cityofrockhill.com/transparency
TABLE OF CONTENTS
3
INTRODUCTION
QUALITY
6
SERVICES
16
PLACES
23
COMMUNITY
LEADERSHIP
MAYOR
A. Douglas Echols
CITY COUNCIL
John A. Black III Mayor Pro Tempore Susie B. Hinton Kathy S. Pender James C. Reno, Jr. Osbey Roddey Kevin Sutton
CITY MANAGER
David B. Vehaun
Introduction Rock Hill is a community where vision meets action. Our vision, led by Mayor and City Council, is informed by engaging citizens, the business community, and our many community partners. Our actions, carried out by City employees across various departments, engaged residents, and com‐ munity and business partners all play a pivotal role in moving us from vi‐ sion to reality. Success requires proper planning and appropriate action. By aligning re‐ sources with predetermined initiatives that are tied to a broader vision, the Strategic Plan assists us with using our limited resources deliberately and purposefully to accomplish meaningful goals that contribute to the overall quality of life in our community. The Strategic Plan is intended to serve as a road map which guides us from visions of having a safe, eco‐ nomically healthy community, for example, to the reality of having a com‐ munity with low crime rates and good paying jobs. DEVELOPING THE PLAN The Strategic Plan is updated every three years. Although the appropriate term length for a strategic plan is debatable, we have found three years to be short enough to acknowledge that we live in an ever‐changing world that requires occasional recalibration of goals and tasks but long enough to acknowledge that most goals require more than one year to be accom‐ plished. Each update to our Strategic Plan begins with the administration of a citi‐ zens’ survey conducted by an independent third party in which Rock Hill residents are randomly selected to provide satisfaction ratings regarding the City’s delivery of a variety of services. Keeping with the City’s strength‐ ened commitment to community engagement, in October 2011— for the first time in our strategic planning history— we held third party, independ‐ ently led strategic planning focus group sessions compromised of randomly selected residents. Survey data, focus group feedback, and progress on the previous Strategic Plan’s goals were discussed with Mayor and City Council during the January 2012 strategic planning retreat. After several months of collaboration among the Mayor, City Council, and city staff, the Fiscal Year 2013 through 2015 Strategic Plan was finalized. This Strategic Plan will guide the City from July 1, 2012 through June 30, 2015. THE PLAN After reviewing the ideas and feedback provided during the strategic plan‐ ning process, a clear recurring theme emerged: Rock Hill strives to be a city known for quality. A city known for providing quality services, having qual‐ ity places, and being a quality community. The FY2013‐2015 Strategic Plan has three focus areas: quality services, quality places, and quality commu‐ nity.
From Vision:
Manchester Meadows Master Plan:
After our success in the areas of tennis and softball/baseball, the City sought to expand our sports facilities. Manchester Meadows was designed to be a first‐rate facility that could serve the needs of local residents and serve as a site for soccer tournaments.
To Reality:
Since its 2006 construction, Manchester Meadows has captured the interest of park and soccer enthusiasts locally, regionally, and nationally. In summer 2012, Manches‐ ter Meadows will host the 2012 US Youth Soccer National Championships.
In addition to Manchester Meadows, our velodrome, tennis complex, future BMX track, and many baseball fields, continue to reinforce our success as a leader in sports tourism. To learn more about our facilities visit: www.rockhillrocks.com.
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We commit to provide quality services. We seek to offer quality places. We strive to be a quality community.
Quality Services: This focus area includes some of the most funda‐ mental responsibilities we have as being the local provider for services such as fire, police, water, sewer, electricity, public works, economic development, customer service, and parks, recreation, and tourism. Quality Places: This focus area involves ensuring that the City offers quality development and places for businesses and community life to flourish. This includes having a vibrant downtown and managing transformative development projects within our community, such as Riverwalk and the Bleachery. Quality Community: This focus area addresses several quality of life initiatives such as supporting neighborhoods within our City, fostering a diverse and inclusive community, building public trust, and encour‐ aging public engagement.
SERVICES Public Safety Economic Development Public Works Utilities Customer Service Parks, Recreation, Tourism
PLACES Old Town/Downtown Business Parks Cherry Road Galleria Area Saluda Street Transformative Projects:
Riverwalk Downtown East Bleachery
COMMUNITY Quality of Life Neighborhoods Civic Engagement Public Information Planning & Development
Accomplishing the goals within these three focus areas will require hard work and addressing numerous activities in a variety of areas. Our Strategic Plan activities are predicated on three simple, yet fundamental stages of accom‐ plishing a goal: planning, acting, and evaluating. Our formula for success is to Our award‐winning Strategic Plan has enhanced our organi‐ plan properly, act appropriately, and evaluate continuously. zation’s transparency and ac‐ countability.
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Plan properly – Planning activities relate to our ability to plan for the future. Planning activities often precede any action and may involve re‐ searching best practices, meeting with partners or conducting master planning for infrastructure improvements. While these activities may seem trivial, they are important because they prepare the foundation for future success.
Act appropriately – Action activities relate to our ability to meet desired achievement and service levels and often involve implementing ele‐ ments from the planning phase. Examples of action activities are meet‐ ing police response time goals or revising incentives to enhance business recruitment efforts. Action activities are important because they have tremendous impact on whether we will have successful outcomes.
Evaluate continuously – Evaluation activities relate to the effectiveness of both our planning and our actions. Are we seeing a reduction in crime? Do citizens feel safe after dark? Have our marketing efforts successfully recruited new businesses? Evaluation measures are important because they tell us whether our planning and actions are producing the desired outcomes.
A unique feature of Rock Hill’s Strategic Plan is the inclusion of defined performance targets which provides us with the op‐ portunity to measure our pro‐ gress on accomplishing our goals and ultimately our vision.
ARE WE THERE YET? When using a road map, it is important to be able to recognize when you have arrived at your desired destination; the same can be said for strategic planning. One of the most distinctive features of our Strategic Plan is its inclusion of performance targets. Our Strategic Plan goes beyond aspiring for robust economic development and safe neighborhoods; Rock Hill’s Strategic Plan clearly states how success will be defined. Whether the goal is to add 500 new jobs in three years or to reduce violent crime in our downtown area by two percent annually, the standards by which the City will be judged are explicitly stated in the Strategic Plan. Because our performance targets are set with appropriate rigor, perfection is not expected; how‐ ever, ensuring appropriate progress towards accomplish‐ ing our vision and communicating that progress to our stakeholders is important – as it supports our commitment to transparency and accountability. JOIN US ON OUR JOURNEY We encourage you to follow our progress as we address the tasks and goals included in the FY2013‐2015 Strategic Plan. Each year the City pub‐ lishes mid‐year and year‐end progress reports that quantify our progress at meeting the performance targets included in the Strategic Plan. Using both quantifiable data and narrative information, these reports provide mean‐ ingful information on both successes and challenges. To complement the semi‐annual progress reports, the City has a Performance Dashboard which provides monthly progress updates on many of the goals included in the Strategic Plan. Progress reports and the Performance Dashboard are available on the City’s website – cityofrockhill.com/transparency.
Our progress reports and perform‐ ance dashboard provide official updates on the City’s progress at addressing the performance targets outlined in the Strategic Plan.
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Award‐winning Quality Services Our services have received numerous awards and recognitions throughout the years. A few of these include: The Electric Division received the RP3 Platinum Award from the American Public Power Association for being a reliable public power provider (2009/2010, 2011/2012).
The Rock Hill Police Department was named a Flagship Agency by The Commission on Ac‐ creditation for Law Enforcement Agencies (CALEA) for continually demonstrating excel‐ lence in commitment to the CALEA accredita‐ tion process (2009).
The Parks, Recreation and Tourism Department was named Agency of the Year (population over 50,000) by the South Carolina Recreation & Parks Association (2010).
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Quality Services Many of our most fundamental responsibilities to our community are included in the Quality Services focus area. A few of these responsibili‐ ties include police, fire, public works, electric, water, sewer, and cus‐ tomer service. Goals
1. 2. 3. 4. 5.
Provide high quality public safety and judicial services Provide high quality public works and stormwater services Provide high quality parks, recreation, and tourism services Provide high quality electric, water, and sewer services Ensure exceptional customer service and proactive communication through accessible, responsive, and knowledgeable employees 6. Provide high quality economic development services Efficient and Effective Services Rock Hill is committed to using our financial and personnel resources in a manner that allows us to deliver services in an efficient manner. Our strategic plan includes several measures that monitor our staffing levels and compare them to other jurisdictions. Additionally, there are several measures that evaluate our ability to accomplish outcome goals such as reduction in crime and the creation of jobs. Affordable Services Ensuring that we provide affordable services is very much a part of providing quality services. Each year the City conducts a rate compari‐ son survey in which we compare our rates to other communities in our county, region, and state. The rate comparison findings are shared with Mayor and City Council during the budget development process each year. To access the rate comparisons, visit our transparency web‐ site: cityofrockhill.com/transparency and select Cost of Public Services.
Engaging Our Community: Citizen Survey Responses & Focus Group Feedback
♦♦♦ Quality of Police Services percent rated excellent/good 100 80 60 40 20 0
2003
2005
2008
2011
♦♦♦
Quality of Fire Services percent rated excellent/good
100 80 60 40 20 0 2003
2005
2008
2011
♦♦♦ “The guys who pick up our trash do a pretty good job where I live, and if they miss your trash, you can even call them and they’ll even come back around.” ‐focus group participant
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Quality Services Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
GOAL: PROVIDE HIGH QUALITY PUBLIC SAFETY & JUDICIAL SERVICES
POLICE SERVICES
Evaluate the efficiency and effectiveness of police services as it relates to reducing crime and increasing the commu‐ nity’s perception of safety Explore methods to improve response times By 6/30/2013
Explore methods to increase visibility in neighborhoods/patrol zones
By 1/1/2014
Respond to Priority One calls
Reduce citywide property crime per 1,000 residents from three year trend
70% within 5 minutes 2% per year
Maintain or reduce citywide violent crime per 1,000 residents from three year trend
Continue to increase the percentage of residents who feel very or some‐ what safe from violent crimes by three percentage points
Maintain or re‐ duce citywide vio‐ lent crime 68% 63%
Continue to increase the percentage of residents who feel very or some‐ what safe from property crimes by three percentage points Enhance the communication and delivery of police community outreach programs which will provide citizens the oppor‐ tunity to interact with police employees and learn about current police initiatives and performance
Hold Open House Inform the community about crime reduction and crime prevention activi‐ ties Attend community and neighborhood meetings and events
Biennially Create deliverable by 6/30/2013 75 per year
Community events and neighborhood meetings provide valuable opportunities for public safety employees and residents to interact. “I think the police should come out to the communities...not just patrolling, but actually just talking to people.” ‐focus group participant
Police Open House event
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Quality Services Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
Implement practices and strategies that contribute positively to the delivery of police services Address space demands at the Law Center Evaluate progress of Police workforce diversity/minority recruitment
Begin construction by 1/1/2013 By 6/30 each year
FIRE SERVICES Evaluate the efficiency and effectiveness of fire services and the community’s satisfaction with fire services Respond to top priority fire suppression calls Respond to top priority medical emergency calls Percent of fires contained to the room of origin Maintain percentage of residents rating fire prevention and education as excellent or good Maintain the percentage of residents rating fire services as excellent or good
90% within 5 minutes 90% within 5 minutes 62% 77% 95%
Provide community outreach programs which will provide citizens the opportunity to interact with fire employees and increase fire safety awareness in the community Reach 4,000 stu‐ Provide fire safety education programs to elementary school students dents per year Develop a fire safety program/initiative that targets adults By 6/30/2013 Attend community events and neighborhood meetings
4 per year
Implement practices and strategies that contribute positively to the delivery of fire services Increase the number of personnel with paramedic certifications
2 per year
Fire personnel maintaining required federal and state certifications in special operations Evaluate progress of Fire workforce diversity/minority recruitment
100% By 6/30 each year
JUDICIAL SERVICES
Efficiently manage the Solicitor’s Office caseload Dispose of jury trials efficiently
50% within 120 days
Efficiently manage Municipal Court’s caseload Number of cases disposed of, and under conditional disposition, exceed the number of cases filed
Disposed/ Conditional exceed cases filed
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Quality Services Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
GOAL: PROVIDE HIGH QUALITY PUBLIC WORKS AND STORMWATER SERVICES PUBLIC WORKS
Evaluate current services/programs and communicate program features to customers Develop initiatives to increase participation level in YardCart Program
By 10/1/2012
Evaluate YardCart program participation level
By 9/1 each year
By 1/1/2014 Create an interactive map for the City’s website that displays street clean‐ ing sweeping routes and schedules Create an interactive application that allows citizens to check road ratings By 6/1/2014 and learn about various road paving solutions Evaluate the efficiency of service delivery and explore opportunities for maximizing economies of scale Remain below median cost for operating and maintenance expenditures 25% below for refuse collections per ton of refuse collected Explore opportunities to appeal to additional commercial customers By 1/1/2014 Evaluate sidewalk and street infrastructure and address concerns in a methodical manner By 6/30 each year
Annually conduct an inventory and conditions assessment of City side‐ walks/streets Replace damaged sidewalk annually
At least 2,500 feet annually 30 ramps per year
Upgrade intersection ramps to comply with ADA requirements Upgrade street signage to comply with state/federal street signage regu‐ lation changes
600 signs per year
Citizen Survey: Rating of Street Repair 2011 2008 2005 2003 0
20
40
60
80
100
Percent excellent or good
“Some of the roads around here—they’ve come a long way in 35 years, but some of them could still come a long way.” ‐focus group participant From July 2009 through July 2012, the Public Works Department replaced over 11,700 feet of damaged sidewalk using existing financial and personnel resources. 10 cityofrockhill.com/transparency
Quality Services Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
Evaluate current funding and explore alternative funding for providing public services Increase organizational knowledge regarding road funding in South Caro‐ lina Finish C‐Fund report
By 1/1/2013 By 1/1/2013
Develop strategies for dealing with state roads, stormwater, and side‐ walks in neighborhoods
By 7/1/2014
$50,000 increase each fiscal year By 1/1/2014
Increase resurfacing/street paving funding in the City’s General Fund Seek changes in how C‐funds are allocated Seek legislation change that would allow local governments the flexibility to address citizen complaints regarding state roads without local govern‐ ments being required to assume future responsibility for the road
By 7/1/2014
Address the stormwater master plan Develop a phased implementation action plan to address the stormwater master plan
By 6/30/2013
GOAL: PROVIDE HIGH QUALITY PARKS, RECREATION, AND TOURISM SERVICES Evaluate park operations, enhancements, and efficiencies
Provide cross‐training to parks personnel for maintenance and operation duties Provide cross‐training to recreation personnel for recreation program‐ ming duties Provide web‐based facility rental to customers
By 7/1/2013
Provide web‐based program registration to customers for all PRT pro‐ grams
By 11/1/2014
By 7/1/2013 By 11/1/2014
Examine the most appropriate uses of existing parks, recreation, and tourism infrastructure and resources to meet cur‐ rent demand levels Provide Public Parks and Recreation Commission and the City’s Office of By 7/1/2013 Management & Budget with a report detailing usage levels and usage trends at all recreation centers and neighborhood parks Based on data from usage report, provide recommendations for repurpos‐ By 1/1/2014 ing facilities as appropriate Conduct a community dog park focus group and make recommendations to the Public Parks and Recreation Commission
By 1/1/2013
Evaluate program offerings using cost‐to‐serve methodology and com‐ plete annual assessments for determining future program directions
By 6/1 annually
Continue services and activities that enhance our sports tourism efforts
Meet with the Rock Hill Sports Marketing Alliance regularly
Quarterly
Identify potential Sports Commission members and hold a first meeting
By 6/1/2013
Work with local, state, and national organizations to host quality sports tourism events at Manchester Meadows, Rock Hill Tennis Center, Cherry Park/Hargett Park/Terry Complex and Giordana Velodrome
Host 4 regional, state, or national events
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Quality Services Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
Evaluate sports tourism’s economic impact
Evaluate sports tourism’s financial impact annually (calendar year)
$ financial impact
Evaluate the number of hotel nights created as a result of sports tourism activities
Number of hotel nights
Build awareness and enhance the City’s nature based tourism efforts
Host tourism events at Glencairn Garden
At least 4 events annually
GOAL: PROVIDE HIGH QUALITY ELECTRIC, WATER, AND SEWER SERVICES
Evaluate electric operations to ensure operational efficiency and customer service are maximized Identify high traffic areas that require adjustments to traffic signal syn‐ chronization
By 6/1/2014
Begin tracking system average interruption duration index (SAIDI), cus‐ tomer average interruption duration index (CAIDI), and average system availability index (ASAI) to develop benchmarks for improving overall sys‐ tem operation Implement Outage Management System
By 6/1/2013
Identify the five worst power outage areas inside the City limits and de‐ velop plans to improve reliability through operational and capital im‐ provements
By 1/1/2013 By 6/1/2015
Sports Tourism Economic Impact $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0
By Year Cumulative
2009
2010
2011
Giordana Velodrome—Rock Hill’s newest sports facility
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Quality Services Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
Evaluate the efficiency and effectiveness of water operations
Comply with EPA and DHEC drinking water standards
100%
Remain above the American Water Works Association (AWWA) median for the amount of water delivered per employee
Above median
Evaluate the efficiency and effectiveness of wastewater operations
Comply with EPA and DHEC wastewater treatment standards Remain above the median for the amount of wastewater processed per employee Address the electric system’s maintenance and expansion needs
Complete electric capital projects according to the Capital Improvement Plan (CIP) schedule Evaluate trim cycle per substation/circuit Examine how rate structure/electrical system could be leveraged to at‐ tract new customers and industries
100% Above median
90% of CIP pro‐ jects completed during scheduled fiscal year Attain industry standard cycle By 6/30/2014
Address the water system’s maintenance and expansion needs
Complete water capital projects according to the Capital Improvement Plan (CIP) schedule Complete wholesale contract negotiations
90% of CIP pro‐ jects completed during scheduled fiscal year By 1/1/2013
Address the wastewater system’s maintenance and expansion needs
Complete wastewater capital projects according to the Capital Improve‐ ment Plan (CIP) schedule
90% of CIP pro‐ jects completed during scheduled fiscal year
GOAL: ENSURE EXCEPTIONAL CUSTOMER SERVICE AND PROACTIVE COMMUNICATION THROUGH ACCESSI‐ BLE, RESPONSIVE, AND KNOWLEDGEABLE EMPLOYEES Implement strategies that inform customers about specific public projects and initiatives, such as service interruptions, road work, utilities work, and zoning changes Develop door knockers that front‐line employees can use to notify cus‐ tomers of planned service interruptions
By 1/1/2013
Develop a communication checklist to assist with informing affected par‐ ties
By 1/1/2013
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Quality Services Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
Evaluate and implement features/practices that will enhance customer service accessibility Monitor the Call Center’s average call wait time
Average call time 3 minutes or less 90 calls per day per full time agent 10% increase in online service re‐ quest activity per fiscal year By 1/1/2015
Ensure Call Center operates efficiently; monitor the average calls per day per full time agent Expand and encourage the use of online service requests module via City website for customers and employees
Establish process to provide customized electronic notifications via email, text, and phone based on customer selection At least 2 new Expand customer access to online services by equipping City facilities with technology points, such as kiosks or open computer terminals technology points Explore creation of mobile smart phone application for customers to sub‐ By 1/1/2014 mit service requests Provide comprehensive employee training and education regarding the importance of customer service and customer‐ focused communication in our organizational culture Provide customer service training to new employees 100% of new hires Develop and implement employee training on the Good Neighbor Values campaign
By 1/1/2013
Citizen Survey: City Employees otlight: Service Sp all Center Customer ill has a C H k c o R f agents City o er service m While the to s u c r ch year, y fou 0 calls ea 0 staffed b ,0 0 2 1 r g high le ove at providin ery th who hand s e v e li e f ev rmly b the job o is e Rock Hill fi ic rv se stomer stomer rovides cu p quality cu y it C e h yee. T ar. city emplo g throughout the ye in in service tra
2003
2005
2008
2011 84% 72%
Overall impression
64% 71% 81% 74%
Courtesy
68% 71% 84% 66%
Responsiveness
63% 71% 87% 73%
Knowledge
77% 75% 0%
50%
Percent “excellent” or “good”
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100%
Quality Services Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
GOAL: PROVIDE HIGH QUALITY ECONOMIC DEVELOPMENT SERVICES
Market Rock Hill as a preferred location for business growth Complete a redesign of the www.RockHillUSA.com website that will pro‐ vide prospects a fully interactive experience in evaluating locations
By 1/1/2014
Hold marketing events for area brokers
2 events/3 meetings per year
Promote a business‐friendly environment that supports business growth and recruitment
By 6/30 each fiscal year 2 meetings each year
Prepare a competitiveness analysis each year Host meetings with developers and small business owners to solicit advice on how the City can support their efforts Re‐recruit existing businesses by meeting with local business
2 meetings per month Meet quarterly
Meet with the owners of Antrim regularly to discuss business recruitment Support the creation of full time jobs in the City’s business parks
500 new jobs in 3 years $50 million in new investment
Solicit and support new business investments in the City Support RHEDC as a key economic development leadership and investment organization
40 meetings per year
Provide staff support to the RHEDC board and all RHEDC Committees Create an economic development investment fund as a joint effort of the City and RHEDC Support and manage RHEDC investments
By 1/1/2013
2 investment pro‐ jects by 6/30/2015
Develop strategies to improve Rock Hill’s position in Columbia and the Charlotte region Strengthen relationship with the SC Department of Commerce
Encourage local leaders to seek positions with state‐wide organizations that influence economic development
Facilitate the City’s membership in New Carolina by identifying local lead‐ ership to participate in planning activities with New Carolina Explore possible relationships with South Carolina’s research universities to support economic development efforts in Rock Hill
Participate in Charlotte Regional Partnership activities
2 staff visits to Co‐ lumbia/2 events in Rock Hill per year 3 local leaders repre‐ sented on state‐wide organizations by 6/30/2015 Representation on 2 cluster task force groups by 6/30/2015 Contact economic development official at each of the 3 re‐ search universities by 1/1/14 Attend 6 meetings per year; host 1 meeting in Rock Hill
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Award‐winning Quality Places Our quality places, and the events that take place at these venues, have received numerous awards and recognitions throughout the years. A few of these include:
Our vibrant downtown sets the stage for the annual ChristmasVille event– which turns downtown Rock Hill into a charming, picturesque holiday village and outdoor art festival. ChristmasVille was named South Carolina Event of the Year by the South Carolina Festival and Events Association (2008, 2009, 2010, 2011).
The Cotton Factory was named the Best Commercial/Retail/Non‐residential Historic Rehabilita‐ tion Project by the National Housing and Rehabilitation Association (2009).
Glencairn Garden was named Attraction of the Year by the Olde English District Commission (2010).
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Quality Places An important part of fostering our community’s success is to ensure that we have quality areas, business parks, and overall development to offer residents, visitors, and potential businesses. Currently the City and many of its community and business partners are undertaking transformative development projects within our community, such as Riverwalk, Downtown East, and the Bleachery. Goals
1. Create a vibrant Old Town 2. Provide support for major development projects throughout the community 3. Contribute to the success of the community’s business parks Transformative Vision and Projects Thanks to visionary civic, business, political, and administrative lead‐ ers, a variety of exciting projects are unfolding in our community. Old Town—The City continues to promote and market the Old Town area as a key component to the City’s continued success. Old Town serves as host to many of the City’s cultural and so‐ cial events. Old Town Amphitheater crowd at the Charlie Daniels concert. Riverwalk— Riverwalk is a multi‐phased, mixed‐use development that will boast an unparalleled collection of amenities, including the 3‐mile Piedmont Medical Center Trail, that is part of the greater Carolina Thread Trail system, and the Giordana Velodrome at the Rock Hill Out‐ door Center. To learn more about Riverwalk, visit www.riverwalkcarolinas.com.
Engaging Our Community: Citizen Survey Responses & Focus Group Feedback
♦♦♦ Support Center City/Old Town Redevelopment Efforts percent strongly/somewhat support
100 80 60 40 20 0 2008
2011
♦♦♦ “I think if you develop Old Town, I think it’s something that the entire community can enjoy, and it might be something that can bring the entire community to‐ gether” ‐focus group participant ♦♦♦ “If they can turn the Bleachery into part of downtown and expand, then the more you make a center city or an epicenter in the community or kind of like the place where everybody can come together and –I think once you create that, that’ll help... if you’ve got one central commu‐ nity, a center place…” ‐focus group participant ♦♦♦ “Riverwalk, that appeals to a lot of na‐ ture people, people who like to go hiking, canoeing and kayaking —it’s diverse.” ‐focus group participant
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Quality Places Tasks (in bold) and Performance Target
Plan
Act
Evaluate
Target
GOAL: CREATE A VIBRANT OLD TOWN Promote Old Town as a vibrant business area in Rock Hill through effective marketing, meeting with the business com‐ munity, and implementing the Old Town Jobs Strategy Provide City Management recommendations on establishing special pro‐ By 7/1/2014 grams/facilities for business growth such as incubators, innovation center, etc. By 6/30/2013 Expand the www.RockHillBleachery.com website as the key business/jobs marketing platform for all of Old Town Create a marketing/branding plan for Old Town as a place for business By 1/1/2014 Develop/implement strategies for small businesses to own real estate efforts in Old Town Support the Rock Hill School District in its interest in relocating adminis‐ trative offices to Old Town Meet with downtown small business owners both individually and collec‐ tively to gather specific needs and list partners that can assist them with expansion Produce a development plan for the Lowenstein Building Organize meetings with the Old Town Leadership Group and facilitate economic development initiatives within group to support Old Town and other key business initiatives Recommend/implement policies and incentives as part of the Old Town Jobs Strategy Number of new and existing Old Town businesses receiving incentives
By 1/1/2014 Respond to 100% of RHSD inquiries re‐ garding relocating Meet with at least 15 business owners each fiscal year By 7/1/2013 Attend 100% of meetings By 6/30/2013 # receiving incen‐ tives
Attract new housing to Old town Create a redevelopment strategy for Textile Corridor neighborhoods
By 6/30/2014
Attract and support residential construction in Old Town
40 new residential units by 6/30/2015
Engage the community in Old Town planning and design activities Conduct focus groups of downtown residents, businesses, and other com‐ munity stakeholders to discuss their perceptions, vision, and thoughts of Downtown Create a special citizen task force to: identify spaces and structure/uses that detract from the visual and functional aspects of Old Town, identify improvements to the physical environment o downtown that may im‐ prove safety, and identify and recommend opportunities to create special places in downtown to exhibit art, provide gathering places, etc. Evaluate crime and the perception of safety in the Downtown area Maintain/reduce Downtown violent crime per capita from three year trend Maintain the percentage of citizens who feel safe in the downtown area during the day Increase the percentage of citizens who feel safe in the downtown area after dark by three percentage points over the next three years
2 focus groups
By 6/30/2015
Maintain/reduce crime per capita 87% 54%
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Quality Places Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
Organize, manage, market, and support Old Town events Work with Rock Hill School District and Winthrop University to host down‐ town events targeted at attracting high school and college students Monitor OnlyinOldtown.com website traffic
3 events
Build marketing partnerships with Comporium, the Arts Council, and oth‐ ers to support Old Town businesses and events Design and construct infrastructure projects to enhance Old Town’s vibrancy and economic growth
Number of visits per fiscal year By 7/1/2014
Make recommendations regarding the next phase of Old Town Amphi‐ theater improvements Ensure that the Old Town Market is operational
By 1/1/2015
Make progress on railroad sidetrack extension project
Complete phase 1 by 6/30/2014 Phase 2 ready for construction by 6/30/15 Issue RFQ by 1/1/2013 By 1/1/2013
Solicit developer(s) to partner with the City and other Old Town stake‐ holders to plan for and attract new investment to Old Town Report results of the Streetcar Master Plan and identify next steps
By 1/1/2013
OnlyinOldtown.com is the official guide to all things happening in the Old Town area.
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Quality Places Tasks (in bold) and Performance Target
Plan
Act
Evaluate
Target
Complete White Street improvements
Complete Downtown East Park and streetscapes
By 1/1/2015
Complete Oakland Avenue streetscapes
By 1/1/2015
Complete the Woolworth Walkway
By 1/1/2015
Phase 1 by 1/1/2014 Phase 2 by 1/1/2015
Complete environmental assessment and cleanup projects in Old Town Complete the Arcade Mill Voluntary Cleanup Contract
Complete the Annex Voluntary Cleanup Contract
By 1/1/2013 By 1/1/2015
Implement action steps identified in the College Town Action Plan Initiate a targeted pro‐active code enforcement program in neighbor‐ hoods surrounding Winthrop University’s campus Begin implementation of College Town Area Bike/Pedestrian Plan
By 1/1/2013 By 1/1/2013
Work with Winthrop to develop marketing materials to attract college oriented restaurants and businesses to available or planned space
By 1/1/2014
GOAL: PROVIDE SUPPORT FOR MAJOR DEVELOPMENT PROJECTS THROUGHOUT THE COMMUNITY
Continue to encourage development of the Bleachery site Complete all cleanup related projects at the Bleachery site
By 7/1/2014
Develop a conceptual infrastructure plan for the Bleachery site
By 1/1/2013
Support the Riverwalk development
Complete The Greens, public open space, at the Rock Hill Outdoor Center
By 8/1/2013
Complete construction of BMX Supercross facility
By 10/31/2012
Complete construction of the canoe/kayak launch at the Rock Hill Out‐ door Center Complete design phase and begin layout of mountain bike trails at the Rock Hill Outdoor Center Work with York County, the Carolina Thread Trail, and Norfolk Southern Railroad to develop plans for connecting the Rock Hill Outdoor Center Trail with the River Park Trail Support private development in the Galleria/Manchester area
By 7/1/2013 By 10/31/2012 By 7/1/2014
Build missing segments of the pedestrian system to serve the Galleria area
Support SC DOT’s efforts in completing the Exit 79 southbound ramp im‐ provements, completion of streetscape, and pedestrian improvements Regularly discuss development opportunities with owners/developers
$25,000 in improve‐ ments per year City design goals met
Twice per year
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Quality Places Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
Support private development on Saluda Street and at South Gate Regularly discuss status of the South Gate project with developer
Once per quarter
Support private development along Cherry Road Corridor Complete three subarea plans for Cherry Road
By 1/1/2014
Provide support to complete all infrastructure improvements related to the Ross Store project Manage state grants for infrastructure projects
100% grant com‐ pliance By 6/30/2015
Complete the relocation of Paddock Parkway
GOAL: CONTRIBUTE TO THE SUCCESS OF THE COMMUNITY’S BUSINESS PARKS
Support, assist, and encourage development in publicly and privately owned business parks Solicit and support development in business parks over the next three years Encourage the development of spec buildings over the next three years
$200 million in investment at least 1 new spec building At least 1 pre‐ graded site By 7/1/2013
Seek to pre‐grade sites at Waterford and/or TechPark for new business investment Develop a working group to identify and plan a new publicly‐owned busi‐ ness park site Support the development of infrastructure to serve Riverwalk Business Park Communicate frequently with owners of private business parks
Respond to oppor‐ tunities presented by developer 6 contacts per month
The Antrim Business Park and the future Riverwalk Business Park are just two of the many business parks located in Rock Hill. To learn more about the various business parks in our community visit http://www.rockhillusa.com.
cityofrockhill.com/transparency 21
Award‐winning Quality Community Our community’s quality of life has received numerous awards and recognitions throughout the years. A few of these include:
Rock Hill was featured as the Best Place to Raise Kids in South Carolina by Businessweek Magazine (2009, 2010).
Rock Hill was named one of the 100 Best Communities for Young People by the America’s Promise Alliance (2006, 2008, 2010, 2011).
Rock Hill was designated a Playful City USA Community by KaBOOM (2010, 2012).
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Quality Community There are many initiatives that the City undertakes and supports in efforts to enhance the quality of life within our community. These ini‐ tiatives are wide ranging including: supporting our many neighbor‐ hoods, providing comprehensive planning that ensures housing and transportation needs are met, fostering a diverse and inclusive com‐ munity, building public trust, and encouraging public engagement. Goals
Engaging Our Community: Citizen Survey Responses & Focus Group Feedback
♦♦♦ Overall Quality of Life in Rock Hill percent rated excellent/good
1. Strengthen neighborhoods through partnerships that promote community, identity, and livability 2. Evaluate and implement the City’s comprehensive planning and 3. 4. 5. 6.
zoning initiatives to ensure quality development throughout the community Provide for a coordinated transportation system that supports the City’s growth goals Offer a variety of opportunities to engage citizens and build public trust Cultivate partnerships that encourage a wide range of cultural, rec‐ reational, and educational opportunities for all ages Develop and implement strategies to reinforce a sense of commu‐ nity and strengthen civic pride among the citizens of Rock Hill
Comprehensive Planning In November 2010, the City of Rock Hill adopted the Vision 2020 Com‐ prehensive Plan following an extensive 30‐month public planning proc‐ ess. The Comprehensive Plan serves as a guide to community decision making regarding growth and development, public facility investments, and regulation of land uses. Its intent is to ensure that in the future, Rock Hill develops and grows in ways that enhance the community's economic vitality and overall quality of life for residents, stakeholders, and visitors. Several of the Comprehensive Plan’s phased recom‐ mended action steps are included in the Strategic Plan.
100 80 60 40 20 0 2003
2005
2008
2011
♦♦♦ Sense of Community in Rock Hill percent rated excellent/good
100 80 60 40 20 0 2003
2005
2008
2011
♦♦♦ “You know, it’s just a local, clean com‐ munity. Part of the reason my wife and I moved down here three years ago was because we really like the place, we like the people. It’s just a nice, fun commu‐ nity. We’re going to live the rest of our lives here, and hopefully, it’ll be a long one. This is where we wanted to be.” ‐focus group participant
Community meetings ‐ Comprehensive Plan development cityofrockhill.com/transparency 23
Quality Community Tasks (in bold) and Performance Target
Plan
Act
Evaluate
Target
GOAL: STRENGTHEN NEIGHBORHOODS THROUGH PARTNERSHIPS THAT PROMOTE COMMUNITY, IDENTITY, AND LIVABILITY Examine the strengths and weaknesses of the local housing market and its impact on neighborhoods and new develop‐ ment Track the number of foreclosures in the community By 12/31 annually Refer qualifying homeowners to the South Carolina Homeownership and Employment Lending Program’s anti‐foreclosure program Examine and support affordable housing opportunities within the community
Explore funding sources for possible expansion into rental housing for seniors Engage neighborhoods to promote community building
Refer 10 home‐ owners By 7/1/2013
Increase the number of neighborhood associations and/or reengage inac‐ tive neighborhood associations
Add 2 new asso‐ ciations/reengage inactive associa‐ tions annually Add 2 new neighborhoods to the event annually
Encourage neighborhood participation in National Night Out
Implement practices that contribute to neighborhoods throughout the City being well maintained Code Enforcement — average number of calendar days from case initia‐ tion to voluntary compliance Code Enforcement — rate of voluntary compliance
Review demolition practices
At or below me‐ dian days (ICMA) At or above me‐ dian rate (ICMA) By 7/1/2013
Examine rental housing standards
By 7/1/2014
Expand PACE (Pro‐active Code Enforcement) project to neighborhoods outside the Urban Core area
1 PACE project outside Urban Core each fiscal year
Secure funding to continue the Weed & Seed initiative
By 8/1/2012
Add two new contiguous neighborhoods (the Triangle and the Saluda Cor‐ ridor) to the Weed & Seed Initiative
By 1/1/2013
Continue to work with targeted neighborhoods within the City
Weed & Seed Neighborhoods
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Quality Community Tasks (in bold) and Performance Target
Plan
Act
Evaluate
Target
Facilitate the establishment of a new Weed & Seed Board
By 3/1/2013
Meet with Weed & Seed neighborhoods regularly
Paint homes within the Weed & Seed neighborhoods through Rolling in Rock Hill Perform PACE (Pro‐active Code Enforcement) project in Weed & Seed neighborhoods
11 times per fiscal year 5 homes per fiscal year 1 PACE project per fiscal year
Construct/redevelop homes in Hagins–Fewell
Improve the Harden/Finley Road/Sidney Street entrance into the new development located in the Hagins‐Fewell neighborhood
1 home per fiscal year By 6/30/2013
Provide owner occupied rehabilitations within Old Town neighborhoods
25 per year
Continue the Old Town Pride Project with random inspections of urban core rental and owner occupied properties
10% of rental 800 owner homes each year
Saluda Corridor Neighborhood Association Provide meeting space for the association and attend monthly meetings to provide support as needed Neighborhood Inspections will direct focus on Saluda Street one week per month
10 meetings per fiscal year 12 times per fiscal year
Hagins‐Fewell Neighborhood
Continue Old Town neighborhood enhancement initiatives
Weed & Seed Neighborhood Clean‐up Event The Weed and Seed program reflects a comprehensive approach to community revitalization through the use of coordinated crime reduction activities combined with a mix of social, economic, and housing improvement programs in targeted neighbor‐ hoods. Rock Hill Police Department assists with “weeding” out crime in the neighborhoods and a host of other departments led by Housing and Neighborhood Services assist with “seeding” positive initiatives into the neighborhoods. The community plays a pivotal role by partnering with the City to assist with both weeding and seeding activities.
cityofrockhill.com/transparency 25
Quality Community Tasks (in bold) and Performance Target
Plan
Act
Evaluate
Target
GOAL: EVALUATE AND IMPLEMENT THE CITY’S COMPREHENSIVE PLANNING AND ZONING INITIATIVES TO EN‐ SURE QUALITY DEVELOPMENT THROUGHOUT THE COMMUNITY
Examine current development policies and practices Evaluate the long term impact of code amendments made in response to economic conditions Provide City Council with policies to assist with meeting housing needs and fulfilling goals for new housing development
By 7/1/2013
By 7/1/2014
Implement Comprehensive Plan growth policies as they affect the three major goals of infill, neighborhood design, and connectivity Implement development regulation changes and incentives By 7/1/2014 Adopt redevelopment plan and mixed use center plans identified in the Comprehensive Plan
By 1/1/2014
Propose an updated annexation policy to City Council
By 3/30/2013
GOAL: PROVIDE FOR A COORDINATED TRANSPORTATION SYSTEM THAT SUPPORTS THE CITY’S GROWTH GOALS
Ensure there are opportunities for alternative transportation modes within our community Analyze existing transit programs to determine if there are indicators sup‐ porting expansion
By 7/1/2014
Evaluate participation/ridership level in transit programs
Maintain or increase ridership
Coordinate land use and transportation planning and continue collaboration through RFATS and other regional efforts Complete the Catawba River Crossing Study
By 7/1/2012
Complete the RFATS Long Range Plan Update
By 7/1/2013
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Quality Community Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
GOAL: OFFER A VARIETY OF OPPORTUNITIES TO ENGAGE CITIZENS AND BUILD PUBLIC TRUST Expand and promote opportunities to educate citizens about city services and operations Use the utility connection process as an opportunity to welcome newcom‐ ers
Continue to host Operations Center Open House
Develop a compre‐ hensive welcome packet Biennially
By 4/1/2013
One active topic per quarter; increase participation by 20% annually Implement 2 new uses of social media By 1/1/2013
Average vacancy age
Promote and encourage civic engagement Explore ways to engage residents who commute to North Carolina for employment Promote and grow Open City Hall as a venue for citizen involvement
Explore and implement new uses of social media to provide opportunities to educate, engage, and interact with the public Explore various mediums for which to advertise boards and commissions’ vacancies in an effort to increase participation Monitor the average vacancy age for boards and commissions’ openings
Boards and commissions are a very important part of the legis‐ lative process in the City of Rock Hill. Volunteers serve to re‐ view detailed information regarding the topic of their authority and make recommendations to City Council.
cityofrockhill.com/transparency 27
Quality Community Tasks (in bold) and Performance Target
Plan
Act
Evaluate
Target
Develop a follow‐up initiative for graduates of Inside Rock Hill
By 1/1/2013
Enhance current communication methods to more effectively provide information to a diverse audience Create a variety of audio/video production formats suitable for assorted messages, audiences, and venues
Create 3 new se‐ ries by 6/30/2015
Identify and implement website access portals targeted to specific citizen audiences, such as portals for newcomers and students
By 7/1/2013
Utilize printed publications, such as brochures, flyers and advertisements, as a source to communicate city information
6 newsletters an‐ nually
Seek opportunities to enhance public trust by sharing information in an accessible, convenient manner Identify website enhancements to better highlight accessibility of infor‐ mation including dashboards, financial records, and public meeting infor‐ mation
Implement en‐ hancements by 6/30/2013
Public Information Spotlight: Whether it’s our Twitter account (@RockHillSCCity), Open City Hall on‐line forum, RH19 TV Channel, live streaming City Council meetings, or our many printed pub‐ lications, it is our goal to provide convenient user‐friendly opportunities for our commu‐ nity to be engaged and informed.
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Quality Community Plan
Tasks (in bold) and Performance Target
Act
Evaluate
Target
GOAL: GOAL: OFFER A VARIETY OF OPPORTUNITIES TO ENGAGE CITIZENS AND BUILD PUBLIC TRUST (continued)
Develop a campaign to promote live streaming of Council and Planning Commission meetings Identify alternate locations to hold public meetings relative to the meet‐ ing’s topic, appropriate audience, and geographic location
By 7/1/2013
Work to build a comprehensive list of community organizations and civic groups in order to facilitate communication and build community advo‐ cates Identify appropriate community venues to serve as distribution points for information regarding city services and initiatives
At least 1 public meeting in alter‐ nate location each fiscal year By 4/1/2014
By 7/1/2014
GOAL: CULTIVATE PARTNERSHIPS THAT ENCOURAGE A WIDE RANGE OF CULTURAL, RECREATIONAL, AND EDUCATIONAL OPPORTUNITIES FOR ALL AGES Examine opportunities to work with community partners to expand leisure opportunities Continue to work with City Council appointed advisory commissions, advi‐ sory committees, Rock Hill School District 3, and other citizen groups to identify the next potential major regional park site Conduct an inventory and evaluation of arts and culture program offer‐ ings across the community and recommend new partnerships or pro‐ grams to the Public Parks and Recreation Commission
By 6/30/2015
By 6/30/2015
Implement 3 goals by 1/1/2014 Identify & pursue 1 new funding source
Recommend 1 new program/ partnership each fiscal year Work with community partners to develop social opportunities for all residents inclusive of special populations, teenag‐ ers and seniors 1 sport opportu‐ Offer alternative sport opportunities to the teen population nity each fiscal year Offer adventure‐based programs targeted to the teen population 1 program each fiscal year Engage Rock Hill School District to assist with hosting joint pep rallies for 1 pep rally each the three high schools fiscal year 1 concert each Host concerts at the Old Town Amphitheater targeted to the teen popula‐ tion fiscal year Design cycling programs that provide access for special populations at the By 7/1/2013 Rock Hill Outdoor Center Work with community partners to increase Rock Hill’s attractiveness to retirees Work with Winthrop University to identify strategies that will assist in increasing Rock Hill’s attractiveness to retirees
Continue to provide, support, and promote health and wellness initiatives Provide leadership and support to implement goal of the ACHIEVE Com‐ munity Action Plan Seek funding opportunities aimed at improving community health by con‐ tinuing to facilitate partnerships and leverage resources
cityofrockhill.com/transparency 29
Quality Community Tasks (in bold) and Performance Target
Plan
Act
Evaluate
Target
GOAL: CULTIVATE PARTNERSHIPS THAT ENCOURAGE A WIDE RANGE OF CULTURAL, RECREATIONAL, AND EDUCATIONAL OPPORTUNITIES FOR ALL AGES (continued) Offer a variety of exercise classes for youth and adults at all recreation centers
Complete the I‐77 crossing of the Galleria Greenway as part of the Trails and Greenway Master Plan
Number of classes offered each fiscal year By 1/1/2014
Increase the number of marked family‐friendly bike routes
1 per fiscal year
Develop a community awareness and outreach program for the Giordana Velodrome
By 7/1/2013
GOAL: DEVELOP AND IMPLEMENT STRATEGIES TO REINFORCE A SENSE OF COMMUNITY AND STRENGTHEN CIVIC PRIDE AMONG THE CITIZENS OF ROCK HILL Implement programs and strategies that enhance the sense of place and promote Rock Hill’s civic pride Implement the Good Neighbor Values campaign
By 1/1/2013
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 2 events per fiscal inclusiveness year Partner with the MLK Committee to host events that promote diversity and inclusiveness Partner with the Committee on Human Relations to host events that pro‐ mote diversity and inclusiveness Partner with the No Room for Racism to host events that promote diver‐ sity and inclusiveness
2 events per fiscal year 2 events per fiscal year 2 events per fiscal year
The City’s many boards and commissions are very active and host numerous events that promote diversity, inclusive‐ ness, and unity.
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REMEMBER TO JOIN US ON OUR JOURNEY Follow our progress as we address the tasks and goals included in this Strategic Plan. Each year the City publishes mid‐year and year‐end progress reports that quantify our progress at meeting the per‐ formance targets included in the Strategic Plan. Using both quantifiable data and narrative informa‐ tion, these reports provide meaningful information on both successes and challenges. To complement the semi‐annual progress reports, the City has a Performance Dashboard which provides monthly pro‐ gress updates on many of the goals included in the Strategic Plan. Progress reports and the Performance Dashboard are available on the City’s transparency webpage: cityofrockhill.com/transparency
cityofrockhill.com/transparency 31
We commit to provide quality services. We seek to offer quality places. We strive to be a quality community.
City of Rock Hill 155 Johnston St. PO Box 11706 Rock Hill, SC 29731 www.cityofrockhill.com