Monthly Performance Report June 2018
Goal: Provide high quality public safety and judicial services
70% within 5 minutes strategic goal
Police Response Time & Crime Rate The Rock Hill Police Department set a strategic goal for the FY2016FY2018 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 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 April
23
May
31
June
35
2% Reduction in Violent Crime (Five Year Average) strategic goal
Property Crimes Count April
259
May
227
June
338
1% Reduction in Property Crime (Five Year Average) strategic goal
Goal: Provide high quality public safety and judicial services
Warrants
April
May
June
Received
240
243
243
Served
230
222
221
Court Cases Disposed/ Discharged exceed New strategic goal
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. 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instructions from SC Chief Justice Beatty on 7 November 2017 under which all active bench warrants pending service were withdrawn and are being reviewed by the court to ensure they comply with constitutional due process.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 to “Efficiently manage the Municipal Court’s caseload” is measured by the following goal, “Number of cases disposed of, or the number of cases under conditional disposition, exceeding the number of cases filed each year”. 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 before the defendant can be tried in absence. 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. In June 2018, 341 diversion cases have been included with the disposed cases for year end reporting.
Goal: Provide high quality public safety and judicial services Priority 1 Call Response Times
June
Fire Calls
84%
90% Priority 1 Fire Calls within 5 minutes strategic goal
Average Response Time t Priority One Calls—4.7 minutes
not on track
Medical Calls
84%
90% Priority 1 Medical Calls within 5 minutes strategic goal not on track
Below 0.9 fire incidents per 1,000 strategic goal
0.66
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 April 2018 the response time measure has not been achieved, as 87% of fire and 86% of medical Priority One calls received a response time of under five minutes. The Fire Department is using the budget process to explore the possibility of additional resources to improve the response times and reach their targets. Additionally, 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%
279
117
Potholes Repaired within 2 days
Miles of streets swept MS-4 Requirement clean basins strategic goal
33
CORH Traffic signs installed 100% Pothole work orders completed in 2 days strategic goal
Utility cuts Repaired
Update all City owned street signs by 6/30/2018
strategic goal
Stormwater & 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
April
May
June
Parks
122,001
96,580
65,346
Recreation Centers
15,797
14,417
17,627
Parks & 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 of interest to residents. 5
Goal: Provide high quality electric, water and sewer services 6.05
ASAI— System was available
min
CAIDI—Avg
SAIDI—Avg
Electric Service
99.95%
105.24
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
not 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
June Average
Water Flow
Raw Water Finished Water
2017
2018
Wastewater Average June daily flow of the Manchester Creek Wastewater Treatment Plant
24.0
22.6
24.5
MGD
MGD
MGD
22.4
21.4
MGD
MGD
2016
10.2 MGD
23.6
2017
9.7 MGD
MGD
2018
11.0 MGD
Water & Wastewater Water usage and wastewater discharges are impacted by weather and vary by season of the year. Potable water use begins to trend up in June due to the onset of warmer, drier weather. Staff works hard to limit the amount of water lost, mostly due to leaks and other factors. Water loss calculations are determined by tracking the difference between the treated/finished water leaving the plant and the total amount of water sold. The amount of potable water sold has been increasing due to population growth and the number of irrigation systems being installed. To accommodate the increased demand, the City is in the process of expanding the capacity of its Raw Water Intake on Lake Wylie and Water Filter Plant (WFP) on Cherry Road. In addition to these increased water demands, the discharges to the City’s Manchester Creek Wastewater Treatment plant (WWTP) are also increasing. It is for this reason, the City is expanding the capacity of the WWTP. As part of the WFP and WWTP expansions, both plants will receive upgrades to improve operational efficiencies. 6
Goal: Provide high quality economic development services 200 new jobs by 6/30/2018 strategic goal
238
Jobs created Open for Business
294 Permits issued
$15
million valuation of permits
1015 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. Two hundred thirty eight jobs are attributed to Open for Business in June 2018 alone; this target has been achieved.
Goal: Ensure exceptional customer service and proactive communication through accessible, responsive, and knowledgeable employees
76
325
seconds Hold time
Hold less than 90 seconds strategic goal
New Twitter followers
2:16
minutes Talk less than 2:30 minutes
Talk time
strategic goal
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 23 of the last 24 months and talk time has exceeded the target for 8 of the last 24 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. Efforts were additionally hampered in June by the loss of two staff members. As Utilities works through the new meter installations and to adequately address customer concerns during a call, progress continues on general customer service; including, but not limited to, a new phone systems, shared and consolidated services, and process improvements to enhance 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. 7
Goal: Create a vibrant Knowledge Park area
Knowledge Park
June
Facebook Likes
19,651 June
Old Town Events
4
9.9%
10% Increase in site traffic
Increase over June 2017
strategic goal
YTD
26
20 Old Town events a year strategic goal
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 this 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
9
Active Prospects
$76.5 million
Potential Investment
951
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. 8
Goal: Create a vibrant Knowledge Park area Knowledge Park Action Plan Community input is critical to the success of Knowledge Park. To that end, the Economic and Urban Development Department coordinated the development of an Action Plan for the area that will establish specific work programs for the next five years. Work began in February, Hold at in earnest, on the Knowledge Park Action least one stakeholder meeting Plan. Eight actions teams, are developing in the evolution of recommendations that were included in Knowledge Park a community presentation on June 21. Action Teams are being facilitated by strategic goal 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
$55
Permit Activity FY2018 YTD
$3.9
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
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 are 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. 9
Goal: Strengthen neighborhoods through partnerships that promote community, identity, and livability
2
2
YTD 26
Demolitions YTD 28
20
30
Rehabilitations
Demolitions
strategic goal
strategic goal
Rehabilitations
17
Neighborhood meetings
YTD 205
175
79%
Voluntary compliance rate
66%
Neighborhood meetings
Voluntary Compliance
strategic goal
strategic goal
Housing and Neighborhood Services Housing and Neighborhood Services forms partnerships between neighborhood residents, the business community, and various government agencies 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. Below is a breakdown of different types of Code Enforcement cases opened in May 2018. Nuisance code issues are by far the most prevalent violations.
The majority of open code enforcement cases are classified as a “Nuisance”. “Nuisance” violations include graffiti, overgrown grass, yard debris, and junk/derelict vehicles. 10
Goal: Offer a variety of opportunities to engage citizens, build public trust, and encourage civic pride
Engagement
Website Visits
May
June
67,911
67,702
10% increase in social media engagement strategic goal
June
Facebook Likes
48%
6,320
increase over June 2017
Website & 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. In June, more residents visited the website using a mobile device (48%) than by using a more traditional desktop computer (47%) or a tablet (5%). Knowing how residents access the website enables Public Information to offer web content that translates to that format.
Goal: Cultivate partnerships that encourage a wide range of cultural, recreational, and educational opportunities for all ages
651 Therapeutic Recreation participants
Provide opportunities for special populations
Add 30 O.W.L.S club members
strategic goal
strategic goal
9
O.W.L.S. Club new members FYTD Total Member
710
Targeted Programs for Seniors & Special Populations Among other programs, Parks, Recreation & Tourism provides recreation opportunities for seniors and special populations. Two of these targeted programs are O.W.L.S. (a seniors program) and the therapeutic recreation program which focuses on providing meaningful experiences through leisure activities for children and adults who are disabled. Both programs have been popular and well utilized by the community.
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Neighborhood Park Construction Update: Lige Street Park – 400 Lige Street. This park offers a youth ball field, picnic area, picnic shelter, playground, and a basketball court on 2.4 acres. Park Hours: Dawn to dusk Infrastructure upgrades are underway at Lige Street Park. New fencing was completed in June. A playground unit, fall surfacing and shelter are upcoming projects.
City of Rock Hill 155 Johnston St. PO Box 11706 Rock Hill, SC 29731 www.cityofrockhill.com 12