
156,769
211,680
211,680
256,680
256,680
46,880
46,880
Fund balance,
beginning of year
Fund Balance
Fluor Field Reserve
2013-14
Budget
133,000
22,500
133,000
22,500
0
311,000
266,177
0
266,177
Fund balance,
at end of year
ADMISSIONS TAX
2011-12
2012-13
Actual
Actual
141,020
111,631
9,591
22,829
125,155
114,173
35,587
25,899
0
6,183
311,353
280,715
0
250,000
250,000
PAGE F-15
(ADMISSIONS TAX CONTINUED)
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.
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.
PAGE F-16
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.
VICTIM WITNESS FUND
2011-12
2012-13
Actual
Actual
REVENUES
Fees
General Fund Transfer
TOTAL REVENUES
$
2013-14
Budget
2014-15
Budget
83,575
0
83,575
76,217
34,292
110,509
80,500
20,142
100,642
61,100
46,902
108,002
EXPENDITURES
Program Expenditures
TOTAL EXPENDITURES
108,420
108,420
109,867
109,867
113,025
113,025
108,002
108,002
(24,845)
Fund balance,
beginning of year
Fund balance,
end of year
STAFFING
Full-Time Staff
36,586
$
11,741
2
642
11,741
12,383
2
(12,383)
0
12,383
0
0
0
2
2
The Victim Witness budget reflects:
• An increase in the General Fund transfer due to a consistent decrease in revenues from fees.
PAGE F-17
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.
UTILITY UNDERGROUNDING FUND
2011-12
2012-13
Actual
Actual
REVENUES
1% Franchise Fee
TOTAL REVENUES
$
2013-14
Budget
2014-15
Budget
974,350
974,350
996,566
996,566
1,051,000
1,051,000
1,026,463
1,026,463
Personnel and Operating
Tfr. to Capital Proj. Fund
TOTAL EXPENDITURES
92,843
374,130
20,060
0
487,033
75,977
1,807,276
32,182
49,000
1,964,435
96,476
1,634,577
50,513
0
1,781,566
102,515
1,000,000
43,754
0
1,146,269
487,317
(967,869)
(730,566)
(119,806)
1,685,105
2,172,422
1,204,553
473,987
2,172,422
1,204,553
473,987
354,181
1
1
1.5
1.5
Fund balance,
beginning of year
Fund balance,
end of year
STAFFING
Full-Time Staff
$
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.
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.
PAGE F-18
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
ENTERPRISE FUNDS
Parking
Wastewater
Greenville Zoo
Solid Waste
Transit
PAGE G-1
ENTERPRISE FUNDS
PAGE G-2
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.
ENTERPRISE FUNDS
PAGE G-3
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.
EVENT MANAGEMENT
2011-12
2012-13
Actual
Actual
REVENUES
Event Fees
Other Revenues
TOTAL REVENUES
$
EXPENSES
Personnel Services
Operating
TOTAL EXPENSES
Transfer to Misc. Grants Fund
2013-14
Budget
2014-15
Budget
547,179
0
547,179
615,557
3,779
619,336
587,500
0
587,500
601,500
0
601,500
321,244
227,703
548,947
341,372
215,187
556,559
338,872
237,939
576,811
362,128
248,210
610,338
0
0
(1,649)
(1,649)
0
0
0
0
revenues over expenses
(1,768)
Net assets,
beginning of year
34,412
32,644
93,772
104,461
32,644
93,772
104,461
95,623
6
6
6
6
Net assets,
end of year
STAFFING
Full-Time Staff
$
61,128
10,689
(8,838)
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.
ENTERPRISE FUNDS
PAGE G-4
(EVENT MANAGEMENT FUND CONTINUED)
PROSPEROUS CITY
Completed
Initiative
FY 14-15
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.

Plan a diverse mix of high quality, successful special events throughout the
year.
INCLUSIVE CITY
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.
ENTERPRISE FUNDS
Ongoing
Initiative


Completed
Initiative

Completed
Initiative


FY 14-15
Initiative

FY 14-15
Initiative


Ongoing
Initiative

Ongoing
Initiative

PAGE G-5
ENTERPRISE FUNDS
PAGE G-6
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.
ENTERPRISE FUNDS
PAGE G-7
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
Actual
Actual
OPERATING REVENUES
Rental Income
Food and Beverage
Services
Ancillary
Show Management
Miscellaneous
$
1,204,565
2,972,226
89,323
660,587
379,100
17,874
0
5,323,675
1,148,503
2,889,291
86,612
606,992
376,500
16,650
0
5,124,548
1,189,118
2,942,500
86,612
620,160
385,560
10,650
0
5,234,600
2,960,548
196,247
95,097
310,644
102,944
119,742
209,098
668,135
844,366
16,139
11,387
144,897
117,311
5,796,555
3,103,435
383,766
112,728
268,499
82,198
94,738
224,823
693,068
840,206
24,588
11,095
147,360
23,556
6,010,060
3,264,385
258,603
119,382
285,651
90,870
89,415
118,977
609,880
838,627
23,305
13,080
149,878
1,131
5,863,184
3,216,056
269,407
143,534
285,655
116,190
88,874
118,977
622,300
920,972
27,780
11,955
152,426 (a)
1,289 (a)
5,975,415
(542,989)
(686,385)
(738,636)
(740,815)
$
853,959
0
300,153
(215,823)
(82,512)
81,252
(46,060)
(98,919)
0
0
(50,600)
741,450
1,142,321
50,000
300,153
(241,976)
(67,821)
75,444
(96,689)
(104,127)
(50,000)
(70,880)
(53,800)
882,625
936,998
450,000
328,983
(270,309)
(58,674)
66,966
(103,537)
(100,100)
(50,000)
(400,000)
(61,691)
738,636
946,953
185,000
342,142
(300,984)
(41,158)
63,523
(110,426)
(94,954)
(50,000)
(135,000)
(64,281)
740,815
$
198,461
196,240
$
Change in Net Assets
ENTERPRISE FUNDS
2014-15
Budget
1,125,340
2,971,018
88,829
621,921
397,053
43,249
6,156
5,253,566
OPERATING EXPENSES
Personnel
Administrative
Professional Services
Show Management
Advertising Expense
Rental Expense
Materials and Supplies
Food and Beverage
Repairs and Maintenance
Travel and Training Expense
Miscellaneous
Management Fee
Incentive Fee
Operating Income (Loss)
Other financing sources (uses):
Transfer In - Hospitality Tax Fund
Transfer In - Local Accomm. Tax Fund
Naming Rights Revenue
Naming Rights Principal
Naming Rights Interest
QECB Interest Subsidy
QECB Principal
QECB Interest
Furnishings, Fixtures, and Equipment
Capital Projects
Transfer Out - Risk Management Fund
2013-14
Budget
0
0
PAGE G-8
(TD CONVENTION CENTER CONTINUED)
Adjustments - CAFR (b)
Bond Principal
Depreciation/Contra Capital
Change in Net Assets, Adjusted
$
2011-12
Actual
2012-13
Budget
2013-14
Budget
2014-15
Budget
261,883
(815,999)
(554,116)
338,665
(1,089,316)
(750,651)
0
0
0
-
(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.
Market the TD Convention Center as a viable convention and conference
center.
ENTERPRISE FUNDS
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE G-9
ENTERPRISE FUNDS
PAGE G-10
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.
ENTERPRISE FUNDS
PAGE G-11
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.
WASTEWATER
2011-12
Actual
Operating Revenues
Wastewater Fee
$
Operating Expenses
Personnel Expenses
Operating/Capital Expenses
Non-Operating Revenue (Expense)
Interest Income
Principal Expense
Interest Expense/Fiscal Agent Fees
Proceeds from Debt Issuance
Equipment Sales
Intergovernmental
Capital Contributions
Transfers In
Transfers to General Fund
Transfer to Capital Proj. Fund
Capital Improvement Program (b)
Adjustments-CAFR (a)
Bond Principal
ENTERPRISE FUNDS
2014-15
Budget
4,117,073
4,275,000
4,535,544
1,384,671
1,021,108
2,405,779
1,547,726
348,391
1,896,117
1,417,457
1,155,903
2,573,360
1,450,507
1,340,017
2,790,524
1,699,347
2,220,956
1,701,640
1,745,020
6,000
(620,695)
(262,560)
1,555,000
0
0
0
0
(225,000)
0
(2,365,000)
(1,912,255)
6,000
(861,048)
(431,111)
0
0
0
0
0
(229,500)
0
(500,000)
(2,015,659)
(210,615)
(270,639)
752,724
689,000
(508,191)
180,809
$
2013-14
Budget
4,105,126
3,744
(689,000)
(288,007)
0
0
271,350
0
0
(244,710)
0
0
(946,623)
$
2012-13
Actual
933,533
5,687
(624,250)
(297,464)
0
(910)
228,650
300,951
519,008
(275,747)
(57,000)
0
(201,075)
2,019,881
624,250
(528,458)
95,792
2,115,673
0
0
0
(210,615)
0
0
0
(270,639)
PAGE G-12
(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
Haywood Sewer Upgrades
Wastewater System Survey and Model
TOTAL
$250,000
$150,000
$100,000
$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
Residential
Residential
Commercial
Commercial
Commercial
Commercial
Commercial
Commercial
Commercial
Commercial
Meter Size
less than 3K gallons
more than 3K gallons
5/8” and 3/4"
1"
1 1/2"
2"
3"
4"
6"
8"
Monthly Fee
$4.56
$10.06
$18.32
$48.80
$91.35
$243.55
$304.41
$608.85
$913.99
$1,217.63
NOTE: Wastewater fees reflect a 5.0% rate adjustment in FY 2014-15.
ENTERPRISE FUNDS
PAGE G-13
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.
WASTEWATER OPERATIONS
2011-12
2012-13
Actual
Actual
EXPENSES
Personnel Services
Operating Expenses
Debt Service
Fleet Charges
Risk Charges
Capital Improvement Program
Capital Outlay
TOTAL EXPENSES
$
$
2013-14
Budget
2014-15
Budget
1,165,697
318,812
288,007
219,368
48,500
244,710
0
0
401,164
2,686,258
1,173,740
28,703
297,464
207,730
49,546
275,747
57,000
0
26,384
2,116,314
1,417,457
827,890
883,255
188,088
64,925
225,000
0
2,365,000
75,000
6,046,615
1,450,507
828,212
1,292,159
198,297
63,508
229,500
0
500,000
250,000
4,812,183
20
20
24
24
STAFFING
Full-Time Staff
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.
SUSTAINABLE CITY

Completed
Initiative
FY 14-15
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.
PROSPEROUS CITY
Planning for the wastewater utility to support growth within the City.
ENTERPRISE FUNDS
Ongoing
Initiative
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE G-14
WASTEWATER CONSTRUCTION CREW
The Wastewater Construction Crew has been consolidated into the Wastewater Division. The prior
year financials are shown for historical purposes.
WASTEWATER CONSTRUCTION CREW
EXPENSES
Personnel Services
Operating Expenses
Risk Charges
Capital Outlay
TOTAL EXPENSES
$
$
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
218,974
30,046
3,218
0
252,238
373,986
32,751
3,277
0
410,014
0
0
0
0
0
0
0
0
0
0
4
4
0
0
STAFFING
Full-Time Staff
ENTERPRISE FUNDS
PAGE G-15
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.
SOLID WASTE
2011-12
Actual
OPERATING REVENUES
Solid Waste Fees
Property Sales
$
OPERATING EXPENSES
Personnel Services
Gain (Loss) on Sale of Cap. Assets
Principal Expense
Interest Expense
Transfer In - General Fund
Transfer In - Capital Projects
Transfer Out - Capital Projects
$
Bond Principal
$
2012-13
Actual
2013-14
Budget
2014-15
Budget
2,425,771
209,899
2,635,670
2,606,804
231,921
2,838,725
2,539,000
234,000
2,773,000
2,451,917
220,510
2,672,427
2,405,605
2,070,100
4,475,705
2,355,042
2,055,846
4,410,888
2,549,545
2,691,407
5,240,952
2,672,748
2,627,155
5,299,903
(1,840,035)
(1,572,163)
(2,467,952)
(2,627,476)
0
(49,710)
(2,625)
(40,788)
2,304,471
50,000
0
2,261,348
0
(51,258)
(1,046)
(59,549)
2,073,212
0
(106,000)
1,855,359
0
0
0
0
1,967,308
0
0
1,967,308
0
0
0
0
2,127,308
0
0
2,127,308
421,313
283,196
(500,644)
(500,168)
49,710
(249,227)
(199,517)
51,258
(207,434)
(156,176)
221,796
127,020
0
0
0
(500,644)
0
0
0
(500,168)
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.
ENTERPRISE FUNDS
PAGE G-16
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.
RESIDENTIAL COLLECTION
2011-12
2012-13
Actual
Actual
EXPENSES
Personnel Services
Operating Expenses
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENSES
$
$
STAFFING
Full-Time Staff
Part-Time Staff
TOTAL STAFFING
2013-14
Budget
2014-15
Budget
2,039,247
265,773
1,277,424
182,334
286,229
4,051,007
2,022,382
427,778
1,142,790
185,921
220,617
3,999,488
2,205,939
592,814
1,322,001
154,833
500,644
4,776,231
2,298,145
550,493
1,377,482
182,854
395,000
4,803,974
52
0
52
51
1
52
51
1
52
51
1
52
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.
SUSTAINABLE CITY
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.
ENTERPRISE FUNDS
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative



PAGE G-17
(RESIDENTIAL COLLECTION DIVISION CONTINUED)
Completed
Initiative
FY 14-15
Initiative
The Division will continue to support neighborhood efforts for special
cleanup projects throughout the year.
The Solid Waste Division will continue to provide support services for
Special Events programs.
ENTERPRISE FUNDS
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE G-18
ENTERPRISE FUNDS
PAGE G-19
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.
RECYCLING DIVISION
EXPENSES
Personnel Services
Operating Expenses
Risk Charges
Capital Outlay
TOTAL EXPENSES
$
$
STAFFING
Full-Time Staff
2011-12
2012-13
2013-14
2014-15
Actual
Actual
Budget
Budget
366,358
50,104
8,236
0
424,698
332,660
71,045
7,695
0
411,400
343,606
73,257
47,858
0
464,721
374,603
61,803
59,523
0
495,929
10
10
10
10
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.
SAFE CITY
Completed
Initiative
FY 14-15
Initiative
Greenville is a SAFE City where citizens and visitors are safe and feel
confident that response will be there at all times.
SUSTAINABLE CITY

Ongoing
Initiative

Completed
Initiative
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.

ENTERPRISE FUNDS
PAGE G-20
(RECYCLING DIVISION CONTINUED)
PROSPEROUS CITY
Completed
Initiative
FY 14-15
Initiative
The Recycling Division open a 2nd recycling drop off center that features an
education facility that will increase growth of the programs.

Completed
Initiative
FY 14-15
Initiative
The Recycling Division will participate in neighborhood outreach programs
to educate citizens about the benefits of recycling.
The Recycling Division has an active presence at all City sponsored Special
Events taking place in the Greenville area.
ENTERPRISE FUNDS
Ongoing
Initiative
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE G-21
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.
STORMWATER MANAGEMENT
2011-12
2012-13
Actual
Actual
OPERATING REVENUES
Stormwater Fees
$
OPERATING EXPENSES
Personnel Services
Interest Income
Principal Expense
Interest Expense
Transfer to Wastewater Fund
Transfer to Capital Proj. Fund
Capital Improvement Program (b)
Bond Principal
ENTERPRISE FUNDS
4,846,781
4,900,000
5,041,498
1,317,515
871,699
2,189,214
1,268,862
827,503
2,096,365
1,542,622
1,278,848
2,821,470
1,656,418
1,316,205
2,972,623
2,537,864
2,750,416
2,078,530
2,068,875
12,000
(236,000)
(65,136)
(341,801)
0
0
(467,000)
(1,097,937)
12,000
(454,000)
(124,216)
(323,052)
0
0
(1,475,000)
(2,364,268)
980,593
(295,393)
1,231,823
220,000
(515,958)
(295,958)
$
2014-15
Budget
4,727,078
20,110
(220,000)
(80,722)
(298,079)
0
(727,350)
0
(1,306,041)
$
2013-14
Budget
935,865
12,638
(228,000)
(73,722)
(289,458)
(104,631)
(76,000)
(151,051)
(910,224)
1,840,192
228,000
(577,733)
(349,733)
1,490,459
0
0
0
980,593
0
0
0
(295,393)
PAGE G-22
(STORMWATER MANAGEMENT OVERVIEW CONTINUED)
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
Reedy River Watershed Planning and 5R
Gower Estates Stormwater Rehabilitation
Richland Creek Water Quality Master Plan
TOTAL
$250,000
$275,000
$100,000
$850,000
$1,475,000
FY 2014-15 STORMWATER RATE STRUCTURE
Type
Developed Residential Under 1,640 sq. ft.
Developed Residential Over 1,640 sq. ft.
Undeveloped Residential
Developed Commercial and Industrial (per ERU)
Undeveloped Commercial and Industrial
Annual Fee
$39.41
$69.19
$39.41
$69.19
$69.19
NOTE: Stormwater fees reflect a 1.6% rate adjustment to correspond with the change in the
Consumer Price Index.
ENTERPRISE FUNDS
PAGE G-23
ENTERPRISE FUNDS
PAGE G-24
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.
STORMWATER ADMINISTRATION
2011-12
2012-13
Actual
Actual
EXPENSES
Personnel Services
Operating Expenses
Debt Service
TOTAL EXPENSES
$
$
STAFFING
Full-Time Staff
Part-Time Staff
TOTAL STAFFING
471,290
122,849
300,722
894,861
504,952
258,179
301,722
1,064,853
6
0
6
2013-14
Budget
559,028
300,340
301,136
1,160,504
6
0
6
2014-15
Budget
666,784
307,740
578,216
1,552,740
6
1
7
7
2
9
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.
SAFE CITY
Completed
Initiative
FY 14-15
Initiative
Respond to calls from citizens with flooding issues in an expedited manner
and meet the property owner’s onsite to address their concerns.
SUSTAINABLE CITY
Ongoing
Initiative

Completed
Initiative
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.

ENTERPRISE FUNDS
PAGE G-25
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 postclosure plan for stormwater drainage at the Mauldin Road landfill.
STORMWATER OPERATIONS
2011-12
Actual
EXPENSES
Personnel Services
Operating Expenses
Fleet Charges
Risk Charges
Capital Outlay
Remedial Improvements
TOTAL EXPENSES
STAFFING
Full-Time Staff
$
$
846,225
252,046
191,762
62,372
86,812
155,858
298,079
0
727,350
0
2,620,504
2012-13
Actual
763,910
229,380
157,177
63,965
0
118,802
289,458
104,631
76,000
151,051
1,954,374
17
2013-14
Budget
983,594
235,253
186,347
103,908
203,000
250,000
341,801
0
0
467,000
2,770,903
17
2014-15
Budget
989,634
232,423
229,718
109,324
187,000
250,000
323,052
0
0
1,475,000
3,796,151
19
19
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.
SUSTAINABLE CITY

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.
ENTERPRISE FUNDS
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative


PAGE G-26
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.
PARKING
2011-12
Actual
OPERATING REVENUES
Commons Garage
Hyatt Guest Parking
Church Street Garage
Liberty Square Garage
South Spring Street Garage
Poinsett Parking Garage
Richardson Street Garage
Parking Fines
Parking Lots and Meters
North Laurens Street Deck
River Street Garage
RiverPlace Garage
Hampton Inn Guest Parking
Parking Validation Tickets
Miscellaneous
$
OPERATING EXPENSES
Administration
Garage Maintenance
Commons Garage
South Spring Street Garage
Richardson Street Garage
North Laurens Street Deck
Poinsett Parking Garage
River Street Garage
RiverPlace Garage
Parking Lots
Enforcement
$
ENTERPRISE FUNDS
2012-13
Actual
2013-14
Budget
2014-15
Budget
327,662
199,972
350,820
587,968
894,366
944,707
387,875
396,589
205,557
218,747
222,933
555,124
160,157
132,266
51,845
5,636,588
502,632
196,626
373,619
557,770
864,150
986,983
458,210
383,335
189,517
253,187
229,919
581,213
157,592
144,360
484,521
6,363,634
557,200
185,000
470,500
697,500
609,000
971,500
583,800
379,500
174,360
210,000
218,400
549,700
155,000
142,000
39,200
5,942,660
629,500
207,800
370,509
667,971
639,519
1,024,649
664,856
369,421
277,700
263,307
263,713
609,569
177,363
177,363
82,237
6,425,477
1,085,214
270,841
32,031
334,000
36,874
68,623
57,834
18,368
91,156
28,524
69,753
59,279
217,491
2,369,988
1,238,584
264,316
44,756
342,175
39,697
92,474
67,714
17,565
85,489
34,468
55,479
44,652
225,161
2,552,530
1,246,485
290,820
44,761
171,150
52,771
71,599
69,238
26,413
55,580
41,570
95,732
69,838
252,549
2,488,506
1,492,258
272,023
51,709
168,221
54,536
70,274
70,373
22,273
54,073
37,400
209,494
90,628
265,407
2,858,669
3,266,600
3,811,104
3,454,154
3,566,808
PAGE G-27
(PARKING CONTINUED)
Interest Income
Gain/Loss on Assets/Exchange
QECB Interest Subsidy
Principal Expense
Interest and Fiscal Agent Expense
Transfers In - D-town Infra. Fund
Transfers In - Hospitality Tax
Transfers Out - General Fund
Transfers Out - Hosp. Tax Fund
Transfers Out - D-town Infra. Fund
Adjustments - CAFR (a)
Bond Principal
STAFFING
Full-Time Staff
Part-Time Staff
TOTAL STAFFING
$
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
7,628
125
39,169
(1,337,205)
(1,361,311)
0
557,000
0
(275,120)
0
(114,595)
(2,484,309)
9,140
(6,067)
36,368
(1,476,610)
(1,323,466)
1,520,000
0
0
(321,960)
(18,663)
0
(1,581,258)
6,500
0
33,930
(1,594,911)
(938,468)
0
0
(632,000)
(373,676)
0
0
(3,498,625)
9,139
0
29,503
(3,533,232)
(1,360,527)
1,923,869
0
(400,000)
(329,417)
0
0
(3,660,665)
782,291
2,229,846
(44,471)
(93,857)
1,337,205
(1,602,566)
(265,361)
1,476,610
(1,691,898)
(215,288)
516,930
2,014,558
21.5
5
26.5
21
5
26
0
0
0
0
0
0
(44,471)
(93,857)
21
5
26
29
1
30
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.
ENTERPRISE FUNDS
PAGE G-28
(PARKING CONTINUED)
Completed
Initiative
PROSPEROUS CITY
Provide for a well-managed parking system of adequate capacity to
support continued downtown development.
FY 14-15
Initiative
Ongoing
Initiative

CITY OF GREENVILLE PARKING INVENTORY
Description
PARKING GARAGES
Commons Garage
W. Washington Deck
N. Laurens Deck
S. Spring Street Garage
River Street Garage
RiverPlace Garage
Richardson St. Garage
Poinsett Garage
TOTAL SPACES
PARKING LOTS
Brown Street
Rhett Street
University Street
TOTAL SPACES
TOTAL PUBLIC SPACES
Levels
Spaces
Address
6
1
2
6
9
5
2
8
6
6
817
56
184
912
926
268
440
909
978
843
6,333
60 Beattie Pl.
101 W. Washington St.
210 Laurens St.
316 S. Spring St.
65 Beattie Pl.
414 River St.
300 River St.
66 N. Richardson St.
320 N. Church St.
25 W. McBee Ave.
33
82
75
190
210 N. Brown St.
Rhett and River Street
8 University St.
Year Built % of Occupancy (a)
1982
1990
1988
2003
1984
2005
2005
1997
1998
1999
64%
100%
88%
47%
91%
77%
94%
53%
35%
93%
100%
92%
61%
6,523
(a) Percentage of Occupancy reflects the number of spaces reserved for monthly pass holders July 2013
thru April 2014
ENTERPRISE FUNDS
PAGE G-29
ENTERPRISE FUNDS
PAGE G-30
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.
ENTERPRISE FUNDS
PAGE G-31
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.
GREENVILLE ZOO
2011-12
Actual
OPERATING REVENUES
Gift and Concession Sales
Gate Admissions
Education Programs
Memberships
Special Events
Rentals
Miscellaneous Income
Research Enrichment
Research Conservation
Restricted Donations
$
OPERATING EXPENSES
Zoo Administration
Education Programs
Zoo Public Services
Grants and Contributions
Interest Income
Equipment Sales
Transfer from Hospitality Tax Fund
QECB Principal and Interest
ENTERPRISE FUNDS
$
2012-13
Actual
2013-14
Budget
2014-15
Budget
423,239
870,992
93,093
283,535
139,927
42,902
10,267
725
51,739
125,846
901
2,043,166
539,271
1,095,316
124,582
325,069
165,280
22,204
2,159
1,885
63,616
38,922
41
2,378,345
400,000
1,093,301
96,036
320,000
150,000
12,000
23,500
5,000
50,000
55,000
0
2,204,837
465,000
1,065,000
108,500
308,000
138,500
20,000
14,500
500
47,000
40,000
0
2,207,000
1,483,908
217,947
594,733
2,296,588
1,547,006
229,097
854,442
2,630,545
1,573,847
257,290
840,832
2,671,969
1,688,353
256,131
817,725
2,762,209
(253,422)
(252,200)
(467,132)
(555,209)
466
6,394
0
475,000
(4,350)
477,510
121
5,824
(29,851)
457,417
(6,025)
427,486
0
6,152
0
395,127
(6,109)
395,170
0
5,636
0
395,127
(6,162)
394,601
(71,962)
(160,608)
224,088
175,286
PAGE G-32
(GREENVILLE ZOO CONTINUED)
Bond Principal
$
2011-12
2012-13
2013-14
2014-15
Actual
Actual
Budget
Budget
1,382
(112,043)
(110,661)
2,901
(122,473)
(119,572)
113,427
55,714
0
0
0
(71,962)
0
0
0
(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
Child
Adult
Group (Child)
Group (Adult)
FY 13-14
$5.50
$8.75
$4.00
$6.25
FY14-15
$5.50
$8.75
$4.00
$6.25
Membership Type
Individual
Grandparent
Household
Household Plus
Friends Society
Friends Patron
Friends Gallery
Friends Benefactor
Friends Conservationist
Circle of Friendship
FY 2013-14
$39.00
$49.00
$57.00
$77.00
$112.00
$250.00
$500.00
$1,000.00
$2,500.00
$5,000.00
FY 2014-15
$39.00
$49.00
$57.00
$77.00
$112.00
$250.00
$500.00
$1,000.00
$2,500.00
$5,000.00
Education Program Types
FY 2013-14
Members*
$35.00
$80.00
$95.00
$95.00
$40.00
$40.00
$15.00
$15.00
$15.00
FY 2014-15
Members*
$35.00
$80.00
$95.00
$95.00
$40.00
$40.00
$15.00
$15.00
$15.00
Zoo Camp (Age 3)
Zoo Camp (Age 4-5)
Zoo Camp (Age 6-8)
Zoo Camp (Age 9-11)
Zoo Camp (Teen - Day)
Overnight Program (per participant)
Zoo Tots
Greenville Zoo Explorers
Saturday Safari
*Cost for non-members is higher for some programs.
ENTERPRISE FUNDS
PAGE G-33
ZOO ADMINISTRATION DIVISION
The Zoo Administration Division is responsible for Zoo administration, veterinary and animal care,
grounds maintenance, and animal care operations.
ZOO ADMINISTRATION
EXPENSES
Personnel Services
Operating Expenses
Fleet Charges
Risk Charges
Capital Outlay
TOTAL EXPENSES
$
$
STAFFING
Full-Time Staff
TOTAL STAFFING
2011-12
Actual
981,578
345,641
7,198
149,120
371
1,483,908
2012-13
Actual
982,370
406,358
8,618
149,660
0
1,547,006
2013-14
Budget
1,004,958
502,804
11,354
31,894
22,837
1,573,847
2014-15
Budget
1,030,653
584,825
13,077
32,798
27,000
1,688,353
20
20
20
20
19
19
19
19
The Greenville Zoo Administration Division budget increases 7.2% over the FY 2013-14 Adopted
 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.
SAFE CITY
Completed
Initiative
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.
ENTERPRISE FUNDS

PAGE G-34
(ZOO ADMINISTRATION CONTINUED)
SUSTAINABLE CITY
Ensure that all plumbing fixtures in the Zoo are functioning as designed to
reduce the overall amount of water used.
Completed
Initiative
FY 14-15
Initiative

Continually looking at ways to expand upon current recycling and reuse
programs.
MOBILE CITY

Completed
Initiative
FY 14-15
Initiative
Develop means of accommodating those unable to traverse the zoo campus
so that they can share the same or similar experience as others.
ENTERPRISE FUNDS
Ongoing
Initiative

Ensure the electric car charging stations remain operational.
INCLUSIVE CITY
Ongoing
Initiative
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE G-35
ZOO EDUCATION DIVISION
The Zoo Education Division is responsible for developing and implementing school, family,
overnights, and outreach programs.
ZOO EDUCATION
EXPENSES
Personnel Services
Operating Expenses
TOTAL EXPENSES
$
$
2011-12
Actual
185,342
32,605
217,947
2012-13
Actual
196,036
33,061
229,097
2013-14
Budget
218,326
38,964
257,290
2014-15
Budget
217,721
38,410
256,131
3
1
4
3
1
4
4
0
4
4
0
4
STAFFING
Full-Time Staff
Part-Time Staff
TOTAL STAFFING
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.
SAFE CITY
Completed
Initiative
diseases.
Completed
Initiative
FY 14-15
Initiative
Increase partnering with the Recreation Department to reach out to the
community centers and the neighborhoods that support them.

Completed
Initiative
FY 14-15
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.
INCLUSIVE CITY
Develop signs and brochures that will be printed in Spanish to better serve
Greenville’s Hispanic population.
ENTERPRISE FUNDS
Ongoing
Initiative

Partnering with other not-for-profit cultural entities in the community to
provide an enhanced learning opportunity.
SUSTAINABLE CITY
Ongoing
Initiative


Ensuring all staff is trained in adult and child CPR/AED and first aid.
FY 14-15
Initiative
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE G-36
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.
ZOO PUBLIC SERVICES
EXPENSES
Personnel Services
Operating Expenses
Capital Outlay
TOTAL EXPENSES
$
$
STAFFING
Full-Time Staff
2011-12
Actual
225,145
368,274
1,314
594,733
2012-13
Actual
294,100
552,301
8,041
854,442
2013-14
Budget
380,517
460,315
0
840,832
2014-15
Budget
404,650
413,075
0
817,725
7
7
10
10
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.
SAFE CITY
Completed
Initiative
diseases.
FY 14-15
Initiative




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.
SUSTAINABLE CITY
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

Make local conservation grants to support regional conservation programs.
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
The Zoo will provide gate brochures that have been translated into Spanish.
ENTERPRISE FUNDS
Ongoing
Initiative

Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE G-37
ENTERPRISE FUNDS
PAGE G-38
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.
ENTERPRISE FUNDS
PAGE G-39
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)
Downtown Trolley
(03 PT)
Transit
Administration
(04 FT)
(01 PT)
ENTERPRISE FUNDS
CU-ICAR Shuttle
(02 FT)
Fixed Route
(20.5 FT)
(07 PT)
GTA Board of
Directors
MauldinSimpsonville Route
(06 FT)
Demand
Response
(08 FT)
Clemson Connector
(01 FT)
(01 PT)
Non-Vehicle
Maintenance
(1.5 FT)
Clemson Commuter
(04 FT)
Vehicle
Maintenance
(09 FT)
PAGE G-40
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.
TRANSIT
2011-12
Actual
OPERATING REVENUES
GTA Contract
Miscellaneous
$
OPERATING EXPENSES
Personnel Services
Operating Expenses
ENTERPRISE FUNDS
$
2012-13
Actual
2013-14
Budget
2014-15
Budget
3,434,833
4,011
3,438,844
3,806,682
(3,174)
3,803,508
4,894,700
0
4,894,700
5,150,011
0
5,150,011
2,075,577
1,359,257
3,434,834
2,384,848
1,421,833
3,806,681
2,968,658
1,926,042
4,894,700
3,130,966
2,019,045
5,150,011
4,010
(3,173)
0
0
4,010
(3,173)
0
0
PAGE G-41
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.
TRANSIT ADMINISTRATION
EXPENSES
Personnel Services
Operating Expenses
Risk Charges
TOTAL EXPENSES
$
$
STAFFING
Full-Time Staff
Part-Time Staff
TOTAL STAFFING
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
383,575
21,372
953
405,900
458,730
18,656
956
478,342
555,891
12,810
19,271
587,972
448,647
18,063
1,833
468,543
4
2
6
5
2
7
7
1
8
5
1
6
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.
SUSTAINABLE CITY
Completed
Initiative
FY 14-15
Initiative
Encourage the use of multimodal transportation and transit-oriented
development in a manner that will conserve space and energy.
MOBILE CITY
Ongoing
Initiative

Completed
Initiative
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).

ENTERPRISE FUNDS
PAGE G-42
ENTERPRISE FUNDS
PAGE G-43
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.
FIXED ROUTE OPERATIONS
EXPENSES
Personnel Services
Operating Expenses
Fleet Fuel
Risk Charges
TOTAL EXPENSES
$
$
STAFFING
Full-Time Staff
Part-Time Staff
TOTAL STAFFING
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
1,008,744
111,985
552,864
67,080
1,740,673
928,510
37,703
609,688
67,091
1,642,992
1,013,022
116,335
559,445
46,670
1,735,472
1,116,734
117,862
633,686
16,291
1,884,573
21
8
29
18.5
8
26.5
18.5
7
25.5
20.5
7
27.5
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.
MOBILE CITY

Provide timely and regular service to commuters using the fixed-route
system at regular intervals during the day.
ENTERPRISE FUNDS
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE G-44
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.
DEMAND RESPONSE OPERATIONS
EXPENSES
Personnel Services
Operating Expenses
Fleet Fuel
Risk Charges
TOTAL EXPENSES
$
$
STAFFING
Full-Time Staff
Part-Time Staff
TOTAL STAFFING
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
203,154
5,126
35,544
932
244,756
244,520
2,492
36,482
935
284,429
297,741
7,138
32,138
836
337,853
347,816
8,138
56,864
820
413,638
3.5
1
4.5
5
1
6
7
0
7
8
0
8
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.
MOBILE CITY
Provide timely and regular service to disabled customers in the transit
service area to grant them greater accessibility.
ENTERPRISE FUNDS
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE G-45
VEHICLE MAINTENANCE
Vehicle Maintenance is responsible for maintaining all transit vehicles to ensure that they operate
safely and effectively.
VEHICLE MAINTENANCE
EXPENSES
Personnel Services
Operating Expenses
Fleet Fuel
Risk Charges
TOTAL EXPENSES
$
$
STAFFING
Full-Time Staff
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
457,867
478,203
19,903
1,986
957,959
505,466
179,328
264,267
1,992
951,053
504,552
437,903
9,569
1,961
953,985
524,085
455,057
12,139
1,547
992,828
9.5
8.5
9
9
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.
MOBILE CITY
Maintain all transit vehicles in proper condition to ensure safe and effective
operations.
ENTERPRISE FUNDS
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE G-46
NON-VEHICLE MAINTENANCE
Non-Vehicle Maintenance records all expenses related to upkeep of the Washington Street transfer
center, bus shelters, and existing Transit facilities.
NON-VEHICLE MAINTENANCE
2011-12
2012-13
Actual
Actual
EXPENSES
Personnel Services
Operating Expenses
Risk Charges
TOTAL EXPENSES
$
$
2013-14
Budget
2014-15
Budget
22,237
63,309
0
85,546
19,826
90,617
0
110,443
33,899
67,293
129
101,321
74,325
84,200
91
158,616
0
0.5
0.5
1.5
STAFFING
Full-Time Staff
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.
MOBILE CITY
Provide regular maintenance on transit facilities and bus stops.
ENTERPRISE FUNDS
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE G-47
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.
CU-ICAR SHUTTLE
2011-12
Actual
EXPENSES
Personnel Services
Operating Expenses
Fleet Fuel
Risk Charges
TOTAL EXPENSES
$
$
STAFFING
Full-Time Staff
2012-13
Actual
2013-14
Budget
2014-15
Budget
0
0
0
0
0
65,969
230
12,900
0
79,099
71,913
6,018
27,630
785
106,346
86,646
6,018
31,060
223
123,947
0
2
2
2
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.
MOBILE CITY
Provide regular service to the growing job center around CU-ICAR, Woodruff
Road, and Verdae.
ENTERPRISE FUNDS
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE G-48
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.
MAULDIN-SIMPSONVILLE ROUTE
2011-12
2012-13
Actual
Actual
EXPENSES
Personnel Services
Operating Expenses
Fleet Fuel
Risk Charges
TOTAL EXPENSES
$
$
STAFFING
Full-Time Staff
2013-14
Budget
2014-15
Budget
0
0
0
0
0
161,827
19,109
79,387
0
260,323
252,618
17,200
92,400
253
362,471
234,997
106,000
123,085
659
464,741
0
6
6
6
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.
MOBILE CITY
Provide a regular connection from the existing route structure to the
growing suburban communities of Mauldin and Simpsonville.
ENTERPRISE FUNDS
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE G-49
DOWNTOWN TROLLEY
This accounts for expenses related to the operation of the Downtown Trolley service that Greenlink
provides in downtown Greenville.
DOWNTOWN TROLLEY
EXPENSES
Personnel Services
Operating Expenses
Fleet Fuel
Risk Charges
TOTAL EXPENSES
$
$
STAFFING
Part-Time Staff
2011-12
2012-13
2013-14
2014-15
Actual
Actual
Budget
Budget
0
0
0
0
0
0
0
0
0
0
54,965
58,988
13,381
0
127,334
64,024
60,246
11,258
199
135,727
0
0
3
3
The Downtown Trolley budget increases 6.6% over the FY 2013-14 Adopted Budget.
MOBILE CITY
Provide a trolley shuttle in downtown Greenville Thursday to Sunday and on
Greenville Drive game days.
ENTERPRISE FUNDS
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE G-50
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.
CLEMSON CONNECTOR
EXPENSES
Personnel Services
Operating Expenses
Fleet Fuel
Risk Charges
TOTAL EXPENSES
$
$
STAFFING
Full-Time Staff
Part-Time Staff
TOTAL STAFFING
2011-12
2012-13
2013-14
2014-15
Actual
Actual
Budget
Budget
0
0
0
0
0
0
0
0
0
0
184,057
102,406
295,483
0
581,946
67,772
21,170
58,000
235
147,177
0
0
0
0
0
0
5
1
6
1
1
2
The Clemson Shuttle budget was broken out to form the Clemson Connector and Clemson Commuter
Divisions. No additional personnel were added.
MOBILE CITY
Provide a shuttle service to connect Clemson’s satellite campuses
throughout the City of Greenville.
ENTERPRISE FUNDS
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE G-51
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.
CLEMSON COMMUTER
EXPENSES
Personnel Services
Operating Expenses
Fleet Fuel
Risk Charges
TOTAL EXPENSES
$
$
STAFFING
Full-Time Staff
2011-12
2012-13
2013-14
2014-15
Actual
Actual
Budget
Budget
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
165,920
51,830
142,000
471
360,221
0
0
0
4
The Clemson Shuttle budget was broken out to form the Clemson Connector and Clemson Commuter
Divisions. No additional personnel were added.
MOBILE CITY
Provide a shuttle service to connect Clemson’s main campus with downtown
Greenville.
ENTERPRISE FUNDS
Completed
Initiative
FY 14-15
Initiative
Ongoing
Initiative

PAGE G-52
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.
TAX INCREMENT FUNDS
PAGE H-1
TAX INCREMENT FUNDS
PAGE H-2
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
Actual
Actual
Budget
Budget
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
Falls Park Improvements
Materials and Supplies
Downtown Office Promotion
Principal Retirement
Interest and Fiscal Charges
Bond Issuance Cost
Pmt. to Refunded Debt Escrow
Transfer to Misc. Grants Fund
TOTAL EXPENDITURES
Fund balance:
Restricted for debt service
Unreserved/Undesignated
TAX INCREMENT FUNDS
$
0
0
39,716
1,984,000
937,507
166,285
15,769,328
371,868
(2,352)
0
5,784,041
0
25,050,393
0
0
61,500
2,141,000
679,139
24,387
0
418,905
0
0
2,218,940
1,520,000
7,063,871
(2,345,359)
9,360
65,000
30,000
100,000
2,226,000
571,295
0
0
492,066
0
183,246
3,513,669
1,005,331
8,186,607
(1,283,607)
0
0
100,000
2,309,000
486,138
0
417,275
0
0
985,000
1,923,869
6,221,282
967,618
5,240,523
2,895,164
2,904,524
1,620,917
2,895,164
2,904,524
1,620,917
2,588,535
1,082,098
1,813,066
2,895,164
1,107,549
1,796,975
2,904,524
1,107,549
513,368
1,620,917
1,107,549
1,480,986
2,588,535
PAGE H-3
(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.
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.
TAX INCREMENT FUNDS
PAGE H-4
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
Actual
Actual
REVENUES
Property Taxes
Interest
Proceeds from Debt Refunding
TOTAL REVENUES
$
Bond Principal
Bond Interest
Payment Refunding Debt. Escrow
Bond Issuance Costs
TOTAL EXPENDITURES
1,237,540
2,304
2,507,000
3,746,844
1,076
200,000
84,584
0
0
1,166,000
1,451,660
0
243,000
23,135
2,451,067
55,933
175,000
2,948,135
(251,537)
1,198,993
1,130
0
1,200,123
$
2013-14
Budget
1,178,000
1,000
0
1,179,000
0
234,000
33,281
0
0
(111,000)
156,281
2014-15
Budget
1,440,700
1,500
0
1,442,200
0
236,000
29,841
0
0
0
265,841
798,709
1,022,719
1,176,359
1,010,344
758,807
1,557,516
2,580,235
758,807
1,557,516
2,580,235
3,756,594
The West End TIF budget reflects:
 $265,841 in debt service payments on outstanding tax increment bonds.
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.
TAX INCREMENT FUNDS
PAGE H-5
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
Actual
Actual
REVENUES
Property Taxes
Interest
Transfer from Cap. Projects Fund
TOTAL REVENUES
Fund
balance,
end of year
Operating
Expenditures
Bond Principal
Bond Interest
Transfer to the Cap. Proj. Fund
TOTAL EXPENDITURES
2013-14
Budget
2014-15
Budget
$
436,928
2,968
0
439,896
434,182
2,751
0
436,933
456,000
3,000
0
459,000
499,700
2,800
0
502,500
$
1,349,752
0
40,000
3,599
0
0
43,599
544,346
3,542
40,000
1,797
0
1,197,000
1,242,339
394,100
0
0
0
183,246
426,000
609,246
896,600
0
0
0
0
0
0
(150,246)
502,500
544,346
394,100
396,297
953,455
(805,406)
1,349,752
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.
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.
TAX INCREMENT FUNDS
PAGE H-6
TAX INCREMENT FUNDS
PAGE H-7
TAX INCREMENT FUNDS
PAGE H-8
CAPITAL IMPROVEMENT
PROGRAM AND DEBT
MANAGEMENT
CIP AND DEBT MANAGEMENT
PAGE I-1
PAGE I-2
CAPITAL IMPROVEMENT PROGRAM
Projec ts Funded
$25,000,000
$20,000,000
$15,000,000
$17,925,000
$10,000,000
$5,000,000
$0
$7,245,000
$3,450,000
$19,295,000
$9,139,450
FY 14/15
FY 15/16
FY 16/17
FY 17/18
FY 18/19
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.
PAGE I-3
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.
PAGE I-4
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
Enterprise
Funds/Bonds,
3,225,000 , 35%
General Fund,
2,219,450 , 24%
Tourism Taxes, TIFs,
Other, 3,695,000 ,
41%
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.
PAGE I-5
FY 2014-15 CAPITAL BUDGET EXPENDITURES
TOTAL FY 2014-15 CAPITAL BUDGET EXPENDITURES: $9,139,450
Other, $2,285,000 ,
25%
Roads and Bridges,
$969,450 , 11%
Streetscapes,
$835,000 , 9%
Wastewater,
$1,100,000 , 12%
Parks and
Recreation,
$2,475,000 , 27%
Stormwater,
$1,475,000 , 16%
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 redevelopment 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.
PAGE I-6
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.
PAGE I-7
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.
PAGE I-8
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.
SUMMARY OF ADDITIONAL OPERATING COSTS
Project
FY 14/15
TOTAL
OPERATING
ADD. OPER.
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
92,454
Salters Road Improvements
16,732
17,569
18,447
19,369
20,337
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
Washington Street Improvements
1,545
1,591
1,639
1,688
1,739
8,202
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
42,560
Downtown Streetscapes
7,780
8,125
8,525
8,930
9,200
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
0
50,000
51,500
53,045
54,636
209,181
457,529
RiverPlace IIB Public Space Imrpovements
Reedy River Trail Expansion
83,149
87,307
91,672
96,256
99,145
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
5,000
5,150
5,305
5,465
5,630
26,550
City Park Phase I
City Park Phase II
0
0
0
0
412,123
412,123
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
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
384,095
Piazza Bergamo
Rhett at Wardlaw Improvements
RiverPlace IIB Garage
Phone System Replacement
TOTAL, Additional Operating Costs
$
0
94,495
95,494
96,523
97,583
50,000
50,000
50,000
50,000
50,000
250,000
511,872
1,377,409
1,922,222
1,982,740
2,466,361
8,260,604
PAGE I-9
SUMMARY OF ADDITIONAL PERSONNEL
FY 2015-2019
**********Planning Years Only**********
FY 14/15
TOTAL
ADDITIONAL
FTEs
Project
ADDITIONAL
FY 15/16
FY 16/17
FY 17/18
FY 18/19
FTEs
0.0
2.0
0.0
0.0
0.0
2.0
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
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
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
CIP SUMMARY SCHEDULE BY PROJECT
FY 14/15
Project/Funding Source
COMMITTED
CAPITAL
FUNDING
BUDGET
TOTAL
PROJECT
FY 15/16
FY 16/17
FY 17/18
FY 18/19
COST
ROADS AND BRIDGES
NSTEP (New Sidewalk Targeted Expansion Program)
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
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
5,600,000
Federal Appropriation - SAFETEA-LU
State Revenue
Greenville Water System
5,600,000
0
0
0
0
0
49,275
0
0
0
0
0
49,275
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
6,971,613
0
0
0
0
0
6,971,613
Totals
61,875
0
0
0
0
0
61,875
Property Sales
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
342,500
0
0
0
0
0
342,500
Totals
608,600
0
0
0
0
0
608,600
Calhoun Street Connection
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
0
125,000
0
0
0
0
125,000
Totals
0
125,000
0
0
0
0
125,000
Haywood Road Sidewalks
0
0
115,000
0
0
0
115,000
Totals
0
0
115,000
0
0
0
115,000
Woodruff Road Sidewalks
0
0
120,000
0
0
0
120,000
Totals
0
0
120,000
0
0
0
120,000
9,512,752
969,450
1,235,000
1,000,000
1,000,000
1,000,000
14,717,202
TOTAL ROADS AND BRIDGES
PAGE I-10
FY 14/15
COMMITTED
CAPITAL
FUNDING
BUDGET
FY 15/16
FY 16/17
FY 17/18
TOTAL
PROJECT
FY 18/19
COST
STREETSCAPES
Property Sales
14,704
0
0
0
0
0
14,704
781,667
0
0
0
0
0
781,667
Totals
796,371
0
0
0
0
0
796,371
3,403,396
0
2,635,000
0
0
0
6,038,396
30,004
0
0
0
0
0
30,004
3,433,400
0
2,635,000
0
0
0
6,068,400
200,000
0
0
0
0
0
200,000
Totals
200,000
0
0
0
0
0
200,000
Property Sales
Totals
Cultural Corridor Urban Trail
Village of West Greenville Improvements
0
100,000
100,000
100,000
100,000
100,000
500,000
100,000
0
0
0
0
0
100,000
Totals
100,000
100,000
100,000
100,000
100,000
100,000
600,000
175,000
0
0
0
0
0
175,000
Totals
175,000
0
0
0
0
0
175,000
500,000
0
0
0
0
0
500,000
32,000
0
0
0
0
0
32,000
532,000
0
0
0
0
0
532,000
State "C" Funds
Totals
Augusta Street Streetscaping (Baseball Stadium)
Admissions Tax Fund
0
250,000
0
0
0
0
250,000
40,000
100,000
0
0
0
0
140,000
Totals
40,000
350,000
0
0
0
0
390,000
128,000
0
0
0
0
0
128,000
Totals
128,000
0
0
0
0
0
128,000
165,000
0
0
0
0
0
165,000
Totals
165,000
0
0
0
0
0
165,000
161,500
0
0
0
0
0
161,500
27,500
0
0
0
0
0
27,500
189,000
0
0
0
0
0
189,000
25,000
110,000
0
0
0
0
135,000
Totals
25,000
110,000
0
0
0
0
135,000
280,000
0
0
0
0
0
280,000
Totals
280,000
0
0
0
0
0
280,000
250,000
0
0
0
0
0
250,000
Totals
250,000
0
0
0
0
0
250,000
0
275,000
0
0
0
0
275,000
Totals
0
275,000
0
0
0
0
275,000
State "C" Funds
Totals
Viola Streetscaping
West Camperdown Way
Church Street Streetscape
RiverPlace IIB Public Space Improvements
2,651,669
0
0
0
0
0
2,651,669
Totals
2,651,669
0
0
0
0
0
2,651,669
8,965,440
835,000
2,735,000
100,000
100,000
100,000
12,835,440
TOTAL STREETSCAPES
PAGE I-11
FY 14/15
COMMITTED
CAPITAL
FUNDING
BUDGET
FY 15/16
FY 16/17
TOTAL
PROJECT
FY 17/18
FY 18/19
COST
409,000
WASTEWATER
Haynie-Sirrine Wastewater System Rehabilitation
Wastewater Fund
409,000
0
0
0
0
0
Sanitary Sewer Revenue Bond - 2002
96,000
0
0
0
0
0
96,000
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
1,000,000
0
0
0
0
0
1,000,000
Totals
1,300,000
0
0
0
0
0
1,300,000
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 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
Wastewater System Rehabilitation II
Basin 7 Sewer Rehabilitation
595,000
0
0
0
0
0
595,000
1,555,000
0
0
0
0
0
1,555,000
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
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
0
0
0
2,000,000
0
0
2,000,000
Totals
0
0
250,000
2,000,000
0
0
2,250,000
Wastewater Fund
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
183,246
0
0
0
0
0
183,246
183,246
0
0
0
0
0
183,246
1,400,000
0
0
0
0
0
1,400,000
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
9,776,773
1,100,000
2,350,000
2,100,000
600,000
500,000
16,426,773
Totals
TOTAL WASTEWATER
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
PAGE I-12
FY 14/15
COMMITTED
CAPITAL
FUNDING
BUDGET
TOTAL
PROJECT
FY 15/16
FY 16/17
FY 17/18
FY 18/19
COST
Stormwater Fund
650,000
250,000
0
0
0
0
900,000
Totals
650,000
250,000
0
0
0
0
900,000
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
263,000
Swanson Court
Stormwater Fund
263,000
0
0
0
0
0
Wastewater Fund
21,000
0
0
0
0
0
21,000
284,000
0
0
0
0
0
284,000
Totals
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
100,000
0
0
0
0
0
100,000
750,000
0
0
0
0
0
750,000
72,500
0
0
0
0
0
72,500
1,390,000
0
0
0
0
0
1,390,000
Totals
Main Street Tree Rehabilitation
CBD Tax Increment Bond - 2002
11,870
0
0
0
0
0
11,870
14,313
0
0
0
0
0
14,313
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
655,766
Cleveland Park Repairs and Neighborhood Access
655,766
0
0
0
0
0
State Grants
65,464
0
0
0
0
0
65,464
Property Sales
10,396
0
0
0
0
0
10,396
119,192
0
0
0
0
0
119,192
Totals
850,818
0
0
0
0
0
850,818
325,000
0
0
0
0
0
325,000
Hospitality Tax Bond - Series 2011
675,000
0
0
0
0
0
675,000
State Grants
Totals
240,000
0
0
0
0
0
240,000
1,240,000
0
0
0
0
0
1,240,000
Trail Expansion
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
PAGE I-13
FY 14/15
COMMITTED
CAPITAL
FUNDING
BUDGET
TOTAL
PROJECT
FY 15/16
FY 16/17
FY 17/18
FY 18/19
COST
Park Restrooms
180,000
0
0
0
0
0
180,000
153,479
0
0
0
0
0
153,479
218,000
0
0
0
0
0
218,000
Totals
551,479
0
0
0
0
0
551,479
350,000
0
0
0
0
0
350,000
265,000
0
0
0
0
0
265,000
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
135,000
0
0
0
0
0
135,000
Totals
135,000
0
0
0
0
0
135,000
724,000
0
0
0
0
0
724,000
Totals
724,000
0
0
0
0
0
724,000
681,000
0
0
0
0
0
681,000
Totals
681,000
0
0
0
0
0
681,000
State Grants
109,801
0
0
0
0
0
109,801
608,000
0
0
0
0
0
608,000
Totals
717,801
0
0
0
0
0
717,801
Greenville County
25,000
0
0
0
0
0
25,000
75,000
0
0
0
0
0
75,000
100,000
0
0
0
0
0
100,000
NEXT Trail Connector
Greenville Dog Parks
Totals
225,000
0
0
0
0
0
225,000
Totals
225,000
0
0
0
0
0
225,000
145,000
0
0
0
0
0
145,000
Totals
145,000
0
0
0
0
0
145,000
0
100,000
0
0
0
0
100,000
Totals
0
100,000
0
0
0
0
100,000
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
0
0
0
0
2,000,000
0
2,000,000
Totals
0
0
0
0
2,000,000
0
2,000,000
Zoo Fund
0
0
1,000,000
0
0
0
1,000,000
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
5,625,000
1,150,000
3,150,000
Swamp Rabbit Trail Rubber Surface
Neighborhood Park Improvements
City Park Phase I
City Park Phase II
Zoo Master Plan
TOTAL PARKS AND RECREATION
9,971,266
2,475,000
75,000
22,446,266
PAGE I-14
FY 14/15
COMMITTED
CAPITAL
FUNDING
BUDGET
TOTAL
PROJECT
FY 15/16
FY 16/17
FY 17/18
FY 18/19
COST
ECONOMIC DEVELOPMENT
Piazza Bergamo / One City Plaza
Piedmont Natural Gas Grant
Property Sales
Totals
5,310,000
0
0
0
0
0
5,310,000
228,650
0
0
0
0
0
228,650
30,000
0
0
0
0
0
30,000
342,000
0
0
0
0
0
342,000
5,910,650
0
0
0
0
0
5,910,650
One City Plaza Public Restrooms
0
200,000
0
0
0
0
200,000
Totals
0
200,000
0
0
0
0
200,000
378,556
Commercial Corridors
State Revenue
378,556
0
0
0
0
0
16,960
0
0
0
0
0
16,960
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
799,873
100,000
100,000
100,000
100,000
100,000
1,299,873
Totals
Peace Center
2,582,000
0
0
0
0
0
2,582,000
Totals
2,582,000
0
0
0
0
0
2,582,000
Property Sales
896,847
0
0
0
0
0
896,847
Totals
896,847
0
0
0
0
0
896,847
Stormwater Fund
37,000
0
0
0
0
0
37,000
49,000
0
0
0
0
0
49,000
175,000
0
0
0
0
0
175,000
Totals
261,000
0
0
0
0
0
261,000
River at Broad Street
0
250,000
0
0
0
0
250,000
Totals
0
250,000
0
0
0
0
250,000
TD Convention Center Conference Center
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
0
0
0
0
500,000
0
500,000
Totals
0
0
0
0
500,000
0
500,000
10,550,370
685,000
575,000
550,000
770,000
100,000
13,230,370
TD Convention Center Parking Lots
TOTAL ECONOMIC DEVELOPMENT
NEIGHBORHOOD REVITALIZATION
401,000
0
0
0
0
0
401,000
226,372
0
0
0
0
0
226,372
85,000
0
0
0
0
0
85,000
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
0
0
0
0
0
831,372
TOTAL NEIGHBORHOOD REVITALIZATION
831,372
PAGE I-15
FY 14/15
COMMITTED
CAPITAL
FUNDING
BUDGET
TOTAL
PROJECT
FY 15/16
FY 16/17
FY 17/18
FY 18/19
COST
PUBLIC SAFETY
75,000
0
0
0
0
0
75,000
Property Sales
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
70,000
0
0
0
0
0
70,000
Totals
70,000
0
0
0
0
0
70,000
Public Safety Cameras and Infrastructure
0
400,000
0
0
0
0
400,000
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
180,000
0
0
0
0
0
180,000
Totals
180,000
0
0
0
0
0
180,000
650,000
250,000
250,000
250,000
250,000
6,356,000
TOTAL PUBLIC SAFETY
4,706,000
PARKING
Parking Garage Rehabilitation
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
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
6,259,876
Parking Enterprise Fund - GPFC
6,259,876
0
0
0
0
0
48,000
0
0
0
0
0
48,000
350,000
0
0
0
0
0
350,000
1,229,000
0
0
0
0
0
1,229,000
1,408,000
0
0
0
0
0
1,408,000
Totals
TOTAL PARKING
1,005,331
0
0
0
0
0
1,005,331
10,300,207
0
0
0
0
0
10,300,207
22,130,759
0
500,000
2,000,000
1,100,000
1,150,000
26,880,759
GENERAL GOVERNMENT
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
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
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
0
650,000
0
0
0
0
650,000
Totals
0
650,000
0
0
0
0
650,000
GWS Property Swap
0
300,000
0
0
0
0
300,000
Totals
0
300,000
0
0
0
0
300,000
TOTAL GENERAL GOVERNMENT
TOTAL, ALL PROJECTS
4,015,766
86,860,461
950,000
9,139,450
4,750,000
19,295,000
10,500,000
17,925,000
0
7,245,000
0
3,450,000
20,215,766
143,914,911
PAGE I-16
CIP SUMMARY SCHEDULE BY FUNDING SOURCE
FY 14/15
COMMITTED
FUNDING
CAPITAL
BUDGET
FY 15/16
FY 16/17
FY 17/18
FY 18/19
TOTAL
FUNDING
Admissions Tax Fund
Subtotal, Admissions Tax Fund
0
0
250,000
250,000
0
0
0
0
0
0
0
0
250,000
250,000
Park Restrooms
Subtotal, Capital Projects Fund
401,000
378,556
180,000
119,192
100,000
175,000
70,000
1,423,748
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
401,000
378,556
180,000
119,192
100,000
175,000
70,000
1,423,748
Subtotal, CBD Tax Increment Bond - 2002
11,870
11,870
0
0
0
0
0
0
0
0
0
0
11,870
11,870
Subtotal, CBD Tax Increment Bond - 2003
14,313
14,313
0
0
0
0
0
0
0
0
0
0
14,313
14,313
1,061,985
781,667
153,479
342,500
265,000
2,582,000
5,310,000
183,246
135,000
200,000
500,000
128,000
165,000
161,500
25,000
0
1,005,331
2,651,669
0
0
15,651,377
150,000
0
0
0
0
0
0
0
0
0
0
0
0
0
110,000
275,000
0
0
250,000
200,000
985,000
150,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
150,000
150,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
150,000
150,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
150,000
75,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
75,000
1,736,985
781,667
153,479
342,500
265,000
2,582,000
5,310,000
183,246
135,000
200,000
500,000
128,000
165,000
161,500
135,000
275,000
1,005,331
2,651,669
250,000
200,000
17,161,377
5,600,000
5,600,000
0
0
0
0
0
0
0
0
0
0
5,600,000
5,600,000
Funding Source/Project
Park Restrooms
Peace Center
Broad Street Pedestrian Lights
River at Broad
Subtotal, Downtown Infrastructure Fund
Federal Appropriation - SAFETEA-LU
Subtotal, Fed. Appropriation - SAFETEA-LU
PAGE I-17
FY 14/15
COMMITTED
FUNDING
CAPITAL
BUDGET
FY 15/16
FY 16/17
FY 17/18
FY 18/19
TOTAL
FUNDING
629,582
881,082
750,000
360,000
0
0
226,372
0
0
0
0
0
220,766
75,000
0
300,000
180,000
3,622,802
300,000
300,000
0
0
244,450
125,000
0
650,000
300,000
0
0
100,000
0
0
100,000
100,000
0
2,219,450
500,000
500,000
0
0
0
0
0
0
0
115,000
120,000
100,000
2,500,000
0
0
100,000
0
3,935,000
500,000
500,000
0
0
0
0
0
0
0
0
0
100,000
2,500,000
0
0
100,000
0
3,700,000
500,000
500,000
0
0
0
0
0
0
0
0
0
100,000
0
0
0
100,000
0
1,200,000
500,000
500,000
0
0
0
0
0
0
0
0
0
100,000
0
0
0
100,000
0
1,200,000
2,929,582
3,181,082
750,000
360,000
244,450
125,000
226,372
650,000
300,000
115,000
120,000
500,000
5,220,766
75,000
100,000
800,000
180,000
15,877,252
Subtotal, General Obligation Bond - 2003
72,500
72,500
0
0
0
0
0
0
0
0
0
0
72,500
72,500
85,000
706,000
791,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
85,000
706,000
791,000
3,881,000
3,881,000
0
0
0
0
0
0
0
0
0
0
3,881,000
3,881,000
Greenville County
Subtotal, Greenville County
1,508,000
25,000
34,357
1,567,357
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1,508,000
25,000
34,357
1,567,357
150,000
0
150,000
0
100,000
100,000
0
0
0
0
0
0
0
0
0
0
0
0
150,000
100,000
250,000
500,000
0
756,350
228,650
1,485,000
0
500,000
0
0
500,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
500,000
500,000
756,350
228,650
1,985,000
675,000
675,000
0
0
0
0
0
0
0
0
0
0
675,000
675,000
NSTEP (New Sidewalk Targeted Expansion Program)
Street Resurfacing
North Main Street Road Diet and Restriping
GWS Property Swap
Subtotal, General Fund Transfer
Greenville Local Development Corporation
Subtotal, Greenville Local Development Corporation
Subtotal, Greenville Water System
Hospitality Tax Bond - Series 2011
Subtotal, Hospitality Tax Bond - Series 2011
PAGE I-18
FY 14/15
COMMITTED
FUNDING
CAPITAL
BUDGET
FY 15/16
FY 16/17
FY 17/18
FY 18/19
TOTAL
FUNDING
655,766
325,000
0
218,000
48,000
724,000
681,000
608,000
100,000
225,000
350,000
145,000
0
0
0
500,000
4,579,766
0
0
1,000,000
0
0
0
0
0
0
0
0
0
1,225,000
0
0
250,000
2,475,000
0
0
2,375,000
0
0
0
0
0
0
0
0
0
2,100,000
0
0
250,000
4,725,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1,000,000
250,000
1,250,000
0
0
0
0
0
0
0
0
0
0
0
0
0
2,000,000
1,000,000
250,000
3,250,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
250,000
250,000
655,766
325,000
3,375,000
218,000
48,000
724,000
681,000
608,000
100,000
225,000
350,000
145,000
3,325,000
2,000,000
2,000,000
1,750,000
16,529,766
695,000
695,000
0
0
0
0
0
0
0
0
0
0
695,000
695,000
Subtotal, Local Accommodations Tax Fund
1,229,000
100,000
0
1,329,000
0
135,000
0
135,000
0
475,000
0
475,000
0
450,000
0
450,000
0
170,000
500,000
670,000
0
0
0
0
1,229,000
1,330,000
500,000
3,059,000
Subtotal, Parking Fund
1,408,000
0
0
0
1,408,000
0
400,000
0
0
400,000
0
0
500,000
0
500,000
0
0
500,000
1,500,000
2,000,000
0
0
500,000
600,000
1,100,000
0
0
500,000
650,000
1,150,000
1,408,000
400,000
2,000,000
2,750,000
6,558,000
30,000
30,000
0
0
0
0
0
0
0
0
0
0
30,000
30,000
11,830,552
6,259,876
18,090,428
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
11,830,552
6,259,876
18,090,428
Property Sales
Subtotal, Property Sales
467,500
342,000
30,004
75,000
10,396
14,704
61,875
70,000
896,847
116,338
2,084,664
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
467,500
342,000
30,004
75,000
10,396
14,704
61,875
70,000
896,847
116,338
2,084,664
Subtotal, Sanitary Sewer Revenue Bond - 2002
96,000
96,000
0
0
0
0
0
0
0
0
0
0
96,000
96,000
Trail Expansion
Park Restrooms
Swamp Rabbit Trail Rubber Surface
City Park Phase I
City Park Phase II
Zoo Master Plan
Subtotal, Hospitality Tax Fund
Installment Lease Purchase Agreement - 2013
Subtotal, Installment Lease Purchase Agree. - 2013
Piedmont Natural Gas
Parking Enterprise Fund-GPFC
Project One Garage
Subtotal, Parking Fund
PAGE I-19
FY 14/15
COMMITTED
FUNDING
CAPITAL
BUDGET
FY 15/16
FY 16/17
FY 17/18
FY 18/19
TOTAL
FUNDING
1,695,000
1,000,000
1,555,000
4,250,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1,695,000
1,000,000
1,555,000
4,250,000
0
0
0
0
2,000,000
2,000,000
0
0
0
0
0
0
2,000,000
2,000,000
0
0
0
0
0
0
2,000,000
2,000,000
0
0
0
0
2,000,000
2,000,000
266,100
32,000
27,500
325,600
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
266,100
32,000
27,500
325,600
1,811,773
1,811,773
0
0
0
0
0
0
0
0
0
0
1,811,773
1,811,773
65,464
109,801
240,000
415,265
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
65,464
109,801
240,000
415,265
49,275
16,960
66,235
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
49,275
16,960
66,235
Stormwater Fund
Pinehurst Culvert Crossing
Swanson Court
Public Works Operation Center
North Hills Area Stormwater
Subtotal, Stormwater Fund
395,963
650,000
0
435,000
2,195,000
1,659,000
263,000
450,000
63,000
0
37,000
100,000
6,247,963
0
250,000
275,000
0
0
100,000
0
850,000
0
0
0
0
1,475,000
0
0
275,000
0
0
0
0
0
0
2,250,000
0
1,000,000
3,525,000
0
0
275,000
0
0
0
0
0
0
500,000
0
0
775,000
0
0
275,000
0
0
0
0
0
0
0
0
0
275,000
0
0
275,000
0
0
0
0
0
0
0
0
0
275,000
395,963
900,000
1,375,000
435,000
2,195,000
1,759,000
263,000
1,300,000
63,000
2,750,000
37,000
1,100,000
12,572,963
Subtotal, Stormwater Revenue Bond - 2012
3,100,000
3,100,000
0
0
0
0
0
0
0
0
0
0
3,100,000
3,100,000
Subtotal, Stormwater Revenue Bond - 2012
0
0
0
0
0
0
7,500,000
7,500,000
0
0
0
0
7,500,000
7,500,000
350,000
40,000
390,000
0
100,000
100,000
0
0
0
0
0
0
0
0
0
0
0
0
350,000
140,000
490,000
49,000
49,000
0
0
0
0
0
0
0
0
0
0
49,000
49,000
Wastewater Rehabilitation
State "C" Funds
Subtotal, State "C" Funds
State Clean Water Revolving Loan Fund
Subtotal, State Clean Water Revolving Loan Fund
State Grants
Subtotal, State Grants
State Revenue
Subtotal, State Revenue
Subtotal, Sunday Alcohol Permits Fund
Subtotal, Utility Undergrounding Fund
PAGE I-20
FY 14/15
COMMITTED
FUNDING
CAPITAL
BUDGET
FY 15/16
FY 16/17
FY 17/18
FY 18/19
TOTAL
FUNDING
183,246
280,000
463,246
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
183,246
280,000
463,246
Wastewater Fund
Swanson Court
Subtotal, Wastewater Fund
409,000
56,000
300,000
0
265,000
595,000
650,000
0
0
127,158
0
231,000
21,000
2,654,158
0
0
0
0
100,000
0
0
250,000
0
0
150,000
0
0
500,000
0
0
0
0
100,000
0
0
0
250,000
0
0
0
0
350,000
0
0
0
0
100,000
0
0
0
0
0
0
0
0
100,000
0
0
0
500,000
100,000
0
0
0
0
0
0
0
0
600,000
0
0
0
500,000
0
0
0
0
0
0
0
0
0
500,000
409,000
56,000
300,000
1,000,000
665,000
595,000
650,000
250,000
250,000
127,158
150,000
231,000
21,000
4,704,158
West Camperdown Way
Subtotal, West End Tax Increment Fund
175,000
250,000
3,403,396
3,828,396
0
0
0
0
0
0
2,635,000
2,635,000
0
0
0
0
0
0
0
0
0
0
0
0
175,000
250,000
6,038,396
6,463,396
0
0
0
0
1,000,000
1,000,000
0
0
0
0
0
0
1,000,000
1,000,000
86,860,461
9,139,450
19,295,000
17,925,000
7,245,000
3,450,000
143,914,911
Viola Streetscaping
Subtotal, Viola Street Tax Increment Fund
Zoo Fund
Zoo Master Plan
Subtotal, Zoo Fund
TOTAL, ALL FUNDING SOURCES
PAGE I-21
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 City
North Main Street Dieting and Restriping
Sustainable City
Park Restrooms
Pinehurst Culvert Crossing Improvements
City Park Phase I
City Park Phase II
Swanson Court
Viola Streetscaping
Haywood Sewer Upgrade
West Camperdown Way
Prosperous City
GWS Property Swap
Rhett/Camperdown Improvements
River at Broad
City of Neighborhoods
NSTEP
PAGE I-22
Mobile City
Project One Garage
Street Resurfacing
City of Culture and Recreation
Peace Center
Trail Expansion
Swamp Rabbit Trail Rubber Surface Replacement
Zoo Master Plan
Inclusive City
No 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.
GWS Property Swap
Encourage Water Conservation and Water Quality
Encourage Sustainable Growth
Create Safe, Walkable Spaces and Accessible Destinations
NSTEP
Rhett/Camperdown Improvements
Trail Expansion
Viola Streetscaping
West Camperdown Way
PAGE I-23
Create a Healthy Environment for all Greenville Citizens
City Park Phase I
City Park Phase II
Park Restrooms
Swamp Rabbit Trail Rubber Surface Replacement
Encourage Redevelopment and Infill for Commercial Corridors
Project One Garage
Provide Linkages Between All Transportation Options
Pinehurst Culvert Crossing Improvements
Enhance and Protect Residential Areas
Street Resurfacing
Swanson Court
Encourage a Wide Variety of Transportation Modes
North Main Road Dieting and Restriping
Create a Safe Environment
Maintain Quality of Redeveloped Areas
Emphasize Unique Community Characteristics
Peace Center
Zoo Master Plan
Coordinate Housing Development with Infrastructure
River at Broad
PAGE I-24
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
PROJECT
REQUEST
TOTAL
FY 15/16
FY 16/17
FY 17/18
FY 18/19
REQUEST
0
NFS
488,000
0
0
0
0
NFS
0
0
0
0
0
0
0
0
0
0
705,000
0
1,038,000
225,000
250,000
3,000,000
350,000
PROJECT DOES NOT APPEAR IN CIP - NO FUNDING (REQUESTED AMOUNT SHOWN)
Briar Street Extension
Children's Theater
Church Street Trail Connector
Cleveland Park Horse Stables
Cleveland Street Sidewalk
Cultural Corridor
705,000
NFS
310,000
225,000
250,000
0
Datacenter Safety Renovation
350,000
Downtown Convention Center
NFS
375,000
Fire Stations Rehabilitation
NFS
0
NFS
240,000
0
0
3,000,000
0
0
0
0
NFS
NFS
NFS
0
0
0
0
0
750,000
NFS
NFS
0
0
0
0
0
1,900,000
375,000
NFS
Market Pointe Drive Connector
150,000
1,750,000
Markley at Rhett Street Improvements
475,000
100,000
0
0
0
575,000
79,000
104,000
104,000
139,000
0
426,000
400,000
0
0
0
0
400,000
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
0
Neighborhood Park Improvements *
Park Avenue Gym Acquisition
Park Parking Lot Improvements
Public Private Partnerships
NFS
NFS
NFS
NFS
0
Reedy Square
NFS
NFS
NFS
NFS
0
0
0
0
0
0
125,000
Re-striping on City Roads
125,000
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
Traffic Signalization Software *
West Greenville Community Center *
Woodruff Road Parallel Environmental Study
TOTAL UNFUNDED PROJECTS
$
0
0
0
675,000
0
675,000
150,000
0
0
0
0
150,000
65,000
600,000
0
0
0
665,000
200,000
0
0
0
0
200,000
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.
PAGE I-25
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.
bonds, and capital leases are not subject to this limitation.
Revenue bonds, tax increment
LEGAL DEBT MARGIN
Assessed value
Merchants' inventory for debt purposes
Total assessed value
$
Statutory debt limit based on 8% of
total assessed value
Less, amount of debt applicable to debt limit
Legal debt margin
$
6/30/2013
Actual
6/30/2014
Estimate
6/30/2015
Estimate
365,078,200
9,169,930
374,248,130
373,680,143
9,169,930
382,850,073
380,894,969
9,169,930
390,064,899
29,939,850
30,628,006
31,205,192
9,915,000
9,095,000
12,131,000
20,024,850
21,533,006
19,074,192
PAGE I-26
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:
SUMMARY OF DEBT PAYMENTS
GENERAL FUND
2014 Lease Purchase Principal
2014 Lease Purchase Interest
2012 GO Bond Principal
2012 GO Bond Interest
2011 G.O. Bond Principal
2011 G.O. Bond Interest
2010 Energy Conservation Bond Principal
2010 Energy Conservation Bond Interest
TOTAL
HOSPITALITY TAX FUND
2004 COPs Principal
2004 COPs Interest
TOTAL
STORMWATER FUND
2013 Revenue Bond
2013 Revenue Bond
2011 Revenue Bond
2011 Revenue Bond
TOTAL
Principal
Interest
Principal
Interest
$
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
0
0
0
0
0
0
543,376
66,339
143,284
14,291
0
0
40,678
2,234
80,000
257,231
350,000
116,338
1,613,771
0
0
915,000
190,493
251,818
23,089
0
0
146,526
11,049
15,866
17,216
41,886
964
0
0
0
0
1,613,907
0
0
820,000
277,975
257,234
17,673
0
0
149,841
7,734
16,990
16,426
0
0
0
0
0
0
1,563,873
139,000
26,410
845,000
253,375
261,834
13,074
0
0
153,232
4,344
18,120
15,582
0
0
0
0
0
0
1,729,971
0
0
1,065,000
908,865
280,000
194,105
2,447,970
191,000
42,088
1,200,000
764,136
0
0
2,197,224
312,000
63,814
1,235,000
730,311
0
0
2,341,125
322,000
58,542
1,285,000
683,011
0
0
2,348,553
0
0
220,000
73,820
293,820
0
0
228,000
67,220
295,220
136,000
27,460
236,000
62,136
461,596
212,000
66,097
242,000
55,119
575,216
PAGE I-27
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
0
0
0
0
164,000
171,066
65,000
64,037
275,000
8,663
747,766
0
0
60,079
44,437
454,000
163,534
70,000
61,672
0
0
853,722
0
0
81,695
43,074
464,000
152,689
75,000
59,798
0
0
876,256
212,500
188,859
83,548
41,221
485,000
137,911
80,000
57,120
0
0
1,286,159
49,710
2,625
52,335
51,558
1,046
52,604
0
0
0
0
0
0
ZOO FUND
TOTAL
1,382
2,968
4,350
2,901
3,124
6,025
3,106
3,003
6,109
3,313
2,849
6,162
TD CONVENTION CENTER FUND
2007 Naming Rights Principal
2007 Naming Rights Interest
TOTAL
46,060
98,919
215,823
82,512
443,314
96,689
104,127
241,976
67,821
510,613
103,537
100,100
270,309
58,674
532,620
110,426
94,954
300,984
41,158
547,522
PARKING FUND
2014 Revenue Bond Principal*
2014 Revenue Bond Interest*
2013 Revenue Bond Principal*
2013 Revenue Bond Interest*
2009 Limited Obligation Bond Interest
2005B Revenue Bond Principal
2005B Revenue Bond Interest
TOTAL
0
0
0
0
22,205
47,685
652,563
1,315,000
364,121
2,401,574
0
0
0
0
46,610
50,196
652,563
1,430,000
297,891
2,477,260
0
0
0
0
49,911
48,255
652,563
1,545,000
232,350
2,528,079
650,000
156,500
1,170,000
343,590
53,232
45,774
652,563
1,660,000
155,100
4,886,759
WASTEWATER FUND
2012 SRF Loan Principal
2012 SRF Loan Interest
TOTAL
SOLID WASTE FUND
TOTAL
$
*Debt in the name of Greenville Public Facilities Corporation, a blended component unit of the City of
Greeenville.
PAGE I-28
2011 Tax Increment Bond Principal
2011 Tax Increment Bond Interest
TOTAL
$
TOTAL
TOTAL
TOTAL ALL FUNDS
$
2011-12
Actual
2012-13
Actual
2013-14
Budget
2014-15
Budget
129,000
163,297
125,000
75,388
255,000
249,096
570,000
178,586
905,000
233,299
2,883,666
766,000
359,954
125,000
70,376
265,000
10,865
30,000
16,295
955,000
186,055
2,784,545
1,051,000
342,566
135,000
65,363
0
0
35,000
15,095
1,005,000
136,271
2,785,295
1,074,000
318,708
140,000
59,950
0
0
35,000
13,660
1,060,000
83,820
2,785,138
0
0
200,000
84,584
284,584
243,000
23,135
0
0
266,135
234,000
33,281
0
0
267,281
236,000
29,841
0
0
265,841
40,000
3,599
43,599
40,000
1,797
41,797
0
0
0
0
0
0
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
Balance
6/30/2014
Balance
6/30/2015
Balance
0
0
3,881,000
9,915,000
9,095,000
8,250,000
9,915,000
9,095,000
12,131,000
General Obligation Bonds
$3,881,000 - series 2015 - used for
Verdae/Woodruff Fire Station project
$
$10,830,000 - series 2012 - used to
refund series 2003, 2006 and 2011.
Bonds are due in annual installments of $620,000
to $915,000 through April 2026.
General Obligation Bonds Total
$
PAGE I-29
6/30/2013
Balance
6/30/2014
Balance
6/30/2015
Balance
0
0
950,000
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 Conservation
Bonds used to finance energy-efficient
improvements at City facilities.
3,473,684
3,300,140
3,115,048
380,982
231,141
77,909
$
4,911,529
5,025,910
5,236,752
$
905,467
635,158
334,174
$
905,467
635,158
334,174
$
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
1,242,768
1,159,220
1,075,672
Capital Leases
$950,000 - series 2014 - used to
$
$695,000 - series 2014 - used to
finance phone system replacement.
$741,195 - series 2010 - used to
Capital Leases Total
Promissory Note
$2,043,130 - used to finance TDCC renovations
through 2007 Naming Rights agreement.
Promissory Note Total
Revenue Bonds
$6,260,000 - series 2014 Revenue Bond to
construct a parking garage
$2,004,989 - series 2012 SRF Loan to finance
wastewater system improvements at
Haynie-Sirrine and Faris Circle due in quarterly
installments of $19,914 to $31,018 through July 2031.
PAGE I-30
6/30/2013
Balance
6/30/2014
Balance
6/30/2015
Balance
$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 Bond
to refund the 2001 Certificates of Participation
and 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 Bond
to 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 wastewater
system improvements in Basin G12D. Bonds are
due in annual installments of $55,000 to $155,000
through April 2028.
1,675,000
1,600,000
1,520,000
$15,370,000 - series 2005B - used to refund the series
2002, 1997A, 1997, and 1996 parking revenue bonds.
5,445,000
3,900,000
2,240,000
$3,967,000 - series 2012 Hospitality Tax Bond
to refund the 2004 Certificates of Participation
Bonds are due in annual installments of $191,000
to $371,000 through April 2024.
3,776,000
3,464,000
3,142,000
$
49,912,768
65,292,220
67,876,172
$
15,091,000
14,040,000
12,966,000
$2,330,000 - series 2006 - used to finance
improvements in the CBD. Bonds are
due in annual installments of $60,000 to $390,000
through October 2021.
1,630,000
1,495,000
1,355,000
$2,507,000 - series 2012 - used to refund
outstanding series 2003 West End TIF bonds.
2,264,000
2,030,000
1,794,000
Revenue Bonds Total
Tax Increment Bonds
$15,986,000 - series 2011 - used to refund the
2002 and 2003 CBD TIF bonds.
PAGE I-31
$11,010,000 - series 2002 - used to refund
outstanding series 2000 and series 1994 bonds.
Also used to finance various redevelopment projects
in the CBD. Bonds are due in annual installments of
$245,000 to $840,000 through April 2021.
$9,580,000 - series 1998 - used to
finance the construction of the Poinsett
Parking Garage. Bonds are due in annual
installments of $660,000 to $1,120,000 through
November 2015.
6/30/2013
Balance
6/30/2014
Balance
6/30/2015
Balance
315,000
280,000
245,000
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 longterm 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.
PAGE I-32
APPENDICES
A.
Appropriation Ordinance
B.
Authorized Staffing
C.
Financial Policies
D.
Glossary and Commonly Used Acronyms
APPENDICES
PAGE J-1
APPENDICES
PAGE J-2
APPENDIX – A
Appropriation Ordinance
APPENDICES
PAGE J-3
APPENDICES
PAGE J-4
APPENDICES
PAGE J-5
APPENDICES
PAGE J-6
APPENDIX – B
Authorized Staffing
2011-12 2012-13 2013-14 2014-15
Net
Change
GENERAL FUND
Mayor and Council
Mayor
Council Members
Executive Assistant to the Mayor
City Attorney
Assistant City Attorney
Legal Assistant
Paralegal
Legal Administrative Assistant
Administrative Assistant III
Administrative Assistant
Legal Office Administrator
Legal Office Coordinator
Municipal Court
Municipal Court Judge
Assistant Municipal Court Judge (FT)
Assistant Municipal Court Judge (PT)
Court Services Associate
Deputy Clerk of Court
Deputy Clerk of Court (PT)
Clerk of Court
Clerk of Operations
Assistant Clerk of Court
Clerk of Finance
Principal Deputy Clerk of Court
Court Services Coordinator
Ministerial Recorder
Ministerial Recorder (PT)
APPENDICES
1
6
1
8
1
6
1
8
1
6
1
8
1
6
1
8
0
1
3
2
0
1
0
0
0
1
8
1
3
1
1
0
0
1
0
1
8
1
3
0
2
0
1
0
1
0
8
1
3
0
2
0
1
0
1
0
8
0
1
1
2
0
6
1
1
0
1
0
2
0
4
0
19
1
1
2
0
5
1
1
0
1
0
3
0
4
0
19
1
1
2
6
0
0
0
1
0
1
0
3
4
0
19
1
1
2
6
0
0
0
1
0
1
0
3
4
0
19
0
PAGE J-7
2011-12 2012-13 2013-14 2014-15
City Manager
Deputy City Manager
Intergovernmental Manager
Executive Assistant to the City Manager
City Clerk's Office
City Clerk
Deputy City Clerk
Subtotal Full-Time Legislative and Administrative
Subtotal Part-Time Legislative and Administrative
Total Personnel
Net
Change
1
1
1
1
4
1
1
1
1
4
1
1
1
1
4
1
1
1
1
4
0
1
1
2
1
1
2
1
1
2
1
1
2
0
38
3
41
38
3
41
39
2
41
39
2
41
0
0
0
0
1
1
1
1
1
0
0
1
1
7
0
1
1
1
1
1
0
0
1
1
7
0
1
1
1
1
1
0
0
1
1
7
1
1
1
0
1
1
1
1
0
0
7
0
1
1
0
1
1
1
5
1
1
0
1
1
1
5
1
0
1
1
1
1
5
1
0
1
1
1
1
5
0
12
0
12
12
0
12
12
0
12
12
0
12
0
0
0
Public Information Administrator
Graphics Manager
Video Manager
Web Manager
Grants Coordinator
Communications Manager
CS Rep - Greenville Cares
CS Rep - City Hall
Customer Service Coordinator - Greenville Cares
Customer Service Representative - Greenville Cares
Special Events Division
Director of Public Information and Events
Accountant
Sr. Accounting Technician
Sales and Marketing Manager
Special Events Manager
Special Events Coordinator
Subtotal Full-Time Public Information and Events
Subtotal Part-Time Public Information and Events
Total Personnel
APPENDICES
PAGE J-8
2011-12 2012-13 2013-14 2014-15
Net
Change
Director of Economic and Community Development
Project Manager
Downtown Development Manager
Downtown Manager
Economic Development Manager
Economic Development Analyst
Economic Development Representative
Planning and Zoning Division
Planning and Development Manager
Zoning Administrator
Zoning Officer
Zoning Coordinator
Development Planner
Administrative Assistant II
Secretary
Building and Property Maintenance Division
Building Codes Administrator
Chief of Inspections
Assistant Building Codes Administrator
Plans Examiner
Permit and License Specialist
Permit Technician
Plan Review Coordinator
Permitting Manager
Paralegal Clerk
Administrative Assistant I
Inspector I, II, III
Code Enforcement Supervisor
Code Enforcement Officer
Subtotal Full-Time Economic Development
Subtotal Part-Time Economic Development
Total Personnel
APPENDICES
1
1
1
0
1
1
1
0
1
7
1
1
1
0
1
1
1
0
1
7
1
0
0
1
1
1
2
1
0
7
1
0
0
1
1
1
2
1
0
7
0
1
1
1
0
2
0
1
6
1
1
1
0
2
0
1
6
1
1
0
1
2
1
0
6
1
1
1
1
2
1
0
7
1
1
1
0
1
1
0
0
0
1
0
6
1
4
16
1
1
0
1
1
0
0
0
1
0
6
1
4
16
1
1
0
1
0
0
1
0
0
1
6
1
3
15
1
0
1
1
0
1
0
1
0
1
8
1
3
18
3
29
0
29
29
0
29
28
0
28
32
0
32
4
0
4
PAGE J-9
Net
Change
2011-12 2012-13 2013-14 2014-15
HUMAN RESOURCES
Human Resources
Director of Human Resources
Benefits Administrator
Benefits Analyst
Compensation Manager
EEO / Employment Administrator
Human Resources Assistant
HR Generalist
Training and Organizational Development Specialist
Occupational Health
Health Clinic Administrator
Registered Nurse I
Registered Nurse II
Medical Assistant
Subtotal Full-Time Human Resources
Subtotal Part-Time Human Resources
Total Personnel
1
1
0
1
1
1
0
1
6
1
0
1
1
1
1
1
0
6
1
0
1
1
1
1
1
0
6
1
0
1
1
1
1
1
0
6
0
1
1
1
0
3
1
1
1
0
3
1
1
1
0
3
1
1
1
0
3
0
9
0
9
9
0
9
9
0
9
9
0
9
0
0
0
1
0
2
1
1
5
1
0
2
1
1
5
1
1
0
1
1
4
1
0
2
1
1
5
1
1
3
1
0
1
6
1
3
1
0
1
6
1
3
0
1
1
6
1
3
0
1
1
6
0
OFFICE OF MANAGEMENT AND BUDGET (OMB)
Director of Management and Budget
Accounting Technician
Accounting Technician (PT)
Budget Administrator
Budget Analyst / Auditor
Accounting Division
Comptroller
Senior Accountant
Accountant
Payroll Accountant
APPENDICES
PAGE J-10
2011-12 2012-13 2013-14 2014-15
Revenue Division
Revenue Administrator
Business License Auditor
Business License Officer
Business License Field Supervisor
Revenue Coordinator
Revenue Specialist
Revenue Technician
Permit and License Technician
Purchasing Division
Purchasing Administrator
Records Management Coordinator
Mail Services Clerk
Buyer
Information Technology (IT)
Information Technology Manager
Technical Services Manager
Enterprise Applications Manager
Support Center Manager
Network / Security Administrator
Server Administrator
Sr. Support Center Technician
Support Center Technician
Geographic Information Systems (GIS)
GIS Administrator
GIS Technical Manager
GIS Analyst III
GIS Analyst II
GIS Analyst I
Senior GIS Analyst
GIS Analyst
Subtotal Full-Time OMB
Subtotal Part-Time OMB
Total Personnel
APPENDICES
Net
Change
1
1
2
1
1
1
1
0
3
11
1
1
2
1
1
1
1
0
3
11
1
1
2
1
1
1
1
0
3
11
1
1
2
1
1
1
1
0
3
11
0
1
1
1
2
5
1
1
1
2
5
1
1
1
2
5
1
1
1
2
5
0
1
0
1
1
0
1
4
1
9
1
1
0
0
1
1
0
5
9
1
1
0
0
1
1
0
5
9
1
1
0
0
1
1
0
5
9
0
1
0
0
0
0
1
3
5
1
0
0
0
0
1
3
5
1
0
1
2
1
0
0
5
0
1
1
2
1
0
0
5
0
39
2
41
39
2
41
40
0
40
39
2
41
(1)
2
1
PAGE J-11
2011-12 2012-13 2013-14 2014-15
Net
Change
POLICE DEPARTMENT
Police Chief
Police Lieutenant
Police Sergeant
Police Captain
Fiscal Specialist
Payroll Specialist
Police Corporal
Police Sergeant
Police Lieutenant
Police Officer
Property and Compliance Manager
Crime Analyst
Data Entry Operator
Operations Division
Police Major
Police Captain
Police Lieutenant
Police Sergeant
Master Patrolman
Police Corporal
Police Officer
Training and Certification Coordinator
APPENDICES
1
1
1
0
0
2
5
1
1
1
0
0
2
5
1
1
1
0
2
0
5
1
1
1
1
1
0
5
0
1
0
0
1
1
4
2
1
0
1
2
0
1
14
0
0
0
1
1
3
1
1
1
1
2
0
1
12
0
1
1
0
0
3
1
1
1
1
2
0
1
12
1
1
0
0
0
3
2
1
2
1
2
1
0
14
2
1
2
4
9
0
18
75
0
0
1
110
1
2
5
10
0
14
84
0
0
1
117
1
2
5
10
0
8
86
0
1
0
113
1
1
5
10
1
3
85
1
1
0
108
(5)
PAGE J-12
2011-12 2012-13 2013-14 2014-15
Support Division
Police Major
Police Captain
Police Lieutenant
Police Sergeant
Master Patrolman
Police Corporal
Police Officer
Investigative Services Specialist
CBD Compliance Inspector (PT)
Animal Control Officer
Crime Stopper Specialist
Secretary
Communication Bureau Administrator
Alarm Coordinator
Asst. Communication Bureau Administrator
Communications Specialist I, II, III
Subtotal Full-Time Police
Subtotal Part-Time Police
Total Personnel
Net
Change
1
0
4
8
0
45
13
1
0
2
1
0
1
76
1
1
3
8
0
29
24
1
0
2
1
0
1
71
1
1
3
7
0
25
33
1
0
2
1
1
0
75
0
1
3
7
2
22
46
0
1
2
0
1
0
85
10
1
0
1
28
30
1
0
1
28
30
1
0
1
28
30
1
1
1
28
31
1
235
0
235
235
0
235
235
0
235
242
1
243
7
1
8
1
0
1
2
1
0
1
2
1
1
0
2
1
1
0
2
0
0
1
1
0
0
2
4
0
1
1
0
0
5
7
1
0
1
1
3
1
7
1
0
1
4
0
1
7
0
FIRE DEPARTMENT
Administration
Fire Chief
Fire Marshal
Fire Inspector II
Fire Inspector I
Deputy Fire Marshal
APPENDICES
PAGE J-13
Net
Change
2011-12 2012-13 2013-14 2014-15
Assistant Fire Chief
Fire Battalion Chief
Fire Captain
Fire Lieutenant
Firefighter
Fire Specialist
Assistant Fire Chief
Deputy Fire Chief
Chief of Training
Training Instructor
Deputy Chief of Training
Chief Fire Mechanic
Chief Mechanic - Fire
Resource Management Officer
Assistant Fire Mechanic
Assistant Chief Mechanic
Subtotal Full-Time Fire
Subtotal Part-Time Fire
Total Personnel
3
3
6
24
75
21
132
3
3
6
24
72
21
129
3
3
6
24
72
21
129
3
3
6
24
75
21
132
3
1
0
0
0
1
0
1
1
0
1
5
0
1
0
0
1
0
1
1
0
1
5
0
1
1
1
0
1
0
1
1
0
6
0
1
1
1
0
1
0
1
1
0
6
0
143
0
143
143
0
143
144
0
144
147
0
147
3
0
3
1
1
0
1
3
1
1
0
1
3
1
1
1
0
3
1
1
1
0
3
0
Administration
Director of Public Works
Assistant Public Works Director
APPENDICES
PAGE J-14
2011-12 2012-13 2013-14 2014-15
Assistant City Engineer - Traffic
Traffic Control Supervisor
Traffic Operations Engineer
Senior Signal System Technician
Senior Traffic Control Technician
Senior Sign Supply/Traffic Control Technician
Traffic Control Technician
Engineering Technician I
Traffic Engineering Technician
Engineering Services Manager
Assistant City Engineer - Civil
Senior Civil Engineer
Civil Engineer
Engineering Technician I
Engineering Technician
City Surveyor
Office Manager
Secretary
APPENDICES
Net
Change
1
1
1
1
4
1
4
0
1
0
1
15
1
1
1
1
4
1
4
0
1
0
1
15
1
1
1
1
4
1
4
1
0
1
0
15
1
1
1
1
4
1
4
1
0
1
0
15
0
1
1
2
0
0
1
1
0
0
0
1
1
8
1
1
3
0
0
1
1
0
0
0
1
1
9
1
1
2
0.5
1
0
1
1
0
1
0
0
8.5
1
1
2
0.5
1
0
1
1
1
0
0
0
8.5
0
PAGE J-15
2011-12 2012-13 2013-14 2014-15
Streets Division
Superintendent of Streets
Office Manager
Operations Assistant
Supply Services Manager
Supply Services Assistant
Concrete Supervisor
Pavement Supervisor
Streets Cleaning Supervisor
Supervisor
Asphalt Pavement Technician II
Asphalt Pavement Technician I
Streets Cleaning Technician II
Streets Concrete Technician II
Streets Concrete Technician I
Skilled Laborer
Semi-Skilled Laborer
Motor Equipment Operator
Capital Projects Manager
Construction and Inspection Manager
Senior Engineering Technician
Senior Public Works Inspector
Engineering Technician II
Public Works Inspector
APPENDICES
Net
Change
1
0
1
1
1
0
0
0
5
0
0
0
0
0
3
2
13
27
1
0
1
1
1
0
0
0
5
0
0
0
0
0
3
1
14
27
1
1
0
1
1
3
1
1
0
2
1
5
6
3
0
1
0
27
1
1
0
1
1
3
1
1
0
2
1
7
6
3
0
1
0
29
2
1
1
0
3
0
1
0
1
7
1
1
0
3
0
1
0
1
7
1
1
3
0
1
0
1
0
7
1
1
4
0
1
0
1
0
8
1
PAGE J-16
2011-12 2012-13 2013-14 2014-15
Building Maintenance Superintendent
Building Maintenance Technician
Building Maintenance Supervisor
Concrete Supervisor
Supervisor
Streets Concrete Technician II
Streets Concrete Technician I
Skilled Laborer
Subtotal Full-Time Public Works
Subtotal Part-Time Public Works
Total Personnel
Net
Change
1
8
1
10
1
8
1
10
1
8
1
10
1
8
1
10
0
0
1
0
2
0
1
4
0
1
0
2
0
1
4
1
0
2
0
1
0
4
1
0
2
0
1
0
4
0
74
0
74
75
0
75
74.5
0
74.5
77.5
0
77.5
3
0
3
0
1
0
0
0
1
1
1
1
0
0
0
1
1
7
0
1
1
1
0
1
0
1
1
0
0
2
0
0
8
0
1
1
1
1
0
0
1
1
1
1
0
0
0
8
1
0
1
1
1
0
0
1
1
1
1
0
0
0
8
0
Director of Parks, Recreation, and Sustainability
Director of Parks and Recreation
Parks and Recreation Business Administrator
Urban Designer
Operations Coordinator
Administrative Assistant-Exempt
Greenways and Sustainability Manager
Shop Superintendent
Small Engine Mechanic
Secretary
APPENDICES
PAGE J-17
Net
Change
2011-12 2012-13 2013-14 2014-15
Recreation Division
Asst. Community Center Supervisor
Community Center Supervisor
Assistant Community Programs Manager
Recreation Operations Administrator
Recreation Programs Manager
Custodian
Custodian (PT)
Recreation Leader
Recreation Leader (PT)
Community Programs Manager
Athletic Program Coordinator
Athletic Program Leader
Assistant Parks and Grounds Administrator
Supervisor
Park District Manager
Parks Maintenance Supervisor
Cemetery Maintenance Supervisor
Parks and Rec. Maintenance Tech. II
Parks and Rec. Maintenance Tech. I
Skilled Laborer
Community Service Manager
Right-of-Way Manager
APPENDICES
1
5
1
0
0
2
1
0
11
1
1
1
24
1
4
0
1
1
2
1
0
11
1
1
1
24
2
4
0
1
1
2
1
0
11
1
1
1
25
0
4
0
1
1
2
1
4
9
1
1
1
25
0
1
0
3
1
0
4
0
0
8
1
18
1
1
3
1
0
5
0
0
8
1
20
1
0
3
1
1
0
5
9
0
0
20
1
0
3
1
1
0
5
9
0
0
20
0
1
1
0
0
4
2
8
1
1
0
0
4
2
8
1
1
4
2
0
0
8
1
1
4
2
0
0
8
0
PAGE J-18
Net
Change
2011-12 2012-13 2013-14 2014-15
Parks and Grounds Administrator
Deputy Director of Parks and Recreation
Superintendent of Grounds
Assistant Superintendent of Grounds
Sr. Landscape Architect
Urban Designer
Beautification Supervisor
Supervisor
Superintendent of Trees
Sr. Tree Service Technician
Tree Service Technician II
Tree Service Technician
Falls Park Crew
Public Garden Manager
Asst. Public Garden Manager
Fountain Technician
Public Garden Supervisor
Supervisor
Public Garden Technician
Subtotal Full-Time Parks and Rec.
Subtotal Part-Time Parks and Rec.
Total Personnel
Total Full Time General Fund
Total Part Time General Fund
Total Personnel General Fund
APPENDICES
1
0
1
1
0
1
0
5
0
0
5
4
18
0
1
1
0
1
0
0
4
0
0
4
4
15
0
1
1
0
1
0
4
0
4
4
0
0
15
0
1
1
0
1
0
4
0
4
4
0
0
15
0
1
0
0
2
2
5
1
0
0
2
2
5
1
2
2
0
0
5
1
2
2
0
0
5
0
1
1
1
0
3
2
3
0
0
11
1
1
1
0
3
2
3
0
0
11
1
1
1
3
0
0
3
0
2
11
1
1
1
3
0
0
3
1
3
13
2
79
12
91
79
12
91
80
12
92
84
10
94
4
(2)
2
658
17
675
659
17
676
661.5
14
675.5
681.5
15
696.5
20
1
21
PAGE J-19
Net
Change
2011-12 2012-13 2013-14 2014-15
0
0
0
1
0
0
0
0
0
0
0
0
0
1
0
1
1
1
1
1
1
0
1
1
0
1
1
0
1
1
0
1
0
0
0
0.5
1
1
1
0
7
1
0
1
0
1
13.5
0.5
1
1
1
1
6
1
0
1
0
1
13.5
1
1
1
1
1
6
1
1
0
0
1
14
1
1
1
1
1
9
1
1
0
1
0
17
3
Subtotal Full-Time Fleet Internal Service Fund
Subtotal Part-Time Fleet Internal Service Fund
Total Personnel
13.5
0
13.5
13.5
0
13.5
14
0
14
17
0
17
3
0
3
Total Full Time Internal Service Funds
Total Part Time Internal Service Funds
Total Personnel Internal Service Funds
14.5
0
14.5
14.5
0
14.5
15
0
15
19
0
19
4
0
4
1
1
1
1
4
1
0
1
0
2
1
0
1
0
2
1
0
1
0
2
0
Subtotal Full-Time Health Benefits Fund
Subtotal Part-Time Health Benefits Fund
Total Personnel
Risk Manager
Subtotal Full-Time Risk Management Fund
Subtotal Part-Time Risk Management Fund
Total Personnel
FLEET SERVICES FUND
Fleet and Safety Services Administrator
Garage Superintendent
Parts Technician
Safety Training Officer
Shop Foreman
Mechanic I, II, III
Parts Supervisor
Service Writer / Relief Mechanic
Service Writer
1
0
1
Community Development Division
Community Development and Relations Administrator
Housing Programs Coordinator
Community Planner
Financial Analyst / Grants Manager
APPENDICES
PAGE J-20
2011-12 2012-13 2013-14 2014-15
Community Development Projects
Community Development Project Manager
Neighborhood Planner
Construction Coordinator
Livability Educator
Community Challenge and Brownsfields Coordinator
Subtotal Full Time Community Development
Subtotal Part Time Community Development
Total Personnel
VICTIM WITNESS FUND
Victim Witness Advocate/Civilian
Total Full Time Victim Witness Fund
Total Part Time Victim Witness Fund
Total Personnel
UTILITY UNDERGROUNDING FUND
Engineering
Utility Program Manager
Utility Program Marketing Coordinator
Civil Engineer
Total Full Time Utility Undergrounding Fund
Total Part Time Utility Undergrounding Fund
Total Personnel
Total Full Time Special Revenue Funds
Total Part Time Special Revenue Funds
Total Personnel
Net
Change
1
1
1
0
1
0
1
5
1
1
1
1
1
0
1
6
1
1
1
1
1
1
0
6
1
1
1
1
1
1
0
6
0
9
0
9
8
0
8
8
0
8
8
0
8
0
0
0
2
2
2
2
2
2
2
2
0
2
0
2
2
0
2
2
0
2
2
0
2
0
1
0
0
1
1
0
0
1
0
1
0.5
1.5
0
1
0.5
1.5
0
1
0
1
1
0
1
1.5
0
1.5
1.5
0
1.5
0
12
0
12
11
0
11
11.5
0
11.5
11.5
0
11.5
0
0
0
1
0
1
3
0
1
6
1
0
1
3
0
1
6
1
0
1
3
0
1
6
0
1
1
2
1
1
6
0
6
0
6
6
0
6
6
0
6
6
0
6
0
ENTERPRISE FUNDS
EVENT MANAGEMENT
Event Management
Event Operations Manager
Event Administrator
Volunteer Services Coordinator
Special Events Coordinator
Special Event Finance Coordinator
Sales and Marketing Coordinator
Total Full Time Event Management Fund
Total Part Time Event Management Fund
Total Personnel
APPENDICES
PAGE J-21
2011-12 2012-13 2013-14 2014-15
Net
Change
WASTEWATER
Wastewater Operations
Assistant City Engineer - Wastewater
Wastewater Assessment Supervisor
Wastewater Maintenance Supervisor
Wastewater Repair Supervisor
WW Inspection and Rehabilitation Supv.
Supervisor
Utilities and Services Inspector
Utility Locator
Video Inspector II
Video Inspector I
Video Inspector
Wastewater Technician II
Wastewater Combination Truck Operator
Wastewater Technician I
Skilled Laborer
Subtotal Full Time Wastewater Fund
Subtotal Part Time Wastewater Fund
Total Personnel
1
0
0
0
0
5
1
1
0
0
3
0
0
10
0
2
1
24
1
0
0
0
0
5
1
1
0
0
3
0
0
10
0
2
1
24
1
1
1
2
1
0
1
1
1
2
0
7
4
0
1
0
1
24
1
1
1
2
1
0
1
1
1
2
0
7
4
0
1
0
1
24
0
24
0
24
24
0
24
24
0
24
24
0
24
0
0
0
1
1
0
0
3
10
0
4
6
1
4
3
3
16
52
1
0
1
0
3
10
0
4
6
1
4
3
3
16
52
1
0
1
3
0
9
1
4
6
1
4
3
3
16
52
1
0
1
3
0
9
1
4
6
1
4
3
3
16
52
0
SOLID WASTE
Residential Collection Division
Solid Waste Administrator
Customer Service Representative
Customer Service Representative PT
Solid Waste Supervisor
Supervisor
Flatbed Cart Delivery Operator
Flatbed Operator Non-CDL
Clam Operator
Rear Loader Operator
Roll-off Operator
Tractor Operator
Tractor Trailer Operator
Automated Leaf Vacuum Operator
Solid Waste Collector
APPENDICES
PAGE J-22
Net
Change
2011-12 2012-13 2013-14 2014-15
Recycling Division
Solid Waste Collector
Recycling Driver
Recycling Coordinator
Subtotal Full Time Solid Waste Fund
Subtotal Part Time Solid Waste Fund
Total Personnel
6
3
1
10
6
3
1
10
6
3
1
10
6
3
1
10
0
62
0
62
61
1
62
61
1
62
61
1
62
0
0
0
1
1
1
0
0
2
0
1
6
1
1
1
0
0
2
0
1
6
1
1
1
1
0
2
1
0
7
1
1
2
0
2
2
1
0
9
2
1
0
1
0
3
0
0
7
0
3
2
17
1
0
1
0
4
0
0
6
0
3
2
17
1
1
0
4
0
6
1
0
4
0
2
19
1
1
0
4
0
7
1
0
3
0
2
19
0
23
0
23
23
0
23
25
1
26
26
2
28
1
1
2
STORMWATER
Stormwater Administration
Assistant City Eng.- Environmental
GIS Technician
Civil Engineer
Civil Engineer (PT)
Senior Civil Engineer (PT)
Senior Civil Engineer
Engineering Tech II
Public Works Inspector
Stormwater Operations
Superintendent of Storm Water
GIS Analyst III
Public Works Analyst
Stormwater Supervisor
Supervisor
Stormwater Technician II
Streets Cleaning Technician II
Stormwater Technician I
Skilled Laborer
Subtotal Full Time Stormwater Fund
Subtotal Part Time Stormwater Fund
Total Personnel
APPENDICES
PAGE J-23
Net
Change
2011-12 2012-13 2013-14 2014-15
PARKING
Parking Division
Director of Public Transportation
General Manager of Parking
Parking Operations Superintendent
Parking Call Center and Events Manager
Parking Attendant
Sr. Parking Facilities Specialist
Parking Facilities Specialist
Parking Facilities Specialist (PT)
Parking Administration Supervisor
Billing Technician
Customer Relations Coordinator
Parking Enforcement
Parking Enforcement Supervisor
Parking Control Specialist
Parking Control Specialist (PT)
Parking Maintenance
Parking Maintenance Supervisor
Parking Maintenance Technician
Parking Maintenance Specialist
Subtotal FT Parking Enterprise Fund
Subtotal PT Parking Enterprise Fund
Total Personnel
APPENDICES
0.5
1
0
1
0
1
4
4
1
1
1
1
15.5
0
1
0
1
0
1
4
4
1
1
1
1
15
0
1
0
1
0
1
4
4
1
0
2
1
15
0
1
0
1
4
1
8
0
1
0
2
1
19
4
1
4
1
6
1
4
1
6
1
4
1
6
1
4
1
6
0
1
1
3
5
1
1
3
5
1
1
3
5
1
1
3
5
0
21.5
5
26.5
21
5
26
21
5
26
29
1
30
8
(4)
4
PAGE J-24
2011-12 2012-13 2013-14 2014-15
Net
Change
GREENVILLE ZOO
Zoo Administration
Zoo Administrator
Zoo Deputy Administrator for Animal Health
Elephant Manager
Reptile Curator
Veterinary Technician
General Curator
Zookeeper
Zoo Maintenance Supervisor
Maintenance Supervisor
Zoo Maintenance Technician
Public Services Manager, Zoo
Zoo Education
Zoo Education Curator
Zoo Education Instructor (PT)
Zoo Education Instructor
Zoo Public Services
Zoo Business Administrator
Public Services Manager, Zoo
Zoo Public Services Coordinator
Zoo Membership and Volunteer Coordinator
Accounting Technician (PT)
Zoo Public Services Attendant
Subtotal Full Time Zoo Fund
Subtotal Part Time Zoo Fund
Total Personnel
APPENDICES
1
1
1
1
1
1
9
0
1
1
0
2
1
20
1
1
1
1
1
1
9
0
1
1
0
2
1
20
1
1
1
1
1
1
9
1
0
1
2
0
0
19
1
1
1
1
1
1
9
1
0
1
2
0
0
19
0
1
1
2
4
1
1
2
4
1
0
3
4
1
0
3
4
0
0
0
1
0
0
1
1
4
7
0
0
1
0
0
1
1
4
7
0
1
1
1
1
0
1
5
10
1
0
1
1
1
0
1
5
10
0
29
2
31
29
2
31
32
1
33
32
1
33
0
0
0
PAGE J-25
2011-12 2012-13 2013-14 2014-15
Net
Change
TRANSIT
Transit Administration
Director of Public Transportation
Manager of Transit Administration
Transit Planner / Grants Manager
Manager of Transit Operations
General Manager of Transit
Senior Accountant
Planning and Grants Assistant (PT)
Information Specialist
Marketing and Program Specialist
Program Coord. - JARC / New Freedom (PT)
Fixed Route Operations
Manager of Transit Operations
Assistant Manager of Transit Operations
Transit Operations Superintendent
Transit Shift Supervisor
Transit Shift Leader
Fixed Route Bus Operator
Fixed Route Bus Operator (PT)
Demand Response Van Operator (PT)
Demand Response Operations
Dispatcher
Transit Shift Leader
Transit Shift Supervisor
Demand Response Van Operator
APPENDICES
0.5
0
1
0
1
0
1
0.5
0
1
0
1
6
1
0
1
0
1
0
1
1
0
1
0
1
7
1
0
1
1
0
1
1
1
1
0
1
0
8
1
1
0
0
0
1
1
0
1
0
1
0
6
0
0
0
1
1
1
18
7
1
29
0
0
0
0.5
0.5
0.5
17
7
1
26.5
0
0
0.5
0
2
0
16
7
0
25.5
1
1
0.5
0
2
0
16
7
0
27.5
2
1.5
0
0
0
1
1
1
4.5
1
0
0.5
0.5
2
1
1
6
1
0
0
1
3
0
2
7
1
1
0
1
4
0
1
8
1
(2)
PAGE J-26
2011-12 2012-13 2013-14 2014-15
Vehicle Maintenance
Fleet and Safety Services Administrator
Garage Superintendent
Shop Foreman
Mechanic I, II, III
Bus Servicer
Lead Bus Servicer
Parts Technician - Transit
Non-Vehicle Maintenance
Assistant Manager of Transit Operations
Transit Operations Superintendent
Bus Shelter Servicer
CU-ICAR Shuttle
Mauldin-Simpsonville Route
Mechanic I, II, III
Downtown Trolley
Clemson Connector (Shuttle)
Clemson Commuter
Subtotal Full Time Transit Enterprise Fund
Subtotal Part Time Transit Enterprise Fund
Total Personnel
Total Full Time Enterprise Funds
Total Part Time Enterprise Funds
Total Personnel Enterprise Funds
Total Full Time All Funds
Total Part Time All Funds
Total Personnel All Funds
APPENDICES
Net
Change
0.5
1
2
3
1
1
1
9.5
0.5
1
2
2
1
1
1
8.5
0
1
2
3
1
1
1
9
0
1
2
3
1
1
1
9
0
0
0
0
0
0
0.5
0
0.5
0.5
0
0
0.5
0.5
0
1
1.5
1
0
0
2
2
2
2
2
2
0
0
0
0
1
5
6
1
5
6
1
5
6
0
0
0
0
0
3
3
3
3
0
0
0
0
0
0
0
5
1
6
1
1
2
(4)
0
0
0
0
0
0
4
4
4
38
11
49
45.5
11
56.5
55
12
67
57
12
69
2
0
2
203.5
18
221.5
209.5
19
228.5
224
20
244
235
17
252
11
(3)
8
888
35
923
894
36
930
912
34
946
947
32
979
35
(2)
33
PAGE J-27
APPENDICES
PAGE J-28
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 fiveyear 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
APPENDICES
PAGE J-29
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.
APPENDICES
PAGE J-30
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.
APPENDICES
PAGE J-31
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
APPENDICES
PAGE J-32
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.
APPENDICES
PAGE J-33
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.
APPENDICES
PAGE J-34
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
PAGE J-35
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 shortterm 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-36
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 longterm 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-37
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-yougo” 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-38
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-39
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-40
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-41
APPENDICES
J-42
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 fiveyear 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-43
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.
protection of public health and the environment.
A state agency responsible for the
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-44
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-toSubdivisions 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-45
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-46
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-47
APPENDICES
J-48

FY 2014-2015 Adopted Budget

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