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FY 2011-12 Adopted Budget - City of Greenville

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ADOPTED

ANNUAL OPERATING BUDGET

FY 2011 - 2012

CITY OF GREENVILLE, SC


THIS PAGE INTENTIONALLY LEFT BLANK


City of Greenville,

South Carolina

Adopted Operating Budget

Fiscal Year July 1, 2011 through June 30, 2012

Knox H. White

Mayor

Amy Ryberg Doyle

Council Member (District 1)

Lillian Brock Flemming

Council Member (District 2)

Jil M. Littlejohn

Council Member (District 3)

J. David Sudduth

Council Member (District 4)

Susan Reynolds

Council Member (At Large)

Gaye G. Sprague

Council Member (At Large)

John F. Castile

City Manager


The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget

Presentation Award to the City of Greenville, South Carolina for its annual budget for the fiscal year beginning July 1,

2010. 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 2011-12 ADOPTED OPERATING BUDGET

Executive Summary..................................A-1

City Manager’s Budget Message................ A-3

Executive Summary .............................. A-8

Summary of All Funds ..........................A-19

Human Resources.................................... D-49

Overview......................................... D-50

Human Resources............................... D-52

Occupational Health ........................... D-54

Introduction ........................................... B-1

Community Profile ............................... B-3

Office of Management and Budget ............... D-57

Overview......................................... D-58

Downtown Greenville............................ B-8 Administration .................................. D-61

City Government Overview ....................B-10 Accounting....................................... D-62

City Organization Chart ........................B-13 Revenue.......................................... D-63

Fund Relationships ..............................B-14 Purchasing ....................................... D-64

Long-Term Financial Management............B-15 Information Technology ....................... D-65

Budget Development Calendar................B-18

Geographic Information Systems............. D-66

Principal Revenue Sources.....................B-21

Strategic Initiatives .................................. C-1

General Fund..........................................D-1

General Fund Overview ......................... D-3

Operations....................................... D-75

General Fund Balance ........................... D-4 Support .......................................... D-78

General Fund Revenues ......................... D-5 Communications Section ...................... D-80

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-22

City Attorney’s Office ..........................D-23

Municipal Court..................................D-24

City Manager’s Office...........................D-26

City Clerk’s Office ..............................D-27

Non-Departmental ..............................D-28

General Debt Service ...........................D-29

Public Information and Events .....................D-31

Overview .........................................D-32

Public Information ..............................D-34

Special Events ...................................D-36

Economic and Community Development .........D-39

Overview .........................................D-40

Economic Development ........................D-42

Building and Property Maintenance ..........D-44

Planning and Zoning ............................D-46

Police Department .................................. D-67

Overview......................................... D-68

Police Chief’s Office ........................... D-71

Administration .................................. D-73

Fire Department..................................... D-81

Overview......................................... D-83

Fire Administration............................. D-86

Fire Prevention ................................. D-87

Fire Suppression ................................ D-88

Fire Services..................................... D-89

Public Works Department .......................... D-91

Overview......................................... D-92

Administration .................................. D-95

Traffic Engineering............................. D-96

Engineering...................................... D-98

Construction Inspection ...................... D-100

Streets .......................................... D-102

Building Services............................... D-103

Trolley Operations ............................ D-105

Downtown Infrastructure Maintenance .... D-106

Parks and Recreation Department............... D-107

Overview........................................ D-109

Administration ................................. D-112

Athletic Programs ............................. D-114

Community Centers ........................... D-116

Parks Maintenance ........................... D-119

Rights-of-Way .................................. D-121

Beautification.................................. D-123

Tree Maintenance ............................. D-125

Falls Park Crew ................................ D-126

TABLE OF CONTENTS

PAGE TC-1


Internal Service Funds .............................. E-1

Health Benefits ................................... E-3

Risk Management................................. E-4

Service Efforts and Accomplishments ...... E-6

Fleet Services..................................... E-7

Special Revenue Funds ............................. F-1

Community Development ....................... F-3

HOME Program.................................... F-5

Hospitality Tax ................................... F-6

Sunday Alcohol Permits ......................... F-8

State Accommodations Tax..................... F-9

Local Accommodations Tax.................... F-11

Admissions Tax .................................. F-12

Victim Witness................................... F-13

Utility Undergrounding ......................... F-14

List of Maps

Major Roads ....................................... B-2

Downtown Government Buildings.............. B-9

Council Districts ................................ D-21

Police Beats ..................................... D-77

Fire Districts .................................... D-82

Popular Parks .................................. D-108

Recreation Centers............................ D-118

Garbage Collection Days ...................... G-18

FEMA Floodplain ................................ G-22

Downtown Public Parking ..................... G-36

Greenlink Bus Routes .......................... G-40

Tax Increment Financing Districts ............H-7

Enterprise Funds .....................................G-1

Event Management............................... G-4

Carolina First Center ............................ G-8

Wastewater ..................................... G-12

Solid Waste...................................... G-16

Stormwater Management ..................... G-20

Greenville Zoo .................................. G-26

Public Transportation Dept. Overview...... G-32

Parking........................................... G-33

City Parking Inventory ...................... G-35

Transit ........................................... G-37

Debt Service 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-16

Strategic Goal Implementation ................I-20

Comprehensive Plan Implementation.........I-21

Unfunded Projects ...............................I-23

Debt Management................................I-24

Summary of Debt Payments ....................I-25

Summary of Debt Outstanding .................I-27

Compliance with Debt Mgmt. Policy ..........I-31

Appendices ............................................ J-1

A. Appropriation Ordinance ................... J-3

B. Authorized Staffing .......................... J-6

C. Financial Policies ........................... J-22

D. Glossary ...................................... J-35

TABLE OF CONTENTS

PAGE TC-2


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

EXECUTIVE SUMMARY

PAGE A-1


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

CITY MANAGER’S BUDGET MESSAGE PAGE A-2


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

July 1, 2011

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 2011-12 operating budget for the City of Greenville, South Carolina. The budget

for all funds is $127,860,135, including a General Fund budget of $63,980,718. This represents an overall

budgetary decrease of 4.3% and a General Fund increase of 0.7% from the adopted FY 2010-11 operating

budget. A summary of all funds is included at the end of the Executive Summary section.

The budget before you addresses many of the short and long-term financial challenges facing the City,

implements the budget guidance received from City Council, and directs limited resources toward

implementing the City Council’s policy objectives for 2011 (noted for your reference on page A-6).

Long-Term Outlook

As was discussed with City Council at its annual retreat, the City’s finances have stabilized from the

recession and finished FY 2009-10 with an unrestricted General Fund balance of 22.1% of FY 2010-11

adopted General Fund expenditures - $1,352,887 higher than required under ordinance. The other major

funds also were in the same position or better than they were prior to the recession. While this places us

in a better position than many other jurisdictions, we need to remain diligent in protecting the City’s

financial position.

As we presented to you during our five-year forecast discussion, the General Fund in particular faces

strong headwinds going forward resulting from four factors:

1) South Carolina’s local government revenue structure provides a stable revenue base that allowed us

to emerge from the recession healthy, but it is unable to provide growth rates sufficient to meet the

inflationary pressures forecast over the next five years.

2) Employee compensation and benefits – particularly in health care – continue to exceed the projected

inflation rate and are key drivers of future expenditure growth.

3) Capital reinvestment – both in infrastructure and rolling stock – was deferred in the prior fiscal years

as a way to balance the budget. Catching up will mean additional pressure to the General Fund.

4) The East Area Fire Station will need to be built soon to meet the growth associated with Verdae,

ICAR, and Woodruff Road, adding approximately $1,000,000 in annual costs once built.

These four factors require a comprehensive reexamination of the price of government and the services

rendered in the General Fund. Based on Objectives 2 and 10 approved by City Council in February, I have

directed staff to begin work on presenting recommendations to you in advance of the FY 2012-13 budget

that address the following:

CITY MANAGER’S BUDGET MESSAGE PAGE A-3


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

1) A comprehensive review of the City’s business license ordinance to simplify categories, streamline

licensing, and assure fairness, will be undertaken. As a result of that review, recommendations will

be brought to City Council to revise the City’s business license ordinance.

2) Begin a review of restructuring City services and bring forward recommendations to restructure key

services as part of the FY 2012-13 budget process.

Short-Term Outlook

In preparing the FY 2011-12 budget, a number of challenges and competing priorities had to be balanced:

Revenues: In the General Fund, revenues look to be stagnant in the coming year with a net increase of

only 0.7%. While licenses and permits are projected to be up 2.5% due to the recovering economy,

property tax collections are expected to grow only by 0.8% due to decreasing business personal property

tax collections. Aid-to-subdivisions is anticipated to be down 16.4% due to state funding cuts and

stagnant population growth. Similarly, decisions to sell the Hyatt lobby and discontinue the fire alarm

system have resulted in decreases in other revenues and fees and charges, respectively. Other funds see

limited growth as well, except in the restricted tourism tax categories. The net result was a limited pool

of revenues with which to work.

Expenditures: Significant expenditure pressures impacted the creation of this budget including:

• An increasing need to provide employees with a cost-of-living adjustment after two consecutive

years of wage freezes and staff reductions.

• Accommodating benefit cost increases including a 10% increase in health insurance premiums and

increasing contribution requirements for the Police Officers Retirement System and the South

Carolina Retirement System.

• Addressing the rising cost of fuel with a projected increase of 29% in the fuel budget.

• An increasing need to reinvest in infrastructure and rolling stock.

Recognizing this constrained environment, staff across the organization worked to deliver to the City

Council a budget that addresses the directions you gave at your retreat:

1) Invest in employees, even if this means deferring capital construction and equipment.

This budget provides for a 2.5% cost of living adjustment to employees effective October 1, 2011.

While not ideal, this will work to retain and recruit employees. To accommodate this, capital

equipment replacement across all funds is reduced to $1,695,672. In order to mitigate the long-term

implication of this reduction, we will examine year-end balances at the close of FY 2010-11. Should

funds be available, we will submit a supplemental appropriation for your consideration to replace

additional vehicles and equipment.

2) Minimize tax and fee increases in FY 2011-12.

The property tax millage remains at 85.4 and includes no property tax increase, the 16 th consecutive

year without an increase to the tax rate. In addition, business license and franchise fee rates remain

at current levels. The solid waste fee is increased by $1 per month, consistent with what was

presented at your retreat and to address increasing tipping fees charged by Greenville County. In

addition, the wastewater (sewer) fee is increased by 1.6%, consistent with inflation in 2010. Due to

its healthy financial position, there is no increase in the stormwater fee.

3) Preserve core services in the short-term, while preparing for a long-term service reexamination.

The budget before you includes no layoffs or major service reductions. At the same time, no major

service expansions were included in the budget. As a result, the net position count increase is five

across all funds with a net decrease of one position in the General Fund.

CITY MANAGER’S BUDGET MESSAGE PAGE A-4


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

While the budget addresses the direction you gave in your retreat, both the FY 2011-12 Capital Budget

(presented separately, but summarized in the CIP/Debt Management section) and the Operating Budget

also address many of the objectives City Council laid out for 2011. Some ways both budgets address

those objectives include:

Objective 1: Gateway Commercial Districts: The Capital Budget includes $250,000 for the Commercial

Corridors project in order to revitalize key corridors adjoining our residential areas.

Objective 3: Downtown Office Space: The Operating Budget includes no changes to parking fees and has

balanced the Parking Fund on the existing fee structure. This will ready the fund for a restructuring of

parking fees being examined by the City’s financial advisor that will hopefully better position downtown

office space in recruiting and retaining downtown tenants. In addition, the Capital Budget includes

$4,000,000 for the Piazza Bergamo project to facilitate the ongoing redevelopment of downtown.

Objective 5: Create Housing Opportunities: The Capital Budget includes $373,000 for the Mount Eustis

Street Improvements to support a 12-unit affordable housing development in Greenline-Spartanburg. The

Operating Budget also includes $1,064,080 in the Community Development Fund and $372,907 in the

HOME Fund to support neighborhood improvements, housing rehabilitation and the construction of new

affordable housing units.

Objective 6: Infrastructure: The Capital Budget includes substantial investments to renew and improve

infrastructure including $614,414 for road resurfacing and reconstruction, $1,166,000 for streetscapes,

and $2,000,000 for wastewater system rehabilitation. The Operating Budget also includes a $154,000

increase in professional services to rehabilitate the wastewater system.

Objective 7: Reedy River Green Space: The Capital Budget includes $550,000 for additional land

acquisition along the Reedy River and $319,000 to design Swamp Rabbit Trail improvements to improve

public access to the river.

Objective 9: Service Agreements as Part of Growth: The Operating Budget fully funds the existing

annexation agreements with Wade Hampton Fire and Sewer District and Metro Sewer Subdistrict. It also

anticipates an agreement with the Parker Fire and Sewer District going into effect in FY 2011-12.

Specific details on changes to each departments’ and divisions’ budget are provided in the Executive

Summary and the individual fund sections.

The FY 2011-12 Adopted Operating Budget sets the framework for addressing the short and long-term

issues confronting the City financially, implements the budget guidance the City Council gave at its

retreat, and – in conjunction with the CIP – provides funding to implement many of the City Council’s 2011

objectives. I want to thank the department staff who put tremendous effort in getting this budget into

place – their contribution has been invaluable.

With your continued leadership, we can continue to make Greenville a great community in which to live,

work, and play.

Sincerely,

John F. Castile,

City Manager

CITY MANAGER’S BUDGET MESSAGE PAGE A-5


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

GREENVILLE CITY COUNCIL’S

STATEMENT OF CONDITIONS AND OBJECTIVES FOR 2011

CURRENT CONDITIONS

1. In 2009 and 2010 the City of Greenville sustained reductions in state funding programs, endured a

mild downturn in city business license and hospitality taxes, and saw increases in the customary costs

charged to it for supplies and services. Yet the City balanced its budget, met bond payment obligations,

maintained its basic level of service, and enhanced the durable equipment needs of the fire and police

departments.

2. The City met the challenges by freezing all salaries at their 2008 level, having a reduction in force

for part-time employees, eliminating positions and re-assigning personnel to open positions in order to

avoid new hires, eliminating or deferring non-essential costs to future years, and embarked upon a

comprehensive refinancing of existing debt at current interest rates, thereby saving citizens of Greenville

over two million dollars over the life of the debt.

3. Moreover, the City has continued to host major events such as the U.S. Pro Cycling Championship,

Artisphere, and Fall for Greenville, as well as enhancing the Saturday Market to benefit area residents and

regional farmers. The City saw the completion of a new office building and hotel at Main and Broad

Streets, the enhancement of ICAR, successful seasons of attendance for Greenville Drive games, and a

dramatic increase in the use of the Swamp Rabbit Trail.

OBJECTIVES FOR 2011

1. Gateway Commercial Districts. For 2011, City Council will carry forward its renewed emphasis on

“gateway” commercial districts outside downtown in order to improve their success in serving nearby

residential neighborhoods. For the purpose of maximizing results in an orderly manner, the City in each

district will concentrate its limited resources on one segment at a time rather disperse them over too

large an area.

2. Jobs and Business Growth. Recognizing that strong business growth is essential for supporting jobs,

population growth, and quality of life improvements, City Council will work diligently to retain existing

businesses and encourage their growth here, while it continues to recruit new businesses with meaningful

job opportunities for the region. In addition, City Council will revisit Greenville’s business license

practices in order to simplify the categories, streamline the licensing process, and assure fairness.

3. Downtown Office Space. The City will work with downtown partners and area economic

development partners to assure maximum utilization of downtown office space so that the Central

Business District can be successful for building owners and for retailers and restaurateurs and so that

Greenville’s downtown can sustain its successful identity for the City and for the region.

4. Population Growth. City Council will study carefully the official Census results, and use its

information to promote policies and practices that encourage strong but manageable population growth

including, but not limited to, providing public amenities supportive of residential life, continuing

annexation, and promoting quality housing opportunities. Population growth is important to create the

synergy of a flourishing community and to assure Greenville’s potential as a hub of economic, cultural,

entertainment, and recreational activity for the region.

5. Creating Housing Opportunities. The City will intensify its efforts to promote the quality of the

City’s housing opportunities. To that end, the City will seek every opportunity to reach out to developers,

builders, real estate agents, and neighborhood organizations to identify appropriate locations and

appropriate development for residential uses. The City will also promote and protect the character of

existing neighborhoods.

CITY MANAGER’S BUDGET MESSAGE PAGE A-6


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

6. Infrastructure. In coordination with its efforts to focus on economic development and improving

the quality of housing, the City will exercise diligence to preserve, upgrade, and augment its network of

infrastructure, including sanitary sewers, streets, sidewalks, and trails in a manner designed to assure

connectivity, responsible environmental practices, and public and private co-operation. The City will seek

to revisit its Public Right of Way Maintenance Ordinance to determine how best to restore street surfaces

when utility cuts are made into streets.

7. Reedy River. The City will strive to identify, promote, and protect green space areas in close

proximity to the Reedy River, which weaves diverse areas of the City into Greenville’s commonly held

identity. To that end, the City will also use its best efforts to expand park space and move its Public

Works facilities away from its present location near the river.

8. Fire Station. The City will continue planning for the location and funding of a new fire station in

the vicinity of the ICAR, the Point, and Verdae developments in conjunction with supporting partners in

the area.

9. Service Agreements as Part of Growth. The City will work to put in place evenhanded joint service

agreements to coordinate the City’s territorial growth with the needs and reasonable aspirations of

surrounding governmental jurisdictions in a manner that assures quality service for the public inside and

outside the city limits.

10. Restructuring City Services. City Council will direct the City Manager and City staff to begin

working now on the scope of the 2012-13 fiscal year budget (one year away) so that the City rethinks the

need for every service and the level of service currently being rendered in order that Council might more

effectively address whether significant adjustments are needed in City services.

CITY MANAGER’S BUDGET MESSAGE PAGE A-7


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

EXECUTIVE SUMMARY

The expenditure budget for all funds is $127,860,135, including a General Fund budget of $63,980,718.

This represents an overall budgetary decrease of 4.3% and a General Fund increase of 0.7% from the

adopted FY 2010-11 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 and 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 revenues in FY 2011-12 are projected to be 0.7% more than the FY 2010-11 adopted budget.

2008-09 2009-10 2010-11 2011-12 Percent

GENERAL FUND REVENUES Actual Actual Budget Budget Change

Taxes $ 26,927,039 28,110,497 28,414,721 28,632,561 0.8%

Licenses and Permits 27,230,530 25,618,949 25,774,849 26,419,578 2.5%

Intergovernmental 2,953,899 2,635,392 2,471,833 2,253,626 -8.8%

Fees and Charges 692,612 773,254 737,150 697,950 -5.3%

Fines and Costs 493,076 496,272 469,500 457,500 -2.6%

Other Revenue 1,315,796 1,087,495 1,039,131 1,019,177 -1.9%

Other Sources/Transfers 3,200,491 3,987,157 4,653,086 4,500,326 -3.3%

TOTAL GEN. FUND REVENUES $ 62,813,443 62,709,016 63,560,270 63,980,718 0.7%

Property taxes comprise 44.8% of all General Fund revenues and represent the City’s largest revenue

source. The tax levy on a particular piece of property is determined by market value, assessment ratio,

and millage rate. Market value is determined by the Greenville County Assessor's Office using a variety of

factors such as size, condition, location, and recent selling prices of comparable properties. Assessment

ratio is a percentage which is multiplied by the appraised market value of a property to determine the

assessed value. Owner-occupied residences are assessed at 4%, commercial properties and motor vehicles

at 6%, personal property at 10%, and industrial and utilities at 10.5%. The estimate for FY 2011-12 is

$28,632,561 based on limited projected growth in residential and commercial property, offset by

decreases in personal property and business

personal property categories. This is 0.8% more

than the FY 2010-11 property tax estimate of

$28,414,721.

Licenses and permits represent the second largest

revenue source for the City, comprising

approximately 41.3% of all General Fund revenues.

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

BUSINESS LICENSES

Excluding Insurance Companies and Franchise Fees

$14,000,000

$12,000,000

$10,000,000

$8,000,000

$6,000,000

$4,000,000

$2,000,000

$0

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02

03

04

05

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09

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EXECUTIVE SUMMARY PAGE A-8


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

during the preceding calendar year. The projection of $10,929,550 in business license receipts (excluding

insurance companies and telecommunications) is 4.1% more than the FY 2010-11 forecast of $10,501,800.

Business licenses are among the most economically sensitive revenues. With a slow recovery anticipated,

limited growth is forecasted.

$10,000,000

$8,000,000

$6,000,000

$4,000,000

$2,000,000

$0

01

INSURANCE COMPANIES

Collection History

02

03

Under the licenses and permits category, the City

will also receive an estimated $8,080,946 in

revenue from businesses which generate health,

life, and fire insurance premiums within the City.

The revenue, which is based on a rate of .75% of

gross premiums for life and health insurance, and

2.75% of gross premiums for fire insurance

premiums, is collected on the City’s behalf by the

Municipal Association of South Carolina. The

projection of $8,080,946 recognizes a 0.1%

decrease from the FY 2010-11 budget estimate of

$8,090,792. This is consistent with recent

collections. In addition, the Municipal

Association collects a telecommunications business license on behalf of the City. The City will receive an

estimated $750,000, a decrease of $50,000, or 6.25%, from the FY 2010-11 estimate of $800,000. This is

due to decreasing collections resulting from recent changes in the telecommunications industry related to

products and services not subject to the license

fee.

Non-business permits, which include building and

other permits, are collected from new

construction and renovation projects. Recognizing

the continued weakness of the building industry

and local permit activity, non-business permits

have a revenue estimate of $805,500. This

recognizes a decrease of 6.6% from the FY 2010-11

budget estimate of $862,175. This is consistent

with current permit activity and anticipated

construction projects in the next fiscal year.

04

05

06

07

08

09

10

$1,500,000

$1,000,000

$500,000

$0

01

02

BUILDING PERMITS

Collection History

09-

Other revenues in the licenses and permits

DUKE POWER FRANCHISE FEE

category include franchise fees for electric, gas,

Collection History

and cable television. The rate structure is based

$4,000,000

upon a certain percentage of gross receipts in

$3,000,000

each case, and the basis of each forecast is trend

$2,000,000

analysis along with current market conditions.

$1,000,000

Projected revenues from all franchise fees are

$0

$5,853,582 and include $3,983,000 for Duke

Energy collections. This represents an

00- 01- 02- 03- 04- 05- 06- 07- 08- 09-

01 02 03 04 05 06 07 08 09 10

anticipated increase of $333,500, or 6.0% from

the FY 2010-11 estimate of $5,520,082. The

primary reasons for the projected increase are

continued strong performance in the Duke Franchise Fee and significantly increased collections in the

recently established franchise fee for AT&T’s U-Verse service.

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

03

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EXECUTIVE SUMMARY PAGE A-9


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

Government Fund and funded by a transfer of 4.5%

of State General Fund revenues. Counties receive

83.28% and municipalities 16.72% of the

distribution. The revenue forecast from Aid to

Subdivisions is expected to be $1,090,400 for FY

2011-12. This recognizes the House’s version of

the State budget to suspend the distribution

formula and reduce allocations by 10% from

current year levels. In addition, the State

recalibrated the distribution formula to reflect the

2010 Census figures, which resulted in an

additional revenue loss.

$2,000,000

$1,750,000

$1,500,000

$1,250,000

$1,000,000

$750,000

$500,000

$250,000

$0

01

AID TO SUBDIVISIONS

Collection History

07

08

09

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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 taken out of 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 2011-12, revenues from these sources are estimated at $697,950, a decrease of

5.3% from the FY 2010-11 estimate of $737,150. Fees are based on a fixed dollar rate, and the revenue

forecast for these sources is based on historical trends. This revenue category has decreased primarily

due to the planned phase out of the fire alarm system which will be disabled on June 30, 2011 and the

move of the Saturday Market from the General Fund to the Event Management Fund.

$600,000

$400,000

$200,000

CRIMINAL AND TRAFFIC FINES

Collection History

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 $457,500 is a

decrease of $12,000 from the FY 2009-10 figure of

$469,500. The decrease is being driven by

current year collections.

$0

Other revenues include the sale of surplus

00- 01- 02- 03- 04- 05- 06- 07- 08- 09- equipment, external reimbursements, and

01 02 03 04 05 06 07 08 09 10 interest earnings. In FY 2011-12, revenues from

these sources are estimated to be $1,019,177, a

decrease of 1.9%. This is due to the termination of the Hyatt lease following the sale of the City’s portion

of the property, offset by smoking surcharge revenues. Due to the record-low interest rates, the City is

forecasting interest earnings of $21,000 based on trend analysis and current interest rates.

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.

$600,000

$500,000

$400,000

$300,000

$200,000

$100,000

$0

01

INTEREST - POOLED

07

08

09

00-

01- 02- 03-

02 03 04

04- 05-

05 06

06-

07-

08-

09-

10

EXECUTIVE SUMMARY PAGE A-10


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

General Fund Expenditures

A summary of General Fund expenditures for FY 2011-12 is shown in the following table along with the

percent change from the adopted FY 2010-11 operating budget. Total expected expenditures for 2011-12

are above budgeted expenditures for FY 2010-11 by 0.7%.

2008-09 2009-10 2010-11 2011-12 Percent

GENERAL FUND EXPENDITURES Actual Actual Budget Budget Change

Legislative and Administrative $ 3,744,268 3,810,829 3,600,297 3,647,443 1.3%

Non-Departmental 1,671,949 1,452,821 1,715,178 1,617,100 -5.7%

Public Information and Events 907,913 874,509 886,537 902,880 1.8%

Economic and Community Dev. 2,760,465 2,438,367 2,277,220 2,332,396 2.4%

Human Resources 1,196,220 1,181,817 1,168,556 1,400,642 19.9%

Office of Management and Budget 4,906,837 4,737,737 4,632,583 4,594,704 -0.8%

Police Department 17,455,387 17,629,707 18,863,649 19,220,965 1.9%

Fire Department 10,559,372 10,311,890 11,250,759 11,349,454 0.9%

Public Works Department 8,075,221 7,840,218 7,779,340 7,817,927 0.5%

Parks and Recreation 6,242,910 6,060,698 6,434,973 6,599,952 2.6%

SUBTOTAL, GEN FUND EXPEND. $ 57,520,542 56,338,593 58,609,092 59,483,463 1.5%

Transfers $ 5,004,653 3,227,612 3,264,581 2,620,471 -19.7%

Debt Service 2,018,426 1,557,847 1,686,597 1,876,784 11.3%

TOTAL GEN. FUND EXPEND. $ 64,543,621 61,124,052 63,560,270 63,980,718 0.7%

Excess (deficiency) of

revenues over expenditures $ (1,730,178) 1,584,964 0 0

General

Funding Highlights

• Builds a budget on guidance provided by City Council at its retreat:

1. Invest in employees, even if this means deferring capital construction and equipment.

2. Minimize tax and fee increases in FY 2011-12.

3. Preserve core services in the short-term, while preparing for a service reexamination.

Personnel Changes

• A 2.5% cost of living adjustment is included to maintain the City’s competitive position with

recruiting and retaining employees.

• A net increase of five positions across all funds is included in the budget, with a net decrease of

one position in the General Fund.

• Incorporates increases in the employer contribution to the South Carolina Retirement System

(SCRS) and Police Officers Retirement System (PORS). The employer contribution will increase

from 9.39% to 9.535% in SCRS, and 11.53% to 11.763% in PORS.

• Assumes a 10% increase in health insurance for employees, but covers all employee health care

increases without a change in the employer/employee health care contribution funding split of

75%/25% for Plan I and a 79%/21% split for Plan II.

EXECUTIVE SUMMARY PAGE A-11


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

Departmental Highlights

Mayor and Council

• Includes $10,000 in costs related to the upcoming municipal election and inauguration.

Municipal Court

• Includes the conversion of one part-time ministerial recorder to full-time status to improve

staffing capabilities at the Law Enforcement Center.

City Manager

• The City Manager’s Office includes a reduction of consulting fees related to federal

intergovernmental relations.

• The Non-Departmental budget includes a $2,304,471 transfer to the Solid Waste Fund, an

$859,100 contribution for the City’s post-employment medical benefit liability, and $63,000 for

Verdae public improvements. It also includes $59,000 for annexation agreements with the Wade

Hampton and Parker Fire and Sewer Districts.

• In the General Debt Service budget, the projected annual debt service payments are $1,876,784.

Public Information and Events

• The Public Information budget reflects the transfer of the Grants Specialist from OMB

Administration.

• The Special Events budget reflects the transfer of the Saturday Market and accompanying position

to the Event Management Fund.

Human Resources

• In Human Resources, there is an increase of $20,000 in unemployment insurance costs and $53,250

for wellness programming funded through the smoking surcharge. There is also a one-time

$35,000 expenditure to conduct a salary survey.

• Also in Human Resources, there is an $85,000 increase for health benefit consulting and services.

These were formerly budgeted in the Health Care Fund which is being discontinued in FY 2011-12.

• In Occupational Health, there is a one-time expenditure of $10,080 for chest x-rays required for

Fire Department personnel. This is in order to comply with new National Fire Protection

Association standards.

Office of Management and Budget

• In the Administration Division, the Grants Specialist position is transferred to Public Information.

• In the Accounting Division, the Accounting Supervisor position is converted into a Senior

Accountant position.

EXECUTIVE SUMMARY PAGE A-12


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

• In Information Technology (formerly City Information Technology Services), one vacant Support

Center Technician position is reduced. In addition, $181,000 is budgeted for PC and hardware

replacement and $65,000 is budgeted to upgrade the City’s enterprise system to SunGard

OneSolution.

Police Department

• Numerous changes were made in personnel and operating expenses to better reflect the budgets

for those items in the most appropriate categories.

• In the Support Division, one Corporal position is converted into a Lieutenant in order to provide

enhanced supervision to central business district patrol.

Fire Department

• The Fire Suppression budget includes $500,000 to replace a pumper. This item will be financed

through a lease-purchase agreement that will be repaid over five years.

• The Fire Services budget includes the discontinuation of the fire alarm system on June 30, 2011.

This will result in the reduction of the Fire Alarm Supervisor position, and includes a one-time

increase to hire a contractor to remove overhead wires.

Public Works

• The Traffic Engineering budget includes $8,000 for wayfinding signs at ICAR.

• The Engineering and Construction Inspection budgets reflect the transfer of the Construction

Inspection Manager position from Engineering to Construction Inspection.

• The Building Services budget reflects a $60,800 reduction in electricity resulting from the

implementation of the energy-efficiency performance contract.

Parks and Recreation

• The Athletic Programs budget reflects the conversion of the part-time Athletic Programs Leader

to full-time status.

• The Community Centers budget reflects the reduction of one Assistant Community Center

Supervisor position and the conversion of two temporary part-time Recreation Leaders to

permanent status.

• The Rights of Way budget restores the one-time reduction of $76,000 for mulch blowing at ICAR

and the I-385 landscaping.

• The Beautification budget includes converting two Supervisors into Motor Equipment Operators.

• The Tree Maintenance budget reflects $17,500 to replace banner poles and a portion of the

holiday lights on Main Street.

• The Falls Park Crew budget includes a $20,000 contribution towards installing an ice skating rink

at the Courtyard by Marriott adjacent to City Hall. This would be done in conjunction with other

community partners.

EXECUTIVE SUMMARY PAGE A-13


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 fleet services and risk management. The Health Benefits

Fund has been discontinued for FY 2011-12. The following table provides the projected operating results

for these funds. Detailed operating statements for each of the Internal Service Funds are presented in

the Internal Service Funds section of the budget.

Health Benefits Risk Management Fleet Services

Revenues $0 $2,174,254 $4,612,138

Expenses 160,478 2,167,647 4,612,138

Net Income ($160,478) $6,607 $0

Health Benefits

The Health Benefits Fund accounts for all financial activities of the City’s health, dental, life, disability,

and pharmacy programs. The City has been fully insured since 2005 and, as such, an internal service fund

structure is no longer needed. Effective in FY 2011-12, premiums will be budgeted in the individual funds

and the excess balance of $160,478 remaining in the fund will be transferred to the General Fund.

Risk Management

Under a self-insured retention program, 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 $400,000 per occurrence for public safety and $350,000 per occurrence for all other

employees. In addition, it maintains a self-insured retention of $100,000 for automobile liability, general

liability, law enforcement liability, and public officials’ liability. A third party administrator handles

claims against the City. Program expenses and reserve funding requirements are allocated to the

operating agencies. Oversight is provided by the Risk Manager who monitors workers compensation and

liability claims and evaluates the adequacy of reserves. The FY 2011-12 expenditure budget is

$2,167,647, a decrease of 5.8% from FY 2010-11. As of June 30, 2010, the fund had unrestricted net

assets of $496,402.

Fleet Services

The City reestablished the Fleet Services Fund to account for the maintenance of the City’s rolling stock.

Costs related to repairs, parts, and fuel are charged directly to the customer department. 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 2011-12, the expenditure budget is $4,612,138, an increase

of 12.6% from the FY 2010-11 budget. The primary driver of this growth is an anticipated 29% increase in

fuel costs.

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, Hospitality Tax, Sunday

EXECUTIVE SUMMARY PAGE A-14


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

Alcohol Permits, State Accommodations Tax, Local Accommodations Tax, Admissions Tax, Victim Witness,

and Utility Undergrounding.

Community Development

The Community Development Fund is used to record receipts and expenditures of Community

Development Block Grant funds which are used to fund improvements and activities in low to moderate

income neighborhoods. The budget for FY 2011-12 is $1,064,080 based on preliminary guidance from the

Department of Housing and Urban Development.

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 2011-12 is $372,907 based on preliminary guidance from the Department of Housing and

Urban Development.

Hospitality Tax

By Ordinance No. 2000-79, the City enacted the levy of a 2% local hospitality tax on prepared meals and

beverages in the City with an effective date of July 1, 2001. The proceeds are to be used for touristrelated

improvements and facilities. The collection of the tax is governed by Article 7, “Local Hospitality

Tax,” of Chapter 1, Title 6 of the South Carolina Code of Laws. Hospitality Tax revenue is estimated to

be $6,550,000, an increase of $600,000 or 10.1% from the FY 2010-11 Adopted Budget. This is based on

current collections in FY 2010-11. The FY 2011-12 budget provides for the transfer of $2,374,921 to the

General Fund; a transfer of $853,959 to the Carolina First Center; $2,447,970 for debt service; $557,000

to the Parking Fund; and $475,000 to the Zoo Enterprise Fund.

Sunday Alcohol Permits

Pursuant to a favorable referendum vote in 1999, special permits are issued by the State Department of

Revenue 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 capital improvements to tourismrelated

buildings, purchase or renovation of buildings which are historic properties, and festivals having a

significant and demonstrable impact on tourism. The revenue estimate of $230,300 for FY 2011-12 is

based on the issuance of 75 annual permits at $3,000 each, plus $5,000 in one-time permits and $300 in

interest earnings. Expenditures in FY 2011-12 include a transfer of $100,000 to the Hospitality Tax fund

to help defray debt service associated with the Carolina First Center, $150,000 to Capital Projects Fund,

$20,000 for Art in Public Places, and $20,000 for a City Council reserve as outlined in the Grant-in-Aid

policy.

State Accommodations Tax

The State Accommodations Tax Fund is used to record the proceeds and 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 $1,250,000,

an increase of $166,000 or 15.3% from the FY 2010-11 Adopted Budget. This is based on current

collections. The budget includes a transfer of $236,250 to the General Fund and $367,500 to the

Convention and Visitors Bureau. Of the remaining discretionary amount, the sum of $50,000 is allocated

to the Hospitality Tax Fund to help defray debt service associated with the Carolina First Center, $50,000

is set aside per the City’s Grant-in-Aid policy, and $601,250 is provided for tourism-related expenditures.

EXECUTIVE SUMMARY PAGE A-15


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

related to the construction of the Bi-Lo Center and the remaining 0.7% is dedicated to the Convention and

Visitors Bureau for tourism promotion. Local Accommodations Tax revenue is estimated to be $2,017,000,

an increase of $345,000 or 20.6% from the FY 2010-11 Adopted Budget. This is based on current

collections. Based on these commitments, the FY 2011-12 budget allocates the revenue as follows:

$1,040,333 to the BI-LO Center, $452,160 to the Convention and Visitors Bureau, and $18,840 to the

General Fund for collection costs.

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

infrastructure development fund to be distributed based on an application made by the local government.

The City has two qualifying facilities – the Bi-Lo Center and Fluor Field. The budget for FY 2011-12 is

$260,000.

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 2011-12 revenue estimate is $71,500 based on current

year collections. FY 2011-12 expenditures are $108,728 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 when the City selects a

project for undergrounding. The revenue estimate for FY 2011-12 is $973,750.

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 Parking, Greenville Zoo, Carolina First Center,

Stormwater, Wastewater, Solid Waste, Transit, and Event Management.

Parking

Parking fees support the operations of the City’s parking facilities. There are 10 parking garages and 3

parking lots providing approximately 6,500 spaces. Parking garage rates are $69.70 for monthly parkers

and $.75 to $6.00, respectively for hourly and daily parkers. Monthly rates for the three primary parking

lots, which provide 203 spaces, range from $41.50 to $51.80. The projected parking revenue estimate of

$5,682,227 in FY 2011-12 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 $5,568,523. Of the $5,568,523 in expenses, $2,405,066 is for servicing debt, $2,331,337 is

for general parking operations, $275,120 for the General Fund transfer, and $557,000 is for capital

improvements.

EXECUTIVE SUMMARY PAGE A-16


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

Stormwater Management

Stormwater fees are levied to support the stormwater management program. The fee is based on

impervious surface areas of residential and commercial property. Effective since FY 2009-10, the basic

rate structure is $36.81 per year for developed residential with an impervious area of 1,640 sq. ft. or less,

$64.63 per year for developed residential with an impervious area of greater than 1,640 sq. ft., and

$64.63 for developed commercial/industrial property for each equivalent residential unit. The FY 2011-

12 revenue estimate of $4,536,000 is based on a combination of the rate structure and calculated

impervious area in the City. Budgeted expenditures for FY 2011-12 are $4,924,626. Included in next

year’s budget is $1,898,963 for the CIP and $297,555 for funding principal and interest payments

associated with debt issues. This budget also includes a transfer of $298,079 to the General Fund to

recover the indirect costs rendered by the General Fund on the Stormwater Fund’s behalf.

Wastewater (formerly Sewer)

A wastewater fee finances the wastewater operation. The fee is based on meter size, and ranges from a

quarterly charge of $26.04 for a 5/8" line to $3,155.50 for an 8" line. Based on historical trends and a

relatively fixed number of commercial and residential units in the City, this revenue source is projected

at $3,850,000 for FY 2011-12. The Wastewater operating budget is $2,426,128. Debt service consists of

$1,063,286 in principal and interest payments. The budget includes $2,036,000 in CIP projects and a

$244,710 General Fund transfer.

Greenville Zoo

An enterprise fund was created in FY 1996-97 to account for all activities of the Greenville Zoo. The

FY 2011-12 expenditure budget of $2,542,441 is supported by revenues from admissions, gate and

concession sales, membership fees, and an interfund transfer from the Hospitality Tax Fund of $475,000.

In FY 2011-12, $92,022 of fund balance will be utilized primarily to offset two renovation projects.

Carolina First Center

An enterprise fund was established in FY 2001-02 to account for the revenues and expenses associated

with the Carolina First Center (formerly the Palmetto Expo Center). The City acquired this facility in

September 2001 and selected SMG in December 2001 to manage its operations. Operating revenues are

projected to be $4,549,556 in FY 2011-12. Projected operating expenses and debt service total

$5,403,515. To offset the operating deficit and debt services costs, the City is transferring $853,959 from

the Hospitality Tax Fund.

Solid Waste

An enterprise fund was created in FY 2007-08 to record activities associated with solid waste collection,

recycling, and ongoing maintenance of the former City landfill. Operating revenues are supported by the

$2,350,000 generated by the Solid Waste fee and $180,000 provided by the sale of recyclables. The solid

waste fee is increased to $12.50 per month to offset a $4 per ton increase in the tipping fee paid for

disposal at the County’s Twin Chimneys landfill. Operating expenses are $4,782,022 and debt service

expenses are $52,449. The fund is subsidized by a General Fund transfer of $2,304,471.

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 2010-11 is $3,558,055.

EXECUTIVE SUMMARY PAGE A-17


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 programming. The expense

budget for FY 2011-12 is $596,244. Effective in FY 2011-12, the Saturday Market will now be budgeted in

the Event Management Fund rather than the General Fund.

Debt Service Funds

Debt Service Funds are established to account for the accumulation of resources for, and the payment of

long-term debt principal and interest payments. Under state law, municipalities can only issue two forms

of long-term debt: general obligation bonds and revenue bonds. The City of Greenville has also used tax

increment bonds as a means of financing capital projects, and these debt instruments are also classified

as a form of revenue bonds. Outstanding revenue bonds associated with the parking facilities,

stormwater, and wastewater bonds are accounted for in their respective enterprise funds and not in debt

service funds. Similarly, the debt service payments secured by a revenue pledge on the Hospitality Tax

are found in the Hospitality Tax fund.

Downtown Infrastructure Fund

The Downtown Infrastructure Fund (formerly the CBD Tax Increment Fund) is a tax increment fund that

was established in 1987. It is used 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

redevelopment area. In FY 2011-12, $2,969,632 in debt service payments are budgeted. In addition, a

transfer of $371,868 to the General Fund is included to support long-term maintenance of infrastructure

improvements provided by the Downtown Infrastructure Maintenance Crew. The fund also includes

$5,217,000 in CIP 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

2011-12, $284,584 in debt service payments and fiscal agent fees are budgeted. The fund also includes

$1,166,000 in CIP projects.

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 2011-12, $43,599 in debt service payments are budgeted.

EXECUTIVE SUMMARY PAGE A-18


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

SUMMARY OF ALL FUNDS

2008-09 2009-10 2010-11 2011-12 Percent

Actual Actual Budget Budget Change

GENERAL FUND

Revenues

Taxes $ 26,927,039 28,110,497 28,414,721 28,632,561 0.8%

Licenses and Permits 27,230,530 25,618,949 25,774,849 26,419,578 2.5%

Intergovernmental 2,953,899 2,635,392 2,471,833 2,253,626 -8.8%

Fees and Charges 692,612 773,254 737,150 697,950 -5.3%

Fines and Costs 493,076 496,272 469,500 457,500 -2.6%

Other Revenue Sources 1,315,796 1,087,495 1,039,131 1,019,177 -1.9%

Other Sources/Transfers 3,200,491 3,987,157 4,653,086 4,500,326 -3.3%

TOTAL GENERAL FUND REVENUES 62,813,443 62,709,016 63,560,270 63,980,718 0.7%

Expenditures

Legislative and Administrative 3,744,268 3,810,829 3,600,297 3,647,443 1.3%

Non-Departmental 1,671,949 1,452,821 1,715,178 1,617,100 -5.7%

Public Information and Events 907,913 874,509 886,537 902,880 1.8%

Economic and Community Dev. 2,760,465 2,438,367 2,277,220 2,332,396 2.4%

Human Resources 1,196,220 1,181,817 1,168,556 1,400,642 19.9%

Office of Management and Budget 4,906,837 4,737,737 4,632,583 4,594,704 -0.8%

Police Department 17,455,387 17,629,707 18,863,649 19,220,965 1.9%

Fire Department 10,559,372 10,311,890 11,250,759 11,349,454 0.9%

Public Works Department 8,075,221 7,840,218 7,779,340 7,817,927 0.5%

Parks and Recreation 6,242,910 6,060,698 6,434,973 6,599,952 2.6%

Transfers 5,004,653 3,227,612 3,264,581 2,620,471 -19.7%

Debt Service 2,018,426 1,557,847 1,686,597 1,876,784 11.3%

TOTAL GENERAL FUND EXP. 64,543,621 61,124,052 63,560,270 63,980,718 0.7%

REVENUES LESS EXPENDITURES $ (1,730,178) 1,584,964 0 0

INTERNAL SERVICE FUNDS

Revenues/Transfers In

Health Benefits $ 9,225,198 9,575,613 11,001,065 0 -100.0%

Risk Management 2,223,032 2,678,332 2,333,410 2,174,254 -6.8%

Fleet Services 4,172,099 3,892,266 4,097,690 4,612,138 12.6%

TOTAL REVENUES/TRANSFERS IN 15,620,329 16,146,211 17,432,165 6,786,392 -61.1%

Expenses/Transfers Out

Health Benefits 9,081,980 9,558,353 11,001,065 160,478 -98.5%

Risk Management 2,259,351 2,443,845 2,301,037 2,167,647 -5.8%

Fleet Services 4,172,099 3,893,634 4,097,690 4,612,138 12.6%

TOTAL EXP./TRANSFERS OUT 15,513,430 15,895,832 17,399,792 6,940,263 -60.1%

REVENUES LESS EXPENSES $ 106,899 250,379 32,373 (153,871)

EXECUTIVE SUMMARY - SUMMARY OF ALL FUNDS PAGE A-19


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

2008-09 2009-10 2010-11 2011-12 Percent

Actual Actual Budget Budget Change

SPECIAL REVENUE FUNDS

Revenues/Transfers In

Community Development $ 1,000,377 1,390,310 1,081,496 1,064,080 -1.6%

HOME Program 341,222 932,121 419,240 372,907 -11.1%

Hospitality Tax 6,483,341 6,378,027 6,130,000 6,730,000 9.8%

Sunday Alcohol Permits 189,811 245,372 210,100 230,300 9.6%

State Accommodations Tax 1,057,821 1,050,168 1,085,000 1,250,200 15.2%

Local Accommodations Tax 1,700,510 1,711,207 1,672,000 2,017,000 20.6%

Admissions Tax 298,135 333,563 297,700 306,000 2.8%

Victim Witness 77,671 79,840 78,000 71,500 -8.3%

Utility Undergrounding 619,073 885,027 901,500 973,750 8.0%

TOTAL REVENUES/TRANSFERS IN 11,767,961 13,005,635 11,875,036 13,015,737 9.6%

Expenditures/Transfers Out

Community Development 1,004,292 1,388,975 1,081,496 1,064,080 -1.6%

HOME Program 576,149 932,321 419,240 372,907 -11.1%

Hospitality Tax 6,677,743 5,862,060 6,135,959 7,398,011 20.6%

Sunday Alcohol Permits 200,000 145,750 250,000 290,000 16.0%

State Accommodations Tax 1,182,977 1,049,576 1,084,296 1,305,000 20.4%

Local Accommodations Tax 1,705,033 1,579,546 1,601,960 1,511,333 -5.7%

Admissions Tax 234,902 317,914 254,700 260,000 2.1%

Victim Witness 102,890 103,514 105,810 108,728 2.8%

Utility Undergrounding 293,357 220,360 901,500 973,750 8.0%

TOTAL EXP./TRANSFERS OUT 11,977,343 11,600,016 11,834,961 13,283,809 12.2%

REVENUES LESS EXPENDITURES $ (209,382) 1,405,619 40,075 (268,072)

ENTERPRISE FUNDS

Revenues/Transfers In

Event Management $ 0 293,372 564,850 596,500 5.6%

Carolina First Center 6,381,802 6,256,858 5,935,302 5,707,678 -3.8%

Wastewater 3,342,895 3,777,870 4,477,000 5,603,500 25.2%

Solid Waste 4,882,327 4,841,576 5,313,581 4,834,471 -9.0%

Stormwater Management 4,288,044 4,549,208 4,286,000 4,536,000 5.8%

Greenville Zoo 2,134,383 2,085,834 2,325,736 2,450,419 5.4%

Parking 5,253,462 5,762,563 5,759,816 5,682,227 -1.3%

Transit 3,126,612 3,130,116 3,169,126 3,558,055 12.3%

TOTAL REVENUES/TRANSFERS IN 29,409,525 30,697,397 31,831,411 32,968,850 3.6%

Expenses/Transfers Out

Event Management 0 264,099 537,870 596,244 10.9%

Carolina First Center 6,051,739 5,695,691 5,935,302 5,707,678 -3.8%

Wastewater 2,935,559 2,961,991 4,225,549 5,770,124 36.6%

Solid Waste 5,065,886 4,839,925 5,313,581 4,834,471 -9.0%

Stormwater Management 2,686,611 2,421,473 5,798,019 4,924,626 -15.1%

Greenville Zoo 1,906,896 2,643,693 2,480,513 2,542,441 2.5%

Parking 6,004,137 6,306,263 5,964,142 5,568,523 -6.6%

Transit 3,142,756 3,113,052 3,169,126 3,558,055 12.3%

TOTAL EXP./TRANSFERS OUT 27,793,584 28,246,187 33,424,102 33,502,162 0.2%

REVENUES LESS EXPENSES $ 1,615,941 2,451,210 (1,592,691) (533,312)

EXECUTIVE SUMMARY - SUMMARY OF ALL FUNDS PAGE A-20


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

DEBT SERVICE FUNDS

Revenues/Transfers In

2008-09 2009-10 2010-11 2011-12 Percent

Actual Actual Budget Budget Change

Downtown Infrastructure $ 5,959,063 6,246,291 6,020,820 6,305,000 4.7%

West End Tax Increment 963,403 1,089,180 1,038,658 1,067,500 2.8%

Viola Street Tax Increment 308,392 363,038 336,692 401,500 19.2%

TOTAL REVENUES/TRANSFERS IN 7,230,858 7,698,509 7,396,170 7,774,000 5.1%

Expenditures/Transfers Out

Downtown Infrastructure 4,391,855 5,835,112 6,057,637 8,658,500 42.9%

West End Tax Increment 629,687 1,149,919 1,261,918 1,451,084 15.0%

Viola Street Tax Increment 48,962 222,184 45,388 43,599 -3.9%

TOTAL EXP./TRANSFERS OUT 5,070,504 7,207,215 7,364,943 10,153,183 37.9%

REVENUES LESS EXPENDITURES $ 2,160,354 491,294 31,227 (2,379,183)

TOTALS - ALL FUNDS

(Memorandum only)

Revenues $ 126,842,116 130,256,768 132,095,052 124,525,697 -5.7%

Expenditures 124,898,482 124,073,302 133,584,068 127,860,135 -4.3%

REVENUES LESS EXPENDITURES $ 1,943,634 6,183,466 (1,489,016) (3,334,438)

EXECUTIVE SUMMARY - SUMMARY OF ALL FUNDS PAGE A-21


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

EXECUTIVE SUMMARY - SUMMARY OF ALL FUNDS PAGE A-22


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

INTRODUCTION

INTRODUCTION PAGE B-1


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

INTRODUCTION PAGE B-2


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 58,409 based on the 2010 United States Census. 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 28.6

square miles (see map on page B-2). Although restricted in its ability to expand, the City draws on a

population of over 900,000 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......................................................................................................... 85.4

Area in square miles .............................................................................................. 28.6

Miles of City streets................................................................................................ 423

Miles of wastewater lines ......................................................................................... 366

Miles of storm drains............................................................................................... 275

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 .......................................................................................................260+

INTRODUCTION PAGE B-3


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

CITY DEMOGRAPHICS

Population ...................................................................................................... 58,409

Race

White ........................................................................................................ 37,356

African-American .......................................................................................... 17,519

Asian ............................................................................................................ 793

Other ..........................................................................................................2,741

Ethnicity (of any race)

Non-Hispanic................................................................................................ 54,966

Hispanic .......................................................................................................3,443

Source: United States Census, 2010 Census

Number of households ....................................................................................... 25,185

Average household size ......................................................................................... 2.10

Income per household

$0-$24,999....................................................................................................8,778

$25,000-$49,999 .............................................................................................6,498

$50,000-$74,999 .............................................................................................3,488

$75,000-$99,999 .............................................................................................2,236

$100,000-$149,999 ..........................................................................................2,058

$150,000-$199,999 ............................................................................................ 958

$200,000 & up ...............................................................................................1,169

Median household ........................................................................................$38,209

HOUSEHOLD INCOME

City of Greenville, SC

$100,000 -

$149,999

8%

$150,000 -

$199,999

4%

$200,000 & Up

5%

$0 - $24,999

34%

$75,000 -

$99,999

9%

$50,000 -

$74,999

14%

$25,000 -

$49,999

26%

Source: United States Census, 2005-2009 American Community Survey

INTRODUCTION PAGE B-4


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

CLIMATE

The average annual temperature is 60 degrees F with an average rainfall of 51.6 inches and an

average snowfall of 6.1 inches per year.

Average January minimum.......................................................................... 30.0 degrees F

Average July maximum.............................................................................. 88.2 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 12 of the past 14 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 bond rating upgrades by Standard

and Poor’s in 2001 and by Moody’s Investors Service in 2000.

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 1.5 million passengers per year are served to 19 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. In 2011, Southwest

Airlines began providing service at this airport, adding an additional option for travelers. 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 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 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.

EDUCATION

City residents are served by the Greenville County School District. With an enrollment of over 69,802

students, it is the largest school district in South Carolina and the 50th largest in the United States.

Moreover, 29 Greenville schools have been identified as “Schools of Excellence” by the U.S.

Department of Education, and 20 have received the “Palmetto’s Finest” award presented to the

state’s top schools. The district’s arts program has been named as “tops in the nation” by the

Kennedy Center/National School Boards Association. There are eight elementary schools, four middle

schools, and three high schools within the City limits.

Located in the City’s West End District overlooking the Reedy River, the South Carolina Governor’s

School for the Arts and Humanities provides a residential high school program for artistically gifted

junior and senior high school students from across South Carolina. In addition, the Governor’s School

INTRODUCTION PAGE B-5


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

76 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 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 began a 13-year building program in 1997, which included construction of a

new main library and ten new branches.

RECREATION

The City Parks and Recreation Department maintains over 260 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 150

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 250 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.

The Greenville County Recreation District manages over 51 parks and facilities throughout Greenville

County for use by city residents. The District also operates the Pavilion, a public ice skating venue;

Riverbend, a 74-acre equestrian park; and Westside Aquatic Center, South Carolina’s only 50-meter

public indoor swimming facility.

There are several State parks in close proximity to the greater Greenville area, including the 1,540-

acre Paris Mountain State Park and the 3,083-acre Table Rock State Park. Jones Gap and Caesar’s

Head State Parks combine to form the 11,000-acre Mountain Bridge Wilderness Area, with more than

48 miles of hiking trails near the North Carolina border. The Cherokee Foothills Scenic Highway (SC

Highway 11) traverses the northern part of Greenville County, providing a majestic view of the

foothills of the Blue Ridge Mountains. Other State park facilities in the area include: Keowee-

Toxaway (1,000 acres), Croft State Park (7,054 acres), and Oconee State Park (1,165 acres).

In addition to the aforementioned recreation activities, Lakes Hartwell, Keowee, and Jocassee are

all within a 45-minute drive from Greenville and provide a wide range of fishing and water sport

activities.

INTRODUCTION PAGE B-6


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

CAROLINA FIRST CENTER

In July 2001, the City purchased the Carolina First Center for $6,750,000 from the Textile Hall

Corporation to save the facility from foreclosure. Located on a 39-acre campus, the Carolina First

Center is one of the largest convention and conference centers in the Southeast. The annual

economic impact of the Carolina First Center is estimated at more than $50 million. In 2005, the

City embarked on a multi-stage, multi-million dollar renovation project, funded by local, state,

federal, and private dollars. Since completion of the renovation, the Carolina First Center includes

280,000 square feet of exhibit space and 60,000 square feet of meeting and conference space as well

as a new entrance and public circulation concourse.

CULTURAL ACTIVITES

The Peace Center for the Performing Arts is the cornerstone of the artistic and cultural activity for

the City of Greenville and the greater Greenville community. The Peace Center features a 2,100-

seat concert hall, as well as a 400-seat theater. The Peace Center hosts over 300 events a year

including traveling productions of Broadway shows, the Greenville Symphony Orchestra, and

nationally renowned performers.

The Greenville County Museum of Art offers three major exhibits, as well as traveling exhibitions. Its

respected Southern Collection chronicles American art from colonial times to the present. It is home

to the Andrew Wyeth Collection, featuring works from all eras of his career. Since its inception, the

museum has sought to build its Contemporary Collection, which includes works by artists such as

Andy Warhol and Jasper Johns.

Located on the campus of Bob Jones University, the Bob Jones University Museum and Gallery houses

one of the world’s finest and best known collections of old master religious art. The museum

contains over 25 galleries displaying more than 400 pieces of work from the 13th to the 19th

centuries. Such artists as Rubens, van Dyck, Reni, Tintoretto, Veronese, Cranach, Gerard David,

Ribera, and Murillo are on display. The University recently opened 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, which opened in September

2007, provides a look at the fifteen counties in upstate South Carolina through its permanent

exhibits, oral histories, and educational programs for students. The 79,000-square foot Greenville

Children’s Museum opened in the summer of 2009 at Heritage Green, and is one of the largest

children’s museums in the United States. The Children’s Museum houses nineteen permanent

exhibits focused on hands-on learning for children, including a test kitchen, hospital, grocery store,

and construction site.

INTRODUCTION PAGE B-7


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 122,000

employees located within a five-mile radius of downtown.

Bounded by the Hyatt Regency 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 Carolina First Reedy River Run, Fall for

Greenville, and Artisphere - the International Arts Festival of

Greenville.

The opening of the $63 million Bi-Lo Center with a 15,000-

seat arena in 1998 has provided 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 is currently under

extensive renovation 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 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 Historic

Park which opened in 2004. The park

includes large flower gardens, walking

trails, and a seven-story pedestrian bridge

spanning over the Reedy River, which

offers visitors a breathtaking view of the

Reedy River Falls.

INTRODUCTION PAGE B-8


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

INTRODUCTION PAGE B-9


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 2011-12, 924

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 the Public Information and Special

Events divisions, and the Event Management Fund. 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 and HOME 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.

INTRODUCTION PAGE B-10


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 Carolina First Center 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)

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 and some commercial 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 and operation of trolley

service)

• 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)

INTRODUCTION PAGE B-11


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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)

• Community Programs (athletics and community centers)

Greenville Zoo

• Parks Maintenance

• Rights-of-Way Maintenance

• Beautification

• Tree Maintenance

• Falls Park

The Public Transportation Department includes operation of the City’s parking system and the

City’s contract with the Greenville Transit Authority. It manages:

• Parking (oversight of parking facilities owned and operated by the City and public parking in

general)

• Transit (including fixed route, demand response, maintenance, and administration)

INTRODUCTION PAGE B-12


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

INTRODUCTION PAGE B-13


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FUND RELATIONSHIPS

The following illustrates the relationship between the various City funds and the departments listed

on the organizational chart on the preceding page.

Non-Departmental

Management and Budget

Human Resources

Economic and Community

Development

Fire

Police

Parks and Recreation

Public Works

Public Information and

Events

Public Transportation

General Fund

Risk Management

Fleet Services

Community Development

HOME Program





Hospitality Tax

Sunday Alcohol Permits

State Accommodations Tax

Local Accommodations Tax

Admissions Tax

Victim Witness

Utility Undergrounding








Event Management


Carolina First Center

Wastewater

Solid Waste

Stormwater Management




Greenville Zoo


Parking

Transit



Debt Service Funds


INTRODUCTION PAGE B-14


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

• Carolina First 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


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

• Admissions Tax Fund

• Utility Undergrounding Fund

• Downtown Infrastructure Fund (Debt Service)

• West End Tax Increment Fund (Debt Service)

• Viola Street Tax Increment Fund (Debt Service)

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 reflects 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


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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, Risk Management Fund, Fleet Services

Fund, State Accommodations Tax Fund, Local Accommodations Tax Fund, Community Development

Fund, HOME 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, Carolina First Center Fund,

Solid Waste Fund, Transit Fund, and the Debt Service Funds. An annual budget is not adopted for the

Capital Projects Fund and 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 11, 2011. A second reading will be held concurrently with budget adoption. The operating

budget does contain funding for capital expenditures, but generally only 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 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FY 2011-12

BUDGET DEVELOPMENT CALENDAR

Task Lead Agency Timeframe Product

BASELINE BUDGET PREPARATION

Property taxes estimated Budget/Revenue Jan. 3 - Jan. 7

Permits & licenses estimated Budget/Revenue Jan. 3 - Jan. 7

User fees estimates Budget/Revenue Jan. 3 - Jan. 7

Other revenues Budget/Revenue Jan. 3 - Jan. 7 Preliminary

Salary projections Budget/Human Resources Jan. 10 - Jan. 28 Budget

Operating expenses Budget/applicable agency Jan. 10 - Jan. 28 Estimate

Capital outlay Budget/applicable agency Jan. 10 - Jan. 28

Vehicle replacement Fleet Services/Budget Jan. 10 - Jan. 28

Fleet Fund allocation Fleet Services/Budget Jan. 10 - Jan. 28

Risk Fund allocation Risk Mgmt./Budget Jan. 10 - Jan. 28

DEPARTMENT PREPARATION

Departments prepare requests Applicable Agency Feb. 4 - Feb. 25 Department

Departments revise narratives Applicable Agency Jan. 26 - Feb. 25 Modifications

and strategic initiatives

OMB REVIEW AND MODIFICATION

OMB reviews department Budget Office Feb. 28 - Mar. 11

funding requests

OMB meetings with Budget/applicable agency Mar. 14 - Mar. 18 OMB

Departments on requests

Recom.

Revenue modifications, based Budget Office Mar. 14 - Mar. 18 Budget

on Feb. postings

OMB prepares recommendation Budget Office Mar. 21 - Mar. 23

to City Manager

CITY MANAGER REVIEW AND MODIFICATION

City Manager meetings with City Manager Mar. 24 - Mar. 30

Departments on requests

Revenue modifications, Budget Office Mar. 24 - Mar. 30 Balanced

based on Mar. postings

budget

Changes in funding mix, City Manager Mar. 31 - Apr. 1

based on City Mgr. initiatives

& strategic priorities

PROPOSED BUDGET DOCUMENT

Incorporate final CIP decisions Budget Office Apr. 1 - Apr. 17 Proposed

into the Operating Budget

budget

Compilation/printing Budget Office Apr. 18 - Apr. 28 document

Legislative Action

Committee of the Whole May 2

Committee of the Whole May 9

Public hearing (notice required) May 16

1st reading May 16 Adopted

2nd reading and adoption May 23 budget

INTRODUCTION PAGE B-18


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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. Expenditures 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 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, 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 Parking, Wastewater, Stormwater

Management, Greenville Zoo, Solid Waste, Transit, Carolina First Center, and Event

Management.

• Debt Service Funds - used to account for the accumulation of resources for, and the

payment of long-term debt principal, interest, and related costs. Through FY 2006-07,

provisions were made in the City's annual budget to transfer funds sufficient to meet the

debt requirements for general obligation debt service into a General Debt Service Fund.

Beginning in FY 2007-08, general obligation debt is budgeted directly in the General Fund.

Also, 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

INTRODUCTION PAGE B-19


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

related fund liability is incurred. Enterprise funds and internal service funds are accounted for using

the full accrual basis in which revenues are recognized when earned and expenses when incurred.

Basis of Budgeting – the budgets for governmental funds are adopted on a modified accrual basis,

consistent with Generally Accepted Accounting Principles (GAAP). City Council adopts annual

budgets for the City’s General Fund, Special Revenue Funds, and Debt Service Funds. Budgets for

Capital Projects funds are adopted based on project length.

Budgets for proprietary funds, including Enterprise Funds and the Internal Services Funds, are

adopted on a full accrual basis, but are not consistent with GAAP. The major differences used for

budgeting proprietary funds are:

• Repayments on debt are budgeted as expenses rather than as a reduction in liabilities.

• Depreciation expense on fixed assets is not included in the budget as an expense.

• Capital construction and equipment are considered expenses, rather than a conversion of a

current asset to a fixed asset.

Appropriations for governmental and proprietary funds lapse at year-end with the exception of any

appropriations for capital projects and grant funds where appropriations are carried forward until

such time as each project is completed.

Encumbrances - appropriations in governmental funds are encumbered upon issuance of purchase

orders, contracts, or other forms of legal commitments. While appropriations lapse at the end of a

fiscal year for all operating funds, the subsequent year's budget specifically provides for the 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


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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, six-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 44.8% of all General Fund

revenues. Property taxes are levied on all residential, commercial, and personal property in the City

of Greenville. The tax levy on a particular piece of property is determined by three factors: market

value, assessment ratio, and millage rate.

• Market value is determined by the Greenville County Assessor's Office using a variety of

factors such as size, condition, location, and recent selling prices of comparable properties.

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

property to determine the assessed value. Owner-occupied residences are assessed at 4%.

Commercial properties and motor vehicles are generally assessed at 6% and personal property

at 10.5%.

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

per one thousand dollars of assessed value:

$1 of tax = .001 = 1 mill

$1,000 assessed value

The South Carolina State Code of Laws limits the annual percentage increase in the millage

rate to the increase in the Consumer Price Index plus the annual projected increase in

population.

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 current City millage (for

illustration only):

Market value $100,000

x Assessment ratio x .04

Assessed value $ 4,000

x Millage rate .0854

Tax bill $ 341.60

INTRODUCTION PAGE B-21


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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, 2010.

Taxpayer Current Assessed Valuation % of Total Assessed Valuation

Duke Energy Company $6,455,750 1.9%

Bellsouth Telecomm, Inc. 5,830,820 1.7%

Simon Haywood LLC & Bellwether 5,065,970 1.5%

Verdae Properties, Inc. 4,241,450 1.3%

FRI Greenville II LLC Riverside 4,125,160 1.2%

Liberty Properties of SC, Inc. 3,704,320 1.1%

Daniel International Corporation 3,102,870 0.9%

Shops at Greenridge 2,814,830 0.8%

Hubbell Lighting, Inc. 2,415,870 0.7%

Menin Acquisitions II LLC 1,800,000 0.5%

TOTALS $39,557,040 11.6%

Source: Comprehensive Annual Financial Report for the year ending June 30, 2010.

Licenses and permits represent the second largest revenue source for the City, comprising

approximately 41.3% 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 22 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. The City also

receives an annual reimbursement in the amount of $857,975 for the City’s granted exemption of the

Merchant’s Inventory Tax from property taxation. This amount is based on the value of the City’s

merchant inventory when the value was frozen in 1987 and the tax was taken out of the ad valorem

process.

Fees and charges are levied for services based on the premise that the cost of the service should be

borne by those who directly benefit from the service. In the General Fund, user fees include plan

reviews, alarm fees, fire protection fees, and various recreation fees. Fees are based on a fixed

dollar rate, and the revenue forecast for these sources is based on historical trends.

Certain user fees established by the City are deposited in special revenue funds or enterprise funds

to support the respective operations. These include wastewater fees, parking fees, stormwater fees,

and solid waste fees.

INTRODUCTION PAGE B-22


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

• 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 quarterly charge of $26.04

for a 5/8" line to $3,155.50 for an 8" line. Based on historical trends and a relatively fixed

number of commercial and residential units in the City, this revenue source is estimated to

generate $3,850,000 in FY 2011-12.

• 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, including the South Spring Street Garage, the Richardson Street Garage, the Church

Street Garage, the RiverPlace Garage, and the Poinsett Plaza Garage. Parking garage rates

are $69.70 for monthly parkers and $.75 to $6.00, respectively, for hourly and daily parkers.

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. The basic rate structure is $36.81 per year for developed residential with

impervious area of 1,640 sq. ft. or less, $64.63 per year for developed residential with

impervious area of greater than 1,640 sq. ft., and $64.63 for developed commercial/industrial

property for each equivalent residential unit. The current revenue estimate of $4,500,000 is

based on a combination of historical trends, the current rate schedule effective since in FY

2009-10, and the database for residential impervious area.

• Solid waste fees are levied through a $12.50 monthly charge collected from approximately

15,000 residential units. This is an increase of $1.00 per month from the FY 2010-11 fee of

$11.50 per month. 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


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

STRATEGIC INITIATIVES

STRATEGIC INITIATIVES PAGE C-1


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

STRATEGIC INITIATIVES PAGE C-2


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 multi-modal 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 three 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-20). In addition, as part of the project

STRATEGIC INITIATIVES PAGE C-3


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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.

From the City of Greenville’s perspective, 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.

STRATEGIC INITIATIVES PAGE C-4


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 2009 2010

Violent crimes (per 1,000 residents). 10.3 8.1

Non-violent crimes (per 1,000 residents). 54.2 55.5

Annual fire loss (as a percentage of total market

valuation). 0.0302% 0.0101%

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; by this measure, the per capita violent crime rate fell by

21.4% from 2009. The decrease in violent crime in 2010 was driven mainly by a 30.4% drop in

aggravated assault charges and a 14.6% drop in the number of robberies in the City.

The non-violent crime rate represents the per capita number of property and nuisance crimes

reported in 2010. While the number of non-violent crimes decreased in absolute terms, the per

capita figure increased by 2.4% after adjusting for the 2010 Census. Efforts made in recent years to

improve strategies intended to reduce car break-ins and burglaries were successful in 2010, as auto

thefts decreased by 33.7% and burglaries were down 5.8%

The annual fire loss statistic is intended to measure the ability of the Fire Department to minimize

the property damage attributable to building fires in the City. There were 64 such fires in 2010,

down from 75 a year earlier. Due to a reassessment of property values, the total market value of

City properties in 2010 was 12.1% higher than the number recorded in 2009. Despite a higher market

value of damaged properties, however, fire losses for the year fell by 62%. The effects of a larger

denominator and a smaller numerator culminated in a reduction in the annual fire loss by 66.6%. The

significant decrease in fire damages can be credited to better response times and a smaller average

magnitude of each fire. In order to further reduce response times, the construction of a new fire

station is scheduled to begin in FY 2012-13 which will better serve the ICAR, Verdae, and Woodruff

Road areas.

The percentage of residents who feel safe in their neighborhoods measures citizens’ perceptions of

safety in the City. A resident survey is required to collect this information and due to budget

constraints, it has not been done. As a result, the measure has been discontinued.

STRATEGIC INITIATIVES PAGE C-5


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

SUSTAINABLE CITY

Greenville is a SUSTAINABLE CITY that protects and conserves its water, air, and green space,

and promotes public health and wellbeing.

MEASURES 2009 2010

Recycled municipal solid waste as a percentage of total

solid waste.

26.5% 25.4%

Acres of green space held in public trust (per capita). 0.016 0.017

Annual gallons of water used (per capita). 53,477 56,121

Average value particulate matter count (micrograms

per cubic meter).

10.8 11.8

Percentage of Reedy River fecal coliform readings

registering above the required limit.

24% 50%

Number of main wastewater system overflows. 35 37

Population per square mile. 2,100.42 2,044.92

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. The fraction of total waste that is

recycled has consistently remained above 25% despite a modest decrease in the number in 2010 that

is due to both the economic recession and rising levels of total waste tonnage.

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 increased each of the last three years it has been

tracked, demonstrating the City’s dedication to preserving its green space. Much of the most recent

increase in green space was due to the addition of Legacy Park. This measure includes various

categories of undeveloped public space, including land dedicated to public parks, cemeteries, and

public schools, as well as that owned by conservation groups.

The City’s ability to preserve the quality of its air can be examined by measuring the particulate

matter count. In 2010, there was one more microgram of particulate matter per microgram of air.

The relatively small 9.3% increase in particle pollution in 2010, however, does not offset the much

more significant 14.3% decrease in particle pollution between 2008 and 2009. Lower pollution levels

in 2009 were likely due to the recent economic downturn; high unemployment means less factory

output and less traffic, both of which help reduce air pollution. As the economy recovers, air quality

is expected to remain at 2010 levels.

The annual water use metric is intended to show how effective the community has been in

conserving water on a per capita basis. A 2.6% smaller population and a 2.0% increase in water

consumption were ultimately responsible for the 2,644 gallon per capita increase in water

consumption for 2010.

STRATEGIC INITIATIVES PAGE C-6


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

The City uses Reedy River fecal coliform readings to measure the level of waste in the river. Of

twenty samples gathered from five locations at different times throughout the year, ten of the

reports showed fecal coliform levels over the maximum limit set by DHEC of 400 colonies per 100 mL.

The higher levels can be ascribed to periods of heavy rain when samples were collected that allowed

animal waste runoff to enter the sample collections. Fewer samples were gathered in 2010 than in

previous years, which partly impacted the results.

The number of wastewater (sanitary sewer) manhole overflows is a measure that allows the City to

track main line wastewater system failures. The slight increase in the number of overflows in the

most recent year was in part due to a larger number of unpreventable causes such as third party

dumping and periods of heavy precipitation. To address preventable causes of overflows, the final

phase of the Haynie-Sirrine Wastewater Rehabilitation project is scheduled to be underway by FY

2011-12. A more extensive “find-and-fix” rehabilitation project is also planned to reduce

wastewater line infiltration and increase flow capacity. Both projects serve to minimize overflows,

which will serve to foster sound urban development, a critical aspect to the improvement of the

City’s sustainability.

Population density decreased slightly, which is attributable to an inconsistency in the population

data used for 2009 and 2010. The 2009 population figure was based on an estimate, whereas the

2010 figure was based on an actual count derived from the 2010 Census.

The City’s carbon footprint can be used to determine the level of carbon emissions. Due to the

difficulty of quantifying the carbon footprint, however, the measure has been discontinued for 2010.

The percentage of residents who regularly commute requires a survey to calculate. Due to budget

constraints, the survey has not been done. As a result, the measure has been discontinued.

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 2009 2010

Number of resident business licenses per year. 5,207 5,315

Total business license gross receipts reported per year. $5,815,853,086 $5,139,401,961

Annual business license renewal rate. 95.1% 94.7%

City of Greenville unemployment rate. 15.3% 14.5%

Annual building permit value. $93,780,245 $80,324,579

Annual building permit volume. 604 575

Local accommodations tax gross receipts per year. $54,403,568 $62,392,415

Hospitality tax collections per year. $5,947,796 $6,322,831

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 measured eight key areas of economic

activity.

STRATEGIC INITIATIVES PAGE C-7


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

Business license gross receipts are an indicator of whether local businesses are expanding or

contracting. In spite of an increase in the number of business licenses issued in 2010, business

license gross receipts decreased by 11.6%. Residual effects of the recent financial crisis are also

evident in the business license renewal rate, which was lower in 2010 since the percent increase in

licenses that were not renewed slightly outpaced the additional number of licenses issued in 2009.

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 City tentatively expects these numbers to

improve in 2011 as the broader economy recovers.

The fall in the unemployment rate serves as a promising indicator of a growing economy. Commonly

known as a lagging economic indicator, the 0.8% decrease in unemployment in 2010 may signal an

exit from the recession. Greenville’s falling unemployment rate has been consistent with falling

rates across the state of South Carolina and also the region.

Lingering effects of the economic downturn can still be seen in the construction sector, however,

one of the hardest hit sectors of the economy. Annual building permit values decreased 14.3% from

2009 levels, and the number of building permits issued decreased 4.8%. While these decreases are

much less drastic than the respective 70.1% and 83.4% drops seen between 2008 and 2009, the City

still plans to promote and coordinate construction-related projects to bolster growth.

Tax revenue from both the local accommodations tax and the hospitality tax increased in 2010.

Gross receipts of the local accommodations tax shows the dollar value of gross receipts from the

hotels in the City; this measure increased by almost $8,000,000 in 2010, 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. By this measure also, economic activity improved: hospitality tax collections rose by

6.3% in 2010.

CITY OF NEIGHBORHOODS

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

communities.

MEASURES 2009 2010

Number of new housing units developed in the City per

year (net of demolitions).

352 26

Percentage of new housing units developed in the City

that are affordable

14.3% 74.4%

Percentage of existing housing units that are owneroccupied.

N/A 40.2%

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. The number of new residential units fell in 2010, from

440 to 132, while demolition projects rose from 88 to 106. The increase in the number of

demolitions can be attributed to the Neighborhood Stabilization Program grant the City received in

STRATEGIC INITIATIVES PAGE C-8


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

2009. Since only a small fraction of these funds were spent that year, the inflated demolition

number in 2010 indicates the effect of the grant in funding the demolition of dilapidated housing

units. The large decrease in the number of new units built reflects the impact that economic

conditions have had on private construction. Private construction was largely inactive during 2010,

meaning that most of the housing units that were built were subsidized.

Due to the role subsidization played in local home construction in 2010, the percentage of affordable

housing units built increased from 14.3% in 2009 to 74.2% a year later. 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 is a new measure introduced for

2010. It represents the number of housing units that have filed for 4% taxation 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.

Measuring the percentages of quality affordable housing for lower and middle income families was

discontinued due to the inconsistency of the data collected to date and the difficulty of obtaining

the information on an annual basis.

MOBILE CITY

Greenville is a MOBILE CITY with a comprehensive transportation network that allows

connectivity through multi-modal options.

MEASURES 2009 2010

Number of transit riders per year. 639,416 741,039

Average street rating on a scale from 2-10. 6.5 6.4

Percentage of roadways with a sidewalk or bicycle lane. 46.1% 48.4%

Percentage of residential units within one-quarter mile

of a trail or greenway.

17.3% 17.1%

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 substantial 15.9% increase in transit ridership is linked to a comprehensive overhaul of the City’s

public transportation system. For 2010, Greenlink revised its transit routes to better cater to

demand from local universities such as Greenville Tech, ITT Technical Institute, Furman, and ECPI

College of Technology. Greenlink also reorganized its cost structure to extend its hours of service by

two hours without adding to its budget. The City’s transit system also has emphasized an on-timeperformance

strategy that has vastly improved the public’s perception of Greenlink’s reliability;

Greenlink’s “on time” rate has increased from 65% in 2009 to 96% in 2010.

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

STRATEGIC INITIATIVES PAGE C-9


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 2010, budget restrictions limited

the amount of funding allocated to road resurfacing, so City roads did not see noticeable

improvements from the previous year. Additional funds for street resurfacing include $69,414 for

general resurfacing projects, and specific allocations of $285,000 and $225,000 for Carolina Point

Parkway and Greenacre Road, respectively.

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 percentage of roads with a

sidewalk or bicycle lane rose from 46.1% to 48.4% in 2010 and is expected to increase in 2011 as

funds are budgeted to expand City’s NSTEP program in FY 2011-12. The $25,000 set aside for bike

lanes in the FY 2011-12 Capital Budget will allow for additional bicycle lanes, signage, and other

means of improving the City’s bicycle system.

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 slightly, by 0.2%, in 2010.

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 2009 2010

Annual attendance at arts and other performance events. 1,389,706 1,475,726

Annual attendance at cultural facilities. 716,965 784,811

Percentage of events that welcome a diverse population

or facilitate the exchange of diverse backgrounds and

heritages.

21.1% 17.5%

Percentage of residential units within one-quarter mile

of a park or recreational facility

N/A 33.4%

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 rose 9.5%

since 2009 while attendance at arts and performance events rose 6.2%, an increase in demand for

entertainment that is on par with the recovering economy.

1 The surveyed performance and arts facilities were: Peace Center, Bi-Lo Center, Fluor Field, Warehouse Theater, Carolina

First 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.

STRATEGIC INITIATIVES PAGE C-10


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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. In order to determine the

percentage of events in the City that appeal to people of diverse backgrounds, the City developed a

measure that assessed the number of events that appeal to broad audiences at several of

Greenville’s largest venues, including the Bi-Lo Center, Peace Center, and International Center. To

encourage a more diverse cultural event schedule, the City has begun prompting event organizers to

document, as part of the permit application process, whether and how their proposed event will

target a broad audience. This measure decreased primarily due to a change in the International

Center event list that did not include as many diverse events such as the Cirque du Soleil showings

and international food and wine festivals that were held at the Center in 2009.

The percentage of residential units located within one-quarter mile of a park or recreational facility

is a new measure added for 2010. The statistic aims to describe how accessible the City’s parks are

to its residents.

The percentage of residents that are satisfied with the recreational and cultural activities provided

by the City assesses how content the broader population is with the availability of these activities. A

resident survey is required to collect this information and due to budget constraints, it has not been

done. As a result, the measure has been discontinued.

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 2009 2010

Percentage of employees from a racial or ethnic

minority.

27.6% 35.7%

Annual M/WBE utilization rate. 15.5% 10.2%

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. After decreasing slightly between 2008 and 2009, the

percentage of minority employees increased from 27.6% to 35.7% between 2009 and 2010. The sharp

rise in minority employment can be credited to many of the strategies the City has instituted over

the last few years. 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. The City will continue to enhance its reputation as an employer of choice for all

demographics by pursuing a diverse organizational culture through the implementation of diversity

training initiatives for all employees.

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 a

M/WBE level of at least 10%; that is, the City desires that 10% of its discretionary purchases are made

STRATEGIC INITIATIVES PAGE C-11


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

from minority and woman-owned vendors. In 2010, the City met this goal. 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.

Measures intended to determine the appeal of the City to young adults, parents, and senior citizens

help evaluate the City’s efforts to accommodate different demographics. A resident survey is

required to collect this information and due to budget constraints, it has not been done. As a result,

the measures have been discontinued.

STRATEGIC INITIATIVES PAGE C-12


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

GENERAL FUND PAGE D-2


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FY 2011-12 ADOPTED GENERAL FUND

ALL EXPENDITURES AND REVENUES

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

GENERAL FUND REVENUES

Taxes $ 26,927,039 28,110,497 28,414,721 28,632,561

Licenses and Permits 27,230,530 25,618,949 25,774,849 26,419,578

Intergovernmental 2,953,899 2,635,392 2,471,833 2,253,626

Fees and Charges 692,612 773,254 737,150 697,950

Fines and Costs 493,076 496,272 469,500 457,500

Other Revenue 1,315,796 1,087,495 1,039,131 1,019,177

Other Sources/Transfers 3,200,491 3,987,157 4,653,086 4,500,326

TOTAL GEN. FUND REVENUES 62,813,443 62,709,016 63,560,270 63,980,718

GENERAL FUND EXPENDITURES

Legislative and Administrative $ 3,744,268 3,810,829 3,600,297 3,647,443

Non-Departmental 1,671,949 1,452,821 1,715,178 1,617,100

Public Information and Events 907,913 874,509 886,537 902,880

Economic and Community Dev. 2,760,465 2,438,367 2,277,220 2,332,396

Human Resources 1,196,220 1,181,817 1,168,556 1,400,642

Office of Management and Budget 4,906,837 4,737,737 4,632,583 4,594,704

Police Department 17,455,387 17,629,707 18,863,649 19,220,965

Fire Department 10,559,372 10,311,890 11,250,759 11,349,454

Public Works Department 8,075,221 7,840,218 7,779,340 7,817,927

Parks and Recreation 6,242,910 6,060,698 6,434,973 6,599,952

SUBTOTAL, GEN FUND EXPEND. 57,520,542 56,338,593 58,609,092 59,483,463

Transfers 5,004,653 3,227,612 3,264,581 2,620,471

Debt Service 2,018,426 1,557,847 1,686,597 1,876,784

TOTAL GEN. FUND EXPEND. 64,543,621 61,124,052 63,560,270 63,980,718

Excess (deficiency) of

revenues over expenditures $ (1,730,178) 1,584,964 0 0

FUND BALANCE APPROPRIATED $ 1,730,178 0 0 0

GENERAL FUND PAGE D-3


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(FY 2011-12 ADOPTED GENERAL FUND ALL EXPENDITURES AND REVENUES CONTINUED)

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

FUND BALANCE

Fund Balance, Beginning of Year $ 15,272,969 13,542,791 15,127,755 15,127,755

Fund Balance, End of Year 13,542,791 15,127,755 15,127,755 15,127,755

Reserved

Encumbrances 481,932 1,062,814 0 0

Unreserved

Designated/Fund Balance Policy 13,060,640 12,712,054 12,712,054 12,796,144

Undesignated 219 1,352,887 2,415,701 2,331,611

$ 13,542,791 15,127,755 15,127,755 15,127,755

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 2011-12.

GENERAL FUND PAGE D-4


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FY 2011-12 ADOPTED

GENERAL FUND REVENUES

$63,980,718

FEES AND CHARGES

1%

OTHER SOURCES

7%

LICENSES AND

PERMITS

41%

TAXES

44%

OTHER REVENUE

2%

FINES AND COSTS

1%

INTERGOVER.

4%

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

TAXES

Real Property

Residential $ 6,508,063 6,816,301 7,038,690 7,144,249

Homestead Tax Exemption 565,593 566,646 554,722 530,813

Commercial 12,142,250 11,966,220 12,818,684 13,092,361

Mobile Homes 21 21 21 16

19,215,927 19,349,188 20,412,117 20,767,439

Personal Property

Boats 53,474 49,570 53,737 45,061

Aircraft 47,660 67,921 44,157 27,353

Boat Motors 10,038 9,353 9,790 9,039

Business Furniture 497,858 512,656 547,088 429,169

609,030 639,500 654,772 510,622

GENERAL FUND PAGE D-5


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

Department of Revenue

Rail/Pipelines 163,506 168,508 169,656 137,420

Mfg./Pers. Prop. 266,313 130,949 204,323 183,135

Furniture/Fixtures 1,427,538 1,630,869 1,741,484 1,562,623

Furn/Fixt Penalty 117,905 24,200 66,811 25,726

Mfg. Real Property 91,681 99,389 63,137 87,062

FILO 521,184 898,651 900,000 900,000

2,588,127 2,952,566 3,145,411 2,895,966

Public Utilities 1,581,741 1,633,028 1,577,421 1,298,534

Prior Year Taxes 312,123 1,073,231 275,000 650,000

Penalties 200,766 208,607 150,000 210,000

Vehicles 2,419,325 2,254,377 2,200,000 2,300,000

TOTAL TAXES 26,927,039 28,110,497 28,414,721 28,632,561

LICENSES AND PERMITS

Franchise Fees

Duke Energy 3,497,765 3,540,107 3,606,000 3,983,000

Piedmont Gas 1,024,770 1,211,658 1,132,000 1,055,000

Cable TV 717,084 700,915 703,000 682,000

AT&T 63,582 63,582 63,582 63,582

Dukenet 5,000 5,000 5,000 5,000

AT&T Video Service 0 20,030 10,500 65,000

5,308,201 5,541,292 5,520,082 5,853,582

Business Licenses

Telecommunications 1,114,700 875,821 800,000 750,000

Insurance Companies 8,383,762 7,809,665 8,090,792 8,080,946

Retail 3,084,248 3,030,880 2,994,000 3,219,000

Wholesale 791,274 662,915 689,000 670,000

Service 2,683,690 2,562,096 2,544,000 2,686,000

Hotels/Amusements 620,471 602,630 602,000 627,000

Professional 1,778,078 1,672,565 1,690,000 1,653,000

Restaurants/Bars 161,872 154,098 155,400 153,000

Finance Companies 83,011 70,359 70,000 60,000

GENERAL FUND PAGE D-6


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

Business Licenses (Continued)

Contractors 1,427,383 1,034,833 1,026,000 1,021,000

Media 172,179 153,526 146,000 140,000

Commercial Properties 237,004 259,360 228,000 306,000

Group Event Licenses 9,020 9,600 9,000 9,600

Coin Amusement Licenses 3,138 1,951 2,300 1,950

Prior Year Fees 181,200 137,301 129,000 200,000

Other 4,100 4,200 4,100 4,000

Business License Penalties 191,231 194,224 213,000 179,000

20,926,361 19,236,024 19,392,592 19,760,496

Non-Business Permits

Building Permits 543,063 456,772 475,000 432,000

Plumbing Permits 104,994 66,045 69,000 62,000

Electrical Permits 104,762 84,183 90,600 78,000

HVAC Permits 87,885 76,532 77,000 70,000

Occupancy Permits 37,646 38,883 38,500 37,000

Sign Permits 30,600 34,430 30,250 41,000

Street Cut Permits 42,055 41,067 34,750 39,000

Encroachment Permits 11,588 9,214 10,000 10,000

Blasting 6,100 1,200 5,700 4,600

Sprinkler Alarm 17,525 21,250 21,500 20,800

Misc. Fire Permits 5,000 5,025 0 4,800

Miscellaneous 1,800 1,152 5,750 1,600

Taxi Driver Permits 2,950 5,880 4,125 4,700

995,968 841,633 862,175 805,500

TOTAL LICENSES AND PERMITS 27,230,530 25,618,949 25,774,849 26,419,578

INTERGOVERNMENTAL

State

Merchants Inventory 857,976 857,976 857,975 857,976

Aid to Subdivisions 1,744,611 1,463,097 1,303,658 1,090,400

2,602,587 2,321,073 2,161,633 1,948,376

Other

County Road Improvements 314,536 314,319 310,200 305,250

Greer Court Billing 23,581 0 0 0

Mauldin Court Billing 13,195 0 0 0

351,312 314,319 310,200 305,250

TOTAL INTERGOVERNMENTAL 2,953,899 2,635,392 2,471,833 2,253,626

GENERAL FUND PAGE D-7


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

FEES AND CHARGES

General Government

Reinspection Fees 14,210 2,200 1,950 2,300

Plan Reviews 100,779 91,909 99,000 73,500

Zoning Fees 7,755 8,742 5,600 6,000

Driveway Cut Fees 4,949 4,980 6,500 4,600

Check Service Charge 2,250 2,105 2,500 1,000

Cemetery Fees 12,764 13,850 10,000 14,000

REWA Admin. Fee 8,375 9,000 13,800 4,100

Subdivision Application Fees 600 0 300 0

Planning Commission Fees 10,000 5,300 3,800 6,700

Board of Zoning Appeals Fees 10,350 9,210 9,900 10,200

Design and Preservation Com. Fees 9,375 10,625 11,000 11,600

CVB Information Tech. Services 0 0 0 13,200

Miscellaneous 50,005 38,974 32,500 50,400

231,412 196,895 196,850 197,600

Public Safety

False Burglar Alarm Fees 48,300 64,932 52,200 51,000

Burglar Alarm Monitoring 400 600 650 500

Burglar Alarm Registration 0 10,560 7,800 9,800

Wrecker Service 15,000 15,000 15,000 15,000

Fire Protection 61,620 67,853 110,000 112,000

False Fire Alarm Fees 4,950 5,350 6,000 5,600

Fire Alarm Monitoring Fees 30,300 37,200 17,500 0

Cert. of Necessity - Taxicab 3,950 7,500 7,050 9,750

Code Enforcement Violations 46,440 75,732 48,000 47,500

210,960 284,727 264,200 251,150

Recreation and Event Fees

Comm. Center - Pearse 315 840 1,000 700

Comm. Center - Hellams 315 1,693 500 800

Comm. Center - Butler 1,912 1,978 500 600

Comm. Center - Nicholtown 1,110 1,729 1,000 1,600

Comm. Center - W. Greenville 6,905 7,752 6,500 8,500

Super Summer 39,769 36,469 40,000 37,000

Athletics 26,682 13,668 32,600 14,000

League Fees 39,306 77,981 40,000 78,000

GENERAL FUND PAGE D-8


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

Recreation and Event Fees (Continued)

Picnic Shelters 19,985 20,455 18,000 22,000

Special Events 18,861 22,257 35,000 23,000

Saturday Market 27,896 43,444 38,000 0

Falls Park 16,788 14,431 15,000 15,000

Special Events Wristbands 50,396 48,041 48,000 48,000

Misc. Recreation Fees 0 894 0 0

250,240 291,632 276,100 249,200

TOTAL FEES AND CHARGES 692,612 773,254 737,150 697,950

FINES AND COSTS

Criminal and Traffic Fines 471,559 488,943 465,000 451,500

City Court Costs 12,039 1,530 0 0

Miscellaneous 9,478 5,799 4,500 6,000

493,076 496,272 469,500 457,500

TOTAL FINES AND COSTS 493,076 496,272 469,500 457,500

OTHER REVENUE

Interest Earnings

Interest - Pooled 92,809 35,018 29,500 21,000

Interest - Other 3,405 1,820 0 0

96,214 36,838 29,500 21,000

Rents and Royalties

Hyatt 60,000 60,000 60,000 0

Fire Training 7,162 7,497 7,000 7,000

City Hall Roof 20,263 20,565 21,151 21,574

Bell South Tower 29,776 30,670 31,590 32,538

Falls Park - Overlook Grill 15,092 19,665 15,000 18,000

International Center 8,640 8,640 8,640 8,640

Miscellaneous Rentals 11,606 4,066 8,400 10,800

152,539 151,103 151,781 98,552

Sales

Property Sales 115,070 0 0 0

Surplus Equipment 18,214 45,592 35,000 30,000

133,284 45,592 35,000 30,000

GENERAL FUND PAGE D-9


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

External Reimbursements

Emergency Preparedness 5,114 2,377 5,100 5,300

Vacant Lot Clearing 7,478 10,440 7,000 2,100

Piedmont Manor 12,109 0 0 0

Event Permits 231,062 213,371 231,000 214,000

State Traffic Division 268,400 268,400 268,400 268,400

Greenville County School District 212,500 248,000 248,000 248,000

Employee Tobacco Surcharge 0 0 0 53,500

Miscellaneous 197,096 111,374 63,350 78,325

933,759 853,962 822,850 869,625

TOTAL OTHER REVENUE 1,315,796 1,087,495 1,039,131 1,019,177

OTHER SOURCES/TRANSFERS

Stormwater Fund 212,857 233,356 227,484 298,079

Wastewater Fund 0 200,000 239,198 244,710

Parking Enterprise Fund 301,524 294,587 266,889 275,120

Miscellaneous Grants 0 500,000 0 0

Utility Undergrounding Fund 0 19,219 21,372 20,060

Hospitality Tax Fund 2,165,244 2,174,927 2,226,399 2,374,921

State Accommodations Tax 213,714 235,692 239,596 236,250

Local Accommodations Tax 15,914 15,966 226,448 18,840

Downtown Infrastructure Fund 291,238 313,410 385,700 371,868

Health Benefits Fund 0 0 0 160,478

Capital Leases 0 0 820,000 500,000

3,200,491 3,987,157 4,653,086 4,500,326

TOTAL OTHER SOURCES/TRANSFERS 3,200,491 3,987,157 4,653,086 4,500,326

TOTAL GENERAL FUND $ 62,813,443 62,709,016 63,560,270 63,980,718

FUND BALANCE APPROPRIATED $ 1,730,178 0 0 0

GENERAL FUND PAGE D-10


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FY 2011-12 ADOPTED

GENERAL FUND EXPENDITURES

$63,980,718

PARKS & RECREATION

10%

LEGISLATIVE AND

ADMIN.

6%

NON-DEPART. /

TRANSFER / DEBT

SERVICE

10%

PUBLIC INFORMATION

1%

PUBLIC WORKS

12%

HR

2%

OMB

7%

FIRE

18%

POLICE

30%

ECON. AND COMM.

DEV.

4%

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

Legislative and Administrative

Mayor and Council $ 271,996 272,166 276,866 291,756

City Attorney's Office 863,783 883,826 886,377 898,787

Municipal Court 1,524,859 1,388,583 1,438,764 1,485,024

City Manager's Office 911,867 1,071,212 839,476 798,325

City Clerk's Office 171,763 195,042 158,814 173,551

3,744,268 3,810,829 3,600,297 3,647,443

Non-Departmental

Non-Dept: Operations 1,671,949 1,452,821 1,715,178 1,617,100

1,671,949 1,452,821 1,715,178 1,617,100

Public Information and Events

Public Information Division 439,517 433,621 439,664 500,698

Special Events 468,396 440,888 446,873 402,182

907,913 874,509 886,537 902,880

GENERAL FUND PAGE D-11


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

Economic and Community Dev.

Economic Development 647,615 691,221 701,543 726,037

Building and Prop. Maintenance 1,665,869 1,316,386 1,129,853 1,149,695

Planning and Zoning 446,981 430,760 445,824 456,664

2,760,465 2,438,367 2,277,220 2,332,396

Human Resources

Human Resources 822,427 837,897 765,470 987,961

Occupational Health 373,793 343,920 403,086 412,681

1,196,220 1,181,817 1,168,556 1,400,642

Office of Management and Budget

Administration Division 546,459 540,761 504,564 454,763

Accounting Division 492,931 474,965 546,604 516,017

Revenue Division 535,801 753,014 641,996 664,449

Purchasing Division 410,533 391,208 381,946 396,884

Geographic Information Systems 420,906 402,358 390,073 400,368

Information Technology 2,500,207 2,175,431 2,167,400 2,162,223

4,906,837 4,737,737 4,632,583 4,594,704

Police Department

Police Chief's Office 434,811 414,198 421,941 413,285

Administration Division 1,403,924 1,304,193 1,291,812 1,301,581

Support Division 4,918,422 5,480,010 5,678,972 6,574,990

Operations Division 8,920,752 8,652,422 9,541,367 8,992,415

Communications Section 1,777,478 1,778,884 1,929,557 1,938,694

17,455,387 17,629,707 18,863,649 19,220,965

Fire Department

Fire Administration Division 260,999 219,293 214,399 229,196

Fire Prevention Division 382,522 390,190 326,128 342,111

Fire Suppression Division 9,166,158 8,999,273 10,066,180 10,072,624

Fire Services Division 749,693 703,134 644,052 705,523

10,559,372 10,311,890 11,250,759 11,349,454

GENERAL FUND PAGE D-12


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

Public Works Department

Public Works Administration 502,710 409,520 413,014 417,397

Traffic Engineering Division 2,306,082 2,209,838 2,134,251 2,255,883

Engineering Division 854,222 863,413 751,845 680,547

Construction Inspection Bureau 517,510 477,164 500,114 589,899

Streets Division 2,088,054 2,093,491 2,103,016 2,119,971

Building Services Division 1,390,794 1,343,333 1,354,754 1,216,395

Trolley Operations 152,250 154,855 161,646 165,967

Downtown Infrastructure Maintenance 263,599 288,604 360,700 371,868

8,075,221 7,840,218 7,779,340 7,817,927

Parks and Recreation

Parks and Recreation Administration 732,796 744,802 723,932 715,454

Athletic Programs Division 255,742 215,553 220,663 230,765

Community Centers Division 1,011,373 998,985 1,111,321 1,123,879

Parks Maintenance Division 1,126,392 1,267,736 1,467,093 1,489,844

Rights-of-Way Division 663,825 501,479 528,382 582,895

Beautification Division 1,421,127 1,390,072 1,258,178 1,254,817

Tree Maintenance Division 505,774 416,955 410,307 469,260

Falls Park Crew 525,881 525,116 715,097 733,038

6,242,910 6,060,698 6,434,973 6,599,952

Transfers

Transfers 5,004,653 3,227,612 3,264,581 2,620,471

Debt Service 2,018,426 1,557,847 1,686,597 1,876,784

TOTAL GENERAL FUND $ 64,543,621 61,124,052 63,560,270 63,980,718

GENERAL FUND PAGE D-13


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FY 2011-12 ADOPTED

GENERAL FUND EXPENDITURES BY TYPE

SUMMARY SCHEDULE BY EXPENDITURE TYPE

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

Personnel Services $ 41,817,743 43,184,320 43,453,198 44,287,399

Operating Expenditures 13,852,792 11,526,906 11,930,749 12,407,732

Risk Charges 1,252,050 1,414,522 1,446,245 1,329,086

Capital Outlay 597,957 212,845 1,778,900 1,459,246

Transfers 5,004,653 3,227,612 3,264,581 2,620,471

Debt Service 2,018,426 1,557,847 1,686,597 1,876,784

$ 64,543,621 61,124,052 63,560,270 63,980,718

EXPENDITURES BY TYPE

FY 2008-09 THROUGH FY 2011-12

$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

08-09 Actual 09-10 Actual 10-11 Budget 11-12 Budget

Personnel Services Operating Expenditures Capital Outlay Other

GENERAL FUND PAGE D-14


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FY 2011-12 CAPITAL OUTLAY IN THE OPERATING BUDGET

Department/Division Capital Item(s) Amount Budgeted

ED/Building and Property Maintenance Replace 2 Vehicles $28,226

OMB/Information Technology Computer Replacements and Upgrades $181,000

Police/Operations Replace 16 Vehicles $411,264

Police/Support Replace 6 Vehicles $138,654

Fire/Suppression Replace 1 Pumper* $500,000

Fire/Suppression Replace 1 Vehicle $28,000

Fire/Services Replace 1 Vehicle $34,000

Public Works/Traffic Engineering Replace 1 Vehicle $25,202

Public Works/Streets Bureau Replace 1 Service Truck $42,500

Parks and Rec./Parks Maintenance Replace 2 Vehicles $40,400

Parks and Rec./Parks Maintenance Replace 1 Mower $21,000

Parks and Rec./Beautification Replace 1 Mower $9,000

Total, General Fund Capital Outlay $1,459,246

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 Capital Item(s) Amount Budgeted

Parking Replace 5 Vehicles $77,898

Wastewater Replace 1 Light Dump Truck $43,000

Wastewater Replace 1 Vehicle $18,500

Solid Waste Replace 1 Vehicle $18,807

Stormwater Replace 3 Vehicles $56,421

Zoo Replace 1 Vehicle $21,800

Total, Enterprise Funds Capital Outlay $236,426

*Purchased through a lease-purchase agreement

GENERAL FUND PAGE D-15


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FY 2011-12 SUMMARY OF PERSONNEL CHANGES

Department/Division Position(s) Amount Budgeted

Court/Municipal Court Conversion - 1 PT Ministerial Recorder $19,129

to 1 FT Ministerial Recorder

PIE/Public Information Transfer in - 1 Grants Specialist $40,784

PIE/Special Events Transfer out - 1 Saturday Market Coord. ($47,642)

OMB/Administration Conversion - 1 FT Accounting Technician $1,172

to 2 PT Accounting Technicians

OMB/Administration Transfer out - 1 Grants Specialist ($40,784)

OMB/Accounting Conversion - 1 Accounting Supervisor ($15,339)

to 1 Senior Accountant

OMB/Information Technology Reduction - 1 Support Center Technician ($58,456)

Police/Support Conversion - 1 Police Corporal to $32,000

1 Police Lieutenant

Fire/Services Reduction - 1 Fire Alarm Supervisor ($63,092)

Public Works/Engineering Reduction - 1 Asst. City Engineer Const. ($108,077)

Public Works/Construction Inspection Addition - 1 Construction Insp. Manager $66,627

Public Works/Building Services Conversion - 1 Building Maint. Supervisor $0

to 1 Building Maint. Superintendent

Parks and Rec./Athletic Programs Conversion - 1 PT Athletic Programs Leader $21,573

to 1 FT Athletic Programs Leader

Parks and Rec./Community Centers Reduction - 1 Asst. Comm. Center Super. ($44,266)

Parks and Rec./Community Centers Conversion - 2 Temporary PT Recreation Leaders $5,018

to 2 Permanent PT Recreation Leaders

Parks and Rec./Beautification Conversion - 2 Supervisors to 2 Motor ($13,800)

Equipment Operators

Total, General Fund Personnel Changes ($205,153)

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) Amount Budgeted

Events Management Transfer in - 1 Saturday Market Coord. $47,642

Residential Collection/Solid Waste Addition - 1 Solid Waste Collector $29,102

Public Transportation/Transit Addition - 1 PT Program Coord. - JARC $24,000

Total, Enterprise Funds Personnel Changes $100,744

GENERAL FUND PAGE D-16


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

LEGISLATIVE

AND

ADMINISTRATIVE

GENERAL FUND PAGE D-17


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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.

GENERAL FUND PAGE D-18


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FY 2011-12 LEGISLATIVE AND

ADMINISTRATIVE OPERATING BUDGET

$7,141,327

City Manager's

Office

22%

City Clerk's Office

5%

Mayor and Council

8%

City Attorney's

Office

25%

Municipal Court

40%

LEGISLATIVE AND ADMINISTRATIVE

FY 2011-12 OPERATING BUDGET SUMMARY

2008-09 2009-10 2010-11 2011-12 % Change

Actual Actual Budget Budget FY12 - FY11

Divisions

Mayor and Council $ 271,996 272,166 276,866 291,756 5.4%

City Attorney's Office 863,783 883,826 886,377 898,787 1.4%

Municipal Court 1,524,859 1,388,583 1,438,764 1,485,024 3.2%

City Manager's Office 911,867 1,071,212 839,476 798,325 -4.9%

City Clerk's Office 171,763 195,042 158,814 173,551 9.3%

Subtotal, Divisions $ 3,744,268 3,810,829 3,600,297 3,647,443 1.3%

Debt Service 2,018,426 1,557,847 1,686,597 1,876,784 11.3%

Non-Dept: Operations 1,671,949 1,452,821 1,715,178 1,617,100 -5.7%

TOTAL $ 7,434,643 6,821,497 7,002,072 7,141,327 2.0%

Expenditure Category

Personnel Services $ 2,746,470 2,955,906 2,724,295 2,792,777 2.5%

Operating Expenditures 2,628,071 2,258,393 2,547,570 2,430,658 -4.6%

Risk Charges 41,676 49,351 43,610 41,108 -5.7%

Capital Outlay 0 0 0 0 0.0%

Debt Service 2,018,426 1,557,847 1,686,597 1,876,784 11.3%

TOTAL EXP. BY CATEGORY $ 7,434,643 6,821,497 7,002,072 7,141,327 2.0%

GENERAL FUND PAGE D-19


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(LEGISLATIVE AND ADMINISTRATIVE OPERATING BUDGET CONTINUED)

2008-09 2009-10 2010-11 2011-12 Total Change

Actual Actual Budget Budget FY12 - FY11

Authorized Staffing

Mayor and Council 8 8 8 8 0

City Attorney's Office 8 8 8 8 0

Municipal Court 23 20 19 19 0

City Manager's Office 5 4 4 4 0

City Clerk's Office 3 3 2 2 0

TOTAL STAFFING 47 43 41 41 0

GENERAL FUND PAGE D-20


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

GENERAL FUND PAGE D-21


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $206,855 $205,676 $206,615 $211,156

Operating Expenditures 59,923 60,593 63,834 74,759

Risk Charges 5,218 5,897 6,417 5,841

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $271,996 $272,166 $276,866 $291,756

STAFFING

Elected Officials 7 7 7 7

Administrative Support 1 1 1 1

TOTAL STAFFING 8 8 8 8

FY 2011-12 BUDGET HIGHLIGHTS

The Mayor and City Council budget increases 5.4% over the FY 2010-11 Adopted Budget and reflects:

• An increase of $4,541 in personnel services due to a cost of living adjustment and employee

benefit election changes.

• $10,000 is budgeted for inauguration costs.

GENERAL FUND PAGE D-22


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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, reviewing draft ordinances and resolutions, responding

to citizen inquiries and complaints, and processing various claims.

CITY ATTORNEY'S OFFICE

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $788,195 $829,637 $831,310 $836,476

Operating Expenditures 67,640 45,964 45,658 53,950

Risk Charges 7,948 8,225 9,409 8,361

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $863,783 $883,826 $886,377 $898,787

STAFFING

City Attorney 1 1 1 1

Assistant City Attorney 3 3 3 3

Legal Assistant 3 2 2 2

Legal Administrative Assistant 0 1 1 1

Legal Office Coordinator 1 1 1 1

TOTAL STAFFING 8 8 8 8

FY 2011-12 BUDGET HIGHLIGHTS

The City Attorney’s budget increases 1.4% over the FY 2010-11 Adopted Budget and reflects:

• A net increase of $5,166 in personnel services due to a cost of living adjustment and benefit

election changes.

• A net increase of $8,292 in operating expenditures due to increased legal research costs,

professional services, and travel and training.

GENERAL FUND PAGE D-23


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

MUNICIPAL COURT

Municipal Court schedules and adjudicates municipal offenses and State criminal cases of less than

$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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $955,396 $933,673 $966,603 $1,025,076

Operating Expenditures 53,546 53,101 55,424 53,579

County Prisoner Detention 497,741 378,079 398,000 390,000

Risk Charges 18,176 23,730 18,737 16,369

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $1,524,859 $1,388,583 $1,438,764 $1,485,024

STAFFING - FULL TIME

Judicial 3 2 2 2

Administration 6 6 6 6

Court Processing 3 4 4 4

Ministerial Recorders 5 3 3 4

TOTAL STAFFING - F/T 17 15 15 16

STAFFING - PART TIME

Assistant Judge (Hourly) 4 3 2 2

Ministerial Recorder 0 1 1 0

Deputy Clerk of Court 0 1 1 1

Bailiffs 2 0 0 0

TOTAL STAFFING - P/T 6 5 4 3

FY 2011-12 BUDGET HIGHLIGHTS

The Municipal Court budget increases 3.2% over the FY 2010-11 Adopted Budget and reflects:

• A net increase of $58,473 in personnel services primarily attributable to converting a parttime

Ministerial Recorder to full-time status, as well as a cost of living adjustment for other

staff.

• The budget for County Detention fees decreases to $390,000 due to a reduction in the number

of hours prisoners are incarcerated pre-trial and post-trial.

• A $2,500 decrease in materials and supplies expenditures.

GENERAL FUND PAGE D-24


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(MUNICIPAL COURT CONTINUED)

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Continue working with the Police Department and other City Departments

to promote the effective administration of justice with 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.


SUSTAINABLE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Focus on a clean and green community with law enforcement and codes as

well as all other stakeholders to promote a clean and healthy environment.


PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Through a variety of sentencing programs, promote civil behavior,

education and employment while minimizing drug and alcohol abuse and

other forms of criminal behavior.


CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Continue collaboration with law enforcement and other departments to

keep Greenville a city of thriving, safe and productive neighborhoods.


INCLUSIVE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Provide a welcoming and positive environment for all cultures and

customers of the court. This includes improved access, interpretation

services, and assistance by all staff members whenever appropriate and

necessary.


GENERAL FUND PAGE D-25


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $642,934 $816,953 $579,707 $566,458

Operating Expenditures 260,978 245,272 253,576 223,270

Risk Charges 7,955 8,987 6,193 8,597

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $911,867 $1,071,212 $839,476 $798,325

STAFFING

City Manager 1 1 1 1

Deputy City Manager 1 1 1 1

Intergovernmental Manager 1 1 1 1

Exec. Asst. to City Mgr. 1 1 1 1

Environ. Programs Manager 1 0 0 0

TOTAL STAFFING 5 4 4 4

FY 2011-12 BUDGET HIGHLIGHTS

The City Manager’s Office budget decreases 4.9% from the FY 2010-11 Adopted Budget and reflects:

• A decrease of $13,249 in personnel services resulting from benefit election changes and salary

adjustments.

• A net decrease of $30,306 in operating expenditures primarily due to a reduction in federal

intergovernmental relations services.

GENERAL FUND PAGE D-26


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

CITY CLERK’S OFFICE

The City Clerk’s Office serves as records custodian of official documents and legislation adopted by

City Council. In addition to providing administrative support to City Council, this office is also the

keeper of the City Seal, City Charter, and City Code; and serves as custodian of cemetery records.

The City Clerk’s Office coordinates municipal elections through the Municipal Election Commission,

maintains official records, organizes and manages supplemental publications to the City Code, and

records and publishes minutes associated with City Council meetings. The City Clerk’s Office also

coordinates the appointment and nominating process for City boards and commissions.

CITY CLERK'S OFFICE

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $153,090 $169,967 $140,060 $153,611

Operating Expenditures 16,294 22,563 15,900 18,000

Risk Charges 2,379 2,512 2,854 1,940

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $171,763 $195,042 $158,814 $173,551

STAFFING

City Clerk 1 1 1 1

Deputy City Clerk 1 1 1 1

Secretary 1 1 0 0

TOTAL STAFFING 3 3 2 2

FY 2011-12 BUDGET HIGHLIGHTS

The City Clerk’s Office budget increases 9.3% over the FY 2010-11 Adopted Budget and reflects:

• A net increase of $13,551 in personnel services due a cost of living adjustment and benefit

election changes.

• A net increase of $2,100 in operating expenditures primarily due to increased printing and

binding costs.

STRATEGIC INITIATIVES

INCLUSIVE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Preserve and protect the City's legislative and common history through the

latest recordkeeping technology as required by the State.


Ensure the appointment of boards and commission volunteers and provide

appropriate and adequate orientation and training for volunteers and staff

liaisons through literature and presentations.

Ensure all burial records are accurately documented for Richland and

Springwood Cemeteries. Provide administrative support to Friends of

Richland Cemetery and Friends of Springwood Cemetery.



GENERAL FUND PAGE D-27


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

NON-DEPARTMENTAL

City contractual commitments, memberships, programs, transfers, and other expenditures not

directly related to specific departmental operations are reflected here.

EXPENDITURES

NON-DEPARTMENTAL

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

Operating Expenditures $1,671,949 $1,452,821 $1,715,178 $1,617,100

TRANSFERS

Health Benefits Fund 0 82,500 82,500 0

Capital Projects Fund 1,045,000 0 50,000 316,000

Miscellaneous Grants Fund 19,000 45,112 0 0

Solid Waste Fund 3,940,653 3,100,000 3,132,081 2,304,471

Total Transfers 5,004,653 3,227,612 3,264,581 2,620,471

TOTAL EXPENDITURES $6,676,602 $4,680,433 $4,979,759 $4,237,571

FY 2011-12 BUDGET HIGHLIGHTS

The Non-Departmental budget decreases 14.9% from the FY 2010-11 Adopted Budget and reflects:

• The contribution to SC ORBET for post-employment retiree benefits to comply with GASB 45

and the City’s retiree medical benefit payments are $859,100.

• A decrease of $200,000 for longevity bonuses now directly budgeted in the departments.

• A decrease of $30,000 for wellness incentive bonuses. The program is suspended.

• The Solid Waste Fund transfer decreases to $2,304,471 due to a lower subsidy requirement.

• The transfer of $82,500 to the Health Benefits Fund for consulting and benefit administration

costs is discontinued and those expenditures will be reflected directly in the Human

Resources Department in the General Fund.

• The transfer for capital projects is $316,000.

• A payment of $59,000 is included for the Parker and Wade Hampton Fire Districts.

FY 2011-12 OPERATING EXPENDITURE DETAIL

Retiree Medical Benefit Payments / SC ORBET $859,100

GTA Subsidy 355,000

Arena District Payment - Bi-Lo Center, Year 15 of 20 150,000

Contingency 75,000

Verdae Public Improvements 63,000

Wade Hampton Fire District Agreement 48,000

Taxes 30,000

Miscellaneous 26,000

Parker Fire District Agreement 11,000

TOTAL OPERATING EXPENDITURES $1,617,100

GENERAL FUND PAGE D-28


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Principal retirement $1,395,768 $988,063 $1,121,847 $1,369,513

Interest charges 620,155 567,577 561,750 504,771

Fiscal charges 2,503 2,207 3,000 2,500

TOTAL EXPENDITURES $2,018,426 $1,557,847 $1,686,597 $1,876,784

FY 2011-12 BREAKDOWN OF PRINCIPAL AND INTEREST

Principal

2003 GO Bond Principal $350,000

2006 GO Bond Principal 80,000

2011 GO Bond Principal 584,000

2008 Capital Lease Principal 40,672

2010 Capital Lease Principal 143,284

2011 Capital Lease Principal 164,000

2010 Qualified Energy Conservation Bonds Principal 7,557

TOTAL PRINCIPAL $1,369,513

Interest

2003 GO Bond Interest $116,338

2006 GO Bond Interest 257,231

2011 GO Bond Interest 69,659

2008 Capital Lease Interest 2,241

2010 Capital Lease Interest 14,291

2011 Capital Lease Interest 31,160

2010 Qualified Energy Conservation Bonds Interest 13,851

TOTAL INTEREST $504,771

GENERAL FUND PAGE D-29


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

GENERAL FUND PAGE D-30


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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-31


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

PUBLIC INFORMATION AND EVENTS

OVERVIEW

The Public Information and Events Department provides coordinated and accurate material to the

general public, the media, and City personnel so they can have the information they need in a timely

manner. Public Information and Events is responsible for coordinating and overseeing all aspects of

communications and public relations as it relates to the City’s many constituencies, as well as

administering, regulating, and producing community events. The department also researches grants,

awards, and other exterior funding opportunities in support of City activities and projects, and

facilitates the application process.

CITY MANAGER

DIRECTOR OF PUBLIC

INFORMATION AND EVENTS

(01 FT)

PUBLIC INFORMATION

(07 FT)

SPECIAL EVENTS

(04 FT)

*Event Management

(06 FT)

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

GENERAL FUND PAGE D-32


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FY 2011-12 PUBLIC INFORMATION AND

EVENTS OPERATING BUDGET

$902,880

Special Events

45%

Public Information

Division

55%

PUBLIC INFORMATION AND EVENTS

FY 2011-12 OPERATING BUDGET SUMMARY

2008-09 2009-10 2010-11 2011-12 % Change

Actual Actual Budget Budget FY12 - FY11

Divisions

Public Information Division $ 439,517 433,621 439,664 500,698 13.9%

Special Events 468,396 440,888 446,873 402,182 -10.0%

Subtotal, Divisions $ 907,913 874,509 886,537 902,880 1.8%

Expenditure Category

Personnel Services $ 757,514 770,873 782,654 807,409 3.2%

Operating Expenditures 141,099 93,256 91,504 84,301 -7.9%

Risk Charges 9,300 10,380 12,379 11,170 -9.8%

Capital Outlay 0 0 0 0 0.0%

TOTAL EXP. BY CATEGORY $ 907,913 874,509 886,537 902,880 1.8%

2008-09 2009-10 2010-11 2011-12 Total Change

Actual Actual Budget Budget FY12 - FY11

Authorized Staffing

Public Information Division 6 6 6 7 1

Special Events 6 6 6 5 -1

TOTAL STAFFING 12 12 12 12 0

GENERAL FUND PAGE D-33


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 works behind the scenes to develop 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 to print and collateral pieces. The division maintains the City’s websites

(greenvillesc.gov, greenvillezoo.com, saturdaymarketlive.com, ridegreenvillelink.com,) and the

government access cable channel GTV-15, providing access to Greenville’s government 24-hours a

day.

In addition, Public Information provides outstanding 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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $391,016 $399,222 $402,036 $456,952

Operating Expenditures 43,126 28,606 30,455 37,219

Risk Charges 5,375 5,793 7,173 6,527

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $439,517 $433,621 $439,664 $500,698

STAFFING

Video Manager 1 1 1 1

Graphics Manager 1 1 1 1

Web Manager 1 1 1 1

Grants Specialist 0 0 0 1

Communications Manager 1 1 1 1

Customer Service Coor. 1 1 1 1

Customer Service Rep. 1 1 1 1

TOTAL STAFFING 6 6 6 7

GENERAL FUND PAGE D-34


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(PUBLIC INFORMATION DIVISION CONTINUED)

FY 2011-12 BUDGET HIGHLIGHTS

The Public Information budget increases 13.9% over the FY 2010-11 Adopted Budget and reflects:

• A net increase of $45,784 in personnel services and operating expenditures related to the

transfer of the Grants Specialist into Public Information.

• Personnel services increases $14,132 due a cost of living adjustment and employee benefit

election changes.

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Aiding police and fire efforts to ensure public safety through citizens’ use

of Greenville Cares and by creating GTV-15 segments that promote tip lines

and public safety.


SUSTAINABLE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Support City departments by producing marketing materials (media

releases, brochures, flyers, TV 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

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Identify and highlight (through press releases, events, GTV-15, 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.


CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

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 that services and issues have on the community.


GENERAL FUND PAGE D-35


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $366,498 $371,651 $380,618 $350,457

Operating Expenditures 97,973 64,650 61,049 47,082

Risk Charges 3,925 4,587 5,206 4,643

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $468,396 $440,888 $446,873 $402,182

STAFFING

Director of Public Information 1 1 1 1

Accountant 1 1 1 1

Marketing Manager 0 1 1 1

Marketing Coordinator 1 0 0 0

Program Coordinator 1 1 0 0

Saturday Market Coordinator 1 1 0 0

Special Events Manager 1 1 1 1

Special Events Coordinator 0 0 2 1

TOTAL STAFFING 6 6 6 5

FY 2011-12 BUDGET HIGHLIGHTS

The Special Events Division budget decreases 10.0% from the FY 2010-11 Adopted Budget and

reflects:

• A net decrease of $44,128 in personnel services and operating expenditures primarily related

to the transfer of the Saturday Market to the Event Management Fund.

GENERAL FUND PAGE D-36


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(SPECIAL EVENTS DIVISION CONTINUED)

MAJOR EVENTS SCHEDULED FOR FY 2011-12

Month Event Month Event

July Red, White, & Blue Festival October Fall for Greenville

April-Aug. Rhythm on the River December Greenville Poinsettia Parade

May-Aug. Shakespeare Festival January The Greenville News Run D’town

June-Aug. Reedy River Concert Series September Euphoria Food and Wine Festival

April-Sept. Downtown Alive/Street Party May Highland Games Parade

April-Sept. Main St. Fridays/Street Party May Artisphere

May-Oct. Saturday Market May USA Cycling Pro Championship

STRATEGIC INITIATIVES

PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Work with Greenville Convention and Visitors Bureau and other

organizations to promote Greenville to out of town visitors.


MOBILE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Administer downtown sidewalk encroachment regulations.


CITY OF CULTURE AND RECREATION

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Oversee and facilitate various citywide events by providing the

administration of 150 event permit applications.


Provide regulation of downtown news racks.


INCLUSIVE CITY

Completed

Initiative

FY 11-12

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-37


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

GENERAL FUND PAGE D-38


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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-39


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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.

*Funding and positions with Community Development are reflected in the Community Development,

HOME Special Revenue, and Miscellaneous Grants Funds.

GENERAL FUND PAGE D-40


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FY 2011-12 ECONOMIC AND COMMUNITY

DEVELOPMENT OPERATING BUDGET

$2,332,396

Planning and

Zoning

20%

Economic

Development

31%

Building and Prop.

Maintenance

49%

ECONOMIC AND COMMUNITY DEVELOPMENT

FY 2011-12 OPERATING BUDGET SUMMARY

2008-09 2009-10 2010-11 2011-12 % Change

Actual Actual Budget Budget FY12 - FY11

Divisions

Economic Development $ 647,615 691,221 701,543 726,037 3.5%

Building and Prop. Maintenance 1,665,869 1,316,386 1,129,853 1,149,695 1.8%

Planning and Zoning 446,981 430,760 445,824 456,664 2.4%

Subtotal, Divisions $ 2,760,465 2,438,367 2,277,220 2,332,396 2.4%

Expenditure Category

Personnel Services $ 2,270,478 2,150,065 1,967,013 2,006,873 2.0%

Operating Expenditures 450,494 243,975 256,761 258,477 0.7%

Risk Charges 39,493 44,327 53,446 38,820 -27.4%

Capital Outlay 0 0 0 28,226 100.0%

TOTAL EXP. BY CATEGORY $ 2,760,465 2,438,367 2,277,220 2,332,396 2.4%

2008-09 2009-10 2010-11 2011-12 Total Change

Actual Actual Budget Budget FY12 - FY11

Authorized Staffing

Economic Development 7 7 7 7 0

Building and Prop. Maintenance 25 21 16 16 0

Planning and Zoning 6 7 6 6 0

TOTAL STAFFING 38 35 29 29 0

GENERAL FUND PAGE D-41


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

90.00%

facilitating private development, implementing

88.00%

programs for business retention, pursuing

86.00%

annexation opportunities, developing and 84.00%

implementing plans and strategies for 82.00%

revitalization, recruiting businesses, and 80.00%

cultivating residential development 78.00%

opportunities citywide. This office also oversees

the functions of Community Development,

whose grant-funded activities are reflected in a special revenue fund.

ANNUAL AVERAGE OFFICE OCCUPANCY RATE

Central Business District

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

ECONOMIC DEVELOPMENT

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $512,667 $585,580 $586,538 $612,851

Operating Expenditures 128,658 99,061 107,424 106,416

Risk Charges 6,290 6,580 7,581 6,770

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $647,615 $691,221 $701,543 $726,037

STAFFING

Full-Time Staff 7 7 7 7

FY 2011-12 BUDGET HIGHLIGHTS

The Economic Development budget increases 3.5% over the FY 2010-11 Adopted Budget and reflects:

• A net increase of $26,313 in personnel services related to a cost of living adjustment and

changes in employee benefits elections.

• A reduction of $1,008 for mobile phone expenditures.

STRATEGIC INITIATIVES

PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Continue to strengthen partnerships with Clemson University’s programs

including the business school and CU-ICAR.


Continue to assist developers and property owners on several large

development projects including: the Point, Magnolia Park, Verdae, and CU-

ICAR.


GENERAL FUND PAGE D-42


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(ECONOMIC DEVELOPMENT DIVISION CONTINUED)

PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Continue to implement recommendations of the West Washington market

study, Green Avenue/Dunbar Street market study, and Reedy River Master

Plan.

Utilize Greenville Local Development Corporation for additional

development projects on a citywide basis.



Partner with other Upstate area economic development organizations to

recruit appropriate investments into the City and create appropriate

marketing packages for the objective.

Continue implementation of the countywide economic development

strategy in conjunction with the Chamber of Commerce and Greenville Area

Development Corporation (GADC).

Continue partnerships with Greenville Convention and Visitors Bureau,

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 partnership with the Chamber and GADC W.I.B. and Greenville

Tech Greenville Works, its Business Retention Program 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.

Focus on completion of several key downtown development sites: Main @

Washington, Auditorium site, RiverPlace, and the Peacock Hotel site.



Continue implementation of the recommendations from the Downtown

Master Plan study.


Continue to work with Augusta Road property owners and businesses to

implement 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).


CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Assist with the development of residential development projects

throughout the City including creation of additional affordable housing

opportunities.


GENERAL FUND PAGE D-43


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

BUILDING AND PROPERTY MAINTENANCE

DIVISION

The Building and Property Maintenance Division is responsible for the enforcement of building and

property codes as adopted by ordinances and statutes adopted by the City and the State. Codes are

enforced by this division through permit issuance and inspections. Codes enforced include the

International Building Code, International Residential Code, International Fuel/Gas Code,

International Mechanical Code, International Plumbing Code, International Property Maintenance

Code, and National Electrical Code. Other codes and ordinances include the American National

Standards for Accessibility, South Carolina General Contractor’s Law, and South Carolina Residential

Builder’s Law.

BUILDING AND PROPERTY MAINTENANCE DIVISION

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $1,366,820 $1,179,090 $979,778 $981,709

Operating Expenditures 270,745 104,808 111,205 113,365

Risk Charges 28,304 32,488 38,870 26,395

Capital Outlay 0 0 0 28,226

TOTAL EXPENDITURES $1,665,869 $1,316,386 $1,129,853 $1,149,695

STAFFING

Administration 5 1 1 1

Inspections and Permits 20 20 15 15

TOTAL STAFFING 25 21 16 16

FY 2011-12 BUDGET HIGHLIGHTS

The Building and Property Maintenance Division budget increases 1.8% over the FY 2010-11 Adopted

Budget and reflects:

• A net increase of $1,931 in personnel services related to a cost of living adjustment and

changes in employee benefits elections.

• A reduction of $864 for mobile phone expenditures.

• An increase of $3,024 in vehicle maintenance expenditures.

• $28,226 in capital outlay for the replacement of two vehicles.

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-44


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(BUILDING AND PROPERTY MAINTENANCE DIVISION CONTINUED)

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Maintain current BCEGS ranking and seek opportunities to improve to grade

2 ranking.

Provide additional training for staff to keep current with laws and codes,

with a customer-friendly focus.

Explore alternative programs to enhance code enforcement for aging

building stock.



PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Review current business processes within the division to provide a clear,

customer-friendly development process.


Review business processes and interaction within city divisions involved in

permits and plan review process to ensure clear, understandable ordinances

and processes for development.


CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Enhance property maintenance inspections to reduce substandard housing.


Research options to encourage landlord responsibilities for rental property.

Review current codes and ordinances to improve enforcement capabilities.


GENERAL FUND PAGE D-45


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $390,991 $385,395 $400,697 $412,313

Operating Expenditures 51,091 40,106 38,132 38,696

Risk Charges 4,899 5,259 6,995 5,655

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $446,981 $430,760 $445,824 $456,664

STAFFING

Planning and Dev. Manager 1 1 1 1

Zoning Administration 2 2 2 2

Development Planner 2 2 2 2

Urban Designer 0 1 0 0

Administrative Support 1 1 1 1

TOTAL STAFFING 6 7 6 6

FY 2011-12 BUDGET HIGHLIGHTS

The Planning and Zoning Division budget increases 2.4% over the FY 2010-11 Adopted Budget and

reflects:

• A net increase of $11,616 in personnel services related to a cost of living adjustment and

changes in employee benefits elections.

• An increase of $564 for mobile phone expenditures.

STRATEGIC INITIATIVES

PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Streamline the development process.


Provide support services to the Planning Commission, the Design and

Preservation Commission, the Art in Public Places Commission, and the

Board of Zoning Appeals.


Continue to implement the Pete Hollis Gateway Plan.


GENERAL FUND PAGE D-46


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(PLANNING AND ZONING CONTINUED)

PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Develop corridor revitalization plans.


Improve the appearance and vitality of corridors through targeted code

enforcement.


Provide superior customer service.


Promptly review all permit applications.


CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Work with neighborhood groups regarding growth issues.


Begin implementation of the Comprehensive Plan.


Develop a program of outreach regarding quality growth and development.


Continue to revise the new land management ordinance to fulfill the goals

of the Comprehensive Plan.


GENERAL FUND PAGE D-47


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

GENERAL FUND PAGE D-48


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

HUMAN RESOURCES

Mission Statement

It is the mission of Human Resources to recruit, develop, and retain a

diversified workforce of skilled, competent employees and cultivate an

organizational culture that ensures a safe and healthy work environment,

attractive compensation and benefits, and management policies and

practices that enhance the City of Greenville as the perceived location of

choice to live, work, and do business.

GENERAL FUND PAGE D-49


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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)

GENERAL FUND PAGE D-50


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FY 2011-12 HUMAN RESOURCES

OPERATING BUDGET

$1,400,642

Occupational

Health

29%

Human Resources

71%

HUMAN RESOURCES

FY 2011-12 OPERATING BUDGET SUMMARY

2008-09 2009-10 2010-11 2011-12 % Change

Actual Actual Budget Budget FY12 - FY11

Divisions

Human Resources $ 822,427 837,897 765,470 987,961 29.1%

Occupational Health 373,793 343,920 403,086 412,681 2.4%

Subtotal, Divisions $ 1,196,220 1,181,817 1,168,556 1,400,642 19.9%

Expenditure Category

Personnel Services $ 750,535 816,012 865,875 898,956 3.8%

Operating Expenditures 430,078 341,309 293,356 493,290 68.2%

Risk Charges 15,607 24,496 9,325 8,396 -10.0%

Capital Outlay 0 0 0 0 0.0%

TOTAL EXP. BY CATEGORY $ 1,196,220 1,181,817 1,168,556 1,400,642 19.9%

2008-09 2009-10 2010-11 2011-12 Total Change

Authorized Staffing Actual Actual Budget Budget FY12 - FY11

Human Resources 6 6 6 6 0

Occupational Health 2 3 3 3 0

TOTAL STAFFING 8 9 9 9 0

GENERAL FUND PAGE D-51


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $595,074 $656,077 $651,337 $688,879

Operating Expenditures 213,444 159,408 107,877 293,368

Risk Charges 13,909 22,412 6,256 5,714

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $822,427 $837,897 $765,470 $987,961

STAFFING

Dir. of Human Resources 1 1 1 1

Benefits Administrator 1 1 1 1

Compensation Manager 1 1 1 1

EEO / Employment Admin. 1 1 1 1

Human Resources Asst. 1 1 1 1

H.R. Office Supervisor 1 0 0 0

Training and Org. Dev. 0 1 1 1

TOTAL STAFFING 6 6 6 6

FY 2011-12 BUDGET HIGHLIGHTS

The Human Resources budget increases 29.1% over the FY 2010-11 Adopted Budget and reflects:

• An increase of $17,542 in personnel services related to a cost of living adjustment and

changes in employee benefits elections.

• A $20,000 increase in personnel services due to projected increases in unemployment

insurance costs.

• An $85,000 increase in professional services for the PPO Consulting Fee and the FSA

Administration Fee that were formerly budgeted in the Health Benefits Fund.

• An increase of $53,250 for wellness programs. The cost will be offset by the tobacco use

surcharge on health insurance.

• An increase of $12,150 for increases in costs related to background, polygraph, and other

testing requirements of job applicants.

• $35,000 is budgeted for a salary survey.

GENERAL FUND PAGE D-52


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(HUMAN RESOURCES CONTINUED)

STRATEGIC INITIATIVES

PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

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.

Develop and conduct annual custom benchmark 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 FY 2011-12 salary planning based on this

information.

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.




INCLUSIVE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

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.



Contribute to meeting the City’s M/WBE goals through competitive awards

to qualified minority contractors.


Continue updating Human Resources Personnel Policy Manual to enhance

and improve the efficiency and accuracy of HR management information

processing, updating, and reporting.


Provide continuous diversity training and implement awareness initiatives

to support the creation of an inclusive work environment.


GENERAL FUND PAGE D-53


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 our employee assistance program (EAP) and to

other free community resources. The Health Center also ensures that the City is in compliance with

Federal and State laws.

OCCUPATIONAL HEALTH DIVISION

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $155,461 $159,935 $214,538 $210,077

Operating Expenditures 216,634 181,901 185,479 199,922

Risk Charges 1,698 2,084 3,069 2,682

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $373,793 $343,920 $403,086 $412,681

STAFFING

Health Clinic Admin. 1 1 1 1

Registered Nurse I 0 0 0 1

Registered Nurse II 0 1 1 1

Medical Assistant 1 1 1 0

TOTAL STAFFING 2 3 3 3

FY 2011-12 BUDGET HIGHLIGHTS

The Occupational Health budget increases 2.4% over the FY 2010-11 Adopted Budget and reflects:

• A decrease of $4,461 in personnel services related to changes in employee benefits elections.

• An increase of $10,080 for one-time costs related to chest x-rays for Fire Department

personnel. The tests must be repeated once every five years as required by the National Fire

Protection Association (NFPA).

• An increase of $4,103 for costs related to drug testing of Greenlink employees.

GENERAL FUND PAGE D-54


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(OCCUPATIONAL HEALTH CONTINUED)

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Ensure ongoing compliance with regulations related to OSHA, DOT, FTA,

Worker’s Compensation, FMLA, etc.


Continue tracking and monitoring all Fire and Police stress testing/blood

work and follow-up with employees as health indicators demand. Make

referrals for elevated lipids, liver enzymes, PSA, etc.


Continue removing employees from performing high-risk jobs when health

issues pose a threat to safety of self and others.


Continue annual CPR and AED Training for employees in City Hall, Municipal

Court, Public Works, and Zoo.


Continue implementation of annual Health Risk Assessment and targeted

follow up wellness programming.


Continue proactive implementation of health education initiatives such as

Lunch and Learn seminars, Activate Greenville, Stress Reduction, Breast

Cancer Awareness, American Heart Association, and Every Woman Seminar.


GENERAL FUND PAGE D-55


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

GENERAL FUND PAGE D-56


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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-57


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 Carolina First Center. Details on

Risk Management can be found in Section E – Internal Service Funds, and the Carolina First 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.

*Risk Management is an internal service fund and not included in the total OMB position count.

GENERAL FUND PAGE D-58


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FY 2011-12 OFFICE OF MANAGEMENT AND

BUDGET OPERATING BUDGET

$4,594,704

Administration

10%

Accounting

11%

IT

47%

Revenue

14%

Purchasing

9%

GIS

9%

OFFICE OF MANAGEMENT AND BUDGET

FY 2011-12 OPERATING BUDGET SUMMARY

2008-09 2009-10 2010-11 2011-12 % Change

Actual Actual Budget Budget FY12 - FY11

Divisions

Administration Division $ 546,459 540,761 504,564 454,763 -9.9%

Accounting Division 492,931 474,965 546,604 516,017 -5.6%

Revenue Division 535,801 753,014 641,996 664,449 3.5%

Purchasing Division 410,533 391,208 381,946 396,884 3.9%

Geographic Information Systems 420,906 402,358 390,073 400,368 2.6%

Information Technology 2,500,207 2,175,431 2,167,400 2,162,223 -0.2%

TOTAL $ 4,906,837 4,737,737 4,632,583 4,594,704 -0.8%

Expenditure Category

Personnel Services $ 2,270,103 2,896,347 2,870,827 2,779,151 -3.2%

Operating Expenditures 2,406,476 1,668,946 1,503,761 1,545,048 2.7%

Risk Charges 40,460 48,445 97,995 89,505 -8.7%

Capital Outlay 189,798 123,999 160,000 181,000 13.1%

TOTAL EXP. BY CATEGORY $ 4,906,837 4,737,737 4,632,583 4,594,704 -0.8%

GENERAL FUND PAGE D-59


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(OFFICE OF MANAGEMENT AND BUDGET OPERATING BUDGET SUMMARY CONTINUED)

Authorized Staffing

2008-09 2009-10 2010-11 2011-12 Total Change

Actual Actual Budget Budget FY12 - FY11

Administration Division 7 6 5 5 0

Accounting Division 6 6 6 6 0

Revenue Division 9 13 11 11 0

Purchasing Division 5 5 5 5 0

Information Technology 2 10 10 9 -1

Geographic Information Systems 5 5 5 5 0

TOTAL STAFFING 34 45 42 41 -1

GENERAL FUND PAGE D-60


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

ADMINISTRATION DIVISION

The Office of Management and Budget Administration Division manages the overall 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, determine the extent

of compliance with established policies and procedures, and recommends improvements.

ADMINISTRATION

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $485,954 $505,704 $422,532 $361,680

Operating Expenditures 48,545 27,268 40,800 36,744

Risk Charges 11,960 7,789 41,232 56,339

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $546,459 $540,761 $504,564 $454,763

STAFFING

Administration 4 4 3 3

Budget / Internal Audit 3 2 2 2

TOTAL STAFFING 7 6 5 5

FY 2011-12 BUDGET HIGHLIGHTS

The Administration budget decreases 9.9% from the FY 2010-11 Adopted Budget and reflects:

• A net decrease of $60,852 in personnel services primarily attributable to the transfer of the

Grants Specialist to Public Information and Events, the conversion of the Accounting

Technician into two part-time Accounting Technician positions, and benefit changes.

• Operating expenditures reflect a net decrease of $4,056 primarily for expenditures associated

with the Grants Specialist position.

STRATEGIC INITIATIVES

PROSPEROUS CITY

Completed

Initiative

FY 11-12

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-61


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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; prepares the

Long Term Debt Report; 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 also maintains the financial records for the Greenville Transit Authority.

ACCOUNTING DIVISION

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $392,246 $357,449 $450,790 $424,282

Operating Expenditures 82,496 95,247 71,285 86,225

Risk Charges 18,189 22,269 24,529 5,510

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $492,931 $474,965 $546,604 $516,017

STAFFING

Administration 1 1 1 1

Accounting 5 5 5 5

TOTAL STAFFING 6 6 6 6

FY 2011-12 BUDGET HIGHLIGHTS

The Accounting Division budget decreases 5.6% from the FY 2010-11 Adopted Budget and reflects:

• A net decrease of $26,508 in personnel services due primarily to converting the Accounting

Supervisor position into a Senior Accountant position.

• The budget includes $68,550 for the annual audit, an increase of $14,550 due to costs

associated with audits of American Recovery and Reinvestment Act programs.

STRATEGIC INITIATIVES

PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Focus on strong treasury management to ensure the safety of funds, cash

liquidity, timely payments, and maintaining a good credit rating.


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


GENERAL FUND PAGE D-62


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 7,500 business license renewals

annually, and conducting financial audits to ensure proper compliance with City code. The

Hospitality area oversees collection compliance for approximately 448 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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $500,071 $683,069 $578,315 $600,289

Operating Expenditures 35,730 62,500 51,812 54,732

Risk Charges 0 7,445 11,869 9,428

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $535,801 $753,014 $641,996 $664,449

STAFFING

Administration 1 1 1 1

Business Licenses 4 4 4 4

Other Revenue 4 4 3 3

Permits 0 4 3 3

TOTAL STAFFING 9 13 11 11

FY 2011-12 BUDGET HIGHLIGHTS

The Revenue Division budget increases 3.5% over the FY 2010-11 Adopted Budget and reflects:

• A net increase of $21,974 in personnel services due to a cost of living adjustment and benefit

election changes.

• A net increase of $2,144 in operating expenditures related to costs associated with the public

records database subscription.

• An increase of $776 to implement a decal program for taxicabs.

STRATEGIC INITIATIVES

PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

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

various revenues.


GENERAL FUND PAGE D-63


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $311,933 $302,104 $288,653 $300,446

Operating Expenditures 94,547 84,758 88,291 91,933

Risk Charges 4,053 4,346 5,002 4,505

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $410,533 $391,208 $381,946 $396,884

STAFFING

Purchasing Administrator 0 0 1 1

Fiscal Support Admin. 1 1 0 0

Records Management 1 1 1 1

Mail Services Clerk 1 1 1 1

Buyer 2 2 2 2

TOTAL STAFFING 5 5 5 5

FY 2011-12 BUDGET HIGHLIGHTS

The Purchasing Division budget increases 3.9% over the FY 2010-11 Adopted Budget and reflects:

• A net increase of $11,793 in personnel services due to a cost of living adjustment and benefit

election changes.

• A net increase of $3,642 in operating expenditures for fleet charges and microfilming records.

STRATEGIC INITIATIVES

PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Update and improve procurement and contract policies and procedures.


INCLUSIVE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Continue efforts to develop and nurture minority and woman-owned

businesses as defined in the City’s M/WBE policy.


GENERAL FUND PAGE D-64


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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)

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $215,166 $681,081 $756,020 $706,642

Operating Expenditures 2,093,194 1,368,245 1,241,113 1,265,398

Risk Charges 2,049 2,106 10,267 9,183

Capital Outlay 189,798 123,999 160,000 181,000

TOTAL EXPENDITURES $2,500,207 $2,175,431 $2,167,400 $2,162,223

STAFFING

IT Manager 1 1 1 1

Enterprise App. Manager 1 1 1 1

Support Center Manager 0 1 1 1

Support Center Technician 0 6 6 5

Server Administrator 0 1 1 1

TOTAL STAFFING 2 10 10 9

FY 2011-12 BUDGET HIGHLIGHTS

The Information Technology budget decreases 0.2% from the FY 2010-11 Adopted Budget and

reflects:

• A net decrease of $49,378 in personnel services primarily attributable to the elimination of

one Support Center Technician position.

• A net increase of $24,285 in operating expenditures primarily attributable to a $65,000

increase related to implementation of SunGard OneSolution offset by a decrease of $40,715 in

other operating expenditure categories.

• An increase of $21,000 in capital outlay for technology replacement and PC updates.

STRATEGIC INITIATIVES

PROSPEROUS CITY

Promote full utilization of current computer applications through

applications that support staffing and information technology training.

Expand utilization of mobile access to enterprise data and applications.

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative



GENERAL FUND PAGE D-65


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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)

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $364,733 $366,940 $374,517 $385,812

Operating Expenditures 51,964 30,928 10,460 10,016

Risk Charges 4,209 4,490 5,096 4,540

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $420,906 $402,358 $390,073 $400,368

STAFFING

GIS Administrator 1 1 1 1

GIS Analyst 2 2 3 3

GIS Senior Analyst 1 1 1 1

GIS Specialist 1 1 0 0

TOTAL STAFFING 5 5 5 5

FY 2011-12 BUDGET HIGHLIGHTS

The Geographic Information Systems budget increases 2.6% over the FY 2010-11 Adopted Budget and

reflects:

• A net increase of $11,295 in personnel services due to a cost of living adjustment and benefit

election changes.

STRATEGIC INITIATIVES

SUSTAINABLE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Maintain storm drain inventory and stormwater-related GIS data for fee

calculations and annual billing process.


PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Implement an enterprise-wide service request, work order, and asset

management system.


MOBILE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Continue to maintain an accurate and up-to-date inventory of City

property, structures, addresses, roads, and other physical features.


GENERAL FUND PAGE D-66


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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-67


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 our mission of serving, protecting, and caring for the City. The department offers a

wide range of services and employment opportunities with a staff of 235 employees. For enhanced

services, the department is divided into three Divisions: Administration, Operations, and Support.

Commanders of these three 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 Administration and Support Divisions work in conjunction with

the Operation 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

(110 FT)

SUPPORT

(76 FT)

COMMUNICATIONS

SECTION

(30 FT)

GENERAL FUND PAGE D-68


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FY 2011-12 POLICE DEPARTMENT

OPERATING BUDGET

$19,220,965

Communications

Section

10%

Police Chief's

Office

2%

Operations Division

47%

Support Division

34%

Administration

Division

7%

POLICE DEPARTMENT

FY 2011-12 OPERATING BUDGET SUMMARY

2008-09 2009-10 2010-11 2011-12 % Change

Divisions Actual Actual Budget Budget FY12 - FY11

Police Chief's Office $ 434,811 414,198 421,941 413,285 -2.1%

Administration Division 1,403,924 1,304,193 1,291,812 1,301,581 0.8%

Support Division 4,918,422 5,480,010 5,678,972 6,574,990 15.8%

Operations Division 8,920,752 8,652,422 9,541,367 8,992,415 -5.8%

Communications Section 1,777,478 1,778,884 1,929,557 1,938,694 0.5%

TOTAL $ 17,455,387 17,629,707 18,863,649 19,220,965 1.9%

Expenditure Category

Personnel Services $ 14,550,457 14,870,160 15,398,082 15,681,205 1.8%

Operating Expenditures 2,310,890 2,080,459 2,219,448 2,322,290 4.6%

Risk Charges 594,040 679,088 619,549 667,552 7.7%

Capital Outlay 0 0 626,570 549,918 -12.2%

TOTAL EXP. BY CATEGORY $ 17,455,387 17,629,707 18,863,649 19,220,965 1.9%

GENERAL FUND PAGE D-69


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(POLICE DEPARTMENT OPERATING BUDGET SUMMARY CONTINUED)

2008-09 2009-10 2010-11 2011-12 Total Change

Actual Actual Budget Budget FY12 - FY11

Authorized Staffing

Police Chief's Office 5 5 5 5 0

Administration Division 17 12 14 14 0

Support Division 77 62 70 76 6

Operations Division 113 127 116 110 -6

Communications Section 31 31 30 30 0

TOTAL STAFFING 243 237 235 235 0

GENERAL FUND PAGE D-70


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $424,354 $402,630 $410,740 $405,171

Operating Expenditures 3,000 3,433 3,175 3,175

Risk Charges 7,457 8,135 8,026 4,939

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $434,811 $414,198 $421,941 $413,285

STAFFING

Police Chief 1 1 1 1

Police Lieutenant 1 1 1 1

Police Sergeant 1 1 1 1

Administrative Assistant 2 2 2 2

TOTAL STAFFING 5 5 5 5

FY 2011-12 BUDGET HIGHLIGHTS

The Police Chief’s Office budget decreases 2.1% from the FY 2010-11 Adopted Budget and reflects:

• A $5,569 decrease in personnel services related to benefit election changes.

GENERAL FUND PAGE D-71


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(POLICE CHIEF’S OFFICE CONTINUED)

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

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.


Mandate safe practices through in-service training, inspections, and a

safety review committee.


Enhance staff development through training opportunities and technology.


PROSPEROUS CITY

Completed

Initiative

FY 11-12

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.


CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Allocate Crime Reduction Team personnel within neighborhoods based on

crime analysis through the COMPSTAT Program.


MOBILE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Manage and coordinate the deployment of mobile data terminals within

patrol vehicles.


INCLUSIVE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Conduct thorough and unbiased investigations of all complaints in a timely

manner to ensure accountability, integrity, and public trust.


GENERAL FUND PAGE D-72


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

ADMINISTRATION DIVISION

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, and other special projects.

ADMINISTRATION DIVISION

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $882,248 $900,880 $905,847 $965,160

Operating Expenditures 505,691 385,409 339,055 323,685

Risk Charges 15,985 17,904 12,754 12,736

Capital Outlay 0 0 34,156 0

TOTAL EXPENDITURES $1,403,924 $1,304,193 $1,291,812 $1,301,581

STAFFING

Police Captain 1 1 1 1

Fiscal Specialist 1 1 1 1

Payroll Specialist 1 1 1 1

Police Corporal 4 3 4 4

Police Sergeant 2 2 3 2

Police Lieutenant 0 1 1 1

Property and Compliance Mgr. 0 0 0 1

Police Accreditation Analyst 1 0 0 0

Crime Analyst 2 2 2 2

Data Entry Operator 1 1 1 1

Secretary 1 0 0 0

Desk Officer (P/T) 3 0 0 0

TOTAL STAFFING 17 12 14 14

GENERAL FUND PAGE D-73


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(ADMINISTRATION CONTINUED)

FY 2011-12 BUDGET HIGHLIGHTS

The Administration Division budget increases 0.8% over the FY 2010-11 Adopted Budget and reflects:

• A net increase of $59,313 in personnel services due to a $1,000 increase in overtime and a

$58,313 increase related to a cost of living adjustment and changes in employee benefits

elections.

• $16,536 for the annual fee for the recording system is transferred to the Communications

Section.

• A decrease of $5,540 for mobile phones and pagers.

• A net decrease of $6,740 in utilities costs and cable fees.

• A reduction of $800 for the postage permit.

• An increase of $14,246 in vehicle maintenance and fuel costs.

• A decrease of $34,156 in vehicle replacement costs.

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Manage COMPSTAT program holding bi-weekly meetings through the crime

analysis function implementing enforcement efforts towards crime

reduction.

Conduct sufficient in-service training classes for all sworn employees to

maintain state certification.



Manage Business Watch program as a crime prevention initiative with

development of other similar programs such as Bank and Apartment Watch.


PROSPEROUS CITY

Completed

Initiative

FY 11-12

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 our Records Management System and Computer Aided Dispatch Systems

for optimum results working towards a paperless records system in the

future.


CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Provide Crime Prevention Through Environmental Design on-site surveys for

City residences and businesses while implementing innovative strategies

through partnerships with neighborhood associations.


MOBILE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Obtain, install, and manage in-car camera and mobile data terminals in

patrol vehicle projects for all first responders thus keeping officers in

assigned areas for enhanced response times.


CITY OF CULTURE AND RECREATION

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Manage public safety efforts for all special events.


GENERAL FUND PAGE D-74


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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, color guard unit, and emergency management. Operations is

responsible for day-to-day patrol operations and provides call response twenty-four-hours-a-day,

seven-days-a-week on an annual basis.

OPERATIONS DIVISION

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $7,153,191 $6,955,430 $7,316,172 $6,759,497

Operating Expenditures 1,400,744 1,230,465 1,392,369 1,372,279

Risk Charges 366,817 466,527 402,946 449,375

Capital Outlay 0 0 429,880 411,264

TOTAL EXPENDITURES $8,920,752 $8,652,422 $9,541,367 $8,992,415

STAFFING

Police Major 1 1 1 1

Police Captain 2 2 2 2

Police Lieutenant 4 4 4 4

Police Sergeant 12 12 10 9

Police Corporal 35 24 21 18

Property and Compliance Mgr. 0 1 1 0

Police Officer 57 82 76 75

Administrative Support 2 1 1 1

TOTAL STAFFING 113 127 116 110

FY 2011-12 BUDGET HIGHLIGHTS

The Operations Division budget decreases 5.8% from the FY 2010-11 Adopted Budget and reflects:

• A net decrease of $556,675 in personnel services due to a reorganization of staff which

consisted of transferring six employees to the Support Division, a cost of living adjustment,

changes to employee benefits elections, and a $62,000 decrease in overtime.

• $92,000 for Humane Society fees is transferred to the Support Division.

• An increase of $71,910 in vehicle maintenance and fuel costs.

• $411,264 for the replacement of 16 vehicles.

GENERAL FUND PAGE D-75


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(OPERATIONS CONTINUED)

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

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.


Maintain adequate response times to all calls for service.


CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

All officers utilize the community policing philosophy throughout the City of

Greenville while maintaining partnerships with neighborhood associations to

enhance the quality of life for everyone.


GENERAL FUND PAGE D-76


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

GENERAL FUND PAGE D-77


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

SUPPORT DIVISION

The Support Division is responsible for the management, administration, fiscal responsibility, and

supervision of support services functions including criminal investigations, communications, central

business district officers, traffic collision reconstruction and selective enforcement, animal control,

warrants/security, vice/narcotics, crime victim advocates, crime stoppers, accreditation, and

supply/property management. These functions are divided into four sections: Communications,

Criminal Investigations, Central Services, and Special Operations.

SUPPORT DIVISION

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $4,481,433 $5,056,251 $5,114,147 $5,889,373

Operating Expenditures 274,438 292,912 268,949 396,715

Risk Charges 162,551 130,847 133,342 150,248

Capital Outlay 0 0 162,534 138,654

TOTAL EXPENDITURES $4,918,422 $5,480,010 $5,678,972 $6,574,990

STAFFING

Police Major 1 1 1 1

Police Lieutenant 3 3 3 4

Police Sergeant 5 5 6 8

Police Corporal 29 42 44 45

Detective 28 0 0 0

Police Officer 3 5 11 13

Desk Officer (P/T) 1 0 0 0

Investigative Services Spec. 3 2 1 1

Animal Control Officer 2 2 2 2

Crime Stopper Specialist 1 1 1 1

Administrative Support 1 1 1 1

TOTAL STAFFING 77 62 70 76

GENERAL FUND PAGE D-78


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(SUPPORT CONTINUED)

FY 2011-12 BUDGET HIGHLIGHTS

The Support Division budget increases 15.8% over the FY 2010-11 Adopted Budget and reflects:

• A net increase of $743,226 in personnel services due to reorganization of staff which

consisted of transferring six employees from the Operations Division, a cost of living

adjustment, changes to employee benefits elections, and a $120,000 increase in overtime.

• An additional increase of $32,000 in personnel services for the conversion of one Corporal

position to Lieutenant in the Central Business District.

• $92,000 for Humane Society fees is transferred from the Operations Division.

• A decrease of $516 for mobile phones.

• An increase of $36,282 in vehicle maintenance and fuel costs.

• $138,654 for the replacement of six vehicles.

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Continue participation in initiatives to reduce specific crimes such as autobreak-ins,

burglaries, robberies, and auto theft in conjunction with

COMPSTAT.

Utilize vehicle, bicycle, and foot patrol in the Central Business District,

West End, and park areas for enhanced public safety.



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.


Provide adequate security for all court sessions.


CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

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

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Provide selective traffic enforcement based on analysis of traffic flow,

collision data, citizen concerns, and other factors.


GENERAL FUND PAGE D-79


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

COMMUNICATIONS SECTION

The Communications Section, housed in the Support 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 Police/Fire 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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $1,609,231 $1,554,969 $1,651,176 $1,662,004

Operating Expenditures 127,017 168,240 215,900 226,436

Risk Charges 41,230 55,675 62,481 50,254

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $1,777,478 $1,778,884 $1,929,557 $1,938,694

STAFFING

Communication Bureau Admin. 1 1 1 1

Asst. Communication Bureau Admin 1 1 1 1

Communications Specialist 29 29 28 28

TOTAL STAFFING 31 31 30 30

FY 2011-12 BUDGET HIGHLIGHTS

The Communications budget increases 0.5% over the FY 2010-11 Adopted Budget and reflects:

• A net increase of $10,828 in personnel services due to a cost of living adjustment and changes

to employee benefits elections.

• A $6,000 decrease in professional services.

• $16,536 for the annual fee for the recording system is transferred from the Administration

Division.

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Coordinate public safety camera system in parking garages and on the

street located in the Central Business District, Haywood Mall, River Place,

and Fluor Field.

Manage Police/Fire communications for dispatching functions in a combined

Dispatch Center at the LEC.



PROSPEROUS CITY

Maintain records of alarm activities and invoice for false alarms

accordingly.

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative


GENERAL FUND PAGE D-80


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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-81


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

GENERAL FUND PAGE D-82


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

(05 FT)

FIRE PREVENTION

(04 FT)

FIRE SUPPRESSION

(132 FT)

“A” PLATOON

“B” PLATOON

“C” PLATOON

GENERAL FUND PAGE D-83


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FY 2011-12 FIRE DEPARTMENT

OPERATING BUDGET

$11,349,454

Fire Services

Division

6%

Fire Administration

Division

2%

Fire Prevention

Division

3%

Fire Suppression

Division

89%

Divisions

FIRE DEPARTMENT

FY 2011-12 OPERATING BUDGET SUMMARY

2008-09 2009-10 2010-11 2011-12 % Change

Actual Actual Budget Budget FY12 - FY11

Fire Administration Division $ 260,999 219,293 214,399 229,196 6.9%

Fire Prevention Division 382,522 390,190 326,128 342,111 4.9%

Fire Suppression Division 9,166,158 8,999,273 10,066,180 10,072,624 0.1%

Fire Services Division 749,693 703,134 644,052 705,523 9.5%

TOTAL $ 10,559,372 10,311,890 11,250,759 11,349,454 0.9%

Expenditure Category

Personnel Services $ 9,431,501 9,499,006 9,484,473 9,790,915 3.2%

Operating Expenditures 877,469 644,394 750,048 822,526 9.7%

Risk Charges 149,504 168,490 187,101 174,013 -7.0%

Capital Outlay 100,898 0 829,137 562,000 -32.2%

TOTAL EXP. BY CATEGORY $ 10,559,372 10,311,890 11,250,759 11,349,454 0.9%

GENERAL FUND PAGE D-84


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(FIRE DEPARTMENT OPERATING BUDGET SUMMARY CONTINUED)

Authorized Staffing

2008-09 2009-10 2010-11 2011-12 Total Change

Actual Actual Budget Budget FY12 - FY11

Fire Administration Division 2 2 2 2 0

Fire Prevention Division 5 5 4 4 0

Fire Suppression Division 132 132 132 132 0

Fire Services Division 7 7 6 5 -1

TOTAL STAFFING 146 146 144 143 -1

GENERAL FUND PAGE D-85


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FIRE ADMINISTRATION

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $229,219 $187,192 $181,713 $196,814

Operating Expenditures 13,173 30,120 30,452 30,400

Risk Charges 1,907 1,981 2,234 1,982

Capital Outlay 16,700 0 0 0

TOTAL EXPENDITURES $260,999 $219,293 $214,399 $229,196

STAFFING

Fire Chief 1 1 1 1

Administrative Support 1 1 1 1

TOTAL STAFFING 2 2 2 2

FY 2011-12 BUDGET HIGHLIGHTS

The Fire Administration budget increases 6.9% over the FY 2010-11 Adopted Budget and reflects:

• A net increase of $15,101 in personnel services primarily due to pay and benefit adjustments.

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

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.


Develop and implement policies to provide for effective emergency

response to protect life, property, and the environment of the public.


Ensure the effective and fair enforcement of all applicable fire codes as

adopted by City Council.


GENERAL FUND PAGE D-86


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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. The Division 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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $338,653 $354,109 $291,638 $305,093

Operating Expenditures 38,239 30,097 28,100 31,718

Risk Charges 5,630 5,984 6,390 5,300

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $382,522 $390,190 $326,128 $342,111

STAFFING

Administration 4 4 3 3

Administrative Support 1 1 1 1

TOTAL STAFFING 5 5 4 4

FY 2011-12 BUDGET HIGHLIGHTS

The Fire Prevention budget increases 4.9% over the FY 2010-11 Adopted Budget and reflects:

• A net increase of $13,455 in personnel services primarily due to pay and benefit adjustments.

• A $3,669 increase in fuel costs.

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Ensure that all fires are investigated for cause.


Respond to all code compliance complaints within a 24-hour period.


GENERAL FUND PAGE D-87


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $8,297,368 $8,419,359 $8,550,101 $8,858,122

Operating Expenditures 649,870 427,439 516,668 526,067

Risk Charges 134,722 152,475 170,274 160,435

Capital Outlay 84,198 0 829,137 528,000

TOTAL EXPENDITURES $9,166,158 $8,999,273 $10,066,180 $10,072,624

STAFFING

"A" Platoon 44 44 44 44

"B" Platoon 44 44 44 44

"C" Platoon 44 44 44 44

TOTAL STAFFING 132 132 132 132

FY 2011-12 BUDGET HIGHLIGHTS

The Fire Suppression budget increases 0.1% over the FY 2010-11 Adopted Budget and reflects:

• A net increase of $308,021 in personnel services due to a $50,000 increase in overtime and

cost of living and benefits adjustments.

• A decrease of $28,600 in operating expenditures attributable to a reduction in personal

protective gear replacement as the self-contained breathing apparatus units were replaced

through a fund balance appropriation in FY 2010-11.

• A $37,999 increase in vehicle maintenance and fuel costs.

• A decrease of $301,137 in capital equipment replacement. The FY 2011-12 capital equipment

plan includes one pumper ($500,000) and one truck ($28,000). The pumper will be purchased

through a lease purchase agreement.

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

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.


GENERAL FUND PAGE D-88


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 Carolina First Center. The Fire Academy Training Facility is located

at 688 Mauldin Road.

FIRE SERVICES DIVISION

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $566,261 $538,346 $461,021 $430,886

Operating Expenditures 176,187 156,738 174,828 234,341

Risk Charges 7,245 8,050 8,203 6,296

Capital Outlay 0 0 0 34,000

TOTAL EXPENDITURES $749,693 $703,134 $644,052 $705,523

STAFFING

Assistant Fire Chief 1 1 1 1

Fire Captain 1 1 1 1

Resource Mgmt. Officer 1 1 0 1

Fire Alarm Supervisor 1 1 1 0

Technical Svcs. Specialist 1 1 1 0

Mechanics 2 2 2 2

TOTAL STAFFING 7 7 6 5

FY 2011-12 BUDGET HIGHLIGHTS

The Fire Services budget increases 9.5% over the FY 2010-11 Adopted Budget and reflects:

• The fire alarm system will be discontinued effective June 30, 2011. As a result, there is a net

decrease of $30,135 in personnel services primarily attributable to the reduction of the Fire

Alarm Supervisor position. Operating expenditures have a net increase of $59,668 for a onetime

contract to take down the wires and put fire stations on a private alarm service.

• A net decrease of $1,300 in natural gas and electricity costs.

• A $1,145 increase in fuel costs.

• Capital replacement includes $34,000 for a truck.

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Provide effective training and technical support to all fire department

divisions.


GENERAL FUND PAGE D-89


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

GENERAL FUND PAGE D-90


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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-91


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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,

fleet services, and building maintenance. Departmental activities recorded in other funds include

wastewater (enterprise fund), stormwater management (enterprise fund), solid waste management

(enterprise fund), and fleet services (internal service fund).

CITY MANAGER

PUBLIC WORKS

ADMINISTRATION

(02)

ENGINEERING

(08)

ASST. PUBLIC WORKS

DIRECTOR

(01)

CONSTRUCTION

INSPECTION

(07)

Civil Engineering

BUILDING SERVICES

(10)

Operations &

Maintenance

SOLID WASTE

(ENTERPRISE

FUNDS)

FLEET SERVICES FUND

(INTERNAL SERVICE)

(13.5)

ANALYST

(ENTERPRISE FUND)

(01)

STORMWATER ENG.

(ENTERPRISE FUNDS)

(05)

STREETS DIVISION

(27)

Collection

(52)

Trolley

TRAFFIC ENG.

(15)

STORMWATER OPS.

(ENTERPRISE FUNDS)

(17)

RECYCLING

(10)

WASTEWATER OPS.

(ENTERPRISE FUNDS)

(20)

Landfill

WASTEWATER REHAB

(ENTERPRISE FUNDS)

(04)

DOWNTOWN

INFRASTRUCTURE

MAINTENANCE

(04)

Organization (with full-time personnel)

GENERAL FUND PAGE D-92


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FY 2011-12 PUBLIC WORKS DEPARTMENT

OPERATING BUDGET

$7,817,927

Trolley Operations

2%

Downtown Infs.

Maint.

5%

Public Works

Administration

5%

Building Services

16%

Traffic Engineering

28%

Streets

27%

Construction

Inspection

8%

Engineering

9%

PUBLIC WORKS DEPARTMENT

FY 2011-12 OPERATING BUDGET SUMMARY

2008-09 2009-10 2010-11 2011-12 % Change

Actual Actual Budget Budget FY12 - FY11

Divisions

Public Works Administration $ 502,710 409,520 413,014 417,397 1.1%

Traffic Engineering Division 2,306,082 2,209,838 2,134,251 2,255,883 5.7%

Engineering Division 854,222 863,413 751,845 680,547 -9.5%

Construction Inspection Bureau 517,510 477,164 500,114 589,899 18.0%

Streets Division 2,088,054 2,093,491 2,103,016 2,119,971 0.8%

Building Services Division 1,390,794 1,343,333 1,354,754 1,216,395 -10.2%

Trolley Operations 152,250 154,855 161,646 165,967 2.7%

Downtown Infrastructure Maintenance 263,599 288,604 360,700 371,868 3.1%

TOTAL $ 8,075,221 7,840,218 7,779,340 7,817,927 0.5%

Expenditure Category

Personnel Services $ 5,047,601 5,112,966 4,937,983 4,973,795 0.7%

Operating Expenditures 2,708,499 2,537,264 2,615,831 2,625,005 0.4%

Risk Charges 180,324 189,988 205,833 151,425 -26.4%

Capital Outlay 138,797 0 19,693 67,702 243.8%

TOTAL EXP. BY CATEGORY $ 8,075,221 7,840,218 7,779,340 7,817,927 0.5%

GENERAL FUND PAGE D-93


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(PUBLIC WORKS OPERATING BUDGET SUMMARY CONTINUED)

Authorized Staffing

2008-09 2009-10 2010-11 2011-12 Total Change

Actual Actual Budget Budget FY12 - FY11

Public Works Administration 5 3 3 3 0

Traffic Engineering Division 16 16 15 15 0

Engineering Division 9 9 9 8 -1

Construction Inspection Bureau 7 7 6 7 1

Streets Division 29 28 27 27 0

Building Services Division 12 12 10 10 0

Downtown Infrastructure Maintenance 4 4 4 4 0

TOTAL STAFFING 82 79 74 74 0

GENERAL FUND PAGE D-94


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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, and fleet and safety services.

PUBLIC WORKS ADMINISTRATION

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $406,912 $332,872 $332,119 $339,829

Operating Expenditures 74,063 70,710 75,995 73,614

Risk Charges 21,735 5,938 4,900 3,954

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $502,710 $409,520 $413,014 $417,397

STAFFING

Director of Public Works 1 1 1 1

Asst. Public Works Director 1 1 1 1

Greenways Planner 1 0 0 0

Urban Designer 1 0 0 0

Administrative Support 1 1 1 1

TOTAL STAFFING 5 3 3 3

FY 2011-12 BUDGET HIGHLIGHTS

The Public Works Administration budget increases 1.1% over the FY 2010-11 Adopted Budget and

reflects:

• A net increase of $7,710 in personnel services attributable to a cost of living adjustment and

health insurance benefit increases.

• A $1,491 decrease in vehicle maintenance and fuel costs.

STRATEGIC INITIATIVES

PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Work closely with Economic Development to promote business growth

within the City.


MOBILE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Work with SCDOT to coordinate all aspects of road and highway

Transportation.


Undertake an aggressive street maintenance and pot hole repair program.


GENERAL FUND PAGE D-95


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $1,013,673 $1,033,437 $975,518 $1,014,675

Operating Expenditures 254,632 236,075 170,160 185,155

Utilities - Electricity 877,989 922,408 968,000 1,012,000

Risk Charges 20,991 17,918 20,573 18,851

Capital Outlay 138,797 0 0 25,202

TOTAL EXPENDITURES $2,306,082 $2,209,838 $2,134,251 $2,255,883

STAFFING

Administration 1 1 1 1

Engineering 3 3 3 3

Traffic Control 8 8 8 8

Signs and Markings 3 3 2 2

Administrative Support 1 1 1 1

TOTAL STAFFING 16 16 15 15

FY 2011-12 BUDGET HIGHLIGHTS

The Traffic Engineering Division budget increases 5.7% over the FY 2010-11 Adopted Budget and

reflects:

• A net increase of $39,157 in personnel services primarily attributable pay-for-skill increases, a

cost of living adjustment, and benefit election changes.

• A net increase of $2,145 in operating expenditures primarily attributable to an increase for

work zone safety supplies.

• An $8,000 increase for one-time costs related to installing signs at ICAR.

• A net increase of $4,850 in vehicle maintenance and fuel costs.

• An increase of $44,000 in electricity. This is due to an increase in the number of streetlights

and the cost of service from Duke Energy.

• Capital outlay includes $25,202 for the replacement of a pick-up truck.

GENERAL FUND PAGE D-96


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(TRAFFIC ENGINEERING CONTINUED)

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Review street lighting levels throughout the city.


MOBILE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Maintain adequate traffic flow along the City’s major corridors.


Provide and maintain an adequate traffic infrastructure.


Continue to promote bicycling as a means of transportation.


GENERAL FUND PAGE D-97


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $743,384 $756,155 $691,629 $610,589

Operating Expenditures 86,752 76,397 49,147 49,284

Risk Charges 24,086 30,861 11,069 20,674

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $854,222 $863,413 $751,845 $680,547

STAFFING

Administration 1 1 1 1

Civil Engineering 3 3 3 3

Design/Construction 1 1 1 0

Surveying 2 2 2 2

Administrative Support 2 2 2 2

TOTAL STAFFING 9 9 9 8

FY 2011-12 BUDGET HIGHLIGHTS

The Engineering Division budget decreases 9.5% from the FY 2010-11 Adopted Budget and reflects:

• A decrease of $81,040 in personnel services primarily due to the reduction of the Assistant

City Engineer – Construction Inspection position. The position will be replaced by a

Construction Inspection Manager position located in the Construction Inspection budget.

GENERAL FUND PAGE D-98


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(ENGINEERING DIVISION CONTINUED)

STRATEGIC INITIATIVES

PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Provide technical support for residential and commercial development

throughout the City.


Facilitate development through the site grading permit process and prepermit

meetings.


Continue to support economic development projects through ongoing

technical support and management of infrastructure improvements.


CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Provide context-sensitive design standards for new and existing

neighborhoods.


Advise on infrastructure improvements for new residential development.


GENERAL FUND PAGE D-99


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $340,655 $384,582 $405,105 $492,938

Operating Expenditures 158,103 82,311 82,154 84,846

Risk Charges 18,752 10,271 12,855 12,115

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $517,510 $477,164 $500,114 $589,899

STAFFING

Administration 1 1 1 2

Inspections 5 5 4 4

Administrative Support 1 1 1 1

TOTAL STAFFING 7 7 6 7

FY 2011-12 BUDGET HIGHLIGHTS

The Construction Inspection Bureau budget increases 18.0% over the FY 2010-11 Adopted Budget and

reflects:

• A net increase of $87,833 in personnel services primarily attributable to the addition of the

Construction Inspection Manager position and a cost of living adjustment.

• A net increase of $2,680 in vehicle maintenance and fuel costs.

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Enforces ADA requirements, as well as standard specifications and

drawings. Provide inspection and management of road rehabilitation

projects.

Manages the sidewalk rehabilitation program, which eliminates trip

hazards. Inspect the resurfacing program.



GENERAL FUND PAGE D-100


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(CONSTRUCTION INSPECTION CONTINUED)

SUSTAINABLE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Enforces environmental requirements of developers and contractors.

Encourages more environmentally friendly practices in the construction

industry.


PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Works with developers and contractors to provide quality developments.


Provide support to other departments to help facilitate projects.


CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

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

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Inspect and manage road and culvert projects. Inspect all encroachments in

the right-of-way, including utility installations.


CITY OF CULTURE AND RECREATION

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Inspect and manage installation of fountains and artwork.


Inspect and provide some management for park and trail improvements.


GENERAL FUND PAGE D-101


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

STREETS DIVISION

The Streets Division maintains 224 miles of City streets, performs construction/rehabilitation work on

125 miles of sidewalks and 185 miles of curb and gutter sections, and assists in the maintenance of

125 miles of State roads within the City. Pavement maintenance activities include roadway

patching, driveway tie-ins, and raising manhole covers. The division is also responsible for sweeping

the City's parking garages and parking lots on a scheduled basis, and sweeping all arterial streets

leading into downtown and all neighborhood streets with curbs and gutters.

STREETS DIVISION

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $1,482,999 $1,513,440 $1,480,171 $1,505,435

Operating Expenditures 530,136 482,305 496,383 495,037

Risk Charges 74,919 97,746 126,462 76,999

Capital Outlay 0 0 0 42,500

TOTAL EXPENDITURES $2,088,054 $2,093,491 $2,103,016 $2,119,971

STAFFING

Superintendent of Streets 1 1 1 1

Operations Assistant 1 1 1 1

Supply Services 2 2 2 2

Supervisor 5 5 5 5

Skilled Laborer 4 5 4 4

Semi-Skilled Laborer 2 1 1 1

Motor Equipment Operator 14 13 13 13

TOTAL STAFFING 29 28 27 27

FY 2011-12 BUDGET HIGHLIGHTS

The Streets Division budget increases 0.8% over the FY 2010-11 Adopted Budget and reflects:

• An increase of $25,264 in personnel services primarily due to a $25,100 increase in overtime.

• A net decrease of $1,830 in vehicle maintenance and fuel costs.

• Capital outlay includes one service truck.

STRATEGIC INITIATIVES

MOBILE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Continue in-house custom concrete stamping which provides a better

quality product and creates savings for the City.


GENERAL FUND PAGE D-102


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 DIVISION

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $761,673 $764,356 $676,825 $627,750

Operating Expenditures 612,648 555,806 633,306 574,764

Risk Charges 16,473 23,171 24,930 13,881

Capital Outlay 0 0 19,693 0

TOTAL EXPENDITURES $1,390,794 $1,343,333 $1,354,754 $1,216,395

STAFFING

Building Facilities Administrator 1 1 0 0

Building Maint. Superintendent 0 0 0 1

Building Maintenance Supervisor 2 2 2 1

Building Maintenance Tech. 8 8 8 8

Administrative Assistant 1 1 0 0

TOTAL STAFFING 12 12 10 10

FY 2011-12 BUDGET HIGHLIGHTS

The Building Services Division budget decreases 10.2% from the FY 2010-11 Adopted Budget and

reflects:

• A net decrease of $49,075 in personnel services primarily attributable to a full year of savings

from two positions eliminated in FY 2010-11. In addition, one Building Maintenance

Supervisor is converted to a Building Maintenance Superintendent.

• A net decrease of $61,202 in operating expenditures primarily attributable to reduced energy

costs resulting from savings from the performance contract.

• A net increase of $2,660 in vehicle maintenance and fuel costs.

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Provide quality maintenance and repair services to all City facilities and

departments with an emphasis on safety and courteous customer service.


GENERAL FUND PAGE D-103


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(BUILDING SERVICES CONTINUED)

PRINCIPAL CITY BUILDINGS (EXCLUDING PARKING)

Bldg. Description Address Acres Sq. Ft. Year Built

General:

Building Maintenance Shop 65 Mayberry St. 2.34 6,500 1990

City Hall 206 S. Main St. 0.13 100,000 1972

Fleet Service Center 348 S. Hudson St. 16.27 32,638 1970

Municipal Court 426 N. Main St. 21.42 26,800 1940

Carolina First Center One Exposition Drive 39 563,000 1964

Parks & Grounds Shop 423 E. Park Ave. 2.4 7,673 1951

Public Works Supply Bldg. 40 Mayberry St. (a) 6,000 1987

Public Works/Sanitation Bldg. 360 S. Hudson St. 1.6 10,752 1991

Public Works Building 325 S. Hudson St. 2.35 9,600 1969

Traffic Engineering Bldg. 26 Woods Lake Road 1.04 7,950

Fire Station #2 - West End 125 N. Leach St. 0.9 7,825 1969

Fire Station #3 - Augusta St. 2101 Augusta St. 0.32 7,740 1950

Fire Station #4 - Stone Avenue 880 E. Stone Ave. 0.59 7,740 1951

Fire Station #5 - Pleasantburg 30 Waite St. 0.89 9,835 1967

Fire Station #6 - Eastside 14 Pelham Rd. 0.63 5,500 1989

Fire Station #7 - N. Main St. 801 Rutherford Rd. 2.5 12,041 2006

Leased to Other Party:

Army Reserve Building Laurens Road 3.42 31,994 1962

A. Wilkes Women's Home 614 Pendleton St. 0.37 4,500 1900

Falls Cottage 615 S. Main St. 0.53 1,800 1936

Kilgore Lewis House 560 N. Academy (b) 5,000 1838

United Ministries 600 Pendleton St. 0.07 4,242 1960

Women's Club 7 Bennett St. 0.53 5,864 1890

(a) Included in 16.27 acres for Fleet Service Center

(b) Included in 21.42 acres for Municipal Court.

GENERAL FUND PAGE D-104


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

TROLLEY OPERATIONS

The City operates two trolleys carrying passengers around downtown and fans to and from Fluor

Field. These trolleys are leased from the Greenville Drive, but are maintained and operated by Fleet

Services. The trolleys operate in the Main Street area Thursday and Friday evenings from 6:00 PM

until 11:00 PM, on Saturdays from 10:00 AM until 11:00 PM, and on Sundays from 1:00 PM until 8:00

PM except during Drive home games or other special events. The trolleys are available for charter

when they are not in scheduled use.

TROLLEY OPERATIONS

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $112,342 $113,982 $117,147 $115,974

Operating Expenditures 39,908 40,873 44,499 49,993

Risk Charges 0 0 0 0

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $152,250 $154,855 $161,646 $165,967

FY 2011-12 BUDGET HIGHLIGHTS

The Trolley budget increases 2.7% over the FY 2010-11 Adopted Budget and reflects:

• A net decrease of $1,173 in personnel services.

• A net increase of $5,494 in vehicle maintenance and fuel costs.

STRATEGIC INITIATIVES

CITY OF CULTURE AND RECREATION

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Provide an enjoyable method for transporting residents and tourists on Main

Street.


GENERAL FUND PAGE D-105


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

DOWNTOWN INFRASTRUCTURE

MAINTENANCE

The Downtown Infrastructure Maintenance Crew (formerly named CBD Work Crew) provides street

and sidewalk maintenance and improvements within the downtown area. Personnel provide longterm

maintenance of infrastructure improvements funded through proceeds generated from the

Downtown Infrastructure Fund.

DOWNTOWN INFRASTRUCTURE MAINTENANCE

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $185,963 $214,142 $259,469 $266,605

Operating Expenditures 74,268 70,379 96,187 100,312

Risk Charges 3,368 4,083 5,044 4,951

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $263,599 $288,604 $360,700 $371,868

STAFFING

Supervisor 1 1 1 1

Motor Equipment Operator 2 2 2 2

Skilled Laborer 1 1 1 1

TOTAL STAFFING 4 4 4 4

FY 2011-12 BUDGET HIGHLIGHTS

The Downtown Infrastructure Maintenance Crew Budget increases 3.1% over the FY 2010-11 Adopted

Budget and reflects:

• A net increase of $7,136 in personnel services primarily due to cost of living and benefit

adjustments.

• A net increase of $4,125 in vehicle maintenance and fuel costs.

STRATEGIC INITIATIVES

PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Continue annual pressure washing of all sidewalks on Main Street in the

downtown area.


GENERAL FUND PAGE D-106


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

PARKS AND RECREATION

Mission Statement

Providing diverse, exceptional, and sustainable services to the community

through innovative and collaborative practices.

GENERAL FUND PAGE D-107


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

GENERAL FUND PAGE D-108


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

PARKS AND RECREATION OVERVIEW

The Parks and Recreation Department oversees the maintenance of 39 parks occupying more than

316 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.

GENERAL FUND PAGE D-109


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FY 2011-12 PARKS AND RECREATION

DEPARTMENT OPERATING BUDGET

$6,599,952

Falls Park Crew

11%

Administration

11%

Athletic Programs

3%

Trees Maintenance

7%

Community Centers

17%

Beautification

19%

Rights-of-Way

9%

Parks Maintenance

23%

PARKS AND RECREATION DEPARTMENT

FY 2011-12 OPERATING BUDGET SUMMARY

2008-09 2009-10 2010-11 2011-12 % Change

Actual Actual Budget Budget FY12 - FY11

Divisions

Parks and Recreation Administration $ 732,796 744,802 723,932 715,454 -1.2%

Athletic Programs Division 255,742 215,553 220,663 230,765 4.6%

Community Centers Division 1,011,373 998,985 1,111,321 1,123,879 1.1%

Parks Maintenance Division 1,126,392 1,267,736 1,467,093 1,489,844 1.6%

Rights-of-Way Division 663,825 501,479 528,382 582,895 10.3%

Beautification Division 1,421,127 1,390,072 1,258,178 1,254,817 -0.3%

Tree Maintenance Division 505,774 416,955 410,307 469,260 14.4%

Falls Park Crew 525,881 525,116 715,097 733,038 2.5%

TOTAL $ 6,242,910 6,060,698 6,434,973 6,599,952 2.6%

Expenditure Category

Personnel Services $ 3,993,084 4,112,985 4,421,996 4,556,318 3.0%

Operating Expenditures 1,899,716 1,658,910 1,652,470 1,826,137 10.5%

Risk Charges 181,646 199,957 217,007 147,097 -32.2%

Capital Outlay 168,464 88,846 143,500 70,400 -50.9%

TOTAL EXP. BY CATEGORY $ 6,242,910 6,060,698 6,434,973 6,599,952 2.6%

GENERAL FUND PAGE D-110


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(PARKS AND RECREATION OPERATING BUDGET CONTINUED)

Authorized Staffing

2008-09 2009-10 2010-11 2011-12 Total Change

Actual Actual Budget Budget FY12 - FY11

Parks and Recreation Administration 6 7 7 7 0

Athletic Programs Division 3 3 3 3 0

Community Centers Division 20 20 20 21 1

Parks Maintenance Division 13 16 18 18 0

Rights-of-Way Division 9 9 8 8 0

Beautification Division 23 23 18 18 0

Tree Maintenance Division 5 5 5 5 0

Falls Park Crew 7 7 11 11 0

TOTAL STAFFING 86 90 90 91 1

GENERAL FUND PAGE D-111


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $431,137 $475,884 $483,640 $499,128

Operating Expenditures 273,076 237,370 211,490 209,792

Risk Charges 28,583 31,548 22,802 6,534

Capital Outlay 0 0 6,000 0

TOTAL EXPENDITURES $732,796 $744,802 $723,932 $715,454

STAFFING

Director of Parks and Rec. 1 1 1 1

Shop Superintendent 1 1 1 1

Small Engine Mechanic 1 1 1 1

Operations Assistant 1 1 1 1

Administrative Support 2 2 2 2

Greenways Planner 0 1 0 0

Greenway and Sustain. Manager 0 0 1 1

TOTAL STAFFING 6 7 7 7

FY 2011-12 BUDGET HIGHLIGHTS

The Parks and Recreation Administration budget decreases 1.2% from the FY 2010-11 Adopted Budget

and reflects:

• An increase of $15,488 in personnel services due to a $2,000 increase in overtime and a

$13,488 increase related to a cost of living adjustment and changes in employee benefits

elections.

• An increase of $1,800 for dues and subscriptions for sustainability initiatives.

• A $1,500 decrease in electricity and natural gas due to average usage.

• A net decrease of $2,209 in vehicle maintenance and fuel costs.

• A $6,000 decrease in capital equipment replacement.

GENERAL FUND PAGE D-112


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(PARKS AND RECREATION ADMINISTRATION CONTINUED)

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Provide administrative oversight that ensures all department facilities and

services are safely managed.


SUSTAINABLE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Provide administrative oversight to ensure that all department operations

use best management practices in protecting and conserving natural

resources and reducing organizational waste.


Assist and support the recreation divisions in developing “green” programs

that educate the general public on protecting the City’s natural resources.


CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Engage neighborhood residents to solicit input on improvement projects at

neighborhood facilities.


MOBILE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Develop plans and manage projects that extend the development of the

City’s trail system.


CITY OF CULTURE AND RECREATION

Completed

Initiative

FY 11-12

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 11-12

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-113


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

ATHLETIC PROGRAMS DIVISION

The Athletic Programs 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.

ATHLETIC PROGRAMS DIVISION

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $158,188 $143,119 $157,177 $167,650

Operating Expenditures 95,134 69,750 60,455 60,335

Risk Charges 2,420 2,684 3,031 2,780

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $255,742 $215,553 $220,663 $230,765

STAFFING

Community Programs Manager 1 1 1 1

Youth Sports Coordinator 1 1 1 1

Athletic Programs Leader 0 0 0 1

Athletic Programs Leader (P/T) 0 1 1 0

Youth Program Clerk (P/T) 1 0 0 0

TOTAL STAFFING 3 3 3 3

FY 2011-12 BUDGET HIGHLIGHTS

The Athletic Programs Division budget increases 4.6% over the FY 2010-11 Adopted Budget and

reflects:

• An increase of $10,473 in personnel services due to a cost of living adjustment and changes in

employee benefits elections. In addition, the part time Athletic Programs Leader position is

converted to full time.

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Provide safe and structured programs for youth and adults that meet the

appropriate instructor/participant ratio.


SUSTAINABLE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Continue programming for youth and adults that promotes the public’s good

health and well-being.


GENERAL FUND PAGE D-114


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(ATHLETIC PROGRAMS CONTINUED)

CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Develop and deliver new athletic programs that are based in neighborhood

community centers and continue with existing community center-based

athletic programs.


Develop and deliver programs that may utilize neighborhood school

facilities during non-school hours.


MOBILE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Develop and support programs and activities that use and encourage the

use of the City’s trail system.


CITY OF CULTURE AND RECREATION

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Develop and deliver new athletic programs and leagues that target

Greenville’s adult population and promote good health and well-being.


INCLUSIVE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Develop programs and activities that are available to all Greenville

residents.


GENERAL FUND PAGE D-115


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

COMMUNITY CENTERS DIVISION

The City of Greenville 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. The Parks and Recreation

Department intends to increase program offerings at the community centers and Park Avenue

Gymnasium during the new fiscal year.

COMMUNITY CENTERS DIVISION

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $734,677 $740,898 $810,363 $834,752

Operating Expenditures 255,018 236,298 273,313 271,611

Risk Charges 21,678 21,789 27,645 17,516

Capital Outlay 0 0 0 0

TOTAL EXPENDITURES $1,011,373 $998,985 $1,111,321 $1,123,879

STAFFING

Asst. Community Programs Mgr. 1 1 1 1

Community Center Supv. 4 4 5 5

Asst. Community Center Supv. 3 2 2 1

Community Center Supv. (P/T) 1 1 0 0

Custodian 2 2 2 2

Custodian (P/T) 1 1 1 1

Recreation Leader (P/T) 8 9 9 11

TOTAL STAFFING 20 20 20 21

FY 2011-12 BUDGET HIGHLIGHTS

The Community Centers budget increases 1.1% over the FY 2010-11 Adopted Budget and reflects:

• A net increase of $24,389 in personnel services due a $1,200 increase in overtime and a

$23,189 increase related a cost of living adjustment and changes in employee benefits

elections. In addition, one vacant Assistant Community Center Supervisor position is reduced

and two temporary part time Recreation Leaders are converted to permanent part time.

GENERAL FUND PAGE D-116


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(COMMUNITY CENTERS CONTINUED)

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Provide safe and structured programs for youth and adults that meet the

appropriate instructor/participant ratio.


SUSTAINABLE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Continue programming for youth and adults that promotes the public’s

health and well-being.


CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Develop and deliver new programs that are based in neighborhood

community centers and continue with existing community center-based

programs.


Increase the diversity of programs offered to senior residents either at the

community centers or in partnership with other organizations providing

services to senior residents.


CITY OF CULTURE AND RECREATION

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Develop, support, and deliver arts and cultural programs that are based in

neighborhood community centers.


Develop and deliver enrichment programs that provide advanced learning

and compliment current youth recreational programming.


Develop and deliver programs that take advantage of the natural

environment and cultural offerings of the Upstate.


INCLUSIVE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Develop and support initiatives that are initiated through the Youth

Commission and Authentic Youth Civic Engagement project.


Develop programs and activities that are available to all Greenville

residents.


GENERAL FUND PAGE D-117


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

GENERAL FUND PAGE D-118


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

PARKS MAINTENANCE DIVISION

The Parks Maintenance Division maintains over 316 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.

PARKS MAINTENANCE DIVISION

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $531,225 $660,083 $811,287 $807,726

Operating Expenditures 502,886 481,187 536,030 562,766

Risk Charges 36,183 37,620 56,776 57,952

Capital Outlay 56,098 88,846 63,000 61,400

TOTAL EXPENDITURES $1,126,392 $1,267,736 $1,467,093 $1,489,844

STAFFING

Asst. Parks and Grounds Admin. 1 1 1 1

Park District Manager 0 0 3 3

Supervisor 2 2 0 0

Motor Equipment Operator 2 4 3 3

Park Maintenance Supervisor 0 0 1 1

Semi-Skilled Laborer 7 8 9 9

Skilled Laborer 1 1 1 1

TOTAL STAFFING 13 16 18 18

FY 2011-12 BUDGET HIGHLIGHTS

The Parks Maintenance Division budget increases 1.6% over the FY 2010-11 Adopted Budget and

reflects:

• A net decrease of $3,561 in personnel services due to salary and employee benefits changes

related to employee turnover.

• An increase of $12,000 in supplies such as playground mulch and athletic field supplies to

restore items that had been reduced in previous budgets.

• A decrease of $4,000 in electricity due current usage.

• A decrease of $1,575 in communications costs.

• An increase of $20,311 in vehicle maintenance and fuel costs.

• $21,000 is budgeted for the replacement of a mower.

• $40,400 is budgeted for the replacement of two vehicles.

GENERAL FUND PAGE D-119


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(PARKS MAINTENANCE CONTINUED)

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Provide routine inspections of playgrounds to ensure compliance with

national safety standards.


Ensure that parks remain safe, attractive, and inviting for public use by

establishing a regular program of grounds maintenance and continually

upgrading or replacing heavily used park amenities.


SUSTAINABLE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Provide a high quality park system while minimizing the amount of

chemicals and fertilizer applied.


CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

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 11-12

Initiative

Ongoing

Initiative

Preserve and maintain the City trails system that provides a safe and

effective means of travel.


CITY OF CULTURE AND RECREATION

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Protect and enhance the historic and cultural landscape elements of the

City’s parks and cemeteries.


GENERAL FUND PAGE D-120


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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. The division is also responsible

for ICAR, I-385, and Carolina Point Parkway. The ROW division also operates the community service

program which utilizes individuals who have been assigned community service hours to pick up litter

on City right-of-ways, 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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $498,276 $416,251 $428,152 $424,994

Operating Expenditures 152,156 73,921 67,543 147,618

Risk Charges 13,393 11,307 11,687 10,283

Capital Outlay 0 0 21,000 0

TOTAL EXPENDITURES $663,825 $501,479 $528,382 $582,895

STAFFING

Superintendent 1 1 0 0

Rights-of-Way Manager 0 0 1 1

Community Service Manager 0 0 1 1

Supervisor 2 2 0 0

Motor Equipment Operator 4 4 4 4

Semi-Skilled Laborer 2 2 2 2

TOTAL STAFFING 9 9 8 8

FY 2011-12 BUDGET HIGHLIGHTS

The Rights-of-Way Division budget increases 10.3% over the FY 2010-11 Adopted Budget and reflects:

• A net decrease of $3,158 in personnel services due to a $5,800 reduction in overtime costs

and an increase of $2,642 due to a cost of living adjustment and changes in employee benefits

elections.

• An increase of $76,000 to restore mulch blowing services for I-385 embankments, Stone

Avenue, ICAR, and Carolina Point Parkway, which was reduced in the FY 2010-11 Adopted

Budget.

• A $4,075 increase in vehicle maintenance and fuel costs.

• A $21,000 decrease in capital equipment replacement.

GENERAL FUND PAGE D-121


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(RIGHTS OF WAY DIVISION CONTINUED)

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Eliminate sight distance issues along City of Greenville roadways.


SUSTAINABLE CITY

Continue maintenance of right-of-ways at a high level while minimizing the

amount of chemicals and fertilizer applied.

PROSPEROUS CITY

Completed

Initiative

Completed

Initiative

FY 11-12

Initiative

FY 11-12

Initiative

Ongoing

Initiative


Ongoing

Initiative

Provide a high quality of landscaping and right-of-way maintenance at I-

385, ICAR, and Carolina Point Parkway.

GENERAL FUND PAGE D-122


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

BEAUTIFICATION DIVISION

The Beautification Division maintains over 500 beautification sites and locations totaling 75 acres,

assists Garden Councils and Clubs with horticultural concerns, and oversees the turf management for

Springwood and Richland Cemeteries. 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.

BEAUTIFICATION DIVISION

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $999,553 $1,017,487 $922,037 $966,989

Operating Expenditures 340,171 298,929 229,656 254,059

Risk Charges 60,797 73,656 73,985 24,769

Capital Outlay 20,606 0 32,500 9,000

TOTAL EXPENDITURES $1,421,127 $1,390,072 $1,258,178 $1,254,817

STAFFING

Parks and Grounds Administrator 1 1 1 1

Superintendent of Grounds 1 1 1 1

Asst. Superintendent of Grounds 1 1 1 1

Landscape Architect 1 1 0 0

Urban Designer 0 0 1 1

Supervisor 9 9 7 5

Motor Equipment Operator 3 3 3 5

Semi-Skilled Laborer 7 7 4 4

TOTAL STAFFING 23 23 18 18

FY 2011-12 BUDGET HIGHLIGHTS

The Beautification budget decreases 0.3% from the FY 2010-11 Adopted Budget and reflects:

• A net increase of $44,952 in personnel services due a $7,500 increase in overtime and a

$37,452 increase related changes in employee benefits elections. In addition, two Supervisor

positions are converted to Motor Equipment Operator positions.

• A $2,175 increase in maintenance costs and travel and training.

• A $22,378 increase in vehicle maintenance and fuel costs.

• $9,000 is budgeted for the replacement of a mower.

GENERAL FUND PAGE D-123


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(BEAUTIFICATION DIVISION CONTINUED)

STRATEGIC INITIATIVES

SUSTAINABLE CITY

Completed

Initiative

FY 11-12

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.


PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Preserve and maintain the landscaping and streetscapes throughout the City

of Greenville.


Continue the Main Street tree revitalization.


CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Continue beautification efforts at neighborhood community centers as

funding allows.


CITY OF CULTURE AND RECREATION

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Continue improvements at Springwood and Richland Cemeteries.


MAJOR BEAUTIFICATION SITES

Confederate Memorial Crescent Avenue Greenville Transit Authority

SCN Park (Wachovia) Hessie Morrah Greenway Law Enforcement Center

Stone Park McPherson Park Woodruff Road

Municipal Court Peace Center Piazza Bergamo Plaza

Rutherford Road Streetscape Richland Cemetery Rock Quarry Garden

Rockwood Median Shaw Garden Sue Simpson Gardens

Springwood Cemetery Tower Drive Islands Canal Insurance

Trexler Vietnam Memorial Wenwood Soccer Complex

400 North Main Stone Avenue Streetscape Carolina First Center

Pete Hollis Highway

GENERAL FUND PAGE D-124


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $316,036 $318,961 $314,494 $360,215

Operating Expenditures 85,038 83,258 81,910 95,409

Risk Charges 12,940 14,736 13,903 13,636

Capital Outlay 91,760 0 0 0

TOTAL EXPENDITURES $505,774 $416,955 $410,307 $469,260

STAFFING

Superintendent of Trees 1 1 1 1

Tree Service Technician 2 2 2 2

Motor Equipment Operator 2 2 2 2

TOTAL STAFFING 5 5 5 5

FY 2011-12 BUDGET HIGHLIGHTS

The Tree Maintenance Division budget increases 14.4% over the FY 2010-11 Adopted Budget and

reflects:

• A net increase of $45,721 in personnel services due to an $18,000 increase in overtime and a

$27,721 increase related to a cost of living adjustment and changes in employee benefits

elections.

• $17,500 is budgeted for the replacement of banner poles and holiday lights for the trees on

Main Street.

• A decrease of $4,001 in vehicle maintenance and fuel costs.

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Continue routine pruning and removal of unsafe trees.


PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Continue maintenance of Christmas lights and pole banners throughout

downtown as funding allows.


GENERAL FUND PAGE D-125


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

FALLS PARK CREW

The Falls Park Crew maintains Falls Park on the Reedy River, the Peace Center, Central Business

District (including Main St. 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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENDITURES

Personnel Services $323,992 $340,302 $494,846 $494,864

Operating Expenditures 196,237 178,197 192,073 224,547

Risk Charges 5,652 6,617 7,178 13,627

Capital Outlay 0 0 21,000 0

TOTAL EXPENDITURES $525,881 $525,116 $715,097 $733,038

STAFFING

Public Garden Manager 1 1 1 1

Asst. Public Garden Manager 1 1 1 1

Supervisor 2 2 3 3

Semi-Skilled Laborer 0 0 2 2

Public Garden Technician 3 3 3 3

Fountain Maint. Technician 0 0 1 1

TOTAL STAFFING 7 7 11 11

FY 2011-12 BUDGET HIGHLIGHTS

The Falls Park Crew budget increases 2.5% over the FY 2010-11 Adopted Budget and reflects:

• A $5,400 increase in maintenance contracts and materials and supplies due to increased

costs.

• A $7,074 increase in vehicle maintenance and fuel costs.

• $20,000 is budgeted for the installation of an ice skating rink for seasonal use in the plaza in

front of the Courtyard by Marriott adjacent to City Hall.

GENERAL FUND PAGE D-126


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(FALLS PARK CREW CONTINUED)

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Ensure that Falls Park remains safe, attractive, and inviting for public use

by establishing a regular program of grounds maintenance and continually

upgrading or replacing park amenities.


SUSTAINABLE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Maintain garden areas at a high level while minimizing the amount of

chemicals and fertilizer applied.


Preserve and maintain the landscaping and streetscapes throughout

downtown.


PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Maintain Falls Park as a centerpiece attraction for the community and for

bringing additional visitors to Greenville.


CITY OF CULTURE AND RECREATION

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Maintain Falls Park as a public garden and center for cultural events.


GENERAL FUND PAGE D-127


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

GENERAL FUND PAGE D-128


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

INTERNAL SERVICE FUNDS

Internal Service Funds are used to account for the financing of goods or

services provided by one department or agency to other departments or

agencies of the City on a cost reimbursement basis. Expenses of these

funds are included in the budgets of the respective departments and

agencies that use the services.

Internal Service funds have been established for the following functions:

Health Benefits Fund

Risk Management Fund

Fleet Services Fund

INTERNAL SERVICE FUNDS PAGE E-1


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

INTERNAL SERVICE FUNDS PAGE E-2


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

HEALTH BENEFITS FUND

The Health Benefits Fund accounts for all financial activities of the City’s health, dental, life,

disability, and pharmacy programs. Due to the City’s conversion to a fully-insured model, the fund is

being discontinued in FY 2011-12 and expenses will be directly reflected in individual department

line items.

HEALTH BENEFITS FUND

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

Revenues

Employer premiums $ 6,838,002 6,541,595 7,624,634 0

Retiree premiums 297,959 292,976 373,703 0

Employee premiums 2,013,942 2,236,556 2,469,686 0

Retiree Medical Benefit Payments 0 421,466 448,042 0

General Fund Transfer 74,791 82,500 82,500 0

Interest/Other 504 520 2,500 0

TOTAL REVENUES 9,225,198 9,575,613 11,001,065 0

Expenses

Blue Cross/Blue Shield 7,868,881 8,520,888 9,854,097 0

Retiree - drug card claims 180,373 0 0 0

PPO - consulting fee 64,167 70,000 70,000 0

FSA Admin Fee 7,623 7,661 15,000 0

Dental premiums 478,490 513,594 566,843 0

Premiums - med supplement 214,392 166,656 177,900 0

Premiums - life insurance 148,782 148,886 151,288 0

Premiums - disability 119,272 130,668 165,937 0

General Fund Transfer 0 0 0 160,478

TOTAL EXPENSES 9,081,980 9,558,353 11,001,065 160,478

Change in net assets 143,218 17,260 0 (160,478)

Total net assets

beginning of year 0 143,218 160,478 160,478

Total net assets

end of year $ 143,218 160,478 160,478 0

FY 2011-12 BUDGET HIGHLIGHTS

The Health Benefits Fund expense budget reflects:

• A transfer of remaining fund balance to the General Fund in the amount of $160,478.

INTERNAL SERVICE FUNDS PAGE E-3


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 exposure to risk (number of employees, percentage of

payroll, and number of vehicles) and divisional claims experience over the last five years.

The City self-funds all workers’ compensation losses up to $400,000 per occurrence for public safety

and $350,000 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

ensure the adequacy of fund reserves. Oversight is provided by the Risk Manager who monitors

workers’ compensation and liability claims and evaluates the adequacy of reserves.

RISK MANAGEMENT FUND

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

REVENUES

Transfers:

General Fund $ 1,252,050 1,414,498 1,446,276 1,329,086

Other funds 533,621 725,356 731,184 678,168

Reimbursements 411,928 528,485 135,100 157,000

TOTAL REVENUES 2,197,599 2,668,339 2,312,560 2,164,254

EXPENSES

Personnel and operating 127,755 121,124 123,577 125,697

Workers' comp - claims 975,664 1,050,485 920,080 850,800

Premiums - liability/property 706,490 672,635 776,380 683,150

Claims - liability/property 449,442 599,601 481,000 508,000

TOTAL EXPENSES 2,259,351 2,443,845 2,301,037 2,167,647

Operating Income (61,752) 224,494 11,523 (3,393)

Non-operating revenue

Interest earnings 25,433 9,993 20,850 10,000

Change in net assets (36,319) 234,487 32,373 6,607

Total net assets - beginning of year 298,234 261,915 496,402 528,775

Total net assets - end of year $ 261,915 496,402 528,775 535,382

STAFFING

Risk Manager 1 1 1

1

INTERNAL SERVICE FUNDS PAGE E-4


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(RISK MANAGEMENT FUND CONTINUED)

FY 2011-12 BUDGET HIGHLIGHTS

The Risk Management Internal Service Fund expense budget decreases 5.8% from the FY 2010-11

Adopted Budget and reflects:

• A decrease of $69,280 in workers compensation claims based on actuarial projections.

• A decrease of $93,230 in property and liability premiums based on current market conditions

and actual experience in the insurance marketplace.

• An increase of $27,000 in property and liability claims based on actuarial projections.

CHANGE IN NET ASSETS

The projected increase in net assets from $528,775 to $535,382, or 1.2%, is attributable to building

the reserve balance to protect the fund from unprojected losses or premium increases.

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

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.


FUNDING ISSUES

Uncertainties and fluctuations in the economy and insurance cycles impact the Risk Management

Fund. There have been several catastrophic losses in the industry recently and property insurance

rates may be affected based on indications from the City’s insurer. Casualty insurance (automobile

liability, general liability, public officials liability, law enforcement liability) pricing remained stable

at renewal, but with increased underwriting control by insurers. Recent studies are mixed if the

prolonged soft market is ending.

Insurance companies have become especially diligent in underwriting and require much more

information. The City’s excellent loss record, moderate changes in exposure, good risk management

experience, and reputation along with the diversified program structure including deductibles,

retentions, and limits provide an advantage. However, insurance markets can change rapidly and the

patterns are unpredictable. Health care reform, privacy regulations, and other cyber issues and

regulations continue to bear watching for their effect on the marketplace.

The City is a qualified self-insurer for workers’ compensation. The City expects the excess coverage

premium to increase. A retention level increase was imposed on the program at the 2010 renewal of

police officers and firefighters. Medical costs continue to rise, and the City’s claim frequency is

higher than the insurance carrier benchmark data. Workers’ compensation claims severity remains

stable. Claims experience can fluctuate dramatically from year to year for all the self-insured

programs which can make it difficult to consistently predict future claims costs. Trends are

challenging to forecast given the cyclical nature of the insurance marketplace and the size of the

City. The City contracts with consultants who project claims costs based on actuarial studies.

INTERNAL SERVICE FUNDS PAGE E-5


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(RISK MANAGEMENT FUND CONTINUED)

SERVICE EFFORTS AND ACCOMPLISHMENTS

FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10

Input (Resources)

PREMIUMS

Workers' Comp Excess $ 35,139 38,521 45,791 51,837 57,501

General liability 162,542 274,059 167,272 159,023 170,157

Auto liability 64,111 66,735 81,067 45,816 62,751

Public officials 11,975 14,088 17,098 13,083 11,865

Law enforcement 147,486 141,044 129,097 113,737 112,931

Property 179,990 161,237 155,582 157,358 152,512

TOTAL PREMIUMS $ 601,243 695,684 595,907 540,854 567,717

COVERAGES

Output (Quantitative)

Property valuation $ 214,234,478 251,130,451 253,810,403 259,535,675 285,421,883

Employees covered 883 875 1,009 963 932

Vehicles covered 531 553 596 499 530

Annual aggregate limits:

General liability $ 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000

Employee practices liability 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000

Per occurrence limits:

General liability $ 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000

Auto liability $ 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000

Self insured retention:

Workers' Comp (public safety) $ 350,000 350,000 350,000 350,000 400,000

Workers' Comp (all other) $ 350,000 350,000 350,000 350,000 350,000

General liability $ 100,000 100,000 100,000 100,000 100,000

Auto liability $ 100,000 100,000 100,000 100,000 100,000

Outcome (Qualitative)

Recordable OSHA incidents 89 74 92 65 53

Lost time claims 8 19 15 10 6

Restricted work day claims 22 17 31 14 28

Recordable vehicle accidents 33 21 17 23 14

Workers' comp claims 96 94 88 81 74

Incurred losses $ 2,593,368 926,989 403,409 244,320 95,667

Liability claims 158 100 111 84 103

Incurred losses $ 381,729 373,240 696,899 276,300 81,433

Notes:

Loss information is as of December 31, 2010

Sources: Risk Management; Comprehensive Annual Financial Reports

INTERNAL SERVICE FUNDS PAGE E-6


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 has custodial responsibility for

mobile communications equipment including cellular telephones, pagers, and the City’s two-way

radio communications systems.

FLEET SERVICES FUND

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

REVENUES

Transfers:

General Fund $ 2,222,155 1,907,903 2,072,519 2,303,625

Other funds 1,837,670 1,836,460 1,910,421 2,170,907

Reimbursements 32,843 34,195 30,750 49,301

Other Revenues 79,431 113,708 84,000 88,305

TOTAL REVENUES 4,172,099 3,892,266 4,097,690 4,612,138

EXPENSES

Personnel Services 942,998 854,957 817,287 832,523

Operating Expenses 353,518 146,803 190,074 154,659

Parts 1,014,338 887,486 880,464 959,950

Fuel 1,552,650 1,531,133 1,751,306 2,260,000

Outside Repairs 277,388 414,139 387,371 350,200

Risk Charges 31,207 48,845 53,086 54,806

Capital Outlay 0 10,271 18,102 0

TOTAL EXPENSES 4,172,099 3,893,634 4,097,690 4,612,138

Operating Income 0 (1,368) 0 0

Change in net assets 0 (1,368) 0 0

Adjustments-CAFR (a)

Depreciation (42,895) (44,533) 0 0

Change in net assets, adjusted (42,895) (45,901) 0 0

Total net assets - beginning of year 186,883 143,988 98,087 98,087

Total net assets - end of year $ 143,988 98,087 98,087 98,087

STAFFING

Administration 2 2 1.5 1.5

Vehicle Repair 10 9 9 9

Support Services 2 3 3 3

TOTAL STAFFING 14 14 13.5 13.5

INTERNAL SERVICE FUNDS PAGE E-7


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(FLEET SERVICES FUND CONTINUED)

FY 2011-12 BUDGET HIGHLIGHTS

The Fleet Services budget reflects an increase of 12.6% over the FY 2010-11 Adopted Budget and

includes:

• A net increase of $15,236 in personnel services to reflect a cost of living increase and changes

in benefit elections.

• Fuel costs increase $508,694, or 29% over the FY 2010-11 budget, to reflect increased fuel use

by departments and a projected 20% increase in the price of fuel.

• Parts costs increase $79,486 due to increases in costs and usage.

• Outside repairs costs decrease $37,171 to account for projected usage.

• Operating expenses decrease $35,000 due to parts costs that were previously budgeted in the

operating account instead of the parts account.

STRATEGIC INITIATIVES

SAFE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Provide a safe and efficient fleet of vehicles and communications

equipment.


PROSPEROUS CITY

Completed

Initiative

FY 11-12

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 of mobile radio systems.


INTERNAL SERVICE FUNDS PAGE E-8


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

SPECIAL REVENUE FUNDS

Special Revenue Funds are used to account for the proceeds of specific

revenue sources (other than major capital projects) that are restricted by

law or administrative action to expenditures for specified purposes.

Annual budgets are established for the following Special Revenue Funds:

Community Development

HOME Program

Hospitality Tax

Sunday Alcohol Permits

Local Accommodations Tax

Admissions Tax

Victim Witness

Utility Undergrounding

State Accommodations Tax

SPECIAL REVENUE FUNDS PAGE F-1


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

SPECIAL REVENUE FUNDS PAGE F-2


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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.

COMMUNITY DEVELOPMENT

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

REVENUES

Entitlement $ 977,981 1,387,589 1,055,527 1,060,597

Interest 638 592 0 0

Other 21,758 2,129 25,969 3,483

TOTAL REVENUES 1,000,377 1,390,310 1,081,496 1,064,080

EXPENDITURES

Administration 537,167 492,962 515,785 519,239

Projects 467,125 896,013 565,711 544,841

TOTAL EXPENDITURES 1,004,292 1,388,975 1,081,496 1,064,080

Excess (deficiency) of

revenues over expenditures (3,915) 1,335 0 0

Fund balance at

beginning of year 97,696 93,781 95,116 95,116

Fund balance at

end of year $ 93,781 95,116 95,116 95,116

STAFFING

Administration 4 4 4 4

Projects* 4 4 4 5

TOTAL STAFFING 8 8 8 9

*Position for the Community Challenge Grant is paid for out of the Miscellaneous Grants Fund, but is recorded here for

organizational purposes only.

SPECIAL REVENUE FUNDS PAGE F-3


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(COMMUNITY DEVELOPMENT CONTINUED)

FY 2011-12 COMMUNITY DEVELOPMENT PROGRAMS

Owner-Occupied Home Ownership Rehabilitation $262,341

Grant Assistance Partnership for Special Emphasis

Neighborhood Association Activities (G.A.P.) 15,000

Citywide Landscaping/Streetscaping 100,000

After School Tutorial (City Comm. Centers Bureau) 35,000

Comprehensive Housing Counseling (KEY Program) 50,000

Comprehensive Jobs Training (LADDER Program) 70,000

Fair Housing (Human Relation Comm. Fair Housing Program) 12,500

Housing Assistance Administration 307,120

Administration (20%) 212,119

Total Community Development Programs and Activities $1,064,080

STRATEGIC INITIATIVES

PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Create economic development opportunities through the Comprehensive

Jobs Training/Improvement and Placement Program (LADDER).


CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Support residential development with improved streetscapes and

landscapes.


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 2006 2007 2008 2009 2010

Housing Rehabilitation 37 units 35 units 24 units 27 units 24 units

New Housing

Construction

Rehabilitation Loans

and Grants

Fair Housing

Self Sufficiency for

Residents

27 units 29 units 92 units 27 units 48 units

7 households 5 households 7 households 5 households 12 households

317 persons

assisted

176 in KEY

and LADDER

programs

345 persons

assisted

165 in KEY

and LADDER

programs

246 persons

assisted

141 in KEY

and LADDER

programs

188 persons

assisted

142 in KEY

and LADDER

programs

602 persons

assisted

126 in KEY

and LADDER

programs

SPECIAL REVENUE FUNDS PAGE F-4


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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.

HOME PROGRAM

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

REVENUES

Grant $ 340,907 931,931 418,925 372,857

Other 315 190 315 50

TOTAL REVENUES 341,222 932,121 419,240 372,907

EXPENDITURES

Program expenditures 576,149 932,321 419,240 372,907

TOTAL EXPENDITURES 576,149 932,321 419,240 372,907

Excess (deficiency) of

revenues over expenditures (234,927) (200) 0 0

Fund balance at

beginning of year 358,322 123,395 123,195 123,195

Fund balance at

end of year $ 123,395 123,195 123,195 123,195

FY 2011-12 HOME PROGRAMS

Administration $37,286

Genesis Homes – Greenline-Spartanburg/Nicholtown 65,250

Greenville Housing Futures – Southernside 40,000

Homes of Hope – Kingsview Point 58,850

Citywide Acquisition 171,521

Total HOME Program Activities $372,907

STRATEGIC INITIATIVES

CITY OF NEIGHBORHOODS

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Leverage funding for the construction of seven rental units by Genesis

Homes.


Leverage funding for the construction of two affordable rental units for

seniors in the Southernside neighborhood.


Leverage funding for the development of 20 affordable rental units and

seven affordable homeownership units at Kingsview Pointe.


SPECIAL REVENUE FUNDS PAGE F-5


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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, which went into effect July 1, 2001. The proceeds are to be used for

tourist-related activities, improvements, and facilities. The hospitality tax is governed by Article 7,

Local Hospitality Tax, of Chapter 1, Title 6 of the South Carolina Code of Laws.

HOSPITALITY TAX

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

REVENUES / TRANSFERS IN

Hospitality Tax $ 6,136,589 6,059,401 5,950,000 6,550,000

Penalities/Late Fees 31,044 19,745 25,000 25,000

Interest 165,708 148,363 5,000 5,000

Transfer In 150,000 150,518 150,000 150,000

6,483,341 6,378,027 6,130,000 6,730,000

EXPENDITURES / TRANSFERS OUT

Operating Expenditures 0 2,500 0 0

2001 COP's Principal 915,000 950,000 1,000,000 0

2001 COP's Interest 862,100 825,500 787,500 0

2004 COP's Principal 255,000 260,000 270,000 280,000

2004 COP's Interest 224,443 216,793 203,218 194,105

2011 Revenue Bond Principal 0 0 205,000 1,065,000

2011 Revenue Bond Interest 0 0 184,623 908,865

Transfer to Miscellaneous Grants 26,339 0 0 0

Transfer to Carolina First Center 789,717 807,340 784,219 853,959

Transfer to Capital Projects Fund 964,900 150,000 0 689,161

Transfer to Parking Fund 0 0 0 557,000

Transfer to Zoo Enterprise Fund 475,000 475,000 475,000 475,000

Transfer to General Fund 2,165,244 2,174,927 2,226,399 2,374,921

6,677,743 5,862,060 6,135,959 7,398,011

Excess (deficiency) of revenues over

expenditures (194,402) 515,967 (5,959) (668,011)

Fund balance, beginning of year 4,121,747 3,927,345 4,443,312 4,437,353

Fund balance, end of year $ 3,927,345 4,443,312 4,437,353 3,769,342

Fund Balance

Reserved for debt service reserve fund $ 2,379,262 2,381,943 2,381,943 2,381,943

Reserved for debt service monthly deposits 561,504 563,447 563,447 563,447

Fund Balance Reserve 500,000 500,000 500,000 500,000

Undesignated 486,579 997,922 991,963 323,952

$ 3,927,345 4,443,312 4,437,353 3,769,342

SPECIAL REVENUE FUNDS PAGE F-6


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(HOSPITALITY TAX CONTINUED)

FY 2011-12 BUDGET HIGHLIGHTS

The Hospitality Tax Fund budget reflects:

• Hospitality tax revenues (not including delinquents or penalties) are projected to increase by

10.1% over the FY 2010-11 budget estimate. This is due to the improving economy and better

than anticipated year-to-date collections in FY 2010-11.

• The transfer to the Carolina First Center fund is $853,959 and the transfer to the Zoo Fund is

$475,000. These transfers offset operating losses associated with both facilities.

• $2,374,921 is transferred to the General Fund to offset operating expenditures associated

with special events and tourism. This transfer is used primarily for public safety, parks and

recreation, as well as other staff support for special events and tourism. Funding also

includes debt service for eligible projects and collection costs.

• $557,000 is transferred to the Parking Fund for the Church Street Garage Rehabilitation

project.

• $689,161 is transferred to the Capital Projects Fund for the Riverwalk to Greenville Tech

project ($370,161), the Reedy River Trail Expansion project ($225,000), the Swamp Rabbit

Trailheads project ($54,000), and the Swamp Rabbit Trail Bridge at Cleveland Street project

($40,000).

• Maintains $500,000 fund balance reserve to account for unanticipated opportunities and

potential fluctuations in the revenue stream.

CHANGE IN FUND BALANCE

The projected decrease in fund balance from $4,437,353 to $3,769,342, or -15.1%, is attributable to

utilizing existing balances for capital projects.

SPECIAL REVENUE FUNDS PAGE F-7


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 2011-12 is based on the issuance of 75 annual permits at $3,000 each with $5,000 in one-day

permits. City Council adopted a Grant-In-Aid policy which stipulates that $20,000 be reserved for

the Art in Public Places program and $20,000 be reserved for a City Council contingency.

SUNDAY ALCOHOL PERMITS

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

REVENUES

Permit fee $ 188,900 245,100 210,000 230,000

Interest 911 272 100 300

TOTAL REVENUES 189,811 245,372 210,100 230,300

EXPENDITURES / TRANSFERS OUT

Transfer to Misc. Grants Fund 100,000 0 0 0

Transfer to Hospitality Tax Fund 100,000 100,000 100,000 100,000

Transfer to Capital Projects Fund 0 25,000 110,000 150,000

Art in Public Places 0 10,750 20,000 20,000

City Council Reserve 0 10,000 20,000 20,000

TOTAL EXPENDITURES 200,000 145,750 250,000 290,000

Excess (deficiency) of

revenues over expenditures (10,189) 99,622 (39,900) (59,700)

Fund balance, beginning of year 83,288 73,099 172,721 132,821

Fund balance, end of year $ 73,099 172,721 132,821 73,121

FY 2011-12 BUDGET HIGHLIGHTS

The Sunday Alcohol Permits Fund budget reflects:

• An increase of 9.6% in projected total revenues from the FY 2010-11 revenue estimate based

on prior and current year collections.

• The FY 2012-2016 Capital Improvement Program includes $150,000 for the Riverwalk to

Greenville Tech project.

CHANGE IN FUND BALANCE

The projected decrease in fund balance from $132,821 to $73,121, or -44.9%, is attributable to using

fund balances for capital projects.

SPECIAL REVENUE FUNDS PAGE F-8


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

REVENUES

Intergovernmental $ 1,054,210 1,049,375 1,084,000 1,250,000

Interest 3,611 793 1,000 200

TOTAL REVENUES 1,057,821 1,050,168 1,085,000 1,250,200

EXPENDITURES / TRANSFERS OUT

Operating Expenditures 0 202 0 0

Transfer to General Fund 213,714 235,692 239,596 236,250

Transfer to Hospitality Tax Fund 50,000 50,000 50,000 50,000

Transfer to Misc. Grants Fund 165,000 0 0 0

City Council Reserve - Grant In Aid Policy 0 19,000 20,000 50,000

Tourism Promotions - CVB 308,763 307,312 317,700 367,500

Tourism Projects 445,500 437,370 457,000 601,250

TOTAL EXPENDITURES 1,182,977 1,049,576 1,084,296 1,305,000

Excess (deficiency) of

revenues over expenditures (125,156) 592 704 (54,800)

Fund balance at beginning of year 218,221 93,065 93,657 94,361

Fund balance at end of year $ 93,065 93,657 94,361 39,561

FY 2011-12 BUDGET HIGHLIGHTS

The State Accommodations Tax budget reflects:

• The annual transfer of $50,000 to the Hospitality Tax Fund to help support the 2004

Certificate of Participation (COPs) debt service.

• $150,000 is transferred to the General Fund for the Arena District Payment for the Bi-Lo

Center, year 15 of 20.

SPECIAL REVENUE FUNDS PAGE F-9


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(STATE ACCOMMODATIONS TAX CONTINUED)

FY 2011-12 ALLOCATION OF STATE ACCOMMODATIONS TAX REVENUES

Total Revenues $1,250,000

First $25,000 to General Fund ($25,000)

$1,225,000

5% of Balance to General Fund ($61,250)

30% to Tourism Promotion ($367,500)

Subtotal $796,250

Set Aside - City Council Reserve ($50,000)

Contribution to Carolina First Center ($50,000)

Arena District Payment - Transfer to General Fund ($150,000)

Current Revenues Available for Tourism Expenditures $546,250

DISBURSEMENT OF FUNDING (TOURISM-RELATED EXPENDITURES)

FY 10/11 FY 11/12

Budget Budget

Greenville CVB $217,000 $250,000

Metropolitan Arts Council 160,000 191,250

Artisphere 25,000 25,000

Euphoria 15,000 25,000

InnoMobility 2011 0 25,000

Medalist Sports 25,000 25,000

Downtown Brochures, Kiosks, and Maps 0 20,000

Scottish Games 10,000 10,000

Upstate Visual Arts 0 10,000

American Legion Post 3 War Museum 0 5, 000

BMW Charity Pro-Am 0 5, 000

Children's Museum of the Upstate 5,000 5,000

Greenville Chautauqua Society 0 5, 000

Downtown Trolley* 161,646 0

TOTAL $618,646 $601,250

*This funding is reflected in the General Fund Transfer

CHANGE IN FUND BALANCE

The projected decrease in fund balance from $94,361 to $39,561, or 58.1%, is attributable to

utilizing fund balance to pay for tourism related projects.

SPECIAL REVENUE FUNDS PAGE F-10


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

LOCAL ACCOMMODATIONS TAX

By City Ordinance No. 1994-27, the City of Greenville in 1994 enacted a local accommodations tax of

2.3% of gross receipts of businesses engaged in providing accommodations for transients within the

jurisdiction of the City. The proceeds of this 2.3% are to be used primarily to repay debt incurred for

the construction of 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% of gross receipts of businesses engaged in providing accommodations for transients within the

jurisdiction of the City. All taxes collected under this ordinance are 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 to the Bi-Lo Center and tourism marketing

services, excluding a 4% collection cost.

LOCAL ACCOMMODATIONS TAX

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

REVENUES

2.3% tax $ 1,303,216 1,311,493 1,282,000 1,546,000

0.7% tax 396,633 399,158 390,000 471,000

Other/Penalties 661 556 0 0

TOTAL REVENUES 1,700,510 1,711,207 1,672,000 2,017,000

EXPENDITURES / TRANSFERS OUT

Auditorium District 1,307,190 1,180,388 1,001,112 1,040,333

CVB 381,929 383,192 374,400 452,160

Transfer to General Fund 15,914 15,966 226,448 18,840

TOTAL EXPENDITURES 1,705,033 1,579,546 1,601,960 1,511,333

Excess (deficiency) of

revenues over expenditures (4,523) 131,661 70,040 505,667

Fund balance at

beginning of year 37,155 32,632 164,293 234,333

Fund balance at

at end of year $ 32,632 164,293 234,333 740,000

FY 2011-12 BUDGET HIGHLIGHTS

The Local Accommodations Tax budget reflects:

• Revenues are projected to increase 20.6% from the FY 2010-11 budget estimate. This is due

to the economic recovery and better-than-anticipated collections to date in FY 2010-11.

CHANGE IN FUND BALANCE

The projected increase in fund balance from $234,333 to $740,000, or 215.8%, is attributable to

lower debt service resulting from the Bi-Lo Center’s recent bond refinancing. As a result, excess

funds are being returned to the City.

SPECIAL REVENUE FUNDS PAGE F-11


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 infrastructure development fund to be distributed based on an application made by the local

government. The City has two qualifying facilities within its boundaries: the Bi-Lo Center and Fluor

Field. The City applied to and received approval from the Department of Commerce to access the

special infrastructure development funds for both facilities. Revenues associated with the Bi-Lo

Center are remitted to the Auditorium District, while revenues associated with Fluor Field are

currently accumulating in anticipation of public improvements to areas adjoining the baseball

stadium.

ADMISSIONS TAX

2008-09 2009-10 2010-11 2011-12

REVENUES Actual Actual Budget Budget

Bi-Lo Center Grant $ 107,553 146,005 127,350 130,000

Fluor Field Grant 41,910 0 21,500 23,000

Bi-Lo Center Tax 127,349 140,909 127,350 130,000

Fluor Field Tax 21,323 46,649 21,500 23,000

TOTAL REVENUES 298,135 333,563 297,700 306,000

EXPENDITURES / TRANSFERS OUT

Auditorium District 234,902 287,914 254,700 260,000

Transfer to Capital Proj. Fund 0 30,000 0 0

TOTAL EXPENDITURES 234,902 317,914 254,700 260,000

Excess (deficiency) of

revenues over expenditures 63,233 15,649 43,000 46,000

Fund balance at

beginning of year 34,992 98,225 113,874 156,874

Fund balance at

at end of year $ 98,225 113,874 156,874 202,874

Fund Balance

Fluor Field Reserve 98,225 113,874 156,874 202,874

Undesignated 0 0 0 0

$ 98,225 113,874 156,874 202,874

CHANGE IN FUND BALANCE

The projected increase in fund balance from $156,874 to $202,874, or 29.3%, is due the

accumulation of revenues associated with Fluor Field in anticipation of future improvements to areas

adjoining the baseball stadium.

SPECIAL REVENUE FUNDS PAGE F-12


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

REVENUES

Fees $ 77,671 79,840 78,000 71,500

TOTAL REVENUES 77,671 79,840 78,000 71,500

EXPENDITURES

Program expenditures 102,890 103,514 105,810 108,728

TOTAL EXPENDITURES 102,890 103,514 105,810 108,728

Excess (deficiency) of

revenues over expenditures (25,219) (23,674) (27,810) (37,228)

Fund balance at

beginning of year 116,198 90,979 67,305 39,495

Fund balance at

end of year $ 90,979 67,305 39,495 2,267

STAFFING

Victim Witness Advocate 2 2 2 2

TOTAL STAFFING 2 2 2 2

CHANGE IN FUND BALANCE

The projected decrease in fund balance from $39,495 to $2,267, or -94.3%, is due to budgeted

expenditures exceeding budgeted revenues. Fund balance will be used to make up the difference.

STRATEGIC INITIATIVES

SAFE CITY

Assist victims of crime with obtaining counseling, financial assistance, and

help in dealing with the judicial system.

Increase enforcement of Criminal Domestic Violence offenses.

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative



SPECIAL REVENUE FUNDS PAGE F-13


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 of

utility lines throughout the City in order to minimize power outages.

REVENUES

UTILITY UNDERGROUNDING FUND

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

1% Franchise Fee $ 619,073 885,027 901,500 973,750

TOTAL REVENUES 619,073 885,027 901,500 973,750

EXPENDITURES / TRANSFERS OUT

Personnel/Operating 293,357 75,934 79,692 81,051

Utility Undergrounding 0 125,207 800,436 872,639

Transfer to General Fund 0 19,219 21,372 20,060

TOTAL EXPENDITURES 293,357 220,360 901,500 973,750

Excess (deficiency) of

revenues over expenditures 325,716 664,667 0 0

Fund balance at

beginning of year 0 325,716 990,383 990,383

Fund balance at

at end of year $ 325,716 990,383 990,383 990,383

STAFFING

Utility Programs Manager 0 1 1 1

TOTAL STAFFING 0 1 1 1

FY 2011-12 BUDGET HIGHLIGHTS

The Utility Undergrounding Fund budget reflects:

• Revenues from the Duke Franchise Fee are projected to increase 8.0% over the FY 2010-11

budget estimate based on current year collections.

• Funds for undergrounding expenditures increase $72,203 resulting from increased collections

in the Duke franchise fee.

SPECIAL REVENUE FUNDS PAGE F-14


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

Carolina First Center

Wastewater

Solid Waste

Stormwater Management

Greenville Zoo

Parking

Transit

ENTERPRISE FUNDS PAGE G-1


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

ENTERPRISE FUNDS PAGE G-2


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

EVENT MANAGEMENT

The Event Management Fund plans to organize, promote, and professionally manage 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 2011-12, 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.

EVENT MANAGEMENT

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

REVENUES

Event Fees $ 0 293,372 564,850 596,500

TOTAL REVENUES 0 293,372 564,850 596,500

EXPENSES

Personnel Services 0 148,611 272,155 323,313

Operating 0 115,488 265,715 272,931

TOTAL EXPENSES 0 264,099 537,870 596,244

Transfer to General Fund 0 0 0 0

0 0 0 0

Excess (deficiency) of

revenues over expenses 0 29,273 26,980 256

Net assets at

beginning of year 0 0 29,273 56,253

Net assets at

at end of year $ 0 29,273 56,253 56,509

STAFFING

Event Operations Manager 0 1 1 1

Volunteer Services Coord. 0 1 1 1

Special Events Coordinator 0 2 2 3

Sales and Marketing Coord. 0 1 1 1

TOTAL STAFFING 0 5 5 6

ENTERPRISE FUNDS PAGE G-4


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(EVENT MANAGEMENT CONTINUED)

FY 2011-12 BUDGET HIGHLIGHTS

The Event Management budget reflects:

• A net increase of $58,374 in personnel and operating expenses primarily attributable to the

transfer of the Saturday Market into the Event Management Fund, including the transfer of

one position.

STRATEGIC INITIATIVES

PROSPEROUS CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Use events as an attraction for visitors, while working with the Greenville

CVB and downtown hotels to promote overnight stays.


Plan events to draw residents and visitors to Greenville, while encouraging

attendees to patronize local restaurants and businesses.


CITY OF CULTURE AND RECREATION

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Plan a diverse mix of high quality, successful special events throughout the

year.


INCLUSIVE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Work with event planners to include entertainment and activities that

welcome diverse populations to events. On events the City plans and

manages, it will make plans to include diverse audiences.


ENTERPRISE FUNDS PAGE G-5


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

ENTERPRISE FUNDS PAGE G-6


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

CAROLINA FIRST CENTER

Located on a 39-acre campus, the Carolina First Center is one of the largest convention and

conference centers in the Southeast. The annual economic impact of the Carolina First Center is

estimated at more than $50 million. The City recently completed renovations at the Carolina First

Center. The facility now includes 280,000 square feet of exhibit space and 60,000 square feet of

meeting and conference space, as well as a new entrance and public circulation concourse.

CAROLINA FIRST CENTER

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

OPERATING REVENUES

Rental Income $ 961,171 1,119,793 1,217,437 1,115,250

Food & Beverage 2,840,126 2,409,361 2,514,276 2,321,851

Services 156,028 101,989 105,445 97,925

Ancillary 588,273 572,915 588,940 612,880

Show Management 410,556 366,992 410,000 385,000

Miscellaneous 33,780 38,086 22,520 16,650

External Reimbursements 24,624 22,572 0 0

TOTAL OPERATING REVENUES 5,014,558 4,631,708 4,858,618 4,549,556

OPERATING EXPENSES

Personnel 3,034,506 2,877,688 2,930,919 2,795,479

Administrative 280,845 264,464 256,924 250,703

Professional Services 98,796 97,454 104,420 98,960

Show Management 353,822 336,217 343,731 327,905

Advertising Expense 138,204 89,048 106,000 115,000

Rent Expense 107,215 99,806 104,450 94,875

Materials & Supplies 56,537 79,065 63,865 40,784

Food and Beverage 630,978 503,346 559,265 522,950

Repairs & Maintenance 838,001 826,101 910,785 776,967

Travel & Training Expense 23,217 13,925 20,900 16,400

Miscellaneous 39,092 13,154 13,900 11,530

Management Fee 161,316 171,176 173,878 170,878 (a)

TOTAL OPERATING EXPENSES $ 5,762,529 5,371,444 5,589,037 5,222,431

Operating Income (Loss) (747,971) (739,736) (730,419) (672,875)

Other financing sources (uses):

Transfer In - Hospitality Tax Fund $ 789,717 807,340 784,219 853,959

Grants and Contributions 277,374 517,657 0 0

Naming Rights Revenue 300,153 300,153 292,465 304,163

Naming Rights Debt Service (260,043) (276,747) (292,465) (304,163)

Qualified Energy Bonds Debt Service 0 0 0 (130,484)

Transfer Out - Risk Management Fund (29,167) (47,500) (53,800) (50,600)

1,078,034 1,300,903 730,419 672,875

Change in Net Assets $ 330,063 561,167 0 0

Adjustments - CAFR (b)

Depreciation/Contra Capital (72,648) 606,570 0 0

(72,648) 606,570 0 0

Change in Net Assets, Adjusted $ 257,415 1,167,737 0 0

ENTERPRISE FUNDS PAGE G-8


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(CAROLINA FIRST CENTER CONTINUED)

(a) The agreement between the City and SMG provides a management fee that is adjusted annually for inflation. The base

fee is $144,058. 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 for FY 2011-12. This budget

includes $26,820 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.

FY 2011-12 BUDGET HIGHLIGHTS

The Carolina First Center budget reflects:

• A net decrease of $309,062 in operating revenues primarily due to lower than anticipated

revenues in food and beverage sales and rental income.

• A net decrease of $366,606 in operating expenses to offset reduced revenue collections from

lower rental income and food and beverage sales, as well as reduced energy costs resulting

from the performance contract.

• An increase of $130,484 in debt service for the Qualified Energy Conservation Bonds related

to the performance contract.

STRATEGIC INITIATIVES

CITY OF CULTURE AND RECREATION

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Market the Carolina First Center as a viable convention and conference

center.


ENTERPRISE FUNDS PAGE G-9


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

ENTERPRISE FUNDS PAGE G-10


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

WASTEWATER

A special revenue fund was established in FY 1997-98 to record the receipts and expenses related to

the City’s wastewater program (formerly the Sanitary Sewer Fund). 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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

Operating Revenues

Wastewater Fee $ 3,276,247 3,707,662 3,600,000 3,850,000

Operating Expenses

Personnel Expenses 1,173,803 1,271,805 1,292,882 1,357,360

Operating/Capital Expenses 947,373 636,129 1,308,507 1,068,768

2,121,176 1,907,934 2,601,389 2,426,128

Operating Income (Loss) 1,155,071 1,799,728 998,611 1,423,872

Non-Operating Revenue (Expense)

Interest Income 34,209 20,208 2,000 3,500

Principal Expense (395,000) (420,000) (435,000) (689,000)

Interest Expense (419,383) (403,985) (389,962) (374,286)

Proceeds from Debt Issuance 0 0 875,000 1,750,000

Equipment Sales 5,394 0 0 0

Transfers In 27,045 50,000 0 0

Transfers to General Fund 0 (200,000) (239,198) (244,710)

Capital Improvement Program (b) 0 (30,072) (560,000) (2,036,000)

(747,735) (983,849) (747,160) (1,590,496)

Change in Net Assets $ 407,336 815,879 251,451 (166,624)

Adjustments-CAFR (a)

Bond Principal 395,000 420,000 0 0

Depreciation/Contra Capital (284,602) (482,614) 0 0

110,398 (62,614) 0 0

Change in Net Assets, Adjusted $ 517,734 753,265 251,451 (166,624)

(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.

ENTERPRISE FUNDS PAGE G-12


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

(WASTEWATER CONTINUED)

(b) Projects appropriated as part of the FY 2011-12 Capital Improvement Program include:

Haynie-Sirrine Basin Rehabilitation* $2,200,000

Faris Circle Wastewater System ($200,000)

Mount Eustis Street Improvements $36,000

TOTAL $2,036,000

*Paid fully with a loan from the State Clean Water Revolving Loan Fund. The CIP authorizes an additional $1,750,000 in

loan authority, increasing the total amount authorized for the Haynie-Sirrine project to $3,700,000 and $0 for the Faris

Circle project.

WASTEWATER OVERVIEW

Wastewater, organizationally located in the Public Works Department, is responsible for maintaining

370 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 subdistricts 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 2011-12 WASTEWATER RATE STRUCTURE

Type Meter Size Quarterly Rate

Residential less than 8K gallons $11.78

Residential 5/8" and 3/4" $26.04

Commercial 5/8” and 3/4" $47.46

Commercial 1" $126.47

Commercial 1 1/2" $236.72

Commercial 2" $631.13

Commercial 3" $788.83

Commercial 4" $1,577.84

Commercial 6" $2,368.62

Commercial 8" $3,155.50

NOTE: Wastewater fees reflect a 1.6% inflationary adjustment in FY 2011-12.

ENTERPRISE FUNDS PAGE G-13


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

WASTEWATER OPERATIONS

Wastewater Operations is responsible for maintaining 370 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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENSES

Personnel Services $ 993,757 1,091,323 1,104,533 1,147,388

Operating Expenses 750,145 557,048 756,054 919,150

Debt Service 814,383 823,985 824,962 1,063,286

Risk Charges 40,422 55,505 49,550 48,500

General Fund Transfer 0 200,000 239,198 244,710

Capital Improvement Program 0 30,072 560,000 2,036,000

Capital Outlay 130,348 0 462,455 61,500

TOTAL EXPENSES $ 2,729,055 2,757,933 3,996,752 5,520,534

STAFFING

Administration 1 1 1 1

Inspection 4 4 4 4

Pipe Crew 5 5 5 5

Response Crew 5 5 5 5

Maintenance Crew 5 5 5 5

TOTAL STAFFING 20 20 20 20

FY 2011-12 BUDGET HIGHLIGHTS

The Wastewater Operations budget increases 38.1% over the FY 2010-11 Adopted Budget and

reflects:

• An increase of $42,855 in personnel services for a cost of living adjustment and benefit

changes.

• A net increase of $163,096 in operating expenses primarily attributable to an increase in

professional services for slip-lining and root control.

• An increase of $238,324 due to additional debt service costs from the 2011 State Clean Water

Revolving Loan Fund issuance and the remaining payments on the 2002 Sewer Revenue Bonds,

offset by savings from the 2011 Sewer Revenue Bond refunding.

• Capital outlay includes $61,500 for two trucks.

STRATEGIC INITIATIVES

SUSTAINABLE CITY

Continue three-year wastewater system preventative maintenance plan.

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative


ENTERPRISE FUNDS PAGE G-14


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

WASTEWATER CONSTRUCTION CREW

The Wastewater Construction Crew assesses the condition of the City’s wastewater system using a

continuous improvement approach. Major emphasis has been dedicated toward manhole

rehabilitation, flow monitoring, and support of resurfacing operations. Areas identified will be

rehabilitated to conform with the Environmental Protection Agency Construction Management

Operation Maintenance program. All improvements will be recorded with results being supplied to

the appropriate local, state, and federal agencies for compliance purposes.

WASTEWATER CONSTRUCTION CREW

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENSES

Personnel Services $ 180,046 180,482 188,349 209,972

Operating Expenses 23,269 19,913 36,400 36,400

Risk Charges 3,189 3,663 4,048 3,218

Capital Outlay 0 0 0 0

TOTAL EXPENSES $ 206,504 204,058 228,797 249,590

STAFFING

Administration 1 1 1 1

Maintenance Crew 3 3 3 3

TOTAL STAFFING 4 4 4 4

FY 2011-12 BUDGET HIGHLIGHTS

The Wastewater Construction Crew budget increases 9.1% over the FY 2010-11 Adopted Budget and

reflects:

• An increase of $21,623 in personnel expenses due to a cost of living adjustment and benefit

election changes.

STRATEGIC INITIATIVES

SUSTAINABLE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Conduct smoke tests of wastewater lines. The next phase of this project

will be to use new lining technology to rehabilitate wastewater lines that

have problems identified in the test.


ENTERPRISE FUNDS PAGE G-15


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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 and collected quarterly by the

Greenville Water System. In order to cover increased County tipping fees, the rate for FY 2011-12 is

adjusted from its current level of $11.50 per month to $12.50 per month.

SOLID WASTE

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

OPERATING REVENUES

Solid Waste Fees $ 750,560 1,615,961 2,150,000 2,350,000

Property Sales 82,236 109,091 31,500 180,000

832,796 1,725,052 2,181,500 2,530,000

OPERATING EXPENSES

Personnel Services 2,734,395 2,642,949 2,682,760 2,666,158

Operating/Capital Expenses 2,129,031 2,144,017 2,578,372 2,115,864

4,863,426 4,786,966 5,261,132 4,782,022

Operating Income (Loss) (4,030,630) (3,061,914) (3,079,632) (2,252,022)

Non-Operating Revenue (Expense)

Interest Income 776 0 0 0

Gain (Loss) on Sale of Cap. Assets 10,635 4,024 0 0

Principal Expense (45,351) (46,753) (48,209) (49,710)

Interest Expense (7,109) (6,206) (4,240) (2,739)

Capital Improvement Program (150,000) 12,500 0 0

Transfer In - General Fund 4,038,120 3,100,000 3,132,081 2,304,471

3,847,071 3,063,565 3,079,632 2,252,022

Change in Net Assets $ (183,559) 1,651 0 0

Adjustments-CAFR (a)

Bond Principal 45,351 46,753 0 0

Depreciation/Contra Capital (235,761) (318,618) 0 0

(190,410) (271,865) 0 0

Change in Net Assets, Adjusted $ (373,969) (270,214) 0 0

(a) In accordance with generally accepted accounting principles on the treatment of enterprise funds, the operating

statement in the Comprehensive Annual Financial Report (CAFR) includes depreciation as an expense. The schedule above

adds back this item in order to reconcile with the operating statement in the CAFR.

ENTERPRISE FUNDS PAGE G-16


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

RESIDENTIAL COLLECTION DIVISION

The Residential Collection Division provides weekly collection services to approximately 18,000 units.

The division provides garbage, trash, and yard waste services.

EXPENSES

RESIDENTIAL COLLECTION

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

Personnel Services $ 2,373,067 2,302,940 2,299,355 2,285,235

Operating Expenses 1,742,702 1,820,438 1,675,779 1,839,858

Risk Charges 179,050 240,198 233,501 182,334

Capital Outlay 123,431 0 593,948 18,807

TOTAL EXPENSES $ 4,418,250 4,363,576 4,802,583 4,326,234

STAFFING

Administration 3 3 2 2

Hot Line 1 1 1 1

Garbage Routes 12 12 12 12

Trash Collection 32 32 32 33

Bulk Service 2 2 2 2

Cart Repair/Delivery 2 2 2 2

TOTAL STAFFING 52 52 51 52

FY 2011-12 BUDGET HIGHLIGHTS

The Residential Collection budget decreases 9.9% from the FY 2010-11 Adopted Budget and reflects:

• A net decrease of $14,120 in personnel services associated with reduced overtime and salary

costs due to position turnover. This is partially offset by the addition of one Solid Waste

Collector position in order to reduce temporary services costs.

• An increase of $84,715 associated with the $4 per ton increase in County tipping fees.

• A decrease of $31,000 in temporary services. This is due to the addition of the Solid Waste

collector.

• An increase of $111,340 in fleet charges, primarily due to escalating fuel costs.

• Vehicle and equipment replacement totals $18,807 for one pick-up truck.

STRATEGIC INITIATIVES

SUSTAINABLE CITY

Completed

Initiative

FY 11-12

Initiative

Ongoing

Initiative

Convert equipment and operational procedures to better serve customers

and reduce the overall cost to provide this service.


ENTERPRISE FUNDS PAGE G-17


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

ENTERPRISE FUNDS PAGE G-18


FY 2011-12 OPERATING BUDGET

CITY OF GREENVILLE, SOUTH CAROLINA

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

2008-09 2009-10 2010-11 2011-12

Actual Actual Budget Budget

EXPENSES

Personnel Services $ 361,328 340,009 383,405 380,923

Operating Expenses 77,762 75,063 66,129 66,629

Risk Charges 6,086 8,318 9,015 8,236

Capital Outlay 0 0 0 0

TOTAL EXPENSES $ 445,176 423,390 458,549 455,788

STAFFING

Recycling Coordinator 1 1 1 1

Recycling Driver 3 3 3 3

Recycling Collector 6 6 0 0

Solid Waste Collector 0 0 6 6