columbiatn.com...about the budget cover the cover page of the budget document depicts several...

CITY OF COLUMBIA, TENNESSEE

FISCAL YEAR 2019-2020

ANNUAL BUDGET

City of Columbia | 700 N. Garden St., Columbia, Tennessee 38401| www.ColumbiaTN.com

http://www.ColumbiaTN.com

Intentionally Left Blank

ABOUT THE BUDGET COVER

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

The top left of the budget cover shows canoeing enthusiasts enjoying the picturesque Duck River, near downtown Columbia.

The middle left photo shows (from left to right) Council Member Mark King, Mayor Chaz Molder, UT Athletic Director Phil Fulmer, Vice Mayor Christa Marin, Council Member Steve Boshers and City Manager Tony Massey attending the 2019 MidState Classic softball game. The 2019 MidState Classic featured the University of Tennessee Vols softball team versus the Middle Tennessee State Raiders at Columbia’s Ridley Sports Complex. The Ridley Sports Complex features premier tournament softball facilities, along with seven (7) new tournament-level soccer fields, concessions building and tournament headquarters.

The bottom left side shows a photo of local musicians performing on West 7th Street in downtown Columbia. Special events in downtown Columbia continued to increase during FY 2019 with the City and other organizations planning more frequent events in the City’s historic commercial downtown business district.

The top right side shows a photo of Columbia’s 2018 Christmas Tree Lighting event, the first to feature the large Christmas tree shown in front of the courthouse on the Columbia Town Square. The tree lighting with concert brought citizens and visitors to downtown Columbia, making the 2018 Christmas season one of the most active in years.

The bottom right photo shows new banners in front of Polk Presidential Hall featuring the arts in Columbia and an arts exhibit presented by the President James K. Polk Home and Museum.

CITY COUNCIL

Mayor Charles (Chaz) M. Molder

Vice Mayor Christa S. Martin, Ed. D.

Council Member Carl McCullen Ward 1

Council Member Steve Boshers Ward 2

Council Member Tony Greene Ward 3

Council Member Mike Greene Ward 4

Council Member Mark A. King Ward 5

CITY MANAGEMENT TEAM

ANTHONY R. MASSEY CITY MANAGER

Thad H. Jablonski Assistant City Manager/Chief Financial Officer/City Recorder

Rick Harrison Management Information Systems Director

Mackel Reagan Parks & Recreation Director

Paul Keltner Development Services Director

Jeff DeWire Public Works Director

Tim Potts Police Chief

Connie Etzkin Personnel Director

Mark Williams Wastewater Director

Kellye Murphy Tourism & Marketing Director

Ty Cobb Fire Chief

7/1/19

BOARDS AND COMMISSIONS

7/1/19

ARCHITECTURAL REVIEW TEAM Randy McBroom Glenn Harper Kara Huckaby James C. Sloan Paul Keltner

ARTS COUNCIL Meredith Joi Catherine Parks Beverly Mitchell Rebecca Hawkins Lucia T. Vining Ross Jaynes Abigail Hornaday-Collett Quan McFall Rupa DeLoach

BEER BOARD Ray Messick Harvey Fischer Demetrius Dooley Lonnie Lyles Kim Hayes

BOARD OF PUBLIC UTILITIES Trent Ogilvie Eddie Campbell Teresa Beck Mike Greene Walker Vining

BOARD OF ZONING APPEALS Stephen Walker Jimmy Campbell Jimmy Dugger Kristi Martin George Vrailas

CIVIL SERVICE BOARD Tommy Logue David Forrester Shauna Pounders Murenda Frierson Walter C. Mitchell

COLUMBIA HISTORIC ZONING COMMISSION Kim Hayes Terry Hendrickson Joe Kilgore George Nuber Adam Southern Ray Pace Harvey Church

COLUMBIA HOUSING & REDEVELOPMENT CORPORATION Jeffrey L. Kane Thomas Sneed Willie J. Jones Jr. Jane Eve Rayburn JaDonna Secrest Jeffrey A. Lowrey

COLUMBIA HOUSING BOARD OF ADJUSTMENTS/APPEALS Tim Thomas Kevin Whitehead Mike Ford Joe Williams Ron Beck

COLUMBIA REGIONAL PLANNING COMMISSION Wes Bryant Randy McBroom Chaz Molder Ray Pace Rose Ogilvie McClain Mark King Charlie Goatz

CONSTRUCTION BOARD OF ADJUSTMENTS/APPEALS Billy Fitzgerald (deceased) Randy McBroom George Nuber Phillip Rogers Tim Sandrell Eddie Vaughn

HEALTH, EDUCATION & HOUSING FACILITY BOARD Darlene Baxter Manuel Young, Jr. Bill Marbet Bob Morgan Tim Dodd Harvey Church Randy Wilmore

INDUSTRIAL DEVELOPMENT BOARD Randy Wilmore Harvey Church Bob Morgan Bill Marbet Tim Dodd Darlene Baxter Manuel Young, Jr.

PRIVATE ALARM SYSTEMS Wayne Prince Paul Corvin Ty Cobb Larry Yeager Pam Pressnell

SPORTS COUNCIL Lucas Bert Eddie Ables JaDonna Secrest Manuel Young, Jr. Chris Poynter Kris Hertzske Ernie Allen, Jr.

WASTEWATER APPEALS BOARD Rick Hamilton Alan B. Pedigo Mike Anderson

Mission Statement

Columbia’s City Government: Our Mission

THE MISSION OF THE CITY GOVERNMENT IS TO OPERATE A

LOW COST GOVERNMENT (1)

PROVIDING

MUNICIPAL SERVICES (2)

THAT ARE

RESPONSIVE TO THE CUSTOMERS. (3)

TABLE OF CONTENTS

I. BUDGET MESSAGE CITY MANAGER’S FINAL BUDGET MESSAGE ........................................................... 2 CITY MANAGER’S TRANSMITTAL MEMO ................................................................. 4

II. BUDGET ISSUES 1) COMPENSATION ............................................................................................... 16 2) CAPITAL IMPROVEMENTS PROGRAM (CIP) ...................................................... 17 3) CAPITAL EQUIPMENT REPLACEMENT PROGRAM (CERP) ................................ 18 4) MANAGEMENT INFORMATION SYSTEM (MIS) ................................................. 19

III. BUDGET OVERVIEW COMMUNITY PROFILE ............................................................................................ 22 NATIONAL & STATE OUTLOOK .............................................................................. 24 ORGANIZATION CHART .......................................................................................... 26 CHART OF FUNDS ................................................................................................... 27 BUDGETED FUND RELATIONSHIPS ......................................................................... 28 FINANCIAL POLICIES .............................................................................................. 29 BUDGET FORMAT ................................................................................................... 30 BUDGET PROCEDURE ............................................................................................. 33 BUDGET CALENDAR............................................................................................... 35 LONG-TERM GOALS AND OBJECTIVES-COLUMBIA 2019-2024-2034 ..................... 36

IV. BUDGET SUMMARIES FUND STRUCTURE-ALL FUNDS .............................................................................. 87 BUDGET SUMMARY-ALL FUNDS ............................................................................ 88 PROJECTED CHANGE IN FUND BALANCE-ALL FUNDS ............................................ 89 EXECUTIVE SUMMARY-ALL FUNDS .................................................................. 90-99 EXPENDITURES/TRANSFERS BY FUND AND DEPARTMENT ............................ 100-101 FIVE-YEAR FORECAST-GENERAL FUND REVENUES ............................................. 102 FIVE-YEAR FORECAST- GENERAL FUND EXPENDITURES ..................................... 103 FIVE-YEAR FORECAST- GENERAL FUND PROJECTED EXCESS REVENUES ............ 104 GENERAL FUND BUDGET REVENUES RATIOS-TAXES .......................................... 105 GENERAL FUND REVENUES BY SOURCE .............................................................. 106 GENERAL FUND EXPENDITURES RATIOS BY DEPARTMENT .................................. 107 GENERAL FUND EXPENDITURES BY DEPARTMENT .............................................. 108 GENERAL FUND EXPENDITURES RATIOS BY CATEGORY ...................................... 109 MAJOR REVENUES-ALL FUNDS ........................................................................... 110 MAJOR REVENUES PIE CHART-ALL FUNDS ......................................................... 111

V. GENERAL FUND GENERAL FUND REVENUES ................................................................................. 115

GENERAL FUND ACTIVITIES AND EXPENDITURES

CITY COUNCIL ................................................................................................. 124 LEGAL SERVICES ............................................................................................. 127 CITY MANAGER ............................................................................................... 130 MANAGEMENT INFORMATION SYSTEMS .......................................................... 138 FINANCE .......................................................................................................... 143 CITY RECORDER .............................................................................................. 149 PERSONNEL ...................................................................................................... 153 POLICE ............................................................................................................. 158 FIRE & RESCUE ................................................................................................ 167 PUBLIC WORKS ................................................................................................ 177 DEVELOPMENT SERVICES ................................................................................ 183 PARKS & RECREATION ..................................................................................... 189 GENERAL CITY ADMIN .................................................................................... 198

GENERAL FUND-FUND BALANCE ......................................................................... 203

VI. SPECIAL REVENUE FUNDS STATE STREET AID FUND .................................................................................... 206 NARCOTICS & VICE FUND ................................................................................... 210 STREET & TRANSPORTATION FUND ..................................................................... 212 DRUG FUND ......................................................................................................... 214 SANITATION FUND ............................................................................................... 218

VII. DEBT SERVICE FUND DEBT SERVICE FUND ........................................................................................... 225 SCHEDULE OF DEBT SERVICE REQUIREMENTS ..................................................... 229

VIII. CAPITAL PROJECTS FUND......................................................................... 232

IX. ENTERPRISE FUND WASTEWATER FUND ............................................................................................ 237 ENTERPRISE FUND SCHEDULE OF DEBT SERVICE REQUIREMENTS ....................... 246

X. CAPITAL IMPROVEMENTS PROGRAM (CIP) CIP NARRATIVE ................................................................................................... 248 CIP FY 2020 PROGRAM AREAS ........................................................................... 249 ANNUAL OPERATING IMPACT OF CIP .................................................................. 251 CIP SUMMARY-ALL PROJECTS ............................................................................ 253 CIP SOURCES OF FUNDS-SUMMARY .................................................................... 255 CIP GENERAL FUND-SUMMARY .......................................................................... 257 CIP CAPITAL PROJECTS FUND-SUMMARY ........................................................... 259 CIP STATE STREET AID FUND-SUMMARY ........................................................... 261 CIP DRUG FUND-SUMMARY ................................................................................ 263

CIP SANITATION FUND-SUMMARY ...................................................................... 265 CIP WASTEWATER (SEWER) FUND-SUMMARY .................................................... 267

XI. CAPITAL EQUIPMENT REPLACEMENT PROGRAM (CERP) CERP SUMMARY ................................................................................................. 271 CITY DEPARTMENTS ..................................................................................... 272-284

XII. MANAGEMENT INFORMATION SYSTEMS SCHEDULE (MIS) .......... 286

XIII. SUPPLEMENTAL INFORMATION APPROPRIATIONS ORDINANCE ............................................................................ 294 TAX LEVY ORDINANCE ....................................................................................... 305 PAY ORDINANCE ................................................................................................. 308 CLASSIFICATION AND COMPENSATION PLAN ....................................................... 310 PERSONNEL SUMMARY AND SCHEDULE ............................................................... 319 BUDGET SUMMARY ............................................................................................. 326 STATISTICAL INFORMATION ................................................................................. 329 GLOSSARY ........................................................................................................... 340 INDEX .................................................................................................................. 345

BUDGET MESSAGE


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June 13, 2019 2019-2020 FINAL BUDGET MESSAGE ________________________________________________________________________

TO: Mayor and Members of the City Council

I am pleased to transmit the final FY 2020 Annual Budget for the City of Columbia. In compliance with the City Charter and State law, the budget is balanced for all funds. An overview of issues for the coming year was provided in the Budget Transmittal Memo dated May 7, 2019.

A budget study session was held on May 7th to begin preliminary review of the proposed budget with the City Council prior to formal consideration of the Appropriation and Tax Rate Ordinances. The ordinances were passed on first and second consideration on May 9 and June 13, 2019, respectively. The budget was adopted as amended on June 13th.

Public Hearings for the Tax Rate and Budget Ordinances were held on June 13th. The recommended and adopted tax rate remained at the previous $1.1597 level.

FY 2020 OPERATING BUDGET

The 2019-2020 Operating Budget totals $66,248,140 (a summary of the adopted budget is provided in the Budget Summary found in the Supplemental Information tab). Of this total, the General Fund, which provides the majority of the day-to-day services for the community, is approximately $33.8 million. The General Fund budget reflects a decrease of 16% ($5.4 million) less than the FY 2018-2019 budget as amended. Several significant capital projects in the Capital Projects and Wastewater Funds are incorporated within the FY 2020 budget. Detailed explanations of the various increases are included within the Budget Transmittal Memo which follows this Final Budget Message.

Changes were incorporated into the FY 2020 budget following from the discussion at the May 7th Special Budget Study Session. Changes include the following:

$100,000 increase to services and supplies in General City Admin programmed for the first phase of wayfinding directional signage,

$18,000 budgeted in City Council for special appropriations to Maury Alliance, $15,000 in funds budgeted in General City Admin for cyber-insurance premiums,

and $15,000 programmed in General City Admin for a review and update of the City’s

pay/compensation study.

The balance of the City’s budget incorporates expenditures for special revenue funds, an enterprise fund, capital projects fund and debt service fund. Debt payments include $1,821,542 for general obligation debt service and $1,825,212 for debt related to Wastewater system improvements in the Wastewater (Sewer) System Enterprise Fund.

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June 13, 2019 2019-2020 FINAL BUDGET MESSAGE ________________________________________________________________________

RETIREMENT PLAN FUNDING

The City is committed to funding 100% of the Actuarially Determined Contribution (ADC) for the City’s traditional pension plan annually, the plan offered to employees before 2012. For FY 2020, the ADC is $2,694,555, representing an increase of 2%, or $56,391, from FY 2018-2019. The City’s share of funding is budgeted within each fund, department and activity within the “143-Retirement” line item. Full-time employees hired on or after July 1, 2012 participate in a 401 defined contribution plan. Funds required to match employees’ 4% contributions to the newer 401 plan are budgeted in the same “143-Retirement” line item within each department.

ONGOING PROJECTS

Several multi-year projects are currently underway as highlighted in the Budget Transmittal Memo. Details regarding the City’s capital projects may be found in the Capital Improvement Plan and Capital Projects Fund sections within this document.

RECOGNITION AND THANKS

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

Special thanks to the personnel of the Finance Department led by CFO/Assistant City Manager Thad Jablonski, including Assistant Finance Director Sabrina Griffin, and Liz Bermudez in the City Manager’s Office for the extra time and effort expended to compile and assemble the many documents used during the budget process and this budget book.

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

Respectfully submitted,

Tony Massey City Manager

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May 7, 2019 City Manager Memorandum ________________________________________________________________________

TO: Honorable Mayor and Members of City Council

FROM: Anthony R. Massey, City Manager

SUBJECT: FY 2019-2020 Budget Transmittal Memo

INTRODUCTION

City staff herein presents the proposed operating and capital budget for the fiscal year beginning July 1, 2019, and ending June 30, 2020, for your review and consideration. This budget has been developed in accordance with the Columbia Municipal Charter, applicable city ordinances, state and federal laws, and city policies and procedures.

The proposed budget provides a business plan for the upcoming year by linking anticipated expenditures for city services and programs to projected revenues. Numerous priority items identified by the City Council during annual strategic planning are incorporated within the proposed budget and identified in Long-Term Goals & Objectives in the “Budget Overview” tab in this book.

OVERVIEW

General Fund

This document is a proposed comprehensive budget including both operating and capital budgets. The General Fund is the largest operating budget of the City. The major points related to the proposed FY 2019-2020 General Fund budget include the following items:

Revenues: The budget was prepared with no change in the property tax rate, Budgeted property tax collections in FY 2019-2020 total more than $11 million,

increased by $203,000, or 1.87%, compared to FY 2018-2019 budgeted collections. Current year, FY 2018-2019 collections are estimated to exceed $11.5 million, representing a $662,244, or 6.1%, increase in anticipated versus budgeted property taxes collected for FY 2018-2019,

Local sales tax revenues are budgeted at $9.95 million in FY 2019-2020, a 3.11% increase over the amount budgeted for FY 2018-2019. Current year, FY 2018-2019,

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local sales tax revenues are anticipated to total $9.99 million. Trends showing annual growth over the last eight years are expected to continue in FY 2019-2020,

State sales tax allocation are budgeted at $2.98 million, a 3.65% increase over the prior year,

Hotel/Motel tax revenue has been budgeted at $700,000. These funds are dedicated to tourism development. Estimated collections for FY 2018-2019 are approximately $692,000,

Overall, other General Fund revenue line items have remained relatively constant with FY 2018-2019. Staff took a conservative approach towards estimating revenues for the fiscal year.

It is recommended building permits fees be increased to help offset development costs the City is experiencing. An ordinance has been prepared recommending the City adopt a building permit fee structure similar to what neighboring cities have in place. It is projected that the increase would generate $250,000 in new revenue, which is a conservative estimate. Another reason for this recommendation is that it is more fair that growth pay for the expense of growth versus the Columbia property taxpayer. The fee increase forecast is equivalent to approximately three (3) cents on the property tax rolls.

Expenditures: Salaries & Benefits: The budget proposal funds five (5) new positions:

The following three (3) positions are proposed to be funded using additional revenues generated from increased building permitting fees noted above:

o Fire Inspector position ($31,760), o Associate Planner II position ($38,089), o Building Inspector position ($27,490),

The three positions above are budgeted for six months totaling $97,339, i.e., the positions are proposed effective as of January 2020. All three positions recommended are due to the increased workload from growth and development,

A Communications Coordinator ($85,923, all personnel costs included) to assist in the City’s growing tourism marketing program,

A Building and Grounds Maintenance Worker at Ridley ($36,498, all personnel costs included) with the soccer complex being completed during FY 2019-2020,

No filled positions have been eliminated from the budget, City staff recommends a compensation increase for city employees at 3%, Health insurance has been budgeted with a 3.52% increase based on plan

projections for FY 2019-2020. The increase follows from anticipated increased claims cost per employee compared to FY 2018-2019. After the incidence of several atypically high claims in FY 2016-17, reserves increased steadily during FY 2017-18. As of April 2019, the City’s Insurance Fund maintains a healthy $3.25 million reserve balance. The City’s self-insurance program continues to provide sufficient reserves for absorbing increased claim costs estimated for the coming year,

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The total funding percentage to the Employees’ Retirement Plan and Post Employment Health Insurance Plan remains the same and are in line with funding recommendations from the actuary.

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

exception of the following items: $46,000 allocation for MIS for a Microsoft Exchange Upgrade, $12,000 for

annual network security/monitoring, and $10,000 increased funding for training expenses in accordance with the 2019 Strategic Plan,

$10,000 in funding programmed in the Finance Department budget for training/professional development in accordance with the 2019 Strategic Plan,

$6,497 in recurring funding for an increase to the Ecom dispatching contract for the Police Department, $5,000 for equipment for the litter abatement program, $18,000 for crime mapping and analytics software, $6,000 for specialized training for patrol officers and $3,800 for “Virtual Academy Training” expenses,

$2,352 in recurring funding for an increase to the Ecom dispatching contract for the Fire & Rescue Department, $7,187 for upgrade to existing Firehouse ESO software, $6,552 for new workforce management software, and $40,000 budgeted for increased expenses for wearing apparel,

$100,000 allocated for Public Works to sub-contract intersection improvements at East Burt Dr. ($50,000), tree-trimming Bradford Pears on Hwy 31 ($25,000), and stormwater rehab on North Cayce Ln. ($25,000), along with $28,000 programmed for repairs to a 1997 bucket truck,

$225,000 in funds for Development Services to revise and update the zoning ordinance in accordance with 2019 Strategic Plan, $25,320 for annual building permit software operating costs, $15,000 for a digital design review station, and $75,000 for professional services for an Arts District Streetscape Master Plan in accordance with the 2019 Strategic Plan,

$107,400 increase in funding for the Ridley Sports Complex Budget in Parks & Recreation due to expanded operations with new tournament and soccer facilities to begin in FY 2020 in accordance with the 2019 Strategic Plan,

$3,500 allocation to General City Admin for security camera improvements at City Hall.

Within General City Admin, Hotel/Motel tax proceeds anticipated for FY 2019-2020 and funds “carried forward” from FY 2018-2019 have been incorporated for Tourism Enhancement-related expenditures, including $368,260 for the City’s third year Tourism Marketing Program in accordance with the City’s 2017 Marketing Plan and Strategic Plan.

Transfers: A transfer to the Debt Service Fund in the amount of $1,771,167 is included within the General Fund for principal and interest payments on General Obligation debt.

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With two-thirds of the 2017 GO bond proceeds dedicated to the Ridley Sports Complex with a total annual debt service of approximately $600,000, two-thirds ($400,000) of the General Fund debt payments have been allocated from Hotel-Motel Tax revenues.

Capital Outlay: Departmental capital outlays are budgeted as follows: $15,000 capital outlay budgeted in General City Admin for the installation

of audio-video system improvements for the Council Chambers, $275,000 budgeted for Presidential Park and $31,040 for Firefighter’s Park

using Tourism Enhancement funds carried forward from the prior year in accordance with the 2019 Strategic Plan,

$11,000 for a capital outlay allocated to MIS for the upgrade of domain controllers,

$471,030 in capital equipment replacement funding for the Police Department has been included in the proposed budget including ten (10) replacement patrol cars vehicles with in-car cameras in accordance with the prior year Strategic Plan,

$75,000 in capital outlays for a secondary rescue radio channel for Fire & Rescue Department particularly due to increased traffic and congestion on the single primary channel now in use,

$439,750 in capital equipment replacement funding for the Public Work’s Street Division has been included in the proposed budget including upgraded leaf collection equipment ($85,000), a flatbed truck with dump body ($81,250), a crew 4x4 with dump body ($81,250), a crew 4x4 with service body ($73,500), a supercab 4x4 with service body ($56,250), and a one ton supercab 4x4 with service body ($62,500),

$141,980 in capital equipment replacement funding for the Parks & Recreation Department has been included in the proposed budget for the replacement of two crew cab pickup trucks ($47,600), a riding mower ($55,000), and an athletic field-mowing unit for Ridley ($39,380), $75,000 in funding for a Dog Park in accordance with the 2019 Strategic Plan, $40,000 for soccer goals at Ridley Sports Complex, $50,000 for final phase of Fairview Recreation Center improvements, and $55,000 for electrical and lighting upgrades at Woodland and Riverwalk Parks.

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

Fiscal year Replacement equipment budgeted: 2018-2019 Police vehicles – patrol cars (10), special use vehicles (3) and bomb

disposal equipment (1), Emergency Management Van (1) and Fire inspection vehicle (1), a knuckleboom (1) and tandem truck with plow (1) for Public Works-Streets, a ½ ton pickup trucks (3) and Kubota riding mowers (2) for Parks & Recreation.

2017-2018 Police vehicles – patrol cars (10) and special use vehicles (2), Fire apparatus (1) and vehicle (1), two dump trucks and a streetsweeper for Public Works-Streets, a pickup truck for Development Services, a jeep and half ton pickup truck for Parks & Recreation.

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Funding in the amount of $393,370 has been budgeted for replacement of computer hardware and software in accordance with the 4-year Management Information Systems equipment replacement schedule.

The $368,260 in Tourism Enhancement Funds in the FY 2018-19 budget support the third year of the City’s marketing program. Tourism Enhancement Funds are budgeted as follows in accordance with the 2019 Strategic Plan: o $70,320 for salaries for the Tourism and Marketing Director and proposed

Communication Coordinator positions, o $74,000 for advertising city tourism (state vacation guide, digital billboard,

advertising, and brochures), o $29,600 for marketing, including Ridley Sports Complex (design for marketing

materials, merchandise, video services, etc.), o $30,400 for the continued development and distribution of a City of Columbia

Visitor’s Guide, o $31,400 for sponsorships and beautification, including downtown banners and

the City’s Historic Marker Program, o $26,400 for city marketing website and additional functionalities that include

email communications and event aggregator services and systems, o $14,100 for professional development/conferences and trade show attendance

to market Columbia as a destination, o $1,000 for office supplies, o $10,000 for continued support of the MidState Classic College Softball game, o $31,040 in reserves for Firefighters Park have been carried forward from the

prior year, o $50,000 in Tourism Enhancement Reserves.

The FY 2019-2020 budget includes funds for more than $1.3 million in new capital equipment and replacements invested in municipal facilities, equipment and machinery used to provide city services to Columbia citizens.

$1.28 million of fund balance was used to balance the FY 2019-2020 General Fund budget.

Several departments within the General Fund provide administrative and other support functions to the Wastewater and Sanitation Funds. The City allocates a portion of the cost to Wastewater and Sanitation based on their pro rata share of administrative and other support (Personnel, Finance, MIS, City Manager, Council and Legal). The cost to the General Fund for internal services is anticipated to be $220,000 for Wastewater and

2016-2017 Police vehicles (9), Fire vehicles (1), Tandem truck with plow for Public Works-Streets, and a Tractor for Parks & Recreation.

2015-2016 Police vehicles (9), Fire vehicles (2), Pickup trucks for Public Works-Streets (3), used dump truck (1), 2 pickup trucks and field aerator for Parks & Recreation.

2014-2015 Police Vehicles (12), backhoe for Public Works-Streets, 2 mowers, 1 tractor and 1 field machine for Parks & Recreation.

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$100,500 for Sanitation, with formulas and calculations reviewed each year in conjunction with the budget process. The combined total amount of budgeted transfers to the General Fund for these items is $320,500.

Personnel costs make up the majority of Columbia’s General Fund expenditures. Personnel costs budgeted in FY 2019-2020 are estimated to total 69.6% ($22.5 million) of the proposed General Fund budget ($33.7 million), which include employee salaries, benefits and other personnel-related expenditures. The remainder of General Fund expenditures covers other operating expenses, transfers and capital outlay items as highlighted above. Current year FY 2018-2019 personnel costs are estimated to total 56.7% ($21.1 million) of the estimated General Fund budget expenditures ($37 million). Previous General Fund salary/benefit totals are $21.6 million (FY 2017-2018), $21.9 million (FY 2016-2017), and $21.7 million (FY 2015-2016).

Supplies and services costs budgeted in FY 2019-2020 total 18.9% ($6.3 million) representing a 25% decrease in the share of General Fund allocations compared to estimated current year (FY 2018-2019) services and supplies costs. FY 2018-2019 supplies and services are estimated to total 23% ($8.5 million) in large part due to a $2.1 million special appropriation for the Industrial Development Board budgeted in the City Council’s budget for the purchase of the first tract (Floyd Tract) of industrial land on Oakland Parkway. $800,000 in additional street resurfacing budgeted in General City Admin also increased the share of supplies and services in FY 2018-2019.

Finally, the budget includes a $240,000 allocation for the continuation of the “Columbia Works” program. Staff will continue to develop a list of projects for the year for this program and will identify items for priority action including 2019 Strategic Planobjectives.

State Street Aid Fund

The City will again use State Street Aid Funds for the monthly utility/street light investment bill for street lighting ($570,000). State Street Aid Funds will be combined with a $70,100 allocation in the Streets & Transportation Fund for a total street lighting budget of $640,100.

FY 2019-2020 is an alternate, “off” year for the City’s bi-annual street paving program. $500,000 is budgeted in State Street Aid Fund to carry forward to FY 2020-2021 for the bi-annual street paving program. Other funds programmed in the FY 2020 State Street Aid Fund include a $95,000 capital outlay for replacement of a mowing tractor, $85,000 for bridge repairs on Tom J. Hitch Parkway, and $70,000 for professional services for engineering and design for bridge repairs on Iron Bridge Road in accordance with the 2019 Strategic Plan.

Sanitation Fund

The FY 2019-2020 budget provides for the continuation of current operations. The budget maintains current funding for personnel in the Sanitation Fund. Funds have been budgeted for the purchase of an automated side arm recycling truck ($299,000) and a front loader

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garbage truck ($280,000). A $350,000 capital outlay note will be used to offset part of the cost of new equipment along with $50,000 in grant proceeds awarded for the purchase of a new recycling truck in FY 2019. An additional $20,000 has been programmed for new downtown trash/recycling receptacles in accordance with the 2019 Strategic Plan.

The Sanitation Fund provides $49,475 for a transfer to the Debt Service Fund for payment of principal and interest on an existing capital outlay note, a 2017 note used to purchase a new commercial sanitation truck.

As noted above, it is anticipated that the Sanitation Fund will transfer approximately $100,500 to the General Fund for indirect costs to General Fund departments during the fiscal year.

Debt Service Fund

Resources for the Debt Service Fund are provided via transfers from the funds that issued the respective debt (typically the General Fund and Sanitation Fund). Debt service (principal and interest payments) for General Obligation bonds and notes have been included within the proposed FY 2019-2020 budget. Details of general debt service payments are included behind the “Debt Service Fund” tab in this book.

Capital Projects Fund

Capital projects that will be continued during FY 2019-2020 include: $3,395,000 for the construction of new Fire Hall No. 3 off of Bear Creek Pike, $433,000 for interior renovations and improvements to the Jack-N-Jill building for

Police Department administrative offices and a downtown Visitors Center (an additional $126,000 is budgeted in the Drug Fund for Police Department offices),

$2,447,204 for Nashville Hwy/Bear Creek Pike intersection improvements using Surface Transportation Block Grant funds,

$2,969,109 for the West 7th Street Multimodal Streetscape project along with an additional $1,561,318 from utility providers for utility relocation expenses,

Other items programmed within the Capital Projects Fund for FY 2019-2020 include: $258,766 for reuse of Neighborhood Stabilization Grant revenue proceeds to be

used in partnership with the Columbia Housing and Redevelopment Corp. to construct new single family housing on vacant lots in targeted redevelopment areas identified in the East Columbia Neighborhood Revitalization Plan.

Wastewater Fund

No sewer rate increase has been proposed for FY 2019-2020. Sewer rates have been maintained at the same level as the past eight years.

As noted above, it is anticipated that the Wastewater Fund will transfer approximately $220,000 to the General Fund for indirect costs to General Fund departments during the

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fiscal year. The Wastewater Fund supports debt service for bond issues and other financing that is established to provide for improvements to the Wastewater system.

Capital equipment programmed within the Wastewater budget includes $115,000 for replacement of a utility truck with crane. $65,000 has been budgeted for other equipment including GIS support/equipment and computer replacements. For more information on computer replacements, see the “MIS” tab in this book.

Several major upcoming projects involve the improvement of the sanitary sewer system as set forth in the 2014 EPA Administrative Order on Consent.

Capital improvement items included in the Wastewater budget include:

GE Pump Station Upgrade $ 1,320,000Santa Fe Pump Station Upgrade 1,177,000Collection System Rehab Projects (SSO reduction) 2,300,000Total $ 4,797,000

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

TAX LEVIES

No property tax increase is proposed for the FY 2019-2020 budget. Levies for prior fiscal years are as follows:

Fiscal Year City of Columbia Maury County Total 2018-19 (reappraisal) 1.1597 2.236 3.3957 2017-18 1.4400 2.815 4.2250

2016-17 2015-16

1.4400 1.4400

2.815 2.620

4.2250 4.0600

2014-15 (reappraisal) 1.4400 2.620 4.0600 2013-14 1.4400 2.597 4.0370 2012-13 1.3100 2.597 3.9070

BALANCING THE BUDGET

As outlined above, the proposed budget continues to provide basic operations for the City’s citizens without reducing any services. An Executive Summary of all funds is included in a new “Budget Summaries” tab.

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

Revenues:

Current indicators show General Fund revenues for the City of Columbia in FY 2019-2020 increasing when compared with anticipated receipts for the current fiscal year. Most

11


notably, revenues including local sales tax, property tax, business/gross receipts tax, and revenues from development (building permits and related revenues from permitting/inspection) are anticipated to continue to increase during the fiscal year.

Additional discussion surrounding revenue items will take place during budget meetings. Within the General Fund, approximately $1.28 million of fund balance is being used to balance the budget, with the assumption that most, if not all, of those funds will be available from “revenues over budgeted amounts” and “expenditures under budgeted amounts” from the current fiscal year, FY 2019.

Expenditures:

The proposed budget maintains service and supply funding at previous rates. No supplemental funds for fuel, utilities, operating supplies, construction materials, etc. are incorporated within the budget with the exception of the items listed on page three.

After balancing the General Fund budget with the use of prior year revenues, the City’s fund balance will remain in excess of the minimum recommended level of 25% of the budget ($8.4 million), or 3 months of operating expenditures, depending on final revenue and expenditure figures for FY 2018-2019. The City estimates that more than three times the recommended minimum will be reserved in fund balance once the FY 2018-2019 audit is complete. Revenues within the General Fund peak during October-December each year as a result of property tax collections.

BUDGET ISSUES

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

The budget issues for fiscal year 2019-2020 are abbreviated below with specific commentary and supplemental information provided following this budget message.

1. Compensation 2. Capital Improvement Program (CIP) 3. Capital Equipment Replacement Program (CERP) 4. Management Information System (MIS) Schedule

Readers of this budget message are invited to review the budget issues, Capital Improvement Program, supplemental information and financial schedules incorporated in this document to gain an insight into some of the issues pending before the City Council throughout the budget adoption process for FY 2020.

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2019-2020 PROGNOSIS

Sales tax collections have been trending upward over the past eight years. Local Option Sales Tax revenues for the upcoming fiscal year, FY 2019-2020, are conservatively projected to be $9.95 million due to an improved overall economy in the City and region. Collections during the current year, FY 2018-2019, are anticipated at $9.99 million with actual collections of $9.87 million (audited) for FY 2017-2018. Columbia’s unemployment rate continues to show healthy employment activity (3.2% during March 2019 as compared with 4.1% during March 2018). The March 2019 state unemployment rate stands at 3.3% and U.S. unemployment at 3.9%, not seasonally adjusted. With 5% considered “full employment”, the City’s current unemployment rate indicates overall economic improvement in the City.

RECOGNITION AND THANKS

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

Following adoption of the FY 2019-2020 budget, the budget will be submitted to the Government Finance Officers Association (GFOA) to be considered for the GFOA Distinguished Budget Award. The award is intended to recognize best practices in municipal budgeting and staff believes that the requirements for the program have been met in this budget as presented.

Special thanks to Assistant City Manager/CFO Thad Jablonski, Assistant Finance Director Sabrina Griffin and Liz Bermudez in the City Manager’s Office for the extra time and effort expended to develop and assemble the budget document.

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

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BUDGET ISSUES


14

BUDGET ISSUES

1) Compensation

2) Capital Improvements Program (CIP)

3) Capital Equipment Replacement Program (CERP)

4) Management Information Systems (MIS) Schedule

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BUDGET ISSUES ________________________________________________________________________ ISSUE NO. 1 COMPENSATION

BACKGROUND: Each year, the City Council considers general wage adjustments for City employees based on the established Compensation Plan. Salaries and benefits continue to comprise the largest percentage of the overall budget, i.e., 69% in FY 2020.

Following is a breakdown of salary adjustments provided over the past 10 years:

FY 2020

FY 2019

FY 2018

FY 2017

3% pay adjustment (pay scales shifted 2.9%) to maintain pace with the market. No increase in overall Retirement benefit funding was included, but allocation has been shifted between the Retirement Plan and the Health Insurance Trust. 3% pay adjustment (pay scales shifted 2.2%) to maintain pace with the market. No increase in overall Retirement benefit funding was included, but allocation has been shifted between the Retirement Plan and the Health Insurance Trust. 3% pay adjustment (pay scales shifted 2.1%) to maintain pace with the market. No increase in overall Retirement benefit funding was included, but allocation has been shifted between the Retirement Plan and the Health Insurance Trust. 3% pay adjustment (pay scales shifted 2.2%) to maintain pace with the market. No increase in overall Retirement benefit funding was included, but allocation has been shifted between the Retirement Plan and the Health Insurance Trust.

FY 2016 2% pay adjustment (pay scales shifted 1.9%). An additional .5% is being funded for the City of Columbia Employees’ Retirement Plan.

FY 2015 2% pay adjustment. An additional 2.44% is being funded for the City of Columbia Employees’ Retirement Plan and .82% for the Post-Employment Health Insurance Trust. Health insurance has been budgeted with a 6% increase.

FY 2014 Pay adjustments (varying amounts) for many employees to implement recommendations from the Austin Peters Compensation Study. Revised entry levels funded, as well as a portion of the compression issue. An additional 3.99% was funded for the City of Columbia Employees’ Retirement Plan. Reduction in city health insurance funding based on plan changes adopted by City Council.

FY 2013 Adjustment to bring entry level Police pay to market average, 4% COLA for all other employees except for those earning $75,000 or more, who received 2%. An additional 34% was funded for employee health insurance, including the majority of the increase in cost for family coverage.

FY 2012 2% COLA on July 1st, an additional 2.57% was funded for the retirement plan and an additional 13% was funded for employee health insurance.

FY 2011 0% pay adjustment. An additional 15% was funded for employee health insurance.

RECOMMENDATION: Dialogue will take place with the City Council regarding options to address COLA and compensation recommendations.

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BUDGET ISSUES

ISSUE NO. 2 CAPITAL IMPROVEMENTS PROGRAM (CIP) - $ 16,483,701

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

PROGRAM

CATEGORY

2018-2019

Estimated

2019-2020

Estimated

2020-2021

Estimated

2021-2022

Estimated

2022-2023

Estimated

2022-2024

Estimated

Municipal Facilities $ 4,454,000 $ 559,000 $ 0 $ 0 $ 0 $ 0

Transportation System 10,589,161 7,572,631 1,540,000 440,000 1,540,000 440,000

Parks and Recreation 6,093,927 0 0 0 0 0

Wastewater System 3,435,000 6,166,440 1,000,000 1,000,000 1,000,000 1,000,000

Technology 420,860 404,870 240,750 238,150 210,670 NA

Vehicles/Equipment 1,185,842 1,780,760 2,066,534 1,327,710 1,469,100 2,375,140

GRAND TOTAL $ 26,178,790 $ 16,483,701 $ 4,847,284 $ 3,005,860 $ 4,219,770 $ 3,815,140

The Capital Improvements Program (CIP) is intended to be a public document. The CIP is organized and presented by functional area to give the public an understanding of proposed municipal projects and relevant cost information. The cost information is presented in current day estimates and provides for all anticipated costs, including design, construction, project management and contingency. Many of the items in the CIP are actually funded through other agencies or grants from other Federal and State agencies. As a result, amounts represented above may not appear as budgeted City funds.

RECOMMENDATION: FY 2019-2020 budgeted CIP funding totals approximately $16.5 million. Many projects shown in the FY 2019-2020 column are multi-year projects and several of those projects currently in process will have outstanding balances at June 30, 2019. Unexpended project balances at June 30, 2019 will be appropriated into the 2019-2020 fiscal year budget via an appropriation amendment. The 5-year total for all CIP projects from FY2020 - FY2024 totals $32,371,755.

Additionally, funds are reserved in several locations as matching funds for pending grant applications and, as such, are not currently reflected in budgeted CIP totals. Pending receipt of a notification of grant award, an appropriation amendment will be proposed for grant funds awarded during FY 2020.

More information on the City’s 5-year CIP may be found in the “CIP” and the “Capital Projects Fund” tabs in the budget book.

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BUDGET ISSUES _______________________________________________________________________ ISSUE NO. 3 CAPITAL EQUIPMENT AND REPLACEMENT PROGRAM (CERP) - $ 1,780,760

BACKGROUND: The purpose of the Capital Equipment Replacement Program (CERP) is to provide for the scheduled replacement of motor vehicles and other major pieces of equipment for all city departments. A summary of the CERP schedule for FY 2019-2020 by department is detailed below. The entire CERP program is included within this budget document as an element of the City’s 5-year Capital Improvements Program and should be reviewed in detail.

RECOMMENDATION: Within the General Fund, $991,760 has been included within the proposed budget for new and replacement equipment. Special Revenue Funds State Street Aid and Sanitation include $95,000 and $579,000, respectively, in the FY 2019-2020 budget. A total of $115,000 has been budgeted within the Wastewater Enterprise Fund for FY 2019-2020 per the above schedule.

General Fund: 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24

Budgeted Proposed Estimated Estimated Estimated Estimated

Management Info. Systems -$ -$ -$ -$ -$ -$

Police 494,352 471,030 715,984 524,710 539,700 530,140

Fire 58,975 - 450,000 45,000 35,000 875,000

Public Works-Streets 300,000 354,750 425,000 241,000 213,500 230,000

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

Parks & Recreation 122,400 165,980 21,800 24,000 17,650 25,000

Total General Fund 975,727$ 991,760$ 1,637,784$ 859,710$ 830,850$ 1,685,140$

Special Revenue Funds: 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24

Requested Proposed Estimated Estimated Estimated Estimated

State Street Aid -$ 95,000$ 36,250$ -$ 36,250$ -$

Drug - - - - - -

Public Works-Sanitation 135,115 579,000 150,000 240,000 300,000 480,000

Total Special Rev. Funds 135,115$ 674,000$ 186,250$ 240,000$ 336,250$ 480,000$

Enterprise Fund: 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24

Requested Proposed Estimated Estimated Estimated Estimated

Wastewater 75,000$ 115,000$ 242,500$ 228,000$ 302,000$ 210,000$

Total Enterprise Fund 75,000$ 115,000$ 242,500$ 228,000$ 302,000$ 210,000$

Total CERP Expenses 1,185,842$ 1,780,760$ 2,066,534$ 1,327,710$ 1,469,100$ 2,375,140$

SUMMARY OF CAPITAL EQUIPMENT REPLACEMENT PLAN (CERP)

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BUDGET ISSUES _______________________________________________________________________ ISSUE NO. 4 MANAGEMENT INFORMATION SYSTEMS (MIS) SCHEDULE - $ 404,870

BACKGROUND: The Management Information System (MIS) schedule is an ongoing projection of computer acquisition and replacement needs involving all hardware and software components throughout the entire municipal organization. The MIS schedule is compiled for easy access and comprehension by the public of the total computer infrastructure investment by the municipality. The reinvestment in MIS technologies, as shown in the MIS schedule, also highlights the use of modern computer equipment to improve municipal operations and services.

The MIS schedule follows a 4-year replacement regimen due to warranty and other support issues for cost-effectives and efficiency. The MIS schedule will be evaluated and updated annually within the budget process.

Estimated 2019-2020

Estimated 2020-2021

Estimated 2021-2022

Estimated 2022-2023 DEPARTMENT

City Council & Mayor $ 0 $ 2,000 $ 0 $ 0 MIS 0 3,000 0 0City Manager 7,700 3,000 9,800 1,500Finance 2,200 2,000 0 1,500City Recorder 5,400 6,300 0 0Personnel 0 1,500 1,500 0General City Admin* 264,070 70,950 172,600 207,670Police 43,500 79,500 45,000 0Fire & Rescue 29,500 28,500 0 0Public Works 6,800 11,500 3,000 0Development Services 9,100 10,500 0 0Parks and Recreation 25,200 1,500 3,000 0

SUBTOTAL $ 393,370 $ 220,250 $ 234,900 $ 210,670

Wastewater $ 11,500 $ 20,500 $ 3,250 $ 0 SUBTOTAL $ 11,500 $ 20,500 $ 3,250 $ 0

GRAND TOTAL $ 404,870 $ 240,750 $ 238,150 $ 210,670

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

RECOMMENDATION: Funds are budgeted in the amount of $393,370 within the General Fund (Management Information Systems Department) and $11,500 in equipment replacements within the Wastewater Fund for FY 2019-20 as detailed above.

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20

BUDGET OVERVIEW

COMMUNITY PROFILE STATE & NATIONAL ECONOMIC

OUTLOOK ORGANIZATION CHART CHART OF BUDGETED FUNDS BUDGETED FUNDS RELATIONSHIPS FINANCIAL POLICIES BUDGET FORMAT BUDGET PROCEDURES BUDGET CALENDAR LONG-TERM GOALS & OBJECTIVES


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COMMUNITY PROFILE CITY OF COLUMBIA, TENNESSEE

The City of Columbia is located in Middle Tennessee at the center of Maury County, the county seat for county government. Columbia was first settled in 1807 and incorporated on November 18, 1817. Located approximately 40 miles southwest of Nashville, today Columbia is one of the fastest growing cities in the South Central and Middle Tennessee regions. The incorporated area of the City covers approximately 33.1 square miles and has an estimated 2018 population of 39,261 estimated using US Census Bureau population statistics.

The City is a 10-minute drive from the Maury Regional Airport and a 50-minute drive from the Nashville International Airport, a multi-air carrier commercial aviation facility. Interstate 65 extends parallel to the City’s major north-south corridor, U.S. Highway 31. Interstates 24 and 40 and 840 are located nearby. Other land transportation is served by U.S. Highways 31, 43 and 412, and State Highways 7, 50, 243, 245, and 246. Rail transportation is provided by CSX and Tennessee Southern.

Columbia is a rapidly growing, bedrock community, known for its historic town square, easy access to the Duck River and high quality of life. Columbia’s downtown historic commercial district is also home to a federal courthouse and state offices, as well as a growing number of retail and entertainment venues and shops.

Residential population growth continued to increase in FY 2018 with growth anticipated to continue to increase in FY 2019. Local economic development agency Maury Alliance calculated the most recent population estimate for 2018 at 39,261 using US Census/American Community Survey data. The 2018 estimated population reflects a 13% increase compared to 2010.

Columbia and Maury County have benefited from some of the lowest unemployment rates in the State and historically high levels of residential and commercial development. In FY 2018, the City issued 569 building permits valued at $113,689,344, compared to 499 at $85,472,344 in FY 2017 and 255 at $41,535,578 in FY 2016. Local economic strength is also evidenced in the City’s growing sales tax base, increasing 30.3% during the five years from FY 2014 to FY 2018. Trends continue to show strong local sales tax growth in the current year and FY 2020.

NOTABLE STATISTICS

ISO 1 Fire & Rescue Dept. (1 of 2 cities in state)

Median Age: 36.7

Unemployment: 3.2% (03/19) vs. 3.3% in TN /

3.9% in U.S.

HS Diploma or higher: 87.2% (vs. 86.5% for TN)

Diversity: 68.4% White; 19% Black; 8.6%

Hispanic; 2.6% multi-race; 1% Asian

County ranked 2nd for most investment in state

22

GOVERNMENTAL STRUCTURE

Incorporated on November 18, 1817 pursuant to a Private Act Charter, Chapter 143, as supplemented and amended, the governing body, the City Council, consists of seven members. Non-partisan elections for Mayor, Vice Mayor and Council Members are held on a staggered basis every other even year. The Mayor and Councilman at Large (Vice Mayor) are elected at-large, staggered two- year terms from the election of Council members. Five City Council members are elected by ward. The Mayor is the presiding officer of the Council. The Council is responsible for passing ordinances and resolutions, adopting the budget, appointing committees and appointing the City Manager who is the chief executive officer of the City. The City Manager is responsible for carrying out the policies, ordinances and resolutions of the Council, for overseeing day-to-day operations of the government and for appointing the heads of City departments. The City Council also appoints the City Attorney.

The City provides a wide range of municipal services including public safety (police, fire protection and emergency management), highway and street maintenance, public works, parks and recreation, development services (engineering, planning and code administration), solid waste collection and general administrative support services. The City also provides treatment of sewage collected via the City of Columbia wastewater system. Columbia Power & Water Systems provide electric power, water and broadband services in the Columbia service area. For fiscal year 2020, as proposed, there are 435 positions authorized, 369 full-time.

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NATIONAL & STATE ECONOMIC OUTLOOK

The U.S. economy continued its strong growth in 2018, with inflation-adjusted annualized growth rates of 2.2, 4.2, and 3.5 percent in quarters 1 through 3. The two most recent releases represent the largest half-year growth since mid-2014. Strong results are expected again in the fourth quarter, forecast to be 2.6 percent, bringing overall growth in 2018 to approximately 3.1 percent. This is a substantial increase on the 2.2 percent and 1.6 percent growth recorded in 2017 and 2016 respectively, and would represent the first time annual growth topped 3 percent since 2005.

Tennessee’s economy continues its lengthy expansion, one that could become the longest on record since the end of World War II. Most measures of economic activity continue to show healthy growth. Especially notable is the state unemployment rate which dipped to a record low 3.0 percent in September, followed by a similar showing in October, well below the nation’s rate of unemployment. Nonfarm job growth has also performed very well, including a 2.6 percent surge in 2016, compared to growth of only 1.8 percent for the national economy. Manufacturing job gains have also been sustained. Nominal personal income was up a modest 3.7 percent in 2016. Inflation-adjusted state gross domestic product saw a 2.6 percent gain in 2016 compared to growth of just 1.5 percent for the nation. Data for 2017 indicate further improvement in most measures of economic activity.

At the national-level some signs have already begun to show, with light vehicle sales beginning to taper off, and the housing market losing steam. With these patterns in mind, the short-term outlook for Tennessee calls for modest growth in 2018 and 2019 and then slower growth starting in 2020. In 2017 and 2018, economic growth was boosted by the 2017 Tax Act and Bipartisan Budget Act of 2018, in addition to high consumer and business confidence, and strong employment growth. As employment growth slows, and the effects of the tax cuts and budget act wane, we should see a weakening of economic growth in the upcoming years. Rising interest rates, a rising dollar in international currency markets and tariffs will also hold back growth. This is not a recessionary outlook, but a projection for slower, positive economic growth.

Based on the most recent official data released, nonfarm employment is projected to grow by 1.8 percent or 52,000 new jobs in 2018. This would be slightly faster than the 1.6 percent growth rate forecasted for U.S. jobs in 2018, which is equivalent to an increase of 2.4 million jobs nationwide. Nonfarm jobs in both the state and nation will follow a similar trajectory into 2019, with slightly lower growth before a marked slowdown in 2020. Manufacturing employment expanded by 1.4 percent in 2017, which was well above the national growth rate of 0.7 percent. However, manufacturing job growth in Tennessee is expected to slow to 1.0 percent in 2018 due in large part to a sluggish first quarter, and growth is projected to dampen to 0.6 percent by 2020.

Similarly, inflation-adjusted gross domestic product (GDP) in Tennessee is projected to advance by over 2.5 percent per year in both 2018 and 2019 but then weaken to 1.9 percent or below thereafter. One bright spot of the short-term forecast is nominal personal income, which will continue to see healthy growth, due to upward pressure from an already tight labor market.

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NATIONAL & STATE ECONOMIC OUTLOOK (cont’d)

Personal income is projected to increase by 4.3 percent in 2019 and 4.5 percent in 2020. However, income growth may slow in later years as job growth dampens.

The long-term forecast calls for nonfarm jobs up at a 0.7 percent compound annual growth rate (CAGR) compared in Tennessee between 2018 and 2028, a slight premium over the 0.6 percent rate of growth expected for the nation. Unemployment rates for the state and the nation will edge down through the ongoing expansion, and then inch upward as the economy returns to its trend performance in the early 2020s. Tennessee’s inflation-adjusted gross domestic product (GDP) advanced at a 1.8 percent CAGR between 2008 and 2018, with similar growth expected between 2018 and 2028. The U.S. will see largely similar growth between 2018 and 2028.

25

CITY OF COLUMBIA, TENNESSEE ORGANIZATION CHART

Management Information Systems

Finance Department

Fire & Rescue Department

City Recorder’s Office

Public Works (Streets & Sanitation)

Personnel Department

Development Services

Citizens of Columbia

City Council

Police Department

City Judge

Parks and Recreation

City Attorney

Wastewater Department

Assistant City Manager / CFO,

CMFO

City Manager

Notes:

Chief Financial Officer (CFO) Certified Municipal Finance Officer (CMFO) certified, each municipality in the state required to have a designated CMFO Tourism and Public Information functions are part of the City Manager’s Office.

26

CITY OF COLUMBIA, TENNESSEE ORGANIZATION OF GOVERNMENTAL & ENTERPRISE FUNDS

City of Columbia$66,248,140

Government Funds

GeneralFund

$33,864,094

Special Revenue Funds


$11,189,397

Debt Service Fund

$1,821,542

SanitationFund

$4,163,357

N & V Chief’s Fund

$80,000

DrugFund

$227,053

Street & Transportation

$70,100

Wastewater (Sewer) Fund$13,370,597

Enterprise Fund


$1,462,000

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General Enterprise Special Revenue Capital Projects Debt Service

City Council Wastewater (Sewer) State Street Aid Municipal Facilities Debt Service

Legal Services Streets/Transportation Transportation

Management Info Systems Narcotics and Vice Parks

City Manager's Office Drug

Finance Solid Waste (Sanitation)

City Recorder's Office

Personnel

General City Admin

Police

Fire & Rescue

Streets & Maintenance

Development Services

Parks & Recreation

Budgeted Fund Relationships

Relationship of Departments and Functions to Funds

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Policy or Res.

No.Policy Name Description Adopted

Last

Updated

14-51 Debt Management Policy Debt management policy

adopted per state law

10/6/2011 8/14/2014

13-15 Federal Tax Compliance

Policies for Tax-exempt

obligations

Federal Tax Compliance

Policies related to Tax-

exempt obligations

4/4/2013 4/4/2013

11-63 Fund Balance Policy Fund balance policy was

adopted per GASB 54

10/6/2011 10/6/2011

Trustee 040115 Funding Policy Trustee's Board retirement

funding policy

4/1/2015 4/1/2015

021419 Internal Controls Policy Established Internal

Controls Framework

2/14/2019 2/14/2019

110818 Investment Policy Guidance on City

investments, i.e.., type,

approvals and other

12/13/2018 12/13/2018

13-07 Open Records Policy Provides guidance to staff

on open records

2/7/2013 2/7/2013

CA 7.8 Operating Budget

Policies

Provides guidance on the

annual budget meeting

operating needs of the City

8/14/2014 8/14/2014

17-38 Public Records Policy Provides guidance to staff

on public records

administration

7/13/2017 7/13/2017

100418 Purchasing Policy City purchasing guidelines 8/1/2002 11/18/2018

CA 7.8 Revenue Policies Provides guidance on

municipal revenues

8/14/2014 8/14/2014

CA - Consent Agenda, item adopted via consent agenda on the date noted

Trustee - Trustee's Board (oversees pension and retiree health insurance plans)

Note: Click Policy Name to open policy document from the City's webpage at www.ColumbiaTn.com.

CITY FINANCIAL POLICIES


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http://www.columbiatn.com/UserFiles/Servers/Server_2587760/File/Government/Finance/Debt Management Policy 8-14-14.pdf

http://www.columbiatn.com/UserFiles/Servers/Server_2587760/File/Government/Finance/Tax Compliance Policies for Tax Exempt Bonds_Res. 13-15.pdf



http://www.columbiatn.com/UserFiles/Servers/Server_2587760/File/Government/Finance/Fund Balance Policy 10-06-11.pdf

http://www.columbiatn.com/UserFiles/Servers/Server_2587760/File/Government/Finance/funding policy signed.pdf

http://www.columbiatn.com/UserFiles/Servers/Server_2587760/File/Government/Finance/Internal Control Policy and Manual 021419.pdf

http://www.columbiatn.com/UserFiles/Servers/Server_2587760/File/Government/Finance/Exhibit A-Columbia Investment Policy_adopted_12.13.18.pdf

http://www.columbiatn.com/UserFiles/Servers/Server_2587760/File/Government/Finance/Open Records Policy_RES. NO. 13-07.pdf

http://www.columbiatn.com/UserFiles/Servers/Server_2587760/File/Government/Finance/Operating Budget Policies 8-14-14.pdf

http://www.columbiatn.com/UserFiles/Servers/Server_2587760/File/Government/Finance/Operating Budget Policies 8-14-14.pdf

http://www.columbiatn.com/UserFiles/Servers/Server_2587760/File/Government/Finance/RES. NO. 17-38 - A Resolution Adopting a Public Records Policy.pdf

http://www.columbiatn.com/UserFiles/Servers/Server_2587760/File/Government/Finance/Purchasing policy 101118.pdf

http://www.columbiatn.com/UserFiles/Servers/Server_2587760/File/Government/Finance/Revenue Policies 8-14-14.pdf

BUDGET FORMAT

I. BUDGET ORGANIZATION

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

pages, showing revenues and expenditures for each fund.

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

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

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

accomplishments and objectives for the coming year.

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

Management Information Systems. Supplemental Information at the end of the document include

a Personnel Schedule, a Glossary and a copy of the proposed budget ordinance and summary.

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

II. FINANCIAL STRUCTURE

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

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

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

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

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

grouped into four governmental fund types and three broad fund categories as follows:

A. Governmental Funds

GENERAL FUND

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

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

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

works, general government etc.).

SPECIAL REVENUE FUNDS

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

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

proceeds of specific revenue sources legally restricted to expenditures for specified

purposes.

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BUDGET FORMAT

DEBT SERVICE FUND

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

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

transfers from the General and Sanitation Funds and interest earnings.

CAPITAL PROJECTS FUND

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

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

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

and grants received by the City.

B. Proprietary Funds

C. Enterprise Fund

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

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

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

general public be financed or recovered primarily through user charges.

III. BASIS FOR BUDGETING

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

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

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

amended by the City Council.

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

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

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

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

amendment process).

31

BUDGET FORMAT

IV. BASIS OF ACCOUNTING

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

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

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

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

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

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

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

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

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

recognized when earned, and expenses are recognized when incurred.

32

BUDGET PROCEDURE

The Columbia Municipal Charter provides that no later than May 15, prior to the beginning of the fiscal year on July 1, the City Manager shall submit to the City Council a Proposed Budget for the next fiscal year, which presents a complete financial plan for the ensuing year and an accompanying message. In accordance with the City Charter, the following information must be provided: (a) a complete financial plan of all city funds and activities for the ensuing fiscal year (b) describe the important features of the budget, (c) indicate any major changes from the current year in financial policies, expenditures, and revenues together with the reasons for such changes, (d) summarize the City's debt position, including factors affecting the ability to raise resources through debt issues, and (e) include such other material as the City Manager deems desirable.

To ensure compliance with this Charter requirement, a budget schedule is prepared to facilitate the decision-making process by providing overall direction to City departments. In early January, city departments begin assessing new resource needs for the coming year relative to capital equipment, including fleet; maintenance requirements; automation services; and, proposed new or expanded work programs. Budget forms are distributed to all city departments. Budget requests and supporting documentation are prepared by individual departments and submitted by the end of January for the Finance Department and the City Manager's review.

A self-evaluation of the departments' non-routine work plan for the current year is initiated at the beginning of the calendar year and used in the subsequent preparation and development of the proposed work plan for the upcoming year. The budget documentation submitted includes a statement of proposed departmental goals and objectives, performance measures, an estimate on the status of performance at the end of the current year as well as traditional object code line item expenditure requests and justification for maintaining budgeted funds and for all expanded expenditure requests.

During February and March, the Finance Department staff reviews budget submissions and prepares information for the budget review sessions with the City Manager followed by one-on-one meetings with Management Team staff. The Finance Department compiles a draft Capital Improvements Plan and incorporates the plan into the budget book. Generally, the last half of March is set aside for additional budget review sessions with the City Manager, CFO and department heads. Departmental objectives, measures of performance and operating budgets are refined for consolidation in the Proposed Budget document during late March and April. Expenditure and revenue projections for the current fiscal year and estimates for the proposed fiscal year and thereafter are updated with the latest available data. This information permits final adjustments to routine operating expenditures and new and expanded programs for inclusion in the Proposed Budget.

The City Manager's Proposed Budget for the upcoming fiscal year is presented to the City Council by early May for initial review. At least one Special Budget Work Session is held with the City Council by mid-May to review the proposed operating budget and proposed non-routine work plan. This session provides the opportunity for the City Council to ask questions about the Proposed Budget and to request additional information as needed. Additional Special Budget Work Sessions are scheduled as needed.

33

BUDGET PROCEDURE

After the Special Budget Work Session, the City Council discusses the Proposed Budget for first and second consideration with a public hearing scheduled prior to second and final consideration and approval of the Appropriations and Tax Levy Ordinances. The public hearing is noticed in the newspaper of record according to Charter, requiring a tentative appropriation ordinance be published in the official newspaper not less than one (1) week prior to consideration by the Council. The first/second consideration and public hearing provides formal citizen input to the City Council on decisions and issues related to the Budget. The first consideration of the Appropriations and Tax Levy Ordinances is held at the regular meeting in May for the City Council to formally consider, amend as may be deemed necessary and adopt on first consideration. By June with the approval of second and final considerations of the Appropriations Ordinance and Tax Levy Ordinance, the Council effectively adopts the Budget for the new fiscal year beginning July 1, and sets the tax rate to fund the budget.

Amendments may be made to the original appropriations ordinance at any time during a current fiscal year. Except for emergency expenditures, however, increased appropriations may be made only after first and second consideration of an appropriation amendment. The City Manager may make adjustments within the budgets of each department.

The City of Columbia’s budget process has evolved into a comprehensive financial management system. Refinements and modifications are made to the process each year as needed to maintain a state-of-the-art budget system always.

34


Budget Calendar FY 2020

January 9 ……………………….. Distribute budget forms to departments

January 9-January 25 ………… Departments prepare their budgets (and all revenue projections) and turn in no later than 4:30 p.m. 1/25/2019 (Friday)

January 25..…………………….. Preliminary revenue projections due from City Recorder’s Office

February 4-15 …………………. Individual Management Team member meetings with the City Manager & Assistant City Manager/CFO

February 18- April 27…………. Complete budget documents for presentation

April 4…………………………… Wastewater budget discussion at April Study Session

May 7...…………………………. Special Budget study session with City Council 4:00 p.m.

May 9…………………………… First consideration of appropriation ordinance for FY 2020 budget

Additional meetings with the City Council will be held as necessary between first and second consideration.

June 13………………………….. Second consideration at the City Council’s June 2019 regular meeting

35

LONG-TERM GOALS & OBJECTIVES:

Columbia 2019-2024-2034 Plan

36

COLUMBIA VISION 2034

Columbia Vision 2034

Columbia 2034 is a HISTORIC COMMUNITY

with NATURAL BEAUTY and the REGIONAL

HUB FOR SOUTH CENTRAL TENNESSEE.

Columbia 2034 has an ACTIVE DOWNTOWN,

a choice of LIVABLE NEIGHBORHOODS, and

a GROWING ECONOMY.

Columbia 2034 has tremendous COMMUNITY SPIRIT,

and is a GREAT PLACE TO LIVE!

37

2019 STRATEGIC PLAN, COLUMBIA 2019-2024-2034

BACKGROUND: The 2019 Strategic Plan, a.k.a., Columbia 2019-2024-2034, will be proposed for adoption by the City Council as the city’s official strategic plan on June 13, 2019. The annual plan followed from preliminary questionnaires from all city departments and interviews with the Mayor, Vice Mayor and City Council Members, City Manager and City Attorney. The city’s strategic planning consultant met with the City Council, City Manager and Assistant City Manager and the city’s Management Team for three (3) days of meetings at City Hall from February 25-27, 2019.

Goals, objectives and projects for FY 2020 were identified and incorporated in Columbia 2019-2024-2034. A Citizen Summit was facilitated in 2015, soliciting citizen-driven feedback on the vision, mission statement and key goals. Columbia 2019-2024-2034 may be found on the City’s website at www.ColumbiaTn.com at the bottom of page.

POLICY –

Is an issue that needs direction or a policy decision by the Council; or needs a major funding decision by the Council; or an issue that needs Council leadership by the governing body in the community; or with other governmental bodies (city government, other city governments, state government, federal government) – questions of “WHAT: IS THE DIRECTION; IS THE GOAL; IS THE BUDGET OR RESOURCES; IS THE CITY'S POLICY OF REGULATION?”

MANAGEMENT –

A management action which the Council has set the overall direction and provided initial funding (e.g. phased project), may require further Council action on funding; or a major management project particularly multiple years (e.g. upgrade to the information system)-questions of “HOW: DO WE ADDRESS THE ISSUE, MANAGE THE CITY; IMPLEMENT A DECISION OR PROGRAM; CAN WE IMPROVE THE MANAGEMENT OR ORGANIZATIONAL PROCESS?”

MANAGEMENT IN PROGRESS –

A management or organization action which Council has set the direction, needs staff work before going to Council for direction next year or beyond, no choice mandated by an outside governmental agency or institution, management process improvement budgeted or funded by the Council.

MAJOR PROJECT –

A capital project funded in the CIP or by Council action which needs design or to be constructed (e.g. road project, city facility project, park project, etc.).

City of Columbia’s Strategic Plan Goals 2019-2034

38

City of Columbia Goals 2019-2024

1. Financially Responsible City Providing Excellent Services

2. Upgraded Streets, Improved Transportation System

3. Growing City Economy

4. More Attractive, Livable City

5. Fantastic Downtown

39

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46

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47

Str

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in t

he

com

munit

y

4.

Par

ents

involv

ed w

ith t

hei

r ch

ildre

n

5.

Incl

usi

ve

com

munit

y w

ith d

iver

se p

opula

tion

6.

Str

ong f

aith

bas

ed i

nst

ituti

ons

work

ing t

oget

her

and

contr

ibu

ting t

o t

he

com

munit

y

7.

Com

mu

nit

y o

rgan

izat

ions

and n

on

pro

fit

gro

ups

wit

h

acti

ve

par

tici

pat

ion

P

RIN

CIP

LE

H

GR

EA

T P

LA

CE

TO

LIV

E

M

ean

s

1.

Sm

all

tow

n, hom

e to

wn f

eeli

ng

2.

Fri

endly

, w

elco

min

g c

om

munit

y

3.

Conven

ient

dai

ly l

ivin

g

4.

Avai

labil

ity o

f re

crea

tion

and l

eisu

re o

pport

unit

ies

5.

Fam

ily o

rien

ted c

om

mun

ity f

or

all

gen

erat

ions

6.

Pote

nti

al f

or

the

futu

re

7.

Qual

ity s

cho

ols

and e

duca

tional

pro

gra

ms

for

life

long

lear

nin

g

8.

Res

iden

ts f

eeli

ng s

afe

and s

ecure

9.

Avai

labil

ity o

f to

p q

ual

ity m

edic

al a

nd h

ealt

hca

re s

ervic

es

10.

Cen

tral

loca

tion w

ith e

asy a

cces

s to

Nas

hvil

le m

etro

are

a

48

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

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CO

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CIT

Y G

OV

ER

NM

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T:

MIS

SIO

N A

ND

SE

RV

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S

49

Str

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ic P

lan:

20

19

– 2

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10

Colu

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E M

ISS

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TH

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)

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)

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50

Str

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11

Colu

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PR

INC

IPL

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LO

W C

OS

T G

OV

ER

NM

EN

T

M

ean

s

1.

Mai

nta

inin

g l

ow

tax

rat

e an

d f

ees

2.

Mai

nta

inin

g l

ow

lev

el o

f fi

nan

cial

res

erv

es

3.

Del

iver

ing s

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es i

n a

n e

ffic

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low

cost

man

ner

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Res

pondin

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o c

riti

cal

faci

lity

and i

nfr

astr

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pro

ble

ms

when

they o

ccur

5.

Support

ing c

om

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ven

ts w

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o c

ost

rec

over

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6.

Pro

vid

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mplo

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pen

sati

on a

t or

bel

ow

50

% o

f

the

mar

ket

7.

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erag

ing c

ity r

esourc

es t

hro

ugh g

rants

and o

uts

ide

fundin

g s

ourc

es

8.

Sel

ecti

vel

y p

rovid

ing m

atch

ing d

oll

ars

for

gra

nts

P

RIN

CIP

LE

2

MU

NIC

IPA

L S

ER

VIC

ES

M

ean

s

1.

Del

iver

ing a

min

imal

acc

epta

ble

lev

el o

f m

unic

ipal

serv

ices

2.

Req

uir

ing e

mplo

yee

s to

mai

nta

in t

hei

r know

led

ge

and

skil

ls o

n t

hei

r ow

n

3.

Sel

ecti

vel

y r

espondin

g t

o f

eder

al a

nd s

tate

man

dat

es

and r

egula

tory

req

uir

emen

ts

4.

Res

pondin

g t

o c

riti

cal

faci

lity

and i

nfr

astr

uct

ure

pro

ble

ms

when

they o

ccur

5.

Ret

ainin

g c

ity e

mplo

yee

s

6.

Pro

vid

ing r

elia

ble

bas

ic s

ervic

es n

eces

sary

for

dai

ly

livin

g

7.

Mai

nta

inin

g l

andsc

apin

g a

nd m

edia

ns

at a

min

imal

,

acce

pta

ble

lev

el

51

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

/May

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12

PR

INC

IPL

E 3

RE

SP

ON

SIV

E T

O T

HE

CU

ST

OM

ER

S

M

ean

s

1.

Pro

vid

ing a

tim

ely e

mer

gen

cy r

esponse

2.

Pro

vid

ing q

ual

ity a

thle

tic

fiel

ds

for

recr

eati

on a

nd t

ourn

amen

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3.

Subsi

diz

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om

munit

y e

ven

ts o

r fe

stiv

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at n

o c

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to t

he

sponso

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4.

Solv

ing t

he

cust

om

ers

pro

ble

m w

ithin

leg

al c

onst

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ts

5.

Ret

urn

ing c

ust

om

er p

hon

e ca

lls

and c

om

munic

atio

ns

in a

tim

ely m

anner

6.

Lis

tenin

g t

o a

nd g

ivin

g t

he

cust

om

er w

hat

they w

ant

7.

Pro

vid

ing t

he

cust

om

er e

asy a

cces

s to

cit

y i

nfo

rmat

ion a

nd s

ervic

es

52

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

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13

Colu

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Cit

y G

ove

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Mu

nic

ipal

Ser

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s

NO

CH

OIC

E

Go

ver

n t

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Cit

y

Ma

na

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Pu

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c R

eco

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n, M

an

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e S

torm

Wa

ter S

yst

em

Pla

n f

or,

Res

po

nd

to

an

d R

eco

ver

fro

m a

n E

mer

gen

cy

53

Str

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lan:

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14

CH

OIC

E –

DA

ILY

LIV

ING

En

forc

e L

aw

s a

nd

Ord

ina

nce

s

Co

llec

t, T

rea

t a

nd

Dis

po

se W

ast

ew

ate

r

Pla

n, B

uil

d a

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inta

in R

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an

d B

rid

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n f

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the

Cit

y’s

Fu

ture

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te L

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d U

ses

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evel

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t Q

ua

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Pre

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e F

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mer

gen

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isp

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Ro

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no

mic

Gro

wth

/Cre

ate

a P

osi

tiv

e C

lim

ate

for

Bu

sin

ess

Inv

estm

ents

54

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

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/May

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15

QU

AL

ITY

OF

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LIV

AB

LE

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ffic

Flo

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ntr

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ild

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inta

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isa

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des

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Pa

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s: A

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ssiv

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om

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sin

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ent

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55

Str

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CO

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UN

ITY

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pec

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Ev

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, F

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ER

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AS

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hel

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inta

in a

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Po

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Pro

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e R

ecre

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al

Cla

sses

, P

rog

ram

s a

nd

Act

ivit

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56

Str

ateg

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lan:

20

19

– 2

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4 –

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17

CIT

Y O

F C

OL

UM

BIA

PL

AN

201

9 –

202

4

57

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

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18

Cit

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Colu

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Goals

202

4

Fin

an

cia

lly

Res

po

nsi

ble

Cit

y P

rovid

ing

Exce

llen

t S

erv

ices

Up

gra

ded

Str

eets

, Im

pro

ved

Tra

nsp

ort

ati

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Sy

stem

Gro

win

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ity E

con

om

y

Mo

re A

ttra

ctiv

e, L

iva

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Cit

y

Fan

tast

ic D

ow

nto

wn

58

Str

ateg

ic P

lan:

20

19

– 2

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4 –

20

34

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19

Goal

1

Fin

an

cia

lly

Res

pon

sib

le C

ity P

rov

idin

g E

xce

llen

t S

erv

ices

OB

JE

CT

IVE

S

1.

Hav

e ad

equat

e re

ven

ues

to s

up

port

def

ined

Cit

y s

ervic

es,

serv

ice

lev

els

and t

o m

ainta

in c

ity f

acil

itie

s an

d

infr

astr

uct

ure

2.

Upgra

de

Cit

y i

nfr

astr

uct

ure

and f

acil

itie

s w

ith a

ppro

pri

ate

fundin

g

3.

Del

iver

Cit

y s

ervic

es i

n t

he

most

cost

eff

ecti

ve,

eff

icie

nt

man

ner

4.

Hav

e a

pro

fess

ional

, sk

ille

d C

ity w

ork

forc

e ded

icat

ed t

o

serv

ing t

he

com

munit

y

5.

Mai

nta

in r

eser

ves

consi

sten

t w

ith C

ity p

oli

cy a

nd

nat

ional

ly r

eco

gniz

ed s

tandar

ds

6.

Mai

nta

in o

r im

pro

ve

“AA

+”

bond r

atin

g

7.

Hav

e ad

equat

e re

sourc

es t

o m

ainta

in C

ity f

acil

itie

s an

d

infr

astr

uct

ure

M

EA

NS

TO

RE

SID

EN

TS

1.

Val

ue

for

tax

doll

ars

and f

ees.

2.

Rel

iable

del

iver

y o

f ci

ty s

ervic

es n

eces

sary

for

dai

ly

livin

g.

3.

Tim

ely r

esponse

to a

n e

mer

gen

cy c

all

for

serv

ice.

4.

Cust

om

er f

rien

dly

cit

y s

ervic

es.

5.

Pro

tect

ion o

f pro

per

ty v

alues

.

6.

Confi

den

ce i

n t

he

city

as

a fi

nan

cial

ly r

esponsi

ble

stew

ard.

59

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

/May

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and

Cit

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20

SH

OR

T T

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M C

HA

LL

EN

GE

S

AN

D O

PP

OR

TU

NIT

IES

1.

Ris

ing c

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s of

Cit

y o

per

atio

ns:

pen

sion

s, h

ealt

hca

re, ra

w

mat

eria

ls, la

ndfi

ll f

ees

2.

Hir

ing a

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eten

tion o

f C

ity e

mplo

yee

s w

ho a

re d

edic

ated

to s

ervin

g t

he

Colu

mbia

com

munit

y

3.

Def

inin

g a

nd p

riori

tizi

ng C

ity s

ervic

es a

nd l

evel

s of

serv

ices

4.

Hig

hly

com

pet

itiv

e en

vir

onm

ent

for

Cit

y e

mplo

yee

s

5.

Pote

nti

al e

conom

ic r

eces

sion i

mpac

ting C

ity r

even

ues

6.

Fundin

g f

or

maj

or

Cit

y f

acil

ity a

nd

infr

astr

uct

ure

upgra

des

or

repla

cem

ent

7.

Act

ions

by S

tate

of

Ten

nes

see

impac

tin

g C

ity f

inan

ces

and s

ervic

es;

and r

edu

cin

g r

even

ue

sou

rces

, an

d p

ro

county

att

itude

8.

Incr

easi

ng s

ecuri

ty t

hre

ats

from

inte

rnet

L

ON

G T

ER

M C

HA

LL

EN

GE

S

AN

D O

PP

OR

TU

NIT

IES

1.

Agin

g C

ity w

ork

forc

e an

d p

ote

nti

al l

oss

of

inst

ituti

onal

know

ledge

2.

Addre

ssin

g C

ivil

Ser

vic

e R

eform

3.

Fundin

g f

or

equip

men

t an

d v

ehic

le r

epla

cem

ent

4.

Unce

rtai

n c

ondit

ion o

f C

ity f

acil

itie

s nee

din

g

mai

nte

nan

ce,

renovat

ion o

r re

pla

cem

ent

5.

Les

s doll

ars

avai

lable

fro

m g

rants

, la

ck o

f m

atch

ing

doll

ars,

and c

ost

of

adm

inis

trat

ion r

eport

ing

6.

Imple

men

tin

g a

nd f

undin

g f

ull

im

ple

men

tati

on o

f th

e

com

pen

sati

on s

tud

y

7.

Wil

lingnes

s to

fund m

ainte

nan

ce a

nd s

ervic

e gro

wth

8.

Lim

ited

addit

ional

Cit

y o

rgan

izat

ion c

apac

ity w

ith

gro

win

g s

ervic

e dem

ands

9.

Conti

nuin

g t

o m

eet

requir

emen

ts a

nd b

ench

mar

ks

of

EP

A

60

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

/May

or

and

Cit

y C

ou

nci

l/C

olu

mb

ia,

Ten

nes

see

Co

pyri

ght

© 2

01

9:

Lyle

Su

mek A

sso

ciat

es,

Inc.

Pro

ject

19

020

5

21

PO

LIC

Y A

CT

ION

S 2

019

1.

Com

munit

y E

ven

ts P

oli

cy

Hig

h P

riori

ty

2.

Cit

y E

mplo

yee

Com

pen

sati

on

H

igh

Pri

ori

ty

3.

Str

eet

Condit

ion A

sses

smen

t S

tud

y

MA

NA

GE

ME

NT

AC

TIO

NS

20

19

1.

Maj

or

Inci

den

t P

rep

arat

ion

T

op P

riori

ty

2.

Em

plo

yee

Tal

ent

Dev

elo

pm

ent

Pro

gra

m

Top P

riori

ty

3.

Leg

isla

tiv

e A

gen

da

and C

ity A

dvoca

cy

T

op P

riori

ty

4.

Anim

al S

hel

ter

Contr

act

Top P

riori

ty

5.

Em

ergen

cy F

uel

Sto

rage

Top P

riori

ty

6.

Veh

icle

and E

quip

men

t R

epla

cem

ent

Pla

n

Hig

h P

riori

ty

7.

Cit

y S

oci

al M

edia

Poli

cy

Hig

h P

riori

ty

8.

Cit

yw

ide

Div

ersi

ty R

epo

rt

Hig

h P

riori

ty

9.

Man

agem

ent

and E

mplo

yee

Succ

essi

on

Hig

h P

riori

ty

P

lannin

g a

nd P

rogra

m

10.

EP

A A

dm

inis

trat

ive

Conse

nt

Dec

ree

Hig

h P

riori

ty

11.

Was

tew

ater

Tre

atm

ent

Pla

nt

Syst

em

12.

Cit

y H

all

Vid

eo S

ecu

rity

Syst

em F

undin

g

13.

Mobil

e D

evic

e M

anag

emen

t (M

DM

)

Fundin

g

14.

Pro

acti

ve

Com

munic

atio

n P

osi

tion a

nd

Str

ateg

y

15.

Eas

t 9

th/S

outh

Mai

n S

torm

wat

er P

roje

ct

MA

NA

GE

ME

NT

IN

PR

OG

RE

SS

20

19

1.

Win

dow

s 10

: U

pgra

de

2.

Hea

lth I

nsu

rance

Annual

Rev

iew

3.

Cit

y I

nves

tmen

t P

rogra

m:

Imple

men

tati

on

4.

Appli

cant

Tra

ck

5.

Cit

y D

rones

: R

eport

6.

Ele

ctro

nic

Per

sonn

el A

ctio

n F

orm

7.

Fir

e: A

dm

inis

trat

ive

Chie

f

8.

AL

S E

quip

men

t: I

mpro

vem

ents

9.

Movin

g C

ash o

ut

of

Evid

ence

Lo

ck U

p

10.

Quin

t A

ppar

atus:

Purc

has

e

11.

Res

cue

1 U

pgra

de

12.

Em

plo

yee

Fil

es S

cannin

g

13.

Conti

nuit

y o

f O

per

atio

ns

Pla

n

14.

Tab

lets

/Des

kto

ps/

Ser

ver

s R

epla

cem

ent

15.

Fir

e D

epar

tmen

t S

oft

war

e: E

SO

and A

ladtr

ee

16.

Counci

l C

ham

ber

Audio

– V

isual

Upgra

des

17.

Win

dow

s S

erver

/Dom

ain C

ontr

oll

er:

Upgra

de

18.

Rec

eipti

ng S

oft

war

e: U

pgra

de

19.

Publi

c S

afet

y T

rain

ing F

acil

ity:

Gra

nt

20.

Pro

per

ty T

ax W

ebsi

te

21.

Fin

anci

al a

nd A

ccounti

ng S

oft

war

e: U

pdat

e

22.

AD

A A

sses

smen

t an

d C

om

pli

ance

Pla

n

a.

Str

eets

b.

Par

ks

c.

Sid

ewal

ks

61

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

/May

or

and

Cit

y C

ou

nci

l/C

olu

mb

ia,

Ten

nes

see

Co

pyri

ght

© 2

01

9:

Lyle

Su

mek A

sso

ciat

es,

Inc.

Pro

ject

19

020

5

22

MA

NA

GE

ME

NT

IN

PR

OG

RE

SS

20

19

23.

Cit

y-o

wned

Pro

per

ty:

Dir

ecti

on

24.

Cit

y H

all

Par

kin

g S

ignag

e

25.

Com

pre

hen

sive

Annual

Fin

anci

al R

epo

rt:

Pre

par

atio

n

26.

Mic

roso

ft E

xch

ange

Ser

ver

27.

Onli

ne

Appli

cati

on/O

nli

ne

Tax

and F

ee P

aym

ents

28.

Pap

er F

ree

Solu

tions:

Work

flow

29.

Off

ice

Gat

e: I

nst

alla

tion

30.

Nex

t G

ener

atio

n C

yb

er S

ecuri

ty

MA

JO

R P

RO

JE

CT

S 2

01

9

1.

Cit

y H

all

Saf

ety G

lass

2.

Sec

uri

ty C

amer

as

a.

Fir

e S

tati

on 4

b.

Fir

e S

tati

on 5

3.

Publi

c W

ork

s F

acil

ity B

ack U

p G

ener

ator

4.

GE

Mai

n L

ift/

San

ta F

e P

ike

Pum

p S

tati

on R

enovat

ion

5.

Sew

er R

ehab

ilit

atio

n P

roje

cts

6.

Rad

io T

ow

ers

(2)

[CP

WS

]

7.

Fir

e S

tati

on #

3:

Const

ruct

ion

8.

Cit

y H

all

Up

gra

de

O

N T

HE

HO

RIZ

ON

2020 –

20

24

1.

Ret

irem

ent

Pro

gra

m:

Rev

iew

and D

irec

tion

2.

Sch

ools

Par

tner

ship

Pro

ject

s

3.

Futu

re F

ire

Sta

tions:

Dir

ecti

on

4.

Cit

y E

mplo

yee

Rec

ruit

men

t an

d R

eten

tion

5.

Dom

ain C

ontr

ol/

eMai

l S

erver

s: F

undin

g

6.

Lib

rary

: C

ity R

ole

, F

acil

ity a

nd F

undin

g

7.

Cit

y E

mplo

yee

Bonus:

Dir

ecti

on

8.

Civ

il S

ervic

e R

eform

: D

irec

tion

9.

Poli

ce H

irin

g S

tandar

ds:

Rev

iew

and D

irec

tion

10.

Cit

y H

all

Up

gra

des

: D

irec

tion a

nd F

undin

g

11.

Eas

t 29

th S

tree

t/S

outh

Mai

n S

torm

wat

er P

roje

ct:

Dir

ecti

on

and F

undin

g

12.

Sola

r P

rogra

m:

Dev

elop

men

t

13.

Rad

io C

om

munic

atio

ns

Upgra

de:

Dir

ecti

on a

nd F

undin

g

14.

Fin

anci

al P

lan a

nd P

roje

ctio

ns:

Updat

e an

d R

evie

w

15.

Pro

acti

ve

Cit

y C

orp

ora

te C

om

munic

atio

ns

Str

ateg

y:

Dir

ecti

on a

nd F

undin

g

16.

Fir

e F

acil

itie

s U

pgra

de:

Dir

ecti

on a

nd F

undin

g

17.

Fundin

g f

or

Cit

y S

ervic

es a

nd C

om

munit

y I

nves

tmen

t

18.

Bro

adb

and:

Advoca

cy

19.

San

itat

ion S

ervic

es:

Eval

uat

ion R

eport

and D

irec

tion

Wat

er S

hed

s S

tud

y

a.

Big

by C

reek

b.

Sunnysi

de

20.

Mow

ing S

ervic

es C

ontr

act:

Eval

uat

ion a

nd D

irec

tion

21.

Com

pute

r B

ased

Tra

inin

g P

rogra

m

22.

Appar

atus

Mai

nte

nan

ce/F

ire

Cer

tifi

ed M

ech

anic

23.

Poli

ce S

taff

ing:

Rep

ort

, D

irec

tion a

nd F

undin

g

62

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

/May

or

and

Cit

y C

ou

nci

l/C

olu

mb

ia,

Ten

nes

see

Co

pyri

ght

© 2

01

9:

Lyle

Su

mek A

sso

ciat

es,

Inc.

Pro

ject

19

020

5

23

Goal

2

Up

gra

ded

Str

eets

, Im

pro

ved

Tra

nsp

ort

ati

on

Sy

stem

OB

JE

CT

IVE

S

1.

Upgra

de

condit

ion o

f st

reet

s

2.

Impro

ve

Eas

t – W

est

con

nec

tivit

y

3.

Impro

ve

sidew

alks

and c

onnec

tivit

y

4.

Pla

n f

or

futu

re g

row

th a

nd d

evel

opm

ent

5.

Incr

ease

str

eet

cap

acit

y t

o i

mpro

ve

acce

ss m

anag

emen

t

6.

Dev

elop

mult

i-m

odal

publi

c tr

ansp

ort

atio

n o

pti

ons

M

EA

NS

TO

RE

SID

EN

TS

1.

Sm

ooth

er r

ide

– f

ewer

“p

oth

ole

s.”

2.

Acc

epta

ble

, pre

dic

table

tra

vel

tim

es.

3.

Pro

tect

ion o

f pro

per

ty v

alues

.

4.

Les

s fr

ust

rati

on t

hro

ugh i

mpro

ved

tra

ffic

flo

w.

5.

Opti

on o

f pu

bli

c tr

ansp

ort

atio

n.

63

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

/May

or

and

Cit

y C

ou

nci

l/C

olu

mb

ia,

Ten

nes

see

Co

pyri

ght

© 2

01

9:

Lyle

Su

mek A

sso

ciat

es,

Inc.

Pro

ject

19

020

5

24

SH

OR

T T

ER

M C

HA

LL

EN

GE

S

AN

D O

PP

OR

TU

NIT

IES

1.

Fundin

g f

or

sidew

alks

2.

Lac

k o

f si

dew

alks

and c

om

munit

y w

alkab

ilit

y

3.

Sig

nal

izat

ion o

n C

olu

mbia

Rock

Road

and r

eali

gn

men

t

wit

h B

aker

Road

4.

Fundin

g f

or

road

res

urf

acin

g/p

avin

g/p

rese

rvat

ion

5.

Fundin

g f

or

mat

chin

g d

oll

ars

on g

rant

pro

ject

s

6.

Incr

easi

ng t

raff

ic v

olu

me

and c

on

ges

tion

7.

Lac

k o

f bik

e p

aths,

bik

e la

nes

and b

ike

route

s

L

ON

G T

ER

M C

HA

LL

EN

GE

S

AN

D O

PP

OR

TU

NIT

IES

1.

Cit

y v

iew

vs.

War

d v

iew

2.

Lac

k o

f tr

oll

ey r

ider

ship

3.

Tap

pin

g i

nto

RT

A m

emb

ersh

ip a

nd M

PO

4.

Pla

nnin

g a

nd

fundin

g f

or

futu

re t

ransp

ort

atio

n n

eeds

and

pro

ject

s

5.

Lac

k o

f in

term

od

al t

ransp

ort

atio

n s

yst

em

6.

Inte

rsec

tion i

mpro

vem

ents

, w

ith l

eft

turn

lan

es/r

ight

lanes

7.

Rig

ht-

of-

way m

ainte

nan

ce

64

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

/May

or

and

Cit

y C

ou

nci

l/C

olu

mb

ia,

Ten

nes

see

Co

pyri

ght

© 2

01

9:

Lyle

Su

mek A

sso

ciat

es,

Inc.

Pro

ject

19

020

5

25

PO

LIC

Y A

CT

ION

S 2

019

1.

Bea

r C

reek

Pik

e “F

ou

r L

anin

g”:

Advoca

cy

Top P

riori

ty

2.

Str

eet

Lig

hts

to L

ED

H

igh P

riori

ty

MA

NA

GE

ME

NT

AC

TIO

NS

20

19

1.

Iron B

ridg

e R

oad

: F

undin

g

MA

JO

R P

RO

JE

CT

S 2

019

1.

Nort

h G

atew

ay S

ign a

nd L

andsc

apin

g

2.

Bea

r C

reek

Pik

e/N

ashvil

le H

igh

way

Inte

rsec

tion:

Des

ign

3.

Fir

e S

tati

on 3

Tra

ffic

Sig

nal

: D

esig

n a

nd

Inst

alla

tion

4.

2019 P

avin

g C

ontr

act

Pro

ject

s

5.

Wes

t 7

th S

tree

t S

tree

tsca

pe:

Phas

e 1

6.

Wes

t 6

th S

tree

t P

roje

ct

ON

TH

E H

OR

IZO

N 2

020 –

20

24

1.

Str

eet

Pav

ing:

Fundin

g

2.

Bak

er R

oad

/Colu

mbia

Rock

Road

: A

lignm

ent,

Sig

nal

s

and D

irec

tion

3.

Hig

hla

nd P

ark E

lem

enta

ry A

fter

Sch

ool

Pic

k U

p:

Rep

ort

and D

irec

tion

4.

RO

W M

ainte

nan

ce:

Dir

ecti

on a

nd F

undin

g

5.

Way

findin

g S

ignag

e (C

ityw

ide)

: D

irec

tion

6.

Sid

ewal

k P

oli

cy a

nd P

rogra

m:

Dir

ecti

on a

nd F

un

din

g

7.

Hig

hw

ay 5

0/H

igh

way 4

12 R

ight

Turn

Lan

es:

Dir

ecti

on

8.

Lef

t T

urn

Lan

e at

Arm

ory

Ex

pan

sion

: D

irec

tion

9.

Tre

es/F

low

ers

on S

tree

t: D

irec

tion a

nd F

undin

g

10.

Tom

Hit

ch P

arkw

ay/R

RX

Bri

dge

Rep

airs

: D

irec

tion a

nd

Fundin

g

11.

6th

Str

eet

to T

om

Hit

ch C

onnec

tor:

Dir

ecti

on a

nd F

undin

g

12.

Tro

lley

Ser

vic

e (1

st F

riday

)

13.

Shad

y B

rook D

rive

(to J

ames

Cam

pbel

l B

oule

var

d)

14.

Eas

t/W

est

Connec

tor

to I

-65

15.

Tom

Hit

ch a

nd H

igh

way 5

0 S

ignal

: F

undin

g

16.

Nort

h-S

outh

Alt

ernat

ive

Route

17.

Wes

t 7

th S

tree

t P

roje

ct:

Phas

e 2

18.

Mas

s T

ransi

t O

pti

ons

to N

ashvil

le:

Stu

dy a

nd D

irec

tion

65

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

/May

or

and

Cit

y C

ou

nci

l/C

olu

mb

ia,

Ten

nes

see

Co

pyri

ght

© 2

01

9:

Lyle

Su

mek A

sso

ciat

es,

Inc.

Pro

ject

19

020

5

26

Goal

3

Gro

win

g C

ity E

con

om

y

OB

JE

CT

IVE

S

1.

Dev

elop

touri

sm o

pport

unit

ies:

sport

s, h

isto

ry,

ecoto

uri

sm

2.

Ex

pan

d q

ual

ity r

etai

l an

d r

esta

ura

nt

busi

nes

ses:

Jam

es

Cam

pbel

l C

orr

idor,

Hig

hw

ay 3

1 N

ort

h,

I-65 I

nte

rchan

ge

3.

Conti

nue

to d

evel

op C

olu

mbia

’s r

eputa

tion a

s a

“busi

nes

s-

frie

ndly

” C

ity

4.

Rev

ital

ize

the

Jam

es C

ampbel

l C

orr

idor

5.

Incr

ease

the

num

ber

of

qual

ity, ta

rget

ed b

usi

nes

ses

loca

ted w

ithin

the

Cit

y

6.

Ret

ain a

nd e

xpan

d m

edic

al a

nd h

ealt

hca

re b

usi

nes

ses

7.

More

pro

fess

ional

and h

igher

payin

g q

ual

ity j

ob

opport

unit

ies

for

resi

den

ts

8.

Dev

elop

via

ble

“A

rts

Dis

tric

t”

M

EA

NS

TO

RE

SID

EN

TS

1.

Opport

unit

ies

to s

tart

and g

row

a b

usi

nes

s.

2.

Opport

unit

ies

to l

ive

nea

r w

ork

res

ult

ing i

n m

ore

per

sonal

tim

e.

3.

More

div

erse

tax

bas

e re

duci

ng t

he

tax

burd

en o

n

hom

eow

ner

s.

4.

Gre

ater

ret

ail

choic

es a

nd c

onven

ience

in d

aily

liv

ing.

66

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

/May

or

and

Cit

y C

ou

nci

l/C

olu

mb

ia,

Ten

nes

see

Co

pyri

ght

© 2

01

9:

Lyle

Su

mek A

sso

ciat

es,

Inc.

Pro

ject

19

020

5

27

SH

OR

T T

ER

M C

HA

LL

EN

GE

S

AN

D O

PP

OR

TU

NIT

IES

1.

Def

inin

g t

he

Cit

y’s

role

and t

ools

for

econom

ic

dev

elopm

ent:

TIF

, fe

e st

ruct

ure

2.

Pote

nti

al f

or

touri

sm e

xpan

sion

: sp

ort

s, h

isto

ric,

recr

eati

onal

and a

rts

3.

Work

ing w

ith M

aury

All

iance

, S

tate

Eco

nom

ic

Dev

elop

men

t C

om

mis

sion a

nd T

VA

4.

Dev

elop

ing i

ndust

rial

par

k

5.

Att

ract

ing “

hig

h e

nd”

fast

foods

6.

Colu

mbia

Sta

te C

oll

ege

coord

inat

ing p

rogra

m e

xpan

sion

linked

to

curr

ent

job o

pp

ort

unit

ies

and n

eeds

wit

h

Tec

hnic

al S

chools

and N

ort

hfi

eld, an

d s

hif

ting r

esourc

es

and a

dm

inis

trat

ion n

ort

h

7.

Lac

k o

f w

ork

forc

e w

ith b

asic

and i

ndust

rial

skil

ls

L

ON

G T

ER

M C

HA

LL

EN

GE

S

AN

D O

PP

OR

TU

NIT

IES

1.

Imple

men

tin

g a

nd f

undin

g t

he

Jam

es C

ampbel

l C

orr

idor

Mas

ter

Pla

n

2.

Chan

gin

g r

etai

l busi

nes

s: i

nte

rnet

sal

es, st

ore

red

uct

ions,

store

model

wit

h l

ess

squ

are

feet

3.

Pote

nti

al a

ttra

ctio

n o

f au

tom

oti

ve

suppli

ers

4.

Low

un

emplo

ym

ent

rate

and w

ork

forc

e av

aila

bil

ity

5.

Per

cepti

on o

f ed

uca

tion s

yst

em, im

pro

vin

g s

chools

6.

Nort

her

n r

esid

ents

goin

g n

ort

h:

jobs,

shoppin

g, sp

ort

s

7.

Ex

pan

din

g i

nte

rest

of

inte

rnat

ional

busi

nes

ses

67

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

/May

or

and

Cit

y C

ou

nci

l/C

olu

mb

ia,

Ten

nes

see

Co

pyri

ght

© 2

01

9:

Lyle

Su

mek A

sso

ciat

es,

Inc.

Pro

ject

19

020

5

28

PO

LIC

Y A

CT

ION

S 2

019

1.

Pre

siden

tial

Par

k D

evel

opm

ent

Top P

riori

ty

2.

Art

s D

istr

ict

Mas

ter

Pla

n/P

roje

ct

Top P

riori

ty

3.

Nex

t In

dust

rial

Par

k:

Ad

voca

cy

Top P

riori

ty

4.

Vis

itor

Cen

ter:

Oper

atio

ns

and F

undin

g

MA

NA

GE

ME

NT

AC

TIO

NS

20

19

1.

Mar

riott

Court

yar

d H

ote

l D

evel

opm

ent

Top P

riori

ty

2.

Pre

siden

tial

Pat

hw

ay

Top P

riori

ty

MA

NA

GE

ME

NT

IN

PR

OG

RE

SS

20

19

1.

Art

s C

ounci

l S

trat

egic

Pla

n:

Updat

e

2.

Mau

ry A

llia

nce

Per

form

ance

Rep

ort

3.

Mule

Day E

conom

ic I

mp

act

Stu

dy

4.

Poin

t of

Inte

rest

Map

5.

IDB

Annu

al P

erfo

rman

ce R

eport

MA

UR

Y A

LL

IAN

CE

2019

1.

Indust

rial

Par

k:

Busi

nes

s D

evel

opm

ent

2.

Auto

moti

ve

Busi

nes

s R

ecru

itm

ent

MA

JO

R P

RO

JE

CT

S 2

019

1.

Vis

itors

Cen

ter:

Const

ruct

ion

ON

TH

E H

OR

IZO

N 2

020 –

20

24

1.

Cust

om

er S

ervic

e T

rain

ing f

or

Hosp

ital

ity P

artn

ers

2.

Rai

lro

ad D

epo

t: N

ext

Ste

ps

3.

Mal

l: N

ext

Ste

ps

4.

Jam

es C

ampbel

l C

orr

idor

Dev

elopm

ent

5.

I-65 I

nte

rchan

ge

Dev

elopm

ent

68

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

/May

or

and

Cit

y C

ou

nci

l/C

olu

mb

ia,

Ten

nes

see

Co

pyri

ght

© 2

01

9:

Lyle

Su

mek A

sso

ciat

es,

Inc.

Pro

ject

19

020

5

29

Goal

4

Mo

re A

ttra

ctiv

e, L

ivab

le C

ity

OB

JE

CT

IVE

S

1.

Conti

nue

to i

mpro

ve

the

vis

ual

appea

rance

of

nei

ghborh

oods

and

maj

or

corr

idors

2.

Rev

ital

ize

Eas

t C

olu

mbia

– C

oll

ege

Hil

l an

d E

ast

8th

Str

eet

3.

Hav

e fu

ture

dev

elopm

ents

and b

uil

din

gs

refl

ecti

ng

Connec

t C

olu

mbia

, oth

er p

lans,

reg

ula

tions

and s

tandar

ds

4.

Impro

ve

the

com

munit

y a

ppea

rance

and “

curb

ap

pea

l” –

clea

n a

nd b

eauti

ful

5.

Upgra

de,

rep

lace

rec

reat

ion a

nd l

eisu

re f

acil

itie

s

6.

Ex

pan

d c

ult

ure

and a

rts

M

EA

NS

TO

RE

SID

EN

TS

1.

Pro

tect

ion o

f pro

per

ty v

alues

.

2.

More

att

ract

ive

city

wit

h l

ess

vis

ual

bli

ght

and l

itte

r.

3.

Pre

dic

table

lan

d u

se a

nd d

evel

opm

ents

.

4.

Choic

es o

f le

isure

and r

ecre

atio

nal

act

ivit

ies

nea

r hom

e.

5.

Rel

iable

sew

er s

ervic

e.

69

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

/May

or

and

Cit

y C

ou

nci

l/C

olu

mb

ia,

Ten

nes

see

Co

pyri

ght

© 2

01

9:

Lyle

Su

mek A

sso

ciat

es,

Inc.

Pro

ject

19

020

5

30

SH

OR

T T

ER

M C

HA

LL

EN

GE

S

AN

D O

PP

OR

TU

NIT

IES

1.

Unat

trac

tive

maj

or

corr

idors

: st

reet

scap

e an

d s

ignag

e

2.

Cult

ure

of

litt

er a

nd t

rash

: oth

ers

wil

l pic

k i

t up

3.

Em

pty

buil

din

gs

and c

om

mer

cial

cen

ters

4.

Poor

qu

alit

y r

enta

l pro

per

ties

wit

h i

rres

ponsi

ble

pro

per

ty

ow

ner

s

5.

Det

erio

rati

ng b

rid

ges

ente

ring c

riti

cal

phas

e: R

ailr

oad

Cro

ssin

g b

y A

rmory

, Ir

on B

rid

ge

6.

Agin

g r

ecre

atio

nal

fac

ilit

ies:

Mac

edonia

and F

airv

iew

(50

+ y

ears

); A

rmory

(75

+ y

ears

)

7.

Rep

laci

ng p

laygro

unds

for

use

by a

ll

L

ON

G T

ER

M C

HA

LL

EN

GE

S

AN

D O

PP

OR

TU

NIT

IES

1.

Impro

vin

g p

roce

sses

and

leg

al a

ppro

ach w

ith c

od

e

enfo

rcem

ent

and c

om

pli

ance

2.

Phone

call

dri

ven

en

forc

emen

t: i

nco

nsi

sten

t m

essa

ge

to

com

munit

y a

nd s

taff

3.

Def

inin

g t

he

Cit

y’s

role

and c

om

mit

men

t to

deg

ree

of

regula

tion

4.

Open

spac

e pre

serv

atio

n f

or

par

kla

nd

5.

Aff

ord

able

housi

ng f

or

work

forc

e

6.

Fundin

g f

or

capit

al p

roje

cts:

upgra

de

or

repla

cem

ent

7.

Lac

k o

f ad

equat

e youth

pra

ctic

e fa

cili

ties

8.

Outs

ide

use

of

fiel

ds

9.

Com

pet

itiv

e tr

avel

tea

ms

vs.

rec

reat

ional

pro

gra

m

10.

Sta

te c

ontr

ol

of

renta

l re

gis

trat

ion a

nd i

nsp

ecti

ons

70

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

/May

or

and

Cit

y C

ou

nci

l/C

olu

mb

ia,

Ten

nes

see

Co

pyri

ght

© 2

01

9:

Lyle

Su

mek A

sso

ciat

es,

Inc.

Pro

ject

19

020

5

31

PO

LIC

Y A

CT

ION

S 2

019

1.

Eas

t 8

th S

tree

t P

rese

rvat

ion D

istr

ict

Top

Pri

ori

ty

2.

Occ

iden

tal

Par

k:

Acq

uis

itio

n

Top

Pri

ori

ty

3.

Gre

enw

ays/

Tra

ils/

Bik

eway

s M

aste

r P

lan

H

igh

Pri

ori

ty

4.

Dog P

ark

H

igh

Pri

ori

ty

5.

Riv

er A

cces

s P

lan

H

igh

Pri

ori

ty

6.

Zonin

g O

rdin

ance

: R

evis

ion/U

pdat

e

7.

Burn

Ban

Ord

inan

ce

MA

NA

GE

ME

NT

AC

TIO

NS

20

19

1.

His

tori

c O

rdin

ance

T

op

Pri

ori

ty

2.

Inte

rnat

ion

al B

uil

din

g C

ode

Hig

h P

riori

ty

3.

Inte

rnat

ion

al F

ire

Code

4.

Short

Ter

m R

enta

l O

rdin

ance

MA

NA

GE

ME

NT

IN

PR

OG

RE

SS

20

19

1.

Act

ive

Shoote

r T

rain

ing

2.

Buil

din

g P

erm

it S

oft

war

e: I

nst

alla

tion

3.

Str

eet

Cut

Man

ual

4.

Poli

ce A

ppre

ciat

ion D

ay

5.

Sto

rmw

ater

Map

pin

g

6.

Poli

ce M

emori

al:

Conce

pt

Def

init

ion/D

esig

n

7.

Cri

me

Map

pin

g

8.

AD

A P

arks

and R

ecre

atio

n P

lan:

Com

ple

tion

9.

Loca

l L

ighte

nin

g D

etec

tion

10.

NS

P N

ew H

om

es (

3)

11.

Rid

ley S

port

s C

om

ple

x –

Sport

s T

ouri

sm P

rogra

m (

ST

P)

71

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

/May

or

and

Cit

y C

ou

nci

l/C

olu

mb

ia,

Ten

nes

see

Co

pyri

ght

© 2

01

9:

Lyle

Su

mek A

sso

ciat

es,

Inc.

Pro

ject

19

020

5

32

MA

JO

R P

RO

JE

CT

S 2

019

1.

Woodla

nd P

ark R

estr

oom

s R

emodel

2.

Cham

pio

nsh

ip F

ield

A1 S

core

boar

d

3.

500 G

ener

al R

ober

ts D

rive

Sto

rmw

ater

Im

pro

vem

ents

4.

Pop G

eers

His

tori

c M

ark

er

5.

Riv

erw

alk P

ark O

utd

oor

Fit

nes

s P

ad

6.

Entr

ance

Sig

ns

“Wel

com

e to

Colu

mbia

”

7.

Tra

in D

epot:

His

tori

c M

arker

8.

Fit

nes

s C

ente

r F

loori

ng U

pgra

des

9.

Pla

ygro

und S

afet

y R

epla

cem

ent

Pla

n

10.

Nort

h C

ayce

Sto

rmw

ater

Reh

abil

itat

ion

11.

Eva

Gil

ber

t P

ark S

hel

ters

Roof

12.

Fai

rvie

w M

ule

Tow

n B

aseb

all

Dra

inag

e D

itch

13.

Fai

rvie

w C

om

munit

y C

ente

r A

udit

ori

um

Ren

ovat

ions

14.

Fai

rvie

w P

ark B

aseb

all

Fie

ld I

mpro

vem

ents

15.

Pla

ygro

und S

afet

y S

urf

ace:

Up

gra

de

16.

Fie

ld E

quip

men

t S

tora

ge

17.

Cox

Par

k a

t B

ear

Cre

ek:

Tra

ils

and N

ature

Cen

ter

O

N T

HE

HO

RIZ

ON

2020 –

2024

1.

Cit

y L

itte

r R

educt

ion a

nd C

om

munit

y C

lean

Up

2.

Fai

rvie

w P

ark U

pgra

des

3.

Com

munit

y R

ecre

atio

n C

ente

r: R

eport

and D

irec

tion

4.

Woodla

nd P

ark E

xpan

sion:

Lan

d A

cquis

itio

n, D

irec

tion

and F

undin

g

5.

Maj

or

Par

k N

ort

hsi

de:

Dir

ecti

on a

nd C

ity A

ctio

ns

6.

Par

ks

Upgra

de

Pla

n:

Pro

ject

s, D

irec

tion a

nd F

undin

g

7.

Arm

ory

: E

val

uat

ion R

eport

and D

irec

tion

8.

Spla

sh P

ad:

Woodla

nd P

ark/R

iver

wal

k P

ark

9.

Gro

wth

Man

agem

ent

Pla

n:

Dev

elopm

ent

10.

Short

Ter

m R

enta

l R

egula

tions:

Dir

ecti

on

11.

Ren

tal

Reg

istr

atio

n a

nd I

nsp

ecti

on:

Dir

ecti

on

12.

Lit

tle

Lea

gu

e F

ield

s U

pgra

de:

Dir

ecti

on a

nd F

und

ing

13.

Entr

ance

Sig

ns

“Wel

com

e to

Colu

mbia

”: D

irec

tion a

nd

Fundin

g

14.

Com

munit

y C

amer

as:

Rep

ort

, D

irec

tion a

nd F

undin

g

15.

Aff

ord

able

Housi

ng:

Def

init

ion, O

utc

om

es, D

irec

tion,

Par

tner

s, C

ity R

ole

and D

irec

tion

72

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

/May

or

and

Cit

y C

ou

nci

l/C

olu

mb

ia,

Ten

nes

see

Co

pyri

ght

© 2

01

9:

Lyle

Su

mek A

sso

ciat

es,

Inc.

Pro

ject

19

020

5

33

ON

TH

E H

OR

IZO

N 2

020 –

2024

(C

on

tin

ued

)

16.

Gra

ffit

i P

reven

tion a

nd R

emoval

: R

eport

, D

irec

tio

n a

nd C

ity A

ctio

ns

17.

Burn

Ban

Ord

inan

ce:

Dir

ecti

on

18.

Youth

Act

ivit

ies

Ex

pan

sion:

Rep

ort

, D

irec

tion a

nd

Cit

y A

ctio

ns

19.

Coll

ege

Hil

l S

chool

K-4

Mag

net

Sch

ool:

Dir

ecti

on a

nd C

ity A

ctio

ns,

Rec

reat

ional

Req

uir

emen

t

20.

Eas

t C

om

munit

y A

ctio

n P

lan:

Updat

e

21.

Youth

Bas

ebal

l: E

val

uat

ion R

eport

, D

irec

tion, C

ity A

ctio

ns

22.

Fac

ilit

ies/

Pla

nnin

g f

or

Fu

ture

Par

k D

evel

opm

ent:

Use

Agre

emen

t an

d F

un

din

g

23.

Rose

mont/

Rose

Hil

l C

emet

ery

24.

Pro

per

ty M

ainte

nan

ce C

ode:

Com

pli

ance

25.

Gre

en S

pac

e In

ven

tory

26.

His

tory

of

Civ

il R

ights

Pla

n

27.

Skat

e P

ark:

Dir

ecti

on a

nd F

undin

g

28.

Cit

yw

ide

Mura

l P

rogra

m:

Rep

ort

and D

irec

tion

29.

Sport

s/A

thle

tic

Dir

ecto

r: D

irec

tion a

nd F

undin

g

30.

Food T

ruck

Ord

inan

ce:

Rev

iew

73

Str

ateg

ic P

lan:

20

19

– 2

02

4 –

20

34

/May

or

and

Cit

y C

ou

nci

l/C

olu

mb

ia,

Ten

nes

see

Co

pyri

ght

© 2

01

9:

Lyle

Su

mek A

sso

ciat

es,

Inc.

Pro

ject

19

020

5

34

Goal

5

Fan

tast

ic D

ow

nto

wn

OB

JE

CT

IVE

S

1.

More

succ

essf

ul

busi

nes

ses

in D

ow

nto

wn

2.

Enhan

ce t

he

vis

ual

appea

l of

Dow

nto

wn:

buil

din

gs,

publi

c

spac

es

3.

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k D

ow

nto

wn a

s th

e “G

atew

ay t

o t

he

Duck

Riv

er”:

acti

vit

ies,

ph

ysi

cal

dev

elopm

ent

(6th

Str

eet)

, re

siden

ts

thin

kin

g a

s “o

ne

des

tinat

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pan

d D

ow

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oundar

ies

(lin

k t

o A

rts

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tric

t)

M

EA

NS

TO

RE

SID

EN

TS

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More

rea

sons

to g

o D

ow

nto

wn.

2.

Ente

rtai

nm

ent

and d

inin

g i

n D

ow

nto

wn.

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nto

wn t

hat

is

acce

ssib

le a

nd v

isual

ly a

ppea

lin

g.

4.

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munit

y g

ather

ing p

lace

fo

r ev

ents

.

5.

Dow

nto

wn i

s th

e “h

eart

” of

the

city

.

74

Str

ateg

ic P

lan:

20

19

– 2

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35

SH

OR

T T

ER

M C

HA

LL

EN

GE

S

AN

D O

PP

OR

TU

NIT

IES

1.

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pan

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g D

ow

nto

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munit

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ven

ts a

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esti

val

s

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or

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nto

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pin

g t

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nti

al o

f D

uck

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er W

alk

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k o

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ayfi

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igns

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atio

ns

wit

h M

aury

Co

unty

6.

Tre

es b

lock

lig

hts

7.

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rtai

n c

ondit

ion o

f buil

din

gs

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to l

ack o

f co

de,

mai

nte

nan

ce a

nd i

nsp

ecti

ons

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pan

din

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esid

enti

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ies

L

ON

G T

ER

M C

HA

LL

EN

GE

S

AN

D O

PP

OR

TU

NIT

IES

1.

Dow

nto

wn s

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se a

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s

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Var

iety

of

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tore

s

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ruct

ion d

um

pst

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n f

ront

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ng v

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s fo

r D

ow

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ng i

n D

ow

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mai

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nan

ce f

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ity i

n D

ow

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unit

y w

ith c

om

mu

nit

y t

hea

ter

8.

Confl

ict

bet

wee

n h

isto

ric

pre

serv

atio

n a

nd m

oder

niz

atio

n

of

buil

din

gs

75

Str

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lan:

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36

PO

LIC

Y A

CT

ION

S 2

019

1.

Funer

al H

om

e: A

cquis

itio

n a

nd F

utu

re P

lan

T

op P

riori

ty

2.

Fir

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rs P

ark:

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t S

teps

Hig

h P

riori

ty

3.

Dow

nto

wn P

arkin

g S

tudy:

Dir

ecti

on

MA

NA

GE

ME

NT

AC

TIO

NS

20

19

1.

Dow

nto

wn W

ayfi

ndin

g S

igns

Stu

dy:

H

igh P

riori

ty

D

irec

tion

MA

JO

R P

RO

JE

CT

S 2

019

1.

Dow

nto

wn I

nte

rsec

tions

(3):

Advan

ced T

raff

ic C

ontr

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er

2.

Fir

e S

tati

on #

1:

Mura

l #2

3.

Jack

-n-J

ill

Buil

din

g C

onst

ruct

ion:

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itor

Cen

ter/

Poli

ce

Inv

esti

gat

ive

Off

ice

ON

TH

E H

OR

IZO

N 2

020 –

20

24

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st F

rid

ay B

lock

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: D

irec

tion

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l P

rogra

m:

Dir

ecti

on a

nd F

undin

g

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nto

wn P

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e M

ainte

nan

ce:

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ion

Ass

essm

ent,

Dir

ecti

on a

nd F

undin

g

4.

Dow

nto

wn S

tree

t L

ights

: D

irec

tion

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Cam

den

Str

eet

Pro

ject

(N

ort

h t

o B

rid

ge)

6.

Polk

Thea

ter

Reh

abil

itat

ion

76

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lan:

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pt

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ple

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cal

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NS

P N

ew H

om

es (

3)

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ST

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82

Str

ateg

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lan:

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19

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Cit

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]

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ro

ject

84


85

BUDGET SUMMARIES

FUND STRUCTURE BUDGET SUMMARY – ALL FUNDS PROJECTED CHANGE IN FUND BALANCE –

ALL GOVERNMENTAL FUNDS EXECUTIVE SUMMARY – ALL FUNDS EXPENDITURES/TRANSFERS BY

FUND/DEPARTMENT FIVE (5)-YEAR FINANCIAL FORECAST –

GENERAL FUND REVENUES FIVE (5)-YEAR FINANCIAL FORECAST –

GENERAL FUND EXPENDITURES FIVE (5)-YEAR FINANCIAL FORECAST –

PROJECTED EXCESS REVENUES FOR CAPITAL

GENERAL FUND REVENUES BY SOURCE GENERAL FUND EXPENDITURES BY

DEPARTMENT CHANGES IN GENERAL FUND

EXPENDITURES BY DEPARTMENT GENERAL FUND EXPENDITURES BY

CATEGORY MAJOR REVENUES – ALL FUNDS


86

Note: The above pie chart demonstrates the proportional relationship of FY 2020 expenditures budgeted for each

Governmental and Enterprise Fund to the total FY 2020 budgeted expenditures for all funds.

General Fund 51.12%

Wastewater (Sewer) Fund 20.18%

Capital Projects Fund 16.89%

Sanitation Fund 6.28%

Debt Service Fund 2.75%

State Street Aid Fund 2.21%

Drug Fund 0.34%

N&V Chief's Fund 0.12%

Street & Transportation Fund

0.11%

FUND STRUCTURE FY 2020 BUDGET

87

Expenditures and Other Uses:

General Fund 28,920,666 37,067,560 33,864,094 (3,203,466) -8.6%

State Street Aid Fund 601,458 726,090 1,462,000 735,910 101.4%

Drug Fund 165,337 181,053 307,053 126,000 69.6%

Debt Service Fund 2,036,386 2,017,817 1,821,542 (196,275) -9.7%

Capital Projects Fund 3,502,603 4,378,848 11,189,397 6,810,549 155.5%

Wastewater (Sewer) Fund 8,710,217 8,303,861 13,370,597 5,066,736 61.0%

Sanitation Fund 3,350,007 3,507,334 4,163,357 656,023 18.7%

Street & Transportation Fund 70,000 70,000 70,100 100 0.1%

Subtotal Expenditures - All Funds 47,356,674 56,252,563 66,248,140 9,995,577 17.8%

Less: Transfers (2,209,488) (5,235,953) (1,885,642) 3,350,311 -64.0%

TOTAL EXPENDITURES- ALL FUNDS

(NET)45,147,186 51,016,610 64,362,498 13,345,888 26.2%

CITY OF COLUMBIA

FY 2019

Estimated

FY 2020

ProposedPercentageDollars

BUDGET SUMMARY

ALL FUNDS

Change

FY 2018

Estimated

88

General Fund $24,877,726 $33,864,094 $33,864,094 $24,877,726

Drug Fund* $299,888 $307,053 $307,053 $299,888

Debt Service Fund $112,158 $1,821,542 $1,821,542 $112,158

State Street Aid Fund $1,749,592 $1,462,000 $1,462,000 $1,749,592

Streets and Transportation Fund $15,459 $70,100 $70,100 $15,459

Capital Projects Fund $10,441,415 $11,189,397 $11,189,397 $10,441,415

Sanitation Fund $1,176,210 $4,163,357 $4,163,357 $1,176,210

Totals $38,672,448 $52,877,543 $52,877,543 $38,672,448

Total (Excluding Capital Projects Fund) $28,231,033 $41,688,146 $41,688,146 $28,231,033

PROJECTED CHANGE IN FUND BALANCE

PROPRIETARY FUNDS

Wastewater $19,599,440 $13,370,597 $13,370,597 $19,599,440

General Fund Budget

Year-To-Year Summary

FY 2018

Actual

FY 2019

Estimated

FY 2020

Estimated

Revenues $31,267,459 $33,830,113 $33,864,094

Expenditures $27,110,845 $32,209,022 $32,057,927

Excess (Deficiency) of Revenues Over Expenditures $4,156,614 $1,621,091 $1,806,167

Fund Balance/Special Appropriation Transfers - to

Capital Projects (1,809,821) (4,858,538) (1,806,167)

Beginning Fund Balance $25,768,380 $28,115,173 $24,877,726

Ending Fund Balance $28,115,173 $24,877,726 $24,877,726

*"Drug Fund" includes combined projected revenues, expenditures and fund balance figures for the Narcotics &

Vice Fund and Drug Fund as reported at year-end.

Beginning Fund

Balance

(Actual) July

1, 2019

Projected

Revenues

FY 2020

Projected

Expenditures

FY 2020

Ending Fund

Balance

(Estimated)

June 30, 2020

CITY OF COLUMBIA

PROJECTED CHANGE IN FUND BALANCE

ALL GOVERNMENTAL FUNDS

Beginning Fund

Balance

(Actual)

July 1, 2019

Projected

Revenues

FY 2020

Projected

Expenditures

FY 2020

Ending Fund

Balance

(Estimated)

June 30, 2020

89

FY 2018 FY 2019 FY 2020

Actual Projected Budget

Revenues

Local Sales Tax 9,877,308 9,990,000 9,950,000

Real and Personal Property Tax 11,021,472 11,519,244 11,060,000

State Sales Tax 2,955,674 3,047,154 2,985,000

State Income Tax 305,928 305,928 80,000

Business Taxes 1,016,752 919,396 779,750

Public Utility Property Tax 1,898,899 1,892,943 1,894,424

Building Permits 646,951 694,335 800,000

Hotel/Motel Tax 646,823 691,834 700,000

Fines and Fees 127,910 129,919 70,380

Other Taxes and Revenues 4,062,605 4,130,209 5,234,040

Federal, State and Private Sources 217,098 198,651 0

State Gas/Motor Fuel Tax

Operating Transfers /Contributions In 299,856 310,500 310,500

Drug Related Fines/Forfeited Property

Residential User Fee

Sewer Charges/Tap Fees

Total Revenues and Sources of Funds $33,077,277 $33,830,113 $33,864,094

Expenditures

Personnel Services 20,965,085 21,053,680 23,475,433

Program Costs 5,719,852 8,538,939 6,430,364

Repairs and Maint - Roads and Streets

Debt Service

Operating Transfers/Contributions Out 1,809,821 4,858,538 1,806,167

Other Uses of Funds/Expenses

Capital Outlay/Depreciation 2,235,726 2,616,403 2,152,130

Total Expenditures and Other Uses Sources $30,730,484 $37,067,560 $33,864,094

Over (Under) $2,346,793 ($3,237,447) $0

Estimated Balances - July 1 $25,768,380 $28,115,173 $24,877,726

Estimated Balances - June 30 $28,115,173 $24,877,726 $24,877,726

CITY OF COLUMBIA

EXECUTIVE SUMMARY

General Fund

REVENUES AND EXPENDITURES - ALL FUNDS

90

FY 2018 FY 2019 FY 2020


3,931 662,913 252,000

1,162,538 1,212,500 1,210,000

$1,166,469 $1,875,413 $1,462,000

601,458 1,383,000 1,257,000

79,000 79,000

205,000

$680,458 $1,462,000 $1,462,000

$486,011 $413,413 $0

$850,166 $1,336,179 $1,749,592

$1,336,179 $1,749,592 $1,749,592

CITY OF COLUMBIA

EXECUTIVE SUMMARY



91

FY 2018 FY 2019 FY 2020


Revenues

Local Sales Tax

Real and Personal Property Tax

State Sales Tax

State Income Tax

Business Taxes

Public Utility Property Tax

Building Permits

Hotel/Motel Tax

Fines and Fees 47,538 50,000 50,000

Other Taxes and Revenues 51,053 52,254 227,053

Federal, State and Private Sources


Operating Transfers /Contributions In

Drug Related Fines/Forfeited Property 60,133 76,205 30,000



Total Revenues and Sources of Funds $158,724 $178,459 $307,053

Expenditures

Personnel Services

Program Costs 115,303 151,053 151,053


Debt Service

Operating Transfers/Contributions Out 20,000 30,000 30,000


Capital Outlay/Depreciation 50,033 126,000

Total Expenditures and Other Uses Sources $185,336 $181,053 $307,053

Over (Under) ($26,612) ($2,594) $0

Estimated Balances - July 1 $329,094 $302,482 $299,888

Estimated Balances - June 30 $302,482 $299,888 $299,888

CITY OF COLUMBIA

EXECUTIVE SUMMARY

Drug Fund


92

FY 2018 FY 2019 FY 2020


4,974 16,000 900

2,034,488 2,040,870 1,820,642

$2,039,462 $2,056,870 $1,821,542

2,036,387 2,017,817 1,821,542

$2,036,387 $2,017,817 $1,821,542

$3,075 $39,053 $0

$70,030 $73,105 $112,158

$73,105 $112,158 $112,158

CITY OF COLUMBIA

EXECUTIVE SUMMARY

Debt Service Fund


93

FY 2018 FY 2019 FY 2020


Revenues

Local Sales Tax


State Sales Tax

State Income Tax

Business Taxes


Building Permits

Hotel/Motel Tax

Fines and Fees

Other Taxes and Revenues 998,492 3,265,575 6,073,453

Federal, State and Private Sources 1,286,445 1,116,027 5,080,944


Operating Transfers /Contributions In 114,000 1,625,925 35,000





Expenditures

Personnel Services

Program Costs


Debt Service

Operating Transfers/Contributions Out


Capital Outlay/Depreciation 3,502,602 4,378,848 11,189,397


Over (Under) ($1,103,664) $1,628,679 $0




CITY OF COLUMBIA

EXECUTIVE SUMMARY


94

FY 2018 FY 2019 FY 2020


3,607,010 2,483,872.42 5,195,597

8,465,773 8,299,408 8,175,000

$12,072,783 $10,783,280 $13,370,597

2,546,683 2,545,190 2,974,660

3,044,637 3,000,046 3,593,725

2,959,686 1,831,634 1,825,212

156,179 926,991 4,977,000

$8,707,185 $8,303,861 $13,370,597

$3,365,598 $2,479,419 $0

$13,754,422 $17,120,020 $19,599,440

$17,120,020 $19,599,440 $19,599,440

CITY OF COLUMBIA

EXECUTIVE SUMMARY

Wastewater (Sewer) Fund


95

FY 2018 FY 2019 FY 2020


Revenues

Local Sales Tax


State Sales Tax

State Income Tax

Business Taxes


Building Permits

Hotel/Motel Tax

Fines and Fees

Other Taxes and Revenues 11,574 1,037,334 1,693,357





Residential User Fee 3,400,515 2,470,000 2,470,000



Expenditures

Personnel Services 2,740,363 1,654,292 1,858,642

Program Costs 609,644 1,564,627 1,656,240


Debt Service

Operating Transfers/Contributions Out 268,415 49,475


Capital Outlay/Depreciation 20,000 599,000


Over (Under) $62,082 $0 $0



CITY OF COLUMBIA

EXECUTIVE SUMMARY

Sanitation Fund


96


97

FY 2018 FY 2019 FY 2020


Revenues

Local Sales Tax


State Sales Tax

State Income Tax

Business Taxes


Building Permits

Hotel/Motel Tax

Fines and Fees

Other Taxes and Revenues 70,029 69,172 70,100







Total Revenues and Sources of Funds $70,029 $69,172 $70,100

Expenditures

Personnel Services

Program Costs 70,000 70,000 70,100


Debt Service

Operating Transfers/Contributions Out


Capital Outlay/Depreciation

Total Expenditures and Other Uses Sources $70,000 $70,000 $70,100

Over (Under) $29 ($828) $0

Estimated Balances - July 1 $16,258 $16,287 $15,459

Estimated Balances - June 30 $16,287 $15,459 $15,459


CITY OF COLUMBIA

EXECUTIVE SUMMARY


98

FY 2018 FY 2019 FY 2020


9,877,308 9,990,000 9,950,000

11,021,472 11,519,244 11,060,000

2,955,674 3,047,154 2,985,000

305,928 305,928 80,000

1,016,752 919,396 779,750

1,898,899 1,892,943 1,894,424

646,951 694,335 800,000

646,823 691,834 700,000

175,448 179,919 120,380

8,809,668 11,717,329 18,746,500

1,503,544 1,314,678 5,080,944

1,162,538 1,212,500 1,210,000

2,448,344 3,977,295 2,166,142

60,133 76,205 30,000

3,400,515 2,470,000 2,470,000

8,465,773 8,299,408 8,175,000

$54,395,771 $58,308,169 $66,248,140

26,252,131 25,253,162 28,308,735

10,160,894 14,707,665 13,158,482

0 0 0

4,996,073 3,849,451 3,646,754

1,908,821 5,235,953 1,885,642

0 0 0

5,944,540 7,942,242 19,248,527

$49,262,459 $56,988,473 $66,248,140

$5,133,312 $1,319,696 $0

$51,818,881 $56,952,193 $58,271,888

$56,952,193 $58,271,888 $58,271,888

CITY OF COLUMBIA

EXECUTIVE SUMMARY

Totals


99

General FundState Street

AidDrug Fund

Debt Service

Fund

Capital

Projects Fund

Activity/Department

City Council $389,877

Legal Services 278,159

City Manager's Office 496,069

Management Information Systems 989,403

Finance 474,226

City Recorder 422,816

Personnel 300,854

General Government 5,449,612

Police Department 9,420,655

Fire and Rescue Department 7,763,173

Street 3,517,601

Development Services 1,853,814

Parks and Recreation 2,507,835

State Street Aid 1,462,000

Narcotics and Vice*

Street and Transportation

Drug Fund 307,053

Sanitation

Debt Service 1,821,542

Capital Projects 11,189,397

Wastewater (Sewer)

TOTALS $33,864,094 $1,462,000 $307,053 $1,821,542 $11,189,397

TOTAL EXPENDITURES/TRANSFERS BY FUND AND DEPARTMENT


CITY OF COLUMBIA

*"Drug Fund" includes combined projected revenues, expenditures and fund balance figures for the Narcotics & Vice Fund and Drug

Fund as reported at year-end.

100

Wastewater

(Sewer) Fund

Sanitation

Fund

Street &

Transportation

Fund

Total

Activity/Department

City Council 389,877

Legal Services 278,159

City Manager's Office 496,069

Management Information Systems 989,403

Finance 474,226

City Recorder 422,816

Personnel 300,854

General Government 5,449,612

Police Department 9,420,655

Fire and Rescue Department 7,763,173

Street 3,517,601

Development Services 1,853,814

Parks and Recreation 2,507,835

State Street Aid 1,462,000

Narcotics and Vice* 0

Street and Transportation 70,100 70,100

Drug Fund 307,053

Sanitation 4,163,357 4,163,357

Debt Service 1,821,542

Capital Projects 11,189,397

Wastewater (Sewer) 13,370,597 13,370,597

TOTALS $13,370,597 $4,163,357 $70,100 $66,248,140

CITY OF COLUMBIA

TOTAL EXPENDITURES/TRANSFERS BY FUND AND DEPARTMENT


*"Drug Fund" includes combined projected revenues, expenditures and fund balance figures for the Narcotics & Vice Fund and Drug

Fund as reported at year-end.

101

2020

Budgeted

2021

Projected

2022

Projected

2023

Projected

2024

Projected

2025

Projected

Property Tax 11,060,000 11,613,000 11,961,390 12,320,232 12,689,839 13,070,534

Local Option Sales Tax 9,950,000 10,447,500 10,969,875 11,408,670 11,865,017 12,220,967

Sales Tax Allocation-State 2,985,000 3,134,250 3,259,620 3,324,812 3,391,309 3,493,048

Cable TV Franchise 515,000 525,300 535,806 546,522 557,453 568,602

PILOT - CPWS 1,231,424 1,280,681 1,331,908 1,385,185 1,440,592 1,498,216

Local Wholesale Beer Tax 960,000 969,600 979,296 989,089 998,980 1,008,970

Gross Receipts Tax 775,000 790,500 806,310 822,436 838,885 855,663

Building & Inspection Permits 800,000 1,040,000 1,352,000 1,622,400 1,946,880 2,258,381

Hotel/Motel Tax 700,000 707,000 714,070 721,211 728,423 735,707

PILOT - Wastewater System 500,000 505,000 510,050 515,151 520,302 525,505

Property Taxes - Delinquent 370,000 395,900 423,613 436,321 466,864 499,544

TVA Replacement Tax 395,100 406,953 419,162 431,736 444,689 458,029

Revenue from all other sources** 3,622,570 3,803,699 3,993,883 4,193,578 4,403,256 4,623,419

Total Revenues $33,864,094 $35,619,382 $37,256,983 $38,717,343 $40,292,487 $41,816,584

* Hall Income Tax being phased out beginning January 1, 2017 and ending in January 2021.

** Other sources include: Retailers alcoholic beverage tax, police court fees, interest and other remaining sources

Methodology:

Most revenues are projected using the 10-year average annual change. Some projections are based on known factors,

such as the short-run economic factors, Hall Tax phase-out, building permits (availability of inventory).

City of Columbia

General Fund

5-Year Financial Forecast - Revenues

REVENUES

The City of Columbia employs a conservative budgeting methodology that reduces exposure of the annual

operating budget to external economic conditions. This strategy provides confidence that operations will

remain unaffected by most cyclical or anomalous changes in revenues or expenditures during the fiscal

year. Excess annual revenues, which have averaged $2.03M per year for the last 10 years, are used to fund

the City's capital improvement projects in the following year.

102

Expenditures and Other Uses:

City Council $389,877 $393,776 $397,714 $401,691 $405,708 $409,765

Legal Services 278,159 $283,722 $289,397 $295,185 $301,088 $307,110

City Manager's Office 496,069 $505,990 $516,110 $526,432 $536,961 $547,700

MIS 989,403 $1,019,085 $1,049,658 $1,081,147 $1,113,582 $1,146,989

Finance 474,226 $483,711 $493,385 $503,252 $513,317 $523,584

City Recorder 422,816 $431,272 $439,898 $448,696 $457,670 $466,823

Personnel 300,854 $306,871 $313,009 $319,269 $325,654 $332,167

General Government 3,643,445 $3,752,748 $3,865,331 $3,981,291 $4,100,729 $4,223,751

Police Department 9,420,655 $9,703,275 $9,994,373 $10,294,204 $10,603,030 $10,921,121

Fire and Rescue Department 7,763,173 $7,996,068 $8,235,950 $8,483,029 $8,737,520 $8,999,645

Streets 3,517,601 $3,587,953 $3,659,712 $3,732,906 $3,807,564 $3,883,716

Development Services 1,853,814 $1,890,890 $1,928,708 $1,967,282 $2,006,628 $2,046,760

Parks and Recreation 2,507,835 $2,583,070 $2,660,562 $2,740,379 $2,822,590 $2,907,268

Transfer to Debt Service Fund 1,806,167 $1,824,229 $1,842,471 $1,860,896 $1,879,505 $1,898,300

Total Expenditures and Other Uses $33,864,094 $34,762,661 $35,686,276 $36,635,659 $37,611,546 $38,614,700

City of Columbia

FY 2025

PROJECTED

FY 2024

PROJECTED

General Fund

5-Year Financial Forecast - Expenditures

FY 2020

BUDGETED

FY 2021

PROJECTED

FY 2022

PROJECTED

FY 2023

PROJECTED

Expenditures

103

FY 2020

Projected

FY 2021

Projected

FY 2022

Projected

FY 2023

Projected

FY 2024

Projected

FY 2025

Projected

Total

Projected

Total Projected Revenue 33,864,094 35,619,382 37,256,983 38,717,343 40,292,487 41,816,584 227,566,873

Less 1% Allowance - -356,194 -372,570 -387,173 -402,925 -418,166 -4,551,337

Projected Revenue Available 33,864,094 35,263,189 36,884,413 38,330,169 39,889,562 41,398,418 223,015,536

Projected Expenditures &

Transfers33,864,094 34,762,661 35,686,276 36,635,659 37,611,546 38,614,700 217,174,935

Excess Funding Available for

Capital- 500,528 1,198,137 1,694,511 2,278,016 2,783,719 8,454,910

General Fund

5-Year Financial Forecast

Projected Excess Revenue Available for Capital

City of Columbia

104

2017-2018 BUDGET 2018-2019 BUDGET 2019-2020 BUDGET

ACTUAL % ESTIMATED % BUDGET %

Revenues and Other Sources:

Property Taxes 11,021,472$ 33.32% 11,519,244$ 34.05% 11,060,000$ 32.66%

Local Sales Taxes 9,877,308 29.86% 9,990,000 29.53% 9,950,000 29.38%

State Shared Taxes 3,277,781 9.91% 3,369,261 9.96% 3,081,000 9.10%

Other Sources 8,900,717 26.91% 8,951,608 26.46% 9,773,094 28.86%

Total Revenues 33,077,277$ 100% 33,830,113$ 100% 33,864,094$ 100%

CITY OF COLUMBIA

GENERAL FUND

BUDGET REVENUES RATIOS - TAXES

Property Taxes, 32.66%

Local Sales Taxes, 29.38%

State Shared Taxes, 9.10%

Other Sources, 28.86%

FY 2019 - FY 2020

105

FY 2018 FY 2019 FY 2019 FY 2020

Actual Budget Estimated Budget

Taxes

Local Sales Tax $ 9,877,308 $ 9,650,000 $ 9,990,000 $ 9,950,000

Real and Personal Property Tax 11,021,472 10,857,000 11,519,244 11,060,000

Public Utility Property Tax 2,385,644 2,259,761 2,331,911 2,253,648

Business Taxes 1,006,113 750,000 912,096 775,000

Hotel/Motel Taxes 646,823 700,000 691,834 700,000

Other Taxes 488,193 2,309,100 2,437,467 2,329,500

Total Taxes 25,425,553 26,525,861 27,882,552 27,068,148

Licenses and Permits

Building Permits 646,951 670,000 694,335 800,000

Other 219,240 93,100 192,968 99,800

Total Licenses and Permits $866,191 $763,100 $887,303 $899,800

Fines and Fees 275,642 271,060 281,250 281,280

Charges for Services 401,340 371,550 346,243 345,000

Intergovernmental

State Sales Tax 2,955,674 2,880,000 3,047,154 2,985,000

State Income Tax 305,928 160,000 305,928 80,000

Other 573,608 434,600 545,428 415,850

Total Intergovernmental 3,835,209 3,474,600 3,898,510 3,480,850

Interest 108,659 90,000 210,000 210,000

Other 2,164,676 202,500 324,255 1,579,016

Grand Total $ 33,077,270 $ 31,698,671 $ 33,830,113 $ 33,864,094

CITY OF COLUMBIA

GENERAL FUND

REVENUES BY SOURCE

106

2018-2019 EST. 2019-2020 BUDGET

Amount % Amount %

City Council $2,606,373 8.13% $389,877 1.15%

Legal Services 266,581 0.83% 278,159 0.82%

City Manager's Office 505,234 1.58% 496,069 1.46%

Management Information Systems 936,629 2.92% 989,403 2.92%

Finance 444,766 1.39% 474,226 1.40%

City Recorder 374,745 1.17% 422,816 1.25%

Personnel 268,607 0.84% 300,854 0.89%

General City Admin 3,581,084 11.18% 5,449,612 16.09%

Police 8,222,832 25.66% 9,420,655 27.82%

Fire and Rescue 7,556,148 23.58% 7,763,173 22.92%

Street 3,369,165 10.51% 3,517,601 10.39%

Development Services 1,289,551 4.02% 1,853,814 5.47%

Parks and Recreation 2,622,307 8.18% 2,507,835 7.41%

TOTAL EXPENDITURES $32,044,022 100.00% $33,864,094 100.00%

CITY OF COLUMBIA

GENERAL FUND

BUDGET EXPENDITURE RATIOS BY DEPARTMENT

City Council1%

Legal Services1%

City Manager's Office2%

Management Information Systems

3%

Finance1%

City Recorder1%

Personnel1%

General City Admin16%

Police28%

Fire and Rescue 23%

Street10%

Development Services6%

Parks and Recreation7%

107

Estimated Budget Increase/ Percent

Activity/Department FY 2019 FY 2020 -Decrease Change

City Council $2,606,373 $389,877 -2,216,496 -85.04%

Legal Services 266,581 278,159 11,578 4.34%

City Manager's Office 505,234 496,069 -9,165 -1.81%

Management Information Systems 936,629 989,403 52,774 5.63%

Finance 444,766 474,226 29,460 6.62%

City Recorder 374,745 422,816 48,071 12.83%

Personnel 268,607 300,854 32,247 12.01%

General City vAdmin 3,746,084 3,643,445 -102,639 -2.74%

Police Department 8,222,832 9,420,655 1,197,823 14.57%

Fire and Rescue Department 7,556,148 7,763,173 207,025 2.74%

Street 3,369,165 3,517,601 148,436 4.41%

Development Services 1,289,551 1,853,814 564,263 43.76%

Parks and Recreation 2,622,307 2,507,835 -114,472 -4.37%

Transfers Out 4,858,538 1,806,167 -3,052,371 -169.00%

Total Expenditures and Other Uses $37,067,560 $33,864,094 -$3,203,466 3.20%

CITY OF COLUMBIA

GENERAL FUND

EXPENDITURES BY DEPARTMENT

108

2018-2019 Estimated 2019-2020 BUDGET

Amount % Amount %

Personnel Services $21,053,680 56.80% $23,475,433 69.32%

Program Costs 8,538,939 23.04% 6,430,364 18.99%

Transfers 4,858,538 13.11% 1,806,167 5.33%

Capital Outlay 2,616,403 7.06% 2,152,130 6.36%

TOTAL EXPENDITURES $37,067,560 100% $33,864,094 100%

CITY OF COLUMBIA

GENERAL FUND

BUDGET EXPENDITURE RATIOS BY CATEGORY

Personnel Services 69.32%

Program Costs 18.99%

Transfers 5.33%Capital Outlay 6.36%

FY 2019 - FY 2020

109

Type of Revenue Description Percentage

Property Tax

The annual amount paid by land owners to the local government or the

municipal corporation of their area. The current rate is $1.1597 per $100

assessed value.

19.75%

Local Option Sales Tax

The current rate is 2.25% of total sales. Of the 2.25%, 50% goes to the

county to provide for schools. The county remits the remainder to the City

on a monthly basis.

16.62%

Sewer Charge

Sewage charge is for wastewater to be taken away from dwellings and

buildings, surface water drainage, highway drainage. The current rate is a

minimum charge of $14.99 inside city limits, $24.00 outside city limits

and $4.42/1000 gallons inside city limits and $7.42/1000 outside city

limits.

14.06%

Sales Tax Allocation-State

Cities receive a share of the state sales tax (7%) directly from the state

each month distributed based on population. This source is one of among

several state shared tax revenues, accounting for more than half of the per

capita-based state shared taxes.

5.22%

Residential User FeeThe fee charged for solid waste collection and disposal operations. The

current charge is $14/month for weekly.4.23%

PILOT - CPWSPayment in Lieu of Taxes from Columbia Power and Water Systems

(CPWS) Power Fund.2.11%

Local Wholesale Beer Tax

A 17% (minus three and one-half percent of total) Wholesale Beer Tax is

authorized by the State. The tax is paid monthly by each beer wholesaler

directly to the town, and monthly reports on such sales are made to the

State Department of Revenue and to each town.

1.70%

Gross Receipts Tax

The Tennessee Valley Authority (TVA) pays 5 percent of gross power

sales proceeds to the state in lieu of taxes. Counties and cities are

allocated 48.5% of the increase in TVA payments made to the state above

the amount received in the base year (fiscal year 1978). Counties receive

70% of this allocation, and cities receive 30%. Distribution to the city is

based on population.

1.56%

Sewer Connection Fee

The sewer connection fee is charged to connect to the City's sewer system.

The current charge is $2,900 per connection plus incidental expenses

incurred by the Wastewater Dept.

1.52%

GM Sewer Service Charge The fee charged to General Motors for sewer disposal per agreement. 1.43%

State Collected Gas Tax

The State of Tennessee distributes a portion of the state gasoline tax

collected per gallon to all cities based on population. The current portion

received by the City is based on population.

1.31%

Commercial User Fee Class 2

Rate levied for sanitation customers for solid waste collection/pick-up of

four (4) cubic yard (cy.), six (6) cy. or eight (8) cy. dumpsters, charged per

week with a minimum biweekly pick-up. Rates are based on dumpster

sizes ranging from $19.50 to $24.50

1.24%

Building & Inspection PermitsFees for development services inspections of commercial and residential

construction.1.19%

Hotel/Motel TaxThe City receives a 4% tax on the cost of hotel/motel room occupancy in

Columbia.1.19%

Cable TV Franchise

The City receives a 3% fee on gross revenues under the City’s cable

television franchise ordinance with Comcast. In addition, the City

receives a 5% fee from AT&T under its statewide franchise agreement.

0.88%

PILOT - Wastewater System Payment in Lieu of Taxes from the City's Wastewater (Sewer) System. 0.85%

Property Taxes - Delinquent Payments received for past due property taxes from prior years. 0.70%

Other All other forms of revenue. 24.43%

General Fund major sources of revenues and trends will be illustrated in the General Fund Revenue section of this book.

2020 Major Revenues - All Funds

110


112

GENERAL FUND


113

GENERAL FUND REVENUES


114


FINANCIAL SUMMARY

2017-2018 ACTUAL

2018-2019 BUDGET

2018-2019 BUDGET

2019-2020 BUDGET

ACTUAL % BUDGET % ESTIMATE % BUDGET %

Revenues and Other

Sources:

Taxes 25,425,553 76.87% 26,525,861 73.82% 27,882,552 82.42% 27,068,148 79.93%

Licenses and Permits 866,191 2.62% 623,100 1.73% 887,303 2.62% 899,800 2.66%

Fines and Fees 275,642 0.83% 271,060 0.75% 281,250 0.83% 281,280 0.83%

Charges for Services 401,340 1.21% 533,550 1.48% 346,243 1.02% 345,000 1.02%

Intergovernmental 3,835,209 11.59% 3,705,310 10.31% 3,898,510 11.52% 3,480,850 10.28%

Interest 108,659 0.33% 90,000 0.25% 210,000 0.62% 210,000 0.62%

Other 2,164,676 6.54% 4,186,183 11.65% 324,255 0.96% 1,579,016 4.66%

Total Revenues and

Sources 33,077,270 100% 35,935,064 100% 33,830,113 100% 33,864,094 100%

DESCRIPTION

The General Fund is the chief operating fund of the City. The largest City of Columbia operating

fund, the General Fund is supported by large variety of revenue sources including taxes, license

fees, permit fees, charges for services, fines, forfeitures, investment earnings, rental income and a

variety of other miscellaneous sources. Through these revenues the General Fund supports Public

Safety (Police and Fire & Rescue), Public Works (Streets and Maintenance), Parks and Recreation,

Development Services (Planning, Engineering and Codes Administration) and General

Administration, which includes City Council, the City Manager’s Office, Legal (City Attorney),

City Recorder’s Office, Finance and Personnel. The fund also provides for annual transfers to the

Debt Service Fund annually and periodic transfers to the Capital Projects Fund.

The most significant continuing revenue sources in the General Fund are derived from taxes. Of

total General Fund revenues budgeted in FY 2020, a total of $11,060,000 in property tax revenue

is budgeted. Property tax revenue is the largest source of tax revenue for the City’s General Fund.

Local option sales tax (LOST) represents the City’s second largest source. LOST revenues totals

$9,950,000 in the FY 2020 budget. State sales tax is the third largest budgeted revenue, the amount

budgeted for FY 2020 totaling $2,985,000. The three aforementioned revenues total $23,995,000

of General Fund revenues. Additional trend data for the largest revenue items in the General Fund

are included below for reference followed by all revenues budgeted in the General Fund.

115

I'll''''''


REVENUE HIGHLIGHTS

REAL PROPERTY TAX

The proposed property tax rate for FY 2020 is $1.1597 per $100 of assessed value which is the

same effective tax rate for 6th consecutive fiscal year. The budgeted amount for both real and

personal property taxes in FY 2020 is $11,060,000, an increase by $203,000, or 1.87% from FY

2019. Under Tennessee law, residential property is assessed at a rate of 25% of appraised value.

Commercial property is assessed at a rate of 40% of appraised value. In addition, businesses

operating within the City of Columbia are subject to a tax on the personal property used in their

business. The tax rate is the same as for real property but is assessed at 30% of appraised value.

LOCAL SALES TAX

Under state law, Columbia is allocated about 50% of the 2.25% Maury County local option sales

tax (LOST) collected by the State from businesses located within the City limits. The remaining

amount is received by Maury County, which state law requires the funds be allocated to Maury

County Public Schools. Budgeted collections for Columbia in FY 2020 will be $9,950,000, an

increase of $300,000 or 3.11% from last year’s budgeted amount of $ 9,650,000. The FY 2020

estimate is conservative taking into account that FY 2019 year-to-date collection trends reflect

growth of approximately 3.54% as of April 2019. FY 2019 total collections are anticipated at $9.99

million and FY 2018 actual (audited) collections were $9.87 million.

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Do

llars

Fiscal Year

10-Year Real Property TaxesFY 2011-2018 Actual and FY 2019 & FY 2020 Budgeted

116

1111111111

IIIIIIIII1

STATE SHARED SALES TAX

The State distributes a share of the 7% State-wide sales tax to cities on a per capita basis. The FY

2020 budget amount is $2,985,000, which represents a $105,000 or 3.65% increase from FY 2019

budgeted amount. Actual FY 2018 collections totaled $2.95 million.

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Do

llars

Fiscal Year

10-Year Local Option Sales Tax (LOST)FY 2011-2018 Actual and FY 2019 & FY 2020 Budgeted

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Do

llars

Fiscal Year

10-Year State Sales Tax DataFY 2011-2018 Actual and FY 2019 & FY 2020 Budgeted

117

Budget Budget

FY 2019 FY 2020 Dollar Percentage

1 Property Tax $10,857,000 $11,060,000 203,000.00 1.87%

2 Local Option Sales Tax 9,650,000 9,950,000 300,000.00 3.11%

3 Sales Tax Allocation-State 2,880,000 2,985,000 105,000.00 3.65%

4 Cable TV Franchise 515,000 515,000 0.00 0.00%

5 PILOT - CPWS 1,238,925 1,231,424 (7,501.00) -0.61%

6 Local Wholesale Beer Tax 960,000 960,000 0.00 0.00%

7 Gross Receipts Tax 750,000 775,000 25,000.00 3.33%

8 Building & Inspection Permits 530,000 800,000 270,000.00 50.94%

9 Hotel/Motel Tax 700,000 700,000 0.00 0.00%

10 PILOT - Wastewater System 500,000 500,000 0.00 0.00%

11 Property Taxes - Delinquent 365,000 370,000 5,000.00 1.37%

12 TVA Replacement Tax 395,000 395,100 100.00 0.03%

Net Change 29,340,925 30,241,524 900,599.00 3.1%

13 Remaining Sources 6,594,139 3,622,570 (2,971,569.00) -45.06%

TOTAL CHANGE $35,935,064 $33,864,094 (2,070,970.00) -5.76%


Changes From Previous Year FY 2019 Budgeted to FY 2020 Budgeted

Amounts Greater Than $100,000

CITY OF COLUMBIA

Change

118

■ ■ •

■ ■ ■ •

• • • •

1.87%3.11% 3.65%

0.00%

-0.61%

0.00%

3.33%

50.94%

0.00% 0.00%1.37%

0.03%

-10.00%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

Major Changes (%)

GENERAL FUND REVENUESMAJOR CHANGES-VARIANCE (%)

FY 2019 BUDGETED TO FY 2020 BUDGETED

Property Tax Local Option Sales Tax Sales Tax Allocation-State Cable TV Franchise

PILOT - CPWS Local Wholesale Beer Tax Gross Receipts Tax Building & Inspection Permits

Hotel/Motel Tax PILOT - Wastewater System Property Taxes - Delinquent TVA Replacement Tax

119

Actual Budgeted Estimated Budgeted Variance

Account Revenues Revenues Revenues Revenues FY 19 to

Number Account Name 2017-2018 2018-2019 2018-2019 2019-2020 FY 20 (%)

31100 Property Taxes - Current 11,021,472 10,857,000 11,519,244 11,060,000 1.87%

31200 Property Taxes - Delinquent 386,340 365,000 411,045 370,000 1.37%

31300 Penalty & Interest on Delinquent 61,070 75,000 72,196 70,000 -6.67%

31511 Tax Equivalent - Electrical 1,238,925 1,238,925 1,231,424 1,231,424 -0.61%

31512 Tax Equivalent - Water System 161,613 161,612 163,158 163,000 0.86%

31513 Tax Equivalent - Wastewater System 498,361 500,000 498,361 500,000 0.00%

31514 Atmos Gas 441,998 325,000 399,744 325,000 0.00%

31520 Tax Equivalent - Industrial Park 40,356 30,000 35,000 30,000 0.00%

31521 Tax Equivalent-Other 157 0 0 0 -

31523 Tax Equivalent City IDB Projects 4,234 4,224 4,224 4,224 0.00%

31610 Local Sales Tax 9,877,308 9,650,000 9,990,000 9,950,000 3.11%

31611 Telecommunication Sales Tax 36,438 3,100 27,566 20,000 545.16%

31710 Beer Tax Local 978,296 960,000 989,013 960,000 0.00%

31720 Retailers Alcoholic Beverage 299,895 295,000 303,427 295,000 0.00%

31730 Mixed Drink Tax 72,817 60,000 72,909 62,000 3.33%

31820 Gross Receipts Tax 1,006,113 750,000 912,096 775,000 3.33%

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

31850 Hotel/Motel Tax 646,823 700,000 691,834 700,000 0.00%

31912 Cable TV Franchise 509,560 515,000 515,646 515,000 0.00%

31930 Excise Tax 10,640 4,600 7,300 4,750 3.26%

32210 Application Fee - Beer Permit 7,450 6,000 7,567 6,200 3.33%

32220 Liquor Privilege Tax 17,805 15,000 19,096 15,500 3.33%

32230 Beer Privilege Tax 12,725 13,000 14,625 13,000 0.00%

32240 Telecommunication Privilege Tax 1,506 0 1,500 1,000 -

32400 Fireworks Permit 22,500 5,000 20,000 5,000 0.00%

32600 Building & Inspection Permits 646,951 530,000 694,335 800,000 50.94%

32600-1 Engineering Inspection Fees 10,342 1,000 31,642 4,000 300.00%

32600-2 Street Cut Fees 125 100 350 100 0.00%

32602 Called Letters of Credit 1,282 0 0 0 -

32610 Traffic Study Fee-Developer 9,900 140,000 10,000 10,000 -92.86%

32611 Gas & Mechanical Code Permits 27,390 12,000 29,957 12,500 4.17%

32612 Subdivision , Construction & Grading 4,025 4,000 2,535 4,000 0.00%

32612-1 Stormwater Management Fees 18,571 12,000 17,092 12,000 0.00%

32660 Zoning Permits & Fees 84,095 35,000 64,799 38,000 8.57%

32720 Alarm Permits 33,560 34,000 38,653 34,000 0.00%

33191 Fema Grant-Firefighter Asst 0 58,335 0 0 -100.00%

33197 2016 Byrne/JAG 18,461 0 0 0 -

33198 Tn Historic Commission Grant 0 0 0 0 -

33200 Bullet Proof Vest Grant 0 7,140 0 0 -100.00%

33204 Federal Equitable Sharing Agreemt 79,402 0 0 0 -

33205 Arts Build Communities Grant 2,500 2,000 2,000 0 -100.00%

33208 Highway Safety Grant 0 11,400 0 0 -100.00%

33219 TML Pool Safety Partners Grant 2,053 0 2,000 0 -

33220 TML Pool Drivers Safety Grant 0 0 1,000 0 -

33221 TML Pool Property Conserv Grant 4,612 0 3,000 0 -

33222 TN Tourist Develop Coop Grant 10,000 10,000 0 0 -100.00%

33223 FY 2017 Historic Preservation Grant 0 18,000 0 0 -100.00%

33224 IRS & Misc Equitable Sharing-Forf 19,243 0 3,651 0 -

33225 2017 Byrne/JAG Grant 0 16,275 0 0 -100.00%

33226 Rural Business Development Grant 0 110,000 110,000 0 -100.00%

33227 2018 Byrne JAG Grant 0 15,560 0 0 -100.00%

33291 Safe Streets Task Force (OT Reimb) 3,748 0 0 0 -

33293 DEA Task Force (OT Reimb) 18,240 0 0 0 -

33310 Tax Equivalent-Public Housing 0 0 0 0 -

33320 TVA Replacement Tax 399,169 395,000 406,298 395,100 0.03%

GENERAL FUND

REVENUES

120

Actual Budgeted Estimated Budgeted Variance

Account Revenues Revenues Revenues Revenues FY 19 to

Number Account Name 2017-2018 2018-2019 2018-2019 2019-2020 FY 20 (%)

33510 Sales Tax Allocation - State 2,955,674 2,880,000 3,047,154 2,985,000 3.65%

33520 Income Tax Allocation - State 305,928 160,000 305,928 80,000 -50.00%

33530 Beer Tax Allocation - State 16,179 17,000 16,179 16,000 -5.88%

34112 Sales of GIS Data 1,261 0 0 0 -

34120 Collecting Fee - Gross Receipts 10,080 8,000 10,444 8,000 0.00%

34190 Received Grass Cutting/Demolition 5,376 8,000 19,346 8,000 0.00%

34231 Fingerprinting Revenue 2,145 1,000 2,500 1,100 10.00%

34232 Sexual Offender Registry 4,350 4,000 4,850 4,000 0.00%

34722 Fairview Swimming Pool 4,925 5,500 5,500 5,500 0.00%

34725 Fairview Concession Stand 1,123 1,250 1,239 1,250 0.00%

34740 Recreation Fee & Charges 0 0 0 0 -

34742 Basketball Fees-Parks & Recreation 10,090 8,000 6,142 8,000 0.00%

34743 Membership Fitness Fee-Parks & Rec. 9,898 9,000 10,720 9,000 0.00%

34744 Recreation Programs 15,548 25,000 15,000 15,000 -40.00%

34746 Ridley Park 20,220 22,000 21,000 22,000 0.00%

34747 Ridley Park Concessions 2,193 0 5,428 0 -

34751 Mid State Classic - Sponsorships 0 0 0 0 -

34752 Mid State Classic - Ticket Sales 11,970 0 14,557 0 -

34753 Mid State Classic - Other Revenues 0 0 0 0 -

34754 Muletown Open BBQ Event - Regist 1,750 1,500 0 0 -100.00%

34755 Muletown BBQ-Event Sponsorships 9,500 28,500 16,000 0 -100.00%

34756 Muletown BBQ-Vendor registrations 375 500 0 0 -100.00%

34757 Muletown BBQ-Other Revenues 180 0 0 0 -

35110 Police Court 260,864 255,000 255,214 255,000 0.00%

35116 Littering Fine 82 0 0 0 -

35117 Seatbelt Violations-First Offense-City 40 60 140 280 366.67%

35120 Non-Moving Traffic Fines 14,548 16,000 15,896 16,000 0.00%

35121 Other fine/Judgements 108 0 0 0 -

36100 Miscellaneous Interest Earned 108,659 90,000 210,000 210,000 133.33%

36213 Parking Garage Rental 9,940 8,000 9,152 8,000 0.00%

36300 Sales & Recovery of Loss of Property 21,079 18,000 46,625 18,000 0.00%

36301 Sale of Seized Weapons 17,193 0 0 0 -

36310 Sale of Land 6,984 0 0 0 -

36311 Sale of Buildings/Structures 0 0 0 0 -

36700 Downtown Parking Lot 6,100 4,000 4,170 4,000 0.00%

36701 Donations - Police Department 2,000 0 0 0 -

36710 Donations for Rec. Dept 52,500 77,000 77,000 0 -100.00%

36711 Donations-Firefighter Park 4,340 0 0 0 -

36716 Donations - Arts Council 0 0 0 0 -

36720 Donations 0 0 0 0 -

36770 Public Fire Ed. Program 0 0 0 0 -

36900 Miscellaneous Revenues 128,775 50,000 75,000 50,000 0.00%

36900-1 Copies - Police Reports 127 300 142 150 -50.00%

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

36901 Insurance proceeds 7,188 0 0 0 -

36902 Petty Cash Over/Short 60 0 0 0 -

37110 Prior Years Revenue 0 3,965,183 1,443,516 -63.60%

37944 Transfer fm Wastewater - Admin Fee 209,168 220,000 210,000 210,000 -4.55%

37945 Transfer fm Sanitation - Admin Fee 90,688 107,000 100,500 100,500 -6.07%

Fund Total 33,077,277 35,935,064 33,830,113 33,864,094 -5.76%

GENERAL FUND

REVENUES

121


122

GENERAL FUND EXPENDITURES


123

GENERAL FUND DEPARTMENT: CITY COUNCIL

FINANCIAL SUMMARY

Category Budget Actual Budget Estimated Budget FY 2018 FY 2018 FY 2019 FY 2019 FY 2020

Personnel Services $ 70,178 $ 69,963 $ 70,827 $ 70,057 $ 70,827 Services & Supplies 269,550 253,353 349,750 2,536,316 319,050

Total $ 339,728 $ 323,316 $ 420,577 $2,606,373 $ 389,877

DEPARTMENT DESCRIPTION

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

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

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

City Council

Actual Actual Estimated Estimated

PERFORMANCE MEASURES FY 2017 FY 2018 FY 2019 FY 2020

Percent of Council Members

attending at least 90% of regularly 100% 100% 100% 100%

scheduled Commission meetings.

Percent of Council actions during

City Council meetings in accordance 100% 100% 100% 100%

with adopted Strategic Plan

124


BUDGET HIGHLIGHTS

The FY 2019-2020 budget includes the following special appropriations and contractual obligations. No Special Appropriation items have been added compared to FY 2018-2019.

Special Appropriations: $ 52,500

CSCC – Library (Year 2 of 4) $ 25,000 SC Human Resource Agency $ 5,550 Crimestoppers of Maury County $ 1,000 Columbia Cares $ 3,000 James K Polk Memorial Assn $ 3,000 Family Center $ 5,000 Boys & Girls Club of Maury County $ 5,000 Center of Hope $ 5,000

Contractual Agreements: $ 193,000

Maury County Chamber $ 100,000 Maury County Senior Citizens $ 37,000 Maury Regional Airport $ 10,000 Keep Maury Beautiful $ 8,000 Columbia Main Street $ 20,000 Tennessee Rehabilitation Center $ 17,000

To continue with the Strategic Planning process, $24,000 has been programmed within Professional Services with an additional $12,000.

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

125


DEPARTMENTAL BUDGET

Obj Title Actual Budget Estimated BudgetCode 2017-2018 2018-2019 2018-2019 2019-2020

Personnel Services 110 Salaries $ 46,200 $ 46,200 $ 46,200 $ 46,200141 FICA 3,319 3,535 3,412 3,534142 Group Insurance 19,580 19,580 19,580 19,580145 Dental Insurance 864 1,512 864 1,512

Total Personnel: $ 69,963 $ 70,827 $ 70,057 $ 70,827

Services & Supplies 211 Office Services $ 0 $ 250 $ 500 $ 300245 Telephones 25 40 30 30250 Professional Services 24,563 36,000 30,000 36,000280 Travel 12,166 10,500 10,275 10,800290 Other Services 19,531 25,360 24,862 25,000310 Office Supplies 217 400 550 400320 Operating Supplies 316 300 200 320326 Wearing Apparel 535 700 700 700720 Special Appropriations 22,000 102,200 2,295,200 52,500721 Contractual Agreements 174,000 174,000 174,000 193,000733 Awards 0 0 0 0800 Reserves 0 0 0 0

Total Services & Supplies: $ 253,353 $ 349,750 $ 2,536,316 $ 319,050

Dept. Total $ 323,316 $ 420,577 $ 2,606,373 $ 389,877

126

GENERAL FUND DEPARTMENT: LEGAL SERVICES

FINANCIAL SUMMARY

Category Budget Actual Budget Estimated BudgetFY 2018 FY 2018 FY 2019 FY 2019 FY 2020

Personnel Services $ 55,099 $ 54,880 $ 61,583 $ 54,981 $ 61,059Services & Supplies 229,100 196,957 217,100 211,600 217,100

Total $ 284,199 $ 251,837 $ 278,683 $ 266,581 $ 278,159


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

The Office of City Attorney represents and appears for the City, the City Council and advisory boards, in all actions and proceedings in which they are concerned or are a party. This office also appears for a city officer or employee in all actions or proceedings in which these individuals are party defendants due to performance. Additionally, the City Attorney furnishes services at all meetings of the Council, and prepares ordinances, resolutions, contracts and other legal documents. The City Attorney performs other legal duties as required. The City Attorney is responsible for the supervision and coordination of all outside counsel engaged to provide legal services on various matters. Further, the City Attorney reviews all significant claims made against the City and makes appropriate recommendations.

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

127


Actual Actual Anticipated Anticipated

Performance Measures FY 2017 FY 2018 FY 2019 FY 2020 Percentage of regular Council agenda items prepared or reviewed at least 99% 99% 99% 99% three days prior to meeting


Performance Measures FY 2017 FY 2018 FY 2019 FY 2020 Ordinances drafted/edited/reviewed 65 57 58 58

Resolutions drafted/edited/reviewed 79 112 110 95

Contracts drafted/edited/reviewed 85 77 90 80

Legal opinions and memorandums* 8 13 5-15 5-15Pending lawsuits* 6 8 5-10 5-10Beer Board/Planning Commission/Appeals Boards attended

31 36 33 30

Attorney-client Executive Session 2 6 3 3

*Occur at irregular intervals

128


DEPARTMENTAL BUDGET


Personnel Services 110 Salaries $ 44,645 $ 44,644 $ 44,643 $ 44,644119 Miscellaneous 0 0 0 0141 Fica 3,195 3,415 3,298 3,415142 Group Insurance 6,608 13,092 6,608 13,000145 Dental Insurance 432 432 432 0

Total Personnel: $ 54,880 $ 61,583 $ 54,981 $ 61,059

Services & Supplies 250 Professional Services $ 196,435 $ 211,600 $ 211,600 $ 211,600280 Travel 447 500 0 500

290 Other Services 75 5,000 0 5,000Total Services & Supplies: $ 196,957 $ 217,100 $ 211,600 $ 217,100

Dept. Total $ 251,837 $ 278,683 $ 266,581 $ 278,159

129

GENERAL FUND DEPARTMENT: CITY MANAGER’S OFFICE

FINANCIAL SUMMARY


Personnel Services $ 382,404 $ 378,174 $ 362,419 $ 354,963 $ 325,019Services & Supplies 151,050 67,382 171,050 148,903 171,050Capital Outlay 0 0 0 1,368 0

Total $ 533,454 $ 445,556 $ 533,469 $ 505,234 $ 496,069


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

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

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

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

Also included in the City Manager’s Office is the Tourism and Marketing Director. Responsible for the City’s tourism and marketing program and communications, the Tourism and Marketing Director’s primary job duties include communicating public information to media and other outside organizations, promoting the City as a tourism destination and cultivating partnerships with nonprofit and public agencies to enhance tourism in Columbia.

130

GENERAL FUNDDEPARTMENT: CITY MANAGER’S OFFICE

FY 2018-19 ACCOMPLISHMENTS

The local economy continues to improve with Maury County being one of the fastest growing counties in the 10-County, Middle Tennessee region for record job growth. The unemployment rate remains 3.6% as of January 2019. Trends continue to follow recent reports of Maury County ranked 2nd in the state and 87th nationally for the “most incoming investment”.

Businesses continue to open in the downtown area; numerous construction and renovations projects include building facades, exterior renovations and interior improvements; Briarworks handmade pipe factory located in Downtown, along with the New South Marketplace, a strip mall featuring new shops including Tallgrass Meats butcher shop, Needle and Grain quilting and other crafts and Deli 31, among others. New downtown businesses also include new restaurant/entertainment establishments, i.e., Vanh Dy’s Asian Cuisine, Taps Off Main, and Trek Bicycle Shop.

Benton Nissan opened a new automobile dealership on North U.S. Highway 31, the first Nissan dealership in Middle Tennessee deploying Nissan’s newest design concept.

Oakland Parkway Industrial Park Project land is under option and due diligence completed with plans to purchase the first and largest of three parcels in June 2019. The City has received grants totaling $1.5 million to offset the $2.2 million cost of the largest tract.

Public and private projects and initiatives led to the County’s increased level in TVA’s Sustainable Communities Program to “Gold-level” status, aiding in grant funding requests.

The City’s continued lobbying of state and federal elected officials. Following meetings with Columbia’s Congressional delegation, the city received a $55,000 grant from FEMA previously thought to be out of reach. Advocacy for roadway improvements and funding at the state level continue in 2019.

City closed out the 2014 CDBG project, receiving agency approval to use remaining grant funds to make sidewalk improvements in the arts district and Iron Bridge Road stormwater improvements, in addition to the 39 structures demolished using grant funds.

The department closed out a 2013 HOME grant project with seven homes rehabilitated using HOME grant funds.

The department completed the first year implementation of the City’s tourism and marketing program, including the launch of the new Visit Columbia Tn brand and deployment of a tourism website at www.VisitColumbiaTn.com.

131


FY 2018-19 ACCOMPLISHMENTS (CONTINUED)

The City’s first-ever Visitor Guide was created, providing a visitor information guide for tourism marketing and information. The City maintains distribution throughout middle Tennessee welcome centers, attractions and hotels. The guide is the primary fulfillment piece for all visitor inquiries generated from the website, advertising and online marketing.

The City implemented a historical marker program to commemorate and interpret significant points of interest in Columbia that generate interest for this city’s history for residents and visitors. Signs include the Bethel Hotel/Princess Theatre and Firefighters Park with plans to unveil signs at the historic train depot and “Pop Geers Park.”

Hunt Properties, LLC. has purchased property following a PILOT agreement between the City, County and Hunt. Plans for the site include a Marriott Courtyard per the PILOT agreement along with restaurant and retail space, less than a half mile from downtown.

Stabilization and all exterior work on the Jack-N-Jill Building is complete.

The City’s downtown beautification efforts continue to succeed with new seasonal banners in downtown Columbia.

The City’s litter abatement program completed its first year using trustee labor to maintain trash pickup around the town square and along city streets.

The City partnered with the President Polk Home to create a new President James K. Polk Home video, which enhances the overall visitor experience and helps create positive feedback about the attraction.

The City sponsored a second episode with PBS Chef Walter Staib’s “A Taste of History” featuring Rattle & Snap Plantation and downtown Columbia to build increased awareness for Columbia with the segment airing in 2019 across the PBS stations and their affiliates.

National media coverage continues including the City having been selected as Southern Living’s top 10 “Best Small Towns” in the magazine’s March issue and “top five” travel destinations in Good Grit Magazine.

The City joined the Regional Transit Authority (RTA), providing Columbia with a greater voice in regional transit solutions and new alternatives available for linking with the regional transit system.

Firefighters Park opened with a ribbon cutting event on September 11, 2018.

132


ONGOING PROJECTS

Jack-N-Jill Building interior renovations are now underway to include a Visitor Center in the lower level and the Columbia Police Dept. administrative offices on the upper level.

Continue participation in the Nashville Area MPO and RTA, which provides Columbia with additional funding opportunities for transportation projects that enhance the City.

Continue participation in the Regional Transit Authority (RTA). The RTA provides Columbia with new opportunities for regional transportation linkages between the City and the Metro Nashville Regional Transportation Network.

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

Continue to work with prospective retailers, hoteliers and other commercial operations to locate and expand in Columbia.

Continue to take a proactive approach towards the development of the Oakland Parkway Industrial Park industrial land and manufacturing recruitment, as well as plan for future development of land reserved for industrial uses.

Continue to engage the Tennessee Department of Transportation to advocate for high priority projects to the City, projects of regional significance that also benefit the City and potential funding opportunities.

Continue development of tourism assets, recreational amenities and programs that attract new residents and tourists to Columbia, including the Presidential Pathways project.

Develop an internal communications system for disseminating public information to external stakeholders, including news media and citizens.

Establishment of the East 8th Street Preservation District.

Implement findings from the Wayfinding directional signage study and findings from the Columbia Arts District Master Plan.

Utilize the parking study currently underway to formulate and implement parking solutions in downtown Columbia.

Continue to pursue development of proposed Presidential Park.

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ONGOING PROJECTS (CONTINUED)

Continue to promote arts and culture and continued development of the Columbia Arts District, planning for a major project as identified in the 2019 strategic plan underway.

Continue the “Columbia Works” program of dedicated funding for city-wide infrastructure improvement projects.

Continue partnership with Columbia Housing and Redevelopment Corporation using Neighborhood Stabilization grant revenues to develop two new single family homes in East Columbia.

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

Continue to support employee wellness initiatives with an Employee Wellness Committee, City Wellness Program and the offsite healthcare clinic in partnership with Maury Regional.

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

134


ORGANIZATIONAL CHART

City Manager's Office - Administration



Percent of Strategic Plan objectives and 100% 100% 100% 100%

projects complete, in-process or pending

policy action

Percent of City Council meeting agendas 99% 99% 99% 99%

prepared accurately and timely

Percent of City Council meeting minutes 99% 99% 99% 99%

prepared accurately and timely

Number/Percentage of public notice 11/100% 14/100% 16/100% 14/100%

notices published within legal deadlines

City Manager

Assistant City Manager/City Recorder/CFO

Tourism & Marketing Director

Administrative Assistant (PT)

Executive Secretary

Communication Coordinator

(Proposed FY 2020)

135



WORKLOAD INDICATORS FY 2017 FY 2018 FY 2019 FY 2020

Percent of progress reports prepared weekly 100% 100% 100% 100%

and distributed to Council/City departments

Monthly grants and Local Option Sales Tax 24 24 24 24

reports prepared annually

Council Agenda Packets Assembled 26 26 26 26

Ordinances, resolutions minutes and

contracts scanned and retained via hardcopy

Resolutions 79 112 90 90

Ordinances 58 55 55 55

Contracts 46 63 70 70 Minutes 14 14 14 14

City Manager’s Office - Tourism

PERFORMANCE MEASURES


FY 2017 FY 2018 FY 2019 FY 2020

Visit Columbia Tn Website - Page Views n/a 24,432* 66,000 73,000

Visitor Inquiries n/a 137* 500 750

*5 months of data: website launched 8-6-19


WORKLOAD INDICATORS FY 2017 FY 2018 FY 2019 FY 2020 City special events (promotions, retirements, etc)

12 18 25

Facebook followers (City account) 14,468 15,345 17,000 19,000

Twitter followers (City account) 1,102 1,439 1,804 2,169

Instagram followers (City account) 836 1,599 2,400 3,200 Facebook followers (Visit Columbia account)

723 2,562 3,800 5,000

Twitter followers (Visit Columbia account) 98 282 460 625 Instagram followers (Visit Columbia account)

331 1,275 2,100 3,000

136


DEPARTMENTAL BUDGET


Personnel Services 110 Salaries $ 274,747 $ 268,284 $ 269,600 $ 232,444112 Overtime 414 680 83 0113 Salary Adjustment 0 0 0 0114 Vacation Pay 1,621 0 3,260 0115 Sick Pay 8,715 0 3,074 0116 Holiday Pay 1,732 0 899 0117 Bonus 213 217 213 0118 Longevity Pay 950 1,100 1,100 1,050119 Miscellaneous 8,212 9,001 9,181 9,000141 FICA 20,167 21,260 19,266 20,581142 Group Insurance 20,534 33,295 20,575 21,350143 Retirement 31,387 14,916 14,047 22,538145 Dental Insurance 630 648 648 648149 Other Pensions 8,852 13,018 13,017 17,408

Total Personnel: $ 378,174 $ 362,419 $ 354,963 $ 325,019

Services & Supplies 211 Office Services $ 428 $ 7,900 $ 7,821 $ 7,900245 Telephones 1,641 1,200 1,308 1,350250 Professional Services 23,467 135,500 124,417 130,350269 Maintenance & Repair-Other 0 0 0 0280 Travel 14,768 8,000 7,945 8,000290 Other Services 19,456 15,000 3,954 15,000310 Office Supplies 210 800 740 800320 Operating Supplies 3,422 2,000 1,792 2,000321 Operating Supplies Controllable 0 0 0 0326 Wearing Apparel 390 650 650 650331 Fuel 12 0 0 0530 Rentals 131 0 0 0850 Reserve-Columbia Arts Council 3,457 0 276 5,000

Total Services & Supplies: $ 67,382 $ 171,050 $ 148,903 $ 171,050

Capital Outlay 948 Computer Equipment $ 0 $ 0 $ 1,368 $ 0

Total Capital Outlay: $ 0 $ 0 $ 1,368 $ 0

Dept. Total $ 445,556 $ 533,469 $ 505,234 $ 496,069

137

GENERAL FUND DEPARTMENT: MANAGEMENT INFORMATION SYSTEMS

FINANCIAL SUMMARY


Personnel Services $ 384,655 $ 350,948 $ 419,571 $ 376,524 $ 361,033Services & Supplies 145,000 135,173 155,200 153,560 189,000Capital Outlay 208,550 92,502 427,500 406,545 439,370

Total $ 738,205 $ 578,623 $1,002,271 $ 936,629 $ 989,403


The Management Information Systems department formed in FY 2005-2006. This department provides overall supervision and support for the City’s Management Information Systems and other technical/technological systems, including phone, computer services, data services, cyber-security, the City website and general network administration. MIS also coordinates Graphical Information Systems (GIS) functions for the City.


Installation of a new anti-virus software suite based on AI (Artificial Intelligence), and encryption software, Dell Endpoint Security Suite Enterprise (ESSE).

Next Generation SonicWall Firewall Installed - The SonicWall is a next-generation firewall using AI, a redundant device for business continuity, more robust hardware (accommodating growth), a more secure VPN (Virtual Private Network) client, and enhanced web filter integrated into the firewall.

Enhanced Anti-Spam Defenses - Improved threat detection software (EdgeWave ThreatTest) was installed on each workstation to allow greater scrutiny of email, including sandboxing, detection of spurious links contained in messages. Additional rules were coded to prevent spoofing (mail pretending to be from a legitimate source.)

Policies and Best Practices for Security - Policies were enhanced regarding use of strong passwords, and removal of access to web mail except employees that use external mail (Gmail) in the course of their work duties.

Increased Storage Capacity - Our SANs (Storage Area Networks) were replaced with more robust devices, and increased our storage capacity to accommodate growth. The SANs are redundant. We also increased our backup storage capacity to allow greater retention of backup cycles.

Network Backbone Speed Increased - All but five (5) communications switches throughout the network infrastructure were replaced with switches capable of 10GB transmission (10x pre-existing capability). The remaining switches will be replaced in FY 2020.

138

GENERAL FUNDDEPARTMENT: MANAGEMENT INFORMATION SYSTEMS


Virtualization Software Upgraded - Virtualization software was upgraded to VMware 6.5. This provides us with enhanced features, and will allow us to implement HA (High Availability) and DR (Disaster Recovery).

VoIP for Public Works - Public Works phone system was in dire need of replacement. We installed a VoIP (Voice over Internet Protocol) system that is integrated with the rest of the city. All city phones now run on a unified VoIP system.

Expansion of Police Body / Car Camera System - Access was increased to include the Police Annex Building. Access capability at Police Headquarters was doubled.

Migration of Email Archival to a Different System – Allows storage, search, and retrieval of email records via the cloud - Allows us to comply with retention requirements. The vendor is responsible for storage and backup of email records, and provides an Internet-based portal for staff to use for access. Once fully implemented, users will be able to search for archived mail through their Outlook window in addition to a web portal.

New Video Recording System for Council Chambers - The old video recording system in Council Chambers failed. It was replaced with a computer-based system using freeware. The new system is all-digital and has the capability to upload videos to YouTube or similar video hosting systems for public use. It also has the capability of live streaming over the Internet. We are looking to implement this sometime in calendar 2019.

Major Software Updates: KBOX appliance operating system, Local Government Corporation Zortec software, Microsoft Windows 10, PRTG Network Monitor, Quartermaster, VMware 6.5 - Personnel have the most up-to-date software with the latest features, plus security updates and patches.

Software Updates (Routine):

7-Zip, Adobe Flash Player (ActiveX and Plugins), Adobe Acrobat Reader DC, Adobe Reader (legacy), Adobe Shockwave Player, CCleaner file utility, Dell Endpoint Security Suite Enterprise, FileZilla FTP client, Google Chrome (Internet browser), Java, MDIS, Microsoft Office 2016, Mozilla Firefox (Internet browser), iPhone/iPad iOS, SonicWall NetExtender VPN, Southern Software QuarterMaster, Southern Software RMS, TightVNC (remote management), Wireshark network analysis tool, VLC Media Player, WinSCP file transfer utility, and Xvid Video Codec - Personnel have the most up-to-date software with the latest features, plus security updates and patches.

MIS Replacement Schedule – Equipment replacement and installation of new PCs, laptops, tablets, servers, and communications equipment. - Replaces aging hardware that is out-of-date and no longer under warranty. This provides the latest technology for city personnel.

139


ONGOING PROJECTS

Windows 10 Upgrade - Microsoft now releases major upgrades to its desktop operating system twice a year. Staff apply these updates to almost every desktop, laptop, and tablet owned by the city. This is an extremely time-consuming process.

Windows Server 2016/Domain Controller Upgrade – Two new servers have been installed to replace the existing domain controllers. The new devices will be “promoted” to take advantage of the new operating system features in Microsoft Server 2016. One 2003 Server remains which will be retired upon completion of the upgrade.

Upgrade of Microsoft Exchange Server (email) with funds programmed in FY 2020.

Replacement of City Hall video security system due to age and incompatibility with Windows 10 operating system.

Installation of OfficeGate, a plug-in to Microsoft Outlook that provides access to the email archive directly from the Outlook window instead of a web portal.

Council Chambers Audio-Video upgrade (existing system is inadequate to current needs).

MIS Replacement Schedule – FY 2019 workstations, laptops and server equipment were approved by Council and ordered. Staff is nearly finished distributing the computers.


MIS Director

Network Administrator (3)

Part-time Employee

140




Number of Security Breaches 0 0 0 0

Service ticket closed in 1 day or less 79.23% 74.00% 73.42% 76.00%

Service ticket closed in 2 days or less 85.55% 81.79% 79.85% 82.00%

Service ticket closed in 1 week or less 94.83% 93.36% 92.80% 94.00%

Percent of new users coordinated within 2 weeks 100.00% 100.00% 100.00% 100.00%



Number of KBOX requests for service 1,218 1,296 1,489 1,600

Number of replacement workstations to set up and install 94 28 108 62

0

200

400

600

800

1,000

1,200

1,400

1,600

1,800

FY 2017 FY 2018 FY 2019 FY 2020

KBOX TICKETS PROCESSED

141


DEPARTMENTAL BUDGET


Personnel Services 110 Salaries $ 253,677 $ 297,179 $ 268,574 $ 256,805112 Overtime 0 0 0 0114 Vacation Pay 0 0 10,233 0117 Bonus 217 271 271 0118 Longevity Pay 2,450 2,750 2,750 1,250119 Miscellaneous 0 0 467 0141 FICA 19,574 22,965 21,497 19,646142 Group Insurance 21,108 30,060 21,403 20,870143 Retirement 53,274 65,410 50,645 61,814145 Dental Insurance 648 936 684 648

Total Personnel: $ 350,948 $ 419,571 $ 376,524 $ 361,033

Services & Supplies 211 Office Services $ 0 $ 250 $ 0 $ 250245 Telephones 5,749 6,000 5,981 6,000250 Professional Services 0 0 0 0255 Software Maint. & Support 106,096 118,200 118,136 141,200261 Maintenance & Repair-Auto 0 1,000 500 1,000269 Maintenance & Repair-Other 1,750 1,000 1,000 1,000280 Travel 6,150 10,000 10,000 21,000290 Other Services 4,466 7,500 7,453 7,500310 Office Supplies 528 1,000 700 800320 Operating Supplies 10,227 9,000 8,954 9,000321 Controllable Assets 0 0 0 0326 Clothing 170 200 185 200331 Fuel 37 750 351 750332 Automotive Supplies 0 300 300 300


Capital Outlay 948 Computer Equipment $ 92,502 $ 427,500 $ 406,545 $ 439,370

Total Capital Outlay: $ 92,502 427,500 $ 406,545 $ 439,370

Dept. Total $ 578,623 $ 1,022,271 $ 936,629 $ 989,403

142

GENERAL FUND DEPARTMENT: FINANCE DEPARTMENT

FINANCIAL SUMMARY


Personnel Services $ 390,796 $ 386,283 $ 443,766 $ 425,049 $ 445,166 Services & Supplies 17,060 13,390 19,060 19,717 29,060

Total $ 407,856 $ 399,673 $ 462,826 $ 444,766 $ 474,226


The Finance Department exercises general financial supervision over the fiscal affairs of the City and general accounting supervision over city property and assets as well as ensuring timely and accurate financial reporting for the City Council and Management on a monthly, semi-annual and annual basis. The Chief Financial Officer also serves as Assistant City Manager.

This Department is responsible for payroll processing, disbursement of funds (vendor payments, debt repayment, etc.), administration of the Purchasing Card program, accounting for fixed assets and ensuring financial compliance with various local, State and Federal agencies. The department handles monthly reconciliation of City’s bank accounts and the preparation of monthly revenue and expense reports for departmental budget monitoring purposes.

The Finance Department provides other internal support to city departments in accounting and general business functions and preparation of financial reports for grant projects. The department oversees centralized purchasing for the municipal corporation and all departments and departmental subdivisions, coordination of bid processes, administration of the City’s timekeeping system and maintenance of the City’s fixed asset database. The City’s Assistant Finance Director provides the Director with support in day to day accounting, annual budget development and assistance in establishing and implementing long-range goals to enhance and continually improve the City’s financial operations.

The Finance Department is the lead department coordinating the City’s annual audit, investment of city reserve funds, issuance of long-term debt and serves as the principle department in the preparation and development of the annual budget. The Finance Department also compiles the Comprehensive Annual Financial Report and the Popular Annual Financial Report at the end of the audit process each year.

143



The proposed FY 2020 budget includes new financial schedules, improved summaries and forecasting and a new section incorporating a complete five-year Capital Improvements Program with the aim of improving long-range planning during the annual budget process.

Development of city’s first Investment Policy and program with the investment of reserves in US Treasuries estimated to more than double the City’s investment income.

Staff coordinated annual audit process including development of the 2018 Comprehensive Annual Financial Report (CAFR) and an “unqualified” clean audit opinion.

Staff prepared city’s first Popular Annual Financial Report (PAFR) to accompany the 2018 CAFR, which was aimed at providing more accessible and transparent financial reporting for the Council and Columbia citizens.

The City received the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association for the 19th consecutive year for the prior year’s 2017 CAFR.

The department has implemented online forms with built-in workflow functionality for use citywide, the system currently undergoing live testing with deployment scheduled prior to adoption of the FY 2020 budget.

All department staff are actively engaged in professional development directly related to primary work functions with two (2) finance department team members joining the CFO in having earned the Certified Municipal Finance Officer (CMFO) certification.

The department successfully implemented Paylocity’s time and attendance module to replace legacy software. Aligning the City’s existing use of Paylocity in payroll and human resource functions, the single system provides all city departments and employees with a single improved timekeeping and payroll system increasing efficiency and effectiveness.

The City’s purchasing and internal control policies were significantly revised and approved by the City Council, changes intended to increase operating efficiencies along with increased accountabilities and improved systematic controls related to finance functions.

Cross training continues ensuring that the department operates to meet the needs of increased volume/workload and new projects and initiatives across all city departments.

Grant billings were prepared and submitted for a range of grant projects and state and federal agencies.

144


ONGOING PROJECTS

Project to assist Police Department with moving cash out of evidence lockup and disposal of rare and valuable items once cases are disposed.

Staff continues to find areas to enhance revenues (i.e., investment program) and reduce expenses and improve internal services and city services.

The department continued to provide and maintain funding for the capital equipment replacement program to reduce repair and maintenance expenses and provided staff with adequate equipment to carry out city operations.

Staff is working on a major update of Finance and Accounting Software with existing vendor, Local Government Corp. and assisting the City Recorder’s Office with a similar transition. Using the vendor’s newest version of general ledger management software, the project will eliminate legacy software in areas of purchasing, accounts receivable and document management, providing the opportunity to utilize the efficiencies and improved functionality through a unified system.

Staff will annually review and propose revisions as needed to the Internal Control Policy adopted in 2016. T.C.A. now requires the adoption of an Internal Control Policy by municipalities statewide to be updated as state laws are amended annually.

Following the update of accounting software, staff will begin work on online payments similar to online property tax payments implemented in FY 2017, the aim to provide online tax and fee payments for Columbia citizens and businesses for nearly 100% of city services.

The department continues to monitor the City’s investment program to ensure that the City maintains sufficient reserves to meet operating requirements and to maximize the return on the City’s investments.

The department continues to monitor the City’s retirement plan to ensure that adequate funding is provided on an annual basis.

The department continues monitoring of the City’s self-funded health insurance plan.

145




Assistant Finance Director

Accounting Technician II (2)

Purchasing Agent

146




Average number of working days to compile monthly financial reports

4 days 4 days 4 days 4 days

Percent monthly close-outs within 20 working days of month end

100% 100% 100% 100%

Percent of bank statements that are reconciled to general ledger within 12 days of receipt of bank statement

100% 100% 100% 100%

General Obligation Bond Rating (Moody’s / S&P)

Aa2* Aa2/AA+ Aa2/AA+ Aa2/AA+

Percent of available funds placed in interest-bearing accounts

100% 100% 100% 100%

*City received the improved AA+ bond rating from S&P January 2017 (FY 2017).



Invoices - AP 9,425 8,604 10,000 11,200

Vendor checks 5,088 4,661 5,100 5,300

GFOA CAFR Award received** Yes Yes Yes Yes

GFOA PAFR Award received** No Yes Yes Yes

GFOA Distinguished Budget Award received** No No No Yes

**The City submitted the 2018 CAFR and 2018 PAFR for GFOA award programs but has not received information on the status at the time that the budget was produced. These indicators are estimated not actual with the status pending at this time.

***The FY 2020 budget will be the first in which the City submits the annual budget for the GFOA Distinguished Budget Award.

147


DEPARTMENTAL BUDGET


Personnel Services 110 Salaries $ 287,504 $ 329,960 $ 304,100 $ 338,095112 Overtime Pay 200 0 594 0114 Vacation Pay 2,712 0 13,634 0115 Sick Pay 257 0 358 0116 Holiday Pay 2,256 0 2,455 0117 Bonus Pay (Christmas Bonus) 217 271 271 0118 Longevity Pay 1,950 2,200 2,200 1,700119 Miscellaneous 0 4,800 4,038 6,500141 Fica 22,058 25,431 27,097 25,864142 Group Insurance 28,117 34,600 28,706 34,362143 Retirement 40,149 45,424 40,625 37,565145 Dental Insurance 864 1,080 972 1,080

Total Personnel: $ 386,284 $ 443,766 $ 425,050 $ 445,166

Services & Supplies 211 Office Services $ 130 350 160 350245 Telephones 2,162 2,000 2,485 2,500250 Professional Services 0 0 0 0255 Software Maintenance 889 1,760 2,344 2,800269 Maintenance & Repair-Other 374 0 0 0280 Travel 5,750 5,700 7,228 16,000290 Other Services 1,844 5,500 1,806 3,000310 Office Supplies 489 1,600 2,128 2,100320 Operating Supplies 1,456 1,800 3,348 1,800326 Wearing Apparel 296 350 0 510


Dept. Total $ 399,674 $ 462,826 $ 444,549 $ 474,226

148

GENERAL FUND DEPARTMENT: CITY RECORDER’S OFFICE

FINANCIAL SUMMARY


Personnel Services $ 406,433 $ 347,609 $ 367,598 $ 352,946 $ 396,478Services & Supplies 26,338 19,384 26,338 21,799 26,338Capital Outlay 0 1,236 0 0 0

Total $ 432,771 $ 368,229 $ 393,936 $ 374,745 $ 422,816


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

The City Recorder is to be present at all meetings of the City Council and record the motion and vote of Council Members. A primary responsibility of the City Recorder’s Office is to provide service and information to the public. Other responsibilities include serving as Clerk of the City Court, processing city tax bills, serving as Trustee and Secretary of the City of Columbia Employees’ Retirement Plan, keeper of City Retirement Plan records, maintains City Court and overtime parking records, keeper of the City seal, Ordinance, Resolution and minute books, titles, contracts, bonds, deeds, letters of credit and other city records. The City Recorder’s Office is responsible for additional billing of accounts receivable when the initial billing is not paid timely.

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

In June 2019, the City Recorder’s Office and Finance Departments were consolidated under the direction of the Assistant City Manager, who also serves as Chief Financial Officer. The office continues to play a role in budgeting through assisting the City Manager in the budget process by forecasting city revenues.

149


2018-19 ACCOMPLISHMENTS

After creating a spreadsheet in the previous fiscal year to keep up with delinquent special assessments, we were able to submit more special assessments to the City Attorney, April 1, 2019 to present to the Clerk & Master for collection in order to recover cost of assessments that tend to be disregarded by property owners.

The citizen and/or business owner now have the ability to apply for a new alarm permit as well as pay online. Also, send out reminders to citizens who have become delinquent, as well as created reminder letter to assist in maintaining accurate records.

Updated all forms with new logo and put on the website as well as adding applicable ordinances.

Created new court forms with new logo, and streamlined the court process to maintain organization.

Installation of bullet resistant glass.

ONGOING PROJECTS

Monitor Local Option Sales Tax monthly as well as annually to develop trends of the local business community to ensure that the City is receiving what is due from the State.

Receipting and accounting for all city revenue, and in the near future will be transitioning to NextGen, a Local Government software to receipt all revenues.

Will soon launch a new Local Government, CTRIS, software to maintain court records as well as receipting.

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

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

Collection of 2018 city taxes.

Processing garbage fee relief for eligible citizens.

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

150



Continued effort to organize all documents per MTAS retention schedule.

Prepare Delinquent Tax Ordinances and listing of delinquent tax information for the City Attorney to present to the Clerk & Master for delinquent tax collection or sale of property.



Performance Measures FY 2017 FY 2018 FY 2019 FY 2020 Business licenses issued 1472 1568 1600 1600

Property tax notices 18,222 18,654 19,000 19,000

Judicial cases filed - City Court 2203 2160 3125 4000


Workload Indicators FY 2017 FY 2018 FY 2019 FY 2020 Percentage of property taxes collected

105.34% 106.42% 105% 105%

Percentage of business taxes issued within 5 days

100% 100% 100% 100%


Assistant City Recorder

Accounting Technician II (3)

Court Clerk

151


DEPARTMENTAL BUDGET

Obj Title Actual Budget Estimated Budget Code 2017-2018 2018-2019 2018-2019 2019-2020

Personnel Services 110 Salaries $ 236,853 $ 258,311 $ 250,586 $ 291,281112 Overtime Pay 51 4,695 70 0113 Salary Adjustment 0 0 0 0114 Vacation Pay 5,835 0 2,346 0115 Sick Pay 3,768 0 1,670 0116 Holiday Pay 6,675 0 2,348 0117 Bonus 379 325 325 0118 Longevity Pay 2,550 2,800 2,600 2,650119 Miscellaneous 0 0 0 0141 Fica 18,969 20,359 19,354 22,091142 Group Insurance 34,546 40,611 38,184 40,680143 Retirement 36,885 39,201 34,221 38,480145 Dental Insurance 1,098 1,296 1,242 1,296

Total Personnel: $ 347,609 $ 367,598 $ 352,946 $ 396,478

Services & Supplies 211 Office Services $ 11,210 $ 14,500 $ 11,229 $ 12,000245 Telephones 1,179 840 548 600250 Professional Services 0 150 150 150255 Software Support 454 3,500 3,454 3,500269 Maintenance & Repair-Other 0 0 0 0280 Travel 2,590 2,950 4,246 6,038290 Other Services 1,004 1,548 335 1,000310 Office Supplies 1,162 1,000 994 1,500320 Operating Supplies 1,400 1,500 570 900321 Controllable Assets 0 0 0 0326 Clothing 335 300 273 600510 Insurance & Bonds 50 50 0 50


Capital Outlay 948 Computer Equipment $ 1,236 $ 0 $ 0 $ 0

Total Capital Outlay: $ 1,236 $ 0 $ 0 $ 0

Dept. Total $ 368,229 $ 393,936 $ 374,745 $ 422,816

152

GENERAL FUND DEPARTMENT: PERSONNEL

FINANCIAL SUMMARY

Category Budget Actual Budget Estimated Budget

FY 2018 FY 2018 FY 2019 FY 2019 FY 2020

Personnel Services $ 235,927 $ 221,342 $ 249,562 $ 250,052 $ 274,154Services & Supplies 26,700 19,368 26,700 18,555 26,700

Total $ 262,627 $ 240,710 $ 276,262 $ 268,607 $ 300,854


The Personnel Department must adjust to the needs of the City’s changing dynamics. While the department is responsible for employee benefits administration and compensation which are traditional roles, it is also responsible for the following functions:

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

Training and career development;

Organizational development and communication;

Performance management and coaching;

Policy recommendation; and

Employee relations and team building.

The Personnel Department objectives are established to support the attainment of the overall Strategic Plan and objectives of the City. This strategic partnership impacts personnel services in areas such as the design of positions, hiring, reward, recognition and strategic pay, performance development and appraisal systems, career and succession planning, and employee development. The Personnel Department implements the City’s human resource requirements effectively, taking into account federal, state and city laws, regulations and ordinances, using ethical practices in a manner to maximize employee motivation, commitment and productivity and instill trust in the department and organization as a whole.

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Worked with Maury Regional Medical Center to use Urgent Care for expanded services for city employees.

Worked with Sherrill Morgan and MedBen, regarding the City’s group medical plan with the possibility of moving to a direct billing arrangement. Continued monitoring claims, worked on plan design changes, renewal rates and other options.

Worked with police sergeants to resolve pay inequity due to corporal position being implemented.

Effective January 1, paid all longevity for the year rather than on monthly basis.

Revised donated sick leave policy to be non-discriminatory and assist employees financially who qualify for long term disability without the expense of short term disability.

HR Tech worked on reviewing all group billings to ensure accuracy and worked with contacts at various companies to correct inaccuracies.

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

Implemented the Junior Fire Cadet and Cadet program to assist with staffing needs in Fire and Rescue.

Wrote ADA implementation plan for TDOT grant funding.

ONGOING PROJECTS

Continuing work on enhancements in Paylocity to include benefit information and forms on the system.

Continuing work on the succession plan to get department participation; have met with Development Services and Wastewater.

Working on establishing skills gap and providing learning and development to better meet the future needs of the City.

Working with Fire Deputy Chief to overhaul the safety committee.

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Personnel Director

Human Resources Technician (1)

Human Resources Generalist (1)

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Actual Actual Target Target


Percent positions filled within 60 days 24% 280% 28% 28%

Number and percent of employees hired who complete probationary period

52/10.3% 42/10.10% 42/10.10% 42/10.10%

Number and percent of internal promotions 0 30/1% 30/1% 30/1%

Employee turnover rate (FT only) 13.55% 12.54% 13% 13%

Employee turnover rate (incl. PT) 3.32% 17.03% 17% 17%



Positions filled (incl. internal) 64 114 114 114

Applications received 1,200 3,641 3,641 3,641

Terminations/separations (incl. PT) 69 45 45 45

Grievances/hearing/lawsuits 0 1 1 1

Demographics

No-response 24 100 100 100

White 1004 2067 2067 2067

Black 111 304 304 304

Asian and Pacific Islander 6 12 12 12

Asian 1 3 3 3

Hispanic 27 61 61 61

American Indian/Native American 6 13 13 13

Other 22 64 64 64

Male 834 1531 1531 1531

Female 320 655 655 655

No response 47 448 448 448

Veteran Status ND 196 196 196

*ND refers to no available data

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DEPARTMENTAL BUDGET

Obj. Title Actual Budget Estimated Budget Code 2017-2018 2018-2019 2018-2019 2019-2020

Personnel Services110 Salaries $152,713 $ 174,744 $ 175,009 $ 195,767112 Overtime 72 0 788 0114 Vacation Pay 2,618 0 9,489 0

115 Sick Pay 1,200 0 1,065 0116 Holiday Pay 4,363 0 2,315 0117 Bonus Holiday 162 162 217 0118 Longevity Pay 950 1,050 1,500 1,600119 Miscellaneous 3,400 0 2,667 0141 FICA 12,476 13,462 14,647 14,976142 Group Insurance 6,646 20,558 8,091 20,744143 Retirement 36,147 38,939 33,634 40,418145 Dental Insurance 595 647 632 649

Total Personnel: $ 221,342 $ 249,562 $ 250,052 $ 274,154

Services & Supplies 211 Office Services $ 138 $ 0 $ 279 $ 0245 Telephones 1,518 1,788 1,224 1,788250 Professional Services 12,995 15,752 7,196 14,671255 Software Maintenance 484 500 484 600280 Travel 2,919 6,300 5,552 6,100290 Other Services & Charges 732 1,560 775 2,416310 Office Supplies 100 500 783 300320 Operating Supplies 413 0 1,962 525326 Wearing Apparel 69 300 300 300


Dept. Total $ 240,710 $ 276,262 $ 268,607 $ 300,854

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GENERAL FUND DEPARTMENT: POLICE DEPARTMENT

FINANCIAL SUMMARY


Personnel Services $7,132,680 $6,660,527 $7,498,621 $6,596,652 $7,750,687Services & Supplies 1,093,902 1,094,238 1,335,468 1,138,756 1,198,938Capital Outlay 973,874 1,056,687 487,424 487,424 471,030

Total $9,200,456 $8,811,452 $9,321,513 $8,222,832 $9,420,655


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

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

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

The Patrol Division consists of four patrol shifts; each supervised by a lieutenant; one Special Response Team, (SRT), a Community Oriented Policing unit (COP), and a traffic unit.

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

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

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DEPARTMENT DESCRIPTION (CONTINUED)

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

The Traffic Unit was established to assist in the reduction of traffic crashes. This unit focuses on issues presented by the rapidly growing number of motorists and vehicles which utilize the City of Columbia for travel. This unit is responsible for not only the enforcement of traffic laws; but also close observation of growing traffic concerns, locations and causation of vehicle crashes and the development of preplanning police response to major traffic disruptions.

Criminal Investigations Division: This is the investigative arm of the department. The Criminal Investigations Division (CID) consists of criminal investigations, criminal intelligence, crime analysis and narcotics investigations units. The formation of these four units was developed to maximize the coverage and availability of on-duty investigators on a daily basis. This division is commanded by a captain.

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

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

The Special Victim’s Unit investigates domestic violence and sexual assault crimes. The unit reaches out to victims, assisting with orders of protection, prosecution and providing them with all assistance possible. The unit works closely with domestic violence advocates and also the District Attorney’s Office to ensure successful prosecution, especially with those who are repeat offenders.

The Crime Analyst position was established to provide specific, in-depth intelligence on active investigations, specific persons, locations and criminal activity. This analyst gathers and disseminates information on a daily basis to provide specific details to assist with officer deployment and assignments relating to current crime related data.

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The Criminal Vice section consists of the Criminal Intelligence/Gang Unit and a Narcotics Unit, which is supervised by a police lieutenant.

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

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

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

The Plans, Standards and Research Unit is managed by the Accreditation Manager who reports to the Support Services Captain and is responsible for the process of maintaining all requirements for the successful completion of the accreditation process and updates departmental policies and procedures.

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

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

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

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CPD hosted a 4th Annual Community Appreciation event at Riverwalk Park. The event was a success where citizens of Columbia could meet and observe several different emergency responders from the Maury County area, meet and speak with several CPD employees and enjoy free food.

On January 6, 2019, the CPD implemented the much anticipated 12 hour shifts and department re-structuring. This shift structure allows for the increase in Officers patrolling the City of Columbia while maintaining our current staffing levels. This restructure created four Patrol shifts who work 6am to 6pm and 6pm to 6am. Other benefits to this plan is Officers no longer work more than three consecutive days before having off-duty time and any Officer assigned to the Patrol Division has a working schedule established twelve months in advance.

During 2018, CPD continued with the successful Litter Abatement Program. The program employs a retired officer and up to four trustees from the local Sheriff’s Department. The program picks up trash in the City’s busiest area and target locations provided by Patrol shifts where trash seems to be more concentrated. This program not only collects bags of trash, but will pick up bulky items that may have been discarded along the roadway as well. During the calendar year of 2018, this program was responsible for collecting nearly 2,000 bags of trash/litter and 37 trailer loads of bulky items. By utilizing a retired officer, the program doesn’t take away from our active police force.

CPD continues to build upon the in-car and body worn camera project. In this budget, we purchased 10 additional in-car camera systems and 12 additional body worn cameras bringing our current number of systems to 37 in-car and nearly 40 body worn cameras. CPD is now in a position to have at least a body worn camera on all officers working patrol.

Along with additional camera systems, CPD was able to improve upon and expand the camera system infrastructure and network capabilities by adding more docking stations and additional antenna locations in the parking garage and at the Westover annex. This expansion aids officers with more locations to download video to the network.

CPD restructuring allowed for the creation of a traffic unit. This unit is comprised of one sergeant and two motorcycle certified officers. The mission of this unit is to reduce traffic crashes in the City of Columbia and identifying problem locations, crash causation and solutions to traffic-related challenges faced by responding officers. This unit will be responsible for the deployment of the traffic / speed trailer and the maintenance of the traffic response trailer.

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CPD continues to expand the inventory of the traffic response trailer by purchasing additional cones, signage and traffic detouring equipment. This truck and trailer is specifically designed to be available to all patrol shifts to utilize when a major traffic disruption occurs. The trailer is fully stocked to provide additional supplies to safely divert traffic around hazards, crashes or anything that disrupts traffic flow.

In a cooperative effort with CPWS, CPD was able to get the new north radio tower complete and operational. The new tower is located on Freehand Lane in the north area of the City limits. The tower has greatly improved radio coverage area and radio transmissions on the north side of Columbia.

OBLIGATED ACTIVITIES 2018

Calls for Service: The department responded to 37,313 calls for service.

Vehicle Crashes: The department investigated 2,176 vehicle crashes which included property and personal injury.

Fatalities Resulting from Vehicle Crashes: The department investigated 9 fatalities.

Alarm Calls: The department responded to 2,107 alarms calls.

Escorts: The department provided 2,504 escorts for funerals, banks & other businesses.

Traffic Stops: The department initiated 10,579 traffic stops.

Events Worked:

A’Museum Children’s Museum Food Truck eventBig Bleu Pickin’ Party Center of Hope Mule Drop Christmas Parade Christmas Tree Lighting BSA Duck River Soap Box Derby Fish Sammich Festival Flag Day Haunted Live TV Filming Haunting in the District Martin Luther King Walk Meriwether Lewis Arts and Craft Festival Mid State Classic

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GENERAL FUNDDEPARTMENT: POLICE DEPARTMENT

Events Worked (continued)

Mule Day Mule Day 5K Muletown 6K for Water Muletown Bluegrass BBQ Cook-off Muletown Showdown Car Show MuleTowner SunDowner (3 events- June, July & Aug.) Music Video Shoot- Brantley Gilbert National Day of Prayer


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GENERAL FUNDDEPARTMENT: POLICE DEPARTMENT

Actual Actual Anticipated AnticipatedPERFORMANCE MEASURES

CY 2017 CY 2018 CY 2019 CY 2020

In-service video training 5% 5% 30% 35%

Number and percent of sworn personnel completing in-service training or professional development

100% 100% 100% 100%

Calls for service 37,672 37,313 38,059 38,820 Percent compliance with applicable accreditation standards

100% 100% 100% 100%


WORKLOAD INDICATORS CY 2017 CY 2018 CY 2019 CY 2020

Reports Taken 6,391 6,409 6,601 6,799

Traffic Accidents 2,223 2,176 2,241 2,308

Citations Issued 1,277 1,784 1,606 1,766

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ADDITIONAL 2019-20 BUDGET HIGHLIGHTS

ECOM dispatching contract increase (Est @ 3%) $6,497 Litter Abatement Program 5,000 Crime Mapping and Analytical Service 18,000 Specialized Training for Patrol Officers 6,000 Virtual Academy Training 3,800 CERP Funding-10 Patrol Cars 471,030

Total $510,327

ACTIVITY BREAKDOWN

Administration $735,070Detectives 1,165,042 Patrol 5,236,105Animal Control 88,047Support Services 1,472,003Narcotics & Vice 724,388

Total $9,420,655

DEPARTMENTAL BUDGET


Personnel Services 110 Salaries $4,009,988 $5,009,909 $4,004,552 $5,111,120112 Overtime Pay 149,130 220,657 191,838 403,630114 Vacation Pay 207,234 0 284,105 0115 Sick Pay 103,501 0 71,390 0116 Holiday Pay 196,951 0 221,979 0117 Bonus 5,902 6,174 8,284 0118 Longevity Pay 47,150 53,550 54,100 48,800119 Miscellaneous 50,126 40,000 50,422 24,000141 FICA 356,626 407,336 356,663 419,635142 Group Insurance 627,274 699,937 596,875 693,849143 Retirement 880,030 1,038,810 736,393 1,027,619145 Dental Insurance 19,566 22,248 18,936 22,034146 Worker's Comp. 7,049 0 1,115 0

Total Personnel: $6,660,527 $7,498,621 $6,596,652 $7,750,687

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DEPARTMENTAL BUDGET (CONTINUED)


Services & Supplies 211 Office Services $ 4,231 $ 8,433 $ 8,433 $ 8,433240 Utilities 77,335 87,180 87,180 87,180245 Telephones 73,940 72,300 72,300 74,800250 Professional Services 4,118 7,375 7,051 7,825255 Software Maintenance 73,533 75,186 65,668 93,558261 Maintenance & Repair-Auto 39,497 35,092 35,092 40,249269 Maintenance & Repair-Other 40,703 41,999 37,944 36,017280 Travel 97,646 124,389 91,552 109,482290 Other Services 21,624 30,621 23,921 26,114297 Supplement to E-911 210,258 216,566 216,566 223,063310 Office Supplies 8,602 11,398 10,398 11,290320 Operating Supplies 89,050 105,937 58,659 68,157321 Operating Supplies – Controllable 20,284 29,500 34,307 28,700322 Chemical & Cleaning Supplies 4,313 5,900 5,800 5,974324 Sexual Offender Registry 2,907 4,337 4,337 0326 Wearing Apparel 67,942 67,670 55,663 61,025329 Cleaning Uniforms 7,026 11,100 11,100 11,100331 Fuel 160,310 219,350 219,350 216,850332 Maint. & Repair Supplies-Auto 59,720 59,157 59,413 54,000340 Maint. & Repair Supplies-Other 1,782 3,150 3,076 3,150341 Small Tools 2,940 3,155 2,300 3,095410 Concrete 12 0 0 0510 Insurance & Bonds 0 0 50 0530 Rentals 24,493 26,596 26,596 26,876721 Contractual Obligations 0 0 0 0733 Awards 1,972 2,000 2,000 2,000761 Transfer to Maury County 0 0 0 0800 Reserves 0 87,077 0 0

Total Services & Supplies: $1,094,238 $1,335,468 $ 1,138,756 $1,198,938

Capital Outlay 920 Building/Structure $ 0 $ 0 $ 0 $ 0930 Other Improvements 0 0 0 0941 Machinery/Auto Equip 710,076 487,424 487,424 471,030945 Communications Equip 342,439 0 0 0948 Computer Equipment 4,172 0 0 0

Total Capital Outlay: $1,056,687 $ 487,424 $ 487,424 $ 471,030

Dept. Total $8,811,452 $9,321,513 $8,222,832 $9,420,655

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GENERAL FUND DEPARTMENT: FIRE & RESCUE

FINANCIAL SUMMARY


Personnel Services $6,968,709 $6,702,822 $7,236,884 $6,700,519 $7,066,507Services & Supplies 647,048 647,235 675,415 691,849 621,666Capital Outlay 1,336,481 1,248,943 163,780 163,780 75,000

Total $8,952,238 $8,599,000 8,076,079 $7,556,148 $7,763,173


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

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

Columbia Fire & Rescue consists of five divisions:

Administrative Division: The Administrative Division of the Columbia Fire & Rescue is located at 1000 South Garden Street and is responsible for the overall leadership and management of the Fire Department. The Administrative Division consists of four members-Fire Chief, Assistant Fire Chief, 2 Administrative Assistants.

Prevention Division: The Prevention Division is located at 700 North Garden Street and is responsible for fire and life safety codes enforcement and fire/arson investigation. This division also reviews plans for new construction and does periodic inspections of existing buildings. During 2018 this office performed 1762 inspections. The Prevention Division consists of two members-Fire Marshal and Assistant Fire Marshal.

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Training Division: The Training Division is located at 1000 South Garden Street and is responsible for the development and delivery of quality training classes to prepare firefighters to meet the needs of the citizens. Training is at the core of the organization. FY 2018-2019, Fire personnel participated in 29,127.7 hours of training annually. Out of the 104 personnel that trained in 2018, they averaged 280.1 hours annually. All Fire Department personnel participate in the Tennessee Firefighting Commission certification programs. The Training Division consists of one member-Assistant Chief-Training.

Emergency Management Division: The Emergency Management Division is located at 700 North Garden Street and is responsible for assisting Fire & Rescue operational functions in the areas of inspections, safety, training and emergency management. The Emergency Management Division consists of one member-Deputy Chief-Emergency Management.

Suppression Division: The Suppression Division operates out of five fire stations strategically located throughout the City of Columbia. The Suppression Division consists of 84 members-3 Assistant Chiefs - Suppression, 18 Captains, 18 Drivers, 45 Firefighters and 2 Cadets who staff fire apparatus/stations 24 hours a day, 365 days a year to provide emergency and support services to the City’s citizens and visitors.

Columbia Fire Station Locations are as follows:

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

Emergency Services and Educational Opportunities Provided by Columbia Fire & Rescue

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

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OTHER SERVICES

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

providing (17) seventeen TEMA Haz-Mat techs Smoke Alarm Program Child Safety Seat Inspections Preplans, hazard surveys, inspections Participate in community charities such as: Relay for Life, Muscular Dystrophy

Association, Camp Home (Burn Survivors), United Way, Celebrity Waiters, Best Buddies

Blood Pressure Checks Ride-Along program Red Cross “Battle of the Badges” blood drive, Mule Town Music Fest, Boys and Girls

Club (Christmas parade), maintain two public education trailers, two boats, one service trailer, one confined space SCBA training prop, two Drones, one UTV

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

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

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

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PUBLIC EDUCATION CLASSES (CONTINUED)

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

Station tours


Paramedic Incentive Pay

Promoted Assistant Chiefs of Suppression Nick Brown and Garry Dyer

Promoted Fire Marshal Billy Ring and Assistant Fire Marshal Nathan Keeton

Created Office of Emergency Management and promoted Deputy Chief of OEM Chris Cummins

Purchased Haz-Mat 3, Haz-Ops equipment, second Aerial Drone, UTV

Updated department software (ESO & Aladtec)

Placed 239 smoke alarms in residential homes and purchased/installed several smoke alarms for the hearing-impaired.

Installed 2 Child Safety Seats

Personnel attended Fire Officer, Aerial Driver and Apparatus Driver Operator, First Responder, and Fire Investigator Training classes at the Tennessee Fire Service and Codes Enforcement Academy, as well as other training opportunities for Rope, Swift Water, EMS

Secured contract with Slater Construction for new Fire Station 3

Purchased 50 Kenwood Radios for Emergency Management and Suppression Division

Purchased a 2019 Chevrolet Silverado for the Fire Marshal

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Implemented Automatic Aid Agreement between City of Mt. Pleasant and Columbia Fire & Rescue

Purchased Dodge Durango for Administrative Assistant Chief

Awarded AFG grant for FEMA $64,168

Partnered with Columbia State to develop a Fire Science Degree Program

Designed and purchased new uniforms for all Columbia Fire & Rescue personnel

Phase 1 completed in Firefighters Park

Purchased 15 sets of turnout gear for Firefighters to meet NFPA standards

Installed Security Cameras at Station 1

Maintained ISO Class 1 rating

Conducted 248 Community Risk Reduction events, reaching 9,333 adults and 14,697 children during 2018.

FY 2018-2019 OBLIGATED ACTIVITIES:

Total calls for service: 4,320 Good Intent Call: 257 Fire: 142 False Alarm/False Call: 431

Overpressure rupture/Explosion: 6 Severe Weather/Natural Disaster: 3 Rescue & EMS: 3,112 Special Incident: 4 Hazardous Condition: 117 Mutual Aid: 23

Service Call: 248

FY 2018-2019 OTHER EVENTS:

Music City Fest Back-To-School Activities Haunting in the District Emergency Preparedness Fair Mule Day Night Out Against Crime Mid-State Classic Fallen Officer Memorial Columbia Christmas Parade 911 Ceremony

Maury County Fair Food Truck Festival

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ONGOING PROJECTS

Improved training and equipment to retain the Insurance Services Organization (ISO) rating. This will be an ongoing program with audits being held every 5 years.

Participation in the Tennessee Commission on Firefighting certification program.

Front line supervisor training (professional development).

Public Safety Training Facility

Quint apparatus purchase currently being built

Fire Marshal working on completing the 2018 IFC adoption

Rescue 1 upgrades (fire suppression capabilities)

Firefighter Park Phase 2 & 3 (murals-firefighter statue, pavilion)

ALS-Partnership with Maury Regional EMS (improving service and equipment)

Fire Station 3 construction

TML grant support to install Security Cameras at Stations 4 and 5.

AFG – FEMA grant

Committee for new probationary Firefighters & Fire Cadets

FY 2019-2020 BUDGET HIGHLIGHTS

911 Dispatch funding increase budget allocation-required per contract $2,352 Firehouse Software upgrades to ESO Software $7,187 Aladtec Software workforce management $6,552 Operational Secondary Rescue Radio Channel $75,000 Suppression Wearing Apparel $40,000

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Fire Inspector (Proposed FY 2020)

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PERFORMANCE MEASURES


FY 2017 FY 2018 FY 2019 FY 2020

Total response time at 90th percentile 7 min. 50 sec. 8 min. 11 sec. 10 min. 0 sec. 10 min. 0 sec.

Property loss $828,575 $966,809 $950,000 $950,000

Property saved $9,271,925 $6,041,091 $7,000,000 $7,000,000 People reached with public education programs

17,449 24,092 22,000 22,000

Percentage of inspections completed

for eligible buildings 35% 29% 50% 50%

Percentage of Fire Code Violations

cleared in 90 days 95% 95% 100% 100%

Percentage of Officers with State Fire

Officer certification 95% 95% 100% 100%

Percentage of Firefighters with State

FFII Certification 100% 93% 100% 100%

Percentage of Firefighters/Officers

receiving state in-service training 100% 100% 100% 100%

Percentage of Firefighters/Officers

State certified as EMT or higher 84% 84% 84% 84%

Percentage of hydrants flushed per

year 100% 100% 100% 100%



Total calls for service 3,999 4,320 4,665 5,038

Commercial inspections 762 646 1100 1500

Follow-up Inspections conducted 437 339 0 0

Fire prevention programs 766 868 900 1000

Hydrants maintained (Annually) 1,720 1,651 1,840 1,840

Open burning permits 569 502 500 500

Plan Reviews 335 339 350 360

Acceptance tests, site visits, investigation of code related citizen complaints, incident follow-ups

45 39 40 42

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ACTIVITY BREAKDOWN

Administration $ 334,778Suppression 6,972,209Investigation 207,197Training 109,124Emergency Management 139,865

Total $7,763,173

DEPARTMENTAL BUDGET


Personnel Services 110 Salaries $3,778,556 $4,573,054 $3,858,590 $4,663,292112 Overtime Pay 181,498 231,014 266,304 112,363113 Salary Adjustment 0 0 0 0114 Vacation Pay 291,734 0 312,577 0115 Sick Pay 176,864 0 158,188 0116 Holiday Pay 237,643 191,962 229,170 196,492117 Certification Pay 4,927 5,093 9,963 0118 Longevity Pay 60,150 67,200 36,600 58,100119 Miscellaneous 51,785 0 74,895 0141 FICA 357,053 389,372 365,065 380,369142 Group Insurance 531,146 626,407 528,744 633,218143 Retirement 1,011,697 1,132,802 842,359 1,002,585145 Dental Insurance 17,982 19,980 17,424 20,088146 Worker’s Comp 1,787 0 _____ 640 0

Total Personnel: $6,702,822 $7,236,884 $6,700,519 $7,066,507

Services & Supplies 211 Office Services $ 661 $ 1,000 $ 1,204 $ 1,000240 Utilities 71,802 60,000 71,785 60,000245 Telephones 12,704 10,744 13,458 10,744250 Professional Services 53,082 52,837 52,772 52,836255 Software Maintenance 15,655 26,300 25,688 43,300261 Maintenance & Repair-Auto 34,561 25,835 34,588 25,535269 Maintenance & Repair-Other 39,863 31,466 55,287 31,000280 Travel 31,698 96,493 96,151 33,860290 Other Services 9,269 23,396 13,311 23,396291 Education Expense 2,826 3,900 3,071 3,800

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Services & Supplies (continued) 293 Towel Service 4,691 2,400 4,667 4,800297 E911 Dispatch 76,166 78,386 78,386 80,738310 Office Supplies 1,654 3,550 3,465 3,550320 Operating Supplies 55,142 29,711 24,379 29,503321 Operating Supplies Controllable 1,118 18,131 9,258 15,000322 Chemicals & Cleaning Supplies 31,147 17,387 17,312 17,387326 Wearing Apparel 103,614 107,711 107,926 102,000327 Breathing Air 1,563 1,000 -163 1,000329 Cleaning Uniforms 850 2,633 566 1,500331 Fuel 36,312 43,100 43,046 43,700332 Maint. & Repair Supplies-Auto 35,703 26,815 21,272 26,300340 Maint. & Repair Supplies-Other 7,621 5,000 5,000 5,000341 Small Tools 15,740 5,000 5,000 3,097410 Concrete Supplies 677 0 1,816 0420 Metal Products 0 0 0 0450 Construction Supplies 1,279 0 320 0510 Insurance & Bonds 0 50 0 50530 Rentals 1,787 2,470 2,229 2,470733 Awards 50 100 55 100


Capital Outlay

920 Building Improvements $ 0 $ 25,030 $25,030 $ 0

930 Improve Other Than Buildings 42,380 16,778 16,778 0

941 Machinery/Auto Equipment 1,194,205 121,972 121,972 0945 Communications Equipment 12,358 ______0 _______0 75,000

Total Capital Outlay: $1,248,943 $ 163,780 $ 163,780 $ 75,000

Dept. Total $8,599,000 $8,076,079 $7,556,148 $7,763,173

176

GENERAL FUND DEPARTMENT: PUBLIC WORKS – STREETS & MAINTENANCE

FINANCIAL SUMMARY


Personnel Services $2,126,554 $2,126,554 $2,410,916 $2,173,436 $2,471,996

Services & Supplies 385,938 385,938 459,107 459,004 605,855Capital Outlay 448,781 448,781 736,726 736,725 439,750

Total $2,961,273 $2,961,273 $3,606,749 $3,369,165 $3,517,601


Vision: The City of Columbia’s Public Works Department will be one of the top Public Works organizations in the State of Tennessee. Public Works projects and maintenance activities will play a vital role to help maintain the quality of life for the citizens of Columbia.

Mission: Provide the citizens of Columbia with safe and accessible infrastructure and transportation systems by performing a variety of routine and special maintenance projects.

The Street Division is organized into four major service activities:

1. Public Works Administration. Organizes, leads, delegates and evaluates all service areas of the department. This group prepares the budget, develops priorities and overall planning.

2. Street Maintenance Division. Performs routine to complex maintenance services involving pavement maintenance, snow and ice removal, sidewalk and curb replacement, street sweeping, right of way maintenance, and other infrastructure maintenance and repairs.

3. Traffic Control Division. Provides and maintains traffic control devices and markings for the safe and orderly movement of vehicles on Columbia city streets. Traffic control activities involve the installation, or maintenance of traffic signs, signals, striping and markings.

4. Fleet Division. Maintains and repairs all city vehicles and equipment and coordinates the use of contract services for fleet maintenance and repairs. This activity may involve minor to major equipment and vehicle repairs.

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Columbia Works:

133 Blythe Circle storm water improvements 206 Depot Street sidewalk repairs General Roberts Drive storm water rehab project Oxford Village storm water pipe extension project Candlewood Court storm water improvements East 11th Street sidewalk replacement project

Special Projects:

Fairview Park outdoor fitness facility Firefighters Park park honoring firefighters Fire Station 4 concrete demolition of bay driveways Sunnyside/Cayce Lane area storm damage cleanup Fire Station 3 mass grading, storm water piping and

structure installation

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179




Works orders completed within two weeks 75% 75% 85% 85%

Number of Columbia Works Projects (CWP) completed 24 27 30 35

Total Value ($) of CWP $36,000 $40,500 $45,000 $52,500

Average response time for citizen generated service requests for roadway hazard removal (hours)

1 hr. or less

1 hr. or less

1 hr. or less 1 hr. or

less

Average street sweeping frequency per year on established residential routes

1/quarter 1/quarter 1/quarter 1/quarter

Percent of drainage inlets cleaned 95% 98% 100% 100%

Percent of time storm drain system operates as designed for storm events

95% 98% 100% 100%

Percent of traffic signals repaired within 24 hours of being reported

100% 100% 100% 100%



Work orders processed 1,250 1,480 1,600 1,800

Lane miles of roadway under City jurisdiction 479.64 482.56 485.00 490.00

Maintenance/number of locations 1,468 1,480 1,500 1,500

Public street lights - number 3,601 3,624 3,650 3,700 Traffic signalized intersections - number 46 46 50 52

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East Burt Drive intersection improvements $50,000 Tree trimming – all Bradford Pears Hwy 31

from Bear Creek Pike to Carmack $25,000 North Cayce Lane storm water rehab $25,000 Leaf collection equipment $85,000 Replacement of hydraulic hoses and controls on

1997 bucket truck by outside service center $28,000 Crew-cab 4x4 with Service Body $73,500 Crew-cab 4x4 with Dump Body $81,250 Crew-cab 4x4 with Dump Body $81,250 Super-cab 4x4 with Service Body $56,250 1-ton Super-cab 4x4 with Service Body $62,500

ACTIVITY BREAKDOWN

Administration $288,388Street Maintenance 1,999,058Vehicle Maintenance $677,229Columbia Works (Special Projects) $101,900Traffic Control $451,026

Total $3,517,601

DEPARTMENTAL BUDGET


Personnel Services 110 Salaries $1,210,894 $1,558,363 $1,348,794 $1,625,850112 Overtime Pay 50,089 82,333 67,485 78,818113 Salary Adjustment 0 0 0 0114 Vacation Pay 84,351 0 47,032 0115 Sick Pay 31,269 0 23,692 0116 Holiday Pay 68,157 0 31,264 0117 Certification Pay 2,220 2,600 2,329 0118 Longevity Pay 20,200 22,000 22,000 20,600119 Miscellaneous 5,164 0 1,934 0141 FICA 108,764 127,386 114,486 130,407142 Group Insurance 249,999 282,311 257,785 295,915143 Retirement 287,259 326,851 248,121 310,902145 Dental Insurance 8,136 9,072 8,514 9,504146 Worker's Compensation 52 0 0 0

Total Personnel: $2,126,554 $2,410,916 $2,173,436 $2,471,996(continued on next page)

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DEPARTMENTAL BUDGET (continued)


Services & Supplies 211 Office Services $ 0 $ 0 $ 0 $ 100240 Utilities 21,556 25,000 25,000 25,000245 Telephones 7,424 6,600 6,600 6,600250 Professional Services 1,230 500 500 101,000255 Software Maintenance 1,800 2,000 4,800 3,100261 Maintenance & Repair-Auto 10,031 11,700 24,858 16,700268 Resurfacing 0 0 0 0269 Maintenance & Repair-Other 5,525 6,500 6,535 6,500280 Travel 5,920 8,000 6,116 7,000290 Other Services 37,156 20,852 21,357 26,250310 Office Services 3,334 2,650 2,649 3,000320 Operating Supplies 31,357 30,500 30,417 31,500322 Chemicals & Cleaning Supplies 17,351 46,100 22,164 46,100326 Wearing Apparel 7,048 5,000 5,249 6,000329 Cleaning Uniforms 16,897 15,500 14,248 17,500331 Fuel 89,462 88,500 88,473 88,500332 Maint. & Repair Supplies-Auto 39,545 40,000 59,550 68,705340 Maint. & Repair Supplies-Other 8,647 26,200 27,260 26,200341 Small Tools 20,170 27,000 26,050 27,000410 Concrete Supplies 29,383 27,000 24,032 27,150420 Metal Products 7,301 7,000 7,119 7,000450 Construction Materials 13,508 33,000 27,085 33,000470 Asphalt 7,787 15,684 15,140 15,600530 Rentals 3,506 2,450 2,393 4,950800 Reserves 0 11,371 11,409 11,400801 Reserve For Special Projects 0 0 0 0


Capital Outlay 920 Building Improvements $ 0 $ 0 $ 0 $ 0930 Other Improvements 0 4,000 4,000 0941 Machinery/Auto Equip 448,781 707,726 707,725 439,750945 Communications Equip 0 25,000 25,000 0

Total Capital Outlay: $ 448,781 $ 736,726 $ 736,725 $ 439,750

Dept. Total: $2,961,273 $3,606,749 $3,369,165 $3,517,601

182

GENERAL FUND DEPARTMENT: DEVELOPMENT SERVICES

FINANCIAL SUMMARY



Services & Supplies 220,747 138,130 555,498 232,338 560,770

Capital Outlay 0 0 0 0 0

Total $1,331,308 $1,219,548 $1,691,524 $1,289,551 $1,853,814


The Department of Development Services provides a one stop resource for all development reviews, inspections and permits from the initial application through certificate of occupancy. This is accomplished through the reasonable application of various regulations vetted by the public and approved by the executive body. Staff also coordinates the independent review of city development-related projects when assigned. The Department of Development Services is comprised of three divisions:

Planning DivisionThe Planning Division is responsible for reviewing and coordinating staff recommendations to the City Council on rezoning requests, Ordinance amendments, annexation proposals, land use planning issues and special assignments. In addition, the staff coordinates the monthly Columbia Municipal Planning Commission agendas regarding subdivision plats, site plan reviews, zoning issues and annexation proposals. This involves coordinating reviews and recommendations from city departments and public agencies. This endeavor extends to three additional boards: the Board of Zoning Appeals (regarding variances, conditional use activities and administrative appeals), the Columbia Historic Zoning Commission (regarding urban design and historic preservation) and the Architectural Design Review Team (regarding urban design). Additional responsibilities include reviewing building permits, review and recommendation of amendments to development regulations (zoning, subdivision regulations and standards, transportation, utilities and public facilities) and the creation of community plans at a range of scopes. A significant amount of staff time is spent answering citizen and general public inquiries on land use matters, flood zone/insurance information and Municipal Code regulations.

Engineering Division The Engineering Division works closely with departmental staff, the Columbia Municipal Planning Commission, developers and contractors to assure quality in Columbia’s new commercial and residential developments. The division also keeps up with the Letters of Credit for these projects to ensure completion of the developments. The Engineering Division is also responsible for planning, designing and supervising various public works projects and for the supervision of construction inspections, which includes working with the Public Works Department to coordinate public improvements. The division prepares the specifications, maps and paving list and oversees the street resurfacing program and ensures city compliance with its Municipal Separate Storm Sewer System (MS4) Permit to discharge into waters of the State of Tennessee.

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DEPARTMENT DESCRIPTION (continued)

Code Administration Division The Code Administration Division issues permits for construction of new homes, additions, remodels, swimming pools, commercial buildings, accessory structures and demolitions. Permits are also required for plumbing, mechanical, and gas system installations. Inspections are performed during various aspects of construction to verify code compliance.

The maintenance of existing buildings and properties is regulated through the Property Maintenance Code and City Charter. Violations are enforced by the City’s property maintenance inspector. The division also maintains abandoned properties the City has acquired through delinquent tax sales. Building Maintenance falls under the Code Administration Division and is responsible for cleaning and making minor repairs to City Hall.


Completed the ADA inspection and report of city owned buildings. New building permit, project, and code enforcement software merge and installation. Received Tennessee American Planning awards for Connect Columbia and Access

Management. Received Middle Tennessee building inspector of the year award. Processed a record 1718 permits for the 2018 calendar year.

ONGOING PROJECTS

West 7th Streetscape Master Plan bid concurrence for construction. West 6th Streetscape construction. Nashville Hwy and Bear Creek intersection design. Construction support for Ridley Soccer Park and Fire Station 3. North Columbia roadscapes construction. Historic Guidelines update. Uniform Street Cut Manual design. 2018 International Building Code review East 8th preservation district design 2019 paving contract. Storm Water mapping design.

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Development ServicesDirector

Chief Building Official City Engineer

Assistant Chief Building Official

City Planner

Planning Associate 1

Planning Associate 2(Proposed FY 2020)

Building InspectorsProperty Maintenance Inspectors

Custodian (1 New Inspector - Proposed FY 2020)

(Proposed FY 2020)Staff Engineer

Engineer Technician

Administrative Assistants

Assistant City Engineer

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Percent rezoning applications processed and advertised for public hearing within 90 days

99% 99% 99% 99%

Percent of development plans reviewed within 14 days of request (plans reviewed within eight days of submittal)

98% 98% 98% 98%

Percent of complaints responded to in 5 days. 100% 100% 100% 100%

Percent of building inspection requests completed within 3 business days.

97% 90% 90% 90%

Review subdivision plats within two weeks 100% 99% 99% 99%

Review construction plans within four weeks 98% 97% 97% 97%



Annexation applications processed 6 10 10 12

Rezoning applications processed 29 15 20 20

Development plans reviewed 70 69 75 80

Building permits issued – residential 420 446 460 500

Building permits issued – non–residential 70 119 90 100

Building permits issued total 886 1,160 1,300 1,400

Building inspections conducted 2,820 3,490 3,800 4,000

Code Enforcement Cases Investigated 1,456 1,840 2,000 2,000

Number of commercial site plans 34 51 45 50

Board of Zoning Appeals applications processed 13 16 15 15

Architectural Design applications processed 27 20 25 25

Historic Commission applications processed 48 59 50 50

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DEPARTMENTAL BUDGET


Personnel Services

110 Salaries $ 709,581 $ 807,353 $ 756,776 $ 922,330112 Overtime Pay 538 0 364 0114 Vacation Pay 23,945 0 13,332 0115 Sick Pay 24,682 0 3,146 0116 Holiday Pay 19,627 0 8,950 0117 Certification 866 866 866 0118 Longevity Pay 8,250 7,650 3,300 8,100119 Miscellaneous 7,267 0 5,100 0141 FICA 59,726 62,414 63,914 70,558142 Group Insurance 72,421 102,461 80,522 116,187143 Retirement 151,437 152,042 117,703 172,197145 Dental Insurance 3,078 3,240 3,240 3,672146 Worker’s Comp. 0 0 0 0

Total Personnel: $1,081,418 $1,136,026 $1,057,213 $1,293,044

Services & Supplies 211 Office Services $ 1,941 $ 2,000 $ 1,980 $ 2,000245 Telephones 7,732 6,300 6,236 10,050

250 Professional Services 48,672 319,500 33,623 305,500 255 Software Maintenance 2,665 2,900 2,312 42,320

261 Maintenance & Repair-Auto 171 1,200 0 2,900269 Maintenance & Repair-Other 2,980 19,900 19,900 19,900272 NSP Grant – Demo Exp 0 52,300 52,300 54,300273 Historic Zoning Guidelines Project 0 34,748 0 5,500

280 Travel 6,788 9,000 8,934 9,000

(continued on next page)

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Services & Supplies (continued)290 Other Services $ 47,000 $ 81,000 $ 81,000 $ 81,000310 Office Supplies 1,817 1,800 1,790 1,800320 Operating Supplies 5,532 5,000 4,996 5,000322 Chemical & Cleaning Supp. 4,842 4,000 3,937 4,000326 Wearing Apparel 844 1,600 1,596 3,600329 Cleaning Uniforms 173 250 0 0331 Fuel 4,597 8,500 8,249 8,500332 Maint. & Repair Supplies-Auto 1,736 1,400 1,388 1,400340 Maint. & Repair Supplies-Other 590 4,100 4,097 4,000341 Small Tools 0 0 0 0510 Insurance & Bonds 50 0 0 0530 Rentals 0 0 0 0


Capital Outlay

941 Machinery/Auto Equip $22,840 $ 0 $ 0 $ 0Total Capital Outlay: $22,840 $ 0 $ 0 $ 0

Dept. Total $1,242,388 $1,691,524 $1,289,551 $1,853,814

188

GENERAL FUND DEPARTMENT: PARKS & RECREATION

FINANCIAL SUMMARY

Category Budget Actual Budget Estimated Budget

FY 2018 FY 2018 FY 2019 FY 2019 FY 2020


Services & Supplies 498,837 559,059 515,612 547,675 622,300

Capital Outlay 362,569 306,496 649,585 655,941 336,980

Total $2,322,687 $2,170,245 $2,674,776 $2,622,307 $2,507,835


The City of Columbia Parks and Recreation Department manages more than twenty (20) parks and facilities totaling approximately 460 acres. These sites range in size from small neighborhood parks to sports field complexes, community parks, pool and splash pad. Facilities have been designed to allow for both passive and active recreation. The City parks and facilities can be classified by size and type.

Regional Parks – Special Use Neighborhood Parks Columbia Dam Betty Lee Park Fairview Park Frierson-Johnson Park Ridley Sports Complex Old Hickory Park Woodland Park West Haven Park

Circle Park Community Parks

Fairview Park Historic Sites Pioneer Park (undeveloped) Greenwood Cemetery Riverwalk Park Pop Geers Monument

Community Parks – Special Use Miscellaneous Sites Cook Soccer Park Administrative Offices (Rainey House) Eva Gilbert Park Maintenance Shop (Nashville Highway) Oakland Parkway (Babe Ruth) Baseball Complex Riverwalk Park Public Pool Rutherford Lane Practice Fields Fairview Park Pool Buck Davis Field Fairview Park Baseball Fields Splash Pad Fairview Park Outdoor Fitness Station Riverwalk Park Park beside E.A. Cox

Recreation Centers Fairview Park Community Center Macedonia Community Center Armory Recreation & Fitness Center

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Departmental: Implemented a new operational program for scheduling reservations for shelters and

facilities and ballfields. Two staff members obtained certifications as a Certified Parks and Recreation

Professional, two employees obtained the American Heart Association CPR/AED BLS Instructor Certification, two employees obtained their American Council on Exercise Personnel Training Certifications and one employee earned concrete certification.

Continued usage and growth of social media platforms from residents seeking information on our Parks and Recreation Department services and activities.

Increased interactive content on our social media platforms including pictures and virtual tours with plans to incorporate all centers, locations and events.

Recreation Division: To serve the community, a broad variety of passive and active leisure experiences are provided each year via parks and recreation facilities, community related/specialty programs, Non-Exclusive Use and Occupancy Permits, facility rentals and public-private partnerships. The quantity and quality of programs continue to increase each year with the department focused on maintaining low operating costs.

Athletic Support -Leagues, Organization and Schools Columbia Soccer Association Columbia Girls Fast Pitch Softball League Columbia Youth Athlete Association (Football) Maury County Youth Football League Columbia American Senior Little League Maury County Public Schools Athletics Columbia Men’s Church Softball League Maury County Men’s Softball League Maury County Adult Co-ed Softball League Mule Town Baseball League Columbia Farmers’ Fresh Market at Riverwalk Park All Hands on Deck Columbia Academy Recreation and Sporting Events Champion Force Athletics Middle Tennessee Home Education Muletown Disc Golf Columbia State Athletics Center Programs, Events, Offerings Small Group Training Class

Employee Small Group Training Class

Twisters Class

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Twisters: Halloween, Thanksgiving, Christmas, Fourth of July, St. Patrick’s Day Pot Lucks

Community Walking Programs

One on One Personal Training

Line Dance Class

Pickle Ball Play Days

Fairview Fit Pad Introduction Class

Youth Enrichment Program Summer

Youth Basketball League

Fall Youth Basketball Camp

Mighty Mites Basketball Program

Easter Egg Hunt

Tennessee Shape Up Cooking Class

First Tennessee Bank Carnival Games (BBQ Cook-off)

Black History Open Mic Night

Co Ed Adult Basketball League

Disc Golf Club

First Friday Stroll to the Square

Volleyball Camp

Adult Coloring Class in the Park

Watercolor Painting Class in the Park

Acrylic Painting Class in the Park

Blue Grass Jam Sessions

Beginner’s Guitar Class in the Park

MidState Classic Softball Event

Mighty Mule: Strength Challenge

WOW: Women On Weights

High Intensity Interval Training Class

RecFit

Macedonia Lunch Arts and Crafts Class

Adult Basketball Lunch Power Hour

Line Dance Extravaganza at Fairview Park

Youth Enrichment Program Fall Break

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Monster Movie Theater

Parents Day Out/Fun with Santa

Woodland Park Turkey Scavenger Hunt

Fairview Home School Art Class

Fairview Home School Music Class

Fairview Lunch and Arts Class

Couch to 5K Class

Kickball Play Day

Let’s Have A Ball Program

Youth Basketball with Boys and Girls Club

City of Columbia Employee Weight Loss Challenge

Train Day Co-Sponsor/Advocate for Healthier Maury County Committee

Collaborations, Partnerships, Community Support: The Parks and Recreation Department is always eager to work with and support like-minded individuals, groups, and organizations with projects and special events that benefit the citizens of Columbia. Toward this goal, the following groups and projects are highlighted:

Maury Regional Healthcare Foundation – Annual Mule Day 5K Race and Outdoor Fitness Station

University of Tennessee Extension Office - Senior Cooking Class Breakfast Rotary Club – Outdoor Fitness Station at Riverwalk Park

Maintenance Division: The delivery of clean, safe, well-maintained parks and facilities is a priority expectation of city park users. Beyond attending to routine maintenance needs, the department continues to strive to upgrade and improve our existing facilities. Examples include but are not limited to those listed below:

Upgrades to city park baseball fields at Fairview, Eva Gilbert and park beside E.A. Cox. Remodeled foyer and restrooms at Fairview Community Center (Capital Project). Added ADA accessibility, upgrades to restrooms and concession stand at Mule Town

Baseball concession stand at Fairview Park and lighting for park beside E.A. Cox. Added parking near outdoor exercise station at Fairview Park. Added property loss cameras at Fairview, Woodland and Riverwalk Parks. Remodeled and made ADA accessible the restrooms at Woodland Park. Added ADA accessible women’s locker room in the fitness center at Armory Recreation

Center. Spraying program at E.A. Cox, Fairview Park, and Eva Gilbert Athletic fields. Upgraded sidewalks at Cook Soccer Field 5, Fairview Park, and Woodland Park for ADA

accessibility.

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Playground upgrades at Woodland Park’s upper playground and new playground safety surfacing.

T-box upgrades for disk golf course. Revamping drainage ditches in Woodland Park. Coordinated the Holiday Lights displays at Woodland and Fairview Parks. Assisted with the MidState Classic facility preparations and game-day setup; moved

bleachers, tables, chairs, tents, banners and benches. Improved/upgraded the Eva Gilbert softball/baseball fields at Eva Gilbert Park, Fairview

Park and park beside E.A. Cox Middle School. Assisted with and facilitated the BBQ Cook-off and Meriwether Lewis Arts and Crafts

Event.

Ridley Park: Hosted over 3,150 practices, leagues, tournament games, and athletic events. LPRF Grant completed May 2019 Soccer expansion project completion in August 2019 Hosted four (4) teams for the 2019 MidState Classic Coordinated and performed the field maintenance for the MidState Classic field CPR/AED training of all staff, full and part time Ridley employees Managed and performed the field improvements at the E.A. Cox Middle School; softball,

baseball and soccer/football fields Managed and performed the Buck Davis field improvements at Eva Gilbert Park Managed and performed the large baseball field improvements at Fairview Park Relocated bleachers from Babe Ruth Complex to the Ridley football fields, which

increased seating Coordinated the spraying program for Ridley, E.A. Cox, Buck Davis and Fairview fields Hosted the Middle TN Valley Turf Grass Association Field Day on July 25th Purchased and installed new scoreboard on the softball Championship/MidState Classic

Field Purchased new John Deere Gator Purchased Toro Debris Blower Painted interior concession and restrooms Relocated portable restroom trailer to complex B Installed 9” toilet paper dispensers in restrooms Installed toilet paper and cleaning supply cabinets in restrooms Purchased walkie-talkies for improved communication during the workday, leagues,

practices and tournaments Purchased turf roller Installed score control platform shelters for Complex A, B fields (9)

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Parks & Rec Director

Administrative Assistant

(2)

Parks & Rec Assistant Director

ProgramManagerCrew Leader

Maintenance

Crew LeaderRidley

Building and Grounds(4)

B & G Part time(3)

Seasonal Facilitators(2)

Building and Grounds(7)

B & G Part time(5)

RecreationCoordinator

ProgramCoordinator

(2)

RecreationSpecialist

(2)

RecreationAids(11)

PoolManager

Head Life Guards

(2)

LifeGuards

(4)

Building and Grounds(1 Proposed FY 2020)

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Percent of Parks & Facilities found to be "well-maintained" in internal audit

75% 92% 97% 100%

Total Number of Parks & Facilities to maintain/Number of Parks & Facilities that require non-routine maintenance or repair

11/20 18/21 20/21 21/21

Number of regional residents served through recreation programs 75,000 75,000 75,000 75,000



Total Acres of Parks to maintain 400 460 460 560

Acres per Maintenance Staff person 33 35 32 40

Recreation programs each year

Sports Events 35 64 75 79

Youth Programs 12 25 27 31

Special Events 3 5 5 7

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BUDGET HIGHLIGHTS

Dog Park $75,000 Increase for Operation at Ridley Sports Complex $107,400 Soccer Goals (Ridley) $40,000 CERP Funding two (2) crew cab pickup trucks $47,600 One (1) FT Building & Grounds Maintenance Position $35,632 Fairview Center $50,000 60-70 HP Tractor $55,000 Athletic field-mowing unit $39,380 New electrical and lighting at Woodland Park and Riverwalk Park $55,000

ACTIVITY BREAKDOWN Administrative Services $ 284,307Maintenance Services 1,064,297Recreation Programs 423,017Fairview Park Pool Ridley Park

95,887 640,327

Total $2,507,835

DEPARTMENTAL BUDGET


Personnel Services 110 Salaries $ 830,379 $1,055,914 $ 998,169 $1,100,878112 Overtime Pay 35,405 20,199 14,725 19,131114 Vacation Pay 33,114 0 29,860 0115 Sick Pay 24,439 0 12,494 0116 Holiday Pay 30,664 0 15,390 0117 Certification Pay 1,408 2,384 1,787 0118 Longevity Pay 9,200 10,700 10,700 11,450

119 Miscellaneous 6,305 0 6,755 0141 FICA 72,382 89,645 73,987 85,681142 Group Insurance 119,383 158,242 109,847 155,161

143 Retirement 137,055 167,419 141,392 171,286145 Dental Insurance 3,996 5,076 3,690 4,968146 Worker’s Comp. 960 0 276 0

Total Personnel: $1,304,690 $1,509,579 $1,419,072 $1,548,555

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Services & Supplies 211 Office Services $ 4,014 $ 4,150 $ 4,246 $ 2,282240 Utilities 180,232 196,680 198,635 251,080245 Telephones 8,686 7,800 7,800 7,800250 Professional Services 5,818 12,225 12,225 26,825261 Maintenance & Repair-Auto 2,074 1,500 3,725 1,500269 Maintenance & Repair-Other 42,436 27,650 38,059 39,364280 Travel 18,381 9,450 10,186 9,450290 Other Services 38,861 52,449 56,623 52,650310 Office Supplies 6,514 3,800 5,227 5,127320 Operating Supplies 103,136 58,355 57,855 64,600321 Operating Supplies Controllable 3,110 14,700 14,700 14,700

322 Chemical & Cleaning Supplies 21,616 21,780 22,203 27,750325 Concession Supplies 573 1,000 1,000 1,000326 Wearing Apparel 8,527 6,300 6,941 5,705329 Cleaning Uniforms 10,866 8,400 8,400 8,400331 Fuel 23,293 35,000 35,182 35,182332 Maint. & Repair Supplies-Auto 8,761 7,057 7,625 7,335340 Maint. & Repair Supplies-Other 30,506 19,400 19,666 21,900341 Small Tools 8,934 4,000 4,805 4,000410 Concrete Supplies 2,525 2,500 3,145 13,145420 Metal Products 410 500 500 500450 Construction Materials 2,320 500 500 500470 Asphalt 0 500 500 500530 Rentals 21,825 14,836 22,056 20,405733 Awards 4,472 5,080 5,425 600790 Refunds 1,170 0 445 0800 Reserves 0 0 0 0


Capital Outlay 920 Building/Structure $ 43,714 $ 210,240 $210,240 $ 50,000

930 Other Improvements 215,165 0 5,975 40,000 931 Park Improvements 0 281,985 281,985 105,000

941 Machinery/Auto Equipment 47,617 157,360 157,361 141,980Total Capital Outlay: $ 306,496 $ 649,585 $ 655,561 $ 336,980

Dept. Total $2,170,246 $2,674,776 $2,622,307 $2,507,835

197

GENERAL FUND DEPARTMENT: GENERAL CITY ADMIN

FINANCIAL SUMMARY


Personnel Services $ 1,390,195 $ 1,266,527 $ 1,387,449 $ 1,222,216 $ 1,410,908Services & Supplies 1,715,153 1,259,042 1,981,495 2,358,868 1,842,537Transfers 1,809,821 1,809,821 3,002,455 4,858,538 1,806,167Capital Outlay 275,000 2,788 825,000 165,000 390,000

Total $ 5,190,169 $ 4,338,178 $ 7,196,399 $ 8,604,622 $ 5,449,612


This activity provides for the centralization of funding for several activities central to administering city operations including:

City’s share of family health insurance coverage for all departments within the General Fund.

Unemployment claims, Wellness Program and Employee Assistance Program for General Fund employees.

Utilities and telephone service for City Hall. Postage for all departments. General Fund portion of the City’s annual audit. An operating transfer to the Debt Service Fund. An operating budget allocation to address citywide safety issues as they arise

throughout the year. A budget allocation for payment of election expenses in applicable years. Special or miscellaneous allocations that benefit the municipal corporation as a whole. Funding to Maury County for the City’s share of Animal Services Facility operations. The City participates in the Tennessee Municipal League Risk Management Pool. As

such, the City is self-insured up to specific limits for different types of claims. Workers Compensation, Liability, Property Insurance premiums and self-insured retention for claims for all departments within the General Fund are paid from this activity.

Senior Property Tax Relief payments to qualified individuals are included within this budget.

BUDGET HIGHLIGHTS

Within General City Admin, separate activities were added to track expenditures of funds from Hotel/Motel Tax revenues. Those funds are allocated for Tourism Enhancements. The total allocation for Tourism Enhancements is $643,260, with expenditures anticipated for the following: $275,000 reserved to be used towards Presidential Park, $275,000 carried

forward from FY 2019. $70,320 for partial funding salary for the City’s Tourism and Marketing

Director and proposed Communication Coordinator positions.

198


BUDGET HIGHLIGHTS (CONTINUED)

$206,900 for services and materials for the City’s marketing program, which includes:

o $74,000 for advertising city tourism (state vacation guide, digital billboard, advertising, brochures, etc.).

o $29,600 for marketing, including Ridley Sports Complex (design for marketing materials, merchandise, video services, etc.).

o $30,400 for the continued development and distribution of a City of Columbia Visitor’s Guide.

o $31,400 for sponsorships and beatification including downtown banners and the City’s Historic Marker Program

o $26,400 for city marketing website and additional functionalities that include email communications and event aggregator services and systems.

o $14,100 for professional development/conferences and trade show attendance to market Columbia as a destination, and

o $1,000 for office supplies.

Other funds programmed for Tourism Enhancements include: o $10,000 for continued support of the MidState Classic College Softball

game, o $31,040 in reserves for Firefighters Park have been carried forward

from the prior year, and o $50,000 in reserves have been budgeted and carried forward from FY

2019.

$400,000 of FY 2018-19 Hotel/Motel Tax revenues is allocated to debt service for Ridley Sports Complex Expansion Project, with seven (7) soccer fields currently under construction.

General City Admin includes $200,000 for street paving and $200,000 for general reserves for items that occur during the year, such as local matching portion for grant projects proposed to City Council.

ACTIVITY BREAKDOWN

General City Admin $ 4,405,269Tourism Enhancements-General 1,044,342

Total $ 5,449,612

199


DEPARTMENTAL BUDGET


Personnel Services 110 Salaries $ 29,079 $ 48,426 $ 65,159 $ 84,412112 Overtime 5 0 0 0119 Miscellaneous Pay 0 0 0 0141 FICA 2,225 1,023 2,236 995142 Group Insurance 1,061,246 1,122,000 948,045 1,122,000146 Worker's Compensation 221,963 200,000 203,215 187,500147 Unemployment Insurance 655 16,000 3,561 16,000149 Other Pensions (48,646) 0 0 0

Total Personnel: $ 1,266,527 $ 1,387,449 $ 1,222,216 $ 1,410,908

Services & Supplies 211 Office Services $ 68,108 $ 45,000 $ 36,902 $ 46,000240 Utilities 76,658 73,000 76,950 73,000245 Telephones 16,670 20,000 13,880 20,000250 Professional Services 113,756 372,500 257,548 176,000253 Auditing Services 15,859 32,000 28,660 32,000254 Workers’ Comp Administration 312 0 500 500255 Software Maintenance 17,178 46,400 46,188 66,682268 Street Resurfacing 4,841 200,000 1,000,000 200,000269 Maintenance & Repair-Other 10,658 16,000 9,099 16,000280 Meetings, Travel 9,890 21,100 24,686 21,100290 Other Services 232,584 191,567 165,355 185,215297 Animal Serv Facility Operation 204,723 200,000 199,321 200,000298 Election Expenses 0 4,000 3,028 0310 Office Supplies 5,563 8,000 4,298 8,000320 Operating Supplies 20,474 29,650 43,746 20,000321 Operating Supp-Controllable 10,668 0 5,000 3,500322 Chemicals & Cleaning Supplies 0 0 0 0326 Wearing Apparel 173 500 200 500331 Fuel 0 0 0 0340 Maint & Repair Supplies-Other 2,507 1,000 2,500 1,000341 Small Tools 58 3,000 50 3,000410 Concrete & Clay Products 148 0 150 0420 Metal Products 0 0 0 0450 Construction Materials 0 0 0 0510 Insurance & Bonds 396,159 450,000 355,781 415,000511 Liability & Other Ins. Claims 11,679 20,000 22,297 20,000530 Rentals 610 7,000 3,000 7,000591 Senior Property Tax Relief 31,722 40,000 34,447 40,000733 Awards 1,640 2,000 1,590 2,000790 Refunds 752 5,000 3,692 5,000800 Reserves 5,655 162,738 20,000 250,000810 Reserves for Firefighters Park 0 31,040 0 31,040

Total Services & Supplies: $ 1,259,042 $ 1,981,495 $ 2,358,868 $ 1,842,537(continued on next page)

200

GENERAL FUNDDEPARTMENT: GENERAL CITY ADMIN



Transfers 763 Transfer To Debt Service Fund $ 1,774,821 $ 1,772,455 $ 1,772,455 $ 1,771,167766 Transfer To Cap Projects Fund 35,000 1,230,000 3,086,083 35,000

Total Transfers: $ 1,809,821 $ 3,002,455 $ 4,858,538 $ 1,806,167

Capital Outlay 911 Land & Easements $ 0 $ 0 $ 0 $ 0920 Buildings & Structures 0 150,000 0 0930 Other Improvements 2,788 675,000 0 0941 Machinery, Equip & Auto 0 0 140,000 0945 Communications Equip 0 0 25,000 390,000947 Office Equipment 0 0 0 0

948 Computer Equipment 0 0 0 0


Dept. Total $ 4,338,178 $ 7,196,399 $ 8,604,622 $ 5,449,612

201

GENERAL FUND FUND BALANCE


202

23,540

24,153

24,567

26,241

27,157

29,255

30,695

31,267

33,830

33,864

24,325

23,104

23,845

24,474

25,923

26,119

26,709

27,111

32,208

33,864

11,482

13,176

14,639

17,271

19,192

22,156

25,768

28,115

24,878

24,878

- 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000

2011

2012

2013

2014

2015

2016

2017

2018

2019*

2020*

In Thousands (000's)

General Fund

Fund balance Expenses Revenues

*Estimated numbers used

203


204

SPECIAL REVENUE

FUNDS


205

STATE STREET AID FUND

FINANCIAL SUMMARY

Revenues

Budget Actual Budget Estimated Budget

Category FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 Intergovernmental $ 1,140,000 $ 1,162,538 $ 1,211,000 $ 1,212,500 $ 1,210,000 Prior Years Revenue 30,665 0 650,000 650,000 240,000Other Revenue 3,000 3,931 3,000 12,913 12,000

Total $ 1,173,665 $ 1,166,469 $ 1,864,000 $ 1,875,413 $ 1,462,000

Expenditures

Category BudgetFY 2018

ActualFY 2018

BudgetFY 2019

EstimatedFY 2019

Budget FY 2020

Personnel Services $ 0 $ 0 $ 0 $ 0 $ 0 Services & Supplies 1,070,208 591,910 1,774,000 568,090 1,257,000 Transfers 79,000 79,000 68,925 79,000 0 Capital Outlay 24,457 9,547 15,000 0 205,000

Total $ 1,173,665 $ 680,457 $1,857,925 $ 647,090 $ 1,462,000

FUND DESCRIPTION

This activity accounts for revenue and expenditures from the City’s share of State gasoline taxes. The State distributes the taxes to municipalities based on per capita population. Tennessee law requires that these receipts be kept in a separate fund and used for construction and maintenance of City streets and certain related street expenditures. Streets are defined as streets, highways, avenues, boulevards, public owned right-of-ways, bridges, tunnels, public parking areas, and other public ways dedicated to public use and maintained for general public travel lying within a municipality’s corporate boundaries. Related street expenditures include construction, reconstruction, improvements, and maintenance of streets, including paving, repaving, grading and drainage, repairs, cleaning, acquisition and maintenance of rights-of-way, and extension and widening of existing streets. Other allowable expenses include acquisition or lease or lease/purchase of trucks and other equipment necessary in the construction and maintenance of streets. This includes the purchase, construction or leasing of facilities to store such equipment, street lighting, signage and other traffic control devices as well as administrative and other necessary expenses in connection with such street improvements. Resurfacing including milling and rebasing existing streets is included in Services & Supplies (not a Capital Outlay item).

206


BUDGET HIGHLIGHTS:

Provides funding for street resurfacing program $500,000

Provides funding for street light utility bills $570,000

Includes a “Transfer to Capital Project Fund” line item for Tom J. Hitch Bridge Improvements $85,000

Includes capital outlay expenditures as follows: Advanced traffic control units Replacement of mowing tractor

$25,000 $95,000

FUND BUDGET

Revenues

Account Actual Budget Estimated Budget Number Account Name 2017-2018 2018-2019 2018-2019 2019-2020

33550 State Collected Gas Tax $ 771,307 $ 846,000 $ 767,033 $ 770,00033551 Additional 3-cent Gasoline 195,861 190,000 191,812 190,00033553 2017 TN Gas Tax Revenue 195,370 175,000 253,655 250,00036100 Miscellaneous Interest Earned 3,931 3,000 12,913 12,00036150 Int. on Special Assessments 0 0 0 036900 Miscellaneous Revenues 0 0 0 037110 Prior Years Revenue 0 650,000 650,000 240,000

Fund Total $ 1,166,469 $ 1,864,000 $ 1,875,413 $ 1,462,000

Expenditures


PERSONNEL SERVICES 110 Salaries $ 0 $ 0 $ 0 $ 0141 FICA 0 0 0 0142 Group Insurance 0 0 0 0143 Retirement 0 0 0 0145 Dental Insurance 0 0 0 0

Total Personnel: $ 0 $ 0 $ 0 $ 0


207


FUND BUDGET (CONTINUED)


Services & Supplies211 Office Service Expense $ 0 $ 0 $ 0 $ 0240 Utilities 538,222 542,000 542,000 570,000250 Professional Services 211 35,000 0 70,000255 Software Maintenance 5,912 5,000 4,917 5,000261 Maint. & Repair Supplies-Auto 0 0 0 27,000268 Resurfacing 0 1,100,000 0 500,000269 Maintenance & Repair-Other 0 0 0 0290 Other Services & Charges 29,693 40,000 8,035 40,000310 Office Supplies 1,676 0 0 0320 Operating Supplies 16,196 30,000 13,138 30,000321 Operating Supplies Controllable 0 5,000 0 5,000340 Maint. & Repair Supplies-Other 0 0 0 0410 Concrete & Clay Supplies 0 0 0 0420 Metal Products 0 0 0 0450 Construction Materials 0 0 0 0470 Asphalt 0 0 0 0761 Transfer to Capital Projects Fund 79,000 68,925 79,000 0800 Reserves 0 17,000 0 10,000

Total Services & Supplies: $ 670,910 $ 1,842,925 $ 647,090 $ 1,257,000

Capital Outlay 930 Other Improvements $ 9,547 $ 15,000 $ 0 $ 85,000932 Bridge Improvements 0 0 0 0941 Machinery/Auto Equipment 0 0 0 120,000948 Computer Equipment 0 0 0 0

Total Capital Outlay: $ 9,547 $ 15,000 $ 0 $ 205,000

Fund Total $ 680,457 $ 1,857,925 $ 647,090 $ 1,462,000

208



1,679

2,024

1,306

1,613

1,546

1,303

1,627

1,166

1,875

1,462

683

1,630

702

707

1,201

621

1,408

680

740

1,462

1,573

848

1,037

1,241

951

1,287

850

1,336

1,750

1,750

- 500 1,000 1,500 2,000 2,500

2011

2012

2013

2014

2015

2016

2017

2018

2019*

2020*




209

NARCOTICS & VICE FUND

FINANCIAL SUMMARY

Revenues


Fine and Fees $ 60,000 $ 67,539 $ 70,000 $ 80,000 $ 80,000 Total $ 60,000 $ 67,539 $ 70,000 $ 80,000 $ 80,000

Expenditures


Services & Supplies $ 60,000 $ 65,086 $ 70,000 $ 80,000 $ 80,000 Total $ 60,000 $ 65,086 $ 70,000 $ 80,000 $ 80,000

FUND DESCRIPTION

The Narcotics & Vice Fund was established in FY 1998-99 in accordance with recommendations from the City’s auditors. The Fund is a special revenue fund used to account for confidential operational expenses and payments to the Columbia Drug Task Force and provides access to funds for undercover activities.

Proceeds are received through an operating transfer from the Drug Fund, fines and proceeds from settled cases. Fund expenditures are managed directly by the Police Chief, who is also responsible for quarterly reporting of Fund activities to the Finance Director.

FUND BUDGET

Revenues


35110 Fines $ 0 $ 0 $ 0 $ 0

36300 Settlements 47,539 40,000 50,000 50,000

36900 Miscellaneous Revenue 0 0 0 100

36911 Receipts from Drug Fund 20,000 30,000 30,000 30,000

Fund Total $ 67,539 $ 70,000 $ 80,000 $ 80,000


210

NARCOTICS & VICE FUND


Expenditures

Obj Actual Budget Estimated BudgetCode Title 2017-2018 2018-2019 2018-2019 2019-2020

240 Utilities $ 59,087 $ 50,000 $ 60,000 $ 60,000320 Operating Supplies 5,999 10,000 10,000 10,000800 Reserves 0 10,000 10,000 10,000


Fund Total $ 65,086 $ 70,000 $ 80,000 $ 80,000

NOTE: Fund balance for Narcotics and Vice and the Drug Fund are reported as consolidated in the Drug Fund, consistent with year-end financial reporting.

211

STREET AND TRANSPORTATION FUND

FINANCIAL SUMMARY

Revenues


Intergovernmental $ 70,000 $ 69,840 $ 70,000 $ 69,000 $ 70,000 Other Sources 60 189 60 172 100

Total $ 70,060 $ 70,029 $ 70,060 $ 69,172 $ 70,100

Expenditures


Services & Supplies $ 70,000 $ 70,060 $ 70,000 $ 70,000 $ 70,100Total $ 70,000 $ 70,060 $ 70,000 $ 70,000 $ 70,100

FUND DESCRIPTION

Per State law, this special revenue fund has been used to pay a portion of the utility bills for City street lights to satisfy the provisions of specific past legislation. The remainder of street lighting expenses are programmed in the State Street Aid Fund.

FUND BUDGET

Revenues

Account Actual Budget Estimated Budget

Number Account Name 2017-18 2018-2019 2018-2019 2019-2020

33560 State Allocated Revenue $ 69,840 $ 70,060 $ 69,000 $ 70,000

36100 Miscellaneous Interest Earned 189 0 172 100

Fund Total $ 70,029 $ 70,060 $ 69,172 $ 70,100


212

STREET AND TRANSPORTATION FUND

FUND BUDGET (continued)

Expenditures

Obj Actual Budget Estimated Budget Code Title 2017-2018 2018-2019 2018-2019 2019-2020

Other

240 Utilities $ 70,000 $ 70,000 $ 70,000 $ 70,000

800 Reserves 0 60 0 100


Fund Total $ 70,000 $ 70,060 $ 70,000 $ 70,100

*Estimated numbers used.

71

71

71

71

71

71

70

70

69

70

75

67

75

73

70

68

70

70

70

70

14

18

14

12

13

16

16

16

15

15

- 10 20 30 40 50 60 70 80

2011

2012

2013

2014

2015

2016

2017

2018

2019*

2020*




213

DRUG FUND

FINANCIAL SUMMARY

Revenues

Budget Actual Budget Estimated Budget Category FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 Police Court $ 15,000 $ 29,581 $ 25,000 $ 20,000 $ 25,000Receipts Columbia DTF 25,000 37,986 25,000 53,664 30,000Sale & Recovery of Property 0 18,866 0 19,341 0Prior Years Revenue 288,294 0 176,053 0 170,053Other 800 4,753 1,000 5,454 2,000

Total $ 329,094 $ 91,186 $ 227,053 $ 98,459 $227,053

Expenditures

Budget Actual Budget Estimated Budget Category FY 2018 FY 2018 FY 2019 FY 2019 FY 2020 Services & Supplies $ 123,094 $ 50,217 $ 71,053 $ 71,053 $ 71,053Transfers 30,000 20,000 30,000 30,000 30,000 Capital Outlay 176,000 50,033 126,000 0 126,000

Total $ 329,094 $ 120,250 $ 227,053 $ 101,053 $ 227,053

FUND DESCRIPTION

The Drug Fund is a special revenue fund established in accordance with State law to account for funds received directly from the enforcement of laws associated with illegal drug activity. Proceeds are received through fines, forfeitures and the disposal of seized goods resulting from the City’s drug enforcement efforts. Under State law, the funds are to be used only for the enforcement of drug laws, for local drug education programs and for nonrecurring general law enforcement expenditures.

Capital Outlay Items budgeted:

Building Improvements – Jack -n- Jill building $ 126,000

214

DRUG FUND

FUND BUDGET

Revenues

Account Actual Budgeted Estimated BudgetedNumber Account Name 2017-2018 2018-2019 2018-2019 2019-2020

35110 Police Court $ 29,581 $ 25,000 $ 20,000 $ 25,00036100 Miscellaneous Interest Earned 1,472 1,000 2,254 2,00036300 Sale & Recovery Loss Property 18,866 0 19,341 036311 Sale of Building/Structures 0 0 0 036900 Miscellaneous Revenues 0 0 0 036908 Receipts MC Drug Task Force 3,281 0 3,200 036909 Receipts Columbia Task Force 37,986 25,000 53,664 30,00037110 Prior Years Revenue 0 176,053 0 170,053

Fund Total $ 91,186 $ 227,053 $ 98,459 $ 227,053

Expenditures


SERVICES AND SUPPLIES 211 Office Services $ 0 $ 0 $ 0 $ 0240 Utilities 4,093 4,800 4,800 4,800245 Telephones 10,648 12,203 12,203 12,203250 Professional Services 225 640 640 640255 Software Maintenance 8,268 3,650 3,650 3,650261 Maint. & Repair Auto 1,010 1,500 1,500 1,500269 Maint. & Repair Other 0 1,500 1,500 1,500280 Travel/School 4,612 13,700 13,700 13,700290 Other Services 5,965 8,020 8,020 8,020310 Office Supplies 0 0 0 0320 Operating Supplies 613 3,740 3,740 3,740321 Operating Supplies Controllable 3,420 6,500 6,500 6,500322 Chemical & Cleaning Supplies 1,123 1,900 1,900 1,900326 Wearing Apparel 0 0 0 0331 Fuel 0 0 0 0

Continued on next page

215

DRUG FUND



Services and Supplies (continued)341 Small Tools 0 500 500 500530 Rentals 9,900 9,900 9,900 9,900


Transfers 764 Transfer to N & V Fund $ 20,000 $ 30,000 $ 30,000 $ 30,000

Total Transfers: $ 20,000 $ 30,000 $ 30,000 $ 30,000

Capital Outlay 920 Building $ 0 $ 126,000 $ 0 $ 126,000941 Machinery/Auto Equip 50,033 0 0 0

Total Capital Outlay: $ 50,033 $ 126,000 $ 0 $ 126,000

Fund Total $ 120,250 $ 227,053 $ 101,053 $ 227,053

216


135

149

139

132

185

332

263

91

98

227

75

82

103

45

52

117

51

120

101

227

231

228

193

194

225

316

329

302

300

300

- 50 100 150 200 250 300 350

2011

2012

2013

2014

2015

2016

2017

2018

2019*

2020*


Drug Fund


217

SANITATION FUND

FINANCIAL SUMMARY

Revenues


Fees $3,190,000 $3,395,453 $3,431,000 $3,456,333 $3,431,000Loan Proceeds 270,000 235,000 0 0 350,000Insurance Proceeds 0 124,700 0 0 0Prior Years Revenue 337,265 0 164,280 35,323 369,257Other Revenue Sources 5,500 33,687 11,000 15,678 13,100 Total $3,802,765 $3,788,840 $3,606,280 $3,507,334 $4,163,357

Expenditures


Personnel Services $1,581,430 $1,581,429 $1,813,025 $1,654,292 $1,858,642Services & Supplies 1,375,116 1,436,117 1,294,840 1,564,627 1,656,240Transfers 320,667 259,667 268,415 268,415 49,475Capital Outlay 332,464 332,463 230,000 20,000 599,000 Total $3,609,677 $3,609,676 $3,606,280 $3,507,334 $4,163,357


The Sanitation Division of Public Works collects residential and commercial refuse and other non-hazardous waste throughout the City.

Collection services include:

Residential collections-Automatic Cart system Bulky item collection Brush and leaf collection Special collections Dumpster collection Recycling

Note: Within the Public Works Department, salary and benefit expense for the Public Works Director, Assistant Director and office support staff is allocated evenly between the Street and Sanitation Divisions.

218

SANITATION FUND


Participated in/assisted with the following events:

Mule Day Activities (Parade & 5K Run) Veterans Day Martin Luther King, Jr. Events Mule Town Music Festival National Day of Prayer Haunting in the District Keep Maury Beautiful Mid-State Classic Christmas Parade

219

SANITATION FUND


Household Garbage

Volume of household garbage collected (tons) 20,967 21,612 23,802 25,000

Household Recycling

Volume of household recycling collected (tons) 364 409 460 515

Household Brush

Brush collection by volume (cubic yards ground material)

21,735 25,819 26,000 27,000

Household Bulk

Bulk collection by weight (tons) 540 779 1050 1250


WORKLOAD INDICATORS FY 2017 FY 2018 FY 2019 FY 2020 Current residential households - Garbage, Brush, Bulk 15,451 15,803 16,303 16,803

Current residential households - Recycling 3,498 3,759 4,200 4,500


Automated side-arm recycling truck $299,000 Front loader garbage truck $280,000 Downtown garbage receptacles (12) $ 20,000

ACTIVITY BREAKDOWN

General $1,856,201Brush & Trash $538,789Commercial $657,415Residential $759,647Recycling $351,305

Total $4,163,357

220

SANITATION FUND

DEPARTMENTAL BUDGET

Revenues


31325 Penalty on User Fee $ 41,672 41,000 $ 40,182 $ 41,00034430 Residential User Fee 2,425,521 2,470,000 2,470,000 2,470,00034431 Commercial User Fee Class 1 222,737 220,000 222,493 220,00034432 Commercial User Fee Class 2 705,523 700,000 723,658 700,00036100 Interest Income 5,289 4,000 11,363 10,00036300 Sales & Recovery of Loss of 17,050 0 0 036302 Brush Pickups-Additional 5,063 3,000 4,315 3,10036900 Miscellaneous Revenue 6,285 4,000 0 036901 Sanitation Equipment Loan 235,000 0 0 350,00036902 Sanitation-Insurance Proceeds 124,700 0 0 037110 Prior Years Revenue 0 164,280 35,323 369,257

Fund Total $ 3,788,840 $ 3,606,280 $ 3,507,334 $ 4,163,357

Expenditures


Personnel Services 110 Salaries $ 812,275 $ 1,079,514 $ 1,015,910 $ 1,111,653112 Overtime Pay 15,462 58,861 12,735 66,330113 Salary Adjustment 0 0 0 0114 Vacation Pay 58,155 0 24,373 0115 Sick Pay 56,404 0 19,969 0116 Holiday Pay 44,067 0 19,262 0117 Certification Pay 1,515 1,573 1,407 0118 Longevity Pay 17,000 17,250 17,250 14,950119 Miscellaneous 2,926 0 2,284 0141 FICA 74,301 88,536 72,892 90,116142 Group Insurance 280,301 304,736 282,825 318,114143 Retirement 194,107 241,075 166,234 223,567145 Dental Insurance 5,976 6,480 5,814 6,912146 Worker's Compensation 18,940 13,000 13,337 22,000147 Unemployment Claims 0 2,000 0 5,000

Total Personnel: $ 1,581,429 $ 1,813,025 $ 1,654,292 $ 1,858,642


221

SANITATION FUND


Services & Supplies 211 Office Services $4,259 $3,500 $2,985 $3,500240 Utilities 17,059 18,600 18,593 17,600245 Telephones 2,117 2,200 2,211 2,200250 Professional Services 1,177 2,000 2,000 1,900253 Auditing Services 1,459 3,000 2,782 2,800254 Worker's Comp. Administration $ 0 $ 0 $ 0 $ 0255 Software Maintenance 0 0 0 0259 Administrative Fee 90,688 107,000 107,000 107,000261 Maintenance & Repair-Auto 15,857 24,100 26,814 24,100269 Maintenance & Repair-Other 4,022 3,000 2,995 3,000280 Travel 526 3,000 1,708 3,000290 Other Services 257,076 215,000 175,284 215,000295 Landfill Charges 722,187 515,000 837,055 840,000310 Office Supplies 3,354 2,000 1,376 2,000 320 Operating Supplies 63,203 84,524 85,370 84,524 321 Operating Supplies Controllable 0 0 0 0322 Chemical & Cleaning Supplies 4,637 7,000 5,814 7,000326 Wearing Apparel 3,101 3,550 3,478 4,000329 Cleaning Uniforms 12,550 12,000 11,741 12,050331 Fuel 118,485 105,200 105,051 105,200332 Maint & Repair Supplies-Auto 70,372 113,166 108,429 113,166340 Maint & Repair Supplies-Other 651 2,000 1,665 2,000341 Small Tools 705 2,000 1,887 2,000410 Concrete Supplies 0 0 0 0420 Metal Products 89 3,000 2,884 3,000450 Construction Materials 37 2,000 1,000 2,000510 Insurance & Bonds 40,631 50,000 46,505 52,200511 Liability and Other Insurance 1,875 10,000 10,000 20,000790 Refunds 0 2,000 0 2,000800 Reserves 0 0 0 25,000

Total Services & Supplies: $ 1,436,117 $ 1,294,840 $ 1,564,627 $ 1,656,240

Transfers761 Transfer to Debt Service $ 259,667 $ 268,415 $ 268,415 $ 49,475

Total Transfers: $ 259,667 $ 268,415 $ 268,415 $ 49,475

941 Machinery/Auto Equip $ 332,463 $ 230,000 $ 20,000 $ 579,000930 Improve other than building 0 0 0 20,000945 Communications Equip 0 0 0 0


Fund Total $ 3,609,676 $ 3,606,280 $ 3,507,334 $ 4,163,357

222

SANITATION FUND


3,661

3,397

3,553

3,895

3,701

4,832

3,908

3,412

3,507

4,163

3,040

2,964

3,102

3,350

3,169

4,295

3,360

3,550

3,507

4,163

1,322

1,339

1,295

1,173

1,207

1,165

1,114

1,176

1,176

1,176

- 1,000 2,000 3,000 4,000 5,000 6,000

2011

2012

2013

2014

2015

2016

2017

2018

2019*

2020*


Sanitation Fund


223

DEBT SERVICE FUND


224

DEBT SERVICE FUND

FINANCIAL SUMMARY

Revenues

Budget Actual Budget Estimated Budget 2017-2018 2017-2018 2018-2019 2018-2019 2019-2020

Transfers $ 2,095,488 $ 2,034,488 $ 2,040,870 $ 2,040,870 $1,820,642Other 2,001 4,974 900 16,000 900

Total $ 2,097,489 $ 2,039,462 $ 2,041,770 $ 2,056,870 $1,821,542

Expenditures

Budget Actual Budget Estimated Budget FY 2018 FY 2018 FY 2019 FY 2019 FY 2020

Principal $ 1,544,733 $ 1,491,757 $ 1,532,899 $ 1,532,870 $ 1,352,971Interest 551,755 543,729 507,971 484,047 467,671Administrative Fees 1,000 900 900 900 900Reserves 0 0 0 0 0

Total $ 2,097,488 $ 2,036,386 $ 2,041,770 $ 2,017,817 $ 1,821,542

FUND DESCRIPTION

The Debt Service Fund accounts for the accumulation of resources necessary for paying the General Obligation debt of the City.

Highlights of previous borrowings are as follows:

FY 2009-10 - $8,760,000 - 2010 General Obligation Refunding & Improvement Bond Issue to: purchase and renovate building for relocation of City Hall and refund FY 2005-06 and FY 2007-08 Tennessee Municipal Bond Fund loans for

construction of recreation facilities and a replacement fire truck.

225

DEBT SERVICE FUND

FUND DESCRIPTION (CONTINUED)

FY 2010-11: $1,700,000 20-year Capital Outlay Note to purchase a ladder truck and pumper for

the Fire Department and an excavator for Public Works. $188,490 4-year Capital Outlay Note to purchase a replacement commercial

collection vehicle for Sanitation.

FY 2013-14 - $1,900,000 10-year Capital Outlay Note for improvements to the former City Hall location for relocation of the Police Department and for reimbursement for the narrow-banding radio system.

FY 2015-16 - $1,400,000 2016 General Obligation Refunding Bond issue to refund portion of 2003 General Obligation Bond Issue to realize interest savings without extending life of debt. In January 2017, $9.1 million bond issued for fire hall replacement and Ridley Sports Complex soccer fields.

FY 2017-18 – $270,000 2017 Sanitation Capital Outlay (CON) to provide for a commercial sanitation truck in FY 2017-18.

The current year budget provides for payment of:

$410,000 principal and $192,318 interest for the 2010 General Obligation Refunding & Improvement Bond issue,

$190,699 principal and $11,757 interest for the 2011 Equipment Capital Outlay Notes,

$191,100 principal and $20,237 interest for the 2014 Public Safety Improvement/Public Safety Equipment Capital Outlay Note,

$125,000 principal and $26,606 interest for the General Fund portion of the 2016 General Obligation Refunding Bond Issue,

$390,000 principal and $213,450 interest for the 2017 General Obligation Bond issue,

$46,172 principal and $3,303 interest for the 2017 Sanitation Capital Outlay note.

226

DEBT SERVICE FUND

FUND BUDGET

Revenues

Account Actual Budget Estimated BudgetNumber Account Name 2017-2018 2018-2019 2018-2019 2019-2020

36100 Miscellaneous Interest $ 4,974 $ 900 $ 16,000 $ 90036900 Miscellaneous Revenue 0 0 0 037110 Prior Years Revenue 0 0 0 037940 Transfer - General Fund 1,774,821 1,772,455 1,772,455 1,771,16737941 Transfer - Sanitation 259,667 268,415 268,415 49,475

Fund Total $ 2,039,462 $ 2 ,041,770 $ 2,056,870 $ 1,821,542

Expenditures


610 2010 GO Refunding & Imp Prin. $ 385,000 $ 395,000 $ 395,000 $ 410,000613 2011 Equipment Note Principal 180,115 184,286 184,286 190,699616 2016 GO Refunding Principal 15,000 125,000 125,000 125,000617 2017 SAN CON Principal 0 45,370 45,370 46,172618 2008 GO Bond Principal 105,000 0 0 0619 2014 Sanitation Note Principal 253,030 215,887 215,858 0621 2014 Public Safety Note Principal 183,612 187,356 187,356 191,100622 2017 GO Bond Principal 370,000 380,000 380,000 390,000630 2010 GO Refunding & Imp Interest 216,094 204,394 204,394 192,318633 2011 Equipment Note Interest 24,366 18,169 18,169 11,757636 2016 GO Refunding Interest 30,994 29,419 29,419 26,606

637 2017 SAN CON Interest 0 4,094 4,151 3,303638 2008 GO Bond Interest 3,990 0 0 0639 2014 Sanitation Note Interest 4,610 3,064 3,064 0641 2014 Public Safety Note Interest 27,725 23,981 0 20,237642 2017 GO Bond Interest 235,950 224,850 224,850 213,450


227

DEBT SERVICE FUND


Obj Code Title

Actual 2017-2018

Budget 2018-2019

Estimated2018-2019

Budget2019-2020

690 2010 GO Ref & Imp Admin. Fee 250 250 250 250692 2017 GO Bond Admin Fee 400 400 400 400693 2008 GO Bond Admin. Fee 250 0 0 0696 2016 GO Bond Admin. Fee 0 250 250 250761 Transfers 0 0 0 0800 Reserves 0 0 . 0 0

Total Debt Service: $ 2,036,386 $ 2,041,770 $ 2,017,817 $ 1,821,542

Fund Total: $ 2,036,386 $ 2,041,770 $ 2,017,817 $ 1,821,542


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229


230

CAPITAL PROJECTS

FUND


231


FINANCIAL SUMMARY

Revenues


Intergovernmental $ 5,128,210 $ 695,981 $ 5,935,789 $ 1,116,027 $ 4,822,178Other Sources 3,762,552 1,664,826 4,143,382 1,625,925 3,685,736Bond Proceeds 7,891,166 0 7,891,166 3,200,000 2,661,483 Other Revenue 3,000 38,131 11,200 65,575 20,000

TOTAL $ 16,784,928 $ 2,398,938 $17,981,537 $ 6,007,527 $11,189,397

Expenditures


General Facilities $ 2,743,183 $ 185,883 $ 3,888,183 $ 586,471 $ 3,828,000Transportation 6,098,837 33,926 7,316,003 871,530 7,097,631Community Dev. 964,621 190,649 678,424 220,847 258,766Parks 7,173,039 3,087,565 6,093,927 2,700,000 0Other Uses 5,000 4,579 5,000 0 5,000

TOTAL $16,984,680 $ 3,502,602 $ 17,981,537 $ 4,378,848 $11,189,397

FUND DESCRIPTION

This fund is used to consolidate the acquisition, design and construction of the major capital improvements of the City other than improvements financed by special revenue or enterprise funds. The projects are funded through operating transfers from the General Fund and other revenue sources, such as grant proceeds and bond proceeds. Projects listed below are included within the first year of the five-year Capital Improvements Program and, in many cases, may take more than one fiscal year to be completed.

232


BUDGETED PROJECTS

The FY 2019-2020 budget anticipates the following projects will be continued or completed during the fiscal year.

AmountProject Title – Capital projects BudgetedFire Hall Improvements 3,395,000Police/Jack & Jill Building Improvements 433,000STP-Nashville Hwy/Bear Creek Pike 2,447,204West 7th Street Streetscape 2,969,109Utility Relocation (West 7th Project) 1,561,318NSP Program Income 258,766Other Financing Uses – Capital Projects 125,000

Total $11,189,397

Budgets for the projects listed above will be adjusted as needed based upon final expenditures at June 30, 2019.

FUND BUDGET

Revenues



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

33436 CDBG Demolition grant 42,742 0 0 0

33438 TDOT-Surface Transp Funds 541,340 0 0 0

33439 TDOT-Roadscapes Grant 1,644 73,200 73,200 0

33440 West 7th Street Trans Alt Grant 0 1,128,852 153 1,347,252

33441 STBG-West 7th Street Streetscape 0 449,951 0 449,951

33442 THDA Home Grant 100,696 419,658 226,244 0

33443 STP-West 6th Street Improvements 0 364,940 364,940 0

33444 TDOT Railroad Crossing Improve. 9,560 22,723 0 0

33446 STBG Project US-31/US-412 0 2,447,204 313 2,446,891

33447 U-STBG-West 7th Street Streetscape 0 578,084 0 578,084

33448 U-STBG-West 6th Street Streetscape 0 117,267 117,267 0

33449 L-STBG-Roadscapes Project 0 24,000 24,000 0

33450 U-STBG-Roadscapes Project 0 109,910 109,910 0

35100 NSP Program Income 590,464 0 0 258,766

36100 Miscellaneous Interest Earned 14,374 11,200 30,000 15,000


233





36104 Interest-2017 GO Bond Account 6,556 0 35,000 5,000

36900 Miscellaneous Revenues 17,201 0 575 0

36909 2017 GO Bond Proceeds 0 7,891,166 3,200,000 2,661,483

36910 W. 7th Streetscape Project - Utilities 960,361 1,160,361 0 1,561,318

37110 Prior Years Revenue 0 1,419,255 0 1,830,652

37111 Restricted PY Revenue (NSP Income) 0 258,766 0 0

37940 Transfer from General Fund 35,000 1,230,000 1,557,000 35,000

37941 Transfer From General Fund* 79,000 75,000 68,925 0

Fund Total $ 2,398,938 $ 17,981,537 $ 6,007,527 $ 11,189,397

Expenditures

Account Actual Budget Estimated BudgetNumber Account Name 2017-2018 2018-2019 2018-2019 2019-2020

Other41700-290 Miscellaneous $ 4,580 $ 0 $ 0 $ 041850-272 CDBG Demolition Grant 44,953 0 0 041850-800 Reserves 0 5,000 0 5,000

41900-272 THDA Home Grant 100,696 419,658 220,847 0

43100-800 Reserves-STP Matching Funds 0 75,000 0 75,00043121-320 TDOT RR Intersection Imp Grant 6,430 20,799 0 043610-721 NSP Program Income Agreement 45,000 258,766 0 258,766

Total Other $ 201,658 $ 779,223 $ 220,847 $ 338,766

Capital Outlay 41850-932 TDOT Roadscapes Grant $ 0 $ 268,772 $ 268,772 $ 0

42110-920 Police Dept Bldg Imp./Jack-N-Jill 59,514 193,183 86,471 042110-921 Jack-N-Jill Restoration 3,281 0 0 433,00042210-920 Fire Administration – Buildings 123,088 3,695,000 500,000 3,395,00043100-930 STP Projects 45 35,000 0 35,00043100-931 STP non-billable items 0 10,000 0 10,00043100-933 STP-West 6th Street Improvement 24,077 602,758 602,758 043100-934 STP-Nashville Hwy/Bear Crk Pk 0 2,447,204 0 2,447,20443120-930 STP-West 7th Multimodal Project 3,375 2,696,109 0 2,969,10943120-931 Utility Relocation (W 7th Project) 0 1,160,361 0 1,561,31844415-930 Other Park Improvements 8,746 0 0 044415-934 Ridley Sports Complex 3,038,858 5,893,927 2,500,000 044415-935 Site Improvements - Grading 39,960 0 0 044415-938 LPRF Expenditure - Ridley 0 200,000 200,000 0

Total Capital Outlay $ 3,300,944 $ 17,202,314 $ 4,158,001 $ 10,850,631

Fund Total $ 3,502,602 $ 17,981,537 $ 4,378,848 $ 11,189,397

234



5,650

6,635

1,732

1,780

4,059

1,644

12,037

2,399

6,008

11,189

2,786

6,113

1,895

1,648

3,493

346

2,627

3,503

4,379

11,189

3,651

1,211

680

584

900

1,956

9,916

8,813

10,441

10,441

- 2,000 4,000 6,000 8,000 10,000 12,000 14,000

2011

2012

2013

2014

2015

2016

2017

2018

2019*

2020*




235

ENTERPRISE FUND


236

WASTEWATER (SEWER) SYSTEM REVENUE FUND

FINANCIAL SUMMARY

Revenues


Sewer Charge $8,100,000 $8,465,773 $8,150,000 $8,299,408 $8,175,000 Sewer Tap Fee 500,000 1,292,200 750,000 1,100,000 875,000GM Sewer Srv Chrg 725,000 885,906 745,000 832,268 795,000Industrial User Fees 110,000 284,574 125,000 254,917 175,000Retained Earnings 856,816 0 2,417,517 0 3,189,836Other Revenue 130,111 1,144,330 141,011 296,688 160,761

Total $10,421,927 $12,072,783 $12,328,528 $10,783,281 $13,370,597

Expenses


Personnel Services $3,178,783 $2,546,681 $3,369,232 $2,545,190 $ 2,974,660 Services & Supplies 3,420,357 3,044,628 3,464,671 3,000,046 3,593,725Capital Outlay 1,501,500 156,178 3,662,991 926,991 4,977,000Debt Service 1,834,243 2,959,687 1,831,634 1,831,634 1,825,212

Total $9,934,883 $8,707,174 $12,328,528 $8,303,861 $13,370,597


The Columbia Wastewater System consists of facilities designed to collect, transport and remove pollutants from the wastewater generated by users within its service area.

The Wastewater Collection and Transmission System (WCTS) includes over 314 miles of gravity and force main sewer line, 7,324 manhole structures and 24 pump stations. The lines range in age from new to over seventy-five years. Construction materials for these lines include clay, concrete, metal, and PVC. The WCTS is divided into drainage basins and sub-basins with boundaries typically defined by the natural topography of the land. Pump stations are used only when wastewater must be transported from one drainage basin to another. The major pump stations, together with all recently installed stations are equipped with telemetry connections to a centralized Supervisory Control and Data Acquisition (SCADA) system. The SCADA system provides for quicker response to malfunctions, thereby reducing possible environmental and health concerns.

Columbia operates a Wastewater Treatment Plant (WWTP) that utilizes a conventional activated sludge biological treatment process. The WWTP has a design capacity of 14 million gallons per day. The facility is staffed 24 hours a day. Operating employees must have State of Tennessee certification based on the conditions of our National Pollutant Discharge Elimination System (NPDES) permit and State of Tennessee regulations. Numerous laboratory analyses are performed

237



daily for self-monitoring reports and process control. The system is continually adapting to new rules and regulations issued from the State and Federal Governments.

Columbia Wastewater System is a government enterprise fund supported by charges and fees associated with the services provided from the department functions. All improvements, equipment, salaries, benefits, repairs, etc., are funded from revenue generated by the system. The Wastewater System will pay approximately $500,000 in lieu of taxes to the general government during FY 2019-20, as well as approximately $220,000 in administrative fees.

Operating funds are generated solely by service fees charged to customers of the Columbia Wastewater System. City property taxes do not fund the wastewater system. Wastewater bills in Columbia are calculated by adding a “volume charge” and a “user charge”. The adopted user charge is $14.99 per month and the sewer volume charge is $4.90 per thousand gallons of water used each month. (Billing for 5,000 gallons is $39.49)

No changes are proposed to the current rate structure for FY 2019-20.

FY 2018-19 ACCOMPLISHMENTS .

The Wastewater Collection & Transmission System (WCTS) Remediation Plan required as a condition of the 2014 EPA Administrative Order on Consent (AOC) has been approved by the EPA. This plan outlines specific measures and schedules to repair or replace degraded components of the WCTS in an effort to eliminate sanitary sewer overflows under current and future conditions.

Amendment No. 3 to the contract with J.R. Wauford & Company established to provide AOC compliance assistance was approved and executed. This amendment modified the scope to include services related to design, preparation of plans and specs, regulatory approvals, bid solicitation, construction administration and inspection for projects to renovate the G.E. and Santa Fe Pike pump stations identified as Projects 4 & 5 in the WCTS Remediation Plan.

Amendment No. 4 to the contract with J.R. Wauford & Company was approved and executed. This amendment modified the scope to include services related to design, preparation of plans and specs, regulatory approvals, bid solicitation, construction administration and inspection for sewer rehabilitation efforts identified as Project 6 in the WCTS Remediation Plan.

ONGOING PROJECTS

Rehabilitation of the sanitary sewer within the footprint of the West 7th Street Multi-Modal Streetscape Project is being advanced. Timeline for construction of the sanitary sewer improvements is dependent on progress of the project as a whole. Competitive bids have been received, and initiation of the work is probable in spring 2019.


238



Efforts to satisfy all measures set forth in the AOC are ongoing. The AOC requires the City to evaluate the condition of its sewer system and develop Management, Operation, and Maintenance (MOM) programs designed to prevent sanitary sewer overflows. The MOM programs, Capacity Assessment Report, SSES Results Report, and WCTS Remediation Plan have all been completed, submitted and approved by the agency. Proposed corrective measures outlined in the WCTS Remediation Plan include:

Project 1 – WCTS Maintenance – Cleaning of approximately 2,800 L.F. of gravity sewer in addition to quarterly cleaning of 72,000 L.F. of gravity sewer. (being performed in-house)

Project 2 – Downtown Sewershed Remediation – Rehabilitation of 420 L.F. of 8-inch gravity sewer, replacement of 118 cleanouts, investigation of remaining defects. (being performed in-house)

Project 3 – North/North Frierson Sewershed Remediation – Replacement of 36 cleanouts, investigation of remaining defects. (being performed in-house)

Project 4 – GE Pump Station Renovation – Design of the project to renovate and upgrade the G.E. Main Lift pump station is nearing completion. Competitive bid solicitation is anticipated in April 2019 with award in July 2019. Construction is anticipated to begin in September 2019 with completion in January 2020. Funding for the project was included in the FY 2018-19 Wastewater budget, and will be brought forward to the FY 2019-20 budget. (contractor, FY 2019-20 budget)

Project 5 – Santa Fe Pump Station Renovation – Design of the project to renovate and upgrade the Santa Fe Pike pump station is nearing completion. Competitive bid solicitation is anticipated in April 2019 with award in July 2019. Construction is anticipated to begin in September 2019 with completion in January 2020. Funding for the project was included in the FY 2018-19 Wastewater budget, and will be brought forward to the FY 2019-20 budget. (contractor, FY 2019-20 budget)

Project 6 – Gravity Sewer Rehabilitation – Design of the sanitary sewer rehabilitation projects identified collectively as Project 6 in the WCTS Remediation Plan is in its early stage. Competitive bid solicitation is anticipated in December 2019 with award in January 2020. Construction is anticipated to begin in March 2020 with completion in December 2020. Funding for the projects is included in the FY 2019-20 Wastewater budget. The work includes rehabilitation/replacement of approximately 17,500 L.F. of gravity sewer and manholes, 1,300 L.F. of root cutting, and 840 L.F. of point repairs. (contractor, FY 2019-2020 budget)

All of the projects listed above are to be completed no later than March 11, 2021 per an extension granted to the timeline of the AOC. Original completion date was to be September 11, 2019.

Assessment of the wastewater collection system to identify and quantify sources of inflow and infiltration (I & I) is a critical activity that must be performed in a continuous and ongoing manner. Improvement of the sewer infrastructure requires development of relevant work plans, as well as implementation of remediation measures in areas found to be prone to excessive I & I. Striving to eliminate sanitary sewer overflows is an on-going endeavor.

239


BUDGET HIGHLIGHTS – CAPITAL OUTLAY ITEMS

The FY 2019-20 Wastewater budget includes capital outlay expenditures as follows:

Proposed

Capital Equipment Replacement (CERP) 2001 Utility Truck with Crane (#326) Total CERP

$ 115,000$ 115,000

Other Equipment Computer Replacements $ 20,000GIS Support and Advancement 45,000Total Other Equipment $ 65,000

Capital Improvements/ProjectsGE Pump Station Renovation $ 1,320,000Santa Fe Pump Station Renovation 1,177,000Collection System Rehabilitation Projects 2,300,000Total Capital Improvements/Projects $ 4,797,000

Total Capital Outlay $4,977,000

240



PERFORMANCE MEASURES FY 2017

FY 2018

FY 2019

FY 2020

Operations:

Sewer Permits - Annual Total 886 1,160 1,250 1,250 Annual Sewer Mains Inspected/Cleaned (ft.)

173,854 208,358 148,896 150,480

Annual Sewer Mains CCTV'd (ft) 23,977 14,920 25,000 25,000

Manhole Inspections 397 1,301 1,500 1,500

Hot Spot Flushing (ft) 286,280 204,616 180,000 150,000


WORKLOAD INDICATORS FY

2017 FY

2018 FY

2019 FY

2020 Sewer Customers 17,496 17,958 18,397 18,848

Sewer Lift Stations 23 24 24 25

Miles of Sewer Main 309 311 314 317 Customer Requests for Service - Annual Total

918 919 925 950

Routine Flushing (ft) 159,260 222,724 165,000 165,000

ACTIVITY BREAKDOWN

Sewer Line Maintenance $ 456,874Pumping Station 3,657,412Treatment Plant 4,101,781Industrial Pretreatment 43,589Sewer Rehabilitation 2,837,703Sewer Debt Service 1,825,212Sewer Construction 448,026

Total $13,370,597

241


DEPARTMENTAL BUDGET

Revenues



32600 Sewer Permits $ 28,200 $ 17,500 $ 28,214 $ 20,750

32601 Inspection Fee Sewer Main Exten 32,540 8,500 32,832 12,500

36300 Sale & Recovery of Loss Property 131 0 0 0

36900 Miscellaneous 9,451 0 13,571 0

36901 Insurance Proceeds 0 0 0 0

37110 Retained Earnings 0 2,417,517 0 3,189,836

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

37110-6 Prior Year - Expansion Saturn 0 0 0 0

37210 Sewer Charge 8,465,773 8,150,000 8,299,408 8,175,000

37211 GM Sewer Service Charge 885,906 745,000 832,268 795,000

37221 Sewer Installation Charge 55,715 32,500 39,560 37,500

37231 Industrial User Fees 284,574 125,000 254,917 175,000

37293 Contributed Sewer Line 948,560 0 0 0

37294 Sewer Tap Fee 1,292,200 750,000 1,100,000 875,000

37910 Interest 69,734 50,000 150,000 57,500

37918 Interest - Expansion Saturn 0 0 0 0.00

Fund Total $ 12,072,783 $ 12,328,528 $ 10,783,281 $ 13,370,597

Expenses


Personnel Services 110 Salaries $ 1,458,859 $ 2,004,000 $ 1,586,987 $ 1,762,723112 Overtime Pay 35,718 121,244 88,284 119,116114 Vacation Pay 82,978 0 56,098 0115 Sick Pay 56,673 0 17,603 0116 Holiday Pay 64,917 0 30,033 0117 Bonus Pay 2,275 2,926 2,383 0118 Longevity Pay 24,950 26,600 13,000 19,900119 Miscellaneous 10,325 0 9,936 0141 FICA 129,109 164,839 131,667 143,961142 Group Insurance 364,901 557,086 311,977 503,899143 Retirement 244,625 408,953 276,263 343,206


242



Obj Actual Budget Estimated BudgetCode Title 2017-2018 2018-2019 2018-2019 2019-2020 145 Dental Insurance 8,028 10,584 8,982 8,856

146 Worker's Compensation 63,323 70,000 11,977 70,000147 Unemployment Insurance 0 3,000 0 3,000

Total Personnel Services: $ 2,546,681 $ 3,369,232 $ 2,545,190 $ 2,974,660

Services & Supplies211 Office Services $ 2,172 $ 2,325 $ 1,949 $ 2,325 240 Utilities 1,161,735 1,050,000 1,082,794 1,110,000245 Telephones 29,360 30,000 25,061 32,250250 Consulting Services 47,731 44,000 34,934 95,000253 Auditing Services 5,984 11,000 9,358 11,000255 Software Support & Maint. 12,670 12,500 8,757 12,500259 Administrative Fees 209,168 220,000 215,000 220,000261 Maintenance & Repair Auto 11,876 15,000 12,247 15,500269 Maintenance & Repair Other 109,115 120,300 131,930 167,800280 Travel / Schooling 1,225 9,450 3,515 9,450290 Other Services 29,731 43,500 13,980 43,500293 Billing and Collection 169,652 197,500 170,000 197,500295 Landfill Charges 218,320 210,000 203,362 210,000296 Loss on Disposal of Fixed Assets 0 0 0 0310 Office Supplies 3,792 3,325 3,259 3,325320 Operation Supplies 11,932 23,000 17,960 23,000321 Operation Supplies - Controllable 4,509 15,000 5,700 22,500322 Chemical & Cleaning Supplies 75,541 120,150 95,308 120,150326 Wearing Apparel 8,359 8,900 7,818 8,900329 Cleaning Uniforms 14,665 16,800 15,200 17,250331 Fuel 55,339 75,750 58,737 75,750332 Maintenance & Repair Auto 16,069 22,950 21,104 23,950340 Maintenance & Repair Other 191,478 212,591 175,335 194,800341 Small Tools 4,293 7,675 6,151 7,675410 Concrete Supplies 2,413 14,350 6,321 14,350420 Metal Products 121 12,500 6,245 12,500450 Construction Materials 18,785 41,700 29,374 41,700470 Asphalt 10,918 31,000 18,131 31,000510 Insurance & Bonds 99,700 104,000 104,000 105,000511 Liability & Other Insurance 0 10,000 587 10,000530 Rental Equipment 18,801 12,000 9,647 12,000592 In Lieu of Taxes 498,361 500,532 500,532 500,550733 Awards 0 0 0 0790 Refunds 813 7,500 5,750 7,500800 Reserves 0 200,000 0 200,000803 Reserves, Sewer Impact Fee 0 35,000 0 35,000

Total Services & Supplies: $ 3,044,628 $ 3,464,671 $ 3,000,046 $ 3,593,725


243




Capital Outlay 930 Improvements Other Than Building $ 155,270 $ 3,480,000 $ 765,500 $ 45,000931 Pump Station Projects (AOC) 0 0 0 2,497,000933 Rehabilitation Projects (AOC) 0 0 0 2,300,000941 Machinery/ Auto Equipment 0 162,991 142,990 115,000948 Computer Equipment 908 20,000 18,501 20,000

Total Capital Outlay: $ 156,178 $ 3,662,991 $ 926,991 $ 4,977,000

Sewer Debt Service 611 2015 GO Refunding Principal $ 0 $ 825,000 $ 825,000 $ 835,000 612 2016 GO Refunding Principal 0 75,000 75,000 365,000616 2008 Bond Principal 0 280,000 280,000 0617 2011 Bond Principal 0 305,000 305,000 310,000631 2015 GO Refunding Interest 46,021 27,418 27,418 15,881632 2016 GO Refunding Interest 135,619 133,931 133,931 128,981634 Amortization Expense 51,268 0 0 0635 Depreciation Expense 2,524,429 0 0 0646 2008 Bond Interest 15,983 5,460 5,460 0647 2011 Bond Interest 187,325 178,325 178,325 169,100686 2008 Bond Admin Fee 250 250 250 0687 2011 Bond Admin Fee 250 250 250 250691 2015 GO Refunding Admin Fee 0 250 250 250692 2016 GO Refunding Admin Fee 0 250 250 250699 Capitalized Interest (1,458) 0 0 0800 Reserves 0 500 500 500

Total Debt Service: $ 2,959,687 $ 1,831,634 $ 1,831,634 $ 1,825,212

Fund Total $ 8,707,174 $ 12,328,528 $ 8,303,861 $ 13,370,597

244



12,255

11,973

18,511

13,069

12,436

13,853

13,874

12,073

10,783

13,371

7,558

7,928

8,032

9,033

9,252

8,931

8,953

8,540

8,304

13,371

8,514

9,161

10,168

11,784

12,182

11,994

13,754

17,046

19,599

19,599

- 5,000 10,000 15,000 20,000 25,000

2011

2012

2013

2014

2015

2016

2017

2018

2019*

2020*




245

Year Principal Interest Principal Interest Principal Interest Principal Interest

2020 835,000 15,881 365,000 128,981 310,000 169,100 1,510,000 313,962 2021 515,000 6,498 375,000 120,656 320,000 159,650 1,210,000 286,805 2022 210,000 1,460 705,000 108,506 335,000 149,825 1,250,000 259,791 2023 975,000 89,606 345,000 139,625 1,320,000 229,231 2024 995,000 67,444 355,000 129,125 1,350,000 196,569 2025 1,025,000 44,719 365,000 118,325 1,390,000 163,044 2026 360,000 29,138 380,000 106,913 740,000 136,051 2027 365,000 20,981 395,000 94,062 760,000 115,043 2028 - - 375,000 12,656 410,000 79,975 785,000 92,631 2029 - - 375,000 4,219 425,000 64,300 800,000 68,519 2030 445,000 46,900 445,000 46,900 2031 465,000 28,700 465,000 28,700 2032 - - - - 485,000 9,700 485,000 9,700

1,560,000$ 23,839$ 5,915,000$ 626,906$ 5,035,000$ 1,296,200$ 12,510,000$ 1,946,945$

FY 2020 Sewer Debt 1,823,962$

Plus Fees, misc. 1,250

Total FY 2020 1,825,212$

Total Sewer Debt as of FY 2020 14,456,945$

Refunding Bonds-2015 Refunding Bonds-2016 Bonds - 2011 Total


June 30, 2020

General Obligation General Obligation Sewer Revenue and Tax

246

CAPITAL IMPROVEMENTS

PROGRAM


247

CITY OF COLUMBIACAPITAL IMPROVEMENTS PROGRAM

NARRATIVE

The primary focus of this five-year program is to identify and address the infrastructure andfacility/equipment needs of the community given the strong pace of growth in the City of Columbiaand the Middle Tennessee region. Columbia is recognized nationally as a desirable community tolive, work, and do business. Existing and potential residents and corporate citizens have a choicein where they live or locate their business. In this competitive environment, it is essential that theCity undertake or facilitate projects that help maintain and improve our favorable quality of life.The challenge is to proactively undertake needed capital projects in a fiscally responsible manner.Accordingly, consideration and approval of the five-year Capital Improvements Program (CIP) bythe City Council as part of the annual budget process represents key actions taken by the Councileach year.

Over the past 20 years, Columbia has invested considerable resources in developing and enhancingimportant community resources. Our citizens widely use, benefit from, and depend on theseinvestments. For Columbia, the CIP remains a “work in progress” with important projects andunmet needs that warrant funding consideration during the next five years. Examples includetransportation projects that improve safety and reduce congestion for drivers; enhancements to ourwastewater system that improve the reliability and capacity to deliver services to existing andfuture customers and protect the City’s natural resources; and new municipal facilities intended toenhance public safety services as the city continues to grow. While the program presented here isa five-year program, the plan is a living document with only the first year fully committed as partof the FY 2020 budget. The plan is updated every year, and projects in years two through four maybe added, deleted, or changed in terms of scheduling in future updates of the plan.

The proposed FY 2020-2024 Capital Improvements Program is an ambitious plan that calls for theinvestment of approximately $32.3 million in city, state and federal funds to upgrade and expandthe City’s infrastructure in the major program areas of municipal facilities, transportation system,parks and recreation, wastewater (sewer) system, vehicles/equipment and technology. A programof this magnitude cannot be undertaken with local resources alone; therefore, local funding is beingused to strategically leverage state and federal aid to the program, particularly for transportationimprovements.

FY 2020 CIP funding, as proposed, totals approximately $16.5 million with 67.9% of fundsprogrammed in the Capital Projects Fund. The Capital Projects Fund receives most revenue fromintergovernmental revenues, i.e., federal and state grant proceeds. The majority of Citycontributions to the Capital Projects Fund are transfers appropriated from the General Fund. TheCapital Projects Fund also receives periodic contributions from the proceeds of recently issuedGeneral Obligation (G.O.) bonds for specific capital projects. The following pages outline projects,impact on operating budget and the sources of funds used to finance the CIP.

248

Municipal Facilities

Jack & Jill Building $ 559,000

Transportation System

Street Resurfacing $ 200,000

Nashville Highway/Bear Creek Pike Intersection Improvements $ 2,447,204

West 7th Street Streetscape $ 4,530,427

Other Street Infrastructure improvements, including Columbia Work $ 395,000

Projects

Wastewater

GE Pump Station Upgrade $ 1,320,000

Santa Fe Pump Station Upgrade $ 1,177,000

West 7th Street Improvements (Streetscape) $ 1,369,440

Sewer System Rehab (AOC Compliance) $ 2,300,000

Technology

Management Information Systems (MIS) Replacements** $ 404,870

Vehicles & Equipment

Capital Equipment Replacements $ 1,780,760

*Projects included in CIP.

**MIS replacements schedule is four rather than five years due to warranty and other operating

considerations.

Note: The "CERP" and "MIS" tabs that follow include detailed information on each program area.

City of Columbia

Major Capital Improvements Program

(i.e. Projects $200,000 and greater*)

Fiscal Year 2019-2020

249

Municipal Facilities

559,000 2%

Transportation System 11,532,631 36%

Wastewater (Sewer) System 10,166,440 31%

Technology 1,094,4403%

Vehicles & Equipment

9,019,244 28%

CITY OF COLUMBIACAPITAL IMPROVEMENTS PROGRAM

FISCAL YEARS 2020-2024 PROGRAM EXPENDITURES

250

City of Columbia

Annual Operating Impact

Capital Improvements Program


(000's)

Programs Projects

Personnel

Services

Operating

Expenditures

Municipal Jack & Jill Building 65 20

Facilities Total - Municipal Buildings 65 20

Transportation Street Resurfacing 0 0

System Nashville Highway/Bear Creek Pike Intersection 0 0

West 7th Street enhancement project 0 0

Other Infrastructure Improvements & "Columbia

Works" Projects0 0

Total - Transportation 0 0

Wastewater GE Pump Station Upgrade 0 0

(Sewer) System Santa Fe Pump Station Upgrade 0 0

Sewer System Rehab (AOC Compliance) 0 0

West 7th Street Improvements (Streetscape) 0 0

Total - Wastewater (Sewer) System 0 0

Technology MIS Replacements-General Fund 0 0

MIS Replacements-Wastewater Fund 0 0

Total - Technology 0 0

Vehicles & Vehicles and Equipment - General Fund 0 0

Equipment Vehicles and Equipment - State Street Aid Fund 0 0

Vehicles and Equipment - Sanitation Fund 0 0

Vehicles and Equipment - Wastewater Fund 0 0

Total - Vehicles and Equipment 0 0

TOTALS - ALL PROGRAMS 65$ 20$

251

Debt Service

Total Operating

Budget Impact Program Totals

0 85

0 85

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

350 350

0 0

350 350

350$ 435$ 435$

252

City of Columbia



CIP Summary - All Projects

Programs

Budgeted

FY 2019 FY 2020

Municipal Fire Station No. 3 - Bear Creek Pike 3,895,000 -

Facilities Jack & Jill Building 559,000 559,000

Total - Municipal Facilities 4,454,000 559,000

Transportation Street Resurfacing 2,100,000 200,000

System Red Light - Bear Creek Pike 400,000 -

Nashville Highway/Bear Creek Pike Intersection 2,447,204 2,447,204

Roadscapes - Gateway Beautification Project 268,772 -

West 6th Street Streetscape 602,758 -

West 7th Street Enhancement Project 4,530,427 4,530,427

Other Infrastructure Improvements & "Columbia Works"

Projects 240,000 395,000

Total - Transportation System 10,589,161 7,572,631

Parks & Ridley Sports Complex 6,093,927 -

Recreation Total - Parks & Recreation 6,093,927 0

Wastewater GE Pump Station Upgrade 1,200,000 1,320,000

(Sewer) System Santa Fe Pump Station Upgrade 1,070,000 1,177,000

Sewer Station Rehab (AOC Compliance) 335,000 2,300,000

West 7th Street Improvements (Streetscapes) 830,000 1,369,440

Total - Wastewater (Sewer) System 3,435,000 6,166,440

Technology MIS Computer/Tech Replacement Schedule 420,860 404,870

Total - Technology 420,860 404,870

Vehicles & Vehicles & Equipment 1,185,842 1,780,760

Equipment Total - Vehicles & Equipment 1,185,842 1,780,760

Grand Total 26,178,790 16,483,701

253

FY 2021 FY 2022 FY 2023 FY 2024

Total 5 Years

2020-2024

- - - - -

- - - - 559,000

0 0 0 0 559,000

1,300,000 200,000 1,300,000 200,000 3,200,000

- - - -

- - - - 2,447,204

- - - - -

- - - - -

- - - - 4,530,427

240,000 240,000 240,000 240,000 1,355,000

1,540,000 440,000 1,540,000 440,000 11,532,631

- - - - -

0 0 0 0 0

- - - - 1,320,000

- - - - 1,177,000

1,000,000 1,000,000 1,000,000 1,000,000 6,300,000

- - - - 1,369,440

1,000,000 1,000,000 1,000,000 1,000,000 10,166,440

240,750 238,150 210,670 - 1,094,440

240,750 238,150 210,670 0 1,094,440

2,066,534 1,327,710 1,469,100 2,375,140 9,019,244

2,066,534 1,327,710 1,469,100 2,375,140 9,019,244

4,847,284 3,005,860 4,219,770 3,815,140 32,371,755

254

City of Columbia


Fiscal Year 2020 - 2024

Sources of Funds - Summary

SourceBudgeted FY

2019FY 2020 FY 2021

Capital Projects Fund 6,719,555 5,849,313 0

General Fund 1,000,860 593,370 420,250

General Fund- Columbia Works 210,000 210,000 210,000

General Fund - Unrestricted Fund Balance 3,297,015 991,760 1,637,784

State Street Aid Fund - Columbia Works 30,000 30,000 30,000

State Street Aid 1,175,000 250,000 1,136,250

Drug Fund 126,000 126,000 -

General Obligation Bond Proceeds 8,393,927 - -

Sanitation Fund 135,115 229,000 150,000

Sanitation Fund - Capital Outlay Note - 350,000 -

Wastewater Fund 430,000 2,426,500 1,263,000

Wastewater Fund - Retained Earnings 3,100,000 3,866,440 -

Private/Other Sources 1,561,318 1,561,318 -

Grand Total 26,178,790 16,483,701 4,847,284

255

FY 2022 FY 2023 FY 2024Total 5 Years

2020-2025

0 0 0 5,849,313

434,900 410,670 200,000 2,059,190

210,000 210,000 210,000 1,050,000

859,710 830,850 1,685,140 6,005,244

30,000 30,000 30,000 150,000

- 1,136,250 - 2,522,500

- - - 126,000

- - - -

240,000 300,000 480,000 1,399,000

- - - 350,000

1,231,250 1,302,000 1,210,000 7,432,750

- - - 3,866,440

- - - 1,561,318

3,005,860 4,219,770 3,815,140 32,371,755

256

City of Columbia



General Fund - Summary

Projects

Budgeted FY

2019 FY 2020 FY 2021

Street Resurfacing 1,000,000 200,000 200,000

Red Light - Bear Creek Pike 400,000 - -

Other Street Improvements, including "Columbia Works" 210,000 210,000 210,000

MIS Computer/Tech Replacement Schedule 400,860 393,370 220,250

Vehicles & Equipment 975,727 991,760 1,637,784

Grand Total 2,986,587 1,795,130 2,268,034

Source of Funds

General Fund 1,000,860 593,370 420,250

General Fund- Columbia Works 210,000 210,000 210,000

General Fund - Unrestricted Fund Balance 1,775,727 991,760 1,637,784

Grand Total 2,986,587 1,795,130 2,268,034

257

FY 2022 FY 2023 FY 2024

Total 5 Years

2020-2024

200,000 200,000 200,000 1,000,000

- - - 0

210,000 210,000 210,000 1,050,000

234,900 210,670 - 1,059,190

859,710 830,850 1,685,140 6,005,244

1,504,610 1,451,520 2,095,140 9,114,434

434,900 410,670 200,000 2,059,190

210,000 210,000 210,000 1,050,000

859,710 830,850 1,685,140 6,005,244

1,504,610 1,451,520 2,095,140 9,114,434

258

City of Columbia



Capital Projects Fund - Summary

Projects

Budgeted FY

2019 FY 2020 FY 2021

Fire Station No. 3 - Bear Creek Pike 3,895,000 0 -

Jack & Jill Building 433,000 433,000 -

West 6th Street Streetscape 602,758 0 -

West 7th Street Enhancement 4,530,427 4,530,427 -

Nashville Highway/Bear Creek Pike Intersection 2,447,204 2,447,204 -

Roadscapes - Gateway Beautification Project 268,772 0 -

Ridley Sports Complex 6,093,927 0 -

Grand Total 18,271,088 7,410,631 0

Source of Funds

Capital Projects Fund 7,120,843 5,849,313 0

General Fund - Unrestricted Fund Balance 1,195,000 0 0

State Street Aid 0 0 0

General Obligation Bond Proceeds 8,393,927 0 0

Private/Other Sources 1,561,318 1,561,318 0

Grand Total 18,271,088 7,410,631 0

259

FY 2022 FY 2023 FY 2024

Total 5 Years

2020-2024

- - - 0

- - - 433,000

- - - 0

- - - 4,530,427

- - - 2,447,204

- - - 0

- - - 0

0 0 0 7,410,631

0 0 0 5,849,313

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 1,561,318

0 0 0 7,410,631

260

City of Columbia



State Street Aid Fund - Summary

Projects

Budgeted FY

2019 FY 2020 FY 2021

Street Resurfacing 1,100,000 - 1,100,000

Other Street Improvements, including "Columbia Works" 30,000 30,000 30,000

Other Street Improvements Projects - 155,000 -

Vehicles & Equipment - 95,000 36,250

Grand Total 1,130,000 280,000 1,166,250

Source of Funds

State Street Aid Fund 1,100,000 250,000 1,136,250

State Street Aid Fund - Columbia Works 30,000 30,000 30,000

Grand Total 1,130,000 280,000 1,166,250

261

FY 2022 FY 2023 FY 2024

Total 5 Years

2020-2024

- 1,100,000 - 2,200,000

30,000 30,000 30,000 150,000

- - - 155,000

- 36,250 - 167,500

30,000 1,166,250 30,000 2,672,500

- 1,136,250 - 2,522,500

30,000 30,000 30,000 150,000

30,000 1,166,250 30,000 2,672,500

262

City of Columbia



Drug Fund - Summary

Projects

Budgeted FY

2019 FY 2020 FY 2021

Jack and Jill Building 126,000 126,000 -

Grand Total 126,000 126,000 0

Source of Funds

Drug Fund 126,000 126,000 -

Grand Total 126,000 126,000 0

263

FY 2022 FY 2023 FY 2024

Total 5 Years

2020-2024

- - - 126,000

0 0 0 126,000

- - - 126000

0 0 0 126,000

264

City of Columbia



Sanitation Fund - Summary

Projects

Budgeted FY

2019 FY 2020 FY 2021

Vehicles & Equipment 135,115 579,000 150,000

Grand Total 135,115 579,000 150,000

Source of Funds

Sanitation Fund 135,115 229,000 150,000

Sanitation Fund - Capital Outlay Note - 350,000 -

Grand Total 135,115 579,000 150,000

265

FY 2022 FY 2023 FY 2024

Total 5 Years

2020-2024

240,000 300,000 480,000 1,749,000

240,000 300,000 480,000 1,749,000

240,000 300,000 480,000 1,399,000

- - - 350,000

240,000 300,000 480,000 1,749,000

266

City of Columbia



Wastewater (Sewer) Fund-Summary

Projects

Budgeted FY

2019 FY 2020 FY 2021

GE Pump Station Upgrade 1,200,000 1,320,000 -

Santa Fe Pump Station Upgrade 1,070,000 1,177,000 -

Sewer System Rehab (AOC Compliance) 335,000 2,300,000 1,000,000

West 7th Street Improvements (Streetscape) 830,000 1,369,440 -

MIS Computer/Tech Replacement Schedule 20,000 11,500 20,500

Vehicles & Equipment 75,000 115,000 242,500

Grand Total 3,530,000 6,292,940 1,263,000

Source of Funds

Wastewater Fund 430,000 2,426,500 1,263,000

Wastewater Fund - Retained Earnings 3,100,000 3,866,440 -

Grand Total 3,530,000 6,292,940 1,263,000

267

FY 2022 FY 2023 FY 2024

Total 5 Years

2020-2024

- - - 1,320,000

- - - 1,177,000

1,000,000 1,000,000 1,000,000 6,300,000

- - - 1,369,440

3,250 - - 35,250

228,000 302,000 210,000 1,097,500

1,231,250 1,302,000 1,210,000 11,299,190

1,231,250 1,302,000 1,210,000 7,432,750

- - - 3,866,440

1,231,250 1,302,000 1,210,000 11,299,190

268


269

CA

PIT

AL

EQ

UIP

ME

NT

RE

PL

AC

EM

EN

T P

RO

GR

AM


270

Gen

era

l F

un

d:

20

18

-19

20

19

-20

20

20

-21

20

21

-22

20

22

-23

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291

APPENDIX

SUPPLEMENTAL INFORMATION

APPROPRIATION ORDINANCE

TAX LEVY ORDINANCE

PAY ORDINANCE

CLASSIFICATION/COMPENSATION PLAN

PERSONNEL SUMMARY/SCHEDULE

BUDGET SUMMARY

STATISTICAL INFORMATION

GLOSSARY

INDEX


292

APPROPRIATION ORDINANCE


293

TAX LEVY ORDINANCE


304

PAY ORDINANCE CLASSIFICATION/

COMPENSATION PLAN


307


317

PERSONNEL


318

Budget Budget BudgetFY 2017-2018 FY 2018-2019 FY 2019-2020

41320 City Manager City Manager 1 1 1 Assistant City Manager 0 0 0 Executive Secretary 1 1 1 Tourism and Marketing Director 1 1 1 Communication Coordinator 0 0 1 Administrative Assistant - PT 1 1 1

Total 4 4 5

41300 Management Information Systems MIS Director 1 1 1

Network Administrator 3 3 3Total 4 4 4

41500 Finance Finance Director/Assistant City Manager 1 1 1 Assistant Finance Director 2 1 1 Purchasing Agent 0 1 1 Senior Accounting Technician 1 0 0 Accounting Technician II 1 2 2 Assistant Finance Director - PT 0 1 1

Total 5 6 6

41510 City Recorder City Recorder 1 1 1 Assistant City Recorder 0 1 1 PT Assistant City Recorder 1 0 0 Court Clerk 1 1 1 Accounting Technician II 4 3 3

Accounting Technician I - PT 1 0 0Total 8 6 6

41650 Personnel (Human Resources) Human Resource Director 1 1 1 Human Resources Technician 0 1 1 Human Resources Benfits Administrator 1 1 0 Human Resources Generalist 1 1 1

Total 3 4 3

CITY OF COLUMBIA, TENNESSEEPERSONNEL SUMMARY/SCHEDULE

AUTHORIZED POSITIONS

319


42100 Police Department Police Chief 1 1 1 Assistant Police Chief 1 1 1 Captain 3 3 3 Lieutenant 6 7 7 Sergeant 15 10 12 Corporal 6 5 5 Police Officer 59 63 63 Administrative Assistant 4 4 4 Animal Control Officer 2 2 2 Crime Analyst 0 1 1 Records Supervisor 1 1 1 Police Records Clerk 2 2 2 Evidence Technician 1 1 1 Fleet Equipment Coordinator 1 1 1 Building Maintenance and Custodian 1 1 1 Litter Officer - PT 0 1 1 PT Building Custodian 0 0 0 PT Parking Control Officer 2 2 2 School Crossing Guards 7 8 8 Total 112 114 116

42200 Fire & Rescue Fire Chief 1 1 1 Deputy Chief 0 1 1 Assistant Chief - Administrative 2 1 1 Assistant Chief - Suppression 3 3 3 Captain 18 18 18 Driver/Pump Operator 18 18 18 Fire Fighter 45 45 45 Fire Marshal 1 1 1 Assistant Fire Marshal 1 1 1 Fire Inspector 0 0 1 Assistant Chief - Training Officer 1 1 1 Administrative Assistant 1 2 2 PT Inspector-Medical Officer 1 0 0 PT Administrative Assistant 1 0 0 Fire Cadets 2 2 2

Total 95 94 95

320


43100 Public Works Department - Streets Director of Public Works 1 1 1 Assistant Director of Public Works 1 1 1 Supervisors 5 5 5 Equipment Operator 20 20 21 Crew Leader 3 3 3 Equipment Mechanic 6 6 6 Parts Room Technician 1 1 1 Welder Fabricator 1 1 0 Traffic Maintenance Technician 3 3 3 Electrician 1 1 1 Administrative Assistant 2 2 2 PT Custodian 1 1 1 PT Administrative Secretary 1 1 1 PT Utility Worker 3 3 3 Total 49 49 49

43200 Public Works Department - Sanitation Supervisors 2 2 1 Crew Leaders 0 2 2 Sanitation Operator 24 24 24 Sanitation Worker 4 2 2 PT Sanitation Worker 1 0 0

Total 31 30 29

43700 Department of Development Services Director of Development Services 1 1 1 City Planner 1 1 0 Associate Planner I 0 1 1 Associate Planner II 0 0 1 City Engineer 1 1 1 Assistant City Engineer 1 1 1 Staff Engineer 1 1 1 Engineering Technician 1 1 1 Planning Technician 1 1 1 Administrative Assistant 2 2 2 Planning Assistant 0 0 0 Building Official 1 1 1 Building Inspector 2 2 3 Code Enforcement Officer 2 2 2 Custodian 1 1 1 PT Custodian 1 1 1

Total 16 17 18

321


44400 Parks and Recreation Director of Parks and Recreation 1 1 1 Assistant Director of Parks and Recreation 1 1 1 Administrative Assistant 2 2 2 Recreation Manager 0 1 1 Shop Manager 0 0 0 Building and Grounds Maint. Wkr. 9 19 20 Crew Leader 2 2 2 Community Center Supervisor 3 0 0 Recreation Programmer 0 2 2 Recreation Coordinator 0 1 1 Recreation Specialist 3 3 3 Recreation Aide 0 11 11 Seasonal Recreation Aides 13 0 0 Seasonal Park Maintenance Workers 11 0 0 Seasonal Pool Manager 1 1 1 Seasonal Head Lifeguard 2 2 2 Seasonal Lifeguard 4 4 4 Seasonal Facility Supervisor 1 2 2

Total 53 52 53

52200 Wastewater Director of Wastewater 1 1 1

Assistant Director of Wastewater 0 1 1 Superintendent Treatment Plant 1 0 0 Chief Operator 1 1 1 Plant Operator 8 8 8 Laboratory and Pretreatment Manager 0 1 1 Laboratory Specialist 1 1 1 PT Pretreatment Coordinator 1 1 1 Collection Superintendent 1 1 1 Foreman - Sewer Rehabilitation 3 3 3 Equipment Operator 11 11 11 Collection Worker 4 4 4 Pump Station Maintenance Supervisor 1 1 1 Wastewater Maintenance Workers 6 6 6 Administrative Assistant 1 1 1 CMOM/GIS Coordinator 1 1 1 Engineering Technician 1 1 1 Operation Worker 6 6 6 PT Administrative Secretary 2 1 1 PT Lab Assistant 2 1 1 Total 52 51 51

TOTAL FULL-TIME AND PART-TIME POSITIONS 432 431 435

322

SUMMARY OF FULL-TIME POSITION CHANGES The following positons are to be added or eliminated in FY 2020:

General Fund (5 positions added):City Manager's Office - added one (1) Communication CoordinatorFire & Rescue - Added (1) Fire InspectorDevelopment Services - added one (1) Building InspectorDevelopment Services - added one (1) Associate Planner IIParks and Recreation - added one (1) Building and Ground Maintenance Worker

Sanitation FundNo changes

Wastewater (Sewer) FundNo changes

323


324

BUDGET SUMMARY


325

7/1/2019SERVICES & CAPITAL DEBT 2019-20

Departments PERSONNEL SUPPLIES TRANSFERS OUTLAY SERVICE TOTALCity Council $70,827 $319,050 $0 $0 $0 $389,877Legal Services $61,059 $217,100 $0 $0 $0 $278,159Management Info Systems $361,033 $189,000 $0 $439,370 $0 $989,403City Manager $325,019 $171,050 $0 $0 $0 $496,069Finance $445,166 $29,060 $0 $0 $0 $474,226City Recorder $396,478 $26,338 $0 $0 $0 $422,816Personnel $274,154 $26,700 $0 $0 $0 $300,854General City Admin $1,410,908 $1,842,537 $1,806,167 $390,000 $0 $5,449,612Police $7,750,687 $1,198,938 $0 $471,030 $0 $9,420,655Fire $7,066,507 $621,666 $0 $75,000 $0 $7,763,173Streets & Maintenance $2,471,996 $605,855 $0 $439,750 $0 $3,517,601Development Services $1,293,044 $560,770 $0 $0 $0 $1,853,814Parks & Recreation $1,548,555 $622,300 $0 $336,980 $0 $2,507,835

Total General Fund $23,475,433 $6,430,364 $1,806,167 $2,152,130 $0 $33,864,094

State Street Aid Fund $0 $1,257,000 $0 $205,000 $0 $1,462,000

N&V Chief's Fund $0 $80,000 $0 $0 $0 $80,000

Street & Transportation Fund $0 $70,100 $0 $0 $0 $70,100

Drug Fund $0 $71,053 $30,000 $126,000 $0 $227,053

Solid Waste (Sanitation) Fund $1,858,642 $1,656,240 $49,475 $599,000 $0 $4,163,357

Debt Service Fund $0 $0 $0 $0 $1,821,542 $1,821,542

Capital Projects Fund $0 $0 $0 $11,189,397 $0 $11,189,397

Wastewater (Sewer) Fund $2,974,660 $3,593,725 $0 $4,977,000 $1,825,212 $13,370,597

Grand Total $28,308,735 $13,158,483 $1,885,642 $19,248,527 $3,646,754 $66,248,140

FY 2020 Expenditure Summary

326


327

STATISTICAL INFORMATION


328

Date of incorporation 11/18/1817

Populationᵃ 39,261

Form of government Private Act - Council/Manager

Registered voters (as of April 2019)

Total assessed value in City – (Tax Year 2018) $777,040,550

Area of City in square miles 33.1 square miles

Roads and Streets

Asphalt pavement (100.00%) 215 miles*

*Centerline miles

City Employees (Full Time)

City Manager’s Office 4

Tourism 1

Finance 5

MIS 4

City Recorder's Office 6

Personnel 3

Police 105

Fire & Rescue 93

Street 72

Development Services 17

Parks & Recreation 23

Wastewater 36

Total City Employees 369

Fire Protection

ISO classification 1

Number of stations 5

Number of sworn personnel 92

Number of pumpers, and ladder trucks 9

Other vehicles 13

Number of public fire hydrants 1,670

Police Protection

Number of stations 2

Number of sworn personnel 90

Number of vehicles - all radio equipped cars 96

ᵃ Based on the US Census Bureau's annual population statistics for estimated annual population.

CITY OF COLUMBIA

STATISTICAL DATA

329

Building Permits

Fiscal Year Number of Permits Valuation

2018 569 $113,689,344

2017 499 $85,472,344

2016 225 $41,535,578

2015 261 $79,516,004

2014 143 $27,432,309

2013 202 $24,426,730

2012 178 $21,415,151

2011 140 $18,766,873

2010 217 $24,063,429

2009 158 $28,789,693

Education

Public Schools

Baker Elementary School Cox Middle School

Battle Creek Elementary School Spring Hill Middle School

Brown Elementary School Whitthorne Middle School

Highland Park Elementary School Columbia Central High School

Howell Elementary School Northfield Academy

McDowell Elementary School Spring Hill High School

Riverside Elementary School Horace O. Porter School

Spring Hill Elementary School

Woodard Elementary School Private Schools

Wright Elementary School Columbia Academy

Mt Pleasant Schools for the Arts Agathos School of Columbia

Culleoka Unit School Zion Christian School

Hampshire Unit School

Santa Fe Unit School Higher Education

Battle Creek Middle School Columbia State Community College

Excludes plumbing/gas/mechanical/signs/pools/accessory

bldg./etc..

CITY OF COLUMBIA

STATISTICAL DATA

Most schools are operated by Maury County Public Schools with the

majority of school facilities located in the City Limits of Columbia,

serving Columbia citizens. There are three other private schools located

within Maury County.

330

Public Library

Utilities

Electric – Columbia Power and Water System (CPWS)

Gas – ATMOS Energy

Water – CPWS

Wastewater (Sewer) – City owned collection system

Telephone – AT&T; CPWS, United Telephone, Comcast

Railroad – CSX Transportation and Tennessee Southern Railroad (freight only)

Recreational Facilities – City owned and operated

Recreation Centers Features

1. Armory Recreation and Fitness CenterFitness center, indoor wooden regulation basketball court, ping-pong room, meeting

rooms

503 Carter Street

Columbia, TN. 38401

(931) 380-2742

2. Fairview Recreation Center Ping pong, Wii, foos ball, kitchen and meeting room

871 Iron Bridge Road

Columbia, TN. 38401

(931) 380-2740

3. Macedonia Recreation Center Indoor basketball court, meeting room

501 Armstrong Street

Columbia, TN. 38401

(931) 380-3738

Sports Facilities Features

4. Cook Soccer Park Multiple soccer fields

710 Experiment Station Lane

Columbia, TN. 38401

5. Eva Gilbert Football & Softball fields Football, softball, baseball fields, playgrounds & picnic shelters

120 Cord Street

Columbia, TN. 38401

6. Fairview Park Pool & Baseball fields Outdoor community pool, picnic shelters, playground, basketball court, football

practice area, softball and baseball fields. Outdoor exercise station


Columbia, TN. 38401

Airport – Maury County Regional Airport (located 10 miles from Columbia) and Nashville International Airport (located 45 miles

from Columbia)

CITY OF COLUMBIA

STATISTICAL DATA

Maury County Public Library - Books in paper format and some in electronic format, homework helpsite for kids,

computer classes, community events, test proctoring services, job resources, summer reading program for kids and adults.

331


Sports Facilities Features

…continued

7. Mahlon Ring Babe Ruth Baseball Fields Baseball field

2206 Oakland Parkway

Columbia, TN. 38401

8. Ridley Sports Complex 10 softball/baseball fields, 2 regulation football fields, 7 soccer fields, playground

6148 Trotwood

Columbia, TN. 38401

9. Rutherford Lane Practice Fields Softball, baseball and soccer practice areas

Rutherford Lane Drive

Columbia, TN. 38401

Parks & Greenways Features

10. Betty Lee Park Playground, historical marker, & open space

Highway 7 & Royal Oaks Drive

Columbia, TN. 38401

11. Eva Gilbert Park Football, softball fields, playgrounds & public shelters

120 Cord Street

Columbia, TN. 38401

12. Fairview ParkFootball practice area, baseball and softball fields, 2 playgrounds and 3 picnic

shelters, basketball courts, volleyball net, tennis court and outdoor pool


Columbia, TN. 38401

13. Frierson-Johnson Park Basketball court, playground and picnic shelter

East 10th Street & White Street

Columbia, TN. 38401

14. Greenwood CemeteryHistoric cemetery and established in 1809. Contains the graves of the parents of

President James K. Polk, the 11th President of the United States

Corner of North Garden St & 4th St

Columbia, TN. 38401

15. Old Hickory Park Open Space

Jackson Heights Drive & Park Mere Dr

Columbia, TN. 38401

16. Pop Geers Memorial Park Memorial Monument and flowerbeds

606-610 West 7th Street

Columbia, TN. 38401

CITY OF COLUMBIA

STATISTICAL DATA

332


Parks & Greenways Features

…continued

17. Riverwalk ParkTwo mile walking path, Farmer’s Market pavilion, boat ramp, picnic shelter,

basketball court, splash pad and restrooms

Riverside Drive & 5th Street

Columbia, TN. 38401

18. West Haven Park Open Space

Experiment Station Lane & Hilltop Drive

Columbia, TN. 38401

19. Woodland Park

Rainey House (department office), 1 mile shared walking and vehicle lane, 5

picnic shelters, 3 playgrounds, and amphitheater, 6 outdoor tennis courts with

lights, volleyball net and restrooms

821 West 9th Street

Columbia, TN. 38401

20. Park by Cox Middle School Soccer, Baseball, Softball fields

Health Services

Maury Regional Medical Center - 255 beds (located in Numerous Health Care Specialist Offices

Columbia, Tennessee) Six Animal Clinics

Maury County Health Department (located in

Columbia, Tennessee)

Major Employers Products/ServicesNumber of

Employees

Maury Regional Hospital Healthcare 2,686

Maury County School System Education 1,696

Tennessee Farm Bureau & Affiliates Insurance 760

Maury County Government Local Government 480

Wal Mart Retail 400

City of Columbia Local Government 410

Columbia State Community College Education 340

Family Health Group Healthcare 310

NHC Healthcare Healthcare 234

Kings Daughter's School Assisted Living 185

CITY OF COLUMBIA

STATISTICAL DATA

333

Utility Service Customers Revenues

Power 28,374 $78,026,176

Water 22,146 $12,827,934

Sewer 17,958 $12,072,783

Power Rates

Customer charge per month $17.08

Energy charge per kWh per month 0.07109

PART A (DEMAND 0-5,000 kW)

1. Up to 50kW and/or 15,000kWh

Customer charge per month $20.42

Energy charge per kWh per month 0.08178

2. From 51 kW to 1,000 kW and/or more than 15,000 kWh

Customer charger per month $65.76

Demand charge:

Next 50 kW per month $13.80

Energy charge:

First 15,000 kWh per month 0.08597

Additional kWh per month 0.03934

3. Demand greater than 1,000 kW

Customer charger per month $314.22

Demand charge:

First 1,000 kW per month $13.36

Additional kW per month $12.07

Energy charge:

All kWh per month 0.04100

PART B (DEMAND 5,001 - 15,000 kW)

Customer charge per month N/A

Demand charge:

Per kW per month N/A

Energy charge:

All kWh per month N/A

First 620 kWh per kW per month N/A

Additional kWh per month N/A

PART C (DEMAND 15,001 - 25,000 kW)


Demand charge:


CITY OF COLUMBIA

STATISTICAL DATA

334

Power Rates

…continued

Energy charge:

All kWh per month N/A

First 620 kWh per kW per month N/A

Additional kWh per month N/A

PART D (DEMAND > 25,001 kW)


Demand charge:


Energy charge:


OUTDOOR LIGHTING

Street, Parks and Athletic Fields

Customer Charge $2.50

Each kWh 0.04164

Security Lighting

Energy charge:

All kWh 0.04164

Water Rates

RESIDENTIAL RATEINSIDE CITY

LIMITSOUTSIDE CITY LIMITS

Customer charge (minimum bill) 10.5 15.5

Commodity charge (per 1,000 gallons)

0 - 5,000 gallons 2.85 3.75

5,001 - 50,000 gallons 3.15 4.1

50,001 - 500,000 gallons 3.15 4.1

500,001 - 1,000,000 gallons 3.15 4.1

Over 1,000,000 gallons 3.15 4.1

Multi-Unit Charge 4 4

COMMERCIAL

Customer charge (minimum bill) 14.5 20


0 - 5,000 gallons 2.85 3.75

5,001 - 50,000 gallons 3.15 4.1

50,001 - 500,000 gallons 3.15 4.1

500,001 - 1,000,000 gallons 3.15 4.1

Over 1,000,000 gallons 3.15 4.4

Multi-Unit Charge 5.5 5.5

CITY OF COLUMBIA

STATISTICAL DATA

335

Water Rates

…continued

INDUSTRIAL

Customer charge (minimum bill) 68 68


0 - 5,000 gallons 2.85 3.75

5,001 - 50,000 gallons 3.15 4.1

50,001 - 500,000 gallons 3.15 4.1

500,001 - 1,000,000 gallons 3.15 4.1

Over 1,000,000 gallons 3.15 4.1

SALES FOR RESALE

Per 1,000 gallons n/a 2.75

PRIVATE FIRE PROTECTION (UNMETERED)

Customer charge (minimum bill) 7.66 7.66

Commodity charge (per sprinkler head) 0.06 0.06

Fire hydrant 9.19 9.19

Connection charge Actual cost Actual cost

PUBLIC FIRE PROTECTION (UNMETERED)

Hydrants installed prior to 1/1/89 by CPWS - -

Hydrants installed after 1/1/89 by CPWS - -

Connection charge Actual cost Actual cost

Connection & Tap Installation Charge

Sewer - residential & commercial - connection charge $2,900

Sewer - 4 inch tap - tap installation charge $800

Sewer - 6 inch tap - tap installation charge $950

Water Distribution System

Water lines 544 miles

Sewer Collection System

Sanitary sewer mains 311 miles

STATISTICAL DATA

CITY OF COLUMBIA

336

Insurance Coverage

Amount of

Insured Risks Coverage

WORKERS COMP

1. BODILY INJURY BY ACCIDENT - PER ACCIDENT $300,000

2. BODILY INJURY BY DISEASE - POLICY LIMIT $700,000

3. BODILY INJURY BE DISEASE - EACH EMPLOYEE $300,000

LIMITS OF COVERAGE (PER OCCURRENCE)

COVERAGE A - BLANKET BUILDINGS AND PERSONAL PROPERTY $108,058,212

COVERAGE B - BLANKET ELECTRONIC DATA PROCESSING EQUIPMENT $854,791

COVERAGE C - MOBILE EQUIPMENT $2,691,900

COVERAGE D - EQUIPMENT BREAKDOWN $110,750,112

1. NEWLY ACQUIRED PROPERTY $500,000

2. EXPEDITING EXPENSES $500,000

3. HAZARDOUS SUBSTANCES $250,000

4. AMMONIA CONTAMINATION $250,000

COVERAGE E - AUTOMATIC COVERAGES

1. FLOOD (PER OCCURRENCE AND ANNUAL AGGREGATE) $1,000,000

2. EARTHQUAKE (PER OCCURRENCE AND ANNUAL AGGREGATE) $1,500,000

3. NEWLY ACQUIRED PROPERTY $1,500,000

4. LOSS OF NET REVENUE $250,000

5. EXTRA EXPENSE $500,000

6. RENTAL VALUES $500,000

7. PROPERTY IN THE COURSE OF CONSTRUCTION $500,000

8. EXPEDITING EXPENSES $250,000

9. PROPERTY IN TRANSIT $250,000

10. INCREASED COST OF CONSTRUCTION $500,000

11. DEMOLITION COST $500,000

12. DEBRIS REMOVAL $500,000

13. CONSEQUENTIAL LOSS $500,000

14. LEASEHOLD INTEREST $500,000

15. VALUABLE PAPERS AND RECORDS $250,000

16. ACCOUNTS RECEIVABLE $250,000

17. EDP - MEDIA AND SOFTWARE $450,000

18. FINE ARTS $50,000

CITY OF COLUMBIA

INSURANCE COVERAGE, SALARIES AND FIDELITY BONDS

337

Insurance Coverage

…continued

19. PERSONAL EFFECTS $50,000

20. POLLUTANT CLEAN UP AND REMOVAL $50,000

21. TERRORISM (Per Occurrence and Annual Aggregate) $500,000

22. ENVIRONMENTAL IMPACT RECERTIFICATION (See Policy)

23. PROTECTION AND PRESERVATION OF PROPERTY $50,000

COVERAGE F - CYBER RISK/BREACH RESPONSE

1. BREACH RESPONSE: NOTIFIED INDIVIDUALS (AGGREGATE) $250,000

2. LEGAL, FORENSIC & CRISIS MANAGEMENT (ANNUAL AGGREGATE) $1,000,000

Above Breach Response n addition to policy aggregate limit

3 POLICY AGGREGATE LIMIT $2,000,000

4. ADDITIONAL BREACH RESPONSE LIMIT $2,000,000

5. BUSINESS INTERRUPTION LOSS

- FROM SECURITY BREACH $2,000,000

- FROM SYSTEM FAILURE $2,000,000

6. DEPENDENT BUSINESS LOSS

- FROM SECURITY BREACH $1,000,000

- FROM SYSTEM FAILURE $1,000,000

7. CYBER EXTORTION LOSS $2,000,000

8. DATA RECOVERY LOSS $2,000,000

9. LIABILITY DUE TO DATA/NETWORK, REGULATORY DEFENSE, $2,000,000

P-CARD LIABILITIES AND MEDIA LIABILITY

10. ECRIME DUE TO FRAUDULENT INSTRUCTION, FUNDS TRANSFER $250,000

FRAUD AND TELEPHONE FRAUD

SURETY BONDS

CITY MANAGER $100,000

FINANCE DIRECTOR/CITY RECORDER $200,000

CITY OF COLUMBIA

INSURANCE COVERAGE, SALARIES AND FIDELITY BONDS

338

GLOSSARY


339

GLOSSARY OF TERMS

Accrual Accounting The basis of accounting in which revenues and expenditures are recorded at the time they are earned or incurred as opposed to the cash basis of accounting where the transfer of funds causes the recording of the transaction.

Activity A specific and distinguishable unit of service or program performed, such as Finance Department (#41500).

Adopted Budget The budget approved by the City Council and enacted by budget appropriation ordinance, on or before June 30 of each year.

Appropriation An authorization made by the City Council which permits the City staff to incur obligations against and to make expenditures of governmental funds and resources. Appropriations are usually for a fixed dollar amount for a particular budget year.

Budget Appropriation Ordinance The official enactment by the City Council on two considerations

establishing the legal authority for City officials to expend funds.

Appraised Value The estimate of fair market value assigned to property by an appraiser or the County Tax Assessor. For tax assessment purposes, the value is stated as of the last reappraisal date. See also assessed value.

Assessed Value The value of personal and real property for use as the basis for levying the real and personal property taxes.

Budget A plan of the financial operations comprised of estimates of anticipated revenues and expenses for a specific period (fiscal year).

Budget Calendar The schedule of the dates involved in the preparation, review and passage of the annual budget.

Budget Documents The official written documents comprised of the annual operating budget and the five-year Capital Improvements Program as approved by the City Council.

340

Budget Message Opening section of the budget which provides the City Council and the public with a general summary of the key parts of the budget. Also listed are changes from the current and previous fiscal years with comments from the City Manager.

Capital Outlay The purchase of equipment and machinery having a useful life of several years and a value of $5,000 or more.

Capital Improvements Program The City’s plan for major capital projects over the next five years.

The plan is reviewed and updated annually.

Capital Projects Projects identified specifically for the purpose of showing the cost of a particular project. Capital projects are usually large public work projects such as roads, bridges and buildings.

Contractual Services Services rendered to City activities by private firms and individuals outside City government. Examples include utilities, building maintenance, and equipment maintenance.

Debt Service Annual payments on the City’s outstanding debt including principal, interest and administrative expenses.

Department Closely associated City activities under the day-to-day oversight of a department head.

Disbursement The payment of City funds for obligations incurred.

Enterprise Fund A format of accounting for a particular unit of government that provides services for fees. The accounting for an enterprise fund is similar to that of a private business. The City of Columbia’s Wastewater Department is currently the only enterprise fund in operation by the City.

Estimated Revenues The amount of projected revenue to be collected during the fiscal year.

Expenditures The cost of goods and services received. Actual payment may not be required at a particular date for an item to be considered an expenditure.

Fiscal Year A time frame designating the beginning and ending period for recording financial transactions. The City of Columbia uses a fiscal year beginning July 1 through June 30.

341

Fund A fiscal entity with a self-balancing set of accounts used to account for activities with common objectives. Commonly used government funds include: General Fund, Debt Service Fund, Capital Projects Fund, enterprise funds, special revenue funds, and internal service funds.

Fund Balance The accumulated amount of excess revenues over expenditures in a particular fund at any point in time. A negative fund balance is the accumulated amount of excess expenditures over revenues.

GAAP Generally Accepted Accounting Principles. The actual rules and procedures governing the accounting profession.

GASB Governmental Accounting Standards Board. The official policy and procedural organization designated by the American Institute of Certified Public Accountants (AICPA) to establish accounting principles for state and local governments.

GFOA Government Finance Officers Association. A group of worldwide professional government finance officers.

General Fund The City’s primary operating fund accounting for most all of the financial resources and obligations. General Fund revenues include property taxes, business taxes, sales taxes, building permits plus, other revenues. The Fund provides the resources for most City services including fire, police, streets, planning, and parks and recreation.

Grant A contribution by the State or Federal government or other entity supporting a particular project.

Moody’s Investors Service A recognized bond rating agency.

Object Code A detailed line item expenditure category, such as salaries (#110), office supplies (#310), or capital outlay (#941).

Operating Budget The expenditure plan for continuing everyday service programs and activities. In most instances, operating expenditures are made in a single fiscal year. These expenditures include personal services, contractual services, minor capital outlay, and debt services requirements.

342

Operating Transfers Amounts transferred from one fund to another. Transfers are not expenditures. Transfers are to be appropriated for expenditures in the fund receiving the transfer.

Retained Earnings The total earnings of an enterprise fund (in governmental accounting) consisting of income less expenses.

Revenue A term used to represent actual or anticipated income.

Tax Levy The total amount of tax that should be collected based upon the current tax rates and the assessed value of real, personal, and public utility property.

Tax Rate The amount of taxes collected per $100 of assessed value of taxable property.

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INDEX PAGE

Animal Control - (see Police Department) 158

Appropriations Ordinance 294 Basis for Budgeting 31

Basis for Accounting 32

Budget Format 30

Budget Summaries (Financial Summaries, Forecasting, etc.) 87

Budget Overview 22

Budget Procedure 45

Capital Improvements Program 248

Capital Projects Fund 232

Charter Requirements - (see budget procedure) 33

City Council - Activity 124

City Manager's Office - Activity 130 Transmittal Memorandum 4

Final Budget Message 2

City Recorder’s Office - Activity 149

Capital Equipment Replacement Program (CERP) 271

Codes Administration - (See Development Services) 183

Columbia Works Projects - (See Public Works) 177

Community Profile 22 Debt Management Policy 29

Debt Service Fund 225

Transfer from General Fund 201

Development Services – Activity 183

Drug Fund 214

Engineering - (See Development Services) 183

Executive Summary 90-96

Finance - Activity 143

Fire and Rescue Department - Activity 167

Funds - Budget Summary all Funds 88

General City Admin (Administration and Tourism Enhancement) - Activity 198

General Fund 115

Budget Summary 105-109

5-Year Financial Forecast 102-104

Glossary 340 Investment Policy 29

Legal Services - Activity 127

Management Information Systems (MIS) – Activity 138

MIS Schedule 286

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INDEX PAGE

Narcotics and Vice Fund 210

Operating Budget Policies 29

Operating Transfers to Other Funds - from General Fund 201

Organization Chart 26

Parks and Recreation - Activity 189

Pay Ordinance 308

Personnel - Activity 153

Personnel Schedule

Summary - All Departments 319-323

Classification and Compensation Plan 310

Planning - (See Development Services) 183

Police - Activity 158

Public Works - Streets and Maintenance - Activity 177

Revenue Policies 29

Sanitation Fund 218

State Street Aid Fund 206

Statistical Information 329

Streets and Transportation Fund 212

Street Lighting - (See State Street Aid and Streets and Transportation Fund)

Technology - (See Management Information Systems and MIS Schedule) 286

Tourism and Marketing - (See City Manager’s Office and General City Admin)

Tax Levy Ordinance 305 Wastewater (Sewer) Fund 237

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