General

Regular Meeting

Columbia, SC · May 5, 2026

Minutes

Columbia City Council Work Session Minutes Tuesday, May 5, 2026 Call to Order The Columbia City Council conducted a Budget Workshop on Tuesday, May 5, 2026 at City Hall (Mayor's Conference Room), 1737 Main Street, Columbia, South Carolina 29201. The Honorable Daniel J. Rickenmann, Mayor called the meeting to order at 10:12 a.m. and the following members were present: The Honorable Edward H. McDowell, Jr., The Honorable Will Brennan, The Honorable Tina N. Herbert, Mayor Pro-Tempore, The Honorable Peter M. Brown, The Honorable Tyler D. Bailey, and The Honorable Sam P. Johnson. Also present were Ms. Teresa Wilson, City Manager and Ms. Erika D. Moore Hammond, City Clerk. This meeting was advertised in accordance with the South Carolina Freedom of Information Act. Invocation The Honorable Edward H. McDowell, Jr. offered the invocation. Adoption of the Agenda Upon a motion made by Mr. Bailey and seconded by Mr. Johnson, Council voted unanimously to adopt the agenda as presented. City Council Discussion 1. Fiscal Year 2026/2027 Proposed Budget — Ms. Missy Caughman, Assistant City Manager / Strategic Initiatives & Innovation General Fund Public Safety Priorities Ms. Missy Caughman, Assistant City Manager for Strategic Initiatives & Innovation presented an overview of the General Fund budget, noting projected revenues of approximately $166 million, which is an increase of $5 million. She explained that revenues can fluctuate due to one-time situations and rate-related factors. She reported $14.2 million in transfers, along with a reduced capital lease of approximately $4 million for FY 2025–2026 compared to a typical lease amount of $9 million. She stated that property taxes account for approximately 45% of total revenues and with other primary sources including licenses and permits make up roughly 75% of the general fund revenues. She noted that one-time revenues have largely been exhausted, while service demands continue to grow faster than revenues. This limits flexibility within the budget. Mr. William "Skip" Holbrook, Police Chief / Columbia Police Department shared the Police Department’s ongoing efforts to leverage technology and utilizing cadets and civilian staff for minor incidents and within the Real Time Crime Center. He discussed the return of subject-matter experts, concerns regarding retirement-eligible employees, and the increasing costs associated with equipment such as body cameras, vehicles, fuel, and Page 1 of 6 protective gear. He stated that a fully equipped officer costs approximately $193,000. Councilor McDowell thanked Chief Holbrook for presenting the strategic plan, noting that it demonstrated a proactive approach and provided the City with a clear strategy for 2025– 2030. Ms. Teresa Wilson, City Manager stated that the City has hired 673 sworn firefighters since 2015 and noted that recruit classes are more full than they have been in many years. She said compensation investments and the step program have helped reduce vacancies from approximately 75 to 49 over the past year. She also highlighted recent capital upgrades, including the burn building renovations, Ladder 7, Engine 12, the swift water response truck package, and enhancements to firefighter safety training and operational capacity to support the City’s growth. Ms. Missy Caughman, Assistant City Manager for Strategic Initiatives & Innovation shared the Fire Department’s operating capital and staffing needs, including additional fire marshals and safety officers to support the City’s growing number of commercial buildings and development. She noted the department also requires specialized equipment and continued fire station modernization, including updates related to privacy accommodations, exhaust systems, and firefighter decontamination areas. Long-term capital improvement planning will also include additional station needs and the potential addition of a ladder truck and staffing for the Harbison Station to address growth in that area. She noted these long-term Fire Department needs are estimated between $20 and $30 million. Mayor Rickenmann emphasized the need for a long-term strategic approach to fire station planning and public safety investments. He noted that while some historic fire stations may still be viable, the City must realistically assess when existing locations no longer meet service boundaries, ISO ratings, and response zone needs. He stressed that the City should not plan around minimum standards, but instead fully understand future operational requirements as Columbia continues to grow and host major events as the capital city. He also expressed concern that current projections may underestimate future public safety needs and requested clearer estimates and scheduling information for station improvements and relocations. Mr. Aubrey Jenkins, Fire Chief / Columbia Fire Department discussed the increasing number of EMS and vehicle accident calls handled by the Fire Department, noting that most responses are not fire-related and that the wear and tear on equipment and fleet vehicles has become significant. He stated that the City may be missing reimbursement opportunities related to emergency responses and emphasized the need for additional quick response vehicles and personnel to reduce strain on high-cost apparatuses, extend equipment lifespan, and improve operational efficiency. Mayor Rickenmann highlighted that fewer than 10% of fire department calls involve active firefighting, with the majority consisting of EMS responses, vehicle accidents, and other service calls that place significant wear on equipment and personnel. He noted that many associated costs, including disposables and operational strain, are not reimbursed, further compounded by the demands of serving as the capital city. He stressed the importance of incorporating these realities into the City’s long-term public safety planning, including adjustments to operations, staffing, and regional coordination. He called for stronger collaboration with county partners to develop a comprehensive plan that addresses future growth and prepares for increased demand tied to major economic development projects such as Scout Motors. Page 2 of 6 Councilor Brennan agreed that while the City must address immediate public safety needs, it also needs a broader strategy that accounts for operations, equipment, and facilities over the short, intermediate, and long term. He suggested the City consider engaging a third- party consultant with specialized expertise to help evaluate operational efficiencies, identify potential cost savings, and develop a comprehensive plan for future investments in equipment, facilities, and overall fire service operations. Mayor Rickenmann emphasized the importance of modernizing fire department operations, noting that departments nationwide are adopting new staffing models and shift structures to improve quality of life, recruitment, and employee retention. He stated that the City should undertake a comprehensive review of public safety operations and develop a detailed long-term plan that can be clearly presented to the public. He stressed that public safety must remain a top priority, as safe neighborhoods, business stability, and economic growth all depend on maintaining effective emergency services. Councilor Brown stated that the discussion represents a pivotal moment the City has been working toward for several years. He emphasized the need to develop a comprehensive economic and cost-of-services model that aligns future growth with the financial demands of providing public safety and other municipal services. While these issues have been discussed previously, the current conversation marks the beginning of a more formal and coordinated planning effort. Mayor Rickenmann noted that the City can no longer operate as though it faces the same demands as a typical municipality, emphasizing the significant impact of hosting major events and serving as a regional hub. He stated that the increasing strain on public services is becoming unsustainable for residents and taxpayers to absorb without adjustment. Mayor Rickenmann acknowledged that maintaining the appropriate balance between service levels and financial responsibility will require difficult decisions, potential operational changes, and a clear understanding of the associated costs, while also recognizing opportunities to improve the system moving forward. Councilor Johnson pointed out that there have been significant modernization efforts within the fire service that the City needs to pay attention to. Mayor Rickenmann stated that while the City understands its growing public safety needs, it must develop a clearer long-term plan and communicate those needs effectively to the public. He emphasized the importance of investing not only in personnel, such as additional fire marshals, but also in technology and infrastructure that can improve efficiency, reduce administrative burdens, and enhance real-time information sharing. The City has moved beyond simply maintaining current service levels and must now focus on growth to meet increasing demands tied to its role as the capital city, university community, and regional destination. He also highlighted the financial strain placed on residents and businesses due to large numbers of visitors and tax-exempt properties, stressing the need to explore balanced funding solutions and study how other communities are addressing similar public safety challenges. Ms. Teresa Wilson, City Manager, noted that the most recent fire study, completed in 2022, was shared with the Fire Advisory Committee and can also be distributed to City Council to establish a baseline for further discussion. Mayor Rickenmann emphasized the importance of reviewing service call data across the City to better understand where demand is highest and how some calls may be reduced through improved resource allocation or public awareness of available services. He noted Page 3 of 6 that recurring hotspots, including areas involving unsheltered populations and other high- demand neighborhoods, should be carefully evaluated as part of a broader, data-driven public safety strategy. He stressed that future decisions must balance emotional concerns for firefighter and public safety officer well-being with clear statistical analysis to ensure staffing and resource decisions are based on actual need. He highlighted the potential for modern technology to improve efficiency in inspections and operations, citing examples where digital tools can streamline communication, reduce delays, and save both time and costs, reinforcing the need for a consultant-led, data-informed planning approach moving forward. Councilor McDowell noted that while aspects of the current discussion have been raised over the years, they have not been fully addressed in a comprehensive way. He expressed appreciation that these issues are now formally on the table and emphasized the importance of taking appropriate action moving forward. Councilor McDowell also noted that some of the proposed ideas would not require additional cost to taxpayers, reinforcing the opportunity to implement meaningful improvements without creating a new financial burden. Mr. Harry Tinsley, Emergency Management Director provided updates regarding the Public Safety Complex at 400 Laurel Street and Real Time Crime Center technology upgrades. He thanked City Council for its continued support of the City’s emergency operations and noted that the department relocated from 1225 Lady Street to 1800 Main Street in October 2020 and is now preparing to move into the new facility. He explained that integrating Emergency Management with the Police Department and Real Time Crime Center has increased the need for upgraded technology, workspace, and data processing capabilities. He stated that some systems are beginning to age out and require modernization to support live situational awareness, emergency response coordination, and multi-agency operations during public events and emergencies. He also highlighted the growing role of drone technology in future public safety operations. Mr. Henry Simons, Assistant City Manager of Operations provided updates on the Public Safety Complex and Municipal Court relocation efforts. He stated that the Public Safety Complex at 400 Laurel Street is expected to be completed by the end of the year. He shared that the City is exploring relocating Municipal Court into the former federal courthouse and noted that a design firm will need to be hired once the City gains access to the facility. He stated that renovation costs are expected to be significantly less than previous estimates because the building already functions as a courthouse and primarily requires upgrades to lighting, technology, and other infrastructure. Mayor Rickenmann emphasized the need to engage the State in discussions regarding highway maintenance and litter cleanup, noting that state-funded highway crews are already responsible for maintaining nearby interstates and gateway corridors. He raised concerns about visible trash along key roadways within the City, citing specific examples of heavily littered medians that negatively impact public perception. Mayor Rickenmann suggested exploring a partnership or expanded coordination with the State’s existing maintenance contractors to extend cleanup efforts onto additional corridors. He also noted that similar state-maintained highways appear cleaner and questioned whether existing resources could be leveraged more effectively to improve conditions across the City’s primary entryways. Councilor Bailey said we would like to see the State do their part, and they're not doing it. Councilor Brennan highlighted the need to focus on near-term actions that can be Page 4 of 6 implemented within the next year. He stated that establishing a partnership with the State is unlikely to be resolved in that timeframe. Ms. Missy Caughman, Assistant City Manager for Strategic Initiatives & Innovation outlined the proposed programs, noting that the neighborhood initiative would be a community- partnered effort allowing neighborhoods to manage cleanup activities within their own areas. She explained that the main thoroughfare program would be contractor-led, providing approximately eight cleanings per year across roughly 50 miles of the City’s primary corridors. Mr. Robert Anderson, Public Works Director reviewed the City’s ongoing beautification and maintenance efforts, including residential street sweeping, median sweeping, sidewalk edging, and litter cleanup operations targeting known hotspots throughout the City. He also highlighted the proposed $200,000 Neighborhood Beautification Grant Program, which would provide signage grants and require participating neighborhoods to complete annual cleanup events to help enhance the City’s appearance and walkability. He also provided updates on the City’s Animal Shelter needs, noting that prior studies determined the current facility should be replaced rather than renovated. With construction estimates now projected between $25–30 million, staff is proposing an initial $2 million investment to begin assessments and design services for a replacement facility. Ms. Teresa Wilson, City Manager gave an overview on the capital replacement needs, noting that approximately $15 million is needed annually to support lease programs for police, fire, public works, parks and recreation, and other general fund department vehicles, equipment, and technology refreshes, with debt service estimated at $2.5 million. She stated that new capital purchases have not been included in the lease program and will depend on budget availability. She emphasized that expanding City programs and services requires continued investment in equipment and technology. While the City has not received formal notice, staff has been verbally advised to expect a proposed intergovernmental daily rate increase of at least $25 per day for the ASG Deterntion Center. There was discussion about unappropriated surplus funds; the economic impact on the City; service delivery demands; whether unused funding remains with departments or returns to the general fund; Police Department staffing levels, including Code Enforcement positions; additional active shooter response equipment; public safety technology investments; lifespan and replacement costs of fire equipment and emergency calls related to the University; Real Time Crime Center technology upgrades; the timeline for the Municipal Court project; beautification funding; litter and debris along SCDOT roads and major thoroughfares; prioritizing cleanup areas; litter enforcement strategies; signage and public messaging to communicate expectations for maintaining the appearance of the City; youth and neighborhood engagement in cleanup initiatives; LED streetlight upgrades and their impact on public safety; and long-term animal shelter needs. Executive Session Upon a motion made by Ms. Herbert and seconded by Mr. McDowell, Council voted unanimously to enter into Executive Session at 12:25 p.m. to discuss Items 2 and 3. 2. Discussion of negotiations incident to proposed contractual arrangements pursuant to S. C. Code §30-4-70(a)(2) Page 5 of 6 We Love Five Points, LLC Congaree Riverfront District Business Park Convention Center District Business Park Budgetary Requirements Related to the Intergovernmental Fire Agreement CRC 911 Communications Agreement 3. Receipt of legal advice relating to matters covered by attorney-client privilege pursuant to S.C. Code §30-4-70(a)(2) Brittany Ruffin as PR of the Estate of JR v. the City of Columbia Adjournment The meeting was adjourned at 1:45 p.m. Respectfully Submitted: Erika D. Moore Hammond, MMC, CPM City Clerk Page 6 of 6

Agenda

Packet

Columbia City Council Budget Workshop Agenda Tuesday, May 5, 2026 at 10:00 AM City Hall • Mayor's Conference Room 1737 Main Street, 2nd Floor, Columbia, SC 29201 City Clerk’s Office: (803)545-3045 or cityclerk@columbiasc.gov The Honorable Daniel J. Rickenmann, Mayor The Honorable Edward H. McDowell, Jr. • The Honorable William Brennan The Honorable Tina N. Herbert, Mayor Pro-Tempore • The Honorable Peter M. Brown The Honorable Tyler D. Bailey • The Honorable Sam P. Johnson Call to Order Invocation Adoption of the Agenda City Council Discussion 1. Fiscal Year 2026/2027 Proposed Budget — Ms. Missy Caughman, Assistant City Manager / Strategic Initiatives & Innovation General Fund Public Safety Priorities Executive Session 2. Discussion of negotiations incident to proposed contractual arrangements pursuant to S. C. Code §30-4-70(a)(2) We Love Five Points, LLC Congaree Riverfront District Business Park Convention Center District Business Park Budgetary Requirements Related to the Intergovernmental Fire Agreement CRC 911 Communications Agreement 3. Receipt of legal advice relating to matters covered by attorney-client privilege pursuant to S.C. Code §30-4-70(a)(2) Brittany Ruffin as PR of the Estate of JR v. the City of Columbia Adjournment Page 1 of 1 Page 1 of 34 Meeting Date: May 5, 2026 Department: Administration - Strategic Initiatives & Innovation From: Missy Caughman, Assistant City Manager Fiscal Year 2026/2027 Proposed Budget — Ms. Missy Caughman, Assistant City Manager / Strategic Initiatives & Innovation General Fund Public Safety Priorities Background Summary: Attachments: 1. FY 26-27 Council Budget Workshop Public Safety Priorities Presentation 05052026 2. Fire City Budget Needs_2026-05-04 Page 1 Page 2 of 34 City of Columbia FY 2026-2027 Proposed Budget Public Safety Priorities May 5, 2026 5-5-26 FY 26-27 Budget Workshop #2 GF 1 Page 3 of 34 Purpose of Today’s Workshop • General Fund Revenues • Review Public Safety departmental needs • Align service expectations with current resource limits • Discuss strategies to close the resource gap 5-5-26 FY 26-27 Budget Workshop #2 GF 2 Page 4 of 34 General Fund Revenues ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ADOPTED PROJECTED REVENUE FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 • FY 26-27 Projected Revenues and Transfers In PROPERTY TAX 61,994,962 61,994,962 63,672,298 66,463,953 70,598,717 72,102,689 74,845,368 Total $180.2M LICENSES AND PERMITS 41,100,970 41,100,970 41,984,301 48,220,906 47,271,871 47,816,419 49,365,092 • Revenues total $166M FROM OTHER AGENCIES 17,270,672 17,201,017 18,550,839 20,319,637 20,767,277 20,437,331 21,110,673 • Increase of $5M; 3.1% CURRENT SERVICE CHARGES 15,393,489 15,393,489 16,432,822 17,791,870 18,079,851 18,240,177 18,275,032 • No rate increases reflected FINES, USE OF PROPERTY & MISC. 1,035,544 1,035,645 4,469,454 4,409,540 4,887,095 2,416,739 2,453,259 TOTAL REVENUE 136,795,637 136,726,083 145,109,714 157,205,906 161,604,811 161,013,355 166,049,424 • Transfers In/Other Sources $14.2M Change from prior year 3% -0.1% 6.1% 8.3% 2.8% 3.1% • Reflects net reduction of $8,750,000 • Does not include Capital Lease Proceeds at this time TRANSFERS IN & OTHER SOURCES • Does not reflect use of fund balance at this FROM AMERICAN RESCUE PLAN 419,471 0 3,500,000 2,500,000 2,500,000 time FROM OTHER FUNDS 580,007 787,547 573,889 566,917 - FROM ACCOMMODATIONS TAX 25,000 25,000 25,000 25,000 25,000 25,000 25,000 • The projected budget currently shows a decrease of $3.7 million; the pending FROM HOSPITALITY TAX 1,540,000 3,700,000 4,000,000 4,000,000 4,800,000 4,800,000 4,800,000 adjustment depends on the determination of FROM TOURISM DEV FUND 750,000 1,000,000 Capital Lease proceeds and the planned use of FROM CAPITAL LEASE PROCEEDS 8,209,133 6,335,529 4,378,794 2,856,262 12,716,592 4,000,000 - fund balance. FROM PARKING FUND 500,000 500,000 500,000 500,000 500,000 500,000 500,000 • Projections will continue to be updated. FROM WATER & SEWER COST ALLOC. 6,189,680 4,189,680 4,189,680 4,748,280 7,234,706 7,251,007 7,251,007 FROM STORM WATER 560,000 560,000 560,000 608,174 623,378 623,378 623,378 FROM UN-APPROPRIATED SURPLUS 0 - 0 5,000,000 TOTAL TRANSFERS IN 18,023,291 16,097,756 17,153,474 15,811,605 28,966,593 22,949,385 14,199,385 Change from prior year -10.7% 6.6% -7.8% 83.2% -38.1% Total Revenue & Transfers In 154,818,928 152,823,839 162,263,188 173,017,511 190,571,404 183,962,740 180,248,809 5-5-26 FY 26-27 Budget Workshop #2 GF 3 Page 5 of 34 FY 26/27 General Fund Revenue Projections • General Fund Revenues total 71,000,000 $166,049,424 • Property Tax accounts for 45% of 61,000,000 total revenues 51,000,000 • Other primary sources, including Licenses and Permits, comprise 41,000,000 75% of General Fund revenues. 31,000,000 21,000,000 11,000,000 1,000,000 CURRENT FINES, USE OF LICENSES AND FROM OTHER PROPERTY TAX SERVICE PROPERTY & PERMITS AGENCIES CHARGES MISC. ACTUAL FY 21/22 61,994,962 41,100,970 17,201,017 15,393,489 1,035,645 ACTUAL FY 22/23 63,672,298 41,984,301 18,550,839 16,432,822 4,469,454 ACTUAL FY 23/24 66,463,953 48,220,906 20,319,637 17,791,870 4,409,540 ACTUAL FY 24/25 70,598,717 47,271,871 20,767,277 18,079,851 4,887,095 ADOPTED FY 25/26 72,102,689 47,816,419 20,437,331 18,240,177 2,416,739 PROJECTED FY 26/27 74,845,368 49,365,092 21,110,673 18,275,032 2,453,259 5-5-26 FY 26-27 Budget Workshop #2 GF 4 Page 6 of 34 Where We Are Today • Significant service expansions in recent years • Revenue not keeping pace with expectations • One-time revenues and operational efficiencies exhausted • Revitalized Energy, Investments, Developments, Growth • The Capacity Reality • Service demands rising faster than revenue • Limited remaining flexibility in current budget • New services require new resources 5-5-26 FY 26-27 Budget Workshop #2 GF 5 Page 7 of 34 Overview of Needs – Public Safety • Staffing – Recruitment & Retention • Infrastructure & Facilities • Community Appearance & Quality-of-Life • Capital & Technology Replacement 5-5-26 FY 26-27 Budget Workshop #2 GF 6 Page 8 of 34 Police • Columbia’s role as a capital city brings unique and consistent public safety responsibilities. • The proposed FY 26–27 Police Department budget maintains current service levels. • The Department’s staffing aligns with City growth and development and provides a benchmark for long-term staffing goals. • Facility and equipment upgrades are part of ongoing modernization needs. • As the City continues to grow, a fully funded model is needed to support the Department at its authorized capacity. The estimated cost of this model is an additional $14.7M annually. • This approach will positively impact response times, proactive policing, officer workload, and long-term crime reduction. 5-5-26 FY 26-27 Budget Workshop #2 GF 7 Page 9 of 34 Fire Department • Focused on stabilizing staffing, strengthening recruitment/retention, and maintaining operational readiness • Compensation investments reduced vacancies from ~75 to 49 over the past year • Improved staffing levels have strengthened frontline service delivery and response capability • Recent Key Capital upgrades and improvements: • Burn Building renovation, Ladder 7 & Engine 12, and Swift Water response truck package • Investments enhance firefighter safety, training capacity, and ability to serve a growing community • Continued investment in fleet and facilities supports safety and readiness Recent Fire Department Capital Investments 5-5-26 FY 26-27 Budget Workshop #2 GF 8 Page 10 of 34 Fire Department Operating & Capital Needs • Staffing - $1,014,905 • 2 Fire Marshals • 3 Safety Officers • Scheduled replacement of essential equipment $763,446 • Radios, MDTs, specialized operations tools, and training props • Requires planned replacement and modernization to keep pace with evolving technology and operational demands • Fire Station Modernization • Fire station improvement plan focused on modernization, including improved privacy in restrooms and dormitory areas, and reducing firefighter exposure to carcinogens. • Near-term priorities $24M-$28M • Key facility upgrades • Training Tower, Logistics Facility, reserve fleet storage, exhaust systems • Targeted station renovations/replacements • Stations 5, 6, 11 • Ladder Company (Staffing) • Station 16 • Long-term (5–15 years) $20M-$30M • Reinvestment across most stations • Construction of a new Station 10 to address growth • Sustained capital investment is necessary to maintain service levels, protect personnel, and keep pace with community needs 5-5-26 FY 26-27 Budget Workshop #2 GF 9 Page 11 of 34 Emergency Management • Emergency Operation Center and Real Time Crime Center technology upgrades • $500,000 5-5-26 FY 26-27 Budget Workshop #2 GF 10 Page 12 of 34 Municipal Court • Municipal Court facility needs • Estimated construction cost $22M 5-5-26 FY 26-27 Budget Workshop #2 GF 11 Page 13 of 34 Community Appearance Investments • Neighborhood Beautification Grant Program $200,000 • Support for neighborhood beautification (signage, landscaping, litter control) • Neighborhood cleanups and engagement activities • Youth engagement programs and grant opportunities • Main Throughfare Litter Collection and Signage Removal $130,000 • Enhances current efforts • City Litter Collection • City Edging/Mowing • Proposal would be for contractor-led cleaning 8x/year • Primary and Secondary Roads • Estimated Fifty Miles of Roadways • Possible Special Event Collections • Streetlights • Conversion to LED • Streetlights improve safety • Budget increases annually for the addition of leased lights and electricity costs 5-5-26 FY 26-27 Budget Workshop #2 GF 12 Page 14 of 34 Animal Shelter Facility Needs • The current structure has limitations that go beyond what renovations can address, highlighting the need for a purpose‑built solution. • A modern facility is needed to fully support best practices in animal welfare. • FY 2026/2027 Request: $2,000,000 for facility needs assessment and design services • Estimated construction up to $30M 5-5-26 FY 26-27 Budget Workshop #2 GF 13 Page 15 of 34 Capital Replacements • Capital Lease program utilized for annual scheduled replacement program • Lease proceeds of $15,000,000 per year needed to replace Police, Fire, Public Works, Parks & Recreation, and other General Fund Departments’ rolling stock and technology refresh. • Estimated annual debt service of $2,500,000 • New capital purchases not included in lease • Subject to budget availability • New vehicles, equipment or technology purchases for new or expanded programs 5-5-26 FY 26-27 Budget Workshop #2 GF 14 Page 16 of 34 Intergovernmental Costs • ASG Detention Center • Proposed daily rate increase of at least $25 per day • Estimated budget increase of $400,000-$500,000 • Current budget $900,000 • Fifth Circuit • Solicitor $215,817 • Public Defender $225,000 5-5-26 FY 26-27 Budget Workshop #2 GF 15 Page 17 of 34 Total Impacts / Realities for Public Safety Needs & Community Appearance Initiatives FY 26/27 Future Police: fully funded model & equipment needs $19,346,000 Fire: Capital and facility needs $1,777,446 $44,000,000 911 Emergency Communications TBD Emergency Management: Technology Upgrades $500,000 Municipal Court: Current facility limitations $22,000,000 Community Appearance: Neighborhood & Main Thoroughfares $380,000 Animal Shelter: Current facility limitations $2,000,000 $30,000,000 Capital Replacement: annual debt service $2,500,000 Estimated Costs include a mix of one‑time needs and continuing obligations Future Cost Include the next 3-15 years $7,157,446 $110,700,000 5-5-26 FY 26-27 Budget Workshop #2 GF 16 Page 18 of 34 Options to Close the Gap • Further efficiencies (limited remaining) • Adjusting service expectations • Potential revenue strategies including tax adjustment 5-5-26 FY 26-27 Budget Workshop #2 GF 17 Page 19 of 34 Property Assessments Total Assessed Value by Tax Year 900 Millions 800 791 700 711 677 649 636 622 600 579 566 530 536 511 500 400 300 200 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 * Reassessment year Assessed Value 5-5-26 FY 26-27 Budget Workshop #2 GF 18 Page 20 of 34 Property Tax Millage City of Columbia Millage Calculations Effect on taxbill by property type Assessment 4% Annual Annual Taxable Value of a Mill: $ 790,791 Value Mills Increase Taxable Value Mills Increase Collection percent 95% Annual Growth Rate 3.50% 100,000 5 $20 250,000 5 $50 Additional Revenue Annual 7 $28 7 $70 Mills Generated Growth 10 $40 10 $100 5 3,756,257 131,469 7 5,258,760 184,057 Assessment 6% Annual Annual 10 7,512,515 262,938 Taxable 17 12,771,275 446,995 Value Mills Increase Taxable Value Mills Increase Current Millage 100,000 5 $30 250,000 5 $75 89.6 7 $42 7 $105 Eligible Millage 17.8 10 $60 10 $150 5-5-26 FY 26-27 Budget Workshop #2 GF 19 Page 21 of 34 Take Aways A responsible and sustainable approach to addressing the realities and needs of our growing community requires the following: • Investments in safety and emergency response • Replacement of aging facilities and adaptation to technological advancements • Visible improvements in neighborhoods • Attention to key operational needs and scheduled replacements 5-5-26 FY 26-27 Budget Workshop #2 GF 20 Page 22 of 34 Next Steps • Refine budget projections • Develop FY 2027 Proposed Budget • Budget Schedule • May 19th – Budget Workshop • May 20th – Budget public hearing notice sent to newspaper for advertisement • May 26th – Budget Workshop • June 9th – Budget Public Hearing and 1st Reading • June 16th – 2nd Reading and Final Approval 5-5-26 FY 26-27 Budget Workshop #2 GF 21 Page 23 of 34 Discussion / Q&A 5-5-26 FY 26-27 Budget Workshop #2 GF 22 Page 24 of 34 COLUMBIA-RICHLAND FIRE DEPARTMENT COMMUNITY-REPRESENTING BOTH CITIZENS & EMPLOYEES INTEGRITY-WITH PROFESSIONALISM SERVICE- ABOVE SELF Budget Summary The Columbia Fire Department’s FY 2026/2027 financial plan reflects a continued commitment to providing high-quality emergency response, strengthening workforce readiness, and ensuring the long-term sustainability of fire and life safety services for the residents and businesses of the City of Columbia. This budget request supports Safe Communities, Organizational Effectiveness, Built Infrastructure, Economic Growth, and Vibrant Community priorities. Alignment with City Council Strategic Outcomes Strategic Outcome Budget Alignment Safe Communities Staffing, safety oversight, & special operations readiness Organizational Effectiveness Recruitment, retention, pay plan, & technology upgrades Built Infrastructure Station projects, fleet canopy, logistics improvements Economic Growth Reliable emergency services supporting business stability Vibrant Community Enhanced quality of life through strong public safety Communications Radio/MDT modernization for emergency coordination Beautification & Appearance Facility improvements and stewardship of City assets Current-Year Spending and Department Progress In the current fiscal year, the Department has focused resources on stabilizing staffing levels, improving recruitment and retention, and maintaining operational readiness. The City’s continued investment in employee compensation has resulted in measurable progress, reducing departmental vacancies from approximately 75 to 49 over the past year. This progress has strengthened frontline service delivery and improved the Department’s ability to meet increasing emergency response demands across the community. Page 25 of 34 In addition, the City’s commitment to fleet and facilities is evident through continued investments in critical infrastructure and frontline response capabilities. Examples include the complete renovation of the Burn Building, the addition of Ladder 7 and Engine 12, and the acquisition of the Swift Water response truck package. These investments directly support firefighter safety, training readiness, emergency response capacity, and the Department’s long-term ability to serve a growing community. Current & Immediate Requests FY 2026/2027 We requested $30,491,388 to fully fund the upcoming budget cycle for salaries, goods, and services. • Personnel Cost: $25,644,350.00 • Goods & Services: $4,847,038.00 Total - Goods and Services FY27 City Budget Request 16% Total - Personnel Service Total - Goods and Services Total - Personnel Service 84% Page 2 of 8 Page 26 of 34 Key Cost Drivers The requested increase reflects: • Step increases pay for sworn personnel • Projected citywide compensation adjustments • Staffing investments to achieve a fully operational workforce • Equipment replacement and readiness enhancements Staffing & Workforce Priorities: Recruitment and Staffing remain the top operational priority Planned Hiring & Training • Recruit class of 27 beginning February 3 (18-week academy) • 10 projected direct hires in April (8-week academy) • Projected Recruit Class of 30 in August(18-weeks) • Direct Hires as needed in October Position Requests 2 Fire Marshals $300, 968.85 3 Safety Officers $713,937.93 (50/50) 15 Personnel for Station 16 (Ladder Company) $1,393,085.82 Critical Equipment Replacement Needs Essential equipment such as radios, MDTs, specialized tools, and training props are planned for replacement in the next budget year to ensure continued reliability and adapt to changing operational needs. Radios & MDT’s (2 phase of 3) $356,957 Battalion Equipment $102,978 Special Operations Tools (extrication kits, drones, chemical analyzers) $106,511 Training Props: Training props (propane & confined space props) $197,000 Capital & Infrastructure Priorities Investments in facilities and infrastructure remain essential to protecting City assets and ensuring service reliability: Training Tower Assessment: $50,000 • Approximation upgrade cost $1.5-2.5 million 80’ x 100’ Reserve Fleet Canopy $750,000 New Logistics Facility $1,000,000 Fire Station Renovations $500,000 Strategic Facility Upgrades Asphalt & Concrete Replacement $700,000 0-5 year Station Planning • Station 5 (New) $6-8 million • Station 6 (Relocate) $6-8 million • Station 11 (Replace) $6-8 million Gazebo type structure for a gathering place (All City Stations) $60,000 to $100,000 Page 3 of 8 Page 27 of 34 Training Tower Stations 5, 6 & 11 Vehicle Exhaust System All Stations be up-fitted with exhaust capturing systems, project cost: $380,000 (As of 2023) Page 4 of 8 Page 28 of 34 Long Term Needs (5-15 Years) Apply insights from the Space Needs Study, ISO data, and related recommendations to guide long- term station improvement plan. The plan should focus on improving privacy in restrooms and dormitory areas, update stations to reduce firefighter exposure to cancer-causing carcinogens, and evaluate current station locations to ensure they properly support response coverage, community growth and future ISO needs. Station 3 & 8 are expected to need significant renovations or potentially fully replacement • $5.4 million Renovation o Station 3 will help accommodate needs for our recruit school (showers, restrooms etc.) • $6-$8 million Replacement Station 1 • Renovation to upgrade restrooms, dormitory and cancer initiatives: $2.2 million (as of May 2025) Page 5 of 8 Page 29 of 34 Station 4, 7, 9, 12, 13 & 16 • Kitchen upgrades are in the capital improvement program request FY2026/2027 o Station 4, 7, 12 and 16 • Funding to conduct a Space Needs Study o Comprehensive Plan to address needs identified Page 6 of 8 Page 30 of 34 New Station 10 • Garners Ferry and Old Woodlands Station to help strengthen coverage in the area between Stations 8 & 9 • Estimated Cost $6-8 million Page 7 of 8 Page 31 of 34 Facilities Priorities Facili�es Priori�es – City of Columbia Sta�on Age Recommenda�on Concerns Es�mated Cost 05 New New - Staﬃng 6 - 8 million Immediate: 0-2 years Short-Term: 2-6 years Broad River & Canal (Strengthen coverage between - Hot, Warm, Cold 6 and 13) - Privacy Rd 11 30 Relocate/Replace - Staﬃng 6 - 8 million Belvedere - Hot, Warm, Cold - Privacy Training Tower 30 Renovate $1.5 to 2.5 million 06 55 Relocate/Replace - Staﬃng 6 - 8 million St Andrews (Strengthen coverage between - Hot, Warm, Cold 5 and 16) - Privacy (Broad River & Beaty Rd) 01 33 Renovate - Hot, Warm, Cold $800,000 to $2 million Head Quarters - Privacy 08 47 Replace - Hot, Warm, Cold 6 - 8 million Atlas Road - Privacy 09 31 Renovate - Hot, Warm, Cold $800,000 to Intermediate-Term: 7- 10 Years Long-Term: 11-15 Years $2 million Shandon - Privacy 12 32 Renovate - Hot, Warm, Cold $800,000 to $2 million Greenview - Privacy 13 36 Renovate - Hot, Warm, Cold $800,000 to $2 million Eau Claire - Privacy 16 33 Renovate - Hot, Warm, Cold $800,000 to $2 million Harbison - Privacy 03 55 Replace - Hot, Warm, Cold 6 - 8 million Industrial Park (Incorporate recruit training - Privacy facility needs) - Recruit Facili�es 10 New New Strengthen coverage 6 - 8 million Old Woodlands between 8 and 9 07 68 Renovate - Hot, Warm, Cold $800,000 to $2 million Coton Town - Privacy 04 19 Renovate - Hot, Warm, Cold $800,000 to $2 million Pon�ac - Privacy Mon�cello Rd & Blue New New Address the new 6 - 8 million Ridge Terrace development and strengthen coverage between 13 & 17 02 0 Renovate 15-year renova�on TBD Olympia Page 8 of 8 Page 32 of 34 Meeting Date: May 5, 2026 Department: Office of the City Clerk From: Erika Hammond, City Clerk Discussion of negotiations incident to proposed contractual arrangements pursuant to S. C. Code §30-4-70(a)(2) We Love Five Points, LLC Congaree Riverfront District Business Park Convention Center District Business Park Budgetary Requirements Related to the Intergovernmental Fire Agreement CRC 911 Communications Agreement Background Summary: Attachments: None 04/27/2026 6:02 PM Page 1 Page 33 of 34 Meeting Date: May 5, 2026 Department: Office of the City Clerk From: Erika Hammond, City Clerk Receipt of legal advice relating to matters covered by attorney-client privilege pursuant to S.C. Code §30-4-70(a)(2) Brittany Ruffin as PR of the Estate of JR v. the City of Columbia Background Summary: Attachments: None Page 1 Page 34 of 34