General — Columbia, SC
Date: 2026-05-05
Time: 10:00

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

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

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.


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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

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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

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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)



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 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




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