2020 Comprehensive Plan City of Rock Hill_ South Carolina II by jianghongl

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									                                                                    II. Community Facilities Element

2020 Comprehensive Plan
City of Rock Hill, South Carolina




                               II. Community Facilities Element


OVERVIEW
The intent of the Community Facilities Element is to provide general information about the community
facilities and services currently offered within Rock Hill and its planning area, the 2020 Planning Area,
with the exception of transportation related facilities, which are addressed in a separate element of
this Plan (See Transportation Element). Community facilities and services are needed to provide
basic levels of health and safety, while others help to maintain a high quality of life, promote job
creation and create a more sustainable economy. Because these facilities and services are provided
and maintained by a variety of organizations, this Element assesses both public- and private- sector
utilities and community facilities in order to show the need for cooperation and a shared vision.
This Element presents an inventory and analysis of existing conditions and needs for capital facilities
and utilities, community safety, education, and other government facilities. As the City’s population
grows, it may be necessary to build more facilities or consider providing new services. Rock Hill will
be challenged to meet the additional demand while maintaining levels of service for current
constituents. Through this Element, Rock Hill and its partner agencies can better ensure that the
current and future infrastructure needs of the community are met as the population continues to grow.
The Community Facilities Element is directly related to many of the elements in the Plan as follows:
Land Use Element – Land development patterns are largely determined by available infrastructure
and services, such as water, sewer, electric, fire protection, school locations and other rudiments that
comprise the community. The Land Use Element and Community Facilities Element must be
coordinated to reduce sprawl and minimize strain on infrastructure systems and community services.
Housing Element – Impact fees collected from new housing developments help fund capital
infrastructure improvement projects while the availability of facilities and services affect peoples’
housing decisions.
Transportation Element – The availability or lack of transportation affects peoples’ ability to participate
in or benefit from the provision of certain community facilities and services.
Cultural Resources Element – Cultural resources such as schools and libraries are important
community facilities that offer programs and services to enrich lives and enhance quality of life.
Economic Conditions Element – The City’s economic growth and ability to attract and retain
employers is largely dependent on the infrastructure and services available.
Priority Investment Element – Through this element, planned public infrastructure and facilities’
projects are prioritized and coordinated with adjacent and relevant jurisdictions and agencies.



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EXISTING CONDITIONS

Capital Facilities and Utilities
Water Supply, Treatment, and Distribution
Since 1911, the City has maintained its own water supply, treatment, and distribution system,
providing potable water to residential and retail customers within its 57.08 square mile service area
(see Map 2.1) as well as wholesale customers such as the Town of Fort Mill, the City of York, the
River Hills community, the Catawba Indian Nation, limited portions of York County, and a small
number of local private water suppliers. The water system is governed by Rock Hill City Council and
operated by the Utilities Department. The mission of the organization is “to provide customers with
reliable and safe water that meets their needs in a cost-effective manner and to plan, design, and
expand the water system to support regional growth.”
The City of Rock Hill owns and operates a Combined Utility System, providing electrical, water, and
sewer service within the City and its surrounding areas. The Combined Utility System together with
stormwater comprise the City’s four Enterprise Fund Operations. The System presently serves
approximately 95,000 residential and commercial customers throughout the City and its suburbs.

Facilities and Operations
Map 2.1 shows the City’s primary water facilities as well as the service areas of local water system
providers. The City’s raw water supply comes from the Catawba River and Lake Wylie. Surface
water intakes are located immediately west of the Lake Wylie Dam and at the Catawba River near
US-21. The current capacity of the Lake Wylie raw water intake is 30 million gallons of water per day
(MGD); however, it is currently being upgraded to 60 MGD to provide adequate capacity through
2030. Approximately 14.02 MGD (more than 5.12 trillion gallons, annually) of raw water is pumped
nearly four miles through a 54-inch transmission line to the Water Filter Plant on Cherry Road for
conventional chemical disinfection and treatment and then distributed to customers.
Originally built in 1946, the Water Filter Plant is permitted to treat up to 36 MGD. The facility also
operates laboratories to monitor water quality according to national drinking water standards required
by the Safe Drinking Water Act (SDWA). The South Carolina Department of Health and
Environmental Control (SC-DHEC) serves as a coordinating agency for the State’s Source Water
Assessment and Protection Program (SWAP), providing assessments and implementing safeguard
measures to further protect the health of water consumers.
The water system also includes 4.5 million gallons of water stored in elevated tanks and 3.0 million
gallons of ground storage to help ensure an adequate supply of water during peak demand and
shortages. In addition to the aforementioned facilities, the City’s water system includes approximately
485 miles of water main lines; 6,087 water valves; 2,800 fire hydrants; and 33,554 water meters.
On average a total of 13.13 MGD of treated water is sold to customers, with approximately 4.73
trillion gallons consumed annually. The maximum daily amount of treated water consumed during FY
08/09 was 22.77 MGD (June 8, 2009), while the minimum was 9.47 MGD (January 16, 2009).
Figure 2.1 indicates that nearly 29,000 customers are currently served by the City’s water system -a
27.8 percent increase over the ten year period. As of June 2009, nearly 84 percent of all water
system customers reside within the City limits.




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                      Map 2.1: Water & Wastewater System Service Areas




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           Figure 2.1: Trend in Rock Hill Water Customers (1999-2009)




             Source: City of Rock Hill Finance Department, August 2009


Water Fund revenues primarily consist of revenues from water sales although other sources include
various surcharges, fees, and penalties. As indicated in Figure 2.2, water sales have grown steadily
over the last ten years, increasing nearly 76 percent over the decade. With an annual budget of more
than $12.4 million, water sales represent the third largest source of utility revenues for the City of
Rock Hill and comprise approximately 11 percent of the City’s estimated $110 million Utility Funds
Revenue (FY 09/10). Based on revenues, the three principal water customers include the Town of
Fort Mill, York County and Winthrop University (FY 08/09).

                 Figure 2.2: Rock Hill Water Sales, Ten Year Growth




            Source: Rock Hill FY2008/2009 Annual Budget Report


In FY 03/04, the City began implementing fire, water and wastewater impact fees to ensure that
growth pays for related infrastructure improvements. Through the impact fee program, revenues are
collected and used to offset a $50 million utility revenue bond. This bond issue has funded over
$18.7 million in capital water improvement projects, mainly at the Water Filter plant and over $17.9
million in sewer projects. Impact fees comprise approximately 1 percent of the City’s $110 million
Utility Funds Revenue. As shown in Table 2.1, nearly $2.5 million in water impact fees have been
collected since the Water Impact Fee Fund was initiated. It also indicates more modest collections in
recent years due to a slowdown in new construction activity.


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                            Table 2.1:        Water Impact Fees Collected

                                     Fiscal Year                  Revenues
                                     03/04                        $427,340
                                     04/05                        $596,410
                                     05/06                        $501,127
                                     06/07                        $544,444
                                     07/08                        $208,688
                                     08/09                        $202,198
                                     Total                        $2,480,207
                                 Source: City of Rock Hill Finance Department, November 2009



Effective October 1, 2008, the City began implementing a tiered residential water rate structure based
on use. The Conservation Water Rate includes increased consumption charges for monthly usage in
excess of 7,500 gallons. Although most customers do not notice a difference in their rates, the intent
of the Conservation Water Rate is to help make customer aware of how much water they are using in
the hopes that they will conserve.

Recent Achievements and Improvements
A number of major water system improvements have recently been completed. In 2008, the City
upgraded the Water Filter Plant, increasing the maximum treatment capacity from 30 to 36 million
gallons of water per day (MGD). In early 2009, the City completed construction of a new water line
along Mount Gallant Road to supply reclaimed water from the backwash equalization tank at the
Water Filter Plant to Manchester Meadows Park for irrigation of the soccer fields. It is anticipated that
consumers may be able to utilize water from the Reclaimed Water System in the near future.
Additional recently completed and pending improvements to the City’s water system include the
following:
        Currently upgrading the Lake Wylie Raw Water Intake to increase the intake capacity from 30
         MGD to 60 MGD to better meet the future needs of water customers.
        Currently renovating the Catawba River Raw Water Intake to provide an additional 6 MGD
         intake capacity for peak usage times.
        Added a new elevated one-million gallon water tank on Heckle Boulevard.
        Implementing the Wi-Fi automated meter reading project.
        Nearly $5 million of water and sewer capital assets were added by developers and donated
         to the City in FY 2007-2008.

Additional information about Rock Hill’s water system can be found on the Utilities Department
webpage at: www.CityofRockHill.com.




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Wastewater Collection and Treatment
Established in 1920, the City of Rock Hill wastewater system provides wastewater (sanitary sewer)
service to residential and commercial customers within its 57.25 square mile service area (see Map
2.1). The wastewater system is governed by Rock Hill City Council and operated by the Utilities
Department. Its mission is “to provide quality sewer service to customers by insuring the integrity and
reliability of the system through quick responses to the problems that arise in the collection system
and maintenance and expansion of the system to meet future needs.”
The City of Rock Hill owns and operates a Combined Utility System, providing electrical, water, and
sewer service within the City and its surrounding areas. The Combined Utility System together with
stormwater comprise the City’s four Enterprise Fund Operations. The System presently serves
approximately 95,000 residential and commercial customers throughout the City and its suburbs.

Facilities and Operations
The City’s sanitary sewer system effectively collects and treats the community’s wastewater and
produces clean water for discharge into the Catawba River. Wastewater is transported from the
customer through a series of collection lines to the Manchester Creek Treatment Facility. At the
wastewater treatment facility (WWTF), sewage undergoes a rigorous treatment process to remove
physical, chemical and biological contaminants. The treated effluent stream is separated from sludge
and discharged back into the environment. Water quality assurance at the Manchester Creek
Treatment Facility is maintained by full-time operations, laboratory, maintenance and industrial pre-
treatment staff.
The Water & Wastewater System Service Areas map (Map 2.1), depicts the locations of the
Manchester Creek WWTF as well as lift/pump stations owned by the City of Rock Hill. The
Manchester Creek WWTF was renovated and upgraded in 1991 and further expanded in 1997. As a
combination tricking filter and activated sludge plant, the facility is permitted to treat an average of 20
MGD and maximum of 24 MGD; however, it currently treats about 10 MGD. The projected average
daily wastewater treatment demand for 2012 is 12.0 MGD and by 2016 it is expected to be
approximately 16.0 MGD.
Approximately 469 miles of wastewater lines and 22 lift/pump stations complete the sanitary sewer
system. The collection system to the south was renovated in 1986 by directing the consolidated
south side flow into one large pumping station. The consolidated pumping station located on Wildcat
Creek discharges to a gravity sewer which flows to the Manchester Creek Treatment Facility. The
north side collection system flows largely by gravity into the Manchester Creek Treatment Facility.
Nearly 30,000 customers are served by the City’s wastewater system. As indicated in Figure 2.3, the
City’s customer base has grown by 29.2 percent over the decade.
        Figure 2.3: Trend in Rock Hill Wastewater Customers (1999-2009)




              Source: City of Rock Hill Finance Department, August 2009
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Wastewater Fund revenues primarily consist of revenues from sewer charges although other sources
include various surcharges, fees, and penalties. As shown in Figure 2.4, revenues from wastewater
fees have increased nearly 94 percent over the last ten years. With approximately $16 million in
revenues, wastewater fees currently represent the second largest source of utility revenues for the
City of Rock Hill and comprise approximately 15 percent of the City’s estimated $110 million Utility
Funds Revenue (FY 09/10). The three principal wastewater customers based on revenues include
York County, Winthrop University and Rock Hill Schools (FY 08/09).
               Figure 2.4: Rock Hill Wastewater Sales, Ten Year Growth




                       Source: Rock Hill 2008/2009 Annual Budget Report


In FY 03/04, the City began implementing fire, water and wastewater impact fees to ensure that
growth pays for related infrastructure improvements. Through the impact fee program, revenues are
collected and used to offset a $50 million utility revenue bond. This bond issue has funded over
$18.7 million in capital water improvement projects, mainly at the Water Filter plant and over $17.9
million in sewer projects. Impact fees comprise approximately 1 percent of the City’s $110 million
Utility Funds Revenue. As shown in Table 2.2, nearly $4 million in wastewater impact fees have
been collected since the Wastewater Impact Fee Fund was initiated. It also indicates more modest
collections in recent years due to a slowdown in new construction activity.
                        Table 2.2:          Wastewater Impact Fees Collected
                                     Fiscal Year                   Revenues
                                     03/04                         $681,415
                                     04/05                         $939,872
                                     05/06                         $796,992
                                     06/07                         $823,400
                                     07/08                         $426,708
                                     08/09                         $321,160
                                     Total                        $3,989,547

                                    Source: City of Rock Hill Finance Department, November 2009


Recent Achievements and Improvements
The following is a summary of recent achievements and current improvements to the City’s
wastewater system:
    Nearly $5 million of water and sewer capital assets were added by developers and donated
        to the City in FY 2007-2008.
    New Dutchman Creek Pump Station completed.
    Installed 25,500 linear feet of 48” sanitary sewer for Dutchman Creek Outfall.
    Completed another section of Tools Fork.
    Refurbished the Catawba River Pump Station.


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Electric
Rock Hill’s electric system dates back to 1890 with the construction of a coal-burning electric plant
that was generated by two engines totaling 225 horsepower and illuminated streets, homes, and
businesses. Realizing it was much cheaper to use the power of the Catawba River than to buy coal
to generate steam power, an engineer from Anderson, South Carolina, named William Church
Whitner proposed to build a hydro-electric dam at India Hook on the Catawba River. Whitner
together with two brothers, Dr. Robert H. Wylie and Dr. Walker Gill Wylie, organized the Catawba
Power Company in 1899. Construction of the Catawba Dam and Power Plant began in 1900 and
when finally completed four years later, the facilities were considered one of the greatest engineering
accomplishments in the southeastern United States. The plant was sold a few years later to James
Buchanan Duke and eventually led to the formation of the Duke Power Company. The City has
operated the electric system since 1911.
The mission of the Electric Utility is “to provide the most reliable and efficient service of electrical
power, traffic signalization, and street lighting with the best possible service and support to our
customers.”
The City of Rock Hill owns and operates a Combined Utility System, providing electrical, water, and
sewer service within the City and its surrounding areas. The Combined Utility System together with
stormwater comprise the City’s four Enterprise Fund Operations. The System presently serves
approximately 95,000 residential and commercial customers throughout the City and its suburbs.

Facilities and Operations
The City purchases approximately 250 megawatts of electric power annually from Piedmont
Municipal Power Agency (PMPA) and Southeastern Power Administration (SEPA), with nearly $58
million in purchased electric power budgeted for FY2009-2010. In 1975, as the region was
undergoing significant growth and the country was in the midst of an energy crisis, Duke Power
approached its existing wholesale electric customers in the Carolinas to request assistance in
financing the Catawba Nuclear Station. PMPA was established four years later as a joint action
agency that provides wholesale electric service to its Members primarily through a 25 percent
ownership interest in the Catawba Nuclear Station, which is licensed through December 2043. The
Agency consists of ten municipal electric utilities in upstate South Carolina including the cities of
Abbeville, Clinton, Easley, Gaffney, Greer, Laurens, Newberry, Rock Hill, Union and Westminster.
The electric power purchased by Rock Hill from PMPA represents approximately 32 percent of
PMPA’s total output. The City also operates standby/peak generation units at the Manchester
Wastewater Treatment Plant site, the Water Treatment Plant, Dutchman Creek Sewer Lift Station, the
City’s Operations Center, City Hall, all fire stations, and the Law Center.
The electric power that Rock Hill purchases at wholesale rates is then sold to local consumers at
retail rates through the City-owned distribution lines. The electric system consists of six substations
which serve 26 distribution feeder circuits of 25,000 volts and two substations which serve eight
distribution feeder circuits at 4,160 volts. The City’s electric system includes the following:
           OH primary poles miles       -       277.28 miles
           UG primary miles             -       314.33 miles
           Transformers                 -       6797
           Poles                        -       24,354
           Number of electric meters    -       38,308
           Street lights                -       6,351
           Security lights              -       7,733
           Wi-Fi routers                -       1,020
           Wi-Fi Coverage               -       40 sq miles
Map 2.2 shows the Rock Hill Electric Service Area as well as the service areas for York Electric
Cooperative (York Co-Op) and Duke Energy. More than 33,000 customers, including two wholesale
customers, are located within the City’s 46.3 square mile service area.



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                                      Map 2.2: Electric Service Areas




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Figure 2.5 depicts the trend in residential and non-residential electric customers between FY99 and
FY09. In total, the City’s customer base has grown by 27.3 percent over the decade. The residential
customer base has continued to grow throughout the decade while the number of commercial and
industrial customers has remained fairly steady. It is also important to note that as of June 2009
nearly 90 percent of all electric system customers reside within the City limits.
        Figure 2.5: Trend in Rock Hill Electric System Customers (1999-2009)




           Source: City of Rock Hill Finance Department, August 2009

Electric sales represent the single largest source of revenue for the City of Rock Hill. The City
monitors electric revenues closely on a week to week basis in order to project with greater accuracy.
With an annual budget of nearly $78 million, the Electric Fund comprises approximately 71 percent of
the City’s estimated $110 million Utility Funds Revenue (FY 09/10). Figure 2.6 shows that electric
sales have increased nearly 56 percent over the last ten years. Excluding the City of Rock Hill
government offices and operations, the three largest electric customers based on revenues include
Rock Hill Schools, Piedmont Medical Center and Comporium Communications (FY 08/09).
                  Figure 2.6: Rock Hill Electric Sales, Ten Year Growth




                    Source: City of Rock Hill 2008/2009 Annual Budget Report

The City offers a program to provide electric customers with a Smart Switch device which controls the
flow of electricity to major appliances during times of peak demand, typically June through
September. The unit automatically interrupts power to various appliances and electrical devices for
short periods of time and helps the City and customers save money by reducing peak wholesale
electric demand. An extension of the City’s advanced metering infrastructure (AMI) system that is
currently being considered by the City is “Home Area Networks” (HAN). A home area network is a


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network contained within the home that connects the user’s digital devices, from multiple computers
and their peripheral devices to telephones, VCRs, televisions, video games, home security systems,
“smart” appliances, fax machines, and other digital devices that are wired into the network. This
allows consumers to specify a mix of consumption and efficiency across a range of devices in the
household. By integrating HAN with AMI systems, the City can digitally provide usage information
directly to the customer and remotely manage large loads.

Recent Achievements and Improvements
The following is a summary of recent achievements and current improvements to the City’s electric
system:
        During FY 2007/2008, the City’s electric department invested nearly $5.4 million of operation
         revenues in ongoing additions to plant in service.
        The City continues to implement the current underground program for all new electric lines
         and covert certain overhead lines to underground lines in areas that may be most affected by
         severe weather. Phase I of this project has been completed.
        Completed construction of Delivery #6 on Homestead Road. Completed installation of the
         first 3 circuits out of the new delivery. Currently acquiring Right-of-Way for the remaining two
         circuits.
        Completed Phase I and Phase II and initiated Phase III of the Catawba Terrace
         Neighborhood Overhead to Underground Relocation/Conversion Project. This project,
         initially funded by FEMA, relocated & buried overhead powerlines with a high exposure to
         sustained outages during storm events.
        Completed installation of Circuits #3 & 4 out of Delivery #5. These circuits provide additional
         reliability and redundant service to the east and southeast sections of Rock Hill's electric
         service territory.
        Rock Hill has been recognized by the American Public Power Association as a Reliable
         Public Power Provider (RP3 Award). This award recognizes Rock Hill as one of the leaders
         in Public Power for providing reliable and efficient electric service with a high emphasis on
         safety and system innovation.

Additional information about Rock Hill Electric can be found on the Utilities Department webpage at:
www.CityofRockHill.com.




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Stormwater
In the early 1990s, City Council recognized the need to address failing and undersized stormwater
systems. A citizen task force group was appointed to assess Rock Hill’s stormwater problems and, in
1996, City Council established the Stormwater Division to manage stormwater runoff services and
handle the City’s aging stormwater infrastructure. The mission of the Stormwater Division is to
“improve drainage throughout the City by performing improvement projects, routine maintenance, and
repair on the City's storm water drainage system.”
The Stormwater Advisory Board, consisting of two City staff and three City residents, reviews existing
drainage problems in the City and recommends an annual work program that sets priorities and
schedules for projects. The Board also approves all stormwater related projects exceeding $25,000.
The City of Rock Hill owns and operates a Combined Utility System, providing electrical, water, and
sewer service within the City and its surrounding areas. The Combined Utility System together with
stormwater comprise the City’s four Enterprise Fund Operations. The System presently serves
approximately 95,000 residential and commercial customers throughout the City and its suburbs.

Facilities and Operations
The City’s stormwater infrastructure generally consists of open channel and closed conduit type
systems. Open channel systems include features such as swales, ditches, channels, and creeks.
Closed conduit systems typically include features such as culverts, pipe systems, catch basins, and
manholes.
Rock Hill is a federally designated National Pollutant Discharge Elimination System (NPDES) Phase
II community and has received its NPDES General Permit for Stormwater Discharges. Proper
management of stormwater to control and minimize discharges of pollutants is required. As such, a
Stormwater Management Control Plan must be submitted to the City and approved before a permit
for land disturbance can be issued. South Carolina Department of Health and Environmental Control
also requires developers to obtain a NPDES permit prior to performing land disturbing activities
greater than one acre and any disturbance considered part of a larger common plan.
The City collects a stormwater utility fee from owners of residential, non-residential, and undeveloped
property within the City limits. For residential properties, rates are a fixed price per month based
upon whether the parcel is less than or greater than 10,000 square feet. Rates for non-residential
and undeveloped property vary according to the size of the property and the amount of impervious
area on the site. These funds are set aside in a Stormwater Utility Fund to be used solely for
maintenance, repairs and improvements of the drainage system throughout the City.
The stormwater system comprises one of the City’s four Enterprise Fund Operations. As indicated in
Figure 2.7, revenues from stormwater fees have grown steadily over the last ten years. With an
estimated $2.2 million annual budget, the Stormwater Utility Fund comprises nearly 2 percent of the
City’s estimated $110 million Utility Funds Revenue (FY 09/10). Aside from the government offices of
the City of Rock Hill, the three largest stormwater customers based on revenues include Rock Hill
Schools, Winthrop University and First Baptist Church of Rock Hill (FY 08/09).

              Figure 2.7: Rock Hill Stormwater Fees, Ten Year Growth




               Source: City of Rock Hill 2009/2010 Annual Budget Report

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Recent Achievements and Improvements
The following is a summary of recent achievements and current improvements to the City’s
stormwater system:
        The City is currently revising its city master plan for stormwater issues. Trimble (GPS) data
         collectors are providing an inventory of the stormwater outfall infrastructure utilizing the Wi-Fi
         network.

Additional information about the Rock Hill stormwater system can be found on the Public Works
Department webpage at: www.CityofRockHill.com.



Solid Waste Collection and Disposal
The Rock Hill Public Works Department provides residential and commercial sanitation services
including solid waste collection, disposal, and recycling services to properties within the City of Rock
Hill and to select residences and businesses located in unincorporated areas around the City limits.
The overall mission of the Public Works Department is “to improve the health, safety, and appearance
of the community by cleaning, marking, and resurfacing roadways; by collecting and disposing of
solid waste and recyclable materials; and by supporting other City departments with manpower,
equipment, and expertise.”

Facilities and Operations
Weekly curbside waste collection is provided to all residential households in the City through an
automated residential garbage collection system. Sanitation crews are dispatched to different service
areas once a week to collect and dispose of bagged organic waste matter that has been placed
curbside within 95-gallon roll carts.
Bulk container collection is available for business and industry, educational institutions, and multi-
family housing complexes. Commercial customers are serviced for garbage and recycling by contract
and costs vary depending on the size of the bulk container and number of pickups; however, the City
strives to keep costs at a competitive level and offers a flexible convenient pick-up schedule.
Weekly collection of bulky household trash and yard debris is offered to residential customers. Yard
waste, including grass clippings and other loose yard trimmings, is collected in 95-gallon roll carts for
curbside automated truck pick-up. Customers who do not wish to participate in this voluntary
program must either compost or otherwise properly dispose of their yard waste. Bulk items must be
separated from other curbside collections and cannot include construction debris, automotive
components, bricks, rocks, concrete, or dirt. The Dial-A-Dumpster program provides businesses and
residents with dumpster rentals for cleanouts, construction/demolition debris, and roofing shingles.
Curbside recycling for commercial and residential reusable material, not including garbage, refuse, or
hazardous materials is also a weekly service provided by the City. Environmental education and
beautification programs are offered regarding recycling, water and energy conservation, litter and
environmental protection.
Solid waste generated in Rock Hill is transported to the York County Solid Waste Transfer Station
where it is processed and loaded onto trailers for transport and disposal in an approved landfill facility
in Richland County, SC.
Construction, demolition, and land clearing debris are received at the York County landfill, located on
SC Highway 5, one mile east of the City of York. The York County Construction and Debris (C & D)
landfill also collects and disposes of certain household hazardous materials on specified days of the
year. The County has indicated that the C & D landfill will soon reach capacity and must quickly find
an alternative means to dispose of construction debris. In 2009, they received a permit from SC
DHEC to expand the current facility by 17 acres. The decision was appealed to an administrative law
judge by concerned neighbors; however, the judge dismissed the lawsuit on the grounds that the


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petitioner “has no standing to file an appeal”. Development of a private C & D facility on Vernsdale
Road at an abandoned industrial park is supported by City officials; however, it is also under litigation
as the County considers appealing the ruling of an administrative law judge in favor of the facility.

Recent Achievements and Improvements
The following is a summary of recent achievements and current improvements to the City’s solid
waste collection and disposal system:
       In Fiscal Year 2008/2009, fully implemented a new containerized yard waste system to convert a
        collection system involving loose piles of yard debris at the curb to a system including rolling
        “yardcarts” which will be emptied by automated sanitation trucks. The new system is more
        efficient; it requires less equipment, fewer operators, and provides cleaner streets and storm-
        drain systems.
       A new Wi-Fi based automated work order system for solid waste collections will be operational by
        Fiscal Year 2009/2010.




Telecommunications
Comporium Group
The Comporium Group, a family-owned group of telecommunications companies, provides a full
spectrum of telecommunications and related services to over 95,000 residential and commercial
customers in the greater Rock Hill area. The Comporium Mission Statement, “Making Life Easier”,
was adopted to reinforce their commitment to customer service and satisfaction.
The Comporium group of companies have provided communications services to customers in York
County for more than 100 years. In the late 1880s, after being refused telephone service from
Charlotte by the Bell Company, John Gary Anderson established the first telephone connection in
Rock Hill, linking the Holler & Anderson Buggy Company with the southern Railway Depot to quickly
be notified when supplies came in. The Rock Hill Telephone Company was formally incorporated in
1894 as other subscribers soon signed on to the switchboard system. Soon thereafter he sold it to
his colleague, Paul Workman. The Barnes family, the current owners of Comporium, bought the
company in 1912. By 2001, the company name was changed to Comporium Communications, to
better reflect the one-stop shop “Communications Emporium” of products and services it provides.
Facilities and Operations
Comporium has five operations facilities within the City of Rock Hill:
     332 East Main St. Rock Hill, SC 29730
     245 E. Main St. Rock Hill, SC 29730
     739 Galleria Blvd. Parkway Plaza Rock Hill, SC 29730
     1739 Cherry Rd. Rock Hill, SC 29732
     471 Lake Shore Pkwy. Rock Hill, SC 29730
     330 E. Black St. Rock Hill, SC 29730

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Comporium Communications provides a full spectrum of telecommunications and related services,
including telephone, long distance, wireless, cable TV, Internet, security, data services and directory
publishing to residential and commercial customers. Most recently, Comporium expanded its Wi-Fi
Wireless Internet service to allow anyone to access this service free of charge at various “hot spot”
locations in and around Rock Hill.
Comporium has a franchise agreement with the City to provide cable television service for the citizens
of Rock Hill. The City has an enabling ordinance that governs the issuing of cable television
franchises, which was adopted in 1997 (Ordinance 03-07). The City entered into a 15-year franchise
agreement, subject to the terms of the enabling ordinance, with Comporium on March 12, 2007,
which is set to expire on March 12, 2022. Although Comporium is the only telephone and cable
service provider in Rock Hill, the cable franchise agreement does not stop other cable providers from
coming into Rock Hill. A city can have several agreements with different companies at the same time.

Recent Achievements and Improvements
Comporium Communications has become one of the largest telecommunications companies and
cable TV operators in the southeast United States. Here is a summary of the company’s recent
achievements:
        Beginning September 2009, ESPN and Comporium joined forces to provide ESPN360.com,
         the signature live sports broadband network from ESPN, to Comporium's high-speed Internet
         customers giving fans access to more than 3,500 live, local, regional and global sports events
         annually.
        In August 2009, Comporium deployed its upgraded third-generation (3G) broadband mobile
         network.
Additional infomration about Comporium Communications can be found at: www.Comporium.com.


Rock Hill Wi-Fi
In December, 2006, the City entered into a lease to build and operate a Wireless Fidelity, or Wi-Fi,
communications system throughout the City primarily to automate its utility services and improve
mobile public safety worker and other field worker efficiencies. When completed, the system will be
the largest municipal wireless network in the southeast. The Wi-Fi system is a wireless network that
uses high-frequency radio waves to transmit data between multiple computers linked on a local area
network (LAN) or across the Internet.
Facilities and Operations
The basic infrastructure of the Wi-Fi system has been installed, including more than 40 square miles
of fiber optic lines and Tropos Networks 5210 wireless routers mounted on security lights and traffic
poles. Tropos Networks 4210 wireless routers are located inside City fire, police and utility vehicles.
Currently, the City uses IEEE 802.11 b/g networking standards, transmitting wireless signals at
frequencies of 2.4 GHz.
The Wi-Fi communications system is currently being utilized by several City departments. The Police
Department use the system to access files on the network and file reports remotely and will soon be
able to download video from police cars to a centralized monitoring center when investigating or
responding to an incident and for future use as court evidence. The Fire Department is utilizing the
Wi-Fi network to look up building plans to identify entrances, exits, and hazardous materials while in-
route to a fire. Public Works is implementing a Wi-Fi application that allows staff to download and
create work orders in the field as well as dispatch and prioritize work crews based upon their location.
Building Inspectors use the network to inspect, issue and verify building permits while in the field,
allowing builders and contractors to get up-to-the minute status of an inspection via the Internet.
Utilities crews use the Wi-Fi to access maps of City infrastructure and facilities as well as respond to
email and work orders in the field. Utilities is also in process of implementing advanced metering
infrastructure (AMI) for water and electricity services through a two-way communication system
designed to eliminate the need for manual meter readings, provide a centralized remote turn off and
turn on services, and notify utility crews immediately about power outages. Rock Hill is one of the


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first both nationally and internationally to utilize a citywide wireless system to run its advanced
metering infrastructure and fixed leak detection. This state-of-the-art system is expected to reduce
operational costs, improve billing accuracy, and improve overall customer service. Applications
continue to be added to the system as departments become more familiar with Wi-Fi as a means to
increase efficiency and improve customer service.
In the event of disaster, the wireless network allows continuous communication between emergency
areas when cellular and landlines are down. Moreover, the wireless nodes in police cars and fire
trucks enable them to communicate even when the nodes on the electric poles are not functioning,
essentially creating point-to-point communications networks (an ad hoc network).
Free Wi-Fi Internet access is offered to the public in all community parks, soccer fields, tennis courts,
and other outdoor locations. This is particularly popular at league games whereby spectators can
upload photos to photo sharing sites, check on league scores, and look up rules and statistics.



Rock Hill/York County Airport
The Rock Hill/York County Airport (UZA), located at 550
Airport Road, is one of the state’s fourteen
Corporate/Business (category SCII) airports.           Rock
Hill/York County Airport is conveniently located four miles
northwest of the central business district and less than 30
minutes from Charlotte-Douglas International Airport.
Because of its location, it has an essential role in serving
as a designated reliever to Charlotte-Douglas
International Airport and providing access and capacity to
general aviation and business in the Rock Hill/York
County Area. As of October 2008, the FAA estimated a
total of 42,500 aircraft operations at RH/YC Airport over       Rock Hill/York County Airport Terminal
the previous year.
In 1956, an Airport Commission was established to develop an airport to serve the Rock Hill area. A
364-acre site was obtained at the intersection of Old York Road and Celanese Road for construction
of the Airport and by 1959 it was fully operational. Bryant Field is named for Robert E. Bryant, an
aviator with two international records and an inductee in the South Carolina Aviation Hall of Fame.
Since then, the airport facilities have expanded under the direction of a series of Master Plans and
with the assistance of numerous federal and state grants to accommodate growth in operations and
enhance safety.
The Airport is owned by the City of Rock Hill. The Airport Commission, comprised of seven members
appointed by the City and County Councils, is responsible for making recommendations to the City
Council on policies, operations, and general activities regarding the Airport. A 1992 agreement
between the City and County stipulated that the City would remain the official sponsor of the Airport,
while both the City and County would contribute equally in local funding. Aviation related services at
the Airport are provided by a private contractor, SkyTech (FBO), which leases the facilities on the
west side of the Airport from the City.
The Airport is staffed by an on-site Airport Administrator within the Airport Division to oversee airport
operations, contracts, and capital project management. The mission of the Airport Division is “to be
the best General Aviation facility in the region serving as the Gateway to both North and South
Carolina.” In 2009, the Airport Commission, City Council and County Council updated its adopted
2003 Vision Statement to include the following:
        “Rock Hill and York County will work together to provide for an exceptional general aviation
        center that will help us achieve our shared goals of becoming a premier community, serving
        as a gateway to South Carolina and linked with the global economy.”




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Facilities and Operations
At approximately 435 acres, the airport property includes a 7200 square-foot terminal building
designed for the business user, a conference room available for rent, a pilot lounge, bookstore, Wi-Fi
services, and flight planning facilities. Currently, 126 aircraft are based at RH/YC Airport, including
117 single-engine planes, seven multi-engine planes, one jet and one helicopter. The Airport
contains one asphalt paved runway (2/20) measuring 5,500 x 100 ft with a full parallel taxiway. The
apron area is approximately 35,000 square yards and contains 75 tie-down/parking positions. In
addition, there are a total of 106 hangars located at the Airport, some of which are privately owned.
Fixed Base Operation (FBO) services are provided at the Airport through a 25-year lease agreement
with Skytech, Inc. Skytech offers aircraft maintenance, full avionics repair and installations, fuel and
oil service, sales as well as hangar and tie-down rentals. Flight training, ground schools, aircraft
rental, and sightseeing flights are also available at the Airport.

Recent Achievements and Improvements
The following summarizes the Airport’s recent achievements and current improvements:
        In October 2008, adopted an Airport Overlay District Ordinance adding additional use
         restrictions and standards on property within the vicinity of the Airport to prevent future
         development of incompatible uses around the Airport.
        In October 2009, celebrated 50th anniversary of Airport operations.
        Finished ramp expansion including new Taxiway “D” in 2006.
        Instrument Landing System (Localizer only) Surge Protection installed in 2007.
        Installed security fencing for approach light towers in 2007.
        Land Acquisition for Runway Extension (as contained in Master Plan).
        Completion of Taxiway J Complex in spring 2008.
        Constructed new entrance road and corporate taxilane in 2009.
        Installed new t-hangar taxilanes in 2009.
        Completed infrastructure maintenance:
              o Runway pavement markings re-painted in 2008
              o Rotating beacon tower re-painted in 2008
              o Obstruction removal for instrument approach in 2006
        Entered into a 25-year contract with Skytech as airport commercial services provider in 2005:
              o Construction of Skytech storage hangar
              o Hangar additions for Carolina Medical Center base
        Implemented a Noise Abatement Policy in 2007.
        Secured additional corporate tenants in 2009:
              o CMC MedEvac Helicopter
              o Schweitzer Engineering (Pullman, WA headquartered)
        In late 2009, construction of the City’s sixth fire station, located at the Rock Hill-York County
         Airport, was completed and is expected to be fully operational by late 2010. Firefighters will
         be trained specifically in fire and rescue techniques to handle potential aircraft emergencies.

Additional information about the Rock Hill Airport can be found on the Airport Division webpage at:
www.CityofRockHill.com.




                                                                  th
                                   Rock Hill/York County Airport, 50 Anniversary
                                   Celebration

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Natural Gas
York County Natural Gas Authority has provided residential, commercial, and industrial gas service
throughout Rock Hill and York County since 1957. The Authority was created by Act of the South
Carolina General Assembly in 1954 and is a political subdivision of the State that operates as a not-
for-profit corporation governed by a ten-member Board. The Board is appointed by the Governor
based upon recommendations from the county and municipal city councils. The mission of the
Authority is to provide for the safe and reliable distribution of natural gas throughout York County in
accordance with its enabling legislation, while striving for excellence in customer, community, and
employee relationships.


Facilities and Operations
The Authority’s administration and operations facilities are located at 979 and 961 West Main Street
in Rock Hill. Service is not presently economically feasible in all rural areas, but is generally available
in and around Rock Hill, York, Clover, Fort Mill, Tega Cay, River Hills, Smyrna, McConnells, Sharon,
and Hickory Grove. The Authority currently has over 1,500 miles of distribution mains and serves
approximately 54,000 customers throughout York County and the northeast portion of Cherokee
County. Map 2.3 depicts the location of the Authority’s facilities and service area.

The Authority is currently making improvements to its operations facility by adding approximately
10,500 square feet of space, to include a meter shop for the testing and painting of meters. There will
also be additional office and training spaces added, including a new parking lot. This work should be
completed in the spring of 2010.

As part of a joint action agency called Patriots Energy Group, the Authority is currently constructing a
42 mile pipeline to the Blacksburg system in order to secure gas supplies to area customers for the
foreseeable future. This pipeline should be in service by winter of 2010. To more fully utilize this new
pipeline, the Authority will continue strengthening lateral feeds from this source connecting with other
regions of the distribution system. This will include several new meter and regulator stations and
piping upgrades to reinforce portions of our system that have experienced rapid growth in recent
years. Interconnects with the Patriots Energy Group panhandle pipeline in Lancaster County will
provide additional security of supply, as the northern part of York County continues to grow at a
modest pace.

Recent Achievements and Improvements
The following summarizes the Authority’s recent achievements and improvements:
           The installation of a wireless inventory bar coding system was completed in 2009.
           In 2008, the installation of a paperless work order system was completed.
           The Authority celebrated its 50th anniversary / 50,000 customers in 2007. It also received
            the American Public Gas Association marketing award.
           Prior to this, the Authority completed system expansion work needed to provide gas service
            to the towns of McConnells, Sharon, Hickory Grove, and Smyrna.
           The Authority has invested over $40 million county-wide in system expansion and renewal
            over the past five years. These dollars have in part extended gas mains to previously
            unserved areas, and replaced aging pipe in older sections.
           The Authority has negotiated a contract with the Town of Blacksburg to purchase and operate
            the Blacksburg Municipal gas system. This purchase will significantly expand the Authority’s
            service territory and should be completed in 2010.


Additional information about York County Natural Gas Authority can be found at: www.ycnga.com.




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               Map 2.3: York County Natural Gas Authority Service Territory




                                                                            Source: York County Natural Gas Authority




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Community Safety Facilities
Police Protection
The Rock Hill Police Department (RHPD) is responsible for maintaining peace and order and
protecting life and property throughtout the City twenty-four-hours-a-day and seven-days-a-week.
Members of the RHPD are dedicated to delivering high quality police services through meaningful
community partnerships and problem solving. The Department is built on a philosophy of core values
that include: Community, Excellence, Integrity, Loyalty, and Teamwork.

Facilities and Operations
The Rock Hill Police Department provides protective services to those within the City’s jurisdiction,
totaling more than 35 square miles.

Facilities
RHPD operates three facilities including the Law Center, Hagins Street Substation, and Training
Annex and employs 125 sworn officers and 44 civilian personnel. The locations of RHPD facilities
and patrol service areas are shown on Map 2.4.
The majority of police business is conducted at the Law Center, located at 120 East Black Street.
Built in 1977, the Law Center houses all formal police business including patrol, the Communications
Center, records, an 18-bed holding facility, and administration functions. Also located within the
25,710 square foot facility, the Rock Hill Municipal Court renders judicial decisions on all traffic
violations and certain criminal offenses which occur within City limits.
The Hagins Street Substation, located at 46 Sunset Drive in the Hagins/Fewell Neighborhood, is
operated by the RHPD Community Services Division. In coordination with the City’s Neighborhood
Empowerment Office, the RHPD Community Services Unit hosts crime prevention activities and
provides community services from this facility. The Hagins/Fewell Neighborhood Association also
holds monthly meetings at the substation, as well as periodic events such as National Night Out.
The Training Annex is located at the Worthy Boys and Girls Camp. The Police Department
refurbished a doublewide trailer to sit 45 per class with full video and computer capabilities.

Patrol
As shown on Map 2.4, patrol service areas are split into six geographic patrol zones with officers
assigned to a patrol team and supervised by a Lieutenant and a Sergeant. Because of the City’s
irregular boundaries, officers must travel into the unincorporated areas of the County to reach parts of
several patrol zones within the City. The primary responsibility of the Patrol Division is to enforce all
local, state, and federal laws. The Patrol Division is divided into the Traffic Unit, staffed by police
officers who are specially trained and equipped to conduct traffic accident reconstruction and to
enforce state traffic laws in order to reduce accidents, and the K-9 Unit consisting of two bloodhound
tracking dogs with trained handlers.

Investigative Services
The Rock Hill Police Department is responsible for preliminary and follow-up criminal investigation of
all reported serious crimes against persons and/or property as well as narcotics. Specialized police
officers are trained and equipped to conduct investigations of crime scenes including the collection
and preservation of all physical evidence. The RHPD participates in the York County Multi-
jurisdictional Forensic Services Unit (YCMFSU) as well as the York County Multi-jurisdictional Drug
Enforcement Unit (DEU). Police within the Narcotics Unit are responsible for suppressing organized
crime, particularly drug trafficking. Street level drug sales are handled through the Street Crimes
Unit. Also, the City employs a civilian Law Enforcement Victim Advocate (LEVA) to provide support
to the victims and eyewitnesses of serious crimes.




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                             Map 2.4: Police Facilities and Patrol Zones




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Crime Analysis
Crime analysis plays a key role in crime prevention and modern community policing. Rock Hill
employs a civilian Crime Analyst to track crime patterns and trends in the City and respond to request
for crime data from the citizens and media. In 2006, the Department initiated the COMPSTAT
strategy, a bi-weekly, data-driven, and task-oriented meeting that addresses crime by type and
location. Discussions involve the type of crimes being committed, how to solve the crimes that have
already occurred, and how to prevent further crimes of the same type from re-occurring. With access
to more reliable data, the Department can focus on hot spots to put the right people in the right places
at the right time to help stop specific crimes from occurring.

Community Programs
The RHPD is very involved in community programs, such as Weed and Seed, National Night Out,
and Worthy Boys and Girls Camp.
           Weed and Seed Initiative – Through the Department of Justice, the Weed and Seed initiative
            brings together federal, state, and local crime-fighting agencies, social service providers,
            representatives of the public and private sectors, prosecutors, business owners, and
            neighborhood residents under the shared goal of “weeding” out violent crime and gang
            activity, while “seeding” in social service programs and neighborhood restoration. Four target
            neighborhoods have been designated as the Weed and Seed area because they contain 8
            percent of the population and 25 percent of the crime in the City: Hagins/Fewell, Flint Hill,
            South Central and Sunset Park.
           National Night Out - RHPD officers and City officials visit Rock Hill neighborhoods each year
            during National Night Out. It has proven to be an effective, inexpensive and enjoyable
            program to promote neighborhood spirit and police-community partnerships.
           Worthy Boys and Girls Camp - Originally called the Worthy Boys Camp, the Worthy Boys and
            Girls Camp began in 1949 on 48 acres of land that was donated to the Rock Hill Pistol Club
            for a training and firing range. Operated entirely by the Rock Hill Police Department, the
            Worthy Boys and Girls Camp offers 100 boys and 100 girls from the York County area, ages
            9 to 12, a week-long opportunity each summer to experience the outdoors, learn new skills,
            develop new interpersonal skills, and build personal self-esteem at this facility.
Other activities for the community include Neighborhood Watch, school resource officers, Operation
Rebound; Operation Identification, security surveys, child fingerprinting, speakers’ bureau, and tours
of the Law Center.




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Response Times
One measure of police efficiency and safety of residents is the response time to life threatening, or
priority 1, calls. Response time in law enforcement includes both queuing time, the length of time
from receipt of the request for service to the actual dispatch of an officer, and travel time. An analysis
in conjunction with the November 2008 “Staffing Study of the Rock Hill Police Department” revealed
that the 2007 monthly response times average between 11 to 13 minutes, with a substantial number
of calls exceeding this range.
Crime Rates and Statistics
Although incidents of crime appear to have declined steadily over the last three years, individual
offenses have fluctuated significantly as indicated in Table 2.3. Crime rate, the number of Index
Crimes (based on official FBI’s Uniform Crime Report numbers) divided by the population, may be a
better indicator of crime and safety than changes in the actual number of reported crimes each year.
Table 2.4 was derived using this methodology and shows that the crime rate for violent crimes has
decreased nearly 10 percent over the three year period while property crimes have decreased by
about 3 percent. By comparison, the crime rate in Rock Hill is significantly higher than the National
Average and cities of similar size. The 2008 National Crime Rate per 1,000 population totaled 4.55
for violent crimes and 32.13 for property crimes. The 2008 Crime Rate per 1,000 population for cities
with 50,000 to 99,999 population totaled 4.51 for violent crimes and 35.52 for property crimes
(source: Federal Bureau of Investigation, Crime in the United States, 2008).
                       Table 2.3:           2006-2008 Rock Hill Crime Statistics
           Offenses              2006 Reported       2007 Reported     2008 Reported   % Change     % Change
                                                                                       2006-2007    2007-2008
                                                      Violent Crimes
           Murder                        6                 3                  4           -50.0      33.33
            Rape                       106                 74               110          -30.19      48.65
          Robbery                      181                191               143            5.53      -25.13
      Aggravated Assault               571                642               553           12.43      -13.86
         Kidnapping                     26                 28                36            7.7       28.57
          Assaults                    1,724              1,625             1,698          -5.74        4.49
            Total                     2,614              2,563             2,544          -1.95       -0.74
                                                     Property Crimes
          Burglary                     609                604               664           -0.82        9.93
          Larceny                     2,289              2,537             2,459          10.83       -3.07
         Vandalism                    2,164              1,918             1,908         -11.37       -0.52
     Motor Vehicle Theft               283                291               280            2.83       -3.78
           Arson                        26                 28                20             7.7      -28.57
           Total                      5,371              5,378             5,331           0.13       -0.87
                                                      Other Crimes
          Drugs                        830                828               734           -0.24      -11.35
       Sex Offenses                     23                 17                17          -26.09        0.00
         Forgery                       322                297               283           -7.76       -4.71
     Weapons Violations                327                298               261           -8.87      -12.42
           Total                      1,502              1,440             1,295          -4.13      -10.07
       Total Crimes                   9,487              9,381             9,170          -1.12       -2.25
Source: Rock Hill Police Department

                           Table 2.4:         2006-2008 Rock Hill Crime Rates
                                                           Crime Rate per 1,000 Population
                          Offenses               2006 Reported 2007 Reported        2008 Reported
                       Violent Crimes                12.35            12.59              11.19
                       Property Crimes               44.91            46.09              44.39
                            Total                    57.26            58.68              55.58
               Source: Rock Hill Police Department




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Recent Achievements and Improvements
The following is an annotated summary of recent achievements at the RHPD:

           The Department was accredited by the Commission on Accreditation for Law Enforcement
            Agencies in 2001. This accreditation certifies compliance with state-of-the-art standards of
            excellence in law enforcement services that meet National Standards. The Department is
            currently in the process of its third re-accreditation.
           Recognized by the US Department of Justice as a Weed and Seed site with funding.
           The Department continues to upgrade its technology to include E-tickets, digital video
            cameras in patrol vehicles, paperless reporting, updated records management system,
            updated computer aided dispatch, 800Mhz radio system, upgraded workstations for entire
            department, installed enhanced 911 system, electronic internal affairs system (BLUE Team),
            new mobile data computers for patrol vehicles, updated and installed new servers, and added
            Wi-Fi in all patrol vehicles.
           Since implementing the CompStat strategy in 2006, the City has reduced crime and
            enhanced community partnerships.
           The Drug Initiative is a combined law enforcement – community partnership that uses crime
            mapping to target dealers who impact the community. Extensive intelligence gathering leads
            to offenders being notified of the consequences of continued dealing and an offer of
            community-based help.
           Adopted a “Bar Ordinance” requiring bars to close no later than 2:00 am as a direct result of
            the rise in violent crime after 2:00 am. One year after the ordinance was put in place violent
            crime at the bars decreased 75 percent and calls for service reduced 63 percent.
           Adopted a “False Alarm Ordinance” to reduce the amount of false alarm calls for service.
            The alarm ordinance created a two call verification system that mandated that the alarm
            company contact the home owner before notifying police. This ordinance reduced false
            alarm calls for service an average of 30 percent over a three year period.
           In 2009, Crime iMap was launched on the City’s website allowing users to search and access
            a year’s worth of crime data by entering an address, neighborhood, school zone, type of
            crime, and date ranges. General locations of criminal activity and records are displayed.

Additional information about the Rock Hill Police Department can be found on the Department
webpage at: www.CityofRockHill.com.




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Fire Protection
The mission of the Rock Hill Fire Department (RHFD) is “to provide a range of customer focused
programs and services designed to protect the lives and property of those who live, visit, or invest in
the City of Rock Hill from the adverse effects of fires, medical emergencies, and other hazardous
conditions (natural or man-made).” Chartered on December 14, 1869, as the Rock Hill Hook and
Ladder Company, the RHFD currently provides services to 66,230 customers within a 37 square mile
area, including certain water district customers located in areas outside the City limits.

Facilities and Operations
The RHFD operates five fire stations, as well as the headquarters
station which houses administration, logistics and training. In late
2009, a replacement facility for Station #3 was completed along
Automall Parkway to better serve the growing and changing mix of
commercial and residential customers. To meet the needs of new
residential development on the northwest side of the City, a sixth fire
station has been constructed on city-owned property at the Airport at
the intersection of Musuem and Airport Roads. The Airport Station will
be equipped with specialty suppression equipment for incidents at the
Airport. It is expected to be operational by late 2010. Both stations
are expected to improve response times to a growing population base.
Map 2.5 depicts the location of all fire stations and their primary
service areas. RHFD stations are located at the following addresses:
        Headquarters - 214 Elizabeth Lane
        Fire Station #1 – 1251 Albright Road
        Fire Station #2 – 924 North Cherry Road
        Fire Station #3 –670 Automall Parkway
        Fire Station #4 – 1400 Heckle Boulevard
        Fire Station #5 – 1147 Springdale Road
        Fire Station #6 – 284 Airport Road

The City of Rock Hill is the only career fire department in the County. The RHFD is staffed with 96
full-time firefighters, 6 fire prevention/inspections personnel, and 4 administration positions.
Specialized services are provided for fire suppression, trench rescue, emergency medical services,
confined space, vehicle extrication, high level rescue, and hazardous materials. Fire prevention is
implemented through educational programs on fire safety and involvement with community groups.
The RHFD is also responsible for fire code enforcement and fire investigations to determine the
cause of various fires including those of suspicious, incendiary, or undetermined nature, and all fires
involving loss of life or large dollar losses.
The City has signed a statewide mutual-aid agreement which specifies terms and conditions whereby
any municipality, fire district, fire protection agency, or other emergency service entity may provide
mutual aid assistance, upon request, including personnel, equipment, and/or expertise in a specified
manner, to any other municipality, fire district, fire protection agency, or other emergency service
delivery system in South Carolina at the time of a significant incident such as fire, earthquake,
hurricane, flood, tornado, hazardous material event, or other such disaster. In addition, Rock Hill has
an automatic aid agreement with its sister cities, the city of Greer and the town of Mount Pleasant, to
provide support within 48 hours of a disaster.




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                       Map 2.5: Fire Service Areas and Stations




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Equipment and Response
The RHFD utilizes the most advanced technology to save lives and protect the property of residents,
land owners, and visitors. The five fire stations support seven engines, two ladder trucks, a brush
unit, tanker, a specialized hazardous materials response vehicle, specialized confined space/trench
rescue trailer, a Fire Safety Smoke house, and a specialized Fire Investigation trailer.
The Department operates a fire mobile package to enhance realtime access to information and
communication to firefighters in the field. Each fire apparatus is equipped with laptops with wireless
access to the City’s computer network, mapping software, and GPS. Vital data such as building
preplans, diagrams, and chemical hazards can be accessed enroute to an emergency. All fire
apparatus are also equipped with diagnostic heart monitors capable of transmitting a patient’s heart
rhythm directly to the hospital emergency department and several apparatus are equipped with
thermal imaging cameras for search and rescue.
The key benchmark for fire department response time is the National Fire Protection Association’s
(NFPA) 1710 standard. It recommends 60 seconds for turn-out and four minutes for the first engine
company to arrive at a fire-suppression incident, and/or eight minutes for the first full-alarm
assignment, for at least 90 percent of all fire calls. The Rock Hill Fire Department’s average response
time, from the moment a 911 call is dispatched to the moment when the fire trucks arrive on scene, is
4:53 minutes.
Table 2.5 summarizes the Rock Hill Fire Department calls for service over the five year period.
Overall calls for service have increased, with medical calls showing the most significant gains.

                     Table 2.5:         Rock Hill Service Call Data (2005-2009)
             Incident Type                     2005     2006     2007        2008      2008/2009
     Fires                                        108      116      145         129          140
     Vehicle Fires                                 65       55       54          57           53
     Wood / Grass Fires                            92       91       97          88           94
     False Alarms                                 291      288      276         278          301
     Hazmat                                        54       52       66          90           64
     Rescue / Extrication                          31       28       47          39           41
     Medical                                    1,881    1,861    2,050       2,698        3,228
     Other                                      1,043    1,031    1,159       1,365        1,527
                          TOTALS                3,565    3,522    3,894       4,744        5,447
    Source: Rock Hill Fire Department, July 2009.

ISO Rating
Considered one of the leading sources of information about risk, the National Insurance Services
Office, Inc. (ISO) supplies statistical, actuarial, underwriting, and claims data to the property and
casualty insurance industry. The ISO uses a uniform set of criteria known as the Fire Suppression
Rating Schedule (FSRS) to review and evaluate the fire-fighting capabilities of individual
communities. The FSRS has three main parts and is based upon nationally reconzed standards
developed by the National Fire Protection Association and the American Water Works Association.
Ten percent of the overall grading is based on how well the fire department receives fire alarms and
dispatches its fire-fighting resources. Fifty percent of the overall score is based on the fire
department, including equipment, training, and personnel. Forty percent of the grading is based on
the community's water supply, incluing whether a community has sufficient water supply for fire
suppression beyond daily maximum consumption, the condition of all components of the water supply
system, and the distribution of hydrants. Once evaluated, a community is then assigned a Public
Protection Classification (PPC™) from 1 to 10. Class 1 generally represents superior property fire
protection, and Class 10 indicates that the area's fire-suppression program doesn't meet ISO’s
minimum criteria.
Table 2.6 depicts the current ISO rating of fire departments in York County. With a Class 2 fire
service rating, the City of Rock Hill Fire Department proudly maintains the highest classification in
York County.

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             Table 2.6:      ISO Ratings of York County Fire Departments
                          Fire Department                          ISO Rating
                          Bethany                                       6
                          Bethel                                        5
                          Bethesda                                      4
                          Bullock Creek                                 7
                          Clover                                        5
                          Flint Hill                                    4
                          Fort Mill                                     4
                          Hickory Grove                                 5
                          Lesslie                                       6
                          McConnells                                    6
                          Newport                                       4
                          Oakdale                                       5
                          Riverview                                     5
                          Sharon                                        6
                          Smyrna                                        6
                          York Incorporated Area                        4
                          York Unincorporated Area                      4
                          City of Rock Hill                             2
                          City of Tega Cay                             6-9

                       Source: York County Department of Fire Safety, April 2009.

In FY 03/04, the City began implementing fire, water, and wastewater impact fees to ensure that
growth pays for related infrastructure improvements. Through the fire impact fee program, revenues
are collected and used to offset debt to fund fire station improvements. As shown in Table 2.7, more
than $2.8 million in fire impact fees have been collected since the program was initiated. It also
indicates more modest collections in recent years due to a slowdown in new construction activity.
                         Table 2.7:         Fire Impact Fees Collected
                                Fiscal Year                    Revenues
                                03/04                          $371,152
                                04/05                          $479,014
                                05/06                          $606,900
                                06/07                          $808,008
                                07/08                          $299,765
                                08/09                          $252,188
                                Total                         $2,817,027


Additional information about the Rock Hill Fire Department can be found at: www.CityofRockHill.com.




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Hometown Security
The Hometown Security Division, was created as a branch of City Management in the spring of 2003
in response to a severe ice storm that affected the area the previous winter. Its mission is “to develop
and implement security, emergency and disaster plans, and related programs serving as deterrence
to threats and enhancing response and recovery operations during and after emergencies and
disasters which will enable the City of Rock Hill, businesses and citizens to return to normalcy”.

Facilities and Operations
Hometown Security provides daily support to all departments with questions and direction on
appropriate security protocols in regards to recommendations from the Hometown Security Plan.
Periodic inspections of City facilities and departments are conducted. Assistance is provided with
Access ID cards, logistical issues for OSHA compliance standards and guidelines established by the
Risk Management Division and the Central Safety Committee. Hometown Security conducts periodic
workshops for the community, government, and business leaders on emergency related issues and
works with the American Red Cross to develop guidelines for future emergency awareness training
classes.
Coordinating efforts between City and County resources during potential emergency situations is
crucial. The Hometown Security Division is the primary point of contact for resource assistance and
support for the York County Office of Emergency Management during emergency situations, including
power outages and natural and manmade disasters.
The Emergency Response Center (ERC), located on the first floor of City Hall, is where key
department heads and support staff convene shortly after the onset of an emergency situation for
development of vital rescue, recovery, and operational decisions.
The City also maintains a Mobile Operation Center (MOC), a vehicle equipped with communication
and operational needs for fixed command operations directly at the scene of an emergency. York
County has a mobile vehicle identified as Mobile EOC.

Recent Achievements and Improvements
The following is a summary of the recent achievements of the Hometown Security Division:
        Upgraded security protocols and features in the Council Chambers, the City Managers Office
         suites and access to the Management suite.
        Re-drafted and updated the Hometown Security Plan to reflect the advancements within the
         City infrastructure and procedures.
        The Cherry Road Filter Plant Emergency Response Plan has been completely re-drafted and
         approved by SC DHEC.
        Continue to be a member of the South Carolina Emergency Management Association to
         network with other Counties within the State.
        Installation of Automatic External Defibrillators (AED) at all City facilities.
        Developing an Emergency Response Plan for the Rock Hill / York County Airport.
        Coordinated with York County on the implementation of the new 800 MHz radio system within
         the City.
        Working on the development of a citywide Continuity of Operations Plan (COOP) for disaster
         recovery.

Additional information about the Rock Hill Hometown Security Division can be found at:
www.CityofRockHill.com.




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Emergency Preparedness and Management
The York County Office of Emergency Management (OEM) manages the emergency plan
development, emergency response coordination, recovery operations, resource development and
emergency public education for the entire County. It is also charged with maintaining the York
County Emergency Operations Plan, in accordance with paragraph C-9, South Carolina Regulations
58-1, Local Emergency Preparedness Standards, and complies with FEMA Civil Preparedness Guide
1-8.
Although the Office of Emergency Management is a function of county government, it has
coordination responsibilities with all government entities in the County, including municipal
governments and the Catawba Indian Nation, as well as state, federal, and military agencies when
required. In addition, OEM coordinates with all county school districts, daycare centers, and
healthcare facilities to ensure their emergency plans are comprehensive and meet required
guidelines.    Other organizations involved in coordination of emergency preparedness and
management with York County include the Department of Homeland Security; National Oceanic and
Atmospheric Administration (NOAA); Federal Emergency Management Agency (FEMA); National
Hurricane Center; National Disaster Medical System (NDMS); South Carolina Department of Health
and Environmental Control (SCDHEC); South Carolina Emergency Management Division (SCEMD);
Military Assistance to Safety and Traffic (MAST); Duke Energy; Piedmont Medical Emergency
Service (AMB); and the American Red Cross.
The mission of York County OEM is “to provide the residents of York County with a comprehensive,
integrated, and coordinated public safety program through which Homeland Security is coordinated,
risks are reduced, emergency services delivered, and consequences of events managed to make our
community a safe place to live, work, and play.”
The Emergency Management Office's is responsible for the following functions:
           MITIGATION programs or accident/injury prevention programs designed to reduce the
            consequences of emergencies.
           PLANNING for emergency/disaster situations, including the development of emergency plans
            and procedures, drills and exercises to evaluate response capabilities.
           RESPONSE to emergencies/disasters to coordinate the most effective use of manpower and
            resources in the saving of lives and the reduction of property losses.
           RECOVERY from emergencies/disasters to return the community to its pre-disaster condition
            including administration of assistance programs.

Facilities and Operations
York County maintains an Emergency Operation and Public Safety Communications Center at 149
West Black Street The Emergency Operation and Public Safety Communications Center is
maintained 24 hours a day and has a direct link with the City of Rock Hill Emergency Response
Center in emergency operational incidents.
The Communications Center in York County utilizes an enhanced 911 system for receiving and
dispatching all fire and EMS related emergencies and transferring law enforcement calls to the
agency that has jurisdiction. A computer aided dispatch (CAD) system is also used, allowing for the
capability of providing additional information on a timely basis to the fire departments and other
emergency personnel responding to an alarm. During 2007, the Communications Center answered
275,610 telephone calls and handled 33,610 incidents which required an emergency response.
In emergency situations, the Center provides resources to support on-scene emergency operations.
Emergency management staff are responsible for monitoring any developing natural and man-made
situations and making the appropriate emergency notifications.
In large-scale emergencies resulting from natural disasters, man-made disasters, or war, the Center
is activated and representatives from county, municipal, and state departments gather to coordinate
response and recovery activities. All resources made available to the County from outside agencies

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are assigned tasks and functions by the County in accordance with the York County Emergency
Operations Plan, but remain under the direction and control of their parent organization. The York
County Emergency Operations and Public Safety Communications Center is equipped with state-of-
the-art technology to assist in information gathering, assessment, and public notification.
Communication is maintained through a comprehensive 800Mh radio system and on-scene using the
Mobile EOC. Sirens across the County are activated in three-minute cycles and emergency
information is broadcast on local television stations and the following local radio stations:
                                   WRHI 1340 AM;        WRHM 107.1 FM
In the event of a major incident at the Catawba Nuclear Station, Duke Energy would immediately
notify federal, stat,e and local authorities of a problem at the station. York County coordinates
communication between the Catawba Nuclear Station and the South Carolina State Warning Point on
any emergency that would affect the County and activates the emergency outdoor warning sirens, as
necessary. Upon hearing an emergency siren, all people within the 10-mile emergency planning
zones are urged to immediately tune their television or radio to local primary stations that will carry an
emergency alert message and evacuation procedures.
York County OEM coordinates all training programs for emergency responders within the County and
conducts emergency disaster exercises. It is also responsible for coordinating training and response
of the COBRA (Chemical Ordnance Biological Radiological) Team to maintain readiness for local,
regional or statewide response to hazardous materials incidents or acts of terrorism.

Recent Achievements and Improvements
The following summarizes the recent achievements of York County OEM:
        Implemented a countywide 800 MHz radio system to provide coverage to all municipalities.
        Relocating of the Office of Emergency Management, Emergency Operations and Public
         Safety Communications Center to a stand-alone facility at 149 West Black Street.

Additional information about York County Office of Emergency Management can be found at:
www.yorkcountyoem.com.




             Source: Duke Energy


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Healthcare Services
Opened in 1983, Piedmont Medical Center (PMC) serves as
the primary healthcare services provider for Rock Hill and
offers a broad range of services to meet the healthcare
needs of the region, including York, Lancaster, and Chester
counties. It is PMC’s mission “to provide high quality health
care services in a caring and financially responsible manner
to residents of York County and surrounding communities.”
Piedmont Medical Center is fully accredited by the Joint
Commission, the nation’s oldest and largest hospital
accreditation agency. It is licensed by the state of South           Piedmont Medical Center
Carolina and approved for the acceptance of Medicare
patients.

Facilities and Operations
Piedmont Medical Center is anchored by a 288-bed acute care hospital located at 222 South Herlong
Avenue in Rock Hill. Additional PMC facilities are located throughout York County and include off-site
outpatient services, diagnostic imaging, physician practices, and urgent care centers. Map 2.6
depicts the locations of all PMC facilities located in Rock Hill.
Supported by 371 medical staff as well as 1,254 full- and part-time employees, PMC offers some of
the most advanced medical technologies and services. Piedmont’s primary service lines include
cardiac, general and vascular surgery, cancer services, orthopedics, and emergency services and
surgery. Some of the other services PMC offers are CT scanning; imaging and diagnostics; maternity
care; pediatrics; orthopedics; outpatient services; a center for sleep disorders; a wound care center
and a women’s center. It is also a nationally accredited Level III trauma center, one of 17 in the
Palmetto State. During the 2008 calendar year, there were 14,045 patients admitted to the hospital
and 135,243 outpatient visits. There were 59,789 emergency room visits and 13,495 emergency
medical service calls between June 1, 2008 and May 31, 2009.
Two off-site healthcare options are available for patients who require non-emergency care for medical
conditions that are not a serious immediate threat to life or health. These include Piedmont Urgent
Care at Baxter Village, located near Fort Mill, and Piedmont East Urgent Care Center, near I-77 and
Dave Lyle Boulevard in Rock Hill.

Recent Achievements and Improvements
The following summarizes the recent achievements of Piedmont Medical Center:
           Opened the $29 million, 95,100 square foot Women’s Center in 2004 to meet the growing
            need for women’s services in upstate South Carolina.
           In 2005, completed a multi-million dollar renovation of its three cardiac catheterization labs.
           In 2006, SC DHEC awarded PMC a certificate of need to build a 220,000 square foot, 100-
            bed hospital on Hwy 160 near I-77 in Fort Mill, although it is currently being challenged in
            court by two North Carolina-based health systems.
           PMC is the official healthcare provider of the Winthrop Eagles, offering sponsorship benefits
            and revenue for Winthrop University Athletics and greater exposure for the medical center.
           Received Chest Pain Center Accreditation with PCI Level II.
           Received EMS – Rapid Sequence Induction certification to administer paralytic medication for
            extreme trauma, burn and respiratory cases.

Additional information    about            Piedmont      Medical     Center     can      be      found       at:
www.piedmontmedicalcenter.com.




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                                       Map 2.6: Healthcare Facilities




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Educational Facilities
Rock Hill Schools
Rock Hill and nearly all of the unincorporated areas within Rock Hill Urban Services Area is served by
one school district, Rock Hill Schools. Established in 1953 through the merger of four former school
districts, Rock Hill Schools serve all communities within its 228 square miles service area. The
mission of Rock Hill Schools is to “provide all students with challenging work that authentically
engages them in the learning process and prepares them for successful futures…by providing lifelong
learning opportunities which will develop the potential of all individuals and thereby improve the
quality of life for all citizens of the district.”
Since 1994, Rock Hill Schools works with the community to develop five-year strategic plans
designed to guide the efforts of the district, affirm district beliefs, as well as set priorities and
directions. The 2005-2010 Strategic Plan establishes the following beliefs to achieve its mission:
           All students can learn more and at higher levels.
           Teachers directly affect student learning through the design of work that has those qualities
            that are most engaging to students.
           Diversity, creativity, and innovation enrich learning.
           Active participation from families, the community, and staff are important when making
            decisions that positively affect student learning.
           High standards exist for everyone in the school district.

Facilities and Operations
Nearly 18,000 students are enrolled throughout Rock Hill’s public school system. As indicated in
Table 2.8 and depicted on Map 2.7 and 2.8, the Rock Hill Schools system consists of 16 Elementary
Schools, a state-funded Montessori school, five middle schools, three high schools, one applied
technology center, and a public charter school for at-risk children.
Rock Hill Schools also offers other unique resources to the community:
    The Central Child Development Center offers 4-K preschool classes including seven regular
       half-day sessions and three classrooms for preschoolers with special needs.
           The Flexible Learning Center located at 1234 Flint Street Extension offers several
            alternative/focused learning programs including an adult education center, the Phoenix
            Academy for high school students seeking a flexible, self-paced learning environment,
            Rebound Alternative School for 5th-8th graders with behavioral problems, and Renaissance
            Academy for suspended or expelled high school students.




                         Carroll School

           Built in 1929 and restored in 2003, Carroll School represents one of the last remaining
            Rosenwald Schools, once symbols of hope and pride in African American communities.
            Carroll School is used by 5th grade students for field study visits to learn about the
            Depression Era of history and continues to be used for church and community events.
           An Instructional TV center provides video-based resources to support the curriculum Rock
            Hill Schools which are made available through an important partnership between the South
            Carolina Department of Education and South Carolina Educational Television.


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        Beginning in the 2009/2010 school year, Sunset Park Elementary School transitioned into the
         Center for Accelerated Studies at Sunset Park, a magnet school program for the gifted and
         talented designed with four distinguishing characteristics: acceleration and enrichment,
         elective courses, technology infusion, and extended instructional time.
        Parent Smart Family Resource Center, located at 410 East Black Street, provides a family-
         focused environment that welcomes culturally and socio-economically diverse families, with
         on-site support agencies, information, assistance, and referrals to families with specific
         needs.



                                     Table 2.8:   Rock Hill Schools
                            School                      Year      2009-2010       Total Square
                                                      Founded    Enrollment**      Footage*
    Belleview Elementary                               1955          462             69,258
    Children’s School at Sylvia Circle (Montessori)    1954          380             58,203
    Ebenezer Avenue Elementary                         1987          312             47,912
    Ebinport Elementary                                1949          531             58,271
    Finley Road Elementary                             1957          500             55,837
    Independence Elementary                            1978          499             58,485
    India Hook Elementary                              2007          507             74,979
    Lesslie Elementary                                 1954          483             48,764
    Mount Gallant Elementary                           1978          499             61,032
    Mount Holly Elementary                             2008          493             74,979
    Northside Elementary                               1951          355             54,701
    Oakdale Elementary                                 1949          471             62,045
    Old Pointe Elementary                              2002          616             91,143
    Richmond Drive Elementary                          1949          521             56,238
    Rosewood Elementary                                1960          624             57,493
    Sunset Park Elementary                             1954          446             58,203
    York Road Elementary                               1971          472             60,708
    Castle Heights Middle                              2004          794            160,151
    Dutchman Creek Middle                              2008          873            160,151
    Rawlinson Road Middle                              1972          699            129,471
    Saluda Trail Middle                                1999          757            162,919
    Sullivan Middle                                    1959          867            150,790
    Northwestern High                                  1971         1,800           282,575
    Rock Hill High                                     1888         2,006           288,260
    South Pointe High                                  2005         1,425           354,424
    Applied Technology Center                          1973          n/a            101,573
    Central Child Development Center (4-K)             2002          312             24,030
    Children’s Attention Home Charter School             n/a          22               n/a
    Flexible Learning Center                           1957          n/a            106,636
* Includes non-academic buildings
** 20-day count, as of 9/16/09
Source: Rock Hill Schools, October, 2009.




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Recent Achievements and Improvements
The following summarizes the recent achievements of Rock Hill Schools:
           In 2005, Rock Hill Schools opened its third high school, South Pointe High School.
           In 2007, construction on India Hook Elementary School was completed.
           Two new, state-of-the-art schools opened in 2008—Mount Holly Elementary and Dutchman
            Creek Middle. Dutchman Creek was named Best in New Middle School Design in a regional
            architecture competition.
           Rock Hill Schools opened a Center for Accelerated Studies at Sunset Park Elementary
            School in the fall of 2009, a magnet school program for gifted and talented children.
           Rock Hill High School and Northwestern High School are among the largest 16 schools in the
            state by enrollment.
           During the 2008-2009 school year, more than 750 children in need in grades K-8 were
            provided with nutritious snacks on weekends through the Back the Pack program sponsored
            by the Rock Hill School District Foundation.
           Rock Hill Schools achieved district-wide accreditation in February 2009 from the AdvancED
            Accreditation Commission, the first district in York County to earn this accreditation.
           Richmond Drive Elementary and Castle Heights Middle School received Healthy School
            awards from the South Carolina Department of Education.
           Finley Road Elementary was one of only 10 elementary schools in the state to receive a grant
            award on formative assessments from the Educational Testing System.
           Seven schools—ATC, Belleview, Finley Road, Independence, Northwestern, Rock Hill High,
            Rosewood—received 2009 Palmetto Gold and Palmetto Silver awards for student academic
            performance and/or closing the achievement gap.
           The Children's School at Sylvia Circle was one of five finalists for the state's top School
            Improvement Council award.
           Scholarships for the Class of 2009 at Rock Hill's three high schools totaled $15,782,244,
            surpassing the previous year’s scholarship totals by $3.7 million.




 South Pointe High School




                                                       Castle Heights Middle School



                                                                        City of Rock Hill 2020 Comprehensive Plan
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                                 Map 2.7: Elementary School Facilities




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                        Map 2.8: Middle & High School Facilities




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Private Primary and Secondary Institutions
Rock Hill offers a number of alternatives to public school education. Rock Hill’s private educational
institutions are affiliated with religious organizations and offer educational and other programs that
integrate academic, arts, physical, and spiritual instruction.

Facilities and Operations
The four private schools that serve the Rock Hill area are shown on Map 2.7 and 2.8. The following
private schools serve the Rock Hill area:

Westminster Catawba Christian School
(WCCS) – 1310 & 2650 India Hook Road
With a 2008-2009 student enrollment of
approximately 585 children, WCCS is the largest
private school in Rock Hill. WCCS provides
Christian and traditional education for children in
pre-kindergarten through twelfth grade.        The
Westminster Campus (K3-3) and Catawba
Campus (4-12) are situated within two miles of
one another on India Hook Road. The vision of
the institution is “to develop students who have
achieved high moral character, are mature in their
Christian faith, and who are academically and
                                                      Westminster Catawba Christian School
physically prepared to pursue God's calling in
their lives.”
Additional information about WCCS can be found on their website: www.wccs.org


Saint Anne Catholic School – 1698 Bird Street
St. Anne Catholic School (SAS) is a private/Parochial elementary and middle school (K4-8) serving
Fort Mill, Rock Hill and surrounding areas with excellence in Christ-Centered, Catholic/Christian
Education since 1951. SAS is accredited through the Diocese of Charleston and one of 29 Catholic
Schools in South Carolina and affiliated with the National Catholic Educational Association (NCEA).
Approximately 315 students were enrolled at SAS during the 2008-2009 school year. The mission of
St. Anne Catholic School as follows: “recognizing parents as primary educators, St. Anne Catholic
School is committed to proclaiming the Catholic/Christian way of life and principles of moral formation
by providing the environment conducive to the development of the whole child, spiritually,
intellectually, socially, and physically for their future life in church and society.”
Additional information about Saint Anne Catholic School can be found on their website:
www.stanneschool.com/


Shekinah Christian Academy – 641 Annafrel Street
Shekinah Christian Academy is a private, Pentecostal affiliated school serving approximately 36
students in grades PK-12.


Shield of Faith Christian Academy – 2499 Firetower Road
Opened in 1984, Shield of Faith Christian Academy is a private school serving approximately 35
students in grades PK-12 and is affiliated with the non-denominational Shield of Faith Church.


Two other private school educational facilities were permanently closed in 2009: Trinity Christian
School and Catawba Baptist Academy.



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Winthrop University
Winthrop University is a public university
that provides a wide array of personalized
and challenging undergraduate, graduate
and continuing professional education
programs from an historic campus located in
the heart of Rock Hill.
Winthrop was founded in 1886 in Columbia,
South Carolina and moved to Rock Hill in
1895. Since then, it has grown from a
regional liberal arts college to a nationally
recognized comprehensive university that
helps set the pace for quality higher
education for the 21st century.                     Winthrop University, Tillman Hall
In fall 2008, approximately 6,300 students were enrolled in the school, including 167 foreign students
from 48 nations. A total of 40 undergraduate and 24 graduate degrees, with more than 100 programs
of study offered through various concentrations and options, are available in the following colleges:
College of Arts and Sciences; College of Business Administration; College of Visual and Performing
Arts; and the Richard W. Riley College of Education. All Winthrop students enter their academic
programs through University College, which delivers Winthrop’s foundational “Touchstone” courses
that were developed to foster the kind of deeper student learning and engagement that guides
students in preparing to be leaders in their professions and leaders in their communities. All eligible
bachelor's, master's and specialist degrees in the liberal arts and sciences, education, business and
the visual and performing arts are nationally accredited – reflecting the university’s commitment to be
“among the very best institutions of its kind in the nation.”

Facilities and Operations
Facilities for Winthrop University are located at both the 125-acre Main Campus on Oakland Avenue
and at “Winthrop Farm”, a 360-acre site located on Cherry Road that serves as Winthrop’s
recreational and research complex (see Map 2.9).

Main Campus
The Main Campus is situated in a historic district near downtown Rock Hill and houses the academic
buildings, administrative offices, dormitories, library, and a student center. In addition to ongoing
adaptive reuse of many of its historic buildings, Winthrop over the past decade has invested more
than $100 million in new academic and student support facilities on its Main Campus.

Winthrop Farm Lake Area Athletic, Recreation and Research Area
In addition to Winthrop Lake, the Farm complex features the following amenities:

        
                                               th
            Olde Stone House – An early 20 century home available for special conferences and
            events.
           Tennis Complex – Features 12 lighted courts, seating for 300, club house, restroom, locker
            rooms, and offices.
           Winthrop Ballpark – Includes baseball fields and related amenities.
           Winthrop Coliseum – A 6,100 seat facility hosting NCAA Division I men’s and women’s
            basketball games and women’s volleyball games, and accommodates conventions, trade
            shows, concerts, special events, tournaments, and features Winthrop’s Athletics Hall of
            Fame.
           Piedmont Wetlands Research Area – A 1.1 acre wetland project created in partnership with
            Rock Hill Schools.
           The Shack – A lodge overlooking the lake that is used for faculty and student events and as
            conference space for the general public.



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        Outdoor Education Center (Ropes Course) – Created in 1982 to offer teambuilding activities
         and low- and high-ropes experiences to business, educational, professional, and other
         groups.
        Golf Course – Includes a nine-hole golf course and an 18-hole disc golf course.
        Eagle Field – Includes facilities for soccer programs.
        Irwin Belk Track – NCAA Division I outdoor track competition facility
        Recreational Sports Field – Two lighted fields for student use through intramural sports
         programs.
        Softball Complex – A softball complex for the Eagle softball program.




                                     Byrnes Auditorium




Recent Achievements and Improvements
The following summarizes the recent achievements and improvements of Winthrop University:
        Winthrop is among the nation's top performing institutions in terms of engaging students in
         activities that are predictors of success in later life (based on participation in the National
         Survey of Student Engagement).
        Regularly rated among the top public institutions of its kind in the South by U.S. News and
         World Report, winning accolades for academic excellence, emphasis on students’ personal
         character development, commitment to diversity, award-winning student programming, sound
         fiscal management, and overall institutional excellence.
        National publications, including Barron’s Best Buys and the Princeton Review, consistently
         rate Winthrop University among the “best buy, best value” institutions in the nation. U.S.
         News and World Report in 2010 also named Winthrop to its “Keep an Eye on These Schools”
         list of institutions that have made “the most promising and innovative changes in academics,
         faculty, students, campus, or facilities.”
        In 2003, the Courtyard was developed by the Winthrop University Real Estate Foundation.
         The 400-bed apartment-style residence hall was the first investment in reclamation and re-
         development of Rock Hill’s “Textile Corridor” connecting Winthrop to downtown Rock Hill.
        Completed in 2007, the 137,000 square foot Lois Rhame West Health, Physical Education,
         and Wellness Center provides academic, wellness and recreational opportunities for the
         campus community. The facility was awarded the Leadership in Energy and Environmental


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            Design (LEED) Silver certification for Winthrop’s environmental sustainability efforts in Green
            Building design and construction.
           Owens Hall, a 32,200 square foot “SMART” technology-infused general-use academic facility
            was completed in 2007.
           The 20,000 square foot Carroll Hall was constructed in 2009 and features classrooms and
            labs for students within the College of Business Administration, the 195-seat Whitton
            Auditorium, and The Carroll Capital Markets Trading and Training Center, a mock financial
            markets trading floor.
           In 2009-2010, Winthrop is completing construction of the 110,000 square foot Anthony J. and
            Gale N. DiGiorgio Campus Center, which features a two-story glass atrium containing a
            “smart wall” with updated campus news events, an outdoor plaza, coffee house, bookstore,
            office space, conference area, student activity spaces, food court, postal center, 400-seat
            multipurpose room, 28-seat private dining room and boardroom, and 225-seat movie theatre.
           In 2009-2010, the University is completing a plan to move the “heart of campus” further
            southwest to incorporate the emerging social center of the growing university and to make
            the campus more pedestrian and bicycle friendly through addition of pavers, lighting,
            landscaping, arbors, banners, sculpture, swings, and gardens in an area known as “Scholars
            Walk.”
           Plans for a new $50 million library are currently being developed.
           In late 2009, Winthrop entered into a partnership with the City of Rock Hill to develop and
            advance a “College Town Action Plan” that includes recommendations to create a “college
            town” atmosphere that attracts economic development to the area around the Winthrop
            campus, while simultaneously increasing the overall attractiveness of the area to current and
            prospective students, residents and investors.
Additional information about Winthrop University can be found on their website: www.winthrop.edu.




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Clinton Junior College
Founded in 1894 by the African Methodist Episcopal Zion Church,
Clinton Junior College (CJC) is a private, two year institution that
was established to meet the educational needs of descendents of
slaves. It is one of only six colleges operating under the auspices
of the AME Zion Church.
Having operated continuously for 115 years, CJC is the oldest
institution of higher education in Rock Hill. The mission of the
College, in keeping with its rich tradition, continues to provide a
learning milieu for students to promote academic achievement         Clinton Junior College
and positive moral and spiritual development. This environment fosters leadership qualities and
encourages students to be good citizens who can contribute to a global society.
CJC has seen a boost in enrollment over the last two years, jumping from 93 to 135 students. The
campus is designed to accommodate 156 residential students, but its goal is to increase to 250
students with an increase in off-campus student enrollment.
Clinton Junior College is accredited with the Transnational Association of Christian Colleges and
Schools (TRACS), a voluntary, non-profit, self-governing organization that provides accreditation to
Christian postsecondary institutions offering certificates, diplomas, and/or degrees through the
doctorate. The institution offers Associate Degrees in Business Administration, Liberal Arts, Early
Childhood Education, Religious Studies, and Science.
Clinton has an open enrollment, however, students must take and pass the ASSET® test, a
standardized test prepared by the American College Testing (ACT) organization, to determine
placement. Many students come to the College well prepared but others have yet to reach their full
potential. A federally sponsored Student Support Services program provides mentoring and
counseling to those students in need of additional support.

Facilities and Operations
Situated on a 20-acre site located at 1029 Crawford Road (see Map 2.9), the ten-building Clinton
Junior College campus includes a newly built 15,000 square foot library as well as two residence halls
that can accommodate 200 students- Cauthen Hall houses women and Marshall Hall houses men.

Recent Achievements and Improvements
The following summarizes the recent achievements of CJC:
    In 2005, Clinton Junior College completed construction on a new $3 million library and
         installed a decorative fence surrounding the campus.
    In 2006, spent $128,000 to renovate the former library to house the Office of Student Affairs.
    The college was re-affirmed for accreditation by TRACS for a 10-year period in 2008.
    Received a grant from the U.S. Department of Energy for $370,000 to renovate the two
         residence halls including new alarm systems, rewiring, new roof on the women’s building,
         study rooms with computers, and paving the parking lot behind the men’s hall.
    Annually receive $500,000 from the U.S. Department of Education’s Title III Program,
         Strengthening Historically Black Colleges and Universities and in 2008 also received an
         additional $1 million per year supplement for two years.
    In 2006, the College received a grant of $150,000 from the State of South Carolina to initiate
         the Early Childhood Program and in 2007, $250,000 educational enhancement.
    Between 2005 and 2007, received a total of $1 million in HUD grants toward building low- to
         moderate-income homes for qualified buyers near the college in the Crawford Road and
         Sunset Park communities, and through a partnership with Rock Hill, refurbished Carroll Park.
    CJC has completed a plan to develop a 64,000 square foot complex which would consist of
         three parts: a three-story academic wing housing high-tech science labs, classrooms, and
         offices; a 600-seat auditorium; and a 750-seat gym with a wellness center.
Additional information about Clinton Junior College can be found at: www.clintonjuniorcollege.edu.


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York Technical College
York Technical College (YTC), a member of the South
Carolina Technical and Comprehensive Education
System, is a public, two-year, associate degree-granting
institution accredited by the Commission on Colleges of
the Southern Association of Colleges and Schools to
award an assortment of degrees, diplomas, and
certificates. YTC seeks to contribute to the economic
growth and development of York, Lancaster, and Chester
Counties and of the State while responding to the
education and public service needs of the community
through excellence in teaching.                                 York Technical College
Opened as a technical education center in 1964 with 60 students enrolled in seven programs, York
Technical College has grown to over 7,200 students annually enrolled in 90 credit programs. The
College also provides continuing education for 9,000 area residents and numerous businesses.
YTC provides opportunities for individuals with diverse backgrounds and ability levels to acquire or
upgrade the knowledge and skills necessary in engineering technology, industrial technology,
information technology, business, health, or public service employment or for transfer to senior
colleges and universities. In addition to teaching technical skills, the College seeks to provide
graduates competency in written and oral communication, computer skills, mathematics, problem-
solving, and interpersonal skills.
York Technical College pursues its mission based on these fundamental values:
           Learning: The College is committed to addressing the diverse learning needs of the
            community in a student-centered environment.
           Excellence: The College is dedicated to excellence in instruction, support services, and
            management of human and physical resources.
           Accessibility: The College is an open door institution of higher education for qualified
            students.
           Communication: The College recognizes and supports the importance of teamwork and
            communication both internally and externally.
           Community: The College believes in efficiently working with other educational systems,
            business, and industry to enhance economic growth and the quality of life for the people of
            the College’s service area.

Facilities and Operations
The campus consists of 15 buildings on a 118-acre site located at 452 Anderson Road (see Map 2.9).
The campus facilities include the Administration Building; five modern classroom buildings; the Anne
Springs Close Library; Student Services Building; two shop buildings; the Facilities Maintenance
Building; Grounds Building; Child Development Center; the Student Center which houses the student
bookstore and food service; and the Baxter M. Hood Continuing Education Center. Since YTC is a
commuter college, it does not offer student housing.
YTC brings high-quality higher education opportunities closer to residents of Chester and Lancaster
Counties at their off-campus centers: the Chester Center located at 127 Saluda Street in Chester
and the Kershaw-Heath Springs Center located at 3855 Fork Hill Road in Kershaw. Other off-site
learning centers in Rock Hill include the Construction Trades Center on Wilson Street and the 3D
Systems University, located in the Waterford Business Park.




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Recent Achievements and Improvements
The following summarizes the recent achievements of YTC:
        Opened the Chester Center of York Technical College in early 2009.
        In summer 2009, opened the Chester Workforce and Learning Success Center in Chester to
         provide career assessment and essential work skills training for those who are currently
         unemployed, adult education students, high school students, and current York Tech students.
        In 2009, sponsored the Catawba area’s first Small Business Expo.
        Began producing its own biodiesel fuel in 2008 to be used in its maintenance and
         groundskeeping equipment as part of YTC’s efforts to support clean air initiatives.
        In 2008, the York Technical College Child Development Center was reaccredited by the
         National Association for the Education of Young Children (NAEYC)—the nation’s leading
         organization of early childhood professionals.
Additional information about the York Technical College can be found at: www.yorktech.com.




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                    Map 2.9: Post-Secondary Educational Facilities




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Other Government Facilities
Parks and Recreation
Rock Hill believes in the importance of creating community through people, parks, and programs.
The mission of the Parks, Recreation, and Tourism Department is “to provide wholesome program of
leisure, recreational, tourism, and cultural opportunities and facilities to enhance the quality of life for
Rock Hill residents and visitors.”

Facilities and Operations
Rock Hill owns, operates, and maintains 28 parks totaling nearly 400 acres, four recreation centers
and 21.24 miles of greenways and trails. Map 2.10 depicts the City’s parks and recreation facilities
as well as a number of private and institutionally-owned recreational facilities that are available to the
public. Various playgrounds and ball fields owned by the school district or Winthrop University are
available to the public through joint-use agreements with the City. Existing parks in the
unincorporated areas include the State of South Carolina Black Jack Heritage Preserve and
Ebenezer Park. Table 2.9 identifies the acreage, National Recreation and Park Association (NRPA)
classification, and local park classification for each of the City’s parks and recreation facilities.


                   Table 2.9:         Rock Hill Parks and Recreation Facilities
      Name                                         Acres               NRPA Standards            Rock Hill Actual
                                                                        Classification            Classification
1     Arcade Park                                             20.0          CPK                       CPK
2     Arcade-Victoria Park                                     5.0          NPK                       NPK
3     Armory Park                                              4.0          NPK                       NPK
4     Boyd Hill Center                                        20.5          NPK                       NPK
5     Carroll Park                                            11.4          NPK                       NPK
6     Cedar Crest Park                                         0.8          MP                        MP
7     Cherry Park                                             68.0          CPK                       RPK
8     College Downs Park                                       8.0          NPK                       NPK
9     Confederate Park                                        10.5          CPK                       NPK
10    East Moore Street Park                                  0.81          MP                        MP
11    Emmett Scott Center                                     10.3          CPK                       CPK
12    Fewell Park Center                                      10.2          CPK                       CPK
13    Friedheim Park                                           4.2          NPK                       NPK
14    Glencairn Garden                                         7.6           S                          S
15    Grove Park/Highland Park                                 3.0          NPK                       NPK
16    Hargett Park                                            19.7          CPK                       RPK
17    Huckle Grove                                             1.0           S                          S
18    Lige Street Park                                         2.4          NPK                       NPK
19    Manchester Meadows                                        70          CPK                       RPK
20    Northside Center                                         5.5          NPK                       NPK
21    Northside Greenway and Tech Park                        3.47           S                          S
      Lakeshore Trail
22    Oakwood Acres Park                                      10.0              NPK                    CPK
23    Peoples Park                                             0.1              MP                     MP
24    River Park                                                70              CPK                    RPK
25    Southland Park                                           6.7              NPK                    NPK
26    Spencer Park                                             9.8              NPK                    NPK
27    Winthrop Park                                            5.0              NPK                    NPK
28    Workman Street Park                                      4.8              NPK                    NPK
                                                 CLASSIFICATION
 Source: PRT Department, October 2009              MP- Mini Park                      NPK- Neighborhood Park
                                                   NP- Neighborhood Playfield         RPK- Regional Park
                                                   CP- Community Playfield            CPK- Community Park
                                                   S- Special Facility

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In April 2008, Rock Hill adopted the Trails and Greenways Master Plan Update to build on existing
trail system and create a more comprehensive and connected network throughout the Urban Services
Area. The official Trails and Greenways System Map (see Map 2.11) identifies the existing and
proposed trails and greenways. The Master Plan Update also contains detailed trail corridor
recommendations and guidelines as well as an implementation plan for timely construction of trail
facilities.
In total, there are more than 900 acres of public open space within Rock Hill as well as 281 acres in
the unincorporated portions of the Rock Hill USA. These facilities offer a wide variety of amenities
and programs to appeal to different ages, interests, and abilities.
Table 2.10 compares Rock Hill’s existing open space levels-of-service to the totals of other local
jurisdictions. The National Recreation and Park Association (NRPA) developed level-of-service
standards that were intended as guidelines for use by municipalities; however, the national standard
of 10.0 acres of parkland per 1,000 residents is no longer recognized. Instead, communities are
encouraged to set their own standard, tailored to an appropriate range, quantity and quality of
recreational facilities within its fiscal limits. At this time, Rock Hill does not have an established
recommended level of service for parkland.
                    Table 2.10: Existing Open Space Levels-of-Service
                             Public Open                                         Miles of            2008
                               Space         Open Space/       Miles of        Trails/ 1,000      Population
        City or County        Acreage         1,000 pop.        Trails             pop.            Estimate
 Rock Hill, SC                   900             13.88          21.24              0.33             67,339
 Rock Hill, SC USA
                                 281             10.67           N/A                N/A             26,344
 (unincorporated portions)
 Greenville, SC                  452             7.69            15 a              0.26             59,988

 Spartanburg, SC                 350             9.07            3.75              0.10             39,584

 Cary, NC                        734             6.03           21.78a             0.18            129,545

 Concord, NC                     145             2.24            4.5 a             0.07             66,311

 Gastonia, NC                    600             8.44            2.70              0.04             72,505

 Huntersville, NC                640a            15.03           1.4               0.03             44,054
                                16,500
 Mecklenburg County, NC                         20.30 a         180.00             0.21            867,067
                                17,600
 a
  Includes developed and undeveloped properties/facilities.
 N/A denotes that data was not available.
 Population Estimates provided by the US Census Bureau and the Metrolina Regional Travel Demand Model


Funding for future parks, greenways, and trails may be secured from a variety of sources such as the
General Fund, grants, and bonds. In addition, the Hospitality Tax, a local 2 percent fee levied on
prepared foods and beverages, is a dedicated source of revenue used to develop regional parks and
offset certain General Fund expenditures that were exclusively used to generate tourism in the City.
Since its inception, funds received from the Hospitality Tax have enabled such amenities as
Manchester Meadows, improvements to Glencairn Garden, and various trails.




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                          Map 2.10:         Parks and Recreation Facilities




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                  Map 2.11:        Trails and Greenways System Map




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Recent Achievements and Improvements
The following summarizes the recent achievements regarding Rock Hill parks, recreation, and tourism
facilities that occurred between 2006 and 2009:
        Adopted the Trails and Greenways Master Plan Update in April 2008, which identifies
         existing and proposed trails and greenways and establishes an implementation plan to
         encourage timely construction of facilitates.
        Horseshoe, shuffleboard and bocce court added to Highland Park.
        New vehicle bridge installed at River Park for traversing Manchester Creek.
        Refurbishment of Cherry Park soccer fields #3 and #5.
        Cherry Park multi-purpose field #4 refurbished as a youth football field.
        Practice batting tunnels added at Hargett Park.
        Cherry Park and Hargett Park concession stand renovations.
        Extensive renovations of park or play space at Highland Park, Cedar Crest Park, Carroll
         Park, Northside Recreation Center.
        Northside Trail improvement at Anderson Road crossing.
        In 2008, the Public Parks and Recreation Commission and City Council endorsed the
         Carolina Thread Trail resolution.
        Manchester Meadows Soccer Complex opened for community soccer programs, regional
         tournaments and other special events.
        Stadium court at the Rock Hill Tennis Center was completed.
        Completed construction of Rawlinson Road Trail, 1.4 mile multi-purpose trail along Rawlinson
         Road.
        Completed construction of Waterford Trail, 1.2 mile trail along the Catawba River from River
         Park Trail to Overview Drive and Waterford Golf Course to Springfield Trail within River Park.
        Completed major renovations and additions to the Bigger House, the gardens and parking
         areas at Glencairn Garden.
        PRT Department plays a major role in the development of Riverwalk – a new community
         located on the banks of the Catawba River.
        Environmental stewardship incorporated into all environmental education programs for
         grades pre-Kindergarten through high school.
        Outdoor recreation program expansion to all ages and ability levels.
        Investment in economic growth via soccer, baseball, softball and tennis tournament seasons
         averaged a direct impact of $8.6 million annually for the Rock Hill business community (2006-
         2008 tournament seasons). This impact drives local hospitality tax and local accommodation
         tax revenues for future tourism-related use.
        Parks and Recreation Commission studied the current park system for long-range facility
         development and budget strategy plans for future projects.
        Currently working with the Greens of Rock Hill on a public/private partnership to develop an
         Olympic standard velodrome and BMX supercross track within the proposed Riverwalk
         development, a planned mixed-use development located at US-21 and Cel-River Road along
         the Catawba River. Tentatively to be completed by 2012, the development will be a
         public/private undertaking with the City providing approximately $3 million from hospitality
         taxes and money from tax increment financing district. The developers will dedicate
         approximately 250 acres, valued at approximately $8.1 million, for public use. Other
         proposed recreational amenities at Riverwalk include bike trails, water activities, and more
         than 3 miles of riverfront greenway.




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Libraries
The York County Library System was formed in 1966 by the merger of community libraries in Rock
Hill, Clover, Kings Mountain, Fort Mill, and York, South Carolina. The mission of the York County
Library is to enrich and sustain the lives of the people of York County by providing library services
that meet their informational, recreational, and lifelong learning needs.

Facilities and Operations
The York County Library is located at 138 East Black Street in downtown Rock Hill, with branches
serving York County in Clover, Fort Mill, Lake Wylie, and York. Each library offers a unique array of
special services and programs to York County residents. In addition, the Library provides its
Bookmobile, which visits nursing homes, daycares, and other locations throughout the York County
community, and homebound and outreach services.

Along with its collection of books, periodicals, audio books, DVDs and video cassettes, and more, the
York County Library offers numerous electronic resources through its website and its numerous
subscription databases, most of which can be accessed around the clock from any computer. With
computer terminals featuring Internet access, educational software and more available at the main
library and each branch, York County Library is well-equipped to meet the needs of the community in
this digital age.

General information about the York County library system (FY2007/2008) includes the following:
   Circulation:
        Main                          481,144
        Bookmobile                     54,538
        Clover                         62,694
        Fort Mill                     278,915
        Lake Wylie                     78,828
        York                          118,926
            GRAND TOTAL              1,075,045
   Door Count:                         648,905
   New Library Cards Issued:            17,934
   Total Number of Library Cards:       92,693
   Internet Sessions:                  144,948
   Questions Answered by a Librarian: 195,624
   Total number of programs:             1,514 with 58,720 people attending
   Holdings:
        Books                         274,676
        Magazine Subscriptions             586
        Audio Books                     8,861
        Videos/DVDs                     8,791
        E-Books                              39
        Databases                            50
   Number of Hours Open:                15,039
   Annual Budget:                   $4,726,813

Recent Achievements and Improvements
The following summarizes the recent achievements of the York County Library System:
           Completed a Master Facilities Plan in June 2003 to re-program the space within the existing
            Main Library as well as space needs and cost projections for new facilities to meet the needs
            of county residents through 2023.
           In March 2009, completed interior renovations and a completely new layout for the Main
            Library.
           In late 2009, commenced exterior renovations for the Main Library.



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General Government Facilities
City Facilities
General government services are typically housed in a consolidated location or campus environment
to provide enhanced visibility, and convenience for the public. In Rock Hill, these facilities are
generally located in the downtown area, as this is the customary gathering place and traditionally the
center for commerce.
Proper planning for general government facilities is important in order to ensure adequate facility
space, public access, visibility, and coordination with other neighboring agencies and businesses.
This level of planning leads to a more efficient use of limited resources and better customer service.
Through a democratic process, the citizens of Rock Hill have established a local government body to
manage the City of Rock Hill’s public services and facilities. The City operates under the Council-
Manager form of government. The governing body consists of a mayor elected at large and six
council members elected by ward. The mayor and council members serve four year staggered terms.
The Council is the legislative body that establishes policies with recommendations by the City
Manager and other City Commissions and Boards. The City Manager serves as the administrative
head of Rock Hill, directing and coordinating the operation of facilities and services established by
City Council.

Facilities and Operations
Many of the City’s government facilities are located in downtown Rock Hill, including City Hall, the
Law Center, and Municipal Court. These buildings house facility space for areas such as the City
Council Chambers, City Manager’s Office, Solicitors Office, Emergency Operations Center, Municipal
Court, Utilities (customer service functions), the Police Department and short-term detention facilities,
and the following City Departments:
   Administrative Services                    Finance                       Human Resources
   Customer Services                          Hometown Security             Planning & Development
   Economic and Urban Development             Housing and Neighborhood      Parks, Recreation and
                                                Services                       Tourism
                                                                              Technology Services

The City’s Operations Center, located at 349 Columbia Avenue near Winthrop University, houses the
City’s Public Works, Utilities, and property Maintenance Departments. The Housing Authority is
located at 467 South Wilson Street.

Recent Achievements and Improvements
The following summarizes the recent improvements to City facilities:
        In late 2009, commenced construction of the new Operations Center to be located at the
         intersection of Cowan Road and South Anderson Road.


County, State and Federal Facilities
York County government currently has offices established in more than 30 buildings throughout the
County; however, five primary concentrations of buildings serve as the primary focus of county
government services. These include the following:
        Downtown York – The County seat located in downtown York includes the Courthouse
         building, which houses space for the County Auditor, Building Maintenance, Clerk of Court
         (Register of Deeds and Common Pleas Court), Coroner, Finance/Tax Collector and Tax
         Assessor; the Agricultural Building for County Council, County Manager, and other County
         departments; and the E.C. Black Building for the Registration and Elections offices.




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           Moss Justice Center – Located approximately two miles east of York, this facility provides
            space for the Sheriff’s Office, County Detention Center, County Prison, Clerk of Court
            (Criminal Court), Solicitor, Public Defender, Building Maintenance, and York Magistrate.
           Public Works Complex – Located near the Moss Center, this complex houses Animal Control,
            Public Works administration, Solid Waste Collection and Recycling, Road Maintenance, Solid
            Waste Disposal, and Water and Sewer.
           Cherry Road Offices – This facility provides space for the Solicitor and Public Defender
            (Family Court), Veteran’s Affairs, Rock Hill Magistrate, Summer Feeding Program, and a
            district office for the Sheriff along Cherry Road in Rock Hill.
           Heckle Boulevard Complex – Adjacent to Rock Hill city limits, this complex provides space for
            the County Planning & Development Services Department, and Tax Collection and Auditor.
Several state offices are located throughout the County. In downtown York, state offices include the
SC Department of Health and Environmental Control (DHEC), and the SC Department of Social
Services (DSS). The Moss Center includes offices for South Carolina Probation and Parole. Also,
offices for the South Carolina Department of Motor Vehicles, South Carolina Probation and Parole,
South Carolina Department of Juvenile Justice, South Carolina Vocational Rehabilitation Department,
SC DHEC and SC DSS are located in the County’s Heckle Boulevard Complex. SC Department of
Transportation (DOT) District 4 offices for construction and maintenance of roadways are located on
Camden Avenue and Robertson Road in the Rock Hill. The South Carolina Employment Security
Commission is located on Fincher Road in Rock Hill.
Known federal offices in the Rock Hill planning area include U.S. Post Offices, the offices of federal
legislators, the Social Security Administration, and military recruiting offices.


Recent Achievements and Improvements
The following summarizes the recent improvements to City facilities:
           In 2008, completed construction of the new foot 256-bed York County Prison in York. This
            nearly $10 million, 57,400 square-foot facility is a minimum security, all-male prison that
            houses people who have already been sentenced.
           In 2009, began renovations to an existing stand-alone facility at the corner of Dave Lyle
            Boulevard and West Black Street to house the York County Emergency Operations and
            Communications Center.
           In late 2009, commenced construction for renovation of the existing building in downtown
            York currently accommodating the SC Department of Social Services offices. The majority of
            SC DSS staff will be relocated to Rock Hill.
           Currently completing renovations and expansion of
            the Detention Center at Moss Justice Center in York
            including renovation of the former County Prison to
            accommodate additional housing needs for the
            Detention Center for a maximum bed capacity of over
            550 beds. The Detention Center is responsible for
            holding individuals who have been arrested by
            various law enforcement agencies in York County and
            held until they post bond or are ordered released by a
            court or transferred to a state institution after court
            sentencing.
                                                                      York County Prison




                                                                       City of Rock Hill 2020 Comprehensive Plan
II-56                                                                                                 5/12/2010

DRAFT
                                                                   II. Community Facilities Element

GLOSSARY OF ACRONYMNS AND TERMS
ACT            American College Testing
AED            Automatic External Defibrillator
AMB            Piedmont Medical Emergency Service
AMI            Advanced Metering Infrastructure
CAD            Computer Aided Dispatch
CALEA          Commission on Accreditation for Law Enforcement Agencies
CIP            Capital Improvement Plan
CJC            Clinton Junior College
COOP           Continuity of Operations Plan
DEU            Drug Enforcement Unit
EMS            Emergency Medical Services
EPA            Environmental Protection Agency
ERC            Emergency Response Center
FAA            Federal Aviation Administration
FBO            Fixed Base Operation
FEMA           Federal Emergency Management Agency
FSRS           Fire Suppression Rating Schedule
HAN            Home Area Networks
ISO            National Insurance Services Office, Inc.
IT             Information Technology
LAN            Local Area Network
LEED           Leadership in Energy and Environmental Design
LEVA           Law Enforcement Victim Advocate
MAST           Military Assistance to Safety and Traffic
MGD            Million Gallons per Day
MOC            Mobile Operation Center
NAEYC          National Association for the Education of Young Children
NCEA           National Catholic Educational Association
NDMS           National Disaster Medical System
NFPA           National Fire Protection Association
NOAA           National Oceanic and Atmospheric Administration
NPDES          National Pollutant Discharge Elimination System
NRPA           National Recreation and Park Association
OEM            York County Office of Emergency Management
PCI            Percutaneous Coronary Intervention
PMC            Piedmont Medical Center
PMPA           Piedmont Municipal Power Agency



City of Rock Hill 2020 Comprehensive Plan
5/12/2010                                                                                      II-57

                                                                                        DRAFT
II. Community Facilities Element

PPC         Public Protection Classification
PRT         Rock Hill Parks, Recreation & Tourism Department
RFATS       Rock Hill/Fort Mill Area Transit Study
RHFD        Rock Hill Fire Department
RHPD        Rock Hill Police Department
RSI         Rapid Sequence Induction
SAS         Saint Anne Catholic School
SC DHEC     South Carolina Deparmtnet of Health and Environmental Control
SC DOT      South Carolina Depratment of Transportation
SC DSS      South Carolina Department of Social Services
SCEMD       South Carolina Emergency Management Division
SDWA        Safe Drinking Water Act
SEPA        Southeastern Power Administration
SWAP        Source Water Assessment Protection Program
TIF         Tax Increment Financing
TRACS       Transnational Association of Christian Colleges and Schools
USA         Urban Services Area
UZA         Rock Hill/York County Airport
WCCS        Westminster Catawba Christian School
Wi-Fi       Wireless Fidelity
WWTF        Wastewater Treatment Facility
YCMFSU      York County Multi-jurisdictional Forensic Services Unit
YTC         York Technical College




                                                                  City of Rock Hill 2020 Comprehensive Plan
II-58                                                                                            5/12/2010

DRAFT

								
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