March 2018 Monthly Performance Report with additional context

Monthly Performance Report March 2018

Goal: Provide high quality public safety and judicial services

70% within 5 minutes strategic goal

on track

Police Response Time & Crime Rate The Rock Hill Police Department set a strategic goal for the FY2016FY2021 to respond to 70% of Priority One calls, as determined Rock Hill Police Dispatch, within five minutes.

This goal has been achieved and maintained.

Although over the past 12 months, violent and property crimes have been trending down; violent and property crimes have increased over the industry standard five-year average.

The Rock Hill Police Department continues to face the nation-wide challenge of recruiting qualified officer candidates and the state-wide challenge of scheduling new recruits to attend the State-run Criminal Justice Academy.

Violent Crimes Count January

32

February

17

March

31

2% Reduction in Violent Crime (Five Year Average) strategic goal not on track

Property Crimes Count January

237

February

204

March

214

1% Reduction in Property Crime (Five Year Average) strategic goal not on track

Goal: Provide high quality public safety and judicial services

Warrants

January

February

March

Received

247

253

234

Served

245

226

243

Court Cases

Disposed/ Discharged exceed New strategic goal

not on track

Warrants & Court Cases Rock Hill Municipal Court works with the Rock Hill Police Department to process and serve two types of warrants. An arrest warrant is issued by a judge when they believe that there is probable cause that a crime has been committed and the person who committed it is identified; a bench warrant is issued when a defendant does not appear for a court date or for a subpoenaed witness.

The warrant process has undergone significant change at the State level, due to instructions from SC Chief Justice Beatty on 7 November 2017 under which all active bench warrants that were pending service were withdrawn and are being reviewed by the court to ensure they comply with constitutional due process.

In the FY2016—FY2018 Rock Hill Strategic Plan, the object of “Efficiently manage the Municipal Court’s caseload” is measured with “Number of cases disposed of, and under conditional disposition, exceed the number of cases files”. Chief Justice Beatty’s instructions on how to better ensure the protection of a defendants rights has significantly slowed the process for disposing of cases. The new procedures include continuing cases and issuing bench warrants for failure to appear. If a bench warrant for failure to appear is not served the case may never be disposed of. Once the bench warrant is served, the defendant is given a new court date.

Goal: Provide high quality public safety and judicial services Priority 1 Call Response Times

March

Fire Calls

81%

90% Priority 1 Fire Calls within 5 minutes strategic goal not on track

Medical Calls

81%

90% Priority 1 Medical Calls within 5 minutes strategic goal

Average Response Time t Priority One Calls—4.7 minutes

not on track

Below 0.9 fire incidents per 1,000 strategic goal

on track

0.7

12 Month Rolling Average

Fire Incident Rate

Fire Incident Rate— 3.62 fire incidents per 1,000

Fire & Medical Response Time Rock Hill Fire Department has a strategic goal to respond to 90% of all Priority One fire and medical calls, as identified by York County Fire dispatch, within five minutes. The number of Priority One calls has been trending up, and for March 2018 the response time measure has not been achieved.

The Fire Department is using the budget process to explore the possibility of realigning resources to busier fire stations which would improve the response times and reach their targets.

Additionally, these improvements to Fire Service will allow the Fire Department to maintain its ISO 1 certification, which ensures that resources, training and all aspects of the Fire Department are optimal and positively affect residents’ private insurance rates in the fire service area.

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Goal: Provide high quality public works and stormwater services

100%

383

64

Potholes Repaired within 2 days

Miles of streets swept MS-4 Requirement clean basins strategic goal

on track

12

CORH Traffic signs installed 100% Pothole work orders completed in 2 days strategic goal on track

Utility cuts Repaired

Update all City owned street signs by 6/30/2018

strategic goal



Stormwater and Street Maintenance Sweeping streets and other on-going Stormwater and Public Works operations all contribute to Rock Hill’s requirements under the Clean Water Act. Rock Hill Public Works has kept up with these requirements. Additionally, these actions, along with clearing catch basins and culverts, lessen instances of flooding and protects people and property.

As part of the FY2016—FY2018 Strategic Plan, there was an emphasis on street maintenance, particularly potholes, which had been a frequently voiced concern of residents. Two specific pothole trucks were put out on the streets of Rock Hill, enabling the pothole crew to fix potholes within two days of them being reported. Utility (water) improvements at the same time as road improvements has reduced the number of future utility cuts; however, this would need further analysis to say with certainty.

Goal: Provide high quality parks, recreation and tourism services

Total Users

January

February

March

Parks

45,900

60,277

82,888

Recreation Centers

13,174

15,797

16,230

Parks and Recreations User Counts Parks, Recreation, and Tourism (PRT) tracks user count for all the Rock Hill parks and participants at City recreation centers. Tracking the number of residents and visitors using facilities enables PRT to align resources, plan maintenance, and add programming that will interest residents.

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Goal: Provide high quality electric, water and sewer services 2.64

ASAI— System was available

min

CAIDI—Avg

SAIDI—Avg

Electric Service

99.99%

35.57

min

Interruption duration

customer interruption

Less than 162.08 minutes SAIDI

Less than 85.26 minutes CAIDI

99.95% ASAI

strategic goal

strategic goal

on track

on track

strategic goal

on track

Electric Reliability Rock Hill Electric uses three different measures to monitor reliability. The System Average Interruption Duration Index (SAIDI) measures the system-wide average power outage duration per customer; the Customer Average Interruption Duration Index (CAIDI) measures the average duration of a power outage per interruption; and the Average Service Availability Index (ASAI) measures the percentage of time the system is available. Everything from thunderstorms to cut lines to an animal encounter can affect these measures. Crews are mobilized to lessen the duration of issues and equipment automation is deployed to minimize the impact of events. The City is using newly installed distribution automation equipment, field SCADA devices, and system modeling software to help responders quickly identify the specific areas where faults occur in order to help improve restoration times.

2016

March Average

Water Flow

Raw Water Finished Water

2017

2018

Wastewater Average March daily flow of the Manchester Creek Wastewater Treatment Plant

15.8

17.0

17.7

MGD

MGD

MGD

14.9

15.6

MGD

MGD

2016

10.6 MGD

17.0

2017

9.9 MGD

MGD

2018

11.16 MGD

Water and Wastewater Water and wastewater are impacted by weather and seasons; March is not typically a high use month and the data above reflects that. Staff works to limit the amount of water lost, potentially due to leaks, by tracking the difference between the finished water which leaves the plant and the amount that is sold to customers.

The amount of raw water pumped, in millions of gallons per day (MGD), has been increasing due to demand. The City is in the process of increasing the treatment capacities of, and making upgrades to, both the Water Filter and Wastewater Treatment Plants. These works are to improve the plant’s operational efficiencies and enable Rock Hill to provide quality water and sewer services for its future projected customer growth.

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Goal: Provide high quality economic development services 200 new jobs by 6/30/2018 strategic goal

ď ?

78

Jobs created Open for Business

298 Permits issued

$62

million valuation of permits

547 Building inspections

Open for Business The Planning Department provides economic development services through the Open for Business program. Open for Business assists new businesses through the various permitting and license requirements. One measure from the City Strategic Plan for Open for Business is to create 200 jobs through assistance from FY2016 to FY2018. Seventy-eight jobs are attributed to Open for Business in March 2018 alone; this target has been achieved.

Goal: Ensure exceptional customer service and proactive communication through accessible, responsive, and knowledgeable employees

62

325

seconds Hold time

Hold less than 90 seconds strategic goal

not on track

New Twitter followers

2:37

minutes Talk less than 2:30 minutes

Talk time

strategic goal

not on track

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Utility Call Center Hold Time and Talk Time Rock Hill Utilities are in the process of major changes, including installing new, state of the art, meters. Hold times have been above the target range for 21 of the last 22 months and talk time has exceeded the target for 8 of the last 22 months. Customers have experienced longer hold times and slightly longer talk times due to the challenges associated with the meter install coupled with the ability to handle more complex and information based calls.

As Utilities works through the new meter installations and to adequately address customer concerns during a call, work has begun on process improvements, both short-term and long-term, to improve the customer experience. Multiple departments have come together to map the various customer processes and create training documents to ensure consistent and streamlined customer service.

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Goal: Create a vibrant Knowledge Park area

Knowledge Park

March

Facebook Likes

18,879 March

Old Town Events

1

5.6%

10% Increase in site traffic

Increase over June 2017

strategic goal

YTD

17

not on track

20 Old Town events a year strategic goal on track

Knowledge Park Knowledge Park is an economic development strategy for bringing jobs, businesses, residents and activities to the center of Rock Hill. Engaging Rock Hill citizens through marketing and events is a key part of this strategy. Two ways is being done is through social media and sponsoring events in the Old Town area to bring in residents and visitors to the area. Social media activity has been an initiative for FY2018, to get the word out about Knowledge Park.

Goal: Contribute to the success of the community’s business parks

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Active Prospects

$313 million

Potential Investment

1,574

Potential New Jobs

Business Parks Businesses are constantly exploring opportunities to relocate or expand in Rock Hill. Above is an update on prospective companies—companies who have Rock Hill on their short list of preferred locations. The Rock Hill Economic Development Corporation (RHEDC) works with York County Economic Development to track and negotiate with potential new business employers who are considering moving to Rock Hill and York County.

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Goal: Create a vibrant Knowledge Park area Knowledge Park Action Plan Community input is critical to the success Hold at of Knowledge Park. To that end, the Ecoleast one nomic and Urban Development Departstakeholder meeting ment is coordinating an Action Plan for the in the evolution of Knowledge Park area that will establish specific work prostrategic goal grams for the next 5 years. Work began in  February, in earnest, on the Knowledge Park Action Plan. Eight actions teams, are developing recommendations that will be included in a community presentation on June 21. Action Teams are being facilitated by an Action Team leader and a City staff liaison. The community can keep up to date with progress using the website knowledgeparkrocks.com

Goal: Support the study and development of key city corridors

$52

Permit Activity FY2018 YTD

$2

million Cherry Rd

million Galleria

Cherry Rd See $1 million in new development

Galleria See $1 million in new development

strategic goal

strategic goal





$51K Saluda

Saluda See $1 million in new development strategic goal not on track

Key Corridors—Subarea Plans and Economic Development Goals Subarea plans are plans that study smaller areas of the City and provide development goals and policies unique to that area. Subarea plans could include neighborhood plans, corridor studies, and downtown master plans. The permit activity in the subareas of Cherry Road and Saluda Road is monitored to show non-residential permits that have been obtained fiscal year to date, with a goal to have $1 million in new development in each subarea each fiscal year. One million dollars in investment in the Galleria area is an Economic Development goal that was included in the strategic plan, but does not have a subarea plan. The same methodology is used to monitor permit activity in the Galleria area.

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Goal: Strengthen neighborhoods through partnerships that promote community, identity, and livability

5

4

YTD 20

Demolitions YTD 23

20

30

Rehabilitations

Rehabilitations strategic goal



Demolitions strategic goal on track

17

Neighborhood meetings

YTD 151

175

90%

Voluntary compliance rate

66%

Neighborhood meetings

Voluntary Compliance

strategic goal

strategic goal

on track

on track

Housing and Neighborhood Services Housing and Neighborhood Services forms partnerships between neighborhood residents, the business community, and local government to create a safer, healthier, and friendlier environment.

This mission is measured by the number of home rehabilitations and demolitions (depending on the need in the neighborhood) as well as availability to neighbors by attending their meetings. Enforcement of Rock Hill Codes and Ordinances also supports safer neighborhood environments.

These measures are all on target. Additionally, below is a breakdown of different types of Code Enforcement cases opened in March 2018. Nuisance code issues are by far the most prevalent.

The majority of open code enforcement cases are classified as a “Nuisance”. “Nuisance” violations include graffiti, overgrown grass, yard debris, and junk/derelict vehicles.

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Goal: Offer a variety of opportunities to engage citizens, build public trust, and encourage civic pride

Engagement

February

Website Visits

March

56,471

10% increase in social media engagement

63,583

strategic goal

on track

March

Facebook Likes

39%

5,954

increase over June 2017

Website and Social Media Rock Hill has a strategic goal to “Offer a variety of opportunities to engage citizens, build public trust, and encourage civic pride”. This is measured with a count of website visits and Facebook likes. The website visits fluctuate based on community events; for example, in July 2017 Rock Hill hosted the BMX World Championships and website visits spiked to 101,798 visits. City of Rock Hill Facebook likes have seen a steady increase.

Goal: Cultivate partnerships that encourage a wide range of cultural, recreational, and educational opportunities for all ages

257 Therapeutic Recreation participants

Provide opportunities for special populations

Add 30 O.W.L.S club members

strategic goal

strategic goal

on track



72

O.W.L.S. Club new member FYTD

Total Member

690

Programs for Special Populations Parks, Recreation & Tourism conducts programing to provide recreation opportunities for special populations. Two of these programs are O.W.L.S. therapeutic recreation program focuses on providing meaningful experiences through leisure activities for children and adults who are disabled. Both of these programs have been popular and well utilized by the community.

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City of Rock Hill 155 Johnston St. PO Box 11706 Rock Hill, SC 29731 www.cityofrockhill.com 12