Monthly Performance Report May 2020

May 2020 Monthly Performance Report The City of Rock Hill has developed a service strategy with three main initiatives.

Serving embodies our commitment to the community.

Engaging represents our responsibility to actively communicate and connect with our residents.

Growing encompasses our pledge to work together to encourage balanced growth in our community.

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 information on the Strategic Plan and other performance information, please see reports and dashboards at www.cityofrockhill.com/transparency.  March 13—Initial Governor’s declaration of State of Emergency Beginning in mid-March 2020, the City of Rock  March 15—State closure of public schools Hill began to see the effects of the State re March 17—State closure of bars and restaurants for dine sponse to COVID-19. While voluntary actions -in customers began earlier, the State response milestones  March 20—Governor’s second declaration of State of took place on the dates listed to the right.

Emergency  April 3—State closure of non-essential businesses  April 7—Statewide Home or Work Order  May 3—State authorize reopening—outdoor dining  May 11–State authorize reopening—indoor dining  May 12–Some PRT facilities opened; required reservaPublic Safety Response Time tions

Serving Police

Fire

3.4

6.6

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Target for public safety response time is under 5.4 minutes (average).

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Response times are measured so that the data is comparable to other jurisdictions.

Violent and Property Crimes May 2018 to May 2020 

Rock Hill began to see some initial changes in the types of crimes encountered by law enforcement with COVID-19 community response actions, most notably a decrease in property crime.

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RHPD continues monitoring changes after the South Carolina Governor’s reopening of some businesses.

Serving REDI & Voluntary Code Compliance 

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Voluntary Compliance

Resource Education & Development Initiative (REDI) target specific neighborhood Catawba Terrace with additional resources appropriate to neighborhood needs.

Voluntary compliance is a measure of what percentage of property owners bring their property back to compliance after a citation.

City

REDI Neighborhood

92%

95%

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

Call Center—Wait Time 

Utilities is in the final stage of updating all customers to new meters.

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Customers in May were affected by the following: ▪ Encouragement of customers to use online options during COVID-19 closures ▪ March 15 request from the Governor to stop customer utility shut offs continues through May.

Utilities—Electric Reliability 

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2

System Average InterrupMay 2020 tion Duration Index (SAIDI) SAIDI measures the system-wide average power outage 146.73 Minutes duration per customer.

The SAIDI target is less than 160.18 minutes.

Crews are mobilized to lessen the duration of issues and equipment automation is deployed to minimize the impact of events.

‘REC in a Box’ Participants 

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Recreation, Education and Community (REC) in a Box began in FY2019.

May 2020 A baseline of 0 Participants number of events is established to create a future target.

COVID-19 has greatly impacted all Parks, Recreation & Tourism (PRT) programs including REC in a Box.

Engaging

COVID-19 & Tax Revenue May 2020 continues the revenue impact from the coronavirus response in South Carolina.

Rock Hill Finance continues to carefully monitor revenue numbers as the situation changes. Overall, revenues improved in May with the annual budget shortfall improving from loss of $8 million to a $6.6 million shortfall in revenue, which can be attributed to changes in the public health response at the State level.

Photo credit: Honest Elderberry Co Facebook

Farmers Market at Legal Remedy Rock Hill residents who like farm fresh food or have just found the opportunities for self-reflection during quarantine a bit too much, the Saturday Old Town Farmer’s Market opened May. Guidelines to promote public health as we navigate the COVID-19 crisis, such as markings to aid social distancing and limitations on touching merchandise and sampling, are in place to keep customers and vendors as safe as possible.

Outreach

May 2020 Business License revenue is 62% of Business License revenue for May 2019, also an improvement over the April 53% collection rate. It should be noted, the deadline for renewing a Rock Hill business license has been extended until June 15.

Utilities revenue also improved slightly in May 2020 with a 96% collection rate over 95% during April 2020. Customers are not to be disconnected by request of City leaders and the Governor, but the order will be lifted and disconnections will resume the week of June 6.

Revenue from Sports Tourism continues to be significantly impacted by the State order severely limiting the size of events gatherings, but as restaurants re-opened to outdoor seating hospitality tax revenues improved in May. Going into June, the City will continue to monitor the quickly changing circumstances of the public health response.

3

Growing

Rock Hill major trails usage (Cherry/Hargett, Manchester, and Piedmont Medical Center trails) has increased by 154% from May 2019 to May 2020.

154%

Rock Hill Trails and Outdoor Facilities Plan Review Time

Park, Recreation and Tourism outdoor facilities have seen a marked increase in usage. The Piedmont Medical Center Trail alone experienced an uptick in users, from 12,014 users in May 2019 to 34,536 in May 2020, a 187% increase. Visitors to Glencairn Gardens increased by 21%, from 11,769 to 14,295. Fewell Park’s tennis courts also had a significant increase in users.

Other outdoor spaces which are not completely open, specifically playgrounds, had a 59% decrease in park users. Combined, the Boyd Hill, Emmett Scott, Fewell Park, and Northside parks and playgrounds saw 2,000 fewer users in May 2020 compared to May 2019.

Private Investment 

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4

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