FY 2016-2018 Strategic Plan

Table of Contents Introduction

4

Quality Services

8

Public Safety

11

Public Works/Stormwater

14

Parks, Recreation, and Tourism

16

Utility System

18

Customer Service

20

Economic Development

22

Quality Places Knowledge Park

27

Business Parks

29

Transportation

30

Key City Corridors

32

Quality Community

2

24

34

Neighborhoods

37

Civic Engagement

39

Partnerships

41

City Council and Leadership

Mayor Doug Echols Sandra Oborokumo

John A. Black III Ward 4

Ward 1

Kathy Pender Ward 2

Ann Williamson Ward 5

Kevin Sutton

Jim Reno

Ward 3

Ward 6

David B. Vehaun, City Manager Gerry Schapiro, Deputy City Manager Jimmy Bagley, Deputy City Manager Mike Blackmon

Mike Jolly

Kevin Bronson

Mark Kettlewell

Terrence Nealy

Bill Meyer

Phyllis Fauntleroy

John Taylor

Steven Gibson

Stephen Turner

Anne Harty

Chris Watts

3

Introduction The strategic plan helps staff focus our efforts on providing quality services, developing quality places, and building a quality community. In 2012, the City adopted the phrase “always on” as a tagline to communicate Rock Hill’s constant progress and dedication to quality.

The strategic plan is an active document, referred to daily by staff at all levels of the organization, and at the heart of each day’s work. It serves as a roadmap to guide us from vision to reality. The phrase "always on" serves as a promise, reminding employees and the community that the bar is set high for quality, knowledge, and responsiveness.

From public safety to business parks to playgrounds, people you know serve Rock Hill 24/7/365.

Always on.

4

Development of the Plan The City of Rock Hill has utilized strategic planning as the primary method to align resources with predetermined initiatives. This FY16-18 Strategic Plan is the 5th version for the City.

The City’s strategic plan is updated every three years. A number of important steps are undertaken to ensure the plan fairly represents the concerns of our stakeholders.

The first step in developing the new strategic plan is to administer a citizens’ survey. The citizen survey is conducted by an independent, third party in which residents are randomly selected to provide ratings regarding everything from service delivery to support for specific projects. The 2014 survey had 254 responses with a 23% response rate. The City also utilizes this third party to complete focus groups. These focus groups provide the City a greater understanding of resident perceptions and opinions. In 2014, there were three focus groups with a total of 18 residents.

Following this citizen input, the City sends a survey to our local business owners. This internally created and facilitated survey seeks to identify businesses’ opinions and perceptions.

More than 100 businesses completed the survey with a 27% response rate. From this survey, the City gains insight into concerns that businesses have in relation to public services and regulations.

Additionally, we survey our employees to gauge their opinions about topics like customer service, safety, and communication. Employee support of the City’s strategic plan is vital to the success of our future goals. The combined input of these key stakeholders provides the basis for our strategic plan.

5

Plan Structure The plan is structured from very general ideas at the highest level down to specific, measurable tasks. Five levels exist within the plan:

Focus Area: The major core values-

Objective: How to address the goal

¨ Quality Services ¨ Quality Places

Task: Specific activities we plan to work on

¨ Quality Community Goal: What we intend to accomplish

Performance Metric: The parameter by which we determine if we are successful or not

Focus Area

Goal

Objective

Task

6

Performance Metric

Monitor our Progress www.cityofrockhill.com/transparency Since this Strategic Plan is a living document, the City is committed to providing continuing updates on our progress. Biannually, the City publishes mid-year and year-end performance reports that quantify our progress at meeting the tasks listed in this Strategic Plan. These performance reports provide qualitative and quantitative data to easily understand our successes and challenges. Along with these biannual reports, the City publishes a Performance Dashboard which provides graphical representation of progess.

Our Strategic Plan guides the formation of our budget, work programs, and capital plans.

With such far reaching implications, the City has made a commitment to transparency using a variety of mediums. A financial dashboard provides monthly revenue and expenditure data concerning budgeted and actual figures. This financial information is further described in the City’s monthly financial reports. Additionally, the City provides benchmarking comparisons to a number of other municipalities through the Ranking Rock Hill site. Covering everything from public safety comparisons to credit ratings, the City strives to be competitive in every service we provide.

7

Providing Superior Service Delivery Quality Services focuses on the core governmental functions that the City of Rock Hill provides. These include initiatives like police, fire, public works, parks, water, and sewer services. However, we don’t just provide these basic services, we do so in a way that emphasizes efficiency, effectiveness, and affordability for our customers.

Efficient service delivery focuses on minimizing our resources and maximizing results.

This is highlighted through tasks that focus on things like the median costs of all expenditures related to a certain service delivery. The City also works to re-evaluate efficient services through completing regular audits of our programs every few years.

Effective services are equally important. Every program or initiative that the City invests in must successfully achieve outcome related tasks. This is a key part of the City’s strategic plan.

Finally, there is a constant effort to make sure that our services are affordable for citizens and businesses. Every spring, the City collects information on 27 other communities and compares rates on everything from taxes and sanitation rates to utility rates. This information is shared with City Council during budget discussions and available on the City’s website under “Cost of Public Services” at: cityofrockhill.com/ transparency

8

Data Driven Approach Hard data shaped the development of specific goals, objectives, and tasks for the plan. One example of this is customer service. The Citizen Survey identified a decline in the overall customer satisfaction with both the “Services provided by Rock Hill” and the “Overall Impression of City Employees.”

Ov erall Satisfact ion with City Serv ices Citizen Surv ey

Ov erall Impression of City Employees Citizen Surv ey

100% 75%

100% 66%

70% 59%

61%

61%

75%

50%

50%

25%

25%

0%

84% 71%

64%

75%

72%

0% 2003

2005

2008

2011

2014

2003

2005

2008

2011

2014

Additionally, focus group participants were asked what “Quality Services” meant to them.

That research highlighted certain key words/phrases like: Professional

Sensitive to Concerns

Hospitable

Attentive to Complaints

Responsive

Accountable

As a result of this feedback, our new Strategic Plan places greater emphasis on customer service. Additional tasks were added to address both internal and external facets of customer service. These include customer service refresher courses, completing work orders in a timely fashion, and decreasing the average call wait time for phone calls.

Through meeting these specific targets, the City should see an increase in overall satisfaction with city services and employees in the next Citizen Survey.

9

Quality Services- Goals: 1. Provide high quality public safety and judicial services 2. Provide high quality public works and stormwater services 3. Provide high quality parks, recreation and tourism services 4. Provide high quality electric, water, and sewer services 5. Ensure exceptional customer service and proactive communication through accessible, responsive, and knowledgeable employees 6. Provide high quality economic development services

Award-winning Quality Services Every year, the City receives numerous awards and recognitions related to our Quality Services. A few of our recent awards include:

The Rock Hill Police Department received the CALEA Accreditation with Excellence Award (2013).

The Electric department received a 2-year designation that recognizes the City’s high proficiency in reliability, safety, work force development and system improvement (2013).

The Rock Hill Parks, Recreation, and Tourism Department was recognized for providing great sports venues and professionalism (2014).

10

QUALITY SERVICES Goal: Provide high quality public safety and judicial services Reduce the crime rate and improve the community's perception of safety.

•Improve response times through zone expansions

At least one zone expansion over the next 3 years

•Respond to Priority One calls

70% within 5 minutes

•Reduce citywide property crime

2% per year (based on five year trend per 1,000 residents)

•Reduce citywide violent crime

1% per year (based on five year trend per 1,000 residents)

•Increase the overall percentage of residents who feel very or somewhat safe

More than 69%

•Increase the percentage of residents who feel very More than 77% or somewhat safe in their neighborhood •Increase the percentage of residents who feel very More than 72% or somewhat safe downtown/commercial areas

Engage citizens and communicate current police initiatives and performance.

•Engage the public on a regular basis

Hold a public event at least once a quarter

•Inform the community about crime prevention and law enforcement activities by utilizing social media

At least 150 posts per year on Facebook or Twitter

•Attend community events and neighborhood meetings

At least 250 per year

Implement practices and strategies that contribute positively to the delivery of police services.

•Complete the CALEA recertification

By 6/30/2016

•Evaluate progress of Police workforce diversity/minority recruitment

By 6/30 each year

11

QUALITY SERVICES Goal: Provide high quality public safety and judicial services Enhance fire services and the community’s satisfaction with fire services.

•Respond to top priority fire suppression calls

90% within 5 minutes

•Respond to top priority medical emergency calls

90% within 5 minutes

•Percent of fires contained to the room of origin

90%

•Remain below the mean residential fire incident rate

Below ICMA Average of .9 incidents per 1,000 residents

•Complete inspections of commercial properties

100% inspected annually

•Maintain or increase the percentage of residents who rate fire service as excellent or good

Equal to or more than 86%

Engage citizens and increase fire safety awareness in the community.

•Provide fire safety education programs to elementary school students

Educate over 7,000 students

•Improve citizen outreach by Fire personnel

By 10% annually

•Attend community events and neighborhood meetings

10 events per year

Implement practices and strategies that contribute positively to the delivery of fire services.

•Maintain all certifications required by law

100%

•Increase the number of personnel with paramedic certifications

2 per year

•Maintain all required certifications for all special operations

100%

•Evaluate progress of Fire workforce diversity/minority recruitment

By 6/30 each year

12

QUALITY SERVICES Goal: Provide high quality public safety and judicial services Efficiently manage the Solicitor’s Office operations.

•Dispose of jury trials efficiently

75% within 90 days

Efficiently manage Municipal Court’s operations.

•Number of cases disposed of, and under conditional disposition, exceed the number of cases filed

Disposed/condition exceeds cases filed

•Increase the gross collection rate for fines imposed

By 2% annually

•Decrease outstanding court fines from previous years

By 2% annually

Spotlight: Police and Fire Response Times Police Response Rate- Priority One Calls within Five Minutes 70% 57%

60% 50%

48%

51% 46%

49%

40% 30%

Over the past few years, the City has focused efforts to ensure quality police and fire protection for our citizens. One of the focal points is on response times– measured by how quickly the City receives a call for help and the Police or Fire Department arrives. The Rock Hill Police Department specifically explored options to

20% FY2010

FY2011

FY2012

FY2013

FY2014

improve response times for the most pressing calls. They discovered that one of the most effective tools was to increase the number of patrol zones. Since FY2010, the Police Department has gone from six zones to ten zones.

This has resulted in a 9% increase in response rates for high priority calls. The Fire Department has also greatly emphasized their response to high priority suppression and medical calls. Over 90% of these high priority fire calls are responded to within 5 minutes. The City is committed to providing efficient and effective service delivery, especially during times of need.

13

QUALITY SERVICES Goal: Provide high quality public works and stormwater services Evaluate current services/programs and communicate program features to customers.

•Increase YardCart program participation level

By 5% per year

•Complete an audit of residential waste

By 6/30/2017

•Complete an audit of commercial waste

By 6/30/2016

•Explore opportunities to increase the efficiency of the commercial waste program

By 12/31/2017

•Evaluate recycling rollcart opportunities

By 6/30/2018

•Evaluate opportunities to better explain the City's curbside collection program to customers.

•Hold a national recycling night out

By 6/30/2016 At least one per year

Evaluate the efficiency of service delivery and explore opportunities for maximizing economies of scale.

•Remain below median cost for operating and maintenance expenditures for refuse collections per ton of refuse collected

Remain 25% below ICMA average of $87 per ton

•Explore opportunities to appeal to additional commercial customers

By 6/30/2016

Evaluate sidewalk infrastructure and address concerns in a methodical manner.

•Conduct an inventory and conditions assessment of all City sidewalks

By 6/30/2017

•Increase the repairing/replacing of damaged sidewalk

Increase funding by $20,000 per year

•Upgrade intersection ramps to comply with ADA requirements

40 ramps per year

•Update signage on all City owned streets to include the City logo

By 6/30/2018

•Increase the percentage of residents who rate sidewalk maintenance as excellent/good

More than 42%

14

QUALITY SERVICES Goal: Provide high quality public works and stormwater services Implement the stormwater master plan.

•Complete the first phase of the Stormwater CIP

By 6/30/2016

•Make progress on the Operational Stormwater projects •Meet all requirements for the MS-4 permit

At least $300,000 annually

•Hold stormwater community meetings to inform the public of stormwater improvements and stormwater ponds

At least 4 meetings per year

Every 6 months

•Increase the percentage of residents who rate storm More than 60% drainage as excellent/good

Spotlight: Stormwater Improvements In 1996, a Stormwater Division was created to improve stormwater systems in the City. Since then, there have been a number of studies commissioned to evaluate existing issues such as road floodings, sinkholes, channel erosion, etc. Recently, the Federal Emergency Management Agency (FEMA) along with the City’s Stormwater Division completed studies to identify potential areas of flooding.

Through the course of these studies, a few hundred projects have been identified. The estimated cost for these projects is projected to exceed $200 million dollars. Therefore, a set of criteria was developed by the City’s Stormwater Advisory Board that prioritizes the projects as they impact things like danger to life, health hazards, infrastructure damage, major erosion, etc. As the City makes progress on these projects, there is a need to effectively communicate information to the citizens impacted by the flooding issues. Community meetings are scheduled on a quarterly basis to provide specific information to constituents directly impacted by these high priority projects.

15

QUALITY SERVICES Goal: Provide high quality parks, recreation and tourism services Evaluate existing and future infrastructure, resources, and operations to determine the most appropriate and efficient operational uses of facilities to meet the community’s park and recreation needs.

•Provide cross‐training to personnel for maintenance, operational, and programming duties

25% of the workforce annually

•Provide web‐based facility rental to customers

By 1/1/2018

•Provide recommendations for the programming of 5 facilities for multiple uses

By 7/1 Annually

•Evaluate opportunities for additional Sports Tourism related facilities •Develop and construct restroom facilities along the Catawba Riverfront Trail

By 1/1/2016

•Continue to work with City Council appointed advisory commissions, advisory committees, Rock Hill School District 3, and other citizen groups to identify the next potential major regional park site

Hold biannual meetings

•Increase the percentage of residents who rate city parks as excellent/good

More than 73%

•Increase the percentage of residents who rate recreation programs as excellent/good

More than 57%

•Increase the percentage of residents who rate recreation centers as excellent/good

More than 61%

By 6/30/2017

The Parks, Recreation and Tourism Department operate a number of facilities with both a primary use and other secondary uses. One great example is Manchester Meadows, primarily a soccer complex. On an annual basis, the City hosts a number of other sports events at Manchester including lacrosse, quidditch, field hockey, and events during the Come-See-Me Festival.

16

QUALITY SERVICES Goal: Provide high quality parks, recreation, and tourism services Evaluate and communicate the economic impact of sports tourism.

•Meet with the Rock Hill Sports Marketing Alliance regularly

Hold meetings quarterly

•Work with the Sports Commission members to accomplish major sports events in Rock Hill

Hold meetings quarterly

•Work with local, state, and regional organizations to host Hold at least 15 local/state/regional quality sports tourism events events per year •Work with national and international organizations to host quality sports tourism events

Host at least 2 national or international events per year

•Develop and brand City initiated competitive events

By 1/1/2018

•Increase sports tourism’s financial impact annually (calendar year)

By at least $1 million per year

•Quantify the number of hotel nights created as a result of # of hotel nights sports tourism activities •Host major tourism events at Glencairn Garden

Host at least 4 major events

Spotlight: Economic Impact of Sports Tourism Every year, the City surveys Direct Economic Impact of Sports Tourism attendees at special events to $25,000,000 estimate the average amount $20,481,431 of money people spend while $18,359,654 $20,000,000 $17,393,499 visiting Rock Hill. This $15,404,061 $14,889,318 provides a direct economic $15,000,000 impact. This information allows us to measure the $10,000,000 financial impact of these events. As the City hosts more $5 ,000,000 state, regional, national, and international events, the City $2010 2011 2012 2013 2014 expects to see an increase in economic impact. We plan to hold a certain number of sports events each year to reap the benefit of direct economic impact.

17

QUALITY SERVICES Goal: Provide high quality electric, water, and sewer services Evaluate the efficiency and effectiveness of electric operations in order to address the system's maintenance and expansion needs.

•Continue trim cycle per substation/circuit

25% of primary power lines per year

•Decrease our system's average interruption duration index (SAIDI)

Less than 142.16 minutes

•Decrease our customer average interruption duration index (CAIDI)

Less than 74.74 minutes

•Improve or maintain our average system availability index (ASAI)

Maintain at least 99.95%

•Identify the three worst power outage circuits/areas inside the City limits and develop plans to improve reliability through operational and capital Improvements

By 6/30/2016

•Complete electric capital projects according to the Capital Improvement Plan (CIP) schedule

90% completed during scheduled fiscal Year

•Complete the conversion of Deliveries 2 and 3 to the City

By 6/30/2017

•Complete the Riverwalk electric substation

By 6/30/2016

•Implement recommendations of the electric rate study

By 6/30/2016

•Examine how rate structure/electrical system could be leveraged to attract new customers and industries

By 6/30/2016

The City is working on a rate study that will examine our rates compared to operating costs. The results of the rate study are expected by the fall of 2015 and recommendations from City staff are expected by the end of fiscal year 2016.

18

QUALITY SERVICES Goal: Provide high quality electric, water, and sewer services Evaluate the efficiency and effectiveness of water operations in order to address the system's maintenance and expansion needs.

•Comply with EPA and DHEC drinking water standards

100% compliance

•Reduce non-metered loss of water

By 1% annually

•Implement recommendations of the water rate study

By 6/30/2016

•Investigate opportunities to expand wholesale opportunities throughout the region

By 7/1 annually

•Complete water capital projects according to the Capital Improvement Plan (CIP) schedule

90% completed during scheduled fiscal year

•Determine next steps for the expansion of the water plant

By 12/31/2015

Evaluate the efficiency and effectiveness of wastewater operations in order to address the system's maintenance and expansion needs.

•Comply with EPA and DHEC wastewater treatment standards

100% compliance

•Complete the Process Optimization Study

By 3/1/2016

•Implement recommendations of the wastewater rate study

By 6/30/2016

•Investigate opportunities to expand wholesale opportunities throughout the region

By 7/1 annually

•Complete wastewater capital projects according to the Capital Improvement Plan (CIP) schedule

90% completed during scheduled fiscal year

•Evaluate opportunities for regional expansion of wastewater operations

By 12/31/2015

19

QUALITY SERVICES Goal: Ensure exceptional customer service and proactive communication through accessible, responsive, and knowledgeable employees Evaluate and implement features/practices that will enhance customer service accessibility.

•Improve the Call Center’s average call wait time

Less than 90 seconds

•Average talk time per customer

Less than 2 min 30 sec

•Ensure Call Center efficiency by monitoring the average calls per day per full time agent

At least 100 calls per day per full-time Agent

•Expand and encourage the use of online service requests module via City website for customers and employees

10% increase annually

•Increase the usage of customized electronic notifications via email, text, and phone based on customer selection

By 10% Annually

•Market the use of the smart phone application for customers to submit service requests

Increase the number of app downloads

•Complete work orders for Public Works related issues in a timely fashion

90% within 36 hours

•Complete work orders for Utility related issues in a timely fashion

70% within 7 days

•Review social media uses for best point of contact with our customers

Annually by 6/30

Stay up-to-date on what’s happening in the City of Rock Hill through our social media efforts on:

Like us on Facebook.

20

Follow us on Twitter.

Watch us on YouTube.

QUALITY SERVICES Goal: Ensure exceptional customer service and proactive communication through accessible, responsive, and knowledgeable employees Continue to cultivate an organizational culture that recognizes the importance of customer service.

•Provide customer service training to all new employees

100%

•Provide customer service training refresher in the Disney Model to all employees

By 6/30/2016

•Provide customer service training to all call center/front line workers

100% over three years

•Solicit email addresses from new customers in order to gauge their customer service experience

100% of new customers

Spotlight: Customer Service A top priority for the City is to provide quality customer service for all Rock Hill Citizens.

Human Resources has developed three in-house customer service programs: IDEAL Customer Service, Customer Service Agent program, and a Customer Service Refresher. The IDEAL Customer Service is an eight-hour course for all new employees.

Within the first year of employment, all employees must attend this class to understand the priority placed on customer service. The Customer Service Agent program is a new, fourhour program that focuses on training for front-line customer service representatives. All frontline employees complete this training at least once every three years. Finally, the Customer Service Refresher is a new program based on the Disney model of customer service. Especially for employees who have not had recent training, the refresher course will remind and invigorate customer service efforts. All employees will complete this refresher by the end of fiscal year 2016.

21

QUALITY SERVICES Goal: Provide high quality economic development services Promote and market Rock Hill as a business-friendly environment that supports business growth and recruitment.

•Solicit business investments in the City

$25 million in investment annually

•Support the creation of new full-time jobs in the City

At least 200 new full-time jobs by 6/30/2018

•Host meetings with developers and small business 2 meetings per year owners to solicit advice on how the City can support their efforts •Use the Key Accounts Manager to re-recruit local businesses

Visit 50 businesses per year

•Complete the Strategic Economic Development Marketing Plan

By 12/31/2015

•Maintain or increase the number of small business owners who use the Open for Business program

Maintain or increase

•Develop parameters for downtown business incentives

By 12/31/2016

Spotlight: Open for Business The City developed the Open for Business program in fiscal year 2012 in an effort to provide a one-stop shop for business owners looking to open, relocate, or expand their business. Created and operated by the Planning and Development Department, an initial appointment is set-up with the customer to determine what assistance is needed. A feasibility study is then completed with a Building Official, Fire Department representative, and a Zoning Coordinator to determine site compliance and estimate the costs necessary to make the site compliant. The City also provides business owners with a checklist of next steps that include information on a variety of topics including business license, utility service, and fire inspections.

22

QUALITY SERVICES Goal: Provide high quality economic development services Support RHEDC as a key economic development leadership and investment organization.

•Provide staff support to the RHEDC board and all RHEDC Committees

40 meetings per year

•Present a sustainability proposal for the Knowledge Park By 6/30/2016 Innovation Center to support talent development/human capital •Complete a redesign of the www.RockHillUSA.com website that will provide prospects a fully interactive experience in evaluating locations

By 12/31/2016

•Complete design projects through the Rock Hill Designs Initiative

One project completed by 6/30/2016

Evaluate opportunities to improve Rock Hill’s position in the state and the Charlotte region.

•Encourage local leaders to seek positions with statewide organizations

Fill at least 2 statewide positions per year

•Build relationships with state and regional economic development allies

Meet quarterly with state or regional Allies

•Form alliances with other municipalities in York County to bring a team effort to issues with the state of South Carolina as they arise

By 6/30 Annually

The Rock Hill Designs Initiative began work on it’s first project: the Woolworth Walkway. The conceptual plan is the result of work from three local artists, student workshops, and a community event.

Construction should be complete by June 2016.

23

Developing Exceptional Places Quality Places focuses on developing and sustaining exceptional locations throughout our City. Places to work, live, and play add to the appeal of Rock Hill. This includes everything from business parks to sports tourism facilities. In the development of City-led projects, input is solicited from civic, business, political, and cultural leaders.

Some of the projects are quite transformative in nature, like Riverwalk or Knowledge Park. Other projects are targeted to focus on specific areas throughout the City, like the Arcade Mill re-development. Whenever possible, the City looks for public-private partnerships to help facilitate quality places throughout our City.

In the heart of Downtown Rock Hill, the newly completed Fountain Park highlights the importance of public/private partnership in developing Quality Places.

24

Data Driven Approach The development of the specific goals, objectives, and tasks in Quality Places utilized valuable information from our data sources. The 2014 Citizen Survey included custom questions that gauged citizen support for redevelopment and revitalization.

Strongly Support

Somewhat Support

86%

Restore and renovate historic buildings

42%

44%

87%

Preserve historic buildings

43%

44%

90%

Redevelop the center city including downtown, neighborhoods and the Textile Corridor

47%

43%

92%

Promote development approaches to improve the appearance and character of commercial areas

39%

53%

Additionally, focus group participants were asked what “Quality Places� meant to them. From that exercise, certain key words/phrases were highlighted: Well-maintained

Hometown feel

Clean

Southern hospitality

Abundant retail and business

First-class

We incorporated this feedback by adding a number of tasks to our plan. By June 2016, the City hopes to start a downtown business association that will have regular meetings to address issues and discuss how the City can better support business owners. Additionally, the City is looking to move forward on recently studied areas like the Cherry Road Revitalization Study, the West Main/West Black Revitalization Study, and the College Town Action Bike/ Pedestrian Plan. These studies have recommendations that will redevelop and enhance the appearance of these areas while encouraging new business growth that embody the definition of a Quality Place.

25

Quality Places- Goals: 7. Create a vibrant Knowledge Park Area 8. Contribute to the success of the community’s business parks 9. Provide for a coordinated transportation system that supports the City’s growth goals 10. Support the study and development of key city corridors

Award-winning Quality Places Every year, the City receives numerous awards and recognitions for our Quality Places.

Recent accolades include:

In October 2014, the Rock Hill Parks, Recreation and Tourism Department received the Parks Excellence Award for the Rock Hill Outdoor Center and its commitment and contributions to parks and recreation in South Carolina.

The Come-See-Me Festival was named Event of the Year (2014).

26

The Novant Health BMX Supercross Track has been chosen as the site of the 2017 BMX World Championships by Union Cycliste Internationale (UCI). This event is expected to bring 3,000 amateur participants and an estimated 300 professional athletes from over 45 countries.

QUALITY PLACES Goal: Create a vibrant Knowledge Park area Promote Knowledge Park and surrounding areas as a vibrant mixed- use area in Rock Hill through effective marketing, meeting with the business community, and implementing the Knowledge Park Strategy.

•Increase the number of new employees in Knowledge Park

At least 100 new jobs annually

•Attract and support residential construction in Old Town

At least 100 new residential units by 6/30/2018

•Support the Rock Hill School District in its interest in relocating administrative offices to the Knowledge Park area

Follow-up with RHSD at least twice per year

•Organize a downtown business association

By 6/30/2016

•Organize meetings with the Knowledge Park Leadership Group and facilitate economic development initiatives within group to support Knowledge Park and other key business initiatives

Hold at least three meetings per year

•Support new development around Fountain Park, including a proposed hotel, civic/performance center and mixed use development

Report updates semi-annually

•Engage and inform stakeholders in the evolution of the Knowledge Park plan and its impact on Rock Hill

Hold at least one meeting per year

•Complete an update to the Streetcar Feasibility and Economic Impact Study and seek decisions on alternative transportation modes

By 6/30/2016

•Implement Phase II of the College Town Area Bike/Pedestrian Plan

By 6/30/2018

Knowledge Park is the dynamic center of Rock Hill’s new economy. Technologically advanced, yet rooted in the city’s rich history, Knowledge Park is supported by a diverse community of learners and offers an appealing urban lifestyle built upon a model of economic and environmental sustainability.

27

QUALITY PLACES Goal: Create a vibrant Knowledge Park area Organize, manage, market, and support Old Town events.

•Develop programming opportunities at Fountain Park

At least 4 events per year

•Manage and support Old Town Events

At least 20 events per year

•Increase OnlyinOldtown.com website traffic

By 10% Annually

Continue development of the Bleachery site.

•Complete all cleanup related projects at the Bleachery site

By 12/31/2016

•Complete the master developer agreement

By 9/1/2015

•Complete development of public infrastructure on the Bleachery site

By 6/30/2017

•Market City owned properties adjacent to the Bleachery for development

Report updates semi-annually

Spotlight: The Bleachery Bridging 24 acres between Downtown Rock Hill and Winthrop University, the Bleachery, formerly known as the Rock Hill Printing and Finishing Company, is destined for a revitalized future.

Following the close of the company, the property became a danger to public health and safety. Using EPA and DHEC

loans/grants, the City plans to facilitate clean-up of the site by 2016. Next, the City will work to complete all required public infrastructure needs (including electric, water, sewer, and stormwater).

The City is working with a master developer to market zones of the property for development.

28

QUALITY PLACES Goal: Contribute to the success of the community’s business parks Develop publicly and privately owned business parks.

•Encourage the development of spec buildings

Build at least one spec building by 6/30/2018

•Continue to collaborate with public and private partners in the development of business parks

Assist in the development of at least one new business park by 6/30/2018

The City and the Rock Hill Economic Development Corporation (RHEDC) have worked together to create a speculative building at the Waterford Business Park. In the upcoming three years, the City plans to again partner with RHEDC to build another spec building.

The City is home to a number of high-amenity business and industrial parks which include Riverwalk, TechPark, SouthCross, Waterford, Aspen, Antrim, Airport, and Southway.

Over the next three years, the City plans to partner with private partners to develop a new business park.

29

QUALITY PLACES Goal: Provide for a coordinated transportation system that supports the City’s growth goals Develop and implement a financial strategy to repair and maintain the City’s roads.

•Clearly identify all City streets within city limits

By 1/1/2016

•Increase resurfacing/street paving funding in the City’s General Fund

Increase by $250,000 annually

•Pilot pavement preservation methods and determine the best way in which to extend life of roads within the City

By 6/30/2016

•Conduct an inventory and conditions assessment of City streets

By 6/30 annually

•Create a webpage that allows citizens to check road ratings and learn about various road paving solutions

By 12/31/2016

Provide alternative transportation modes within our community.

•Update the community bike/pedestrian plan

By 6/30/2017

•Analyze existing transit programs to determine the feasibility of potential transit expansion

By 6/30/2016

•Increase participation/ridership level in transit programs

By 4% Annually

Collaborate through RFATS and other regional efforts on land use and transportation planning.

•Explore additional corridor and outlet options to relieve By 12/31/2016 congestion in the Celanese Corridor as a part of the RFATS Long Range Transportation Plan •Prioritize and implement the other RFATS Long Range Transportation Plan projects

By 6/30 Annually

•Continue to propose congested intersections for improvement through CMAQ

By 6/30 Annually

30

QUALITY PLACES Goal: Provide for a coordinated transportation system that supports the City’s growth goals Promote solutions to major traffic issues.

•Evaluate major corridors annually and make adjustments to traffic signal synchronization

By 6/30 Annually

•Develop a recommended list of potential projects for the 2017 Pennies for Progress program

By 3/1/2016

Spotlight: City Roads There are approximately 425 miles of road within the City limits. The City of Rock Hill owns and maintains about 200 miles and the South Carolina Department of Transportation maintains the other 225 miles. To simplify questions related to ownership, the City created a Street Ownership Map that clearly shows who owns which roads. In the next few years, the City will accomplish tasks that involve annual condition assessments of City streets and the development of a webpage that addresses road ratings and paving solutions. Also, we are committed to identifying all City streets with the City’s logo by January 2016. This should assist citizens in knowing who is responsible for repairs.

The largest hurdle to city road repair and $1,000,000 maintenance is funding. $860,000 City streets receive $900,000 funding through York $800,000 County or the City’s $700,000 general fund. The City $600,000 $500,000 allocates funds for road $500,000 $400,009 $400,013 paving every year $400,000 during the budget $300,003 300,006 $300,000 process. The Strategic $200,000 Plan involves tasks that $100,000 will increase the general $fund paving budget by FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 at least $250,000 per year. The City is also dedicated to exploring pavement preservation programs that will help extend the life of existing roads. By FY2017, the City hopes to begin allocating resources to focus on new pavement preservation programs.

Budgeted General Fund Paving

31

QUALITY PLACES Goal: Support the study and development of key city corridors Complete the Comprehensive Plan update and institute recommendations that uphold the plan.

•Implement recommendations of the Comprehensive Plan growth policies

By 6/30 Annually

•Revisit the City's annexation policy

By 6/30/2017

Support City corridors.

•Select and study the next key corridor

By 6/30/2017

•Support private development through the implementation of the Cherry Rd. Revitalization Strategy

See $1 million per year in new investment

Provide support for major redevelopment projects.

•Support private development along Saluda Street and at South Gate

See $1 million per year in new investment

•Support private development in the Galleria/Manchester area

See $1 million per year in new investment

•Complete the Oakland Avenue streetscape project

By 6/30/2016

•Complete the railroad sidetrack extension project

By 6/30/2018

•Begin implementation of the recommendations of the West Main/West Black Revitalization Study

By 6/30/2017

The Railroad Sidetrack Extension project is a three-phase project consisting of track-related changes to reduce blockage in Downtown Rock Hill. The first phase will realign Quantz St. and Poe St. and create a new grade crossing. The sidetrack phase will construct a new sidetrack from Community St. to Quantz St. Phase three realigns the intersections of Community St., Church St., and Curtis St., and widens Poplar St.

32

QUALITY PLACES Spotlight: City Projects The City is constantly working on capital projects that will enhance our community’s livability.

From utility maintenance on water/sewer lines to basic infrastructure needs like sidewalks, the City is committed to facilitating Quality Places. On a bimonthly basis, key project managers from throughout the City meet to discuss cross-departmental issues, funding, and logistical realities. From this, the Transportation and Civil Projects Report is developed and updated. The City posts this report on the City’s website and the City’s RH19 TV channel. Additionally, an interactive map on the City’s website provides detailed information as to the location, budget, and plans for these projects. This Civil Projects Map is updated on a quarterly basis.

33

Fostering a Premier Community Quality Community is about enhancing the overall quality of life for Rock Hill citizens through partnerships and collaboration. In our neighborhoods, the City seeks to support neighborhood associations with community building and provides assistance to homeowners in need. The City is intent on engaging citizens and building public trust.

Over the next three years, we are committed to increasing our outreach through focus groups, increased publications, and social media efforts. Finally, facilitating cultural, recreational, and educational opportunities is very important to the City. This includes offering opportunities for special populations, promoting an active lifestyle, and cosponsoring cultural and artistic programs.

Starting clockwise: The Briarcliff neighborhood; Community meetings during the Comprehensive Plan development; School children involved in #1 Question.

34

Data Driven Approach The development of specific Quality Community goals, objectives, and tasks was based on quantifiable data source material. The Citizen Survey provided great information about how our citizens feel about the general community.

General Community Characteristics 90% 80% 70% 60%

Overall quality of life Place to live

50%

Neighborhood

40%

Overall appearance Place to raise children

30% 20% 10% 0% 2003

2005

2008

2011

2014

Focus group participants provided key words/phrases about what “Quality Community” meant to them: Neighborliness

Community Gatherings

Well-kept

Good place to raise a family

Appearance

Respect

The City’s emphasis on quality of life is evident through Quality Community. With our neighborhoods, there is a continued focus on code enforcement and helping keep citizens in their homes. In light of survey data that only 16% of citizens have contacted a Rock Hill elected official, a number of tasks have been added to hold focus groups on city projects. Also, the City is emphasizing communication through a number of printed publications, social media, and ad strategies. Cultivating partnerships and facilitating community gatherings will also be a focus over the next three years to get citizens involved in local events such as bike fairs, artistic/cultural programs, and exercise classes.

35

Quality Community- Goals: 11. Strengthen neighborhoods through partnerships that promote community, identity, and livability 12. Offer a variety of opportunities to engage citizens, build public trust, and encourage civic pride 13. Cultivate partnerships that encourage a wide range of cultural, recreational, and educational opportunities for all ages

Award-winning Quality Community On an annual basis, the City is recognized as a Quality Community. A few of the recent recognitions include:

The City received a 2014 Achievement Award from the Municipal Association of South Carolina in the Public Service Category for its partnership with the Rock Hill School District Three to support the Challenged Based Learning Program.

Rock Hill was designated a Playful City USA Community by KaBOOM (2014).

36

Rock Hill’s Downtown was recognized as the state’s first cultural district in 2015. This designation will help the City attract visitors and residents to downtown.

QUALITY COMMUNITY Goal: Strengthen neighborhoods through partnerships that promote community, identity, and livability Evaluate and implement practices that contribute to the maintenance and vibrancy of neighborhoods.

•Help prevent foreclosures in the community through the City's counseling and home buyer program

Prevent 75 homes going into foreclosure

•Refer qualifying homeowners to the South Carolina Homeownership and Employment Lending Program’s anti‐foreclosure program

At least 35 homeowners

•Code Enforcement — average number of calendar days from case initiation to voluntary compliance

At or below 60 days

•Code Enforcement — rate of voluntary compliance

At or below the ICMA median of 66%

•Demolish all eligible substandard structures

At least 30 demolitions per year

•Reduce code violations through a proactive windshield survey inspection

By 10% annually

•Provide owner occupied rehabilitations within Old Town neighborhoods

At least 25 rehabs

•Paint homes through Rolling in Rock Hill

Paint at least 20 homes annually

Rolling in Rock Hill is a community project that paints homes for eligible homeowners free of charge. Since its inception in 1995, over 300 homes in our community have been painted and more than 1,500 people have volunteered their time.

37

QUALITY COMMUNITY Goal: Strengthen neighborhoods through partnerships that promote community, identity, and livability Examine and support affordable housing opportunities within the community.

•Rehabilitate and construct affordable housing in the community

Rehab 20 homes and construct 3 homes Annually

•Complete infrastructure improvements in the Arcade neighborhood

By 12/31/2015

•Construct/redevelop homes in the Hagins-Fewell neighborhood

6 homes by 6/30/2018

•Explore opportunities to support residential neighborhoods near commercial zones

By 6/30/2016

Engage neighborhoods to promote community building.

•Increase the number of neighborhood associations and/or reengage inactive neighborhood associations

Add 2 new associations/reengage inactive associations annually

•Encourage neighborhood participation in National Night Out

Register 25 neighborhoods annually

•Continue the Weed & Seed initiative and meet with neighborhoods regularly

Attend at least 9 meetings annually for each of the 7 Weed and Seed neighborhoods

•Provide meeting space for monthly neighborhood associations and provide support as needed

Attend 175 neighborhood association meetings annually

The City assists in the rehabilitation and construction of affordable housing in the community with the help of Neighborhood Stabilization Program (NSP) grants and the Housing Development Corporation of Rock Hill (HDCRH).

38

QUALITY COMMUNITY Goal: Offer a variety of opportunities to engage citizens, build public trust, and encourage civic pride Enhance current communication methods to effectively provide a variety of information to the City’s various audiences.

•Use the utility connection process as an opportunity to get email addresses to push information to our customers who receive City services

By 9/1/2015

•Continue to host Operations Center Open House

Once every three years

•Create an ongoing series focusing on City messages that is marketed through local media

One video message per month

•Utilize printed publications to communicate city information to new residents

Create an information booklet by 12/31/2016

•Utilize printed publications to communicate city information to visitors

Create a brochure by 6/30/2016

•Utilize electronic and printed publications to communicate City information to existing customers

Distribute a quarterly newsletter

The City distributes a quarterly newsletter that highlights current events, important developments, and contact information for key city leaders. This newsletter is available on the City’s website and included as an insert in our utility bills.

39

QUALITY COMMUNITY Goal: Offer a variety of opportunities to engage citizens, build public trust, and encourage civic pride Promote and encourage sense of place and civic pride.

•Engage residents who commute to North Carolina

Institute one new ad strategy per year

•Increase the number of people who engage in the City's social media efforts

By 10% annually (Facebook and Twitter)

•Decrease the average vacancy age for boards and commissions' openings

Under 60 days

•Support the Inside Rock Hill Alumni Advisory Board

Attend 100% of meetings

Enhance public trust by sharing information in an accessible, convenient manner.

•Identify alternate locations to hold public forum groups

Hold at least three meetings per year

•Meet with community organizations and civic groups in order to facilitate communication and build community advocates

Hold at least six meetings per year

•Hold focus groups to gauge community support of general city projects

At least 4 focus groups per year

•Hold focus groups to gauge customer service feedback of city services

At least 4 focus groups per year

The City’s Boards and Commissions are an important part of the City.

Volunteers review detailed information regarding relevant topics and make recommendations to City Council. Information on each Board/ Committee is available on the City’s website.

40

A.W. Huckle City Beautification Fund Committee Airport Commission Appointments Committee Commission For Children and Youth Community Relations Council Construction Board Of Appeals Downtown Parking Management Commission Fire Prevention Code Board Of Adjustments And Appeals Housing Authority Commission Mayor's Committee For People With Disabilities Planning Commission Property Maintenance Code Board of Appeals Public Parks and Recreation Commission Rock Hill Board of Historic Review Rock Hill Clean and Green Board Rock Hill Tree Commission Stormwater Advisory Board Tourism Commission Traffic Commission Zoning Board of Appeals

QUALITY COMMUNITY Goal: Cultivate partnerships that encourage a wide range of cultural, recreational, and educational opportunities for all ages Work with community partners to expand cultural, educational, and leisure opportunities.

•Continue to support the Rock Hill School District and its teachers with the Challenge Based Learning initiative

At least four meetings per year with the CBL team

•Provide artistic and cultural programs that are co-sponsored by City partners

At least 2 artistic/cultural events per year

•Support vocal and instrumental students in downtown businesses

3 new venues per year

Work with community partners to develop social opportunities for all residents inclusive of special populations, retirees, teenagers and seniors.

•Offer alternative sport and adventure based opportunities to the teen population

One event per year

•Increase the number of sanctioned youth at the BMX Supercross Track

By 10% annually

•Increase the number of certified youth at the Velodrome

By 5% annually

•Hold a "bike fair" for families to get information on helmets, clothing and exposure to the track

Twice per year

•Provide an opportunity for special populations to participate in cycling at the Rock Hill Outdoor Center

One event per year

•Develop a cross-country trail at the RHOC and encourage youth involvement

By 6/30/2017

•Increase the number of retirees and seniors who participate in the O.W.L.S. Club

Add 30 members each year

•Investigate opportunities for partnerships to address significant social issues in the community

By 12/31/2016

41

QUALITY COMMUNITY Goal: Cultivate partnerships that encourage a wide range of cultural, recreational, and educational opportunities for all ages Continue to provide, support, and promote health and wellness initiatives.

•Promote an active lifestyle through the "Eat Smart, Move More" campaign

One event per year

•Track the number of exercise classes and participation for youth and adults at all recreation centers

By 6/30 Annually

•Complete the I‐77 crossing of the Galleria Greenway as part of the Trails and Greenway Master Plan

By 6/30/2018

•Increase the number of marked family‐friendly bike routes

By one route per year

Work to foster social, racial, and cultural acceptance and promote community inclusiveness by identifying, planning, and participating in events that promote diversity and inclusiveness.

•Partner with the Youth Council to host events that promote diversity and inclusiveness

Hold at least two events per year

•Partner with the City of Rock Hill Community Relations Council to host events that promote diversity and inclusiveness •Complete the Woolworth Walkway project

Hold at least three events per year By 6/30/2016

There are many family-friendly bike routes throughout the City. Maps are available that show specific routes, e.g. how to bike from one park to another. The City plans to add one new marked, family-friendly, bike route per year.

42

QUALITY COMMUNITY Spotlight: City Outreach Reaching out to our community is very important to the City. With the help of multiple partners, the City is able to enhance the Quality of Life of our citizens. These programs and events add to our great community.

Once a quarter, the Rock Hill Police Department (RHPD) holds Coffee with a Cop. This no agenda event gives the public an opportunity to informally interact with the RHPD.

The City of Rock Hill, Rock Hill School District, York County Library, and other organizations have partnered together to promote the importance of reading.

The #1 Question: “Is it good for the children?” campaign seeks to accomplish two goals. It makes our community aware of existing youth resources. It also helps the community recognize how decisions impact the children and youth of Rock Hill.

In the summer, city employees collect fresh fruits and vegetables. This produce is then donated to Pilgrim’s Inn and Project Hope to give healthy food options to those in need.

43

www.cityofrockhill.com/transparency

City of Rock Hill 155 Johnston St. PO Box 11706 Rock Hill, SC 29731 www.cityofrockhill.com