May 2019 Monthly Performance Report

May 2019 Monthly Performance Report The City of Rock Hill has developed a service strategy with three main ini a ves.

Serving embodies our commitment to the community. The City provides a number of important core services— services that promote a livable and safe community. We provide innova ve and efficient service solu ons for our customers.

Engaging represents our responsibility to ac vely communicate and connect with our residents. Placing an emphasis on public trust, inclusivity, and empowerment we are focused on moving Rock Hill from a successful to a significant city.

Growing encompasses our pledge to work together to encourage balanced growth in our community. Individual success and a vibrant, sustainable local economy are vital to our shared prosperity.

This report provides monthly performance data on the City’s ongoing key metrics. This is intended to give a monthly overview of progress that has been made on the City’s strategic goals. For more detailed informa on on the Strategic Plan and other performance informa on, please see reports and dashboards at www.cityofrockhill.com/transparency.

Serving Average Public Safety Response Time (in minutes) Police

Fire

3.30

6.40



We target Police and Fire to be under 4.7 minute average response me.



Response mes are measured so that the data is comparable to other jurisdic ons.

Violent and Property Crime April 2017 to May 2019 

Violent and property crimes trending down over the five-year average.



The City faces a State-wide challenge of scheduling new recruits to a end the State-run Criminal Jus ce Academy.

Serving 

Resource Educa on & Development Ini a ve (REDI) targets a specific neighborhood, Catawba Terrace, with addi onal resources appropriate to that neighborhood’s needs.

Voluntary Compliance



Voluntary compliance is a measure of what percentage of property owners bring their property back to compliance a er a cita on.



Target for voluntary compliance is 75%, both in the city as a whole and the REDI neighborhood.

City

REDI Neighborhood

81%

100%

U li es Call Center—Wait Time 

U li es are in the process of upda ng to new meters.



Customers in May were affected by the following: ▪Ques ons related to meter installa ons.

▪More complex calls from customers.

▪Wait me was affected by the addi on of new staff.

U li es—Electric Reliability 

System Average Interrup on May 2019 Dura on Index (SAIDI) SAIDI measures the system-wide 95.55 Minutes average power outage duraon per customer.  The SAIDI target is less than 160.18 minutes.  Crews are mobilized to lessen the dura on of issues and equipment automa on is deployed to minimize the impact of events.

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‘REC in a Box’ Par cipants 

Recrea on, Educa on and Community (REC) in a Box is a new program for FY2019.



A baseline of May 2019 number of 1,110 Par cipants events is established to create a future target.



Parks, Recrea on & Tourism (PRT) will bring the fun to residents.

Engaging Old Town Events April 2017 to May 2019 

Rock Hill sponsors and supports Old Town and sports tourism events throughout the city.



No “Only in Old Town” events held in February, consistent with the previous year.



Over the last 12 months, there have been 36 “Only in Old Town”, City-sponsored events.



The target for Old Town events is two events each month.

Outreach 

Therapeu c Recrea on Program Par cipants May 2019—162 par cipants Target—Increase by 5% each year (on track)

Outreach efforts are measured in part with a count of website visits and “Only in Old Town” Facebook likes.  We tailor our message to offer web content that translates into a format that will best reach the community.  PRT targets programs for special popula ons providing meaningful experiences through leisure ac vi es for children and adults who are disabled.

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Growing

Plan Review Time

Knowledge Park 

The Knowledge Park Ini a ve is an economic development strategy for bringing jobs, businesses, residents and ac vi es to the center of Rock Hill.



A public engagement effort resulted in the Knowledge Park Ac on Plan (details at knowledgeparkrocks.com)



The majority of strategic goals for Knowledge Park are project based and long-term.

University Center construc on, May 2019



Strategic goal to deliver City services that enhance safety and efficiency for the business community.



Plan review me for new commercial buildings and civil construc ons target is less than seven business days.

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For more details, see the Development Ac vity Report compiled by Planning at cityofrockhill.com/departments/planning-and-

Private Investment 

Strategic goals are as follows:  Support private development in the Albright/Saluda Corridor.  Iden fy and study the next key corridor  Target is $1 million in new private investment in the Saluda corridor annually.

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