March 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. Beginning in mid-March 2020, the City of Rock Hill began to see the effects of the Federal and State response to COVID-19. While voluntary actions began earlier, the State response milestones took place on the following dates. March 13—Initial declaration of State of Emergency
Serving Public Safety Response Time
Police
Fire
3.2
6.6
March 15 (extended on March 28)—Closure of public schools
March 17—Closure of bars and restaurants for dine-in customers
March 20—Governor’s second declaration of State of Emergency
We target Police and Fire to be under 5.4 minute average response time.
Response times are measured so that the data is comparable to other jurisdictions.
Violent and Property Crimes March 2018 to March 2020
Rock Hill began to see some initial changes in the types of crimes encountered by law enforcement with early COVID-19 community response actions, most notably a decrease in property crime.
·RHPD is monitoring changes which may become more
apparent as the South Carolina Governor’s official closing on non-essential business takes effect April 1.
Serving
Resource Education & Development Initiative (REDI) target specific neighborhood Catawba Terrace with additional resources appropriate to neighborhood needs.
Voluntary Compliance
Voluntary compliance is a measure of what percentage of property owners bring their property back to compliance after a citation. Target for voluntary compliance is 75%, both in the city as a whole and the REDI neighborhood.
City
REDI Neighborhood
84%
100%
Utilities Call Center—Wait Time
Utilities are in the process of updating to new meters.
A new report, comparable to the previous report, is being used
Customers in March were affected by the following:
▪ COVID-19 closures ▪ March 15 request from the Governor to not shut off utilities to customers with unpaid bill.
Utilities—Electric Reliability
2
System Average InterrupMarch 2020 tion Duration Index (SAIDI) measures the system-wide SAIDI average power outage 68.17 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
Recreation, Education and Community (REC) in a Box began in FY2019. February 2020 A baseline of 25 Participants number of events is established to create a future target. Parks, Recreation & Tourism (PRT) has been limited in March bring fun to residents by COVID-19.
Engaging Old Town Events
Hospitality & Accommodation Tax Revenue
March 2018 to March 2020
Rock Hill sponsors and supports Old Town and sports tourism events throughout the city., targeting two events each month. By Executive Order issued March 15, the South Carolina Governor has urged the cancellation of gatherings due to COVD-19 concerns.. On March 17, a new Executive Order was issued requiring the cancellation of such events, with some exceptions.
Outreach
March 2020 saw the beginning of revenue impact from the Coronavirus response in South Carolina. Bars and restaurants were closed to dine-in customers (allowing only take out) on March 17. March revenue numbers reflect this mid-month change. For the restaurant reporting forms due April 20th, which reflect March numbers, revenues were 60% of March 2020 and 73% of March 2019. So revenue were better than expected, but the report due April 20th was for sales at restaurants during the month of March which had two weeks of sales prior to the dine-in closure. 47 of 292 restaurants did not report during this timeframe, 245 reported. Going into April, the City expects all restaurant sales to decline, some to not remit, and others will close their doors completely.
Therapeutic Recreation Program Participants March 2020
130 program participants Target—Increase by 5% each year (on track)
Outreach efforts are measured in part with a count of website visits and “Only in Old Town” Facebook likes. We tailor our message to offer web content that translates into a format that will best reach the community. PRT targets programs for special populations providing meaningful experiences through leisure activities for children and adults who are disabled. 3
Growing Park, Recreation and Tourism Preps
Since March 17, PRT has postponed programs and events, taking direction from the Governor’s office, the CDC and SC DHEC. This includes preparing and closing facilities, posting signage, communicating to the public and responding to questions
Staff have been in communication with event rights holders regarding rescheduling of special events.
Park maintenance and special projects have continued.
Some staff have been reassigned temporarily to other roles including cleaning surfaces at parks (ex. benches, bathrooms).
Sports and arts programmers have recorded skills drills, craft projects and other activities to keep families busy at home. These have been shared through social media channels.
Plan Review Time
Strategic goal to deliver City services that enhance safety and efficiency for the business community.
Plan review time for new commercial buildings and civil constructions target is less than seven business days.
For more details, see the Development Activity Report compiled by Planning at cityofrockhill.com/ departments/planning-anddevelopment
PRT staff practice social distance softball. March 2020
Private Investment
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.