VisionVision 20202020 ComprehensiveComprehensive PlanPlan

Adopted: November 22, 2010

  

     Doug Echols, Mayor John A. Black, III Susie B. Hinton, Mayor Pro-Tem Osbey Roddey Kathy Pender Jim Reno Kevin Sutton

   Thomas B. Roper, Chair Sherry Easley Randy Graham, Vice Chair Jeff Greene Duane Christopher Charles Smalls Bettye Crockette Gathings

    

Z Tom Roper, Chairman, Rock Hill Z Frank Myers, Council of Neighborhoods Planning Commission Z Rev. James Thomas Barber, Boyd Hill Z Warren Norman, Warren Norman, Inc Baptist Church Z Tim Baldwin , York County Natural Gas Z David Pettine, York County Authority Z Mary Cline, Piedmont Medical Center Z Melvin Poole, Rock Hill Neighborhoods Z Jenifer Crawford, Commission on Z Chris Ruh, Williams & Fudge Youth and Children / Number One Z Joe Sherrill, Main Streets of Old Town Question Committee Z Robert Copeland, Clinton Junior Z David Shook, PRT Commission/Rock College Hill Accommodations Tax/Tourism Commission Z Sherry Easley, Rock Hill Planning Z Chad Simpson, Apple Tree Commission Contractors Z Lillian Gilmore, Rock Hill Weed and Z Leane Skroban, Rock Hill Seed Committee Neighborhoods Z Luanne Kokolis, Rock Hill Schools Z Michael Smith, Arts Council of York County Z David LeGrande, York Technical Z Lud Vaughn, Rock Hill Economic College Development Corporation Z Brien Lewis, Winthrop University Z Norris Williams, Community at Large Z Glenn McFadden , Comporium Z Wayne Wingate, York County Communications Chamber of Commerce        ! !  ! "#$# "! "#$# $%$&!  &#

    !'  #%#! David Vehaun, City Manager Gerry Schapiro, Deputy City Manager Jimmy Bagley, Assistant City Manager Carey Smith, former City Manager

 " ! (() ! (($   *"$ !$ ! # % ,%%!' $"!#- . " ) #+#" %#!  Mike Caudill / Michael Moore, Fire  Bill Meyer  Tom Glenn, Hometown Security  Frances Thomas  John Gregory / Brad Redfearn, Police  Christine Fisher  Eric Ramsdell, Airport  David Hooper  Bobby Banks / Jason Tinkler / David  Will Deaton Young, Public Works  Leigh Welch  Scott Motsinger / Scott Turner / Bill  Curtis Bridges Yetman / Billie Hardison / Melissa Davis / Mike Jolly, Utilities *"$((   Ed Thompson / John Taylor / Stan  Lyn Garris Senn, Parks, Recreation & Tourism  Max Watson  Steven Gibson / Monica Croskey,  Katie Quinn Administrative Services - Budget  Ray Koterba, Housing & Neighborhood Services  Stephen Turner, Economic & Urban Development

   Roger Waldon, Clarion Associates Leigh Anne King, Clarion Associates Greg Dale, McBride Dale Clarion Emily Crow, McBride Dale Clarion Frank Warren, Warren & Associates Jamie Greene, ACP Visioning + Planning

A special thanks to the many citizens and stakeholders of Rock Hill who participated throughout the planning process. VISION 2020: THE COMPREHENSIVE PLAN FOR ROCK HILL, SOUTH CAROLINA

TABLE OF CONTENTS

PLANNING PROCESS OVERVIEW ...... 1

VISION 2020 PLAN SUMMARY...... 5

POPULATION ELEMENT ...... I-i

COMMUNITY FACILITIES ELEMENT ...... II-i

TRANSPORTATION ELEMENT...... III-i

HOUSING ELEMENT...... IV-i

NATURAL RESOURCES ELEMENT ...... V-i

CULTURAL RESOURCES ELEMENT...... VI-i

ECONOMIC CONDITIONS ELEMENT...... VII-i

LAND USE ELEMENT ...... VIII-i

PRIORITY INVESTMENT ELEMENT...... IX-i

GLOSSARY OF TERMS AND ACRONYMS ...... G-i

APPENDIX A: RESOLUTIONS AND ORDINANCES ...... A-i

Under Separate Volume APPENDIX B: PUBLIC PARTICIPATION SUMMARY ...... B-i

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 i

Planning Process Overview

Vision 2020: The Comprehensive Plan for Rock Hill, South Carolina

Planning Process Overview

Over the last two years, the City of Rock Hill has developed one of its most important plans for the future. The Vision 2020 Comprehensive Plan reflects the community’s vision as determined through extensive public outreach and participation. The citizen-driven planning initiative charts Rock Hill’s future for the next ten years and the actions necessary to proactively address the challenges and opportunities that lie ahead. The comprehensive plan is an adopted policy document that examines general community trends and existing conditions to determine existing and future needs. It also provides recommendations, based on community input, on how to meet the identified needs through efficient and effective management of city resources and service provision. Finally, it establishes priorities and directions for achieving the City’s vision for the future to ensure orderly growth and development. Pursuant to the South Carolina Local Government Comprehensive Planning Enabling Act of 1994 (Planning Code of Laws, Title 6, /#0#& "#%#! Chapter 29, Article 3), all local governments are required to prepare, Z  " ! review, and update a comprehensive plan containing a minimum of Z %%!' $"!# nine elements. Each element must include an inventory of existing Z   ! ! Z  conditions, a statement of needs and goals, and implementation Z  ! "#$# strategies with timeframes for accomplishing the objectives. They Z "! "#$# must be designed to promote public health, safety, morals, Z $%$&! convenience, prosperity or the general welfare as well as the Z  &# efficiency and economy of each element’s area of concern. Z !'+#!%#!

PLAN DEVELOPMENT

Process In July 2008, City staff began a 30-month planning process to prepare a 10-year update to the General Plan 2000-2010, A Comprehensive Plan for Rock Hill, South Carolina. During the first four months, staff set out to Plan the Plan – or develop a work plan, schedule, and public participation strategy. The second step to Initiate the Plan included a kick-off of the public participation events and visioning. Meanwhile, staff worked with citizen/stakeholder groups to Analyze/Review the Plan by conducting research, analyzing trends, identifying needs, and developing a draft plan while considering community input. The final step to Finalize/Adopt the Plan involved a comprehensive open house, public hearings with the Planning Commission and City Council, Planning Commission recommendation by resolution, and City Council adoption by ordinance. See Appendix A for resolution and ordinance.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 1 Planning Process Overview

Public Participation Public participation is an essential component of the City’s 2020 Comprehensive Plan update. Many opportunities were provided for the community to actively get involved in various phases of the planning process.

Steering Committee In early 2009, City Council appointed a 25-member Steering Committee comprised of citizen and community stakeholders to oversee the 2020 Comprehensive Plan update process. Members represented a cross-section of community leaders and representatives of major local organizations. Their primary role was to act as “Ambassadors” of the community and serve as a sounding board for ideas and recommendations that evolve through the planning process. The Committee was responsible for promoting public participation, attending meetings, providing guidance and feedback on the draft elements, and reviewing and recommending the final Draft Plan to Planning Commission and City Council.

Focus Groups Several Focus Groups were assembled throughout the planning process to assist staff with their technical expertise and share their practical knowledge of the various element topics. These 10-15 member task-force/work-groups, facilitated by city staff over several months, provided input on the existing conditions, helped prepare needs assessments, assisted in preparing recommendations and reported their findings to the Steering Committee. Focus Groups were formed for the following Elements: Housing, Transportation, Natural Resources, Cultural Resources, Economic Conditions, and Land Use. Staff work groups assisted with the Population, Community Facilities, and Priority Investment Elements.

Public Meetings A variety of public meetings were held throughout the planning process to gather community input as well as share information. A significant public outreach effort was undertaken to spread the word about public meetings and input opportunities. Methods of outreach included flyers, posters, utility bill inserts, television reports, radio interviews, City website, newspaper articles and advertisements in The Herald, e-mail notifications, phone calls, committees and boards, neighborhood associations, promotion at other City events, and word of mouth. Appendix B includes some of the marketing materials and comment forms prepared for the public events as well as summaries of community feedback. The public input process began with a kick-off event on March 19, 2009 at City Hall to explain the 2020 Comprehensive Plan update planning process and encourage the community to get involved. Four open house sessions were held in different locations within the City during March and April 2009, providing an opportunity for the community to meet with City staff and share ideas on their future vision for Rock Hill. The Community Choices Studio was a 3-day event, held November 2-4, 2009 at the Palmetto Room in downtown Rock Hill, offering multiple sessions for the public to attend including workshops, open houses, and presentations. The CCS focused on identifying land use and economic issues affecting the future growth of Rock Hill. Citizens were asked to “Tell the City Where to Grow!’ including “Where Should We Grow?” and “How Do We Grow?” Attendees participated in a variety of interactive exercises to gather feedback on land use and economic issues affecting the future growth of Rock

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Hill. On Day 1, participants identified strong and weak places on maps and used hand-held electronic keypad voting devices to respond to a series of critical questions about the desired type and character of future development. The cumulative responses to each question were displayed on a projector screen so that participants could see the polling results following each question. Exit questionnaires solicited feedback about the process. Day 2 consisted of an all-day open house to view progress on the Plan. The final event on Day 3 invited participants to review and comment on the draft land use principles and Conceptual Land Use Framework Map. This session included a self paced open house to review the materials, keypad voting with instantaneous results, and comment cards to record feedback. Three separate Open House events were held to give the public an opportunity to review and provide input on the Existing Conditions, Needs Assessments, and Goals and Objectives for each set of draft Elements. Participants were asked to vote on priority objectives for the City to address in the short- term. The Housing, Cultural Resources, and Natural Resources Elements were discussed at the June 11, 2009 Open House. An Open House on the Transportation, Population and Community Facilities Elements was convened March 10, 2010. Attendees of the April 13, 2010 Open House previewed the Land Use, Economic Conditions, and Priority Investment Elements. The July 13, 2010 Open House featured a presentation on the public involvement process and outlined the Plan Summary and Vision for the Public Review Draft. Participants were encouraged to visit the various stations set up around the room to learn more about the proposed Core Values and Priority Policy Directions. Comment cards were provided to gather feedback on the importance of these planning concepts. Draft Plan documents were also available for review.

Public Hearings As required by state law, City Council must hold a public hearing before adopting the recommended plan and notice must be published at least 30 days in advance of the meeting. The City of Rock Hill chose to hold two public hearings in order to provide citizens ample opportunity for comment on the Draft Plan. The Planning Commission Public Hearing was held on October 5, 2010 at which time the Planning Commission approved and recommended the adoption of the Vision 2020 Comprehensive Plan to the City Council by resolution. The City Council Public Hearing took place on November 8, 2010 and the Plan was adopted by ordinance on November 22, 2010.

Community Input City staff provided a variety of workshop exercises, a questionnaire, and comment forms at public meetings to gather community input. Examples are included in Appendix B. Early in the planning process, participants were asked what they liked most and least about Rock Hill as well as identify potential issues facing the City over the next ten years. A questionnaire allowed respondents to comment on various themes or areas of concern for Rock Hill. Comment forms and exercises at various Open House events offered participants an opportunity to react to some of the proposed materials and concepts by prioritizing draft objectives, ranking the importance of the Core Values and Priority Policy Directions, and providing additional feedback. To engage the future citizens and leaders of the City in the planning process, a separate survey was distributed to high school students with assistance from the 2009/2010 Rock Hill Youth Council. The youth survey asked questions about the kinds of activities their family enjoys, their impression of Rock Hill over the last decade, and the important issues facing the community over the next ten years.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 3 Planning Process Overview

A special website was devoted to the 2020 Comprehensive Plan update: www.RockHill2020.com. The website featured general planning process information, upcoming meetings and events, public participation opportunities, draft work products, news and announcements. In addition, a special e- mail address was established to route community questions and comments about the comprehensive planning process directly to the appropriate planning staff.

PLAN IMPLEMENTATION The community vision for Rock Hill is captured in three Core Community Values: Grow Inside First; Well-Designed, Sustainable Neighborhoods; and Better Connections. These principles can only be realized through implementation of focused actions and policies. As described in the Vision 2020 Plan Summary section of this document, seven Priority Policy Directions have been developed to provide general direction for Plan implementation. In addition, the Plan can be implemented through a set of “character areas” identified in the Vision 2020 Land Use Plan. The details of how this vision and land use framework can be achieved are outlined in the Vision 2020 Comprehensive Plan recommendations. Within the nine required elements, 51 Goals, 113 Objectives, and 452 Implementation Strategies have been identified. Consistent with state requirements, strategies are organized into timeframes for completion (ongoing, short-term and long- term) while assigning certain City departments with responsibility for implementation. While each of these recommendations is important for achieving Rock Hill’s community vision, it is critical to set priorities among the action steps and ensure that the Plan is supported and implemented citywide. The recommendations will be incorporated into annual departmental work plans, the Citywide Strategic Goals, and referenced in other plans as appropriate.

PLAN MONITORING AND REPORTING The Vision 2020 Comprehensive Plan is a major policy document that will guide future decision- making for the City over the next ten years. In order for the Plan to remain relevant and useful, it must be reviewed and updated periodically to reflect current trends, conditions, and needs of the community. In addition, its progress should be monitored.

The City will monitor the implementation of the Plan over time to measure the progress in achieving goals, objectives, and strategies. With the Plan adoption, a general work program will be established focused on the seven priority Policy Directions and recommendations. The work program will be shared with the Planning Commission and City Council and updated each year. Consistency with the City’s Strategic Goals will be evaluated annually also.

In addition, the work program will be monitored and update reports will be prepared and distributed annually to the City Council and Planning Commission. The annual report will also be shared with the public via the Planning and Development Department’s website, City newsletters, email database, and local media outlets.

PLAN UPDATES In accordance with South Carolina planning law, the City will consider any updates to the Plan at least every five years unless otherwise directed by the City Manager and Council to occur sooner. With the Plan update, the City will review current trends, conditions and changes in the community. In addition, the vision, priority policy directions, and recommendations will be evaluated to determine completeness, relevancy and continuing importance. A Plan update will include opportunities for involvement by the public, interested parties, Planning Commission, and City Council.

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Vision 2020: The Comprehensive Plan for Rock Hill, South Carolina

Vision 2020 Plan Summary

Over the past two years, our City has been involved in its most important planning initiative. The Vision 2020 Comprehensive Plan provides the vision and policy framework to guide decisions that will affect the future of Rock Hill. This specific document, the Plan Summary, provides citizens with the highlights and major themes of the new Plan. It includes a summary of the Plan’s purpose, a discussion of the City’s planning history, current conditions and trends that help shape the Plan, our collective community vision, and key policy directions and actions.

ROCK HILL: PAST AND FUTURE

Someone returning to Rock Hill today who has not been in the City for the past 25 years would be amazed at the changes that have occurred. And those of us here today will be equally amazed at Rock Hill in another 25 years. As the southern anchor of the rapidly growing Charlotte Metropolitan Region, this is a community that is already transitioned to the 21st Century economy. To help make that transition, Rock Hill’s leaders continue to plan for the future. The Vision 2020 Comprehensive Plan continues a tradition of leadership and vision, charting a course that takes us from our history as one of South Carolina’s economic engines grounded in the textile industry into a new era of sustainability. Today, our community is faced with challenges and opportunities – to overcome the first significant recession of the new millennium in a manner that lays the groundwork for a more sustainable development framework. This new framework will foster a healthy local economy and continue to enhance the quality of life our citizens deserve.

The Comprehensive Plan Purpose The Rock Hill community has come together to develop a community vision that will guide a myriad of future decisions to ensure a more sustainable future for our City. The Vision 2020 Comprehensive Plan is intended to ensure that in the future, Rock Hill develops and grows in ways that enhance the community's economic vitality and overall quality of life. It builds on existing conditions and trends, and charts a path for future development. Comprehensive in nature, this Plan addresses numerous facets and ambitions of the community, including redevelopment and revitalization of Old Town and surrounding neighborhoods; redevelopment of key corridors; improved transportation mobility and

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 5 Vision 2020 Plan Summary connections; growing our local economy; and the protection of natural resources and environmental assets. The purpose of this Plan is to be a guide to community decision making regarding: future development proposals, future public facility investments, regulation of land uses, and economic development initiatives. Yet, it is more than a guide, it is also a vision for the future; a shared aspiration for what the community should be as a place to live, work, learn, shop, and play. The Rock Hill Vision 2020 Comprehensive Plan serves to inform citizens and leaders alike, and recommend directions for the future.

Building on History and Tradition Rock Hill had a strong economy built upon the textile industry, with a thriving downtown surrounded by diverse residential neighborhoods. However, the decline of textiles, residential development outside of the historic core, movement of retail businesses to malls and outlying locations, and robust job growth closer to Charlotte fundamentally changed these traditional land use and economic patterns. These trends created new challenges and opportunities. The City now reflects the complexity of an evolving community: the historic core which still defines the City; a series of commercial corridors in varying states of vitality and economic health; spread-out residential subdivisions; areas influenced by proximity to Interstate 77 and its interchanges; and once-rural land now being developed. Rock Hill experienced significant growth in the 1980’s and 1990’s. This growth came primarily in the form of residential development focused to the north, drawn by proximity to Lake Wylie, and to the west, moving into farmland and vacant acreage. Easy access to Charlotte via Interstate 77 helped make Rock Hill an attractive place to live for those working elsewhere. Like most similar communities, the form of this new growth was suburban in nature, consisting primarily of single family homes on larger lots segregated from supporting services and businesses, resulting in dependency on the automobile to meet basic needs. Further, a combination of high residential growth and low levels of local employment growth began to shift Rock Hill’s fiscal position into one increasingly reliant on residential uses to fund public services and facilities. Aggressive growth management and economic development initiatives have been underway over the past decade in Rock Hill to address these issues. The 2010 Comprehensive Plan was adopted in 2000 and established the concept of a Livable City, defining a sustainable, livable development pattern for the community based on the concepts and principles of “Smart Growth.” That Plan called for a shifting away from fragmented land use patterns towards a more integrated mixtures of uses, a more pedestrian friendly environment, denser land use patterns that lend themselves better to other modes of transportation, stronger historic core neighborhoods, and more local employment opportunities. This new approach turned a corner in growth management policy for the City, and suggested a shift back to the way that communities developed before the onset of suburban patterns. While the 2010 Plan articulated a wholesale approach to good planning principles, it did not take into consideration the reality that much of the land use pattern is already set. Rather than assuming sweeping changes to land development, the Plan supports an incremental approach to planning that focuses on building upon or enhancing the quality of development already established and strategically implementing smart growth principles. The new Plan describes character areas in the City, and focuses on incremental improvements for each of the defined character areas identified on our new Vision 2020 Land Use Map. This approach will allow the City to move forward with our community vision in a manner that offers choices while responding to existing conditions.

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Setting the Stage

Growth and Development Rock Hill is fortunate to be a part of the dynamic and expanding Charlotte Metro Area. Reflecting the metro influence, Rock Hill has grown at an increasing rate since the 1970s. The City’s 2010 population is projected to be over 67,000 and will grow to over 82,000 by 2020. However, recent years have shown an increase in housing vacancies, due to the recession’s impact on employment and home foreclosures. We hope that this trend will improve as the recession subsides, but we must be prepared for uncertainties and a slower rate of growth. Rock Hill’s population is younger than most cities in the region. As seen across the nation, younger generations are seeking to locate in cities with more amenities and with diverse housing opportunities. To maintain this younger population, Rock Hill will need to serve these changing desires by providing more places and opportunities for young professionals and families to live, work, and play within close proximity.

A closer look at the way Rock Hill has developed shows that there are ample opportunities to meet the challenges of the future. Rock Hill has areas with strong historic character that can meet changing demographics; it has areas for those who prefer a suburban setting; it has areas for economically productive uses that depend on interstate access; and it has other ample areas for all types of new growth. These diverse types of places are the character areas of our new framework for future sustainable growth.

Public Facilities Recent improvements to the City’s water and wastewater systems have expanded capacity that can service future development, but more is needed. The City is considering options for expanding its wastewater treatment facility to meet the projected needs of future growth. Success of future development areas, including the I-77 corridor and the Dave Lyle Corridor East, are contingent upon expansion of public services, including electricity. As the City moves forward with planning for and constructing infrastructure improvements, it is important that these efforts reflect the desired inward focused growth pattern while also providing services to new priority development areas. Local Economy Economic statistics show that the vast majority (94 percent) of job growth over the last decade in York County and Rock Hill has been in the finance, insurance, real estate, and service sectors. Meanwhile, the largest decrease in jobs has been in the manufacturing sector. The loss of manufacturing jobs to cheaper labor sources is a common trend experienced by communities around the nation. As the City repositions itself from a former textile manufacturing economy, it is important to build upon the traditions of the past, but retool the workforce to meet the demands of the new economy.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 7 Vision 2020 Plan Summary

One of our more exciting economic achievements is the City’s new identity as a sports tourism center. The City has invested in a variety of sports facilities that support this new focus, and have been instrumental in attracting regional tournaments and other special events, while providing first class competition venues for area residents. The latest endeavor, an outdoor cycling center supported by a public-private partnership, positions the City to host world-class cycling events. Continued quality and growth of hospitality services and cultural and recreational offerings are needed to grow this new industry and capitalize on its economic potential. Intergovernmental Coordination Rock Hill’s future is not solely defined by actions taken by the City. Coordination with York County, educational institutions, and neighboring jurisdictions is necessary to achieve community goals. As examples, planning for development of the Dave Lyle Boulevard extension and land management of rural areas surrounding the City require collaboration with our neighbors. While intergovernmental coordination has been undertaken in the past, it is necessary to accelerate these efforts to ensure that more coordinated planning occurs in areas of joint interest. Focus on Sustainability Our world is becoming ever more conscious of the need to be more “green”, and Rock Hill is no exception. The vision for the community includes a focus on changing policies in our community to foster a more sustainable way to live and work. Our community has already begun to implement programs to this end, including development of a local system of trails and greenways, continued preservation of our environmentally sensitive lands to protect natural functions, and increasing use of alternative transportation modes, such as public transportation and the burgeoning bicycle movement. Achieving a more compact development form that is connected through multiple transportation options will help reduce local commutes. A series of new initiatives can help Rock Hill achieve lower energy use, reducing our community’s carbon footprint. Such initiatives both help preserve the natural environment, and also serve to stimulate the local economy. New technologies are continuing to emerge that offer opportunities to promote energy efficiency and conservation, and consideration of these new opportunities will be an important component of implementing the Plan. Our Choices An analysis of the capacity for future development within the 2020 Planning Area shows that there is land capacity for five times the projected residential development and 20-30 times the commercial development projected for the next 20 years. The key issue is how to best manage growth to maximize efficiency of City services and prevent undesirable sprawl development patterns. So, we have choices for our future. Where will new development go? What form and design will it take? Will land use patterns be continued into undeveloped areas or will we focus on redevelopment of existing areas? This Comprehensive Plan responds to these choices and provides a framework for future action to achieve our community vision.

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OUR VISION

Community Values Rock Hill’s community vision is founded upon the aspirations of its citizens. During development of the Vision 2020 Comprehensive Plan, the public provided input on key planning issues that culminated in ten guiding land use principles that are incorporated into the Land Use Element of the Plan. These principles can be consolidated into three core ideas:  Grow Inside First – Rock Hill will grow with an inward focus, carefully infilling and redeveloping existing areas with good community design and active public spaces, while protecting land for environmental preservation, open space acquisition, and appropriately timed future development.

 Well-Designed, Sustainable Neighborhoods – Our City’s neighborhoods will be enhanced through quality design to become more sustainable, promoting greater convenience to shopping, work and leisure activities.

 Better Connections – Neighborhoods, businesses, institutions, and open spaces will be better connected through a strategically designed transportation network that supports a range of transportation modes, including walking, cycling, and transit in addition to the automobile.

Future Land Use Rock Hill’s Vision 2020 Land Use Plan is a visual depiction of how these principles can be implemented through a set of “character areas,” which build on historic patterns. The character areas are:  Urban Mixed Use Areas - These are the areas where vibrant mixes of mutually supportive, higher intensity uses can occur in a walkable context. Specifically, there are two areas where urban mixed uses are promoted. The first is the historic urban core of the City, reinforcing the long held commitment to a real and symbolic heart of the community. The second is the area proposed for the urban portion of the new Riverwalk development.  Suburban Neighborhoods - These are the largest areas of the City, and reflect the pattern of suburban development that has occurred mainly to the north and west of the urban core, along with some to the south. The Suburban Neighborhoods are further divided into Existing Suburban Neighborhoods, Emerging Suburban Neighborhoods, Edge Management, and Existing Suburban Employment Centers, reflecting issues of timing and coordination as growth continues to move outward. This Plan calls for the enhancement of these areas with the gradual introduction of better connections, increased walkability, mixed-use centers, increased housing diversity, and more cohesive and coordinated design. Z Edge Management - Development around the edges of Rock Hill’s 2020 Planning Area needs close attention and careful management. Intergovernmental cooperation is critical because this area is mostly outside the City’s jurisdiction. Timing development form and related utility extensions should be carefully considered to provide the best transition to York County’s intended suburban development patterns for this area.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 9 Vision 2020 Plan Summary

 Suburban Mixed Use Centers - Within the Suburban Neighborhoods there are several geographic locations identified as mixed-use centers at differing scales: Neighborhood Centers, Community Centers, and Regional Centers. These centers are designed to promote the clustering of compatible land uses, providing a more walkable environment of appropriate mixed uses while respecting the suburban context.  Interstate Corridor - This includes the area around the I-77 interchanges, and reflects the continued importance of capitalizing on interstate access. Land around interstate interchanges is a valuable and finite economic development asset, and this area serves to strengthen the local economy.  Dave Lyle Corridor East - Development of this area is largely dependent on the future construction of the Dave Lyle Boulevard extension, an important link to US 521 and Lancaster County. The area provides an opportunity for a complete and balanced mix of mutually supportive land uses in concert with economic development opportunities. The Plan makes it clear, however, that success in this area will depend on joint planning and coordination with the County.  Redevelopment Corridors - The Saluda Street, Cherry Road, and Textile Corridors continue to be important to the image and economic vitality of the City, and are priority areas for City investment.

Map 1: Vision 2020 Land Use Map

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2020 PRIORITY POLICY DIRECTIONS

In order for this vision to be realized, it must be translated into policies and actions. This Plan is careful to match the vision of the Plan with the steps that will need to be taken over time to implement the Plan, focusing on the following seven priority policy directions. 1. Focus on Redevelopment and Infill A fundamental policy of this Plan is redeveloping targeted older areas of the City and filling-in vacant parcels in a manner that promotes a compact development pattern, utilizes existing infrastructure, and promotes revitalization of established neighborhoods and community centers.

Priority action steps are:  Prioritize Infrastructure Investment to Focus on Infill/Redevelopment Opportunities – Make public infrastructure investment supportive of the Urban Mixed Use Areas and Redevelopment Corridors, such as resolving electric reliability issues in Downtown. Prepare engineering studies of infrastructure needs for potential infill development sites to provide information and incentives to potential investors.

 Provide Incentives for Redevelopment/Infill – Provide incentives to encourage residential mixed-use and infill development in targeted areas to achieve growth in the locations called for in the Plan. Consider incentives such as donating City owned property or waiving fees for infill and redevelopment projects.

 Refine Infill/Redevelopment Standards – Adjust the Zoning Ordinance and Map to align with redevelopment objectives for established neighborhoods and to protect neighborhood character.

2. Achieve Sustainability The City will continue to be a steward of its resources, and encourage development forms and practices that contribute to, rather than erode, the City’s fiscal health, especially in the context of new economic realities. The City will foster energy conservation and wise use of natural resources through public and private sustainability initiatives. Priority action steps are:  Sustainable Planning – Focus and coordinate the City’s various departmental planning efforts to promote sustainable compact development that efficiently uses land and infrastructure, promotes the conservation of water and energy and reduces waste, and fosters non-vehicular modes of travel.

 Energy Efficient Public Facilities – Use energy-efficient technologies in the construction, design, and operation of public facilities, such as water reclamation, high efficiency water fixtures, and energy reduction strategies.

 Refine Regulatory Framework and Provide Incentives to Promote Sustainable Design in Private Sector Developments – Focus on incentives such as the removal of regulatory barriers, to promote sustainable design of private developments, the use and production of renewable energy sources, advanced storm water management techniques, water reuse and conservation, and waste reduction.

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3. Plan for Dave Lyle Corridor East A policy of focused planning around the extension of Dave Lyle Boulevard pulls together multiple threads: establishing a new connection to the east with a potential new crossing of the Catawba River; protecting environmentally sensitive areas within the future corridor and near the Catawba River; and providing the foundation for development of new economic and mixed use opportunities. The proposed new road corridor with supporting transportation improvements will increase development pressure in this area. There is an opportunity for advance planning to help achieve smart patterns of growth. Priority action steps are:  Plan for Dave Lyle Corridor East – Develop a joint master plan with York County based on a market feasibility study, that promotes economic and community development opportunities as part of an eastern corridor growth strategy oriented around the proposed Dave Lyle Boulevard extension. Along with identifying economic opportunities, the master plan should address the need for a secondary road system to serve newly developing areas, opportunities for biking and walking facilities, and environmental protection of critical areas.

 Intergovernmental Coordination – Develop an intergovernmental agreement with York County that defines the responsibilities and commitments of each jurisdiction regarding land use, development standards, annexations, and public services. Encourage Lancaster County to develop a comparable land use plan along the Dave Lyle Boulevard extension on the east side of the Catawba River in coordination with the City and York County.

 Funding and Support for Road Development – Working with York County and other relevant governmental agencies, secure funding for planning and construction of the proposed Dale Lyle Boulevard extension.

4. Enhance Mobility and Connectivity The City’s quality of life will greatly improve by connecting the community through a network of roads, transit corridors, sidewalks, bike paths, and greenway trails. Our reliance on the automobile will be reduced and our quality of life will be improved by retrofitting existing roadways to provide multiple travel options within the public right-of-way, such as sidewalks and bike lanes, and requiring development of new facilities that incorporate more than one mode of travel. Priority action steps are:  Coordinate Land Use and Transportation Planning – Coordinate with partner agencies and municipalities to facilitate joint planning for land use and transportation to ensure that planning objectives in areas of joint interest to multiple jurisdictions are consistent.

 Develop Transportation Facilities That Support Multiple Travel Options – Require construction of “complete streets” (i.e., streets that include bike lanes, and sidewalks, and possibly dedicated transit lanes, where appropriate) facilities for new roadways. Implement complete streets design and development connectivity standards for new developments to ensure walkability at the neighborhood level.

 Plan for Future Transit – Coordinate transportation goals with land use planning within potential future transit corridors, such as Cherry Road. Planning efforts should lay the foundation for future transit use and reinforce this goal by promoting development patterns that are transit-friendly. Short-term attention needs to focus on ways to increase local bus service while exploring future opportunities for regional Bus Rapid Transit.

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 Implement the Trails and Greenways Master Plan – Seek opportunities to work with private developers to plan for and construct trails identified in the Trails and Greenways Master Plan.

5. Promote Redevelopment and Infill Development Along Key Corridors A special emphasis is placed on the revitalization of three very different corridors in the City. The first two of these, Saluda Street and the Textile Corridor, have been the subject of past detailed planning. Two have also benefited from major road improvements: Saluda Street and Cherry Road. However, all three corridors are in need of renewed strategic planning to focus and advance the vision for these community links.

 The Saluda Street Corridor is the southern gateway into Old Town and is lined with small scale businesses adjacent to neighborhoods that can support a pedestrian friendly environment. Roadway improvements are complete, and strategies to support neighborhood improvement and further economic investment should be a primary focus.

 The Textile Corridor forms the key link between Winthrop University and Downtown, and provides a unique opportunity to develop higher density mixed-use to support both of these key areas. Current work on the College Town Action Plan and a proposed streetcar line provide more focused efforts to help realize this potential.

 The Cherry Road Corridor represents the community’s original highway commercial strip along a key north-south entrance to the City. It exhibits many of the characteristics of areas in need of revitalization, including large blocks of vacant or high-turnover obsolescent retail structures, high traffic volumes that can inhibit pedestrian activity, and aging adjacent housing. Buildings tend to be set back from the street with large parking lots and minimal landscaping further reducing the areas walkability. There are multiple opportunities for infill development that will help achieve the goals of the Plan. More intense residential and mixed- use development should be encouraged, particularly within areas identified for transit stations.

Priority action steps are:  Develop a Business Development and Redevelopment Strategy for the Saluda Street Corridor – Develop an updated strategy to foster business development and investment and encourage neighborhood preservation in the Saluda Street Corridor.

 Incorporate College Town Action Plan into City’s Plans and Programs – Incorporate the College Town Action Plan into the City’s Strategic Plan and Capital Improvement Program.

 Plan for Redevelopment in the Cherry Road Corridor – Develop formal plans for redevelopment and infill of Cherry Road to support transit oriented development.

6. Create Livable Places This Plan embraces the creation of livable places and meaningful spaces that best represent the community they serve. Livable places integrate employment centers, shopping areas, and housing through mixed-use development. They consist of high-quality and distinctive neighborhoods within sustainable, connected living environments offering multiple housing choices, pedestrian and biking amenities, and accessibility to public services. Priority action steps are:

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 13 Vision 2020 Plan Summary

 Prepare Targeted Small Area Plans to Enhance Existing Suburban Mixed-Use Centers – Create small area/retrofit plans for new and existing suburban centers to implement the Vision 2020 Land Use Plan and Map and guide future development in these areas.

 Promote Housing Development in Key Corridors and Mixed-Use Suburban Centers – Encourage the development of housing in proximity to select mixed-use suburban centers, employment centers, and key corridors, through incentives and revised development regulations.

 Amend the Zoning Ordinance – Review and revise the Zoning Ordinance to encourage and provide standards that foster mixed-use development in strategic locations shown on the Vision 2020 Land Use Map.

 Plan for Park Facilities and Pedestrian Amenities in Suburban Neighborhoods – Prepare a parks and recreation master plan that identifies where new parks and recreation facilities are needed, specifically within suburban areas. Explore funding alternatives to secure adequate parks and open space as recommended in the future master plan and enhance pedestrian amenities in accordance with the adopted Trails and Greenways Master Plan.

7. Leverage Resources through Partnerships and Coordination The concept of partnerships is critical to the success of most of the ideas contained in this Plan. Multi-jurisdictional coordination is needed to manage areas of joint interest, to facilitate planning of the Dave Lyle Corridor East, and to encourage public facility planning and use. Public-private sector partnerships are needed to help plan for and fund infrastructure needed to support new development, to build the local economy and create jobs, and to promote the identity of Rock Hill as a progressive, innovative community. Priority action steps are:  York County Partnership – Develop an Intergovernmental Agreement between York County and Rock Hill to establish a process for coordinated planning and development in targeted areas outside the City limits. The agreement should address proposed and future annexation efforts regarding land uses, zoning, and utility service provision. Convene a City-County staff working group to discuss land use planning issues in the unincorporated areas of the Planning Area and to align Planning Area boundaries.

 Rock Hill Schools Partnership – Initiate ongoing communications and increased coordination efforts with Rock Hill Schools and York County on the future siting of public educational facilities and the public use of school recreational facilities when not in use by schools.

 Private Sector Economic Development Partnerships – Develop mechanisms to share roles, responsibilities, coordination, and accountability among various public sector economic development organizations, including York County Economic Development Board, Rock Hill Economic Development Corporation, and York County Convention and Visitors Bureau.

Vision 2020: The Comprehensive Plan for Rock Hill 14 11/22/2010 Vision 2020 Plan Summary

 Partnerships with Higher Education Institutions – Develop staff working groups with Winthrop University, York Technical College, and Clinton Junior College for regular interaction to identify common issues and opportunities for collaborative land use planning.

GUIDING OUR 2020 VISION

Our City’s 2020 vision is founded in the principles of inward focused growth, well-designed sustainable neighborhoods, and a better connected transportation system. The details of this vision and our new land use policy framework are outlined in our Vision 2020 Comprehensive Plan. The purpose of the Plan is to articulate this vision, and serve as a guide to decision- making for our community. The Plan describes our shared aspirations for enhancing Rock Hill as a premier place to live, work, learn, shop, and play today and in the future. The Vision 2020 Comprehensive Plan is intended to be a living document that is continually referenced, monitored, and updated to achieve the City’s 2020 vision.

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I. POPULATION ELEMENT

TABLE OF CONTENTS

OVERVIEW ...... I-3

EXISTING CONDITIONS...... I-5 Planning Area...... I-5 Demographic Trends...... I-6 Population and Households...... I-6 Gender and Age ...... I-9 Race ...... I-11 Income...... I-13 Education...... I-15 Population Location Trends...... I-17 Density & Location...... I-17

NEEDS ASSESSMENT ...... I-21 Population Needs...... I-21

RECOMMENDATIONS...... I-23

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LIST OF TABLES, FIGURES, AND MAPS

Table 1.1: Historical Population Trend...... I-6 Table 1.2: Regional Cities Household Comparison (2008) ...... I-7 Table 1.3: Rock Hill Housing & Household Characteristics (2000) ...... I-8 Table 1.4: Rock Hill Housing & Household Characteristics (2008) ...... I-8 Table 1.5: Regional Cities Median Age...... I-9 Table 1.6: Regional Poverty Rates ...... I-14 Table 1.7: Rock Hill Population Density Trend ...... I-17 Table 1.8: Rock Hill Population Trends & Projections...... I-19

Figure 1.1: Rock Hill Population Trend ...... I-6 Figure 1.2: Rock Hill Population Distribution by Age & Gender (2008) ...... I-10 Figure 1.3: Rock Hill Racial Composition (2008) ...... I-11 Figure 1.4: Racial Composition Comparisons (2008)...... I-12 Figure 1.5: Regional Median Household Income Comparison (2007) ...... I-13 Figure 1.6: Rock Hill Share of Households by Income Cohort ...... I-14 Figure 1.7: Rock Hill Educational Attainment (2008)...... I-15 Figure 1.8: Regional Educational Attainment Comparisons (2008) ...... I-16

Map 1.1: Ring Cities ...... I-4 Map 1.2: Planning Area Comparison ...... I-5 Map 1.3: 2008 Planning Area Density Comparison ...... I-18 Map 1.4: 2020 Planning Area Density Comparison ...... I-18

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Vision 2020: The Comprehensive Plan for Rock Hill, South Carolina

I. Population Element

OVERVIEW

The Population Element of the Vision 2020 Comprehensive Plan for Rock Hill serves as the foundation from which all other elements of the Plan are developed. A thorough analysis of population trends and forecasts is essential to understanding and providing for the future needs of Rock Hill citizens. The South Carolina Local Government Comprehensive Planning Enabling Act of 1994 includes guidelines for the preparation of the population element. These guidelines specify the types of characteristics or demographics that should be analyzed in the population element. In the Plan, the following elements are considered part of the population characteristics.

 Number, size, and characteristics of households  Information on race, sex, and age  Education levels and trends  Historic population trends  Income characteristics and trends

In order to understand the City of Rock Hill’s population demographics, it is important to recognize Rock Hill’s location in the broader regional landscape. The City of Rock Hill is part of the Charlotte- Gastonia-Concord, NC-SC Metropolitan Statistical Area (Charlotte Metro Area). The Charlotte Metro Area is comprised of the following areas:  Anson County, NC  Cabarrus County, NC  Gaston County, NC  Mecklenburg County, NC  Union County, NC  York County, SC

A Metropolitan Statistical Area (MSA) is generally thought of as having a principal area containing a large population base, together with outlying communities that have social and economic relationships to the principal area. When applying this concept to Rock Hill, the City of Charlotte, NC would be considered the principal population area, and Rock Hill, together with the other adjacent communities, would be (to some extent) socially and economically connected with Charlotte, NC.

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When considering the amount of commerce and traffic generated between these two cities, the application of the MSA concept to Charlotte and Rock Hill seems appropriate. Map 1.1: Ring Cities

Map 1.1 depicts a variation of the MSA concept by identifying all medium-size cities that are located within twenty miles of Charlotte and straddle major transportation routes. These communities are collectively referred to as “Ring Cities,” referring to the circular shape with Charlotte as the center and the neighboring municipalities as satellites. Although Rock Hill’s population figures may vary depending on the data source, the data reported in the Population Element is drawn from the U.S. Census Bureau, American Community Survey (ACS). The ACS is an ongoing survey that collects detailed population and housing information each month from a random sample of addresses. It provides communities with detailed demographic characteristics each year instead of once every 10 years like the decennial census. More accurate demographic information collected through the U.S. 2010 Census will be available in early 2011. In order to provide a measure of comparison between the City of Rock Hill and the regional community, the Rock Hill population and demographic data is presented in a comparative format with the above geographies (where appropriate). Rock Hill is fortunate to be part of a dynamic and expanding region within the Charlotte Metro Area. According to Census 2008 data, Charlotte, NC was ranked as the 18th largest city in the country, surpassing other metro areas such as Raleigh, NC; Nashville, TN; El Paso, TX; and New Orleans, LA. Rock Hill has been influenced greatly by the growth in the Charlotte Metro Area, increasing its population to approximately 65,000 residents by 2008. The following sections provide more detailed analysis of population and demographic trends within the City of Rock Hill and the region.

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EXISTING CONDITIONS Planning Area Planning for populations and residents is influenced by and must be responsive to many factors. These factors include land use, demographics, transportation, and others. For the purpose of the Existing Conditions section, both the Rock Hill Urban Services Area and 2020 Planning Area are referenced. The current Rock Hill Urban Services Area (USA) was adopted by City Council in 2006 as the area including and immediately surrounding the municipal limits of the City which may be served by utilities in the future (within approximately 20 years). Generally, Rock Hill’s existing plans take this boundary into account. The Rock Hill 2020 Planning Area is the redefined geographical area identified during the 2020 Comprehensive Plan update to target future growth. This area includes the adopted 2006 USA as well as the area immediately surrounding the proposed Dave Lyle Boulevard Extension corridor extending eastward toward the Catawba River and Lancaster County. Geographic analysis and comparisons for the 2020 Comprehensive Plan update take this boundary into account. See Map 1.2 for a geographical comparison of these planning areas. The Existing Conditions section of the Population Element focuses primarily on the current Urban Services Area. The Needs Assessment section of the Population Element references the Rock Hill Planning Area. Map 1.2: Planning Area Comparison

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Demographic Trends Population and Households The City of Rock Hill has experienced increasing rates of growth for the past thirty years. As indicated in Table 1.1, there was a 35 percent rate of growth for Rock Hill in the period between 2000 and 2008, officially making Rock Hill the fourth largest city in South Carolina. Rock Hill remains the largest city in York County, even as rapid growth takes place county-wide. York County maintained a higher growth rate than Rock Hill over the thirty year period between 1970 and 2000. Some of York County’s smaller jurisdictions, such as the Town of Fort Mill, have grown very rapidly in recent years.

Table 1.1: Historical Population Trend

York City of Rock Hill Percent County Percent York Percent Fort Mill Percent Year Population Change Population Change Population Change Population Change 1970 33,846 - 85,216 - 5,081 - 4,505 - 1980 36,394 7.5% 106,720 25.2% 6,412 26.2% 4,162 -7.6% 1990 41,643 14.4% 131,497 23.2% 6,709 4.6% 4,930 18.5% 2000 49,765 19.5% 164,614 25.2% 6,985 4.1% 7,587 53.9% 2008 64,555 29.7% 217,448 32.1% 7,967 14.1% 10,032 32.2% Source: US Census, 2008 American Community Survey

Figure 1.1 depicts Rock Hill’s historical population trend. During the past decade (2000-2009), Rock Hill’s growth has begun to approach the rate of growth for York County as a whole.

Figure 1.1: Rock Hill Population Trend

70,000

60,000 64,555 50,000 49,765 40,000 41,643 30,000 33,846 36,394 20,000 10,000 0 1970 1980 1990 2000 2008

Population

Source: US Census, 2008 American Community Survey

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Table 1.2 illustrates that Rock Hill’s total population ranks it third among the “Ring Cities.” Only the cities of Gastonia and Concord have larger populations than Rock Hill. This data also indicates that Rock Hill’s average household size is roughly at the midpoint of the overall Charlotte Metro Area. This could be attributed to Rock Hill having a higher number of young adults and/or students who are unmarried and childless than cities such as Monroe or Mooresville, NC. Cities such as Kannapolis and Gastonia which are more closely located to Charlotte (average household size of 2.35) tend to have younger populations than Rock Hill. Lower average household sizes can also be attributed to a higher number of “empty nesters” and retirees whose children have moved out of the home. Table 1.2: Regional Cities Household Comparison (2008)

Regional Cities 2008 Population Households* Average Size Rock Hill, SC 64,555 25,890 2.60 Persons Fort Mill, SC 10,032 3,858 2.61 Persons Charlotte, NC 687,456 274,986 2.35 Persons Concord, NC 66,311 25,504 2.70 Persons Gastonia, NC 72,505 29,002 2.53 Persons Kannapolis, NC 42,521 17,008 2.43 Persons Monroe, NC 32,543 11,623 2.81 Persons Mooresville, NC 21,954 8,444 2.76 Persons * Values are estimates based on total population and Average Household Size Source: US Census, 2008 American Community Survey

The 28 percent increase in housing units between 2000 and 2008 (see Tables 1.3 and 1.4) is in keeping with the large population growth Rock Hill has seen since 2000. While there has been an increased demand for housing, 2008 figures reflect a growing vacancy rate. This is likely attributable to recent (2007-2008) national economic trends which have seen an increase in unemployment and home foreclosures.

Housing tenure figures in a given community indicate general trends toward homeownership versus rental housing, which may indicate a younger, more transitional population. A desirable balance of owner-occupied versus renter-occupied is roughly 60 percent and 40 percent, respectively. While Rock Hill has increased its owner-occupied share from 53.4 percent to 56.6 percent, it is still well behind the national average of 66.6 percent owner-occupied versus 33.4 percent renter-occupied housing.

The noticeable difference in Average Household Size (AHS) versus Average Family Size (AFS) indicates that many families do not live under a single roof. There may be several reasons for this disparity including families with children living away at school, non-traditional family structures, adults having fewer children, and in some cases, lack of affordable housing for larger families.

Specific information about Rock Hill housing and household characteristics is described in the Housing Element.

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Table 1.3: Rock Hill Housing & Household Characteristics (2000) Housing Characteristics Number Percentage Occupancy Status Total Housing Units 20,287 --- Occupied housing units 18,750 92.4% Vacant housing units 1,537 7.6% Housing Tenure Occupied Housing Units 18,750 --- Owner-Occupied 10,008 53.4% Renter-Occupied 8,742 46.6% Vacancy Status Homeowner Vacancy Rate --- 4.7% Rental Vacancy Rate --- 8.4% Household Size Average Household Size 2.49 --- Average Family Size 3.05 --- Source: US Census, 2000 Decennial Census

Table 1.4: Rock Hill Housing & Household Characteristics (2008) Housing Characteristics Number Percentage Occupancy Status Total Housing Units 26,784 --- Occupied housing units 24,034 89.7% Vacant housing units 2,750 10.3% Housing Tenure Occupied Housing Units 24,034 --- Owner-Occupied 13,607 56.6% Renter-Occupied 10,427 43.4% Vacancy Status Homeowner Vacancy Rate --- 4.4% Rental Vacancy Rate --- 11.7% Household Size Average Household Size 2.60 --- Average Family Size 3.36 --- Source: US Census, 2008 American Community Survey

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Gender and Age The age of a city’s residents is reflective of the types of services and facilities that are present or may be needed to support the community. For example, the presence of a large, older population may indicate a need for a wider variety of available health care facilities in the community. Conversely, a growing younger population may indicate the need for a larger number of schools and recreational programs.

Table 1.5: Regional Cities Median Age 2008 Median Regional Cities Age Kannapolis, NC 36.0 Gastonia, NC 35.6 Charlotte Metro Area 32.7 Concord, NC 33.6 Rock Hill, SC 31.0 Mooresville, NC 33.8 Monroe, NC 30.9 Source: US Census, 2008 American Community Survey

Table 1.5 shows the median age of residents within Rock Hill and the other “Ring Cities.” With a median age of 31, Rock Hill residents are younger as compared to residents of the “Ring Cities.” The median age of residents can indicate a number of things about a community. Kannapolis, NC, with a median age of thirty six, may be home to many senior citizens, which may increase the median age. Rock Hill, on the other hand, is home to several post-secondary institutions which may contribute to its younger population.

Figure 1.2 illustrates the distribution of the Rock Hill estimated 2008 population by gender and age group. This Additional information population chart provides an interesting view of the about the higher composition of Rock Hill’s population and more insight into education institutions the median age characteristics. The bar chart shows a located in Rock Hill is higher population distribution for males and females described in the combined within the age groups from 15 to 29. This Community Facilities distribution is most prominent for ages 20-24 and 25-29. Element. This distribution could be due to the post-secondary educational facilities in Rock Hill which include Winthrop University, York Technical College, and Clinton Junior College. A more thorough look at the chart reveals another demographic trend: for all but two age groups between ages 15 to 85 and over, the number of females is greater than the number of males.

A variety of arts and cultural programs are offered at Winthrop University, York Technical College, and Clinton Junior College. For additional information about some of the programs available, please refer to the Cultural Resources Element.

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Figure 1.2: Rock Hill Population Distribution by Age & Gender (2008)

501 85 & Over 310 1,017 80-84 399 755 75-79 451 1,338 70-74 596 1,357 65-69 926 1,618 60-64 952 1,891 55-59 1,212 1,871 50-54 1,896 2,299 45-49 2,138 1,556 40-44 1,518 1,788 35-39 2,593 1,936 30-34 1,419 3,476 25-29 3,249 3,472 20-24 2,884 3,171 15-19 2,235 1,839 10-14 1,903 2,568 5-9 2,592 2,648 Under 5 2,181

0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000

Male Female

Source: US Census, 2008 American Community Survey

The Transportation Element discusses the relationship between specific population characteristics and transportation needs.

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Race Racial diversity is an important factor in planning for a city’s population. See Figure 1.3. According to estimated 2008 Census figures, Rock Hill’s largest racial groups are those identifying themselves as white (approximately 53%) and black or African American (approximately 38%). Less than 10 percent of the Rock Hill population claims any other racial group.

Figure 1.3: Rock Hill Racial Composition (2008)

Hispanic/Latino 4.9% The Cultural Native American 0.5% Other 2.3% Resources Element provides Asian 1.3% greater details about the City’s diverse cultural heritage.

African American White 53.4% 37.6%

Source: U.S. Census Bureau, 2008 American Community Survey

Figure 1.4 indicates more racially diverse populations for Rock Hill and Monroe, NC then the other “Ring Cities”, and the Charlotte MSA as a whole. This is evident with the percentage of non-white populations equaling approximately 47 percent for Rock Hill and approximately 55 percent for Monroe, NC.

While Rock Hill has not historically been home to large Z The Hispanic immigrant populations, the City’s Hispanic community has population in Rock grown in recent years. The US Census 2008 American Hill has nearly Community Survey estimates that 5 percent of Rock Hill’s total doubled since population consists of Hispanic or Latino residents. This 2000 estimate may under-represent the actual Hispanic or Latino Z 75% of Hispanic population as it does not account for undocumented population immigrants. originates from Mexico and the In August of 2000, the City established the Hispanic Task Force of York County, with members representing the major service balance comes providers in the County. The undisputed conclusion of the Task from Central and Force was that York County needed a non-profit agency that South America and would offer assistance to the area’s non-English speaking the Caribbean population and to the agencies which serve them. This was Islands. implemented in 2003 with the establishment of the International Center of York County (ICYC).

The City of Rock Hill regards racial diversity and its diversity programs as one of the community’s strongest assets. The City sponsors the No Room for Racism program, a forum for dialogue on racial issues affecting Rock Hill citizens. The No Room for Racism Committee was formed in April of 1998 with the mission of fostering relationships among persons of diverse social, cultural and racial backgrounds and celebrating common interests in order to create a community where citizens work to

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I. Population Element overcome racism. The Committee often facilitates bi-monthly public forums, study circles, and social circle support.

Rock Hill is also served by the Committee on Human Relations, which was created in 1981 and adopted its current mission in 1991. The Committee on Human Relations promotes the health, safety and general welfare of all citizens, and serves as a forum for the discussion of community issues and concerns. Among the Committee’s many responsibilities are:

 Promoting positive human relations and reducing discrimination  Assessing and responding to the Human Relations needs of the community  Serving as a source of information  Advocating and recognizing change to promote respect, appreciation, and understanding of diversity among all people in the community  Hearing discrimination complaints and referring to appropriate resources  Assuming responsibility of Fair Housing Board  Holding Public Safety/Curfew and Landlord/Tenant Community forums

Figure 1.4: Racial Composition Comparisons (2008)

1.4% 8.4% 0.4% 2.6% SA e M 22.7% ott arl 64.5% Ch

0.3% 26.1% 0.7% 0.8% NC e, 26.9% nro Mo 45.2%

1.1% 9.4% 0.2% C 1.3% , N nia 26.1% o 61.9% Gast

1.6% 12.5% 0.1% 1.4% NC rd, 14.5% nco Co 69.9%

1.4% 8.4% 0.4% 2.6% NC e, 22.7% ott arl 64.5% Ch

2.3% 4.9% 0.5% ill 1.3% k H 37.6% oc R 53.4%

% % % % % % % % % 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0

White African American Asian Native American Hispanic/Latino Other

Source: U.S. Census, American Community Survey, 2006-2008 3-Year Estimates

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Income Income is a regularly used indicator of economic prosperity. Figure 1.5 compares median household incomes among the “Ring Cities.” Generally, a household consists of all people who occupy a housing unit.

Income and employment statistics are analyzed more thoroughly within the Economic Conditions Element. General income and poverty statistics are reviewed here because they provide broad insight into the population of the community, especially in relation to the regional community.

Figure 1.5: Regional Median Household Income Comparison (2007)

$60,000 $56,278 $52,530 $50,000 $44,680 $42,707 $40,191 $42,338 $40,000

$30,000

$20,000

$10,000

$0 Rock Hill, SC Kannapolis, NC Charlotte, NC Concord, NC Gastonia, NC Monroe, NC

Source: U.S. Census, 2008 American Community Survey

Although Rock Hill has a competitive median household income, it is at the higher end of the spectrum in measures of poverty (See Table 1.6). This difference may partially be explained by a combination of the overall higher costs of living in North Carolina, where most of the “Ring Cities” are located, and the more restrictive South Carolina annexation laws, which make it difficult for outlying properties (where household incomes are typically higher) to annex into the City.

A regional comparison of individual poverty rates and median household income reveals that Rock Hill has the third highest poverty rate and the third highest median household income, among the “Ring Cities.” It is interesting to note that households in Monroe, NC typically have a higher income than those in Rock Hill, although they experience higher rates of poverty. Kannapolis, NC households appear to have a more even distribution of income as they have a lower household income than those in Rock Hill, while experiencing a lower poverty rate.

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Table 1.6: Regional Poverty Rates

2007 2008 Regional Cities Poverty Rate Poverty Rate Charlotte Metro Area 11.4% 11.4% Charlotte, NC 12.4% 16.2% Gastonia, NC 16.5% 18.8%

Concord, NC* 9.5% 12.9% Rock Hill, SC* 18.4% 18.1% Kannapolis, NC* 21.5% 16.2% Mooresville, NC* 10.8% 11.3% Monroe, NC* 21.9% 21.1%

*Data for these municipalities is based on 2005-2007 3-Year estimates. Source: U.S. Census, 2008 American Community Survey

Figure 1.6 depicts the shift in household purchasing power from 2000 to The Economic 2008. Despite downturns in the economic and housing sectors during 2007 and 2008, Rock Hill’s share of households earning $50,000 or more Conditions has shown a net increase since 2000. The largest increase (4.2%) can Element contains be seen among households earning between $100,000 and $200,000. more information Losses in the under $50,000 income bracket seem to coincide with losses regarding local in manufacturing and other lower-waged jobs in the region, combined with and regional an influx of residents working at higher wage jobs in Charlotte, NC. This employment data does indicate, however, that lower-waged jobs are the primary trends. source of employment for Rock Hill residents – accounting for nearly 60 percent of income share.

Figure 1.6: Rock Hill Share of Households by Income Cohort

70.0% 64.0% 59.3% 60.0% 50.0% 40.0% 27.8% 28.8% 30.0% 20.0% 6.2% 10.4% 10.0% 2.0% 1.4% 0.0% < $50,000 $50,000- $100,000- $200,000+ $99,999 $199,999

2000 2008

Source: U.S. Census, 2008 American Community Survey

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Education Education is widely recognized as the cornerstone of success in the global marketplace. An educated citizenry is essential to a community’s economic success. Businesses emphasize time and again the importance of educational factors in selecting cities for future investment.

Rock Hill is fortunate to have 27 primary and secondary schools and three post-secondary institutions, including Winthrop University, York Technical College, and Clinton Junior College. The presence of these facilities influences the level of educational attainment among Rock Hill residents, as 56 percent of residents have sought post-secondary educational opportunities and 84 percent of residents have completed at least high school (See Figure 1.7).

Figure 1.7: Rock Hill Educational Attainment (2008)

Bachelor's Degree Graduate Degree No High School 14% 7% Diploma 16%

High School Some College/ Graduate Associates 28% 35%

Source: U.S. Census, 2008 American Community Survey

Because education levels are a competitive factor between cities, it is important to analyze this aspect of the regional population. As indicated in Figure 1.8, Rock Hill has a competitive advantage over most other “Ring Cities” due to its well-educated population; specifically in the categories of Bachelor’s and post-graduate degrees, which 24.6 percent of Rock Hill residents possess. Only one of the “Ring Cities” (Mooresville, NC) has a higher percentage of residents with Bachelor’s Degrees or higher. Among the other “Ring Cities”, only the cities of Concord, NC and Mooresville, NC have a higher percentage of residents with some post-secondary education.

The Community Facilities Element includes detailed information about educational facilities located in Rock Hill.

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Figure 1.8: Regional Educational Attainment Comparisons (2008)

4.1% 10.8% Monroe, NC 26.5% 32.5% 26.0%

7.1% 17.2% Concord, NC 30.6% 28.2% 16.8%

3.4% 11.1% Kannapolis, NC 30.3% 31.5% 23.8%

7.7% 19.6% Mooresville, NC 36.1% 24.8% 11.8%

12.9% 26.8% Charlotte, NC 27.3% 20.9% 12.2%

6.5% 14.7% Gastonia, SC 28.1% 27.6% 23.0%

8.4% 16.2% Rock Hill, SC 31.5% 28.6% 15.3%

0% 5% 10% 15% 20% 25% 30% 35% 40%

No High School Diploma High School Diploma Some College/Associates Degree Bachelors Degree Graduate/Professional Degree

Source: U.S. Census, 2008 American Community Survey

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Population Location Trends

Density & Location As Rock Hill’s population continues to grow, residents will continue to seek land on which to live. Many new residents to Rock Hill choose to locate in areas with newer home construction and larger home sites. Similarly, the development community often employs this pattern of development to meet the market demand. This phenomenon, known as “urban/suburban sprawl”, has influenced growth patterns in Rock Hill for many years. Also contributing to sprawl is Rock Hill’s process for annexation, legislated by the State of South Carolina. As Rock Hill continues to annex larger properties on the edges of the City limits and Urban Services Area, the land area of the municipal limits which must be served is far greater than the actual number of residents requiring services. Table 1.7, representing the change in population density since 2000, shows the overall trend toward City land area out-pacing the actual number of residents.

Table 1.7: Rock Hill Population Density Trend

Population Density

Density Year (People/Acre)

2008 2.52 2007 2.62

2006 2.69 2005 2.70

2004 2.73 2003 2.79

2002 2.86 2001 2.97

2000 2.93 Source: City of Rock Hill, 2008 Annual Growth Report

For a full-service city such as Rock Hill, efficiency in utility and public safety services is very important and A summary of the utilities and is beneficial to residents in that it maximizes the community safety facilities availability of services per each tax dollar spent. If owned and operated by Rock continued, the current trend in City-wide density Hill is provided in the decreases could place a terrible strain on Rock Hill Community Facilities Element. and its resources.

Maps 1.3 and 1.4 illustrate population density projections for 2008 and 2020, respectively. They show an interesting trend: although citywide densities have been decreasing (as shown in Table 1.7), densities along certain corridors within the City limits and USA are expected to increase; specifically the I-77 and US-21 (Cherry Road) Corridors. It should be noted that these population density projections are based on the current land use form; they do not take into account future higher- density developments, or the City’s Corridor East Growth Strategy (discussed in the Population Needs Assessment).

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Map 1.3: 2008 Planning Area Density Comparison

Map 1.4: 2020 Planning Area Density Comparison

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I. Population Element

Current population projections for Rock Hill and the Urban Services Area (USA) indicate continued strong population growth at about 2 percent annually (See Table 1.8). It is expected that by the year 2020, the current Urban Services Area will be home to over 100,000 residents. Significant portions of the current USA may be within the City limits by that time.

Table 1.8: Rock Hill Population Trends & Projections

Year Rock Hill Corporate Limits Rock Hill USA 1990 41,643 51,558 2000 50,581 63,500 2005 59,467 73,000 2010 67,100 82,500 2015 75,292 92,005 2020 82,810 101,442 Source: City of Rock Hill

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I. Population Element

NEEDS ASSESSMENT

Population is an important element of the Vision 2020 Comprehensive Plan. The population within the Rock Hill 2020 Planning Area will continue to grow over the next 10-20 years. Examining current population characteristics and trends can help us determine growth needs and appropriate policies to meet those needs.

Population Needs Projecting the number of future residents in Rock Hill is necessary in order to assess future land, public service, and infrastructure needs. The 2020 population projections indicate increased growth within the area, including a total of 82,810 residents within the current City limits, 101,442 within the existing Urban Services Area, and 116,347 within the entire 2020 Planning Area. Rock Hill will need to continually forecast and revise population projections as Census, development, or planning data becomes available.

The first step in evaluating the needs of the City’s population and capacity to serve that population will be maintaining, sharing, and disseminating accurate, current data. City departments and partner agencies must standardize demographic, housing, and socio-economic data used for reporting and policy development. Standardized data will increase the ease of information sharing and verification of current conditions within the Rock Hill 2020 Planning Area. It will also make population characteristic projections easier and more readily available to agencies which require them.

In order to serve all sub-populations in the Rock Hill 2020 Planning Area, the City must also keep track of demographic shifts in the overall population. Specific demographic characteristics to be monitored should include age, sex, race, disability status, income level, and others as appropriate. Monitoring geographical and magnitude shifts in these sub-populations will ensure that the City is prepared to address the needs of the entire population as it grows and changes over time.

With increases and demographic shifts in the City population The issue of growth management come demands for expansion of public services. Previous (balancing growth with resource sprawl-oriented growth patterns increase the expense and preservation and provision of services) is reiterated in the practical difficulty of providing services to residents, Community Facilities, Housing, especially with respect to staffing and service levels for fire, Natural Resources, Land Use, and police, and emergency services. Priority Investment Elements.

The endorsement of the Corridor East Growth Strategy by Rock Hill City Council in 2006 marked a decision by City leaders to grow in a more sustainable fashion to better meet the needs of residents. This strategy directs more compact growth to areas in the eastern part of the Urban Services Area and lands adjacent to the existing city limits, thereby taking advantage of existing transportation facilities and utility services.

Rock Hill must decide through its annexation, development, and growth management policies, what type of community the City will be. Past growth patterns have lent themselves toward a more sprawl oriented, less sustainable land use form which can be a barrier to establishing a City-wide identity and sense of place. Sustainability through quality construction, quality design standards, and comprehensive land use planning will be essential to meeting the needs of these future residents and maintaining the quality of life that attracts residents to Rock Hill.

By following the 2020 Priority Policy Directions identified in the Vision 2020 Plan Summary, Rock Hill can better address current and future population needs. These include: Z Focus on Redevelopment and Infill Z Achieve Sustainability Z Plan for Dave Lyle Corridor East Z Enhance Mobility and Connectivity Z Promote Redevelopment and Infill Development Along Key Corridors Z Create Livable Places Z Leverage Resources through Partnerships and Coordination

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I. Population Element

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I. Population Element

RECOMMENDATIONS

The Rock Hill 2020 Planning Area has experienced significant growth over the last ten years and is expected to steadily grow and continue to diversify into the foreseeable future. As the area’s population changes there will be greater demand for various services which must be tailored to meet their evolving needs. The purpose of this section is to identify the necessary steps to maintain accurate population figures and estimations and use this information to better understand and manage growth to foster a healthy, productive community. Each strategy identified below designates a responsible agency or department and a suggested timeframe for completion. Short-term tasks are anticipated to be completed within 1 to 5 years; and long-term, between 5 and 10 years. Ongoing strategies do not have a defined timeline for completion and should be carried out on an ongoing basis over the short and long-term.

DATA ACCURACY & INFORMATION DISSEMINATION

GOAL 1-1: Maintain Accurate Current Population and Demographic Data

Objective 1-1A: Comprehensively collect and disseminate population and demographic data Implementation Strategies Agencies Timeframe for Responsible Completion 1. Update population and demographic data monthly Planning & Ongoing and annually, as data becomes available Development 2. Review and revise this Element to include 2010 Planning & Long-term United States Census demographic data Development 3. Disseminate annual growth and development data Planning & Ongoing through the City’s Annual Growth Report Development 4. Utilize the City’s website to disseminate annual Planning & Ongoing growth and development data Development

Objective 1-1B: Share population and demographic data with federal, state, regional, and local agencies

Implementation Strategies Agencies Timeframe for Responsible Completion 1. Continue data-sharing partnerships with York Planning & Ongoing County, Catawba Council of Governments, and Development neighboring municipalities 2. Seek data-sharing partnership with Rock Hill Planning & Short-term Schools Development 3. Provide socio-economic data to the Metrolina Planning & Ongoing Regional Model custodian annually Development 4. Coordinate with the South Carolina Budget & Planning & Ongoing Control Board, Office of Research and Statistics, Development and United States Census Bureau on the collection and analysis of demographic information annually

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I. Population Element

SUSTAINABLE GROWTH

GOAL 1-2: Promote Sustainability for Current and Future Populations

Objective 1-2A: Seek to accommodate both the public service and employment needs of the City’s diverse population as it continues to grow and change Implementation Strategies Agencies Timeframe for Responsible Completion 1. Incorporate annual population and demographic City Departments Ongoing estimates when developing and implementing policies which directly affect residents 2. Monitor trends in Rock Hill’s customer City Departments Ongoing demographics in order to tailor City services to meet customer needs 3. Regularly consult available population and Economic & Urban Ongoing demographic data when developing economic Development development policies and initiatives

Objective 1-2B: Seek to ensure that planning initiatives meet the needs of residents at the neighborhood level Implementation Strategies Agencies Timeframe for Responsible Completion 1. Identify and prepare focal point plans for distressed City Departments Long-term neighborhoods 2. Target infrastructure improvements, affordable City Departments Long-term housing opportunities, or transportation services in priority investment areas

GOAL 1-3: Implement Growth Management Tools that Reflect the Best Interests of Current and Future Residents

Objective 1-3A: Effectively manage annexation Implementation Strategies Agencies Timeframe for Responsible Completion 1. Coordinate with York County on proposed and Planning & Ongoing future annexation efforts regarding land uses, Development zoning, and utility service provision 2. Advocate for changes to State annexation laws in City Departments Short-term order to promote greater efficiency in municipal services 3. Annually assess annexation agreements and maps City Departments Ongoing to encourage annexation of enclaves and other areas adjacent to the City limits

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I. Population Element

Objective 1-3B: Promote a more efficient use of land and economic resources Implementation Strategies Agencies Timeframe for Responsible Completion 1. Target compact, mixed-use development and Planning & Ongoing redevelopment in strategic locations Development 2. Support the fiscal sustainability recommendations City Departments Long-term within the Land Use and Priority Investment Elements 3. Support housing choices for a diverse population Housing & Ongoing Neighborhood Services; Planning & Development 4. Periodically review the Zoning Ordinance for Planning & Ongoing consistency with growth management practices Development

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Vision 2020: The Comprehensive Plan for Rock Hill I-26 11/22/2010 II. COMMUNITY FACILITIES ELEMENT

TABLE OF CONTENTS

OVERVIEW ...... II-3

EXISTING CONDITIONS...... II-4 Capital Facilities and Utilities...... II-4 Water Supply, Treatment, and Distribution ...... II-4 Wastewater Collection and Treatment...... II-8 Electric...... II-10 Stormwater ...... II-14 Solid Waste Collection and Disposal ...... II-15 Telecommunications...... II-16 Rock Hill/York County Airport ...... II-18 Natural Gas...... II-20 Community Safety Facilities ...... II-22 Police Protection...... II-22 Fire Protection ...... II-27 Hometown Security...... II-31 Emergency Preparedness and Management ...... II-32 Healthcare Services...... II-34 Rock Hill Schools...... II-36 Private Primary and Secondary Institutions ...... II-41 Winthrop University...... II-43 Clinton Junior College...... II-45 York Technical College...... II-46 Other Government Facilities...... II-47 Parks and Recreation ...... II-47 Libraries...... II-52 General Government Facilities ...... II-53

NEEDS ASSESSMENT ...... II-55 Growth & Development ...... II-55 Job Training & Educational Facilities...... II-55 Public Safety ...... II-56 Infrastructure & Space Needs ...... II-57 Quality of Life ...... II-58

RECOMMENDATIONS...... II-61

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 II-i II. Community Facilities Element

LIST OF TABLES, FIGURES AND MAPS

Table 2.1: Water Impact Fees Collected...... II-7 Table 2.2: Wastewater Impact Fees Collected ...... II-9 Table 2.3: 2006-2008 Rock Hill Crime Statistics...... II-25 Table 2.4: 2006-2008 Rock Hill Crime Rates...... II-25 Table 2.5: Rock Hill Service Call Data (2005-2009)...... II-29 Table 2.6: ISO Ratings of York County Fire Departments ...... II-30 Table 2.7: Fire Impact Fees Collected ...... II-30 Table 2.8: Rock Hill Schools...... II-37 Table 2.9: Rock Hill Parks and Recreation Facilities ...... II-47 Table 2.10: Existing Open Space Levels-of-Service...... II-48

Figure 2.1: Trend in Rock Hill Water Customers (1999-2009) ...... II-6 Figure 2.2: Rock Hill Water Sales, Ten Year Growth...... II-6 Figure 2.3: Trend in Rock Hill Wastewater Customers (1999-2009)...... II-8 Figure 2.4: Rock Hill Wastewater Sales, Ten Year Growth...... II-9 Figure 2.5: Trend in Rock Hill Electric System Customers (1999-2009) ...... II-12 Figure 2.6: Rock Hill Electric Sales, Ten Year Growth...... II-12

Map 2.1: Water & Wastewater System Service Areas...... II-5 Map 2.2: Electric Service Areas...... II-11 Map 2.3: York County Natural Gas Authority Service Territory...... II-21 Map 2.4: Police Facilities and Patrol Zones...... II-23 Map 2.5: Fire Service Areas and Stations ...... II-28 Map 2.6: Healthcare Facilities ...... II-35 Map 2.7: Elementary School Facilities...... II-39 Map 2.8: Middle & High School Facilities...... II-40 Map 2.9: Post-Secondary Educational Facilities...... II-42 Map 2.10: Parks and Recreation Facilities ...... II-49 Map 2.11: Trails and Greenways System Map ...... II-50

Vision 2020: The Comprehensive Plan for Rock Hill II-ii 11/22/2010 II. Community Facilities Element

Vision 2020: The Comprehensive Plan for 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.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 II-3 II. Community Facilities Element

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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Vision 2020: The Comprehensive Plan for Rock Hill II-4 11/22/2010 II. Community Facilities Element

Map 2.1: Water & Wastewater System Service Areas

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 II-5 II. Community Facilities Element

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.

Vision 2020: The Comprehensive Plan for Rock Hill II-6 11/22/2010 II. Community Facilities Element

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 Vision 2020: The Comprehensive Plan for Rock Hill II-8 11/22/2010 II. Community Facilities Element

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.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 II-9 II. Community Facilities Element

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.

Vision 2020: The Comprehensive Plan for Rock Hill II-10 11/22/2010 II. Community Facilities Element

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

Vision 2020: The Comprehensive Plan for Rock Hill II-12 11/22/2010 II. Community Facilities Element 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

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 II-15 II. Community Facilities Element 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

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 II-17 II. Community Facilities Element 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.

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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 $1""#+$#&*'3 throughtout the City twenty-four-hours-a-day and seven-days- Z 9 "$#( $"!# a-week. Members of the RHPD are dedicated to delivering Z ?4:7(($# Z @@$+" , "$#. high quality police services through meaningful community ##" partnerships and problem solving. The Department is built on Z 8#! ! a philosophy of core values that include: Community, Z /8(""A!%#(#(

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.

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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. 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

Vision 2020: The Comprehensive Plan for Rock Hill II-32 11/22/2010 II. Community Facilities Element 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 &$ !#' $!  Rock Hill and nearly all of the unincorporated portions within &$ ! "( $"!#!< !#+# the Planning Area are served by one school district, Rock Hill $1""$" Schools. Established in 1953 through the merger of four $1""$<" former school districts, Rock Hill Schools serve all communities Z # "'?5-;;;!&#! within its 228 square miles service area. The mission of Rock Z ?8#"#%#! '$<" Hill Schools is to “provide all students with challenging work Z ? !#$<" Z :%&&"#$<" that authentically engages them in the learning process and Z 9<<$<" prepares them for successful futures…by providing lifelong Z ? "#&!#$<"'$#!# learning opportunities which will develop the potential of all Z ?$< !#$<" individuals and thereby improve the quality of life for all citizens @+ !#$<" of the district.” Z # "'?-;;;!&#! Since 1994, Rock Hill Schools works with the community to !< +#!' develop five-year strategic plans designed to guide the efforts Z # "'8-9;;!&#! of the district, affirm district beliefs, as well as set priorities and "!C""## directions. The 2005-2010 Strategic Plan establishes the Z # "'?9:!&#! following beliefs to achieve its mission: 1 #$<$ """##  All students can learn more and at higher levels. Z # "'6-4;;!&#!  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. A new charter school, York Preparatory Academy, is slated to open fall 2010 in the former Trinity Christian School location. 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.  Built in 1929 and restored in 2003, Carroll School represents one of the last remaining

Carroll School

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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.  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

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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 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 physically prepared to pursue God's calling in Westminster Catawba Christian School 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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Map 2.9: Post-Secondary Educational Facilities

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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 st higher education for the 21 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:

 Olde Stone House – An early 20th 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  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

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 Recreational Sports Field – Two lighted fields for student use through intramural sports programs.  Softball Complex – A softball complex for the Eagle softball program.

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 Byrnes Auditorium 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 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 began moving 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.

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.

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.

+ #!'( ! &$"! "  % #((##& !!<  +#!'-1 #$<$ """##- &"!C""##> &&! "(% ! *!%#(!<#  % + " *"#- "# # #(#!!<#"! "#$# "#%#!>

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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

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 II-47 II. Community Facilities Element

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 ##7 ' !# 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 $"! "  % # Fort Mill 278,915 ((##& !!<#1!' Lake Wylie 78,828 * '> &&! " York 118,926 (% ! *!%#( GRAND TOTAL 1,075,045 !<#  % + " *"#- Door Count: 648,905 "# ##(#!!<#"! " New Library Cards Issued: 17,934 #$# "#%#!> 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: "#%#!&#!(#!<##7  # !#!# $ ! "  In late 2009, commenced construction of the new Operations Center to be located at the B#$!!< !7""< +#  intersection of Cowan Road and South ($ !% $!!<# Anderson Road.  # !*&#! 4;?;=4;??>

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

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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.  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 2020 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

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NEEDS ASSESSMENT

According to Census projections, the population of the Rock Hill 2020 Planning Area is expected to grow by nearly 24 percent over the next ten years, adding approximately 9,280 additional housing units to the area. Along with residential growth, more than 2.9 million square feet of additional commercial inventory within the office, retail, and industrial sectors is forecasted over the decade. The availability and reliability of public facilities, utilities, and services is essential to support new residential and commercial development; however, it is equally important to ensure that existing infrastructure shortfalls are addressed and levels of service are maintained.

Growth & Development Due to limitations imposed by South Carolina annexation laws, Rock Hill’s corporate boundaries are irregular and full of “doughnut holes” of unincorporated islands (small properties that are not in the city limits but are completely surrounded by it). Unless property owners voluntarily ask to be annexed, it is difficult to bring those properties under the City’s jurisdiction. This growth pattern forces both County and City governments to provide duplicate sanitation, recycling, fire, and police services to different customers in the same area, leading to widespread inefficiencies. Neighbors pay uneven rates for services and are confused about which government delivers that service as well as who their elected representatives are. Every year, state legislators introduce one or more bills to address these annexation issues but none have been adopted successfully. Unless annexation laws are reformed, Rock Hill will need to develop more aggressive strategies to annex “doughnut holes” and rectify irregular boundaries. Over the last few decades, many developers have chosen to build new <##(7!< subdivisions on “greenfield” sites far from the center of the City. This %  #%#! pattern of “suburban sprawl” is characterized by low-density or single- ,* " $7!< use developments that are auto-dependent, energy and land 7!<#$# consumptive, and strain existing roadways, public facilities, and ##+ ! & services. Sprawl developments fail to maximize existing infrastructure. +(#+$#. They often require the costly installation of new facilities and extension #!# !#&!<# of services while diverting resources from the maintenance of existing  " !-- systems. The City should seek to maximize the efficiency of existing  ! "#$#- infrastructure by encouraging growth in in-fill and redevelopment areas  &#- & !'+#!%#! where services and facilities are readily available. "#%#!>

Job Training & Educational Facilities Schools are important community resources and symbols of community aspirations. As such, they should be designed with smart growth goals of compact development, walkability, and open space conservation in mind. Over time schools have become increasingly larger and located farther from the students they serve. South Carolina is one of only a handful of states that have recently taken steps to encourage smaller, neighborhood centered K-12 schools by eliminating minimum acreage standards and allowing waivers for school square footage requirements. The state also requires school districts comply with local zoning ordinances and consult with the local planning commission as to the compatibility of the proposed school site with the comprehensive plan of the community [S.C. Code Ann. §6-29-540 (supp. 1999)]. %#!#&!<#  &# "#%#!- In Rock Hill the siting of new schools is primarily driven by the district’s  #"' " #& ability to locate appropriately sized parcels at reasonable prices. This &"$ !#&$<" is evident as three of the last five schools constructed in the Rock Hill $  !+#"' school district are located outside the City’s jurisdiction and the other ("#$#7!< two, Dutchman Creek Middle and South Pointe High, are at the edge of &$%%!' the City limits. In planning for schools, existing and future land use (%>

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 II-55 II. Community Facilities Element patterns should be considered and schools located in a manner that does not promote suburban sprawl patterns nor place unnecessary strain on utilities and infrastructure. Furthermore, increased coordination is needed between the City, York County (when necessary), SC Department of Education, and Rock Hill Schools on the siting of future public educational facilities affecting Rock Hill students with communication commencing early in the planning process. With the closure of several private schools in the last year and projected population growth, public schools are facing increased enrollment and potential over-crowding conditions in the near future. Funding for new facilities may not be readily available due to recent state budget cuts. Furthermore, the recently adopted SC Act 388 has substantially impacted local school operating budgets. With this 2006 legislation, owner-occupied homes were exempted from the property taxes that fund school operations while the state sales tax was raised to 6 cents on the dollar to try to capture the shortfall. Since sales tax revenue fluctuates based upon how much people spend on discretionary items, school districts have seen drastic cuts in their budgets during the current economic recession. Essentially, an unpopular but stable tax (property tax) was substituted for a less unpopular but more unstable tax (sales tax). In addition, the changes in property tax laws are adversely affecting those sectors of the market that are left to support schools: businesses and rental markets. Schools will need to find alternate funding sources and/or expand the use of non-traditional school facilities in order to reduce public school over-crowding.

Jobless rates in York County through 2009 have continued to rise <# $%$&! with double-digit levels that significantly exceed national averages. "#%#! "&$# Given the economic times and lack of local employment !<###&!$& !# opportunities, greater emphasis should be given to support higher 7!<% B#&$ ! " education, job training, and adult back-to-school programs. The !!!% "" business community and educational institutions should be *#$* ! & encouraged to realize the link between education and job training 71($#!  as a means to retain and attract employers to the area.  %>

Public Safety Rock Hill needs to ensure that police and fire departments have sufficient staff and equipment to meet today’s demands as well as those resulting from future growth. Recent studies of the Rock Hill Police Department, “A Staffing Study of the Rock Hill Police Department” by Carroll Buracker & Associates, Inc. (November 2008) and the 2008 Annual Assessment by the Commission on Accreditation for Law Enforcement Agencies (CALEA), noted deficiencies in manpower and identified space needs. Recommendations include eliminating redundant, non-mission essential services such as closing the city jail, hiring 21 additional officers and 11 more civilian employees, and replacing the headquarters building. The Staffing Study also suggested that police response times be reduced, particularly for in-progress, life-threatening emergencies and recommended that the RHPD respond to at least 80 percent of Priority 1 calls within at least five minutes. The likely cause for delayed response is lack of adequate patrol staffing and resources. Although crime statistics and rates have declined in Rock Hill over the last few years, they are still significantly higher than national standards. Furthermore, the community’s perception of crime is also a concern. Residents want to feel safe and not live in fear of crime. As noted in the City’s 2008 National Citizen Survey, about 61 percent of questionnaire respondents felt “very” or “somewhat” safe from violent crimes and only 48 percent felt safe from property crimes. Only half of the respondents rated crime prevention services favorably. Community policing efforts should be enhanced to ensure a police presence in neighborhoods. The Rock Hill Fire Department plans to construct two new fire stations (#7 and #8) in the next few years; however, additional stations will be needed over the next ten years to accommodate demands in high growth areas. The primary source of funding for new fire stations, the Fire Impact Fee Program, has been limited due to the recent slow down in development activity. The City has also

Vision 2020: The Comprehensive Plan for Rock Hill II-56 11/22/2010 II. Community Facilities Element been challenged with issues related to site selection: The most recently constructed fire stations realized unexpected delays and cost run-ups due to poor in-town soil conditions. Piedmont Medical Center is the only hospital in York County. In 2006, the South Carolina Department of Health and Environmental Control 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. However, Charlotte-based hospitals have challenged the SC DHEC ruling and and court proceedings are expected to conclude in late 2009 with a ruling in months to follow. Construction of a second hospital facility in York County will help meet the medical needs of the region’s growing population.

Infrastructure & Space Needs Rock Hill has identified the need for major public investments in certain blighted areas around the City to spur redevelopment efforts. The creation of Tax Increment Financing (TIF) Districts is one method of capturing revenues generated by investment in the district to offset bonds for infrastructure improvements. The City currently has four TIF Districts: 1) Textile Corridor/Downtown TIF District – created in 1988 and includes the Downtown area. Amended in 2004 to include the Textile Corridor. Set to expire in 2029. 2) Manchester TIF District – created in 1988 and includes TechPark. Set to expire in 2013. 3) Red River TIF District – created in 1991 and includes Waterford Business Park and the Galleria area. Amended twice in 2008 to include undeveloped area around the Galleria mall and the Riverwalk area. Set to expire in 2033. Within these redevelopment areas, basic infrastructure, including <# ! " roads, water, sewer, trails, parks, and/or other public facilities, is % +#%#! deficient or non-existent. The City should ensure that aging  %&##& infrastructure is evaluated and upgraded as necessary to maximize ! &&#% ' efficiency and meet increased demand, particularly within $%%!'( $"!# ##&> # redevelopment areas and priority investment areas. (% ! *!!<# Sewer system improvements are needed to meet current and future $ *#(& demands. Replacement of aging sewer pipes is done incrementally !<#!' due to limited funding, with priority given to upsizing problem areas. +#!%#! "#%#!> The City is currently considering options to either expand the Manchester Wastewater Treatment Plant facility within the next five years to treat a maximum of 30 MGD at a cost of $44 million or construct a new wastewater treatment plant downstream on the Catawba River. Other potential sewer system improvements include installation of a new pump station to open up the Upper Fishing Creek basin, and expanding east by adding a third sewer line under I-77 and replacing an aging smaller line. Additional analysis needs to be completed to determine future sewer demands in the east Dave Lyle Corridor area. Because of the cost of pipe replacement, recent water system improvements have consisted of “looping” water lines for efficiency. To meet future demands, a new water plant will be needed and should be located near the existing Lake Wylie Water Intake to reduce infrastructure costs. There are many challenges involved with improving the electric system. Growth of the system is primarily based on annexation and availability rather than service territory assignment. Since no City substations are located east of I-77 and the area has limited transmission availability, Rock Hill will need to coordinate with Duke Power to expand electric service into this area. In addition, Downtown has had continuing issues with electrical service. Although electric capacity is adequate, the system’s reliability is problematic. Power surges are commonplace mainly because of internal wiring issues within historic structures and interference along the power lines that feed into Downtown. A new Downtown substation is desired for reliability and to promote economic development initiatives. The City is faced with the challenge of balancing the need to expand and grow the utilities system while ensuring that infrastructure does not extend to areas outside the City limits in a manner that

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 II-57 II. Community Facilities Element strains the system or promotes urban sprawl patterns. Water and sewer line extension is dependent on availability and service territory assignment while electric service is primarily confined to the City limits. When subdivisions are built with wells and/or septic tanks in the County, it becomes increasingly difficult to grow the City’s utility systems. Furthermore, when well/septic systems fail and property owners request City services, the City generally must incur the costs to extend the lines in an area that has already been developed. Proper comprehensive and integrated planning of the water, sewer, and electric systems is essential. The current Airport Master Plan for RH/YC Airport was adopted by the <#!' Airport Commission, Rock Hill City Council and York County Council in +#!%#! "#%#! 2003. It forecasts future aviation needs based upon an evaluation of &#!(##+# " the Airport and its surrounding environs and presents both short- and % ! !(&#& long-term airport development improvements to meet operational $ ! "##& #" !#&! *"$ demands. Based upon forecast operations, the Master Plan specifies a ( $"!#-!"!#- range of improvements to be phased in through 2022. These include a 1 & 6,500 foot runway, over 12,000 square feet of terminal area, 216 #$# ! B#$!- terminal area parking spaces, as well as a range of incremental &!  ! ! improvements to the apron area, aircraft tie-downs, hangars, and % +#%#!> navigational aids. Funding for airport improvements is discretionary and no state assistance is currently available. The next Master Plan update must be completed by 2013 to position the Airport for future growth. There has been an identified need for additional office space for Homeland Security personnel and a dedicated Emergency Response Center that could also be used for general meetings and safety/security measures training. A new ERC should be self sustaining with restrooms, kitchen facilities, and a rest area for rest and recovery during extended operational periods. The Police Department is also in need of a new headquarters facility for administrative personnel.

Quality of Life

A long-range facilities plan for the York County Library System, #$# ! " & completed and approved by the Library’s Board of Trustees in $"! "( $"!# & 2003, recognized that the library system must be expanded to  %<"&*# meet the needs of the County through 2023. The study #< $#&!*#!!# recommended the expansion and addition of facilities as well as # ##!!<#!'R increasing collections of library materials to approximately 1.6 &+##  " ! & million pieces by 2023. Planned facility improvements in Rock Hill %!#$%%!' include a new or expanded Rock Hill Main Library as well as a &#!!'> <# new Rock Hill East Branch Library.  " !-"! " #$#- ! " Rock Hill offers a variety of parks and recreation facilities for #$#- $%$ residents and guests to enjoy. However, many of the &!- &!' neighborhood parks that were built in the 1960s and 1970s +#!%#! "#%#! through the Model Cities Program are now outdated, difficult to "&#!('!< maintain, and do not adequately serve the needs of the 7##&> surrounding community. Parks should be updated to better reflect neighborhood preferences. The City does not have a Parks Master Plan to forecast the future need for parks. The significant amount of non-City residents that utilize City parks and the lack of County facilities and services in the unincorporated Planning Area will potentially put an additional burden on City recreational facilities and programs as growth continues in the future. A Parks Master Plan is needed to set standards on future parks and programming, identify possible locations as well as assess possible funding sources for future improvements and priorities. Planned parks and recreation improvements over the next five years include renovations and maintenance of existing facilities, as well as two proposed parks. India Hook Park, located near the

Vision 2020: The Comprehensive Plan for Rock Hill II-58 11/22/2010 II. Community Facilities Element

Lake Wylie Dam, will feature water-based recreational amenities. Also, a new regional park is proposed to be completed by FY 2015/2016. Although a site for the future regional park has yet to be selected, it will likely be located in the northwest quadrant of the City to address area needs. Riverwalk, a planned mixed-use development located at US-21 and Cel-River Road along the Catawba River, <#!'+#!%#! will include a cycling and recreation center. A focal "#%#!&#!(#!<# point of the development will be an Olympic standard +#7 "1 #+#" %#!   velodrome and BMX Supercross track. Other proposed recreational amenities include bike trails, $ ! " B#$!!< !7""< +#  water activities, and more than three miles of riverfront ($ !% $!!<# greenway. The development will be a public/private  # !*&#! undertaking with the City providing approximately $3 4;?;=4;??> million from hospitality taxes and money from the tax increment financing district; however, financing is dependent on the amount of growth and redevelopment that occurs in the area. The developers have committed approximately 250 acres, valued at approximately $8.1 million, for public use. Rock Hill has a number of facilities that cater to historic, cultural and outdoor recreation tourism. In a recent study commissioned by the South Carolina Department of Parks, Recreation and Tourism, Rock Hill was identified as both a tourist hub and a gateway into the greater Catawba region for its strong historic and cultural appeal. The report recommends that leaders create two flagship attractions within the City to complement other existing tourist attractions, noting the need to create a “visitor magnet” along the I-77 corridor and further develop the scenic and recreational opportunities of the Catawba River to boost tourism locally and statewide. The Trails and Greenways Master Plan Update, adopted in May 2008, identifies a list of proposed trails and greenways to be added to the existing network as funding becomes available. It also includes design guidelines and maintenance standards and a list of recommended implementation strategies, including an implementation action plan that provides information on funding sources, construction cost estimates, maintenance, and scheduling. The recommendations within the Master Plan should be reviewed and updated every 5 years. Priority should be given to funding proposed trails that have been identified as segments of the Carolina Thread Trail.

 !!  *"#7!<-! #!#&+#!%#!( !$!#% +#%#! & $%%!'( $"!###! ">E'(""7!<#4;4;!'"$' #$!&#!(#& !<#F4;4;" %% '-$1""$ *#!!# &&#$#! &(!# ( !$!# & *"$( $"!'##&> <##$" Z Focus on Redevelopment and Infill Z Achieve Sustainability Z Plan for Dave Lyle Corridor East Z Enhance Mobility and Connectivity Z Promote Redevelopment and Infill Development Along Key Corridors Z Create Livable Places Z Leverage Resources through Partnerships and Coordination

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 II-59 II. Community Facilities Element

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RECOMMENDATIONS The purpose of this section is to establish an action plan by which the City can better manage its community facilities, infrastructure, and public resources to meet the basic needs and maintain quality of life for current and future generations. Not all community facilities and services are provided by or under direct control of the City of Rock Hill. As a result, inter-agency cooperation and coordination are essential to the orderly extension and development of such facilities. Each of the recommended strategies designates a responsible agency or department and a suggested timeframe for completion. Short-term tasks are anticipated to be completed within 1 to 5 years; and long-term, between 5 and 10 years. Ongoing strategies do not have a defined timeline for completion and should be carried out on an ongoing basis over the short and long-term.

EFFICIENCY & SUSTAINABILITY

GOAL 2-1: Maintain and Promote the Operational Efficiency and Sustainability of Existing Community Facilities and Services to Ensure Continued High-Quality Service Delivery

Objective 2-1A: Continually operate, maintain and improve existing municipal facilities and utilities to ensure a high level of service and customer satisfaction Implementation Strategies Agencies Timeframe for Responsible Completion 1. Maintain the stormwater system to prevent flooding Public Works Ongoing and water quality degradation 2. Support and encourage the integration of low-impact Public Works; Ongoing development design strategies to reduce impacts to Planning & the stormwater system and to improve water quality Development 3. Establish a long-term program to replace and Utilities Long-term upgrade aging utility infrastructure, including water, sewer, electric and underground cable 4. Promote eco-friendly practices and offer incentives Utilities; Public Short-term for effective implementation of water conservation Works; Planning & measures that reduce both indoor and outdoor water Development usage 5. Research and implement innovative methods to Utilities Short-term prevent leaks in lines and main breaks and ensure timely repairs to minimize damages 6. Maximize utilization of the reclaimed water system Utilities Short-term as an alternative to potable water use 7. Continue to bury overhead electric lines, with priority Utilities Long-term to areas most affected by severe weather 8. Seek to resolve electric reliability issues throughout Utilities Short -term the Rock Hill service area by installing substations, correcting line issues, and maintaining equipment 9. Expand utilization of automated processes for Utilities; Public Short-term utilities, work orders, and solid waste collection Works 10. Enhance the current recycling program and increase Public Works Ongoing efforts to reduce the City’s solid waste volume 11. Optimize operational efficiency, effectiveness, and Airport Ongoing safety of the Rock Hill/York County Airport and conduct proper routine inspection and maintenance of Airport facilities

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 II-61 II. Community Facilities Element

12. Seek to minimize the carbon footprint of municipal City Departments Long-term buildings and fleet vehicles by retrofitting or replacing with energy-efficient technologies

Objective 2-1B: Maximize emergency responsiveness and protection through effective and efficient management of public safety resources Implementation Strategies Agencies Timeframe for Responsible Completion 1. Evaluate and implement the personnel and Police; City Short-term operational procedures and facility improvements Management recommended in the 2008 Police Staffing Study 2. Expand and enhance community policing and crime Police Ongoing prevention education programs that build partnerships between law enforcement and neighborhoods 3. Continue to analyze crime trends and target crime Police Ongoing reduction strategies within “hot spot” crime areas, particularly in Old Town 4. Address police facility and Municipal Court space Police; Municipal Short-term needs Court 5. Use the Crime Prevention through Environmental Police; Planning & Ongoing Design (CPTED) program standards as one of many Development tools to improve environments and deter crime through facilities siting, design, and construction activities 6. Adhere to standards established by the ISO and the Fire Ongoing National Fire Protection Association to maintain an ISO Class II Fire Protection Rating 7. Maintain standards in emergency response time for Fire Ongoing fire suppression operations, emergency medical operations, and special operations consistent with the National Fire Protection Association 1710

Objective 2-1C: Maintain and make efficient use of existing recreational land and facilities to enhance quality of life Implementation Strategies Agencies Timeframe for Responsible Completion 1. Conduct demographic analyses of neighborhoods Parks, Recreation & Short-term surrounding parks and community centers and Tourism distribute preference surveys to improve park facilities and recreational programming 2. Enhance accessibility to parks, community centers, Parks, Recreation & Ongoing and trail and greenway facilities Tourism 3. Continue to implement the Glencairn Garden Master Parks, Recreation & Short-term Plan Tourism 4. Evaluate the shared use of existing community Parks, Recreation & Short-term recreational facilities Tourism 5. Implement a wayfinding program that promotes Parks, Recreation & Short-term mobility and curb appeal Tourism

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COMMUNITY FACILITIES PLANNING

GOAL 2-2: Proactively Plan for the Provision and Expansion of Community Facilities and Services to Meet Existing and Projected Future Needs

Objective 2-2A: Regularly conduct strategic master planning to identify and meet the future needs for municipal facilities and infrastructure Implementation Strategies Agencies Timeframe for Responsible Completion 1. Prepare infrastructure master plans that analyze Utilities; Planning & Long-term future water and sewer demands and service Development feasibility for priority areas within the City’s service territory, such as Dave Lyle Corridor East and the Interstate Corridor 2. Prepare a citywide Stormwater Master Plan, Public Works Long-term targeting areas with ongoing flooding and drainage issues, and implement its recommendations 3. Implement the recommendations of the five year Fire; Planning & Short term Fire Department Master Plan, targeting high growth Development areas for future facilities, and update by 2013 4. Complete a parks and recreation master plan which Parks, Recreation & Short-term includes level of service standards for parks and Tourism; Planning & recreation facilities, targets areas for immediate and Development future facility location and priorities for each facility, and establishes funding sources to pay for acquisition, design, construction, and maintenance of those facilities 5. Implement the recommendations of the 2008 Trails Parks, Recreation & Short-term and Greenways Master Plan and update by 2013 Tourism 6. Implement and update the recommendations of the Airport Short-term 2003 Airport Master Plan and update by 2013 7. Update the Hometown Security and Emergency City Management Short-term Response Plan

Objective 2-2B: Ensure that community facilities and services are expanded in a manner that supports sustainable land use and community design practices Implementation Strategies Agencies Timeframe for Responsible Completion 1. Ensure that the provision of public facilities and City Departments Ongoing services is coordinated with the Vision 2020 Land Use Plan to accommodate planned growth 2. Locate and design municipal facilities to maximize City Departments Ongoing convenience and accessibility, and encourage a more efficient use of land and resources, such as integration into mixed-use centers or co-location of facilities and services 3. Ensure infrastructure and City services are readily City Departments Long-term available to promote infill development, redevelopment, and annexation of “enclave” areas 4. Target high growth areas and priority investment Utilities Long-term areas as the priority locations for utility extensions in advance of development / redevelopment

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 II-63 II. Community Facilities Element

5. Evaluate the ability of existing solid waste collection Fire; Public Works Short-term and public safety vehicles to service infill areas and other compact developments 6. Encourage the adaptive reuse of existing buildings City Departments Ongoing before new community facilities are constructed 7. Utilize energy-efficient technologies in the City Departments Ongoing construction, design, and operation of new facilities

Objective 2-2C: Ensure an orderly and coordinated expansion of public facilities and infrastructure improvements throughout project planning and construction Implementation Strategies Agencies Timeframe for Responsible Completion 1. Coordinate the timing of infrastructure improvement City Departments Ongoing projects for efficiency and cost savings 2. Convene inter-departmental meetings to collaborate City Departments Ongoing and resolve issues on preliminary facility and infrastructure plans 3. Coordinate infrastructure improvements with existing City Departments Ongoing and projected development activity 4. Continue to expand the Wi-Fi system and fiber Utilities Ongoing optics network to meet growing public safety and utility service demands in advance of development

FUNDING ALLOCATION

GOAL 2-3: Adequately Fund Public Facilities and Infrastructure Improvements

Objective 2-3A: Annually plan, budget and finance the purchase and/or construction of large capital infrastructure, facilities, equipment and other fixed assets through the capital improvement program (CIP) Implementation Strategies Agencies Timeframe for Responsible Completion 1. Prepare and annually update a ten-year Capital Administrative Ongoing Improvement Plan (CIP) identifying the schedule Services; City and anticipated expenses for proposed capital Management projects 2. Identify and prioritize annual/routine operating City Departments Ongoing capital items and ten-year capital projects for inclusion in the annual operating budget 3. Utilize a variety of funding sources to implement City Departments Ongoing capital improvements 4. Aggressively seek grant opportunities to fund CIP City Departments Ongoing projects

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Objective 2-3B: Explore and evaluate a variety of new and innovative methods of obtaining dedicated revenues and grant monies to fund capital projects, infrastructure improvements and continued maintenance Implementation Strategies Agencies Timeframe for Responsible Completion 1. Seek ways to maximize revenues from special tax Administrative Ongoing districts and local option sales taxes to offset bonds Services; City for infrastructure improvements Management 2. Assess the feasibility of implementing a parks and Parks, Recreation & Short-term recreation impact fee program to offset costs for Tourism; future parks and park improvements Administrative Services; Planning & Development 3. Partner with public, non-profit, and private Parks, Recreation & Ongoing organizations to fund park improvements Tourism 4. Consider purchasing land in the short-term for long- City Management Ongoing term future construction of community facilities (i.e., land bank) 5. Seek funding for continuing maintenance and capital Airport Ongoing improvement needs at the Airport

Objective 2-3C: Work with federal, state, regional and local governments to secure funding for community facilities Implementation Strategies Agencies Timeframe for Responsible Completion 1. Establish partnership(s) with regional, state, and Utilities Ongoing federal agencies to find funding sources for wastewater treatment needs 2. Establish partnership(s) with regional, state, and Utilities Ongoing federal agencies to help fund infrastructure expansion into priority investment areas 3. Establish partnership(s) with regional, state, and Airport Ongoing federal agencies to help fund Airport facility improvements 4. Establish partnership(s) with regional, state, and Public Works Ongoing federal agencies to find funding sources for stormwater improvements

EDUCATION & PUBLIC AWARENESS

GOAL 2-4: Promote Education and Awareness of Community Facilities and Services

Objective 2-4A: Raise community awareness of ways to maximize efficiency of community facilities and services Implementation Strategies Agencies Timeframe for Responsible Completion 1. Promote educational programs to increase public Utilities Short-term awareness of water conservation techniques and how it affects water usage and rates

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2. Promote reduction, reuse, recycling, and Public Works Short-term composting awareness and education to minimize solid waste 3. Expand crime and fire prevention education Fire; Police Short-term programs to reach the adult population as well as children 4. Evaluate the effectiveness of customer service City Departments Ongoing communication tools and make improvements, as necessary

Objective 2-4B: Disseminate timely information on capital projects and community services Implementation Strategies Agencies Timeframe for Responsible Completion 1. Maintain accurate and up-to-date maps and City Departments Ongoing information depicting the status of capital improvement projects 2. Utilize the City’s website, e-newsletters, and other City Departments Ongoing electronic media to publicize information about community facilities and services

PARTNERSHIPS & COORDINATION

GOAL 2-5: Support Partnerships and Increased Coordination with Other Organizations Toward the Provision of Mutually Supportive Community Facilities and Services

Objective 2-5A: Promote maximum cooperation and assistance to other governmental agencies and public and private institutions in planning and developing community facilities to provide a high level of service and avoid duplication of services or facilities Implementation Strategies Agencies Timeframe for Responsible Completion 1. Continue to build and maintain strong City Departments Ongoing relationships with neighboring jurisdictions and other organizations to ensure coordinated and consistent planning and facilities development 2. Support initiatives by area universities and City Departments Ongoing colleges to provide satellite facilities for better access by local residents 3. Coordinate with York County to develop new Parks, Recreation & Ongoing and expanded library and museum facilities Tourism within the downtown 4. Encourage York County to locate new or City Management Ongoing expanded County facilities in close proximity to Rock Hill, such as a Justice Center 5. Examine opportunities for consolidation of City Management Short-term services, such as jail services, Police/Fire/EMS 911 dispatch, and City/County technology 6. Continue to work with federal, state, regional, City Departments Ongoing and county organizations as well as RFATS on issues that affect municipal facilities and

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services in the 2020 Planning Area, such as Homeland Security, emergency management, aeronautics, and transportation

Objective 2-5B: Support efforts of community organizations and agencies to integrate and concentrate community facilities and services in a manner that promotes neighborhood vitality Implementation Strategies Agencies Timeframe for Responsible Completion 1. Support initiatives that promote Old Town as an arts City Departments Short-term and cultural destination 2. Promote land use strategies that encourage medical Planning & Short-term uses to locate in proximity to Piedmont Medical Development Center 3. Work with Winthrop University, York Technical Planning & Ongoing College, and Clinton Junior College as they plan Development future expansions to ensure neighborhood compatibility 4. Initiate ongoing communications and increased Planning & Ongoing coordination efforts with York County, SC Development Department of Education, and Rock Hill Schools on the siting of future public educational facilities 5. Promote the sharing of recreational facilities among Parks, Recreation & Ongoing area schools, colleges, public agencies, and Tourism neighborhoods through joint use agreements 6. Locate civic and public uses within the Cherry Road Planning & Long-term bus rapid transit corridor Development; City Management

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Vision 2020: The Comprehensive Plan for Rock Hill II-68 11/22/2010 III. TRANSPORTATION ELEMENT

TABLE OF CONTENTS

OVERVIEW ...... III-5

EXISTING CONDITIONS...... III-6 Planning Area...... III-6 Planning Organizations ...... III-6 Rock Hill – Fort Mill Area Transportation Study (RFATS) ...... III-6 RFATS Long Range Transportation Plan ...... III-8 South Carolina Department of Transportation (SCDOT) ...... III-8 Population Characteristics...... III-9 Population Characteristics ...... III-9 Commuting to Work ...... III-11 Projections...... III-11 Roadway/Highway Analysis & Traffic Management ...... III-13 Street Ownership & Maintenance ...... III-15 Levels of Service ...... III-15 Traffic Counts ...... III-18 HOV/HOT/ Managed Lanes...... III-18 Traffic Signalization ...... III-18 Pennies for Progress ...... III-19 Complete Streets ...... III-22 I-77 Corridor Study ...... III-22 Dave Lyle Boulevard Extension...... III-26 Transportation Conformity ...... III-27 Rock Hill Traffic Commission...... III-27 Transit Services/Programs/Plans ...... III-28 82X Rock Hill Commuter Bus Service ...... III-28 78X Celanese Corridor Commuter Bus Service...... III-29 York County Access ...... III-29 Rock Hill Streetcar ...... III-30 Regional Rapid Transit Plan ...... III-31 Bicycle and Pedestrian Transportation...... III-34 Current Conditions...... III-34 Trails & Greenways Master Plan ...... III-36 Bicycle Friendly Community...... III-38

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 III-i III. Transportation Element

Carolina Thread Trail (CTT) ...... III-38 Freight ...... III-39 Highway Freight ...... III-39 Rail Freight...... III-40 Aviation...... III-41 Rock Hill – York County Airport...... III-41 Charlotte-Douglas International Airport ...... III-41 Current and Future Airport Operations...... III-42 Airport Master Plan ...... III-44 Additional Transportation-Related Plans ...... III-45 Transportation Improvement Program ...... III-45 Transportation Funding Sources ...... III-47 Federal Guideshare ...... III-47 SAFETEA-LU Earmarks...... III-47 State Infrastructure Bank ...... III-47 Transportation Enhancement Program ...... III-47 Congestion Mitigation and Air Quality (CMAQ) Improvement Funds ...... III-48 Federal Transit Administration (FTA 5307 Program)...... III-48 State Mass Transit Funds ...... III-49 Job Access & Reverse Commute Program...... III-49 Freedom Program (FTA SECTION 5317) ...... III-49

NEEDS ASSESSMENT ...... III-51 Efficient & Effective Transportation Network...... III-51 Multimodal Transportation System ...... III-51 Transit Service...... III-52 Environmental Health ...... III-52 Transportation Advocacy ...... III-52 Transportation Funding & Implementation...... III-53

RECOMMENDATIONS ...... III-55

Vision 2020: The Comprehensive Plan for Rock Hill III-ii 11/22/2010 III. Transportation Element

LIST OF TABLES, FIGURES AND MAPS

Table 3.1: 2035 Fiscally-Constrained Project List ...... III-8 Table 3.2: Forecast Operations at Rock Hill/York County Airport...... III-43 Table 3.3: 2010-2014 Planned RH/YC Airport Facility Improvements...... III-44

Figure 3.1: Rock Hill Population Distribution by Age (2008) ...... III-9 Figure 3.2: Disability Status of Rock Hill Residents* (2008) ...... III-10 Figure 3.3: Rock Hill Poverty Levels (2008) ...... III-10 Figure 3.4: Rock Hill Employment Commuting Modes (2008) ...... III-11 Figure 3.5: Highway Classification: Mobility Versus Land Access...... III-13 Figure 3.6: RFATS 2035 LRTP Emissions Analysis ...... III-27 Figure 3.7: Mode Share of SC Freight Movements ...... III-39

Map 3.1: RFATS Study Area...... III-7 Map 3.2: 2008 Population Density...... III-12 Map 3.3: 2020 Projected Population Density ...... III-12 Map 3.4: Rock Hill Urban Services Area Road Network...... III-14 Map 3.5: Road Ownership/Maintenance Responsibilities ...... III-16 Map 3.6: Rock Hill Roadway Levels of Service ...... III-17 Map 3.7: 1997 Pennies for Progress Projects ...... III-20 Map 3.8: 2003 Pennies for Progress Projects ...... III-21 Map 3.9: I-77 Corridor Study Map – Local Projects...... III-24 Map 3.10: I-77 Corridor Study Map – Regional Projects ...... III-25 Map 3.11: Dave Lyle Boulevard Extension - 2008 Revised Alternative...... III-26 Map 3.12: CATS 82X Service Route ...... III-28 Map 3.13: CATS 78X Service Route ...... III-29 Map 3.14: Rock Hill Streetcar Project...... III-30 Map 3.15: RYC Transit Study - Proposed Bus Rapid Transit Route ...... III-33 Map 3.16: Existing Bicycle/Pedestrian Facilities...... III-35 Map 3.17: Rock Hill Trails & Greenways Master Plan Map ...... III-37 Map 3.18: Carolina Thread Trail Proposed Connections...... III-38 Map 3.19: Highway Freight Traffic Volumes...... III-39 Map 3.20: Railroads in the City of Rock Hill and RFATS Study Area...... III-40 Map 3.21: Airport Location Map ...... III-42

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Vision 2020: The Comprehensive Plan for Rock Hill, South Carolina

III. Transportation Element

OVERVIEW

Since Rock Hill’s last Comprehensive Plan update in 2000, South Carolina State Law regarding comprehensive plans was amended to require that two additional elements be included in the plan; these elements are Transportation and Priority Investment. While transportation was often addressed in the Community Facilities Element of the Comprehensive Plan, state legislation passed in 2007 now requires that Transportation be a stand alone element. Rock Hill and its surrounding area account for the most populated portion of York County, South Carolina. Rock Hill is home to more than 64,000 residents; three post-secondary educational institutions; and more than 2,900 employers. Collectively, these three demographic components represent the primary demand to Rock Hill’s transportation network. Rock Hill’s citizens rely on various modes of transportation for work, school, and recreational activities. These transportation alternatives include automobiles, bicycles, pedestrian trails, public transit, aircraft, and others. Given the number and variety of transportation choices, it is important that all transportation systems, facilities, and options be examined in a thorough and comprehensive manner, so that those who live, work, recreate, and do business here are aware of, and can benefit from them all. Transportation is an essential element in that it evaluates existing transportation facilities and systems and plans for their growth or change in light of critical local topics such as population, economic development, and most importantly, land use. Planning for the impact of population growth and new development on the roadways and transportation networks will be essential to maintaining the general health, safety and welfare of Rock Hill’s residents, workers, and visitors. This Element examines current facilities, programs, and plans that affect the transportation system within the Rock Hill area.   ! !#' $!

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Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 III-5 III. Transportation Element

EXISTING CONDITIONS

Planning Area Transportation networks and facilities are influenced by, and must be responsive to, many factors. These factors include land use, populations, inter- and intra-city transport, and others. Because of these factors, transportation for Rock Hill must be studied and addressed on a more regional level, as transportation networks and facilities do not terminate at the City’s corporate limits. For the purpose of this Element, both the Rock Hill Urban Services Area (USA) and 2020 Planning Area are referenced. The current Rock Hill Urban Services Area was adopted by City Council in 2006 as the area including and immediately surrounding the municipal limits of the City which may be served by utilities in the future (within approximately 20 years). Generally, Rock Hill’s existing adopted plans take this boundary into account. The 2020 Planning Area, as detailed in the Land Use Element, includes the adopted 2006 USA as well as the area immediately surrounding the proposed Dave Lyle Boulevard Extension corridor extending eastward toward the Catawba River and Lancaster County. This plan and future plans and studies will include this geographic boundary in their scope. The Existing Conditions section of the Transportation Element focuses primarily on the current Urban Services Area while the Needs Assessment section focuses primarily on the 2020 Planning Area.

Planning Organizations Rock Hill – Fort Mill Area Transportation Study (RFATS) The City of Rock Hill is a part of the Rock Hill – Fort Mill Area Transportation Study (RFATS) Metropolitan Planning Organization (MPO). MPOs are transportation policy-making organizations made up of representatives from local governments and transportation authorities such as the South Carolina Department of Transportation and the Federal Highway Administration. MPOs are responsible for regional transportation planning in identified urban areas. Through RFATS, many of Rock Hill’s transportation needs and projects are identified, evaluated, and prioritized for federal and state funding. Indeed, the RFATS MPO represents a critical component to transportation planning within Rock Hill.

Members of the RFATS MPO are represented on the RFATS Policy Committee, and include not only the City of Rock Hill, but also the Town of Fort Mill, York County, the City of Tega Cay and the Catawba Indian Nation. Also included are the unincorporated communities of Bethel, Lake Wylie, India Hook, Newport, Lesslie and Catawba. The RFATS Study Area comprises the eastern, urbanized portion of York County (See Map 3.1), and is largely situated along the I-77 Corridor, approximately 20 miles south of Charlotte, North Carolina.

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Map 3.1: RFATS Study Area

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RFATS Long Range Transportation Plan A Long Range Transportation Plan (LRTP) is a multimodal transportation plan that is developed, adopted, and periodically updated by an MPO through the metropolitan transportation planning process. Federal law requires the preparation of this plan, and also specifies issues which the plan must consider. In May 2009, the RFATS MPO prepared and adopted the 2035 Long Range Transportation Plan. This document serves as the primary planning instrument regarding the identification, prioritization, and funding of transportation improvements within Rock Hill as well as the broader RFATS Study Area. It should be noted that this plan is multimodal in its focus, covering highways, public transportation, freight, bicycle and pedestrian travel, as well as aviation. Additionally, it includes a financial plan for transportation expenditures to 2035, as well as a congestion management process for improving both the functionality of the road network and regional air quality. Table 3.1: 2035 Fiscally-Constrained Project List

Source: 2009 RFATS Long Range Transportation Plan

South Carolina Department of Transportation (SCDOT) The South Carolina Department of Transportation (SCDOT) plays a large role in transportation planning and service delivery within the Urban Services Area. SCDOT officials and staff hold positions on local planning boards, including the RFATS Policy Committee, and Rock Hill City Traffic Commission.

SCDOT provides state-level funding for local transportation projects through programs such as State Mass Transit Funds (SMTF) and the Transportation Enhancement Program. Additionally, SCDOT is responsible for distributing apportioned funds from Federal Program sources. These sources include the American Reinvestment and Recovery Act (ARRA), Congestion Mitigation and Air Quality (CMAQ), and Federal Guideshare. ##!<#Transportation Funding Sources#$!( !< "#%#!( &&! " (% !(& $#>

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Population Characteristics Transportation in Rock Hill affects, and is affected by, the City’s population, which was estimated to be 64,555 in 2008. As is true nationwide, population characteristics often determine the functionality and modes of a municipality’s overall transportation system. Similarly, the availability of specific transportation features can attract or deter both residents and businesses.

Population Characteristics Specific population characteristics have an impact on transportation needs within a community. For example, median age can greatly influence the preferred modes of transportation within a community as younger residents are often more inclined to use transit services or pedestrian facilities. Alternative modes of transportation (alternative from private automobiles) are also very important for particular segments of the population who may not have the financial or physical means to maintain personal transportation, such as those with low incomes and people with disabilities. For these populations, pedestrian, bicycle and transit facilities are essential to meet residential transportation needs. Please see Figures 3.1 – 3.3 for characteristics of Rock Hill’s population that may affect transportation needs.

Figure 3.1: Rock Hill Population Distribution by Age (2008)

7,618 65 and Over

9,425 50 to 64

11,943 35 to 49

16,397 20 to 34

19,173 Under 20

0 5,000 10,000 15,000 20,000

Number of Residents

Source: US Census, 2008 American Community Survey

Of Rock Hill’s estimated 64,555 residents in 2008, 55.1 percent were under the age of 34. Those over the age of 65 accounted for 11.8 percent. These population segments indicate a significant portion of the population which may be more likely to use transit services or alternate means of transportation, including bicycle or pedestrian modes. Additionally, 13.3 percent of residents were estimated to have a disability and 17.0 percent had incomes below the poverty level. These populations may currently have difficulty transporting themselves by private automobiles.

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Figure 3.2: Disability Status of Rock Hill Residents* (2008)

Residents with Disabilities

10000 8446 8000

6000 4185 3595 4000 2000 666 0

All Residents Under 18 Age 18-64 Age 65+

% of Population Segment with Disabilities

52.6% 60.0%

40.0% 13.3% 20.0% 4.1% 10.3%

0.0%

All Residents Under 18 Age 18-64 Age 65+

*Civilian Noninstitutionalized Population Source: US Census, 2008 American Community Survey

Figure 3.3: Rock Hill Poverty Levels (2008) &&! " % of Residents with Income Below (% ! *! Poverty Level $1""R  " ! $<  $!#!$ $"&<!$ " 30.0% 22.8% !#&-&!*! 17.0% *' # &#&#- 15.1% 20.0%  $ "$% !- $%#- & 10.0% #&$ ! " !! %#! 0.0% +&#&!<#  " ! "#%#!> All Residents Under 18 Age 18+

Source: US Census, 2008 American Community Survey

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Commuting to Work Transportation mode choice for work commutes is very important to the transportation system in any community. In 2008, approximately 30,927 Rock Hill residents age 16 and over were active in the workforce. The vast majority of these workers commuted in single-occupancy vehicles to and from work. Please see Figure 3.4 for commuting data.

Figure 3.4: Rock Hill Employment Commuting Modes (2008)

1.6% 1.8% 2.3% 1.2%

19.8%

73.3%

Drove Alone Carpooled Public Transportation Walked Other Means Worked at Home

Source: US Census, 2008 American Community Survey

Most noteworthy about commuting data from 2008 is the fact that the mean travel time for commuters was 21.6 minutes. This suggests that a significant portion of the workforce traveled outside of the Rock Hill urban area for employment – the majority of whom likely traveled to the central Charlotte employment core. This commuting data also suggests that the I-77 Corridor is of great importance to the transportation system, and the rapidly growing Rock Hill population will increasingly place a strain on existing transportation facilities in that corridor.

Projections Population density is often referenced as an indicator of the need for transportation planning or study. As Rock Hill’s population continues to grow, an increasing demand will be placed on the transportation network. In the future, the City will need to implement additional transportation services, facilities, and transit options in order to meet increased demand. See Map 3.2 and 3.3 for 2008 Population Density and 2020 Projected Population density, respectively. The difference in densities between 2008 and 2020 is most notable within the downtown, or Old Town, area of Rock Hill and along the I-77 and US-21 corridors. These increases in density, particularly compared to other areas of the 2020 Planning Area, indicate that these neighborhoods and corridors will be increasingly important to the transportation network. Increased demand will be placed on transportation facilities in these areas.

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Map 3.2: 2008 Population Density

Map 3.3: 2020 Projected Population Density

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Roadway/Highway Analysis & Traffic Management Rock Hill’s highway and roadway system, like most others in the United States, is the principal means of mobility and accessibility for city residents, area businesses, and visitors. Rock Hill benefits from being strategically located along the I-77 corridor, which runs north-south through the eastern portion of the City as well as the Urban Services Area. See Map 3.4 for the road network in and around the existing Urban Services Area.

Roadways are divided into functional classifications that reflect the balance between their role in providing mobility and their role in providing access to land (See Figure 3.5). The comprehensive roadway network includes the following functional classifications:

Principal Arterials - carry traffic into and out of the region. Principal arterials within the Rock Hill USA include:  I-77  US-21 (Cherry Road)  SC-161 (Celanese Road)  SC-122 (Dave Lyle Boulevard)  SC-5 (Main Street)

Minor arterials - connect with the principal arterials and provide access between smaller communities within the urban area. Examples of minor arterials within the USA include:  SC-274 (Hands Mill Highway)  India Hook Road/Herlong Avenue

Collector streets - facilitate traffic from residential areas and channel it to the arterials. Examples of collector streets within the Rock Hill USA include:  Twin Lakes Road  Ebinport Road

Local streets - provide direct access to adjacent land. Streets within residential subdivisions would be classified as local streets.

Figure 3.5: Highway Classification: Mobility Versus Land Access

 Higher mobility Arterials  Lower degree of access Mobility

Collector  Balance between mobility Streets and access

Land Access Local  Lower mobility Streets  Higher degree of access

Source: Safety Effectiveness of Highway Design Features, Volume I, Access Control, FHWA, 1992

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Map 3.4: Rock Hill Urban Services Area Road Network

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Street Ownership & Maintenance The South Carolina Department of Transportation plays a major role in the functionality and maintenance of Rock Hill’s roadway network. SCDOT maintains interstates, arterials, and other major facilities within the Rock Hill 2020 Planning Area. These facilities serve as the spine of the road network. Of the 739.82 miles of roadway within the Planning Area, 412.9 miles, or 55.8 percent, are owned and maintained by SCDOT (See Map 3.5). By comparison, the City owns and maintains 180.08 miles of roadway, or 24.34 percent. The remainder are owned and maintained by the County or are privately held. All improvements to SCDOT-owned facilities or areas within their rights-of-way must be approved by SCDOT and are most often partially, if not fully funded, by them. As such SCDOT is a partner on the RFATS Policy Committee and is a primary stakeholder in all RFATS transportation planning initiatives.

Rock Hill’s 2008/2009 fiscal year Capital Improvement Plan includes $1,000,000 programmed for road reclamation projects; $3,000,000 for road paving; and $400,000 for street and intersection improvements at business parks.

Levels of Service Roadway Levels of Service (LOS) standards provide a qualitative measure to characterize the efficiency of traffic flow through a given transportation facility. LOS A is described as a condition where traffic flows at or above the posted speed limit and all motorists have complete mobility within and between lanes. LOS F represents the lowest measurement of efficiency for a road's performance, where flow is forced, vehicle movement is restricted, and frequent slowing is required. LOS does not describe an instant state, but rather typical service as is measured over time. For example, a highway may operate at LOS E for the AM peak hour, but have traffic consistent with LOS C some days, and come to a halt once a month.

The Highway Capacity Manual and AASHTO Geometric Design of Highways and Streets describe the following road facility levels of service: A = Free flow; completely unimpeded traffic operation B = Reasonably stable, unimpeded traffic flow C = Stable flow, but restricted in speed and ability to maneuver D = Approaching unstable flow; speed and maneuverability severely restricted E = Unstable flow; traffic flow stopped or maintained at low speed F = Forced or breakdown flow; roadway is congested

See Map 3.6 for a graphic representation of Rock Hill’s most recent LOS evaluation completed in 2007.

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Map 3.5: Road Ownership/Maintenance Responsibilities

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Map 3.6: Rock Hill Roadway Levels of Service

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Traffic Counts The number of vehicles operating in the Rock Hill area on a daily basis is steadily growing. The City’s arterial roads and highways represent the primary routes for transportation within, to and from, and through Rock Hill. It should be noted that the most frequently traveled roadways account for the largest amount of traffic congestion within the City of Rock Hill or USA. The South Carolina Department of Transportation monitors traffic counts at various locations throughout the State. These traffic monitors collect and provide valuable information to state, regional, and local planners for identifying needed transportation improvements at specific locations. It is important to note that areas within the City that have relatively high traffic counts are viewed as deserving priority consideration when it comes to project planning and funding – as minimizing adverse air quality impacts is one of Rock Hill’s primary transportation planning objectives. SCDOT operates traffic count monitoring stations on I-77 in the Rock Hill Urban Services Area and on US-21 (Cherry Road) just south of the Catawba River bridge. Recent SCDOT traffic counts for these and other state-wide locations can be found at http://www.dot.state.sc.us/getting/traffic_counts.shtml.

HOV/HOT/ Managed Lanes An HOV / HOT/ Managed Lanes Study was completed in April 2009 as a cooperative regional planning effort among state and local transportation planning agencies. This study examined the intermediate and long-term feasibility of incorporating high occupancy vehicle (HOV) and high occupancy toll (HOT) lanes on major freeways and roads in the greater Charlotte region. The primary study partners included the North Carolina Department of Transportation; South Carolina Department of Transportation; Mecklenburg-Union Metropolitan Planning Organization; Gaston Urban Area Metropolitan Planning Organization; Rock Hill-Fort Mill Area Transportation Study MPO; as well as the Lake Norman and Rocky River Rural Planning Organizations. The most significant work product of this study for Rock Hill is its analysis of the technical, financial and institutional feasibility of dedicating lanes on the I-77 corridor for active traffic management. This study was undertaken because traditional approaches to addressing congestion (widening existing roads), is unlikely to adequately resolve current and future problems; and in fact, often results in increased traffic congestion over time. Therefore, evaluating the incorporation of dedicated lanes that would be operated strategically to prevent congestion during peak driving periods is viewed as an appropriate and implementable traffic management tool. Primary evaluation points of this study included identifying highway corridors that are suitable and/or accommodative of dedicated lanes; analyzing expected travel time reductions and the impact of improved people-carrying capacity; as well as estimating the capital, operating and maintenance costs associated with using managed lanes.

Traffic Signalization Traffic congestion during the AM and PM peak travel periods is often directly affected by traffic signalization patterns on local roads, collector roads, and arterials. As has been demonstrated by analysis associated with Congestion Mitigation & Air Quality funding for transportation projects, traffic signalization and signal coordination projects can be very efficient at easing traffic congestion. Congestion estimates generated by the Metrolina Model, which calculates the traffic-volume to highway-capacity ratio (the primary measure of congestion) for each segment of roadway in the Charlotte region, show the highest levels of congestion on arterials, particularly at the interstate interchanges where large retail shopping centers exist. In addition, several other stretches of roadway are considered “at capacity”. Rock Hill routes that are currently considered “over capacity” in at least one direction during the PM peak period include:  SC-5/21 (Main Street East) / SC-72/121 (Albright Road) between Black Street and Firetower Road, in Rock Hill;

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 SC-161 (Celanese Road) east of India Hook Road, in Rock Hill;  Sections of the US 21 Bypass and US-21 from Mount Gallant Road in Rock Hill to Spratt Street near Fort Mill; and  Several interchange ramps on I-77.

Pennies for Progress Pennies for Progress is the name applied to the York County Capital Projects Sales and Use Tax Programs. The Pennies for Progress Programs were initiated by York County to provide for a safer and more efficient roadway system. Projects were chosen by a local Sales Tax Commission that represented the citizens of York County and then were approved by York County voters. York County is the first county in South Carolina to pass this type of sales tax to fund improvements for the roadway system. A benefit of this tax is ninety-nine cents of every sales tax dollar raised in York County stays in York County. Several “Pennies” projects are located within the Rock Hill 2020 Planning Area. York County is currently implementing two approved sales tax programs. The following is general information about the programs:

1997 Pennies for Progress  Referendum Passed: November 1997  Tax Expired: Expired in 6 Years  Budget: $185,751,077  Number of Projects: 14  Program Duration: 1998 to 2009

2003 Pennies for Progress  Referendum Passed: November 2003  Tax Expires: No later than August 2011  Budget: $173,000,000  Number of Projects: 25  Program Duration: 2004 to 2013

Please see Maps 3.7 and 3.8 for respective 1997 and 2003 Pennies for Progress projects. It is estimated that it will take approximately eight more years to complete construction on the outstanding road projects.

York County is considering continuation of the one cent sales <#  &#< # tax with a 2011 referendum to fund additional projects.  %#2 " #& Projects that are unfunded by the RFATS Guideshare may be (!<#&#! "!<# included in this program. O   ! !& Detailed information about the scope and status of Pennies for $#P#$!(!< Progress projects can be found at: "#%#!> http://www.penniesforprogress.net.

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Map 3.7: 1997 Pennies for Progress Projects http://www.penniesforprogress.net Source: York County, SC – Pennies for Progress

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Map 3.8: 2003 Pennies for Progress Projects http://www.penniesforprogress.net Source: York County, SC – Pennies for Progress

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Complete Streets The “Complete Streets” effort is a national movement which focuses on changing the way roads are planned, designed, and constructed by engaging transportation planners and engineering professionals to consistently design their road projects with all users in mind. In early 2009, Rock Hill staff, under direction of the Rock Hill Trails & Greenways Advisory Committee, applied for and were awarded a grant from the South Carolina Eat Smart Move More Coalition and South Carolina Department of Health & Environmental Control (SCDHEC). This grant came in the form of a Complete Streets training module for local officials and staff. In April 2009, Rock Hill staff and elected officials, along with invited staff and officials from York County and neighboring municipalities, participated in the one-day training event on how to proceed with the incorporation of the program’s guidelines and planning principles. The City and County continue to work on incorporating Complete Streets policies in planning and development requirements.

I-77 Corridor Study I-77 Corridor Study Map Given anticipated levels of growth in the City’s Urban Services Area, Rock Hill initiated a study to explore the impact of future growth on the roadway network near I-77. The goals of this study were as follows:  Study cumulative impacts of major projects including congestion issues around interchange areas.  Review the initial transportation impacts of the “Corridor East” growth strategy from the Growth Management Study.  Identify potential transportation improvements along the I-77 Corridor for guidance on private development plans as well as to provide input to the public transportation planning process.

The project involved a team of local agency staff to guide the study throughout the process:  City of Rock Hill - Development Services, Economic & Urban Development, Planning Services, Public Works, and Utilities  York County - Planning and Engineering  South Carolina Department of Transportation – Engineering District 4  Town of Fort Mill – Planning The study generally included the area between Downtown Rock Hill to the west; the Catawba River to the east; the I-77/Sutton Road (Exit 83) interchange to the north; and the I-77/Anderson Road (SC-5, US-21) (Exit 77) interchange to the south. More direct focus was placed on three primary corridor areas: Galleria/Manchester (Dave Lyle Blvd), Celanese Road, and Mt. Gallant Road areas. Macro-level analyses were performed to provide high-level roadway information within this part of the City as well as the larger regional study area. The primary outputs of the macro-analyses include projected daily traffic demand on roadway segments and projected congestion levels based on a comparison of supply (roadway capacity) and traffic demand.

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The recommended area transportation projects included in the final Alternative Scenario model run and endorsed by the team for future consideration are shown in the Local 2030 Recommended Projects Map and the Regional 2030 Recommended Projects Map (Map 3.9 and 3.10, respectively). The recommended new projects included on the maps are listed below, along with respective project identification numbers:  Cel-River Road/Red River Road Widening (Project A1)  I-77 Overpass/Commerce Drive Extension (Project A2)  Commerce Drive Widening (Project A3)  River Walk Spine Road Extension (Project A4)  India Hook Road Widening (Project A5)  New Catawba River Bridge, four-lane divided or five lane (Project A6)  Fort Mill Southern Bypass Extension (Project A7)  Fort Mill Southern Bypass (Project A8)  Ligon Drive Connection (Project A9)  Mount Gallant Road Widening (Project A10)  Riverview Road Extension (Project A11)

Also shown on the maps are projects that are to be constructed as part of currently planned development within the study area. These projects are designated on the maps with a prefix of “B” for the project identification number and include the following:  Galleria Boulevard Northern Extension (Project B1)  Meeting Boulevard Extension (Project B2)  Galleria Boulevard Southern Extension (Project B3)  Riverwalk Spine Road Extension and Corporate Boulevard Extension (Project B4)  Eden Terrace Extension (Project B5)

The study ultimately recommended the use of local funds; state gas tax funds; transportation bonds; developer funding; “Pennies for Progress” funding; impact fees; and tax increment financing (TIF) for implementation of the proposed transportation projects in the I-77 Corridor. Projects referenced in this corridor study are also included in the current 2035 RFATS LRTP.

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Map 3.9: I-77 Corridor Study Map – Local Projects

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Map 3.10: I-77 Corridor Study Map – Regional Projects

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Dave Lyle Boulevard Extension The proposed Dave Lyle Boulevard Extension (DLBE) project involves extending Dave Lyle Boulevard eastward from where it currently terminates, just beyond Waterford Park across the Catawba River to link with US-521 in Lancaster County. See Map 3.11 for the proposed route. The DLBE project is included in the RFATS 2035 Long Range Transportation Plan; however, it is currently on hold as development of a <#!' funding plan remains under active consideration by the state and local +#!%#! governments. As of September 2009, an application for funding was being "#%#! evaluated by the South Carolina State Infrastructure Bank. A second &#!(#!<# funding application was also submitted to the Federal Highway $!$!( Administration under the American Reinvestment and Recovery Act of !<# +#'"# 2009 (ARRA); however, in early 2010, the County was notified that this E"#+ & project was not selected for ARRA funding. As funds become available, 2!#   York and Lancaster Counties will move forward with the project (&#& development process. It is estimated that the DLBE project will take three $ ! "##&> years to prepare for construction after a notice to proceed is issued and an additional three years for construction to be completed.

Map 3.11: Dave Lyle Boulevard Extension - 2008 Revised Alternative

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Transportation Conformity As a member of the RFATS MPO, Rock Hill must include transportation projects in the RFATS Long Range Transportation Plan (LRTP) and Transportation Improvement Program (TIP). The LRTP must meet several criteria in order to receive federal approval and funding. A Transportation Conformity Analysis Report is prepared to document compliance with the provisions of the Clean Air Act Amendments of 1990 (CAAA) and the Safe Accountable Efficient Transportation Equity Act: a Legacy for Users (SAFETEA-LU) – 2005. All regionally significant federally funded projects in areas designated by the United States Environmental Protection Agency (EPA) as air quality non-attainment or maintenance areas must come from a conforming LRTP and Transportation Improvement Plan (TIP). The conformity determination for the 2035 Long-Range Transportation Plan (LRTP) and FY 09-15 Transportation Improvement Program (TIP) are based on a regional emissions analysis that utilized the transportation networks in that plan and the emissions factors developed by SCDHEC. The MPO Conformity Determination for the 2035 RFATS LRTP and FY 09-15 TIP were approved on April 24, 2009. See Figure 3.6 for a very basic example of emissions analysis applied to LRTP projects.

Figure 3.6: RFATS 2035 LRTP Emissions Analysis

Rock Hill Traffic Commission The Rock Hill Traffic Commission meets regularly to review and make recommendations to the City Council on ways to better manage local traffic issues, such as changes in the posted speed limit, improving pavement markings, and the placement of traffic control devices (i.e., speed humps). Traffic Commission members include City planning, engineering, and utilities staff, as well as representatives from the Rock Hill Police Department and the South Carolina Department of Transportation. The City’s Mayor Pro-tem serves as the Chairperson of this Commission.

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Transit Services/Programs/Plans  !#' $! $1""((##+# " Public transportation services which operate in the City play a major ! !#+$#3 role in the overall transportation system. At a personal level, they Z  54LM< "!!# provide mobility for people who are physically unable to drive and/or $%%!##2 #* find driving financially prohibitive. Such services similarly provide an , !7. additional mobility option for people who prefer not to drive. Z  65LM< "!!# $%%!##2 #* At a more strategic level, transit services can relieve congestion on ,LE"##. highways, arterials, and local roads; minimize the negative impacts Z 1!'$$#M on air quality from automotive emission sources; and help achieve &#% &# # &#! !*#+$# other important sustainability and quality of life goals. Additionally, it should be noted that transportation networks supported by strong public transit services have repeatedly been shown to contribute to economic competitiveness on a citywide and regional basis. Therefore, after many years of funding priority being given to highway projects, it is increasingly recognized that a more multimodal approach to transportation and transit planning is needed to effectively enhance the overall performance and functionality of our transportation system. The following transit services are currently being implemented:

82X Rock Hill Commuter Bus Service The 82X Rock Hill Express, a commuter bus service which began operating in 2001, provides residents with an attractive alternative for getting from Downtown Rock Hill to Uptown Charlotte on a daily basis (See Map 3.12). This service operates Monday through Friday from approximately 6am to 6pm and includes four inbound and outbound trips during peak period travel times. Although the economic challenges of 2008 and 2009 have caused monthly ridership to moderate, as of June 2010 the historical ridership has been on an upward trend and are expected to continue. Pick-up locations include Downtown Rock Hill; Manchester Cinemas; Baxter Village; and Plaza Fiesta in the Carowinds Area. Map 3.12: CATS 82X Service Route

Source: CATS Website (http://www.charmeck.org/Departments/CATS/Home.htm)

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78X Celanese Corridor Commuter Bus Service In October 2009, a second commuter bus service was added in northern Rock Hill along the Celanese Road Corridor to provide weekday, peak period transit service from northwestern Rock Hill to major employment centers in Charlotte. As shown in Map 3.13, this route effectively provides additional seating capacity for City residents interested in accessing public transit (as the 82X route generally operates at full capcity); and secondarily, this route is expected to improve air quality and reduce congestion on one of the City’s busiest arterials. Specific pick-up locations currently include Market at Museum and India Hook at Celanese; a third location is envisioned in the Cherry Road / I- 77 area as well. The 78X route teminates at the LYNX Blue Line (CATS light rail route) station near the intersection of I-485 and South Boulevard in Charlotte (See Map 3.13).

Map 3.13: CATS 78X Service Route

Source: CATS Website (http://www.charmeck.org/Departments/CATS/Home.htm)

York County Access Often referred to as “Dial-A-Ride”, York County Access is an on-demand transportation option that provides area residents with a reliable and cost effective transit service. Representative trip types include transportation to necessary medical appointments; area educational institutions; and shopping for personal care items. This service is operated by the York County Council on Aging and is available from 6am to 6pm, Monday through Friday. Riders pay a flat one- way fare and can schedule a trip originating anywhere within the Rock Hill urbanized area with a destination anywhere within the City of Rock Hill or York County. On July 1, 2010, the transportation system in Rock Hill was expanded to include new peak period demand response transit service to support work related travel within the City. Rock Hill received an ARRA grant in the amount of $410,000 to cover the purchase of six vehicles as well as operating costs for the first year of service. This program is operated by the York County Council on Aging.

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Rock Hill Streetcar The Rock Hill Streetcar is currently in conceptual form as an Old Town-to-Textile Corridor route. The impetus for this streetcar project is to establish a method of transporting pedestrians easily between Downtown and the Winthrop University/Cherry Road area via the Textile Corridor redevelopment area. See Map 3.14 for the proposed route. A feasibility study was completed in January 2009, partly based on a week-long November 2008 charrette involving local stakeholders and a project team comprised of consultants, engineers, and leaders from Rock Hill’s Economic Development Corporation. Map 3.14: Rock Hill Streetcar Project

The Streetcar’s “Green Line” alternative alignment emerged as the preferred route for the streetcar. It would make a loop around the commercial area of Downtown closest to Dave Lyle Blvd, extend across Dave Lyle Blvd, and run through several redevelopment sites within the Textile Corridor to a terminus at Cherry Road, adjacent to the Winthrop University campus. The vehicle will likely be a “heritage”, or old-fashioned, streetcar. The strengths of this alignment include service to many existing destinations, thereby attracting more initial ridership, as well as options for a phased implementation. The Streetcar project will provide a valuable transportation service in Rock Hill’s Old Town area for residents and employees who choose to make short trips without using automobiles. It can be an essential component to the small area transportation network. <#!' At this time, an implementation schedule has not been finalized. Work +#!%#! "#%#! continues to be done on cost estimates, phasing, developing an Operating &#!(# Plan, financing, and engineering. Ideally, implementation of the Streetcar &#+#" %#!(!<# will be tied to the redevelopment of land in the Textile Corridor. !##!$ '!#%  (&#&$ ! " ##&>

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Regional Rapid Transit Plan In 2005, regional transportation stakeholders including Rock Hill, York County, City of Charlotte, Charlotte Area Transportation System (CATS), and others hired a consultant team to help develop possible future alternatives to meet a growing need for rapid transit service in the eastern York County area to Charlotte. In June 2007, the Rock Hill-York County-Charlotte (RYC) Rapid Transit Study completed a two-year long comprehensive process, also known as the Major Investment Study, for analyzing alternatives to provide rapid transit service connections between Rock Hill-York County and the greater Charlotte region. This study and its work outputs were also intended to satisfy a long list of Federal Transit Administration (FTA) requirements necessary to compete for federal transit funds. The study results identified a Locally Preferred Alternative (LPA) and a broader system-wide transit concept plan as final recommendations. The LPA recommendations include short and long-term approaches for implementation of Bus Rapid Transit (BRT) service within the US-21 corridor connecting downtown Rock Hill to Charlotte. The final recommendation of the study is to implement a BRT service in the US-21 corridor to connect to the LYNX Blue Line in south Charlotte. This project is to be implemented over four phases which stretch from the short-term planning horizon of 2011-2012 to the long term planning horizon of 2030 and beyond. This BRT service would be complemented by an extensive feeder network of local and express buses from the neighboring towns such as Fort Mill, Tega Cay, Pineville, Lancaster, and Chester. One of the larger sources of ridership for the proposed BRT line would be the area encompassing Rock Hill’s Old Town, Textile Corridor, and Winthrop University. A map of the proposed BRT route is displayed in Map 3.15.

Executive Study Findings The study researched transportation and land use conditions in the study area over the initial phases of the project and made a number of discoveries that ultimately led to the formulation of goals for the project and the purpose and need for transit. Early study findings identified several RYC issues and needs that transit could play a role in addressing. These include:  Congestion will continue to worsen and exceed efficient levels of service primarily in major radial north-south corridors (i.e., I-77 and US-21) connecting the study area to central Charlotte.  There are two “equally important” trip-making patterns for Rock Hill–York County commuters. - Longer commute trips to Charlotte - Shorter internal trips to destinations within the eastern Rock Hill–York County area.  Study area land use patterns are extremely suburban and low-density; not very transit supportive. However, future plans envision redevelopment as well as new population and employment centers (e.g., Textile Corridor, Gold Hill Commons, Celanese, and Regent Park).  Existing corridors offer relatively few environmental constraints, although sensitivity should be taken with regard to Catawba River crossings.  There is a lack of travel choices and mobility options for disadvantaged communities, as well as, the greater commuting public.

Recommended Implementation The final component of the LPA Report was a cost and implementation strategy. The full LPA project is estimated to cost $511-516 million in capital costs. The recommended implementation approach involves four phases of project deployment.  Phase 1 (2008 to 2010) – Initial start-up phase would involve all day limited stop services connecting Rock Hill – York County to the CATS end-of-line light rail station at I-485; Estimated to cost $10 - $15 million in capital and $500 thousand in annual operating cost

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 Phase 2 (2010 to 2015) – Addition of local bus service to Tega Cay and Fort Mill and new connections to Gold Hill Commons; Estimated to cost $38 million in capital and $1.3 million in additional annual operating cost  Phase 3 (2015 to 2020) – Implement first stage of exclusive BRT right-of-way segments; Estimated to cost $200 million in capital and $1.8 million in additional annual operating cost  Phase 4 (2020 to 2035) – Completion of entire exclusive BRT right-of-way segments; Estimated to cost $263 million in capital and $1.5 million in additional annual operating cost

Study Recommendations A phased approach will allow for flexibility in building a stable transit service, securing funds incrementally, and keeping resources in line with demand. Ultimately, long-term BRT service could be converted to rail transit once appropriate demand warrants. However, to continue advancing study recommendations in the near term, a number of activities should occur. The LPA must be endorsed by the RFATS Policy Committee and officially adopted into the cost-constrained Long Range Transportation Plan. Early actions should be to advance RYC land use and zoning recommendations such as updating local Comprehensive Plans and development regulations addressing the corridor. A solid financial program, including a stable local funding source and organizational/governance structure, must be finalized to competitively seek federal funds. Thus, in recognition of the aforementioned activities, it will be most important that the RYC committees, local governments, and RFATS continue to pursue early action RYC work items. These include:  Build public awareness and support for transit service and investment.  Adopt land use/zoning changes supportive of transit implementation in the US-21 corridor.  Identify and pursue a stable long-term local funding source.  Explore options to address transit governance and organizational structure.  Seek to implement Phase 1 bus service in coordination with CATS and the operation of the South Corridor Light Rail line.  Continue coordination with FTA to secure federal funds as project viability increases over time.

US-21 Transit Corridor Land Use Implementation In accordance with study recommendations, Rock Hill, York County, and Fort Mill have taken initial steps to examine land use forms, both current and future, along the US-21 (Cherry Road) corridor. The relevant RFATS jurisdictions are coordinating on common goals and principles for a BRT Corridor Overlay and will enter into a memorandum of understanding with agreed upon terms for implementation. It is anticipated that each jurisdiction will adopt BRT Corridor overlay provisions by 2012.

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Map 3.15: RYC Transit Study - Proposed Bus Rapid Transit Route

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Bicycle and Pedestrian Transportation Although automobiles are the primary means of transportation for Rock Hill’s residents, there are several other modes of transportation, in and around Rock Hill, which influence how people move to and from destinations. Transportation planning, both locally and nationally, is increasingly focused on multimodal networks. These networks include roadways, bicycle and pedestrian facilities, and sometimes waterways (also known as “blueways”). At the MPO level, RFATS places a particular importance on bicycle and pedestrian mobility, as well as the safety of cyclists and pedestrians.

Current Conditions Historically, bicycle and pedestrian transportation options have not been a planning focus in Rock Hill. “Bike-ped” facilities were considered to be a recreational issue rather than a transportation and mobility issue. In recent years, Rock Hill has increasingly recognized that cycling and walking should be an optional mode of transportation for short, local trips. They provide mobility and accessibility, particularly for many residents of the community who cannot, or prefer not to, drive. Bicycle and pedestrian networks are also essential for reaching transit services and supporting a transit system. Currently, there are 14.24 miles of trails (not including trails inside of parks) within the City. There are also 22.2 miles of sidewalk in the City. This figure includes sidewalk components which are recognized as contributing to the overall bicycle and pedestrian transportation network. See Map 3.16 for locations of existing facilities. Rock Hill’s 2008/2009 fiscal year Capital Improvement Plan includes $700,000 programmed for new sidewalk projects. Additionally, $1,855,000 is programmed for greenway projects and $1,000,000 for trail repaving. As of 2008, approximately 13 miles of bikeways (including bike routes and multi-purpose trails) were available for bicycle transportation. The majority of City bikeways are disjointed and do not provide a reasonably accessible and safe option for transportation. Rock Hill currently has a Trails & Greenways Committee which is charged with considering bicycle and pedestrian issues throughout the City. This committee is a subset of the Rock Hill Parks & Recreation Commission. The Committee has contributed to and/or endorsed many City initiatives including the Trails & Greenways Master Plan (both 2003 original and 2008 update), “Bicycle Friendly Community” designation, Carolina Thread Trail routing, Complete Streets training, organized bike and pedestrian activities, and park and trail maintenance. Rock Hill has several plans and programs in place to support bicycle and pedestrian modes of transportation. Many of these programs are described in greater detail on the following pages.

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Map 3.16: Existing Bicycle/Pedestrian Facilities

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Trails & Greenways Master Plan In April of 2008, Rock Hill updated the City’s Trails & Greenways Master Plan. The original master plan was adopted in 2003, with a &&! " focus on connecting major destinations, primarily by sidewalk. The (% ! *! purpose of the 2008 update was to establish a more comprehensive and interconnected network of pedestrian and !<#  " & bicycle trails throughout the City, and identify an implementation ##7 ' !# plan for creating that network. In meeting that goal, a system of "  & !# trails and sidewalks, including preferred routes, was laid out and ##!#&!<# adopted by Rock Hill City Council. The City has also developed %%!' construction standards for trails and sidewalks, which are  $"!# & referenced in the City’s Zoning Ordinance. This network, when  ! "#$# complete, will account for approximately 10.0 miles of park trails, "#%#!> 43.2 miles of multi-purpose trails, 27.8 miles of greenway trails, 3.6 miles of bikeways, and 43.1 miles of sidewalks. This trail system, will offer a viable transportation alternative throughout the Rock Hill 2020 Planning Area. The 15 existing and proposed multi-purpose trails will connect major destinations and serve as the backbone of the trail and greenway system. They are expected to be the most heavily used trails in the system and will be built to accommodate a wide range of potential users. It is hoped that these trails will attract users from across the region, making Rock Hill a destination for trail enthusiasts. The ten proposed greenway trails will connect major destinations to parks, open spaces, and other natural amenities. As well as serving recreational trips, they are also intended to showcase the City’s environmental resources as well as being an educational resource. The Catawba River will be the spine of the greenway system and will form a portion of an ‘outer loop’ greenway surrounding the City. Greenway trails will connect this loop to other trails and destinations. Finally, the plan identifies 15 new sections of sidewalk that will act as part of the trail system by linking trails and connecting to neighborhoods. Map 3.17 is the officially adopted Rock Hill Trails & Greenways Master Plan Map.

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Map 3.17: Rock Hill Trails & Greenways Master Plan Map

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Bicycle Friendly Community The City is striving to become a “Bicycle Friendly Community.” The Bicycle Friendly Community Program is an effort sponsored by the League of American Bicyclists that recognizes municipalities that actively support bicycling. According to this program, a Bicycle Friendly Community is one that “provides safe accommodations for cycling and encourages its residents to cycle for transportation and recreation.” In early 2008, the City of Rock Hill began the process of securing this designation and has completed a number of steps towards this end. Staff from the City’s Parks, Recreation, and Tourism Department, with continued support form the City’s Trails & Greenways Advisory Committee, have arranged for bicycling safety classes; conducted a joint bike route survey with Winthrop University; identified possible bike rack locations in Downtown Rock Hill; and participated in an initiative undertaken by York County to locate and prioritize bike lanes to be considered in the next “Pennies for Progress” funding cycle.

Carolina Thread Trail (CTT) Since 2007, Rock Hill has been a regional partner in the establishment of the Carolina Thread Trail. (CTT) The Carolina Thread Trail is a planned regional network of trails and greenways intended to link major destinations in 15 counties in both North and South Carolina. City staff currently sit on a multi-jurisdictional steering committee which makes decisions on the routing and development of the CTT in the York County region. This steering committee selected several components of Rock Hill’s trail network to be designated as segments of the Thread Trail. The Thread Trail route through the Rock Hill 2020 Planning Area can be seen in Map 3.18. York County, as the lead agency in CTT development in the York County region, has adopted a Carolina Thread Trail Plan. In March of 2008, Rock Hill City Council endorsed a resolution of support for the Carolina Thread Trail, and, in September of 2009, the City’s first CTT segment was dedicated at the Manchester Meadows Park Trail. The City has also submitted an application for funding to CTT officials for improvements adjoining the new US-21 Bridge, which will meet stated needs of both the CTT and the City. Map 3.18: Carolina Thread Trail Proposed Connections

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Freight

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Highway Freight Figure 3.7 compares the 2002 and 2035 forecast mode share of freight movements for South Carolina. Statewide, the truck mode is expected to increase its share of freight traffic to over 73 percent, while overall truck freight tonnage nearly doubles. Rail freight is also expected to increase in terms of tonnage, while losing market share to trucks. Figure 3.7: Mode Share of SC Freight Movements

Map 3.19 depicts the current highway freight traffic volumes in the RFATS Study area. As expected the interstate highway is especially important as a freight conduit, connecting Rock Hill to the major regional urban areas in Charlotte and Columbia as well as the major port in Charleston. It is anticipated that the interstate and major arterial roadways will continue to play an important role in the movement of freight traffic in the future. Map 3.19: Highway Freight Traffic Volumes

Source: 2009 RFATS Long Range Transportation Plan Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 III-39 III. Transportation Element

Rail Freight Map 3.20 shows the railroads in the City of Rock Hill and larger RFATS Area. These include routes owned by both Norfolk Southern (NS) and CSX (the two major railroads in the eastern US), as well as the Lancaster and Chester Railroad. The NS secondary main line from Charlotte to Chester and Columbia (known as the ‘R’ line, part of NS Piedmont Division) passes through the Town of Fort Mill and Rock Hill, serving a number of industrial customers, and includes a small switching yard in Rock Hill. The SCDOT Rail Right-Of- Way Inventory identified this section as a potentially important line because it follows the SC 72 highway corridor. Although it is a single-track line, it does have automatic block signaling and a relatively high density of traffic. The CSX line from Monroe, NC to Chester, SC passes through Catawba, as part of CSX’s mainline axis from Hamlet, NC to Atlanta and New Orleans. This line has centralized traffic control and a high traffic density. Norfolk Southern also operates a local line (the ‘SB’ line) that connects with the main ‘R’ line at Rock Hill, extending west to Tirzah Road and east to meet the CSX line at Catawba. Also serving Catawba is the independent Lancaster and Chester Railroad (L&C), a shortline (minor railroad).

Map 3.20: Railroads in the City of Rock Hill and RFATS Study Area

Source: 2009 RFATS Long Range Transportation Plan

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Aviation Both commercial and general aviation make distinct contributions to the transportation system, as well as have additional impacts on the overall functionality of the transportation system. Aviation provides an additional transportation option for moving people, goods, and services. For example, commercial aviation allows citizens to travel domestically and internationally for business, personal affairs or leisure. It should also be noted that commercial air freight operations represent an effective means of delivering commercial goods to and from other regions. General aviation also supports business travel within Rock Hill as well as provides opportunities for recreational flying. Indeed, the impact of commercial and general aviation on the transportation system continues to increase and in fact, is the fastest mode of transportation for traveling substantial distances.

Rock Hill – York County Airport Rock Hill is home to the publicly-owned, general aviation (SCII classified) Rock Hill/York County Airport (Bryant Field), one of the State’s fourteen corporate/business (Category SCII) airports. Rock Hill benefits greatly from having its own corporate/business airport, as well as access to a major international airport. See Map 3.21 for the airport location map. The Airport, which is owned and operated by the City of Rock Hill, has a 5,500-foot runway. As of October 2008, the Federal Aviation Administration (FAA) estimated a total of 42,500 aircraft operations at Bryant Field over the previous year. The operations include general aviation local aircraft operations, general aviation itinerant operations, and a small number of military operations. Ground transportation includes rental car agencies and taxi service. It has a total employment of 87, with a payroll exceeding $2 million, and a total economic output of almost $7 million annually. The Airport’s history began in 1956, when an Airport Commission was established to develop an airport to serve the Rock Hill area. Over the following decades, airport facilities expanded under the direction of a series of Master Plans, and with the help of a series of federal grants. During the 1970s and early 1980s in particular, the Airport experienced rapid growth in operations and increase in based aircraft. Subsequent Master Plans in 1983 and 1994 included recommendations for further development of the airport infrastructure. The current Master Plan was completed in 2003 and is described in further detail on the following pages. In 1992, the City of Rock Hill and York County entered into an agreement on the Airport’s management. Under this agreement, the City remains the official sponsor of the Airport, but the City and County contribute equally in local funding. An Airport Commission makes recommendations to the City on the Airport’s policies and operations, as well as advising the City and County on planning matters and capital improvements. Day-to-day airport business is performed by SkyTech, which leases the facilities on the west side of the Airport from the City.

Charlotte-Douglas International Airport Charlotte Douglas International Airport, although north of the South Carolina boundary, has a major impact on aviation within the Rock Hill 2020 Planning Area (See Map 3.21):  It is the main commercial airport serving the study area, offering direct links to nationwide and international destinations.  Its presence as a major commercial airport also restricts the market for airports within the Planning Area to develop commercial operations.  Its regional airspace includes the area surrounding Rock Hill/York County Airport, which means that operations at Rock Hill/York County Airport and other facilities may be affected by air traffic and regulatory decisions at Charlotte.

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Charlotte is one of the metropolitan areas that the FAA study has identified as needing additional air service capacity by the year 2015. The FAA study recommended that further regional air service studies be performed in the Charlotte metropolitan area. Map 3.21: Airport Location Map

Source: 2009 RFATS Long Range Transportation Plan

Current and Future Airport Operations The 2008 South Carolina Airports System Plan forecasts service demand at both the Rock Hill/York County Airport (See Table 3.2) and the Charlotte-Douglas International Airport to double by 2022, in keeping with national trends. Rock Hill/York County Airport is one of the state’s fourteen Corporate/Business (category SCII) airports. The State plan includes the following goals for this airport:  Protect its airspace from being taken by Charlotte-Douglas International Airport in connection with the latter’s proposed third main runway.  Protect the surrounding area from incompatible development (essentially residential development).  Retain the ability to compete with Charlotte-Douglas as part of the Charlotte market.  A longer-term vision to extend the runway by 1,000 feet to accommodate larger aircraft and allow existing users to operate year-round; and to construct hangars. It also has a major impact on both airspace management and the commercial prospects of airports within the Planning Area. The FAA has designated Rock Hill/York County Airport as a reliever for Charlotte-Douglas International Airport.

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Table 3.2: Forecast Operations at Rock Hill/York County Airport

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Airport Master Plan Rock Hill City Council adopted the Airport Master Plan on January 13, 2003, and York County Council adopted the plan on January 21, 2003. The stated goal of the Airport Master Plan is to provide guidelines for future airport development which will satisfy aviation demand in a cost-effective and feasible manner, while resolving aviation, environmental, and socioeconomic issues of the City and County. Objectives for Rock Hill/York County Airport (Bryant Field) are based on an initial evaluation of the Airport, its surrounding conditions, and meetings with Airport staff, City staff, South Carolina Department of Commerce Division of Aeronautics (SCDOA), and the Federal Aviation Administration. The specific goals and objectives for Rock Hill/York County Airport are to: • Prepare an initial Master Plan report and layout plan set for the Airport • Protect and enhance community land use goals and regional aviation needs • Evaluate the current runway length to accommodate corporate jet activity • Evaluate current land use adjacent to the Airport to prohibit encroachment, which could hinder future growth • Evaluate existing infrastructure and make recommendations for future development • Evaluate facility layout for conformance with FAA Advisory Circular 150/5300-13 Airport Design (Change 7) • Ensure that any short-term actions and recommendations do not preclude long-term planning options • Optimize the operational efficiency, effectiveness, and safety of the Airport • Establish the framework for a continuous planning process Based on forecast operations, the Master Plan calls for a range of improvements to be implemented. These included a 6,500 foot runway, over 12,000 square feet of terminal area, and 216 terminal area parking spaces by 2022, as well as a range of incremental improvements to apron area, the number of aircraft tie-downs, and navigation aids. The plan calls for implementation of these improvements in three phases through 2022. See Table 3.3 for a schedule of improvements through 2014. Table 3.3: 2010-2014 Planned RH/YC Airport Facility Improvements

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Additional Transportation-Related Plans Following are several adopted/approved plans which address strategies for the implementation of both short and long-term transportation goals.

Transportation Improvement Program The RFATS Fiscal Year 2009-2015 Transportation Improvement Program (TIP) outlines the planning objectives, priority status, and funding source for all projects scheduled for construction over a five year period. It lists the most immediate, financially constrained transportation projects slated for implementation within the RFATS area. Many of these projects are located within the Rock Hill 2020 Planning Area and are listed below:

GUIDESHARE PROJECTS: (Funds Available to RFATS)  Catawba River Bridge (Phase I)

PROJECTS EXEMPT FROM GUIDESHARE  I-77/US 21 (Anderson Road) Interchange  Riverview Road Extension  Eden Terrace Extension  Corporate Boulevard Connector  Meeting Street / Galleria Boulevard Extension  Commerce / Galleria Connector  Galleria Extension to US 21 Through Antrim  Riverwalk Road Connector  Celriver Road (Phase I)  Hard Rail Trolley Study (Appropriation Earmark)  Safety Projects (P, R & C)  Pavement Marking & Signing Projects (SCDOT)  ITS (Interstate - SCDOT)  Incident Response Program (SCDOT)  Pavement Projects (SCDOT)  US 21 Bridge Replacement

ARRA PROJECTS  US 21 Bridge Replacement (Construction)  US Bridge (Pedestrian Enhancements)  Street Resurfacing(s) a. SC 160 (US 21 Business to S-65) b. S-245 (S-517 to end of the road) c. SC 324 (S-536 to south of S-334) d. SC 324 (S-1566 to Benefield Road)  Traffic Signal Upgrades (Site Locations TBD by SCDOT)  Transit Service Operating Assistance  Transit Vehicle Acquisition

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SAFETEA-LU EARMARK PROJECTS  Hwy 901 (York County)

STATE INFRASTRUCTURE BANK PROJECTS  SC 161 / SC 122 Ext to US 521 (Lancaster County)

TRANSPORTATION ENHANCEMENT PROJECTS  York County – Winthrop Farm/York Tech Bikeway (Phase II)  City of Rock Hill – Saluda Street Enhancements (Phase I)  City of Rock Hill – White Street Improvements  Saluda Street Enhancements (Phase II)

CMAQ PROJECTS  City of Rock Hill – Rawlinson Road Trail  Catawba Regional Council of Governments – Idle Reduction Program for Schools  City of Rock Hill – Rail Yard Extension  City of Rock Hill – Signal Controller Upgrades (Phase II)  City of Rock Hill – Alternative Fuel Vehicles  City of Rock Hill – Clean Air Works Program  SCDOT / City of Rock Hill – Princeton / Springsteen  SCDOT / City of Rock Hill – East White Street / SC 72  City of Rock Hill – Mt Gallant / SC 161 Intersection  York County – Dutchman Creek Sidewalk

LOCALLY FUNDED PROJECTS: (York County One Cent Capital Projects)  SC 274 (SC 161 to SC 55)  SC 901 (SC 72 to I-77)  SC 72 (Black Street to Heckle)  Cherry Road (York to Heckle)  US 21 (Celriver to Sutton Road)  Ebinport Road (Cherry Road to India Hook Road)  SC 72 (SC 901 to Rambo Road)  Mt. Gallant Road (SC 161 to Twin Lakes Road)  Ebenezer Road (Frank Gaston to SC 161)  Eden Terrace (Bradley to Anderson Road)

FEDERAL TRANSIT ADMINISTRATION  City of Rock Hill – Section 5307  Rock Hill Trolley Town Tourist Loop - Section 5307 (CMAQ)

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Transportation Funding Sources For small or medium-sized municipalities, transportation projects and/or improvements can often be cost-prohibitive. Road and transit projects are very expensive and very rarely “pay for themselves.” Rock Hill is fortunate, like many municipalities throughout the nation, to be a member of an MPO (RFATS), which can pool resources for a group of municipalities and/or counties, prioritize projects, and ultimately secure funding. The state and federal governments, through bonding and other initiatives, help to fund a significant number of transportation projects for the RFATS area. This is often done through grants or funding streams which require a local match (much like a ‘down payment’) or an analysis of how proposed projects will meet the intended goals of their respective funding sources. Many of the funding sources described in further detail below directly benefit the Rock Hill 2020 Planning Area.

Federal Guideshare Federal Funds distributed to the South Carolina Department of Transportation are applied towards system upgrades in the State’s ten Metropolitan Planning Organizations (MPOs). The funding level of each MPO is determined by the MPO’s proportion of the state’s population. That percentage is weighed against the statewide funds available for system upgrades and results in the MPO’s Guideshare allocation. Currently, RFATS receives an annual Guideshare of approximately $2.819 million.

SAFETEA-LU Earmarks The Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (SAFETEA- LU) law provides funding for surface transportation projects. Projects that are funded through a SAFETEA-LU earmark frequently fall into one of the following transportation funding categories: (1) High Priority Projects; (2) Projects of National and Regional Significance; or the (3) National Corridor Infrastructure Improvement Program. Periodically, a project within the RFATS TIP may receive this type of funding support. The Rock Hill Streetcar Feasibility Study, described earlier in this Element, was funded by such an earmark.

State Infrastructure Bank This institution provides financing for a wide variety of highway and transit projects through loans and credit enhancements. The State Infrastructure Bank is designed to complement the traditional Federal Aid Highway and transit grants administered by SCDOT.

Transportation Enhancement Program Funds that help expand transportation choices as well as improve the overall transportation experience are supported through the Transportation Enhancement Program. The RFATS Study Area receives an annual allocation from SCDOT to implement improvements to pedestrian and bicycle infrastructure, safety programs as well as landscaping and scenic beautification efforts.

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Congestion Mitigation and Air Quality (CMAQ) Improvement Funds In 1990, Congress amended the Clean Air Act (CAA) to bolster America's efforts to attain the National Ambient Air Quality Standards (NAAQS). The amendments required further reductions in the amount of permissible tailpipe emissions, initiated more stringent control measures in areas that still failed to attain the NAAQS (non-attainment areas), and provided for a stronger, more rigorous linkage between transportation and air quality planning. In 1991, Congress adopted the Intermodal Surface Transportation Efficiency Act (ISTEA). This law authorized the CMAQ program, and provided $6.0 billion in funding for surface transportation and other related projects that contribute to air quality improvements and reduce congestion. The CAA amendments, ISTEA and the CMAQ program together were intended to realign the focus of transportation planning toward a more inclusive, environmentally-sensitive, and multimodal approach to addressing transportation problems. The CMAQ program, jointly administered by the Federal Highway Administration (FHWA) and the Federal Transit Administration (FTA), was reauthorized in 2005 under SAFETEA-LU. The CMAQ program provides over $8.6 billion dollars in funds to State DOTs, MPOs, and transit agencies to invest in projects that reduce criteria air pollutants regulated from transportation-related sources over a period of five years (2005-2009). The current CMAQ program is similar to its TEA-21 predecessor. Funding is available for areas that do not meet the National Ambient Air Quality Standards (non- attainment areas) as well as former nonattainment areas that are now in compliance (maintenance areas). The formula for distribution of funds, which considers an area's population by county and the severity of its ozone and carbon monoxide problems within the nonattainment or maintenance area, with greater weight given to areas that are both carbon monoxide and ozone nonattainment/maintenance areas, is continued. RFATS is eligible for CMAQ funds through SCDOT for projects that improve traffic congestion and air quality. Typical projects that qualify for this program include:  Improved and/or expanded public transit options,  Traffic flow improvements and high-occupancy vehicle lanes,  Shared-ride services,  Bicycle/pedestrian facilities, and  Flexible work schedules.

RFATS eligibility for CMAQ funds is due to the recent EPA designation of RFATS as a non- attainment area for ground level ozone. CMAQ funds are apportioned to SCDOT based on population in the non-attainment area of the state and severity of the air quality problem. Annual CMAQ funding to RFATS in Fiscal Year 2009-2010 was $2,590,000.00. As part of the Charlotte/Metrolina Region, RFATS is classified as moderate by EPA and receives funding equivalent to this status. Rock Hill has funded several projects with CMAQ funds.

Federal Transit Administration (FTA 5307 Program) This funding source is known as the Section 5307 Urban Area Formula Program which provides funding for planning, operating, and capital needs to support the provision of transit services. Funds under this program are apportioned annually and remain available for 4 fiscal years (the year of apportionment plus 3 additional years).

Vision 2020: The Comprehensive Plan for Rock Hill III-48 11/22/2010 III. Transportation Element

State Mass Transit Funds State Mass Transit Funds (SMTF) is a grant source managed by SCDOT that is designed to provide a portion of the local match needed for local municipalities and/or other applicants who are serving the general public to access federal transit funds (such as the FTA 5307 Small Urbanized Area Formula Program). Eligible assistance categories generally include capital, administration, and operations. These categories correspond to the federal program under which the SMTF funds are matching. Contracted services for marketing programs, impact assessments, and other technical assistance related to the improvement of existing services are considered eligible costs for SMTF funding as well.

Job Access & Reverse Commute Program The Job Access & Reverse Commute (JARC) program is designed to address the unique transportation challenges faced by welfare recipients and low-income persons seeking to obtain and maintain employment. Because many entry-level jobs require working late at night or on weekends when conventional transit services are either reduced or non-existent, a transportation gap in service availability emerges. This program is designed to bridge the gap. Eligible recipients of this funding include states and other public bodies (such as councils of government); however, it should be noted that private non-profit organizations are also eligible as a sub-recipient.

Freedom Program (FTA SECTION 5317) This grant program is designed to provide funding for Americans with disabilities seeking integration into the work force as well as full participation in society. Since a lack of adequate transportation is a primary barrier to work for individuals with disabilities, this program is targeted to expand transportation mobility options beyond the requirements of the Americans with Disabilities Act (ADA) of 1990. Eligible recipients of this funding source include states and other public bodies. Additionally, private non-profit organizations are also eligible sub-recipients.

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Vision 2020: The Comprehensive Plan for Rock Hill III-50 11/22/2010 III. Transportation Element

NEEDS ASSESSMENT

Several needs have been identified upon evaluating the existing conditions related to transportation within the Rock Hill 2020 Planning Area. These needs encompass several aspects of the overall transportation system and need to be addressed in the Plan. These needs should also be addressed through polices to be adopted by the City for future consideration.

Efficient & Effective Transportation Network Transportation facilities, infrastructure, and land uses are all interdependent at the City and community level. For most residents, %#!#&!<#  &# "#%#!- businesses, and developers, ease of transportation is a primary !  ! ! determinant in location decisions. Similarly, transportation ( $"!#" #"' infrastructure and policy decisions are primarily based on serving < #" &# geographical areas and meeting needs of the citizenry and business !!# & community. Transportation investment decisions can also be used ("#$#7!<> as an economic development tool. In order to ensure an efficient allocation of transportation resources, Rock Hill must coordinate transportation and land use planning activities. This can address the very inefficient “sprawl” pattern which has dominated development in Rock Hill. Transportation infrastructure, or a plan for infrastructure, must be in place at or before the time of anticipated growth. Traditionally limited funding for high-cost transportation projects necessitates the implementation of a process for evaluating and prioritizing potential projects in order to “grab low hanging fruit”, or projects which can be readily completed at acceptable costs and have positive impacts.

Multimodal Transportation System The predominant mode of transportation in the Rock Hill 2020 Planning Area is the private automobile. This particular mode of transportation can exclude many residents however, including those who are under the legal driving age, those classified as low-income, or those with disabilities. In addition to the likelihood of excluding some residents, the current private automobile transportation system relies on oil, of which there is a finite supply and availability has been an issue in recent history, and may be an issue in the future. There is an increasing need to identify locations of low- income and disadvantaged populations and target those areas for multi-modal and alternative transportation facilities. Rock Hill must plan for a multimodal transportation system within the Rock Hill 2020 Planning Area. An essential component to any 7#""A$#$!#&- %"!A%& " multimodal system should be a “Complete Streets” approach to !  ! !'!#% facility planning. Complete Streets is a roadway design template  !% +#&  whereby facilities for different modes of transportation, such as 0 "!'-%*"!'-0 "!' bicycle and pedestrian, are accounted for within the street design ("(#-#$%$ (cross section). Such a design would include a roadway travel $% #!!+##- & lane adjacent to a bicycle lane and sidewalk, including necessary !  *"#7!<> separations for safety. Additionally, the City should consider “road <##&#!# !#& dieting” as a means of multimodal facility planning. All facility  "" "#%#!(!<# design decisions should foster a cooperative relationship between " > recreational and roadway traffic. Appropriate signage and way- finding strategies need to be employed to ensure that transportation is safe and efficient for all modes.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 III-51 III. Transportation Element

A multimodal transportation system must also include trails and greenways which allow for pedestrian connectivity and access to all destinations within the Planning Area. Through subdivision ordinances, Rock Hill has provided for the setting aside of previously identified greenways as development occurs. The City must continue to ensure that greenway routes and connections are preserved as development continues throughout the Planning Area.

Transit Service <# $%$&! "#%#!!<# "$!# Emerging population characteristics, density trends, and other " $1( *"$! ! regional factors indicate that there is a growing need for transit which & &$1"" & links Rock Hill to other important regional destinations. Lack of "%!#& ! 7* +# $ "%! !! access to transportation affects residents’ access to job training, #% "'%#! & human services and employment. An effective transit service can #&$ ! !!#> provide access to these and other opportunities, as well as serve as an economic development tool for the Rock Hill 2020 Planning Area. Currently 73.3 percent of Rock Hill’s 30,927 working residents commute for work. The average travel time for commuters was 21.6 minutes, indicating that many Rock Hill residents are working in locations outside of the City’s 2020 Planning Area. Transit can play a significant role in relieving the strain on existing roads and highways, as well as providing job access for many others. In order to establish an effective, efficient transit service, Rock Hill must identify major regional employment centers and establish a long term transit plan. The City must also periodically evaluate when and where densities and population characteristics meet thresholds which will support fixed-route or flexed-route service.

Environmental Health Safety and health are major concerns with any local or regional transportation system. Transportation improvements within the Rock Hill 2020 Planning Area must be evaluated and implemented with safety in mind. Through various community involvement efforts, bicyclists and pedestrians have expressed an interest in safer travel conditions. Bicyclists have stated that they would ride more if conditions were safer. This indicates a need for safer transportation facilities. In addition to the safety afforded to residents on specific facilities, residents have expressed a desire for safety in transportation alternatives to and from destinations. Rock Hill is home to students of three post-secondary institutions, who often find themselves walking to destinations at late hours or through areas with above average incidence of crime. Elderly and very young residents (under the legal driving age) find themselves in similar situations. Alternative transportation modes and services, such as shuttle services on nights and weekends, can help to eliminate these safety concerns.

<###&! � !#"' Another health concern associated with transportation is air quality. &&# 0 "!'# Nationally, decreases in air quality have been linked with increased  "&#!(#&!<# incidence of pulmonary conditions and other respiratory ailments.  ! "#$# Transportation policy within the Rock Hill 2020 Planning Area "#%#!> should address vehicle idling reductions and clean air impacts.

Transportation Advocacy Transportation advocacy will be essential to the success of current and future transportation policies and services. Rock Hill has historically benefited from a lack of major transportation network failures, as compared with other regions around the nation. As a result, transportation has not been a focal point of planning efforts at the local level. However as population growth and development continues

Vision 2020: The Comprehensive Plan for Rock Hill III-52 11/22/2010 III. Transportation Element at the current rapid pace, transportation will quickly become an area of need. The challenge for local and regional planning efforts will be to gain support for transportation system enhancements in advance of system failures. Communication and networking among transportation and other agencies will be a key to effective transportation advocacy. Increased attention to marketing strategies for under-used services, such as the existing 82X and 78X commuter bus services, will be necessary in order to inform the public of their availability.

Similarly, the importance of the Rock Hill/York County Airport will  !##& # continue to grow, as usage demands on its facilities increase in the &#!(#&!<# ! face of regional growth. The City and County must work with local !#"  & and regional partners to market the Airport and make it more #!# !#&!<# accessible to residents and businesses. A marketing plan will need %%!' $"!# & to be developed for the Airport. !'+#!%#! "#%#!>

Transportation Funding & Implementation Identifying funding and implementation strategies for transportation initiatives will be essential to meeting current and future transportation needs. Due to the regional nature of transportation systems and transportation planning, Rock Hill currently partners with several local and regional agencies and is a member of the Rock Hill Fort Mill Area Transportation Study (RFATS). Many City transportation facilities fall under the purview of the RFATS Long Range Transportation Plan (LRTP). The City needs to ensure that projects are implemented and funded as identified in the LRTP. The City must also work to ensure that projects identified through York County’s One-Cent Sales Tax Program, entitled “Pennies for Progress”, are implemented as planned. Currently, several projects identified in the original 1997 round of funding have yet to be completed. Implementing the remainder of the 1997 projects and projects identified in the 2003 round will be essential. As these projects have proven to be critical to the local transportation system, the City must also continue to promote a 2011 round of Pennies for Progress funding. Another source of funding which the City and regional partners must plan for will come from the recent American Recovery and Reinvestment Act. $20 million is expected to be available for regional transportation project which will affect Rock Hill’s transportation system. In addition to funding and implementing transportation projects, prioritizing these projects will be essential to meeting transportation needs as efficiently as possible. As previously mentioned, it will be important to identify and implement projects which make the most efficient use of available funding. It will also be essential to implement the recommendations of the Vision 2020 Comprehensive Plan’s Priority Investment Element, which will identify geographical locations of needed infrastructure.

E'(""7!<#4;4;!'"$' #$!&#!(#&!<#F4;4;" %% '- $1""$ *#!!# &&#$#! &(!#!  ! !##&> <##$" Z Focus on Redevelopment and Infill Z Achieve Sustainability Z Plan for Dave Lyle Corridor East Z Enhance Mobility and Connectivity Z Promote Redevelopment and Infill Development Along Key Corridors Z Create Livable Places

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 III-53 III. Transportation Element

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Vision 2020: The Comprehensive Plan for Rock Hill III-54 11/22/2010 III. Transportation Element

RECOMMENDATIONS

Rock Hill’s transportation system is an essential component in the future growth, economic prosperity, and quality of life of residents. The 2020 Planning Area has experienced significant growth and development over the last ten years and will experience similar growth into the foreseeable future, which will affect current and future transportation planning activities. As the area’s population grows, the need for an efficient and effective transportation system will take on increased importance. Therefore, the purpose of this section is to identify the key components needed to provide a safe, accessible, and well-functioning transportation system throughout the Rock Hill community. Each strategy identified below designates a responsible agency or department and a suggested timeframe for completion. Short-term tasks are anticipated to be completed within 1 to 5 years; and long-term, between 5 and 10 years. Ongoing strategies do not have a defined timeline for completion and should be carried out on an ongoing basis over the short and long-term.

EFFICIENT, EFFECTIVE TRANSPORTATION SYSTEM

GOAL 3-1: Ensure an Efficient, Effective Roadway Network

Objective 3-1A: Provide for a roadway system that efficiently moves people, goods, and services Implementation Strategies Agencies Timeframe for Responsible Completion 1. Establish and maintain an inventory of anticipated Planning & Ongoing high-growth areas within the 2020 Planning Area Development

2. Implement recommendations of the I-77 Corridor Planning & Long-term Study Development

3. Complete update and implement recommendations Planning & Long-term of the RFATS Congestion Management Process Development where relevant to the City

4. Implement recommendations of the RFATS 2035 Planning & Long-term Long Range Transportation Plan where relevant to Development the City 5. Support implementation of approved Pennies for City Management Long-term Progress projects from 1997, 2003, and future funding cycles

6. Complete sub-area thoroughfare planning activities Planning & Short-term for the RFATS planning area Development

7. Support construction of the Dave Lyle Boulevard Planning & Long-term Extension to enhance regional connectivity and Development economic development

8. Expand street resurfacing and sidewalk repair Public Works Ongoing programs

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 III-55 III. Transportation Element

GOAL 3-2: Support an Integrated Multimodal Transportation System

Objective 3-2A: Incorporate “complete street” roadway design to safely integrate all modes of transportation including transit, pedestrian, and bicycle traffic Implementation Strategies Agencies Timeframe for Responsible Completion 1. Incorporate “complete streets” concepts into City Departments Short-term relevant City policies 2. Evaluate and identify existing roads for possible Planning & Short-term “complete streets” retrofitting Development; Public Works 3. Require construction of “complete streets” facilities Planning & Ongoing for new roadways, where appropriate Development; Public Works

Objective 3-2B: Create a more bicycle and pedestrian friendly environment Implementation Strategies Agencies Timeframe for Responsible Completion 1. Implement recommendations of the Trails & Parks, Recreation & Long-term Greenways Master Plan which ensure connectivity Tourism; Planning & to existing neighborhoods, schools, employment, Development transit, and civic destinations

2. Evaluate feasibility of narrowing specific roadway Planning & Short-term travel lanes (“Road Dieting”) in order to Development; accommodate bicycle and pedestrian traffic Public Works; Parks, Recreation & Tourism 3. Identify and address unsafe pedestrian conditions Public Works Long-term (dead-end sidewalks, sidewalk obstructions, etc) on existing facilities 4. Support project development aimed at creating trail Parks, Recreation & Short-term access from the US-21 Bridge to the Riverwalk Trail Tourism; Planning & Development 5. Explore initiatives aimed at establishing Rock Hill as Parks, Recreation & Short-term a “Bicycle Friendly Community” Tourism; Public Works

Objective 3-2C: Enhance Rock Hill – York County Airport for corporate and business travel Implementation Strategies Agencies Timeframe for Responsible Completion 1. Develop Marketing Plan for Rock Hill – York County Airport Short-term Airport promoting the branding theme of “Your Gateway to the Carolinas” 2. Implement recommendations of the Airport Master Airport Long-term Plan which address future expansion and infrastructure improvements

Vision 2020: The Comprehensive Plan for Rock Hill III-56 11/22/2010 III. Transportation Element

GOAL 3-3: Support a Safe, Reliable Transit Alternative to Private Automobiles

Objective 3-3A: Explore expansion of employment related transit, both regionally and locally Implementation Strategies Agencies Timeframe for Responsible Completion 1. Continue to implement the Bus Rapid Transit Planning & Long-term recommendations of the RFATS Rapid Transit Development Study 2. Continue express bus services from Rock Hill area Planning & Ongoing to Charlotte and Mecklenburg County Development 3. Investigate transit service alternatives such as van Planning & Short-term pools, car pools, and fixed route services Development

Objective 3-3B: Enhance local transit service Implementation Strategies Agencies Timeframe for Responsible Completion 1. Implement recommendations of 2005 Transit Study Planning & Long-term Development 2. Consider expanding transit service to meet off-peak Planning & Short-term travel demand Development 3. Encourage transportation services for Planning & Ongoing transportation-disadvantaged populations within Development Rock Hill and periodically evaluate level of transportation needs 4. Periodically evaluate efficiency of transit initiatives Planning & Ongoing and adjust service as needed Development 5. Continue to build on existing Demand Response Planning & Ongoing service Development

TRANSPORTATION SAFETY & AIR QUALITY

GOAL 3-4: Promote Transportation Safety and Air Quality as Part of a Healthy Environment

Objective 3-4A: Promote safer mobility options Implementation Strategies Agencies Timeframe for Responsible Completion 1. Assess traffic related issues and safety concerns on City Departments Ongoing the existing roadway system as requested through the Traffic Commission and consider improvements such as traffic control and calming devices, signs and markings as deemed necessary 2. Promote safer walk-to-school alternatives by Planning & Short-term increasing connectivity between schools and Development residential areas through plan review and retrofitting 3. Improve pedestrian and ADA accessibility by Public Works Short-term retrofitting crosswalks and curbs at key street intersections

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 III-57 III. Transportation Element

Objective 3-4B: Reduce negative air quality impacts caused by vehicle emissions Implementation Strategies Agencies Timeframe for Responsible Completion 1. Implement “Clean Air Works” program to reduce Public Works Short-term emissions 2. Inform residents, businesses, and local officials Public Works Ongoing about causes and negative health impacts of vehicle idling and other mobile source emissions 3. Incorporate policies and procedures to improve air City Departments Short-term quality, reduce vehicle emissions, and conform to federal emissions standards

PARTNERSHIPS & COORDINATION

GOAL 3-5: Promote Collaboration and Coordination among Regional and Local Transportation Partners

Objective 3-5A: Partner with local and regional agencies on transportation activities Implementation Strategies Agencies Timeframe for Responsible Completion 1. Coordinate land use policies with partner agencies Planning & Ongoing and municipalities to facilitate transit implementation Development and enhance connectivity 2. Coordinate with SCDOT, RFATS, and York County Planning & Ongoing Planning and Engineering departments on local Development transportation planning and implementation 3. Collaborate with transportation agencies within the Planning & Ongoing Charlotte region on transportation planning Development initiatives 4. Partner with Carolina Thread Trail to ensure that Parks, Recreation & Short-term Thread Trail planning coincides with City trail Tourism planning where appropriate 5. Partner with local and regional agencies in support Parks, Recreation & Short-term of the Outdoor Cycling Center of the Carolinas at Tourism Riverwalk to promote bicycle and pedestrian trail development 6. Partner with Rock Hill Schools to aid in “Safe Routes Planning & Ongoing to School” planning when appropriate Development

Objective 3-5B: Partner with federal, state, and regional agencies to secure funding for transportation initiatives Implementation Strategies Agencies Timeframe for Responsible Completion 1. Partner with York County to advocate for future Planning & Ongoing rounds of “Pennies for Progress” funding when Development; appropriate and identify roadway maintenance Public Works; needs City Management 2. Coordinate with FTA and SCDOT to secure funding Planning & Ongoing for transit initiatives Development

Vision 2020: The Comprehensive Plan for Rock Hill III-58 11/22/2010 III. Transportation Element

3. Coordinate with FAA to secure funding for Airport Airport Ongoing capital improvements 4. Coordinate with FHWA and SCDOT to secure Planning & Ongoing funding for roads, congestion mitigation, and Development pedestrian enhancements 5. Coordinate with SCPRT and Carolina Thread Trail Parks, Recreation & Ongoing to secure funding for trail and greenway projects Tourism

EDUCATION & PUBLIC AWARENESS

GOAL 3-6: Foster a Well-Informed Public

Objective 3-6A: Ensure that the public is well informed about available transportation options and programs Implementation Strategies Agencies Timeframe for Responsible Completion 1. Develop an integrated marketing plan for Planning & Short-term transportation services Development; Parks, Recreation & Tourism; City Management 2. Inform residents and state/local officials regarding Planning & Ongoing benefits of transit, efficient road networks, and Development; City alternative transportation Management

3. Utilize media such as brochures, television, and Planning & Ongoing websites to disseminate information regarding Development; City transportation initiatives to the public Management

4. Develop informational sources which clarify the roles Planning & Short-term of transportation agencies operating within the Rock Development Hill 2020 Planning Area

Objective 3-6B: Expand outreach efforts to increase public participation in transportation planning processes. Implementation Strategies Agencies Timeframe for Responsible Completion 1. Continue involving citizen representatives on City Management Ongoing RFATS Citizens Advisory Committee (CAC)

2. Monitor citizen requests to Traffic Commission for Planning & Ongoing consideration and address as needed Development; Public Works; Housing & Neighborhood Services 3. Continue involvement in existing transportation City Management Ongoing committees such as RFATS and “Pennies for Progress”

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 III-59 III. Transportation Element

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Vision 2020: The Comprehensive Plan for Rock Hill III-60 11/22/2010 IV. HOUSING ELEMENT

TABLE OF CONTENTS

OVERVIEW ...... IV-3

EXISTING CONDITIONS...... IV-3 Housing Growth...... IV-3 Population Growth ...... IV-3 Construction Activity ...... IV-5 Housing & Household Characteristics ...... IV-5 Average Household Size ...... IV-5 Housing Types...... IV-6 Housing Composition (Bedrooms) ...... IV-6 Occupancy Rates & Tenure...... IV-6 Housing Costs ...... IV-7 Old Town Housing ...... IV-8 Special Needs Housing ...... IV-8 Homeless Assessment ...... IV-9 Housing Conditions ...... IV-10 Housing Units (Age)...... IV-10 Plumbing/Kitchen Facilities...... IV-11 Overcrowding...... IV-11 Code Violations...... IV-11 External Housing Conditions...... IV-11 Affordability ...... IV-11 Comparative Costs ...... IV-12 Annual Household Income Distribution...... IV-12 Barriers to Affordable Housing...... IV-13 Impediments to Fair Housing...... IV-14 Housing Programs and Services...... IV-14 City Programs and Services ...... IV-14 Housing Authority of Rock Hill ...... IV-17 Private Programs and Services ...... IV-18 United Way Partner Programs...... IV-18

NEEDS ASSESSMENT ...... IV-19 Home Ownership Opportunities ...... IV-19 Housing Affordability ...... IV-19 Diverse Housing Options...... IV-20 Existing Housing Conditions...... IV-20

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 IV-i IV. Housing Element

Special Needs & Homeless ...... IV-20 Partnerships & Coordination...... IV-21 Education & Public Awareness...... IV-21

RECOMMENDATIONS ...... IV-23

LIST OF TABLES, FIGURES AND MAPS

Table 4.1: Population Trend ...... IV-4 Table 4.2: Rock Hill Housing Permits ...... IV-5 Table 4.3: Average Household Size ...... IV-5 Table 4.4: Multi-Family Vacancy Rates ...... IV-6 Table 4.5: Owner Occupied Homes (2008) ...... IV-7 Table 4.6: Owner Occupied Homes with Mortgages...... IV-7 Table 4.7: Semi-Luxury 2-Bedroom Rates (Monthly)...... IV-7 Table 4.8: Housing Units by Age (2008) ...... IV-10 Table 4.9: Area Home Affordability (2008)...... IV-12 Table 4.10: Housing Costs as % of Income (2008) ...... IV-12

Figure 4.1: Definition of ‘Family’, Rock Hill Zoning Code Sec 10-200...... IV-13

Map 4.1: 2020 Population Density Projections ...... IV-4

Vision 2020: The Comprehensive Plan for Rock Hill IV-ii 11/22/2010 IV. Housing Element

Vision 2020: The Comprehensive Plan for Rock Hill, South Carolina

IV. Housing Element

OVERVIEW

In the past two decades, Rock Hill has strived to continue its small town character, while prospering in the rapidly growing Charlotte region. Rock Hill has been successful in offering the quality of life benefits of a small city, while working aggressively to attract new business and industry. This effort has resulted in tremendous growth that is expected to continue at an increasing rate over the next several years. As of 2008, the US Census Bureau’s estimated Rock Hill population was 64,555 people living in approximately 24,034 occupied housing units. This is a population increase of 29.7 percent from the 2000 Census count of 49,765. With growth comes certain community needs, housing being one of the most basic needs of the population. In order for the City to accommodate its growing population, it will be necessary to ensure that adequate and affordable housing opportunities are provided for residents of all ages, incomes, and needs.

In the Vision 2020 Comprehensive Plan, the following data are examined to reflect the current state of housing:  Housing Growth  Affordability  Housing Conditions  Housing & Household Characteristics  Housing Programs & Services

#' $!  Z  !% !#& " !,4;;5.H8@-::: Z  !% !#&$$ #&!,4;;5.H4@-;9@ EXISTING CONDITIONS Z +# ##<"&G#,4;;5.H4>8? Z  #& %#F "#,4;;5.HN?@;-;;; Z  # #!!(4AE!,4;;5.HN89;=%!< Housing Growth Population Growth In fall of 2008, Rock Hill became the fourth largest city in South Carolina (fifth largest city in 2000), and the area has experienced a steady increase in population over the past two decades. Land area has increased by approximately 4.34 square miles since 2000. Notably, the small town character of the City and the economic opportunities in the Charlotte region continue to attract people to Rock Hill. In the year 2010, the population of Rock Hill is expected to reach over 67,500. By the year 2020, the City’s population is projected to have grown 63.7 percent from 2000, (see Table 4.1). The projected population density distribution in Rock Hill’s Urban Services Area (USA) for the year 2020 is shown in Map 4.1.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 IV-3 IV. Housing Element

Table 4.1: Population Trend

Rock Hill Corporate Rock Hill Urban  #$($(% ! Limits Services Area *!$1"" 1990 41,643 51,558  " ! 2000 50,581 63,500 $<  $!#!$ 2005 59,467 73,000 &#$*#&!<# 2010* 67,500 82,500 2015* 75,292 92,005  " ! "#%#!> 2020* 82,810 101,442 *These totals are estimates Source: 2009 Charlotte Metrolina Model Estimates

Map 4.1: 2020 Population Density Projections

Vision 2020: The Comprehensive Plan for Rock Hill IV-4 11/22/2010 IV. Housing Element

Construction Activity Home construction in Rock Hill over the first half of the past decade was significant. The latter part of the decade has been less active with the recent downturn in the housing market and overall economy. Construction activity in Rock Hill was fairly steady from 2000 to 2007. Late 2007 to present saw a decline in housing permit approvals (See Table 4.2). Multi-family permits, in particular, have declined sharply since early 2007. In 2009 there were only two multi-family permit approvals; this figure is attributed entirely to the month of May 2009 during which two buildings were approved including a total of 8 units.

Table 4.2: Rock Hill Housing Permits Year Total Single- Multi- Permits Family Family Permits Permits* 2000 730 674 56 2001 787 768 19 2002 726 702 24 2003 782 773 9 2004 678 677 1 2005 686 685 1 2006 846 832 14 2007 446 420 26 <#"  & 2008 251 249 2 #+#" %#! 2009 104 102 2 # !%#! *Does not include the number of individual units in each # #  multi-family building %!<"' Source: Rock Hill Planning and Development Department &#+#" %#! $!+!'# ! !" #%! $!+!'!<#!'> Housing & Household Characteristics Average Household Size While the average household size within York County has remained relatively constant at 2.63 – 2.66 persons, the average household size for Rock Hill has steadily decreased over the past 20 years (see Table 4.3). Reasons for the difference between County and City figures include higher allowable densities within the more urbanized City limits, attracting smaller families and singles, and a slightly younger population. Table 4.3: Average Household Size Rock Rock Hill York Year Hill Area* County 1990 2.66 2.68 2.63 1996 2.62 2.63 2.66 2000 2.60 2.60 2.63 2008 2.61 2.62 2.63 *Five-mile radius Source: York County Regional Chamber of Commerce

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 IV-5 IV. Housing Element

Housing Types Many housing types are currently permitted within the City of Rock Hill. These include single-family attached and detached, multi-family, townhouse, two-to-four family dwellings, group homes, and modular homes. Existing mobile homes are permitted, as a grandfathered use only, within the City’s Mobile Home Park (MHP) zoning district. Manufactured homes are also permitted only within the MHP zoning district. It should be noted that the City distinguishes between modular and manufactured homes on the basis that the construction of modular homes allow them to meet adopted building codes.

Housing Composition (Bedrooms) As of July 2008, single-family homes accounted for an estimated 15,998 housing units in Rock Hill. The estimated bedroom counts were as follows*: 1-Bedroom Homes: 284 2-Bedroom Homes: 2,067 3-Bedroom Homes: 9,754 4+ -Bedroom Homes 2,693 *Figures cited from U.S. Census 2007 American Community Survey The 2008 update of the Rock Hill Multi-Family Housing Survey report revealed a total of 10,607 multi- family units. The distribution of total units meeting specific bedroom counts (among units of varied amenity levels) is as follows: 1-Bedroom Apartments: 2,357 2-Bedroom Apartments: 6,434

3-Bedroom Apartments: 1,656 &&! "(% ! 4+ -Bedroom Apartments: 160 *!$1"" < & Two-bedroom units are the most common multi-family unit type in <#<"& Rock Hill, followed by one-bedroom units. Five-bedroom units are $<  $!#!$ uncommon, and for the purpose of the multi-family analysis are included with the four-bedroom totals. + " *"#!<#  " ! "#%#!>

Occupancy Rates & Tenure Occupancy/Vacancy rates for single-family housing units tend to be relatively low. The majority of single-family housing units are owner-occupied. The current homeowner vacancy rate in Rock Hill is approximately 4.4 percent. As of 2008, owner-occupied homes accounted for 56.6 percent of housing units, while 43.4 percent were renter-occupied units. Occupancy/vacancy rates vary among multi-family units depending on several factors. These factors include unit type (amenities), bedroom count, and location (See Table 4.4). Geographical areas which are located further away from major transportation corridors such as I-77 tend to have higher vacancy rates. According to the 2008 American Community Survey, the overall vacancy rate for rental properties in Rock Hill is approximately 11.7 percent. Table 4.4: Multi-Family Vacancy Rates Semi-Luxury Basic Subsidy Vacancy Rate 11.3% 12.5% 3.3% Source: 2008 Rock Hill Multi-Family Housing Survey Report

Vision 2020: The Comprehensive Plan for Rock Hill IV-6 11/22/2010 IV. Housing Element

Housing Costs The median home value for owner-occupied housing units in Rock Hill was estimated at $140,000 in 2008. The value distribution for all owner-occupied homes in the City is shown in Table 4.5. Most home mortgage payments fall between $1000 and $1,500 (See Table 4.6). Table 4.5: Owner Occupied Homes (2008)

Home Value # of Homes % of Owner-Occupied Homes < $50,000 1,507 11.1% $50,000 - $99,999 2,782 20.4% $100,000 - $149,999 3,172 23.3% $150,000 - $199,999 2,414 17.7% $200,000 - $299,999 1,868 13.7% $300,000 - $499,999 1,164 8.6% $500,000 - $999,999 623 4.6% > $1,000,000 77 0.6% Source: U.S. Census, 2008 American Community Survey

Table 4.6: Owner Occupied Homes with Mortgages

Monthly Ownership Costs # of Homes % of All Owner-Occupied Homes < $300 0 0.0% $300 - $499 45 0.4% $500 - $699 1.170 10.8% $700 - $999 2,604 24.1% $1,000 - $1,499 3,616 33.5% $1,500 - $1,999 2,051 19.0% $2,000 or more 1,323 12.2% Source: U.S. Census, 2008 American Community Survey

Housing costs within the multi-family housing sector have continued to increase over the past decade as well. Because these are the most prevalent multi-family housing type, semi-luxury two-bedroom units can be considered representative of the overall multi-family market. Rents for this housing type are at a mean (average) of $630/month as of December 2008 (See Table 4.7). Table 4.7: Semi-Luxury 2-Bedroom Rates (Monthly)

Year Mean Median 1990 $437 $405 1995 $460 $460 2000 $578 $557 2003 $593 $570 2008 $630 $585 Source: 2008 Rock Hill Multi-Family Housing Survey Report

Median rents in the multi-family housing sector have continued to rise as well. Again, semi-luxury two-bedroom apartments are considered to be representative of the multi-family market. Median rent for this unit type was $585 as of December 2008.

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Old Town Housing Housing in Rock Hill’s Old Town faces several challenges. The four square mile area around Downtown is referred to as Rock !#&!<# Hill’s Old Town. It includes the Hagins-Fewell, Highland Park, "! "#$# East Town, and Saluda Corridor neighborhoods. These "#%#!- ($ ! neighborhoods are primarily comprised of single-family detached %*#(&# !#& homes. Of the homeowners who occupy these homes, many tend &&# !#& to be older; many on fixed incomes. Because many of these <!$<%# # homeowners have limited financial resources, the homes are often "$ !#&"& 7 in decline. Many of the City’s rehabilitation, demolition, and #<*<&> affordable housing efforts are focused in the Old Town neighborhoods (See “Housing Programs and Services”).

One of the major factors affecting the Old Town area is the disproportionately high amount of renter-occupied housing in single-family homes. According to 2000 Census data, 56 percent of the 4,811 single family homes in Old Town were renter- occupied, with only 44 percent owner-occupied; in comparison to a 54 percent owner-occupied rate for the City as a whole. Since 2000, new home approvals in Old Town have been relatively few (83 permits between 2004 and 2007), and the recent downturn in the housing market has produced even more renters. This presents a unique problem in that transient residents are less likely to properly maintain homes and typically have less of a vested interest in the neighborhood as a whole. The Housing Development Corporation of Rock Hill (HDCRH), originally established in 1989 as the Rock Hill Joint Venture for Affordable Housing, has adopted several goals and objectives aimed at addressing housing concerns in the urban core. These goals are: (1) To improve communities in the city by providing safe and affordable housing and a suitable living environment, principally for persons of low and moderate income;

(2) To conduct or support such activities which may expand and promote economic opportunities and community development, principally for persons of low and moderate income; and

(3) To combat community deterioration through residential development and commercial revitalization.

Special Needs Housing The Rock Hill 2005-2010 Consolidated Plan examines supportive housing for people with special needs, including the elderly, people with disabilities (including mental, physical, and developmental), alcohol and substance abusers and people with HIV/AIDS. The plan documented the following trends: The elderly population in Rock Hill has increased significantly since 2000. Elderly renters are disproportionately of low-income status. Elderly home owners are faced with difficult housing challenges as fixed incomes often do not keep up with increasing home maintenance costs. The York County Council on Aging has received Section 202 Supportive Housing for the Elderly grants in the past which allowed for the construction of Green Street Plaza and Highland Park Mill – both senior living facilities. Similar facilities include Cardinal Pointe, Carolina Village, Chandler Place, Oak Pond Manor, Village at Neely’s Creek, Westminster Towers, and Rock Hill Housing Authority units. Those suffering from mental illness are often financially impoverished due to the debilitating nature of their illnesses. Housing requirements for this population differ from those of other special needs populations in that they often require significant supervision and care. This calls for group housing

Vision 2020: The Comprehensive Plan for Rock Hill IV-8 11/22/2010 IV. Housing Element facilities in many instances. Additionally, the mentally ill population is best served by “permanent supportive housing” which offers a long-term solution and allows residents to remain in their community. Developmentally disabled individuals tend to have fixed and/or limited financial resources that affect their housing choices. Individuals with more developed skills tend to utilize subsidized housing options. Varying levels of continuous support are required for the developmentally disabled population as a whole. The York County Board of Disabilities and Special Needs operates as the primary housing service provider for these individuals. Alcohol and substance abusers tend to have housing needs on a more temporary basis. Similarly to other special needs populations, these individuals require several other housing-related services within relatively independent living facilities. One such facility is the Keystone rehabilitation center in Rock Hill, which is currently operating with the aid of a residential grant from the Substance Abuse and Mental Health Services Administration; a division of the US Department of Health and Human Services. Persons with HIV/AIDS are often faced with less financial ability to meet housing costs due to illness. The high cost of medication also reduces the amount of money available to individuals for housing rents or maintenance. Rock Hill’s Catawba Care Coalition provides services and housing coordination for living with HIV/AIDS in the Rock Hill and York County area. Housing facilities for those commonly defined as having “special needs” can be divided into two (2) specific categories. These are (1) Persons with Disabilities and (2) those with other Special Needs. Please reference Private Programs and Services for a list of these housing facilities.

Homeless Assessment Homelessness is a critical concern in any community. Often, single men are the face of homelessness; however, in Rock Hill, victims of homelessness are often families, and specifically children. These families are usually victims of temporary homelessness due to tragic life circumstances including job-loss or domestic violence. Many organizations which deal with homelessness provide services aimed at getting families and individuals “back on their feet” so that they can eventually secure housing on their own. The Interfaith Hospitality Network of York County (IHNYC) conducted a survey of the homeless population in York County in January of 2009. The group counted a total of 236 homeless persons. It is unclear how many of these homeless were located in Rock Hill; however, many of the homeless tend to locate in more urbanized areas to take advantage of food, housing, and medical services. It would be safe to assume that the majority of York County’s homeless are within Rock Hill’s Urban Services Area. Children are equally affected by homelessness, though they are often not the “face” of homelessness. Schools in York County also identified 405 students as “lacking a fixed, regular nighttime residence, many of them doubled up with other families, precariously housed, or in hotels” (Pathways to Housing: York County’s Response to Homelessness 2009). The City understands the need for a thorough and comprehensive study as a means of evaluating the needs of the homeless population, as well as feasible services and remedies. In January of 2009, Rock Hill City Council awarded a contract for such a study as part of a collaboration effort between the City, York County, The United Way, and other local partners. The study, known as Pathways to Housing: York County's Response to Homelessness was conducted during the summer of 2009 and resulted in the following objectives aimed at reducing homelessness: Objective 1: Prevention Prevent families and individuals from becoming homeless through targeted education to at-risk areas of the community, and through coordinated discharge planning from local institutions.

Objective 2: Community Engagement and Education Engage and provide educational information to the broader community to

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increase awareness and understanding of homelessness and develop support for implementation of this initiation.

Objective 3: Single Portal of Entry Develop a centralized starting place for families and individuals to find assistance in a crisis so that they may be able to retain their current housing or be referred for rapid re-housing or other housing assistance and support services.

Objective 4: Support Services Provide a broad range of coordinated support services to meet the needs of families and individuals, including those in special needs populations, to enable them to obtain and remain in housing.

Objective 5: Employment and Income Ensure that families and individuals have the opportunity to obtain employment and income supports that enable them to afford adequate housing.

Objective 6: Housing Ensure that adequate housing and financial assistance is available to those who become homeless to rapidly return them to housing.

Homeless housing providers include the following: Bethel United Methodist Church Children’s Attention Home Interfaith Hospitality Network of York County Pilgrims’ Inn Safe Passage Salvation Army (Apartment Complex) The Haven Men’s Shelter

Housing Conditions Housing Units (Age) Rock Hill’s history dates back to 1852 although the City was not incorporated until 1892. Since that time, and especially in the recent past, Rock Hill has continued to grow at a very fast pace. As such, the City has many housing structures of varied ages. The estimated ages of the housing stock are as follows: Table 4.8: Housing Units by Age (2008) % of Housing Year of Construction # of Housing Units Stock 2005-Later 1,836 6.9% 2000-2004 3,988 14.9% 1990-1999 4,584 17.1% 1980-1989 5,198 19.4% 1970-1979 3,679 13.7% 1960-1969 1,948 7.3% 1950-1959 2,601 9.7% 1940-1949 940 3.5% 1939 or Earlier 2,010 7.5% Source: U.S. Census, 2008 American Community Survey

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Plumbing/Kitchen Facilities The existence of plumbing and kitchen facilities is one of the criteria often used to designate a structure as a dwelling or housing unit. Proper maintenance of plumbing and kitchen facilities is essential to meeting requirements of the City’s Housing Code. According to 2008 Census information, of the estimated 24,034 occupied housing units in the City, 336 lacked complete plumbing facilities and 222 lacked complete kitchen facilities. There is likely significant overlap among housing units which have both incomplete plumbing and kitchen facilities.

Overcrowding In 2007, HUD defined overcrowding by measuring the persons-per-room (PPR) for individual households. The standard for overcrowding was designated as anything above one (>1) PPR. In 2008, of Rock Hill’s estimated 24,034 occupied housing units, 688 had a PPR of 1.01 or higher. Therefore, by HUD’s definition, 2.9 percent of the City’s housing units are considered overcrowded.

Code Violations Code violations for substandard housing are monitored by Rock Hill’s Housing & Neighborhood Services Department – Neighborhood Inspections Division. Violations can result in fines per violation or demolition of the structure in cases where violations can not or will not be corrected by the property owner. From 2003 – December 2008, the Neighborhood Inspections Division either demolished, or sited for code violations, 759 structures within the City limits. In 2008, 42 demolitions were performed by the City, while 14 permits were issued for housing demolitions by individual property owners.

External Housing Conditions Rock Hill addresses external housing conditions through the administration of the International Property Maintenance Code (IPMC). The code outlines requirements for exterior building issues such as missing, damaged, or rotted boards, sagging roofs, blistered or peeling paint, porch steps and handrails. This includes outbuildings as well as the main residence, both for multi-family and single family dwellings. Internal housing issues are difficult to address as owners are unlikely to report their own violations and renters rarely report them for fear of retaliation or fear of losing housing.

Affordability Affordable housing is recognized both nationally and locally as a necessity in most communities. Housing affordability is a function of household income and home price. Affordability is often defined in a regional context as the median household’s ability to afford the median priced home. The U.S. Department of Housing & Urban Development defines affordable housing as housing for which residents pay no more than 30 percent of their annual income. Families or individuals who pay more than 30 percent of their income for housing are considered to be cost burdened and may have difficulty affording other necessities such as food, transportation, and medical care. Rising costs of housing over the past two decades have created an affordable housing dilemma in many local communities including Rock Hill. Often, those most affected include public sector workers such as public safety workers, and emergency responders, as well as lower-income private sector workers. This creates a health and safety issue for all residents.

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Comparative Costs Compared to the larger Charlotte-Gastonia-Concord Metropolitan Statistical Area (MSA), Rock Hill offers greater home affordability (see Table 4.9).

Table 4.9: Area Home Affordability (2008)

Household Home Value - Proportion Region Income Home Price to MSA Median Income Rock Hill Median $42,136 $140,000 2.54 Mean $57,035 --- Concord Median $56,278 $179,200 3.26 Mean $69,321 --- Charlotte MSA Median $54,967 $179,500 3.27 Mean $74,987 --- Source: U.S. Census, 2008 American Community Survey

Annual Household Income Distribution Household income is the primary factor in determining home affordability. Generally speaking, it is recommended the housing costs not exceed 30 percent of household income. The Census 2008 American Community Survey examined the cost of housing in Rock Hill as a percentage of household incomes (see Table 4.10). According to the table, nearly 36 percent of owner-occupied and 44 percent of renter-occupied households are considered housing cost burdened.

Table 4.10: Housing Costs as % of Income (2008)

Percentage of Income # of Households % of All Households Owner-Occupied < 20.0% 3,471 32.1% 20.0-24.9% 1,980 18.3% 25.0 - 29.9% 1,493 13.8% 30.0 - 34.9% 616 5.7% > 35.0% 3,249 30.1%

Renter-Occupied < 15.0% 1,483 15.2% 15.0 - 19.9% 1,085 11.1% 20.0 - 24.9% 1,675 17.2% 25.0 - 29.9% 1,299 13.3% 30.0 - 34.9% 826 8.5% > 35.0% 3,379 34.7% Source: U.S. Census, 2008 American Community Survey

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Barriers to Affordable Housing As communities strive to ensure that affordable housing is available to all residents, several factors influence the feasibility of providing homes which are affordable. These factors include forces specific to housing design and construction as well as other societal and community issues which have a direct effect on home affordability for residents. Barriers to affordable housing are rooted in both the public and private sectors; both from the supply and demand sides. Listed below are barriers that have been identified in Rock Hill, including those identified in Rock Hill’s 2005-2010 Consolidated Plan:

Financial Many low- and moderate-income families do not have the cash needed for down payment and closing costs associated with purchasing a home. Poor credit histories contribute to the inability to secure loans.

Education Many low- and moderate-income households lack the education and job skills necessary to earn enough income to obtain adequate housing. Also, first-time homebuyers may not fully understand the home buying and lending processes. This may make potential buyers less willing to enter into homeownership.

Transportation One barrier to affordable housing within the City is the lack of a dedicated &&! " public transportation network. Without a public transportation option (% ! which many prospective low-income residents in other municipalities rely *!1 on, housing locations for low-income residents are limited. The City and !'$$# County jointly support a demand response transportation program known  +&#& as York County Access. This program offers transportation on a “call- !<# ahead” basis; however, it operates Monday through Friday, 6:00am to   ! ! 6:00pm only. "#%#!>

Zoning Several essential components of Rock Hill’s zoning ordinance unfortunately impede the development of affordable housing. These include minimum square footage requirements, minimum setback requirements, height restrictions, density restrictions, and the very definition of a ‘family’ (See  ). Additionally, review requirements for group homes and the limited approval of manufactured homes eliminate some of the more affordable housing options for lower-income residents. Figure 4.1: Definition of ‘Family’, Rock Hill Zoning Code Sec 10-200 Family means any of the following: (a) one or more persons related by blood, marriage, adoption, or legal guardianship, including foster children, living together in a dwelling unit; or (b) a group of not more than five (5) persons not related by blood, marriage, adoption, or legal guardianship (including foster children) living together in a dwelling unit; or (c) two unrelated persons and their minor children living together in a dwelling unit.

Affordable Rental Housing Affordable rental housing for low-income residents is generally limited to subsidized or public housing. Contributing to the problem of housing affordability is the number of residents with such low incomes that much of the existing housing stock is out of financial “reach”. Additionally, more affordable housing options must be located in different geographical areas of the City.

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School Location Availability of affordable housing is directly affected by school siting. 4>6 &4>5 Often times, the residential market responds to school proximity by !<#%%!' building larger sized homes on larger lots to accommodate families with  $"!# "#%#! children. Often times, these larger homes, and associated amenities, &# $!!<#"$ ! are cost prohibitive to lower-income families. ( "" *"$ & Additionally, schools located far away from residential areas can + !# % ' & impose a higher transportation cost on families who must drive children #$& '$<" to and from school. This can adversely affect low-income residents’ !<#$1"" ability to afford housing. 4;4;"  Increased school location in low- and moderate-income neighborhoods # > can lead to more affordable, available housing options for families with children.

Impediments to Fair Housing As a recipient of Community Development Block Grant (CDBG) money, Rock Hill is required to certify that the City will affirmatively further fair housing for all citizens; particularly those of low and moderate income. The City’s most recent (2003) Analysis of Impediments to Fair Housing Choice identified the following impediments: Z Lack of Public Transportation Z Lack of knowledge regarding fair housing rights and laws Z Lack of affordable rental housing opportunities Z Lack of transitional housing, especially emergency & homeless shelters for men Z Lack of adequate funding levels for affordable housing opportunities Z Lack of diversity and location of affordable housing Z Lack of special needs housing for persons with HIV/AIDS Z Lack of structurally accessible housing for special needs population Z Lack of diversified school locations Z Lack of comprehensive revitalization efforts in low-to-moderate income neighborhoods

It should be noted that several of these impediments are currently being addressed through ongoing City programs.

Housing Programs and Services City Programs and Services The City has historically provided a pro-active response to affordable housing needs through its affiliation with and allocation of Community Development Block Grant funds to the Housing Development Corporation of Rock Hill (HDCRH). HDCRH is a non-profit organization formed by local government and community leaders for the purpose of assisting qualified families with their housing needs. HDCRH stated mission is to increase rental and other affordable housing options in the Downtown area.

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In its effort to increase the affordable housing stock, the HDCRH has plans to construct, on average, twelve homes per year within the Downtown area. To date, HDCRH has been quite successful with a ten-acre redevelopment in the Saluda Corridor known as the Briarcliff subdivision. Briarcliff has yielded 26 properties aimed primarily at first time homebuyers. Another project on Lige Street, near the Saluda Corridor, was recently developed and consists of four LEED certified homes. To date, two of these homes have sold, and two are still available for purchase. Another major project is the more recent Hagins-Fewell neighborhood project, which consists of major investments in housing and community redevelopment. This project has seen four homes sold, with an additional six homes either in construction or on the market. HDCRH also offers multiple programs designed to enhance housing opportunities for low-/very low- income residents. These programs include the Owner-Occupied Rehabilitation Program, Emergency Rehabilitation Program, World Changers Program, and First Time Homebuyer Program.

Affordable Housing Programs First Time Homebuyer Program Through this program, HDCRH provides down payment and closing cost assistance, between $5,000 and $14,999, to eligible first-time homebuyers. To be eligible for this program, an individual must meet the income limits set by HUD. (The total household income may not exceed 80 percent of the area median income.) In addition, the applicant must attend homebuyer education classes. The assistance is in the form of a second mortgage that is forgiven in increments annually over a five- to-20 year period, depending on the program. The applicant provides $500 earnest money that is applied to the down payment. The applicant may choose a home anywhere within the City limits of Rock Hill. The applicant must then select a lender to provide the first mortgage.

First Time Homebuyer Education Program Prior to receiving assistance, potential homebuyers must complete a Homebuyer Education course. This program provides home purchase counseling and home maintenance information to first time homebuyers. This class assists potential home purchasers to address a number of barriers to home purchase, such as low credit scores, credit issues, and high interest rates. Home maintenance instructions are included to enable the home purchaser to take preventive measures to avoid high repair costs.

Housing Rehabilitation Programs Owner-Occupied Major Rehabilitation Program This program provides funds to correct Housing Quality Standards (HQS) violations/repairs to single- family, owner-occupied homes. Anything that poses a threat to the health or safety of the occupant may be repaired. This includes, but is not limited to, such things as electrical, plumbing, and structural hazards. The maximum amount of funds currently available is $20,000 or $20 per square foot. Applicants are required to sign a ten-year deferred, forgivable loan, or second mortgage. Applicant’s total income cannot exceed 80 percent of the area median income. Under certain programs of the same type, clients may not exceed 50 percent of the median income and must sign a 20 year forgivable loan.

Emergency Repair Program This program addresses single-family, owner-occupied homes that have been declared to have an urgent and imminent threat to the safety or health of the occupant(s). Examples include, but are not limited to, fire or flood damage or determinations from state agencies (SC DHEC, SC DSS) outlining

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 IV-15 IV. Housing Element specific health or safety hazards not covered by insurance that, if not immediately repaired, would cause further irreparable damage.

Neighborhood Stabilization Neighborhood stabilization involves the rehabilitation of properties located within specific targeted neighborhoods within the City. These efforts are often coordinated with the homeowners, and may involve demolition in some cases. Additional activities include the marketing and sales of rehabilitated units. Currently, neighborhood stabilization activities are being conducted in the Hagins- Fewell and East Town neighborhoods.

Housing Inspections Programs Demolition Program As part of the City of Rock Hill's initiative to reduce urban blight, Rock Hill established a Demolition Assistance Program in 2004. Through this program, the City may provide assistance with the demolition of abandoned or uninhabitable structures to qualified individuals. For a fee of three hundred and fifty dollars ($350.00) the City can demolish a detached residential one or two family structure or accessory structure subject to the following criteria: (a) The City of Rock Hill Building Official has deemed the structure to be unsafe under the guidelines of the Standard Unsafe Building Abatement Code. (b) The cost to repair the structure is in excess of 50 percent of the fair market value of the structure in its renovated condition. The Building Official or his designee may require verification of the renovated valuation by an independent property appraiser as deemed necessary. (c) With the exception of title being transferred to heirs as a result of the death of the owner, the property must have been in the current ownership for a minimum of two (2) years. (d) The property is not owned by a for profit organization, corporation, partnership, or any type of commercial endeavor nor is the demolition of the structure for the purpose of expanding an existing use; i.e. parking lot or building expansion. (e) The applicant understands that the scheduling and approval of demolitions is determined by the City Manager or his designee contingent upon the City's determination of eligibility, priority, the availability of funds and crews, and further, that a significant amount of time may elapse prior to scheduling the demolition. Pro-Active Code Enforcement The Pro-active Code Enforcement (PACE) program began in 2005, in an effort to assist residents of the historic East Town Neighborhood with community improvement issues. Traditionally, the code enforcement/neighborhood inspections division operates on a complaint-driven basis, with limited opportunities to provide door-to-door inspections. With the invitation from East Town to evaluate each property, inspections staff developed the PACE program. In the five PACE projects completed to date – East Town, South Central, Aragon, Sunset Park, and Saluda Street - an explanatory letter and self-inspection checklist were mailed to property owners well in advance of the inspections along with a similar letter from the neighborhood association. The inspector assigned to the project visits each property, looking for code violations such as overgrown grass, tree debris, junk and derelict vehicles, accumulations of trash and other debris and exterior building issues such as peeling paint, rotting boards, and unsafe conditions. In many cases, corrections can be made within a few days. Concerns other than those addressed by Neighborhood Inspections are directed to the appropriate departments.

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Weed and Seed “Weed and Seed” is one of the U.S. Department of Justice’s Office of Justice Programs. It is a grant designed to prevent, control, and reduce violent crime, drug abuse, and gang activity in targeted high- crime neighborhoods throughout the country. “Weeding” focuses on removing these negative conditions. “Seeding” involves bringing human services to the target area in the form of prevention, intervention, treatment, and neighborhood revitalization. In Rock Hill, the Weed and Seed program includes the Hagins-Fewell, Sunset Park, North Crawford Road, Flint Hill, and South Central neighborhoods. This area received the standard 5-year designation in June, 2005. At least 50 percent of the funding must be used for “weeding” and the grant itself cannot be used to pay for more than 75 percent of the total project costs.

Old Town Redevelopment Area Rock Hill’s Economic & Urban Development Department is actively engaged in a wide reaching development project known as Old Town Development. This redevelopment project is based in creating more business and housing opportunities and focuses on four primary geographical areas: Hagins-Fewell, Highland Park, East Town, and Saluda Corridor neighborhoods. Development in these neighborhoods includes significant affordable housing components.

Clinton Junior College Redevelopment Area Clinton Junior College has secured federal grant funding from the Department of Housing and Urban Development (HUD) to be used to increase housing options in the area immediately surrounding the school. The grant money has been secured through funding cycles in both 2005 and 2007. The funding will be used to construct one new home close to the campus. Additionally, up to 20 existing homes in the Crawford Road and Sunset Road areas will be rehabilitated. The college will also be working with Rock Hill’s Housing & Neighborhood Services Department to make improvements to neighboring Carroll Park.

Housing Authority of Rock Hill The Housing Authority of the City of Rock Hill is responsible for managing two major housing programs, which are designed to assist low- and moderate-income families in obtaining affordable housing:

The first of these is the Public Housing program through which renters, who qualify by meeting certain income limits, are permitted to rent lower-rent housing units which are owned and operated by the housing authority. The Housing Authority currently operates eight complexes around the city, with a total of 395 units.

The second program is the Section 8 rent subsidy program, designed to assist very low income families in paying rent for private housing units which are not owned by a local housing authority. This assistance comes in the form of housing choice vouchers through the U.S. Department of Housing and Urban Development Section 8 Program. These vouchers afford residents mobility and household-appropriate housing choices.

Both of these programs have a wait list with an estimated waiting period of six to twelve months.

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Private Programs and Services There are many programs which operate both City- and County-wide to provide housing options and assistance for Rock Hill residents. These programs are listed below. Housing for Persons with Disabilities includes: Z Habilitation Centers (2 in York County) Z Community Training Homes I Z Community Training Homes II Z Supervised Living Programs Z Community Resident Care Facilities (2 in York County) Z Head and Spinal Cord Injury Home Z Holly Ridge Apartments (14 units for mentally ill residents constructed in 2003)

Housing for the Special Needs Population: Z American Red Cross Z Carolina Community Actions Z Catawba Community Mental Health Center Z Flint Hill Community Adult Day Care Center Z Keystone (Alcohol/Drug abuse rehabilitation center) Z March of Dimes Z Park Avenue Adult Day Care Center Z Project Hope, Inc Z Salvation Army Z United Way of York County, SC Z York County Board of Disabilities and Special Needs Z York County Christian Women’s Job Corps Z York County Council on Aging

Services for the Special Needs Population: Z Children’s Attention Home, Inc. Z The Haven – Interfaith Hospitality Z Pilgrims Inn – Dorothy Bing Homeless Shelter; Open Arms Daycare Center; Tricia’s Court Transitional Housing Z Safe Passage

United Way Partner Programs Many United Way partner organizations in York County offer services which include or enhance housing options in Rock Hill. These programs offer multiple types of assistance including temporary shelter and rent or mortgage assistance: Z A Place for Hope Z American Red Cross Z Fort Mill Care Center Z The Haven Men’s Shelter Z Homeless Survey & Current Housing Z Hospice & Community Care Inventory for Rock Hill & York County Z Keystone Substance Abuse Services Z PATH (People Attempting To Help) Z Pilgrims’ Inn Z Safe Passage Z Salvation Army Z York County Adult Day Care Services Z York County Board of Disabilities & Special Needs

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NEEDS ASSESSMENT

With an estimated 2008 population of 64,555, Rock Hill has <##(7!< become the fourth largest city in South Carolina. The inviting, %  #%#!,* " $ small town character of the City, combined with the economic 7!<7!<#$# opportunities in the Charlotte metro region, continue to attract ##+ ! & +(#+$#. people to Rock Hill. Given current growth trends, by the year #!# !#&!<# 2020, the City’s population is projected to be nearly 83,000. In  " !-%%!' order to accommodate the expected growth, an additional 7,000  $"!#- ! " housing units will need to be provided over the next decade. #$#- &#- There are many issues that must be addressed as the Rock Hill &!'+#!%#! community seeks to meet the housing needs of all of its citizens. "#%#!>

Home Ownership Opportunities The Rock Hill community has long benefited from relatively low median home prices, as compared with other communities in the metro region. The community must work to ensure that the opportunity for home ownership remains a possibility for all citizens. Home ownership is viewed positively in most communities as it can increase the desirability of a particular neighborhood. Heavily renter- occupied areas lack stability as their occupants are more temporary and have limited investment in their home or community. For example, many Weed and Seed areas in Rock Hill are heavily renter- occupied (up to 56%). To better stabilize these neighborhoods, home ownership programs and initiatives should be targeted within these areas.

Housing Affordability In order to ensure that all citizens of Rock Hill can live in decent and safe housing, the City must first examine the issue of housing affordability. The cost of home ownership (2008 median home value of $140,000 in Rock Hill) and tightened lending practices, both locally and nationally, have excluded many would-be homebuyers from the market. The affordability of housing affects more than very low-, low-, and moderate-income households. Many of these households include valuable members of the workforce; such as public safety workers, teachers, and other service employees typically making between 80 percent and 120 percent of the area’s median income. There is a growing need for “workforce” housing in Rock Hill, which may not be adequately addressed by current HUD programs. An inadequate supply of affordable workforce housing not only affects the quality of life for those working in Rock Hill, but it can cause labor shortages and eventually decrease the competitiveness of the region’s economy. Elderly owners are also faced with unique challenges to finding affordable housing. Rising property values and maintenance costs are a significant barrier for elderly homeowners and potential owners who often find themselves on fixed incomes. <#!'+#!%#! "#%#!&#!(#!<# Some housing agencies and members of the development ##&!&#$!"'(& community have raised concerns that the City’s zoning design ((& *"#< guidelines may be affecting housing affordability. Rock Hill ! !+#- +&# zoning regulations and design standards should be reviewed to ( !$!# ensure that they do not impede the community’s ability to provide % +#%#!! affordable housing options. In addition to ensuring that homes %!# ((& *"# are affordable, higher densities and land use mixes are needed in <- & +&# targeted areas to support a more affordable lifestyle whereby (&(" & groceries, services, employment centers, and proposed transit $0!( routes are readily accessible and convenient to housing. ((& *"#< ! !+#, 1 " & Several factors have affected the limited supply of affordable * 1.> housing in Rock Hill. Among these are rising land and

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 IV-19 IV. Housing Element construction costs, lack of public transportation, and the limited availability of subsidized and rent controlled housing. These factors add to the increasing “affordability gap” that exists in rental housing. The affordability gap is the difference in fair market rent and the amount equal to 30 percent of annual income for a household.

Diverse Housing Options

Much of Rock Hill’s character is defined by the many varied <# &# "#%#! housing options in and around the City. The local housing market #!!<###&( should continue to be enhanced by encouraging diversity in !7!' #(*  housing types and sizes through flexibility within land use and 2#&# zoning standards. Policies and incentives should be established #<*<& #  to expand the range of housing options throughout Rock Hill. !< !7"& ""7 & Rock Hill’s appeal to older and younger residents alike will #$ #!#*  necessitate a diversity of housing types within neighborhoods and %2#&#&#+#" %#! communities. This diversity should be encouraged to meet the (%3!$*  needs of all its citizens by promoting in-fill development, accessory #<*<& &#7 dwelling units, and compact traditional neighborhood *  2#&#> developments. Transportation connectivity for both pedestrians !<#%#-("" & and vehicles should be a focus of neighborhood design in order to ! ! !+# create more diverse, livable communities. Additionally, &#+#" %#! sustainable design techniques and construction methods, such as #$ #&7!<!<# the use of green building practices, and smart growth strategies, #&#+#" %#! &> should be utilized to ensure that housing options will be available to all community members.

Existing Housing Conditions As Rock Hill continues to work on increasing housing options and availability, the condition of existing homes must be improved as well. Approximately 60 percent of the City’s housing stock is more than 20 years old, with 28 percent constructed before 1970. According to 2008 Census information, of the estimated 24,034 occupied housing units in the City, 336 lacked complete plumbing facilities and 222 lacked complete kitchen facilities (some overlap may exist between these two classifications). Housing units which lack these facilities are considered sub-standard. Rehabilitation programs such as those which currently utilize Neighborhood Stabilization funds ($1.6 million annually) must be supported. Additionally, in-fill development, which stabilizes existing neighborhoods such as those in the Old Town area, should be supported. In July of 2009, the City will adopt the 2006 International Residential Building Code to better protect the health, safety, and welfare of residents. Currently, substandard rental housing is investigated on a complaint basis only. This system is inherently flawed in that tenants are often reluctant to report substandard housing conditions for fear of retaliation or eviction. Greater community involvement is needed to more effectively address substandard housing conditions and consider implementation of a rental housing inspections program to ensure that rental housing conditions are adequate.

Special Needs & Homeless Many residents of Rock Hill are faced with physical and other impediments which make finding appropriate housing a challenge. Those who are mentally or physically handicapped, the elderly, those with HIV/AIDS, and those with substance abuse issues, need permanent housing; as opposed to temporary shelter. Another issue which is increasingly important in the Rock Hill area is homelessness. With the economic downturn of 2007-2008, the homeless demographic is changing, both locally and nationally, to include younger individuals and families who find themselves in more temporary

Vision 2020: The Comprehensive Plan for Rock Hill IV-20 11/22/2010 IV. Housing Element housing crises. Policies which address housing for the homeless should be centered around inclusionary housing, as opposed to housing which segregates and concentrates those in need. HUD programs, and other federal and state initiatives which help citizens transition from homelessness, should continue to be accessed and utilized.

Partnerships & Coordination Often times, the differences in regulations or development standards between adjacent municipal and county jurisdictions can affect the amount, type, and quality of development in a specific area. Additionally, a variety of non-profit agencies are addressing individual housing issues, rather than combining resources to make more significant progress. An essential strategy for preserving housing options will be to coordinate with York County and other key local stakeholders on identifying housing opportunities and barriers, and more efficiently meeting the needs of the community. Similarly, public-private partnerships should be encouraged to ensure appropriate housing development that meets the vision of the City, and is feasible for the development community. As a component of public-private partnerships, the potential for development incentives and other cost- sharing initiatives should be examined.

Education & Public Awareness One of the key impediments to housing accessibility is education and public awareness of existing programs. Rock Hill, through the Housing Development Corporation, offers a variety of financial assistance programs and training workshops to enhance housing opportunities for low- and very low- income residents. These programs are designed to educate the public on responsible homeownership, finance management for credit and cost cutting measures, as well as housing maintenance and rehabilitation. The City should promote awareness of these existing programs and seek to expand them.

E'(""7!<#4;4;!'"$' #$!&#!(#&!<#F4;4;" %% '- $1""$ *#!!# &&#<##&7 &!!<#(!#> <##$" Z Focus on Redevelopment and Infill Z Achieve Sustainability Z Plan for Dave Lyle Corridor East Z Enhance Mobility and Connectivity Z Promote Redevelopment and Infill Development Along Key Corridors Z Create Livable Places Z Leverage Resources through Partnerships and Coordination

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 IV-21 IV. Housing Element

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Vision 2020: The Comprehensive Plan for Rock Hill IV-22 11/22/2010 IV. Housing Element

RECOMMENDATIONS

The availability of housing to all Rock Hill residents, and the quality of existing and future housing, is essential to the continued growth and prosperity of the City. In order to accommodate more than 15,000 new residents expected in Rock Hill by the year 2020, the City must address issues of housing affordability, housing diversity, and housing sustainability, among others. The following goals, objectives, and strategies are designed to proactively address the housing needs of Rock Hill’s population in both the present and future. Short-term tasks are anticipated to be completed within 1-5 years; and long-term, between 5-10 years. Ongoing strategies do not have a defined timeline for completion and should be carried out on an ongoing basis over the short and long-term.

HOUSING AFFORDABILITY

GOAL 4-1: Increase Housing Availability & Affordability in Rock Hill

Objective 4-1A: Seek ways to remove impediments to housing affordability Implementation Strategies Agencies Timeframe for Responsible Completion 1. Provide incentives to promote an increase in the Planning & Short-term affordable housing stock, particularly in identified Development; priority investment areas Economic & Urban Development 2. Identify and reduce regulatory impediments to Planning & Short-term affordable housing development, particularly in Development identified priority investment areas

Objective 4-1B: Increase home ownership opportunities Implementation Strategies Agencies Timeframe for Responsible Completion 1. Continue to search for funding to provide Housing & Ongoing homebuyer assistance Neighborhood Services 2. Expand Housing Development Corporation of Rock Housing & Ongoing Hill (HDCRH) housing construction program Neighborhood Services; City Management

Objective 4-1C: Encourage housing options which are convenient to commercial areas, employment centers, and transit Implementation Strategies Agencies Timeframe for Responsible Completion 1. Evaluate Zoning Ordinance and Map to provide Planning & Short-term housing in areas convenient to commercial Development development, employment centers, and transit

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 IV-23 IV. Housing Element

HOUSING DIVERSITY

GOAL 4-2: Promote a Diverse Housing Stock

Objective 4-2A: Encourage a greater mix of housing types to accommodate all residents Implementation Strategies Agencies Timeframe for Responsible Completion 1. Encourage the development of residential units Planning & Ongoing above commercial development, particularly in Development; Urban Mixed Use Areas Economic & Urban Development

2. Encourage developers to offer a variety of housing Planning & Ongoing options at different price points Development

Objective 4-2B: Encourage higher density residential development and more compact infill development within Old Town, the Textile Corridor, and along transit corridors Implementation Strategies Agencies Timeframe for Responsible Completion 1. Explore incentives to encourage residential mixed- Planning & Short-term use and infill development, such as donating City- Development; owned property or waiving fees Economic & Urban Development 2. Evaluate and promote the cleanup and Planning & Long-term redevelopment of brownfield sites for residential and Development; mixed-use, where feasible Economic & Urban Development

Objective 4-2C: Encourage adequate housing opportunities for special needs populations Implementation Strategies Agencies Timeframe for Responsible Completion 1. Work with local agencies to secure funding for Housing & Ongoing housing development for special needs persons Neighborhood Services

2. Partner with special needs service providers to Housing & Ongoing provide adequate housing Neighborhood Services

3. Support community initiatives that implement the Housing & Short-term recommendations of Rock Hill’s 10-Year Plan to Neighborhood Reduce Homelessness Services

Vision 2020: The Comprehensive Plan for Rock Hill IV-24 11/22/2010 IV. Housing Element

HOUSING CONDITIONS

GOAL 4-3: Improve Existing Housing Conditions

Objective 4-3A: Reduce substandard housing Implementation Strategies Agencies Timeframe for Responsible Completion 1. Examine the feasibility of a Rental Inspection Housing & Short-term Program Neighborhood Services

2. Increase funding for home rehabilitation and Housing & Ongoing neighborhood revitalization programs through Neighborhood HDCRH Services

3. Provide assistance to increase the number and Housing & Ongoing quality of owner and renter occupied houses in Old Neighborhood Town Services; Economic & Urban Development

Objective 4-3B: Protect existing residential neighborhoods Implementation Strategies Agencies Timeframe for Responsible Completion 1. Streamline the City’s demolition program to promote Housing & Short-term community stabilization and protect existing Neighborhood neighborhoods from illicit activity Services

2. Proactively implement the maintenance enforcement Housing & Ongoing program (PACE) Neighborhood Services 3. Promote neighborhood compatibility through Planning & Ongoing implementation of building and design standards in Development the Zoning Ordinance 4. Support Weed & Seed efforts in the Old Town Housing & Short-term neighborhoods Neighborhood Services

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 IV-25 IV. Housing Element

PARTNERSHIP & COORDINATION

GOAL 4-4: Improve Partnerships & Inter-Agency Coordination

Objective 4-4A: Partner with York County on ordinances which affect density, location, and type of residential development in the 2020 Planning Area Implementation Strategies Agencies Timeframe for Responsible Completion 1. Encourage York County to establish and adopt Planning & Short-term residential design standards for the 2020 Planning Development Area to be compatible with Rock Hill’s residential design standards

Objective 4-4B: Seek opportunities for public-private partnerships to address housing needs and goals Implementation Strategies Agencies Timeframe for Responsible Completion 1. Seek ways to encourage and support non-profit Housing & Ongoing housing organizations such as HDCRH Neighborhood Services; Economic & Urban Development 2. Explore opportunities for public-private joint venture Economic & Urban Ongoing projects for targeted residential development Development

Objective 4-4C: Encourage increased coordination among non-profit organizations Implementation Strategies Agencies Timeframe for Responsible Completion 1. Explore ways to facilitate greater communication Housing & Ongoing between non-profits on specific housing related Neighborhood efforts Services

EDUCATION & PUBLIC AWARENESS

GOAL 4-5: Enhance Education & Public Awareness

Objective 4-5A: Coordinate housing program awareness among non-profit housing agencies, HDCRH, and other local housing stakeholders Implementation Strategies Agencies Timeframe for Responsible Completion 1. Develop strategies to inform the public about Housing & Short-term housing programs using all available media Neighborhood Services; City Management 2. Explore opportunities for additional financial Housing & Ongoing management and home ownership education for Neighborhood residents Services

Vision 2020: The Comprehensive Plan for Rock Hill IV-26 11/22/2010 IV. Housing Element

3. Proactively disseminate information about HUD and Housing & Ongoing other federal and state housing programs Neighborhood Services; City Management 4. Create a consolidated homebuyer awareness Housing & Long-term program with non-profits, HDCRH, and City Neighborhood government (Housing & Neighborhood Services) Services; City Management

Objective 4-5B: Coordinate with adjacent local government officials, including school officials, on housing growth and its impact on facilities Implementation Strategies Agencies Timeframe for Responsible Completion 1. Inform local officials about the impacts of sprawl Planning & Short-term growth patterns on community services and facilities Development 2. Establish a dialogue with school officials concerning Planning & Ongoing the effects of school location on future housing Development location, growth patterns, and infrastructure needs

HOUSING SUSTAINABILTY

GOAL 4-6: Increase Focus on Sustainable Housing & Neighborhoods

Objective 4-6A: Explore policies to promote environmentally-friendly, walkable, sustainable neighborhoods Implementation Strategies Agencies Timeframe for Responsible Completion 1. Encourage residential developments to locate in Planning & Ongoing areas adjacent to existing services and Development infrastructure 2. Implement Complete Streets design and Planning & Short-term development connectivity standards to ensure Development walkability at the neighborhood level 3. Promote and encourage innovative, Planning & Ongoing environmentally-conscious design strategies such Development as Conservation Subdivision Design (CSD) and Low Impact Development (LID) technologies 4. Consider providing incentives for using permeable Planning & Short-term landscaping materials to re-hydrate the land Development

Objective 4-6B: Encourage sustainable housing design and construction methods Implementation Strategies Agencies Timeframe for Responsible Completion 1. Create a training program for home designers, Housing & Long-term contractors, and potential homeowners on the Neighborhood advantages and benefits of sustainable homes Services 2. Encourage the use of native, drought-resistant Planning & Ongoing landscaping on home sites Development

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 IV-27 IV. Housing Element

3. Create a task force comprised of LEED and/or Planning & Short-term Green Globes professionals, engineers, and Development landscape architects to evaluate and recommend green building design and sustainable options. Use the task force to train citizens on the sustainable policies 4. Promote the benefits of construction, design, and Planning & Ongoing maintenance of sustainable homes: Healthy & Safe, Development; Durable, Water Efficient, Environmentally Housing & Responsible and Energy Efficient (Energy Star Neighborhood Rated) Services

Vision 2020: The Comprehensive Plan for Rock Hill IV-28 11/22/2010 V. NATURAL RESOURCES ELEMENT

TABLE OF CONTENTS

OVERVIEW ...... V-3

EXISTING CONDITIONS...... V-4 Geography and Location ...... V-4 Climate ...... V-5 Topography ...... V-6 Soils ...... V-7 Hydrology ...... V-10 Watersheds – Catawba River Basin...... V-12 Flood Hazard...... V-15 Water Quality...... V-16 Effects of Urbanization...... V-17 Growth Potential and Planning ...... V-17 Stormwater Run-off...... V-17 Air Quality...... V-18 Prime Agricultural and Forest Lands ...... V-19 Plant and Animal Habitat...... V-20 Trails and Greenways ...... V-22 Existing Trails and Greenway Facilities ...... V-23 Proposed Trails and Greenway Facilities ...... V-23 Regional Greenway ...... V-24 Environmentally Sensitive Areas...... V-27 Lake Wylie ...... V-30 Catawba River ...... V-35 Wetlands...... V-37 Ponds ...... V-38 Perennial, Intermittent, and Ephemeral Streams ...... V-38 Floodplains ...... V-38 Geographically Hazardous Areas ...... V-39

NEEDS ASSESSMENT ...... V-41 Growth Management...... V-41 Water Conservation...... V-42 Water Quality...... V-42 Air Quality...... V-42 Open Space ...... V-43 Partnerships / Intergovernmental Coordination ...... V-43

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 V-i V. Natural Resources Element

Education / Public Awareness ...... V-44

RECOMMENDATIONS ...... V-45

APPENDIX: OPEN SPACE PLAN...... V.A-1

LIST OF TABLES, FIGURES, AND MAPS

Table 5.1: Rare, Threatened, & Endangered Species in York County, SC ...... V-21 Table 5.2: Lake Wylie Shoreline Classifications...... V-30 Table 5A.1: Existing Open Space Levels-of-Service ...... V.A-6 Table 5A.2: Existing Open Space Strategies...... V.A-10 Table 5A.3: Dual Open Space/ESA Protection Implementation Options...... V.A-12 Table 5A.4: Rock Hill CIP Summary (FY2010-2019)...... V.A-15 Table 5A.5: SC Accommodations Tax Revenue Distribution (FY 2009)...... V.A-16

Figure 5.1: South Carolina Physiographic Regions...... V-5 Figure 5.2: Rock Hill Climatological Summary ...... V-5 Figure 5.3: Rock Hill Annual Precipitation Anomalies ...... V-6 Figure 5A1: Parcels Meeting Open Space Criteria ...... V.A-9

Map 5.1: General Location Map...... V-4 Map 5.2: Soil Associations Map ...... V-9 Map 5.3: South Carolina Watersheds and State Scenic Rivers ...... V-11 Map 5.4: Catawba River Watershed Unit Index Map ...... V-12 Map 5.5: Catawba River and Twelvemile Creek/Waxhaw Creek Watersheds V-13 Map 5.6: Fishing Creek and Tinkers Creek Watersheds...... V-14 Map 5.7: Catawba River/Lake Wylie and Allison Creek Watersheds ...... V-15 Map 5.8: Rock Hill Trails and Greenways System Map ...... V-25 Map 5.9: Proposed Carolina Thread Trail, Rock Hill Area...... V-26 Map 5.10: Environmentally Sensitive Areas Map...... V-28 Map 5.11: ESA - Geologically Hazardous Areas Map...... V-29 Map 5.12: Shoreline Management Plan, Lake Wylie Area...... V-33 Map 5.13: Existing Land Uses, Lake Wylie Area ...... V-34 Map 5.14: Existing Land Uses, Catawba River Area ...... V-36 Map 5A.1: Open Space Criteria & Analysis Map ...... V.A-22 Map 5A.2: Open Space Plan Map ...... V.A-23

Vision 2020: The Comprehensive Plan for Rock Hill V-ii 11/22/2010 V. Natural Resources Element

Vision 2020: The Comprehensive Plan for Rock Hill, South Carolina

V. Natural Resources Element

OVERVIEW

Rock Hill and York County have abundant natural resources that are often taken for granted. The Catawba River, flowing streams and creeks, a large lake used for generating power and recreational purposes, heritage trees and a wide variety of animal and plant life are just a few of the resources we enjoy. These and other physical and natural characteristics contribute to the quality of life in and around Rock Hill. These same natural resources have attracted steadily increasing growth and development for the area. While economic prosperity is one key to our community’s future, growing according to our values is critical to our quality of life. We must plan carefully for future development to avoid sprawl and remain a livable community. It is important that we recognize and acknowledge the constraints and capabilities of our land with respect to absorbing growth and still sustaining and protecting both our natural resources and our quality of life. The Natural Resources Element provides an overview of existing conditions and needs regarding the following topics:  ! "#$##' $!  Geography and Location  Climate   Topography Z <#! "#+ !H644(! *+## "#+#"  Soils Z 7#! "#+ !H@5;(!  Hydrology *+## "#+#"  Watershed – Catawba River Basin Z #!"'#2 ##$"7#  Flood Hazard !<  +# # ( ""  !(  ?;A'# &

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 V-3 V. Natural Resources Element

EXISTING CONDITIONS

Geography and Location The City of Rock Hill lies in the eastern portion of York County, South Carolina (See Map 5.1), which abuts the North Carolina border and two of its urban counties, Mecklenburg and Gaston. The eastern portion of York County, located in the Catawba River Basin, is the most urbanized. It also sits astride Interstate 77, one of the five major corridors serving the Charlotte Metropolitan Statistical Area (MSA). The current Rock Hill Urban Services Area (USA) was adopted by City Council in 2005 as the area including and immediately surrounding the municipal limits of the City which may be served by utilities in the future (within approximately 10-15 years). Rock Hill’s existing adopted plans take this boundary into account. The Rock Hill 2020 Planning Area, as detailed in the Land Use Element, includes the adopted 2005 USA as well as the area immediately surrounding the proposed Dave Lyle Boulevard Extension corridor extending eastward toward the Catawba River and Lancaster County. This plan and future plans and studies will include this geographic boundary in their scope. According to the York County 2025 Comprehensive Plan, York County has a total area of 695.77 square miles (approx. 445,292 acres), including 682.55 square miles (approx. 436,832) of land and 13.22 square miles (approx. 8,460) of water. The Rock Hill USA is 94.7 square miles or about 14 percent of the County. The 2020 Planning Area is 103.4 square miles or about 15 percent of the County. As of April 2010, the City of Rock Hill accounts for 35.98 square miles (approx. 23,026 acres). Map 5.1: General Location Map

Vision 2020: The Comprehensive Plan for Rock Hill V-4 11/22/2010 V. Natural Resources Element

Rock Hill is part of the region known as the Central Piedmont Physiographic Region and part of the Charlotte MSA. Physiographic Regions are major land resource areas that have soils, climate, water resources, and land uses in common (See Figure 5.1). The three geographic land areas that define South Carolina include the Atlantic Coastal Plain (lower, middle and upper); the Piedmont; and the Blue Ridge regions. South Carolinians simplify this somewhat by referring to the eastern Atlantic Coastal Plain as the Low Country and the Piedmont and the Blue Ridge region as the Up Country. Figure 5.1: South Carolina Physiographic Regions

Climate Rock Hill is located in the north-central climatological division of South Carolina. Climatic data about Rock Hill are collected and reported to the National Oceanic and Atmospheric Administration (NOAA) by two weather observation stations, located at Winthrop University and the Rock Hill-York County Airport. A summary of the City’s climatic conditions is provided in Figure 5.2. Rock Hill’s climate is characterized by warm, humid summers with temperatures typically in the 90s and mild winters with temperatures in the 40s. Temperature variations between night and day tend to be moderate during summer with a difference that can reach 20 degrees Fahrenheit, and moderate during winter with an average difference of 21 degrees Fahrenheit. August was the warmest month in 2009, with an average maximum temperature of 89.9 degrees Fahrenheit. December was the coldest month in 2009, with an average minimum temperature of 33.7 degrees Fahrenheit. The mean annual temperature is approximately 62 degrees. The highest recorded temperature was 106°F on August 10, 2007 and the lowest recorded temperature was -4°F on January 21, 1985. Figure 5.2: Rock Hill Climatological Summary Average Annual Temperature: 63.3 degrees Annual Maximum Temperature: 75.3 degrees Annual Minimum Temperature: 51.1 degrees Average January Temperature: 46.2 degrees Average July Temperature: 77.9 degrees Total Precipitation 2006: 39.64 inches Total Precipitation 2007: 27.01 inches Total Precipitation 2008: 38.05 inches Total Precipitation 2009: 44.28 inches Average Precipitation (2006 – 2009): 37.25 inches Average Annual Snowfall: Trace – 2 inches

Data Source: Annual Climatological Summary, National Climatic Data Center, NOAA (2006, 2007, 2008)

The 30-year normal precipitation in Rock Hill is 48.32 inches; however, the average annual precipitation between 2006 and 2009 has been only 37.25 inches. As indicated in Figure 5.3, Rock Hill has experienced severe “less-than-normal” monthly precipitation over the four-year timeframe. Since August 2006, South Carolina counties have been in various levels of drought as a result of above normal temperatures, water consumption levels and lack of rainfall. Coastal communities have faired the best while fourteen counties in the South Carolina Department of Natural Resources Piedmont and Central Regions reached the highest status level, extreme drought, in August 2008.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 V-5 V. Natural Resources Element

Figure 5.3: Rock Hill Annual Precipitation Anomalies

4

3

2

1

0

-1

-2

-3

Inches Compared to Normal Precipitation -4

-5 Year 2006 2007 2008 2009

Data Source: National Climatic Data Center, NOAA In June 2007, a moderate drought status was declared across York County. Less than three months later it was upgraded to severe drought status. State and local Drought Response Committee members continue to monitor drought conditions and work with communities to ensure that effective drought planning and management practices are being implemented. The City participates on the Catawba-Wateree Drought Management Advisory Group (CW-DMAG), a committee that was formed to regularly review the drought status and to recommend and coordinate needed actions for the Groups’ members. The group also reviews the Low Inflow Protocol (LIP) and recommends possible improvements to Duke Energy. While the State has encouraged voluntary conservation efforts and intensified educational outreach to its municipalities, Rock Hill adopted a comprehensive Drought Response Ordinance (Chapter 29. Article IV.) in June 2007 which outlines the actions to be taken for the conservation of water supplied by the City of Rock Hill based upon declared stages of drought. In October 2007, Rock Hill authorized mandatory, stage 3 (later, modified) water restrictions limiting Rock Hill utility customers’ water usage by day and activity. In February 2009, York County was downgraded to moderate drought status and by April 2009 it was reduced to incipient. The incipient classification was removed in December 2009 when the state declared that the drought was officially over for all South Carolina Counties. Although the drought severity level is not as critical as it has been in recent months due to above normal rain events, the state is still in a ten-year drought cycle. As the Rock Hill area continues to grow and braces for a long-term  !# "' & rainfall deficit, the community must learn to be better stewards of its limited &!*! # water resources by conserving and increasing awareness. &$#&!<# %%!'  $"!# "#%#!> Topography The Piedmont Region of upstate South Carolina is characterized by gently rolling to hilly slopes with narrow stream valleys dominated by forests, farms and orchards. Older metamorphosed sedimentary and volcanic rocks are prevalent in the Piedmont Region. These rocks occur in belts delineated on the basis of rock type, grade of metamorphism, and structure. The Charlotte Belt is the predominate belt in the Rock Hill USA. The origin of this belt is of metamorphosed sedimentary and volcanic rock with some intrusive rock. Mica gneiss, granite and mafic dike swarms are the types of rock most common to the Charlotte Belt (Source: U.S. Dept. of Agriculture, Soil Conservation Service). Elevations in York County range from 390 feet to about 1,200 feet above sea level. The highest point in the County, 1,200 feet, is Henry’s Knob in the northwest. The lowest elevation, 390 feet, is at the intersection of the county line and the Broad River in the extreme southwestern section of York County. In Rock Hill, the highest elevation points are located at the southwest corner of Rawlinson Road and Heckle Boulevard, approximately 722 feet above sea level. The area drains to the east into the Catawba River at the lowest points which are approximately 480 feet above sea level.

Vision 2020: The Comprehensive Plan for Rock Hill V-6 11/22/2010 V. Natural Resources Element

Soils The U.S. Department of Agriculture’s Natural Resources Conservation Service (formerly known as the Soil Conservation Service) completed and published a Soil Survey of York County in 1965. The Survey provides a detailed description of soil types and their limitations for various development activities. The York County Comprehensive Plan identifies ten associations within the County. There are six soil associations within the Rock Hill 2020 Planning Area (see Map 5.2). These series describe the existing conditions and limitations of soils in the area. The six soil associations occurring within the Rock Hill 2020 Planning Area include:  Appling-Vance-Cecil  Cecil-Appling-Hiwassee  Cecil-Hiwasee-Parcolet  Herndon-Helena-Georgeville  Mecklenburg-Iredell-Enon  Pacolet-Cecil-Wilkes

Each association is comprised of a few major soils and several minor classifications. The general map does not show the specific soil type at any particular place, but several distinct patterns of soils. Detailed soil data are available in the Soil Survey, which exhibits data from the U.S. Department of Agriculture, Natural Resources Conservation Service Soil Survey Geographic (SSURGO) Database, provided on an area basis with a description of each soil type and its limitations. Within each of the six associations in the Rock Hill 2020 Planning Area are specific soil series. Individual soil types are described below in terms of permeability, steepness, and vegetation supported as detailed by the United States Department of Agriculture’s Natural Resources Conservation Service.

Appling Appling soils are on broad, nearly level to gently sloping ridges and on sloping to moderately steep sides of ridges between intermittent and permanent streams in the southern Piedmont. Depth to bedrock ranges from six to 10 feet or more. They are found on nearly level terrain to gradients up to 25 percent, but most commonly between two and 10 percent. In addition to being well drained and moderately permeable, Appling soils are characterized as having medium to rapid runoff. Most of the acreage is in cultivation or pasture and the remainder is in forests of mixed hardwoods and pine Cecil The Cecil series consists of very deep, well drained, moderately permeable soils on ridges and side slopes of the Piedmont uplands. Depth to bedrock ranges from six to 10 feet or more. In addition to being well drained and moderately permeable, Cecil soils are characterized as having medium to rapid runoff. They are found on nearly level terrain to gradients up to 25 percent, but most commonly between two and 15 percent. Wooded areas typically include mixed hardwoods and pine. Enon The Enon series consists of very deep, well drained, slowly permeable soils on ridgetops and side slopes in the Piedmont. Slopes range from two to 45 percent, but most commonly between four and 10 percent. The depth to bedrock is more than 60 inches. Enon soils are well drained with medium to rapid runoff with slow permeability. Forested areas have a variety of shortleaf, loblolly, and Virginia pine; as well as eastern red cedar, white oak, northern and southern red oak, hickory, yellow-poplar, sweet gum, black gum, dogwood, and holly. Georgeville The Georgeville series consists of very deep, well drained, moderately permeable soils with a depth to a lithic contact of more than 60 inches. Slopes generally range from two to 50 percent, but most commonly between six and 15 percent. Georgeville soils are well drained with medium run-off and moderate permeability. Forested areas typically consist of mixed hardwood and pines.

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Helena The Helena series consists of very deep, moderately well drained, slowly permeable soils with a depth to bedrock greater than 60 inches. These soils are on broad ridges and toeslopes of the Piedmont uplands. Slopes are mostly between two and 10 percent but ranges from nearly level terrain to 15 percent. Helena soils experience medium to rapid run-off and slow permeability. There is a perched water table in late winter and early spring. Forest acreage generally consists of mixed hardwood and pine. Native species include loblolly pine, shortleaf pine, Virginia pine, sweet gum, willow oak, red oak, white oak, yellow-poplar, and American elm. Understory species are sourwood, flowering dogwood, winged elm, eastern cedar, hophornbean, eastern redbud, and sassafras. Herndon The Herndon series consists of very deep, well drained, moderately permeable soils located on gently sloping to moderately steep Piedmont uplands. Slopes are mostly between two and 15 percent, but range to 25 percent. The depth to bedrock is more than 60 inches. Herndon soils experience medium run-off and moderate permeability. Forested areas are dominantly in loblolly or shortleaf pine with some mixed hardwood. Hiwassee The Hiwassee series consists of very deep, well drained soils on high stream terraces in the Southern Piedmont. Hiwassee soils found on gently sloping to high, steep terraces between gradients of two percent and 25 percent with a depth to bedrock more than 60 inches. Hiwassee soils experience medium to rapid run-off and moderate permeability. The most common trees in woodland areas are loblolly pine, shortleaf pine, Virginia pine, northern red oak, southern red oak, and hickory. Understory plants include dogwood, eastern redbud, and sassafras. Iredell The Iredell series consists of moderately well drained, very slowly permeable soils with a depth to bedrock more than 60 inches. These soils are found on uplands throughout the Piedmont with slopes ranging up to about 15 percent, but generally are less than six percent. Iredell soils are characterized as having medium run-off. Forested areas are mostly hardwoods, predominately white oaks. Mecklenburg The Mecklenburg series consists of very deep, well drained, slowly permeable soils on nearly level to moderately steep Piedmont uplands. The depth to bedrock is more than 60 inches. They are found on nearly level terrain to gradients up to 25 percent, but most commonly between two and 10 percent. Forested areas have shortleaf, loblolly and Virginia pines; as well as yellow- poplar, sweet gum, southern red oak, northern red oak, white oak and hickory. Flowering dogwood, eastern red cedar, sourwood, winged elm, sassafras, greenbrier, and American holly are common in the understory. Pacolet The Pacolet series consists of very deep, well drained, moderately permeable soils located from gentle slopes to very steep Piedmont uplands. Slopes commonly are 15 to 25 percent but range from two to 60 percent. Depth to a lithic contact is more than 60 inches. Pacolet soils experience medium to rapid run-off. Most wooded areas within Pacolet soils consist of pine and mixed hardwoods. Vance The Vance series consists of well drained, slowly permeable soils with a depth to hard bedrock of six to 10 feet or more. These soils are on gently sloping, narrow and broad ridges and on moderately steep side slopes in the Piedmont. Slopes range from two to 25 percent. Vance soils experience medium to rapid run-off. A perched water table may occur above the Bt horizon, a level of predominately clay soil, for a few days following periods of high rainfall. Dominant tree species are white oak, southern red oak, mockernut hickory, loblolly pine, shortleaf pine, and Virginia pine. Understory plants are American holly, flowering dogwood, sassafras, sourwood, and hophornbeam. Wilkes The Wilkes series consists of shallow, well drained soils with moderately slow to slow permeability with depth to hard rock of 40 to more than 60 inches. Slopes range from four to 60 percent, but most commonly are between 10 and 25 percent. Wilkes soils experience rapid run-off. Dominant tree species include shortleaf, loblolly, and Virginia pines, eastern red cedar, blackjack oak, and post oak.

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Map 5.2: Soil Associations Map

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Soil conditions in the Rock Hill 2020 Planning Area vary greatly, ranging from very favorable to severe limitations for development. Information regarding the nature of soils in an area and their desirability for development is of paramount importance for planned growth. One of the most important factors impacting development is the suitability of the soil for the placement of sewer and septic systems. The suitability of soil for septic tanks and sewage disposal fields depends on the permeability of the soil, the depth of the water table, the hazard of flooding, and the depth to bedrock. Public water and sewer are available in the more urbanized portions of the Rock Hill 2020 Planning Area, but is more limited in the east (past I-77), south of Oakdale Road and southwest (past Eastview and Falls Roads) primarily outside the City’s boundaries. In these areas, if City services cannot be extended, housing units must rely on individual well and septic systems. This poses no immediate problems providing that the areas are suitable for well and septic placement. Unfortunately, many septic systems are installed in areas where it is marginal for septic system placement. Population growth and suburban residential development have created a serious pressure on the Rock Hill 2020 Planning Area. This trend of accelerating suburban development is a major symptom of sprawl. It is likely to continue unless both the City and County discourage low-density rural and suburban growth and encourage  #((% ! higher density urban growth in appropriate locations. It is vitally *!  " !!#& important that growth and development be located in areas where &(#$ !#&7!< adequate infrastructure is provided, or in rural areas where soil + " *"#!<# and physical conditions are favorable for development. This is  " !- $%$ necessary to limit the adverse impacts of development on the &!- & & # "#%#!> area’s natural resources and ensure that the environment will more than adequately assimilate any adverse effects.

Hydrology Within the state of South Carolina, there are four major drainage basins: the Pee Dee, Santee, Ashley-Combahee-Edisto, and Savannah River basins (see Map 5.3). York County contains 13.22 square miles (approx. 8,460 acres) of water area and is bounded by two major drainage basins and their tributaries; the Broad River Basin on the western border and the Catawba-Santee Basin on the eastern border. York County also contains a portion of Lake Wylie (North Carolina shares this water body), which is categorized as a major lake. The lake has a surface area of 12,450 acres with a maximum and mean depth of 93.15 feet and 22.63 feet, respectively. Approximately 116 square miles of the lake’s watershed is located in York County (Source: Bureau of Water, SC Dept. of Health and Environmental Control). The Rock Hill Urban Services Area is located in the Santee River Basin, which includes the Congaree River, Catawba River, Broad River, and Saluda River. According to the South Carolina Department of Natural Resources, these rivers drain approximately 34 percent of the state of South Carolina at the rate of 7.5 billion gallons per day. The Rock Hill 2020 Planning Area is blessed with an abundant supply of surface water resources, in the form of rivers, streams and lakes that make up the Catawba River Basin. This has proven to be a major factor in the economic vitality and growth of the area. In the past the water resources also have provided an excellent habitat for many species of wildlife. Because of the growth and urbanization of the area, it has become more challenging to ensure the continuing quality of the water systems throughout the Catawba River Basin.

<###&#%#!(!<# $%$&! "#%#! &#!(#!<# ! 7* +#   0##+%#! "(# !#!< ! $ #+#  #$# ! " %#!' !< ! !! $!!  *"# &#+#" %#!>

Vision 2020: The Comprehensive Plan for Rock Hill V-10 11/22/2010 V. Natural Resources Element

Map 5.3: South Carolina Watersheds and State Scenic Rivers

Just as soil characteristics are important for potential development so are the topography and drainage patterns of the land. Topography can limit both the type of development and the availability of infrastructure. For instance, developing areas within the Rock Hill 2020 Planning Area which are currently without public water and sewer should be planned carefully to ensure that needed services can be provided at reasonable cost. The topography in the Rock Hill 2020 Planning Area ranges from level and gently sloping to moderately steep slopes. Generally, no large portions of the Planning Area have severe limitations due to excessive slope. The actual slope ranges from 0 to 30 percent. However, a more detailed analysis should be conducted on a site by site basis to determine any building restrictions that may exist. The following is a general development guide for slope ranges: 0-8 percent Slope - Most land uses where there is no danger of periodic flooding. 9-16 percent Slope - Residential development and light commercial development. 17-24 percent Slope - Low-density development. Not suitable for commercial or industrial development. 25 percent and greater - Not suitable for any intense development. These ranges are general values and are not absolute limits to development. Residential projects can be constructed on a variety of slopes; however, commercial and industrial projects are not constructed in areas of steep slopes for cost reasons. One significant impact of constructing within areas of steep slopes is erosion. Higher slopes contribute to greater levels of erosion, destroying topsoil and discharging silt into storm drains and waterways. All new development must comply with the City’s Stormwater Management and Sediment Control standards and prepare a Stormwater Management and Sediment Control Plan, unless specifically exempted in accordance with the Zoning

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Ordinance. Additional information about Geographically Hazardous Areas is contained in the Environmentally Sensitive Areas section of this Element including Map 5.11 which depicts general locations not feasible for development due to steep slope areas (greater than 25 percent) or erosion hazard areas.

Watersheds – Catawba River Basin The Catawba River Basin covers the entire Rock Hill 2020 Planning Area. An important aspect of future development planning is to recognize the relationship between land use and water quality management programs within drainage basins. This recognition will allow for effective water quality problem identification with an emphasis on prevention. According to South Carolina Department of Health and Environmental Control (SC DHEC), the Catawba River Basin flows through the Piedmont, Sandhills, and Upper Coastal Plain regions of the State, and encompasses 2,322 square miles of land and 21 watersheds within the State of South Carolina (see Map 5.4). The Catawba River originates in the mountains of North Carolina and enters South Carolina as Lake Wylie after flowing through the Charlotte MSA. Lake Wylie was impounded in 1904 and enlarged in 1925 to supply hydroelectric power to the surrounding area. It has a storage capacity of 281,900 acre-feet of water, making it the ninth largest lake in the state. The average annual flow of the Catawba River in the Rock Hill area is 4,457 cubic feet per second [cfs]. Stream flow on the river is fairly stable due to the high degree of regulation by the dams. Tributary streams are largely unregulated and, because of the high relief and impermeable soils in the area, are characterized by highly variable flows depending on rainfall and runoff (Source: The Catawba River Corridor Plan). After leaving Lake Wylie, the Catawba is joined by Johnnytown Branch, Big Dutchman Creek (Little Dutchman Creek), Dye Branch (Jones Branch), Manchester Creek, and Burgis Creek which all originate in or near the City of Rock Hill. The Catawba River completes its 200-mile journey at the Fishing Creek Reservoir, just above Great Falls. Map 5.4: Catawba River Watershed Unit Index Map

Catawba River/Lake Wylie (03050101-180) Allison Creek (03050101-190) Catawba River (03050103-010) Twentyfive Mile Creek (03050104-060) Cane Creek (03050103-040) Sawneys Creek (03050104-050) Fishing Creek (03050103-050, -060) Tinkers Creek (3050103-070) Camp Creek (03050103-080) Big Wateree Creek (03050104-020) Big Pine Creek (03050104-070) Swift Creek (03050140-080) Twelvemile Creek/Waxhaw Creek (03050103- 030) Wateree River (03050104-030) Rocky Creek (03050103-090) Grannies Quarter Ck (03050104-040) Sugar Creek (03050103-020) Colonels Creek (3050140-100)

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The four watershed areas that either completely or partially affect Rock Hill include the Twelvemile Creek/Waxhaw Creek, Fishing Creek, Tinkers Creek and Catawba River Tributary/Lake Wylie (see Maps 5.5, 5.6, and 5.7).

Map 5.5: Catawba River and Twelvemile Creek/Waxhaw Creek Watersheds (03050103-010, -030)

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Map 5.6: Fishing Creek and Tinkers Creek Watersheds (03050103-050, -060, -070)

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Map 5.7: Catawba River/Lake Wylie and Allison Creek Watersheds (03050101-180, -190)

Rock Hill

Flood Hazard Traditionally, the presence of floodplains or flood hazard areas has posed a constraint to development. More recently federal flood plain legislation has added legal constraints and regulations to proposed development in flood hazard areas. Special regulations and restrictions apply to any development within Rock Hill identified as a Special Flood Hazard Area (SFHA) on National Flood Insurance Program (NFIP) maps. The SFHA is the land area covered by the floodwaters of the base flood or having 1 percent annual chance of flood. These regulations are designed to reduce and possibly eliminate the hazards of flooding, as required by the Federal Emergency Management Agency for flood insurance through the National Flood Insurance Program. The City of Rock Hill has adopted such regulations as part of its development regulations. York County's floodplain maps became effective in September 2008. The areas of Rock Hill affected by flooding and, therefore, subject to additional regulations of the Zoning Ordinance, are shown on Flood Insurance Rate Maps on file in the City’s Planning & Development Department or can be viewed on York County’s website: www.yorkcountygov.com. In addition, the City monitors and regulates development and building construction within the floodplain. A composite map outlining these areas and indicating the location and extent of flood prone areas in the City is located in the City’s Planning & Development Department.

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Water Quality Water quality can be negatively impacted by human disturbance. Water quality pollutants can be deposited through two sources: point and non-point. Both of these types of pollution can degrade local and regional water quality. Point source pollution activities must be permitted and are required to meet the designated discharge limits thus making problems easy to detect. Examples of point source pollution include wastewater treatment plants, industrial plants, and stormwater management facilities. Non-point source pollutants are often the result of various land-based development and related conditions. Examples include construction run-off, chemicals, The Catawba River surface run-off, fertilizers (used on golf courses, residential lawns and in agricultural practices), hydrologic modification, landfills, mining, and other residual wastes. Most of these non-point pollutants are carried to lakes, rivers and streams by stormwater run-off which can adversely affect the entire watershed. The water quality objectives in each watershed area are to assess the safety of the water for drinking and recreational uses and ensure that it is suitable to support and maintain aquatic flora and fauna. The sources of both drinking water and tap water include rivers, lakes, streams, ponds, reservoirs, springs, and wells. Through the Safe Drinking Water Act (SDWA), the Environmental Protection Agency (EPA) requires public water systems to meet national drinking water standards to ensure that the health of water consumers is carefully protected. The SDWA requires all public water systems to publish an annual Consumer Confidence Report that explains how these drinking water standards are achieved. In 2007, Rock Hill performed more than 3,000 system tests at 146 local sites including schools, residences, commercial businesses, and industries within the City’s water service territory for the presence of bacteria, chlorine residual, pH, and temperature. Special monitoring for phosphate, lead and copper levels are conducted as well. The City of Rock Hill’s 2007 Consumer Confidence Report confirmed that all tested contaminants are within regulated limits. The SC DHEC serves as coordinating agency for the State’s Source Water Assessment Protection Program (SWAP) which provides added protection of our water by conducting assessments for all drinking water sources across South Carolina and implementing safeguard measures. In 2003, SC DHEC completed the City of Rock Hill’s Source Water Assessment and concluded that the City’s source water is susceptible to contaminants such as volatile organic contaminants, petroleum products, metals, nitrates, pesticides and herbicides. Rock Hill continually monitors for the presence of these contaminants, and through state-of-the-art disinfection techniques, delivers safe drinking water to its customers. In addition, according to the SC DHEC Water Quality Report for the Catawba River basin in June 2003, researchers at the University of South Carolina completed a state-funded study of nutrient loading in the lower Catawba River basin using the Watershed Analysis Risk Management Framework (WARMF) water quality model. The model estimated that the lower Catawba River (defined as the Catawba River downstream of the Lake Wylie dam and all its tributaries through Lake Wateree) received an average load of 2,100 kg/day of phosphorus for the 1996-1998 study period. The total maximum daily load of phosphorus is used to determine the percentage of point versus non-point source run-off into a body of water. Of this load, 46 percent was from point sources, 39 percent was from non-point sources, and 15 percent was from Lake Wylie. The South Carolina Department of Natural Resources has surveyed aquatic species in the Rock Hill area. Species numbers range from as low as seven in Johnnytown Branch to as many as 12 in the Big Dutchman’s and Manchester creeks. Species present were common warm water species considered to be tolerant of wide ranges in water quality. No intolerant species were identified, which indicates water quality degraded prior to the 1970s. Based on  !#0 "!'&#$!"' species numbers and trophic status, stream survey data suggest #" !#&!!<##((#$!+## that water quality and/or aquatic habitat has improved from the (!<#!'R!%7 !# 1970s to the 1990s. Continued improvement in water quality could '!#%-7<$<&$#& result in an increase of fish species. # !#&#! "!<# %%!' $"!# "#%#!>

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Effects of Urbanization Rapid urbanization and growth have been linked to the degradation of urban waterways and aquatic habitats. The major pollutants found in runoff from urban areas include sediment, nutrients, oxygen- demanding substances, heavy metals, petroleum hydrocarbons, pathogenic bacteria, and viruses. Nutrient and bacterial sources of contamination include fertilizer usage, pet wastes, leaves, grass clippings, and faulty septic tanks. Soil erodibility, or K-factor, refers to the properties of the soil which causes it to erode more or less easily than others when all other factors are constant. K values closer to 1.0 represent higher soil erodibility and a greater need for best management practices. The range of K-factor values in the Rock Hill area is 0.25 to 0.30; therefore, suspended sediments constitute the largest mass of pollutants to waterbodies from the urban Rock Hill area. Construction sites are a major source of sediment erosion. Although the number of single-family lot subdivision approvals has declined since 2005, the City still continues to grow. This development pattern has the potential to make urban stormwater runoff the most significant source of water pollution in the future. Growth Potential and Planning Watershed boundaries extend along topographic ridges and drain surrounding surface waters. Roads are commonly built along ridge tops with the best drainage conditions. Cities often develop in proximity to ridges as a result of their plateau terrain. It is not uncommon, then, to find cities or road corridors located along watershed boundaries, and thus influencing or impacting several watersheds. Addressing land use regulations can define these impacts and guide management practices. Also, because much of the area’s growth is taking place just outside municipal <# &# & !'+#!%#! boundaries where public infrastructure may be unavailable, development "#%#!! #! must depend on individual well and septic systems, which pose a  #$($ # ( potential threat to groundwater resources as well as surface waters. This (!#7!<> trend of rural development is likely to continue and illustrates a need to delineate appropriate places for growth potential. Stormwater Run-off The National Pollutant Discharge Elimination System (NPDES) Permit Program was created by Section 402 of the 1972 Federal Clean Water Act to help control and regulate point sources or discharges of pollutants into those waters. Initially, NPDES set guidelines on all wastewater facilities and industries discharging wastewater into natural waters. However, by the late 1980s stormwater was also determined to be a source of pollution and local governments were mandated to take measures to regulate stormwater within their own jurisdictional area. In 1990, Phase I of the NPDES stormwater program was established requiring large municipalities with populations over 250,000 and medium Stormwater Runoff, Catawba River municipalities that had populations between 100,000 and 249,999, or Municipal Separate Storm Sewer Systems (MS4s), to establish NPDES permit coverage and implement a stormwater program. Phase II of the NPDES Stormwater Program became effective on March 1, 2006, requiring smaller urbanized communities with populations under 100,000 to obtain the MS4 permit and develop a comprehensive stormwater management program focused around six minimum measures. The 6 minimum measures required of Phase II communities are:  Public Education/Outreach  Public Involvement/Participation  Illicit Discharge Detection and Elimination  Construction Site Storm Water Runoff Control  Post Construction Storm Water Management  Pollution Prevention/Good Housekeeping It is the City’s objective to reduce the discharge of storm water pollutants into local streams and waterways to the maximum extent practicable. Rock Hill is a federally designated NPDES Phase II community and has obtained its NPDES General Permit for Stormwater Discharges; therefore the Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 V-17 V. Natural Resources Element

City requires a Stormwater Management Control Plan to be submitted and a permit issued for any land disturbance within the City. In addition to the municipal stormwater permit requirements, developers are required to obtain a NPDES permit through SC DHEC prior to performing land disturbing activities for any disturbance greater than one acre and any disturbance considered part of a larger common plan (LCP). An individual lot in an existing subdivision where a “larger common plan and NPDES permit” exist, even if the individual lot is under an acre, requires NPDES coverage. Most stormwater discharges are considered point sources and require coverage by an NPDES permit. The primary method of controlling stormwater discharges is through the use of best management practices (BMP) including, but not limited to, silt fence, construction drive, sediment basins and/or traps, diversion ditches, detention basins, grassed swales, sand filters, grassed filter stripes, prefabricated water quality units, infiltration/groundwater recharge and permanent water quality ponds which are detailed in the City’s Zoning Ordinance. Increases in population and development will stress infrastructure; therefore, it is important to find new and comprehensive ways to safeguard water quality and strive to improve those waters still impaired by pollution.

Air Quality As charged by the Clean Air Act, the Environmental Protection Agency (EPA) has established strict requirements concerning National Ambient Air Quality Standards (NAAQS) for certain pollutants, including ground-level ozone. Ground-level ozone, the primary component of smog, is formed when sunlight and high temperatures react with volatile organic compounds (VOCs) and nitrogen oxides (NOx). It can cause serious health problems and damage forests and other vegetation. The most prevalent sources of VOCs in this region are natural, however the primary source of NOx is combustion (including internal combustion engines) and point sources such as power plants and industrial boilers that burn fuels (gasoline, coal, or oil). Every five years the EPA must review the standards to determine whether, on the basis of current public health research, the standards are sufficient to protect public health. Using this approach, the EPA in 1997 adopted a standard of 80 ppb (parts per billion) for ozone, and in 2008 updated the standard to 75 ppb. (NOTE: the 1997 standard allowed for rounding, so 84 ppb is considered the highest monitor reading that still attains the standard.) Regions that fail to meet the standard are said to be “areas of non-attainment”, and working with their respective state air agencies, must develop and implement plans (State Implementation Plans, or SIPs) which will bring them into attainment within a specific time frame. Such regions typically also must apply controls to mobile and point sources for ozone precursors, and must do transportation conformity testing, meaning that federally- funded transportation projects must demonstrate that they do not worsen air quality (usually measured against “emission budget” benchmarks established in the SIP). It is also important to recognize that the designation of non-attainment includes a classification piece, based on the severity of the gap between the region’s ozone readings and the standard. A higher (more serious) classification entails additional Federal requirements. The States have responsibility for the SIP, and traditionally, control measures used to demonstrate attainment in North and South Carolina have been federal or state-level actions to improve air quality. Rock Hill is located within the Charlotte Non-attainment Area, which includes Cabarrus, Gaston, Lincoln, Mecklenburg, Rowan, &$#&!<#   ! ! "#%#!-!<# Union, and part of Iredell counties in North Carolina, and the  O % +&# eastern half of York County in South Carolina. The region has (&(( $# worked with the States of North and South Carolina (NC Division !  ! ! &!<# of Air Quality and SC Department of Health and Environmental #" !#& B#$!!< !#+# Control, or NCDAQ/SC DHEC) to develop SIPs for the respective !% +# 0 "!' & #&$#$#!> states to demonstrate attainment. Both SIPs were submitted as required, at which time EPA’s review process began. The SIPs include point source controls as well as on-road and off-road measures, and these measures were modeled out to the attainment date using best available population, vehicle miles traveled (VMT), meteorological, and other data. The modeling results demonstrated that the Metrolina area air quality

Vision 2020: The Comprehensive Plan for Rock Hill V-18 11/22/2010 V. Natural Resources Element is improving and would be very close to attainment by the 2010 deadline, but would still have one monitor that exceeded the standard by 1 ppb. The States used “weight of evidence” information (additional modeling results, as well as voluntary, non-quantifiable “directionally-appropriate” actions) to make the case that the Charlotte area would attain. In November 2008, following their review of the SIP and the actual ozone monitor readings from the summer of 2008, the EPA notified both North and South Carolina agencies of its intent to disapprove the SIPs, finding that based on air quality measurements from the summers of 2007 and 2008 the area would not be in attainment by the 2010 deadline. The EPA offered the States the option of a voluntary “bump-up” in classification (from moderate to serious), as an option to avoid disapproval. Both states, in consultation, elected to withdraw their SIPs, and on January 9, 2009, EPA issued a “finding of failure to submit a SIP” letter to both states (for the Charlotte area). This finding, once published in the Federal Register, initiates a clock that eventually results in quite serious consequences including increased costs for businesses and industries, more stringent requirements and control regarding transportation funding, and the need for drastic land use changes. However, it also provides the states with additional consequence-free time to develop an approach, and to formalize it in a SIP, that will demonstrate attainment. Consideration was given to potential boundary changes to 75ppb non-attainment areas beginning in 2009, with EPA planning to announce a decision affecting final non-attainment area boundaries based on 2007-2009 data in 2010. Although unlikely, it is possible that all or portions of the Rock Hill- Fort Mill Area Transportation Study (RFATS) Metropolitan Planning Organization (MPO), which includes the eastern portion of York County, may be excluded from the Charlotte area of non- attainment. Until all data and public comments are assessed and a final determination made by EPA, Rock Hill has been identified as being within a presumptive non-attainment area. As such, CONNECT, a 17-county bi-state visioning effort lead by the Catawba Regional Council of Governments in SC, Centralina Council of Government in NC and the Charlotte Regional Partnership, has established a regional air quality working group to develop a Regional Air Quality Plan that outlines voluntary measures. These measures will assist the region with more rapid compliance of federal air standards. The specific implementation strategies will produce action plans and measurable results by improving our region’s air quality. As part of this process, working groups have been established to monitor and guide short and long-term actions toward this goal. The American Recovery and Reinvestment Act of 2009 (ARRA) was signed into law in February 2009 and included funding for a number of initiatives related to energy efficiency and conservation; cleaner fuels, and cleaner fleets, at a time when our Greater Charlotte Bi-State Region is facing significant air quality challenges.

Prime Agricultural and Forest Lands Prime Farmland is defined as land that has the best combination of physical and chemical characteristics for producing food, feed, forage, fiber and oilseed crops, and is available for these uses. Nearly Prime Farmland is defined as land of statewide importance that will economically produce high yields of crops when treated and managed according to acceptable farming methods. Most lands designated as Prime and Nearly Prime Farmland are in York County and outside the City limits of Rock Hill. However, many such important agricultural acres are located within the Rock Hill 2020 Planning Area and are preserved for agricultural uses by zoning and land use designation. According to the South Carolina Forestry, the forests of South Carolina have increased over the last 75 years. When forest inventories were done in 1936, the state had less than 11 million acres of forest land and today there are more than 12.9 million acres of forestland, 67 percent of the state’s total land area equally distributed among hardwoods and pines. Trees are also the basis of one of the state’s largest industries. A recent study by Miley, Gallo and Associates confirmed that the economic impact of the forest industry is over $17.9 billion annually to South Carolina. It impacts every county in the state. Timber is the state’s top agricultural commodity, providing about $870 million to the landowners in the state.

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With the tremendous growth of York County and the proliferation of new subdivisions within the Rock Hill 2020 Planning Area, agricultural lands and forests are disappearing at a rapid rate. Thus, Rock Hill must work closely with York County and other communities in the region to assure that these areas not fall to development of single-family homes but remain preserved and enhanced. In addition, landowners must become educated about responsible stewardship, appropriate forest management practices and voluntary guidelines to protect the environment to ensure sustainability.

Plant and Animal Habitat According to the South Carolina Department of Natural Resources, the Catawba River and the floodplain support over 40 species of fish, 150 species of birds and 100 species of trees, flowering plants and shrubs along with numerous species of mammals, amphibians and reptiles. Two species that stand out for their beauty and rarity include the Rocky Shoals Spider Lily and the Bald Eagle. Natural habitats are being threatened by rapid growth and development. According to a recent study conducted by the University of North Carolina at Charlotte, Open Space Protection Collaborative, Mecklenburg County is on pace to consume almost all of its undeveloped rural land by 2030. Similarly, in Rock Hill and the area around Lake Wylie, rapid urbanization is causing the accelerated loss of natural areas that contain important plants and animal habitats. Four basic land classifications can be found in the Rock Hill 2020 Planning Area:  Grasslands [or prairies]  Rocklands  Wetlands  Woodlands Plants typically found in the Rock Hill area include Broom Sedge, Bradley’s Spleenwort, Wild Hyacinth, Red Maple, Sycamore, Shoals Spider Lily, American Beech and Post Oak. Birds typically found in the Rock Hill area include: Eastern Meadowlark, Eastern Kingbird, Northern Bobwhite, Green-backed Heron, Barred Owl, Great Blue Heron, Wood Thrush, and Red-bellied Woodpecker. A number of species of butterflies can be found as well. The disappearance of open space in the Rock Hill 2020 Planning Area could mean the eventual loss of local plants and animal species. Table 5.1 highlights the plant and animal species within York County that have been identified by the state and federal governments as rare, threatened, and endangered species as denoted by the South Carolina Department of Natural Resources in the South Carolina Rare, Threatened, & Endangered Species Inventory. This list was last updated on January 17, 2006.

Spider Lily Great Blue Heron Vision 2020: The Comprehensive Plan for Rock Hill V-20 11/22/2010 V. Natural Resources Element

Table 5.1: Rare, Threatened, & Endangered Species in York County, SC

        

ACRIS CREPITANS CREPITANS NORTHERN CRICKET FROG SC AGALINIS AURICULATA EARLEAF FOXGLOVE SC AGRIMONIA PUBESCENS SOFT GROOVEBUR SC AMPHIANTHUS PUSILLUS POOL SPRITE FT/ST ASTER GEORGIANUS GEORGIA ASTER SC ASTER LAEVIS SMOOTH BLUE ASTER SC CAMASSIA SCILLOIDES WILD HYACINTH RC CYPERUS GRANITOPHILUS GRANITE-LOVING FLATSEDGE SC DASISTOMA MACROPHYLLA MULLEIN FOXGLOVE SC ELEOCHARIS PALUSTRIS SPIKE-RUSH SC ELIMIA CATENARIA GRAVEL ELIMIA SC ELYMUS RIPARIUS WILD-RYE SC ETHEOSTOMA COLLIS CAROLINA DARTER SC EUPATORIUM SESSILIFOLIUM VAR VASEYI THOROUGHWORT SC HALIAEETUS LEUCOCEPHALUS BALD EAGLE FT/SE HELIANTHUS LAEVIGATUS SMOOTH SUNFLOWER SC HELIANTHUS SCHWEINITZII SCHWEINITZ'S SUNFLOWER FE/SE HYMENOCALLIS CORONARIA SHOALS SPIDER-LILY NC ISOETES PIEDMONTANA PIEDMONT QUILLWORT SC JUGLANS CINEREA BUTTERNUT SC JUNCUS GEORGIANUS GEORGIA RUSH SC  A LILIUM CANADENSE CANADA LILY SC Federal Endangered LIPOCARPHA MICRANTHA DWARF BULRUSH SC  AFederal MELANTHIUM VIRGINICUM VIRGINIA BUNCHFLOWER SC Threatened MENISPERMUM CANADENSE CANADA MOONSEED SC  AProposed for MINUARTIA UNIFLORA ONE-FLOWER STITCHWORT SC Federal listing as Endangered MYCTERIA AMERICANA COLONIAL WATERBIRD SC  A NAJAS FLEXILIS SLENDER NAIAD SC Proposed for Federal listing as PANAX QUINQUEFOLIUS AMERICAN GINSENG RC Threatened

POA ALSODES BLUE-GRASS SC AOf Concern, QUERCUS BICOLOR SWAMP WHITE OAK SC National (unofficial - plants only) QUERCUS OGLETHORPENSIS OGLETHORPE'S OAK SC AOf Concern, RANA PALUSTRIS PICKEREL FROG SC Regional RANUNCULUS FASCICULARIS EARLY BUTTERCUP SC (unofficial - plants only) RATIBIDA PINNATA GRAY-HEAD PRAIRIE CONEFLOWER SC  AState RHODODENDRON EASTMANII MAY WHITE SC Endangered RUDBECKIA HELIOPSIDIS SUN-FACING CONEFLOWER NC (official state list - animals only) SCUTELLARIA PARVULA SMALL SKULLCAP SC   SILPHIUM TEREBINTHINACEUM PRAIRIE ROSINWEED SC - State Threatened SOLIDAGO PTARMICOIDES PRAIRIE GOLDENROD SC (official state list - SOLIDAGO RIGIDA PRAIRIE GOLDENROD SC animals only) THERMOPSIS MOLLIS SOFT-HAIRED THERMOPSIS SC - Of Concern, State TIARELLA CORDIFOLIA VAR CORDIFOLIA HEART-LEAVED FOAM FLOWER SC Source: South Carolina TORREYOCHLOA PALLIDA PALE MANNA GRASS SC Rare, Threatened, & Endangered Species TRILLIUM RUGELII SOUTHERN NODDING TRILLIUM SC Inventory Species Found VERBENA SIMPLEX NARROW-LEAVED VERVAIN SC In York County Data Last Updated January 17th, VERONICASTRUM VIRGINICUM CULVER'S-ROOT SC 2006 South Carolina DNR.

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It has been estimated by biologists that a minimum of 2.5 percent of the area’s land cover would be needed to maintain the plant and animal population and species mix that currently exists (Source: S.C. Dept. of Natural Resources). To that end, York County and the City of Rock Hill are both involved in a number of efforts to protect open space and plant and wildlife habitats. In the County large areas of land are currently preserved through the Kings Mountain State Park, the Draper Wildlife Management Area, the Ross Wildlife Management Area, the McConnells Wildlife Management Area and the Anne Springs Close Greenway. Another large holding of land is Nanny’s Mountain, purchased by York County with the help of the Nation Ford Land Trust. In the Rock Hill 2020 Planning Area, the Department of Natural Resources and the City of Rock Hill worked together to set aside the Blackjack Prairie Heritage Preserve south of the City, which is the home of the endangered Schweinitz sunflower. The City also established River Park, 70 acres of environmentally sensitive wetlands and woodlands along the river and bordering the Waterford community. These areas are home to a number of important flora and fauna and are protected against future development. It is important to note that York County has established two important land conservation efforts. York County Forever was formed in the summer of 1998 by the York County Council with the goal of preserving one acre of undeveloped land for every one acre of property developed. This organization has an eventual goal of preserving 10,000 acres by 2010. The Nation Ford Land Trust is an independent organization also committed to preserving undeveloped property. Both organizations use donations and purchase of development rights with the accompanying benefit of tax breaks to preserve undeveloped land. These organizations should be utilized to contribute to the preservation of natural habitats within the Rock Hill 2020 Planning Area. A number of regulatory methods by both the City and County have been adopted to encourage preservation of plant and wildlife habitats. York County has adopted a Traditional Neighborhood District floating zone, which allows for the conservation of 50 percent of the property of large mixed- use developments. York County has also adopted the Catawba River Buffer, which maintains land within 100 feet of a designated segment of the Catawba River in its natural state. The City of Rock Hill amended its Zoning Ordinance in May 2008 to require riparian buffers limiting certain development activity; pruning and clearing of vegetation along Lake Wylie, the Catawba River, perennial and intermittent streams, and wetlands; as well as amendments to its Conservation Subdivision Ordinance to promote open space preservation as component of the Natural Resources Implementation Program. The City also established tree protection standards and requires an open space set-aside ranging from 10 percent to 35 percent depending on the type of use and whether or not the property has been designated as an “Open Space Focus Area” (See Appendix V.A, Open Space Plan). While great strides have been made to ensure that natural areas are preserved, there is a continuing need for regional communication and cooperation to protect valuable habitats for future generations. Land conservation efforts as well as monitoring and updating of existing regulatory techniques will be needed to protect these areas from future growth and development.

Trails and Greenways As the population of the Rock Hill 2020 Planning Area increases, <#%%!' $"!# the demand for accessible parks and passive recreational areas "#%#!!"#!<# will escalate as well. The projected increase in outdoor #$# ! "( $"!# & enthusiasts, including cyclists, provides both challenges and  % # !#&*'!<# opportunities for trail and greenway development. An emphasis of $1"" 1-#$# ! current and future plans for the Rock Hill Parks, Recreation & ) % # !%#!> Tourism Department is on development of a system of connecting greenways throughout the City to provide alternate modes of transportation and serve as passive linear parks. This concept of “connectivity” is essential in promoting environmental protection, recreation values, enhancement of property, and quality of life issues for the entire Rock Hill 2020 Planning Area.

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The Trails and Greenways Master Plan Update, adopted by City Council &&! " (% ! *! in April 2008, includes a Trails and Greenways System Map (See Map #2! & 5.8) and an Inventory List of existing and proposed trails and greenways  #&! " & within the Rock Hill Urban Services Area. It also provides a Trails and ##7 '( $"!# Greenways Implementation Action Plan, outlining recommendations on "$ !#&!<# trail design, placement, prioritization and funding, scheduling (Capital   ! ! "#%#!> Projects Schedule); as well as background and recommendations on local and regional coordination.

Existing Trails and Greenway Facilities The City’s 18 existing trails total 21.24 miles in length and are dispersed throughout the City with another 2.1 miles under construction or completed since the Trails and Greenways Master Plan Update. A summary of information for each trail is shown below. Over the last six years, the City has promoted the construction of a network of sidewalks throughout the jurisdiction. The Trails and Greenways Master Plan Update identified sidewalks at key locations as integral components of the trails system. Eight existing sidewalks, totaling 22.2 miles, are considered essential to maintaining connectivity throughout the trail system. Other Manchester Meadows Trail types of trails are also accessible within the City. These include Canoe Trail and the Saluda Bike Route. With the completion of River Park, a canoe trail has been established along the Catawba River. The trail begins at the Lake Wylie Dam access point off of Sutton Road, continues approximately six miles to the River Park canoe access, and then continues 16 miles to Lansford Canal State Park. The “Saluda Bike Trail” is essentially a 3.6 mile bike route which winds through the neighborhood(s) immediately surrounding Saluda Street and the Saluda Corridor, Southwest of downtown and within the City limits. The bike trail is distinguished by signage along the route. The bike route begins at the intersection of Johnston and Hampton streets, winds through the residential areas west of Saluda, and intersects Saluda Street at Blake Street. The route picks up again at the intersection of Saluda Street and Midvale Street, loops back through the residential areas east of Saluda, and terminates at Elizabeth and Black streets. Detailed information about these trails is available in the Trails and Greenways Master Plan Update.

Proposed Trails and Greenway Facilities Rock Hill’s 2008 Trails and Greenway Master plan proposes another 26.55 miles of greenway trails, 31.64 miles of multi-purpose trails and 20.85 miles of sidewalk. Multi-purpose trails connect major destinations and serve as the backbone of the trail and greenway system. These facilities are expected to be the most heavily used trails in the system and will be built to accommodate the widest possible range of users. These trails will attract users from across the region, making Rock Hill a destination for trail enthusiasts. Detailed information about the 15 proposed multi-purpose trails is available in the Trails and Greenways Master Plan Update. Greenway trails connect major destinations to parks, open spaces, and other natural amenities. Not only will greenway trails serve as a recreational resource, they will also be designed to enhance the City’s environmental and economic resources as well as functioning as an educational resource to promote water quality, natural resource conservation and the preservation of wildlife habitat. The Catawba River is envisioned to serve as the spine of the greenway system and form a portion of an “outer loop” greenway surrounding the City. Greenway trails will follow alongside the various creeks connecting the “outer loop” greenway to the proposed regional Carolina Thread Trail and multi- purpose trails and other destinations within the city limits. Detailed information about the ten proposed greenway trails is available in the Trails and Greenways Master Plan Update. The Trails and Greenways Master Plan map also identifies 15 proposed sidewalks to be included in the trail network. Detailed information about the proposed sidewalks is available in the Trails and Greenways Master Plan Update. Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 V-23 V. Natural Resources Element

Some of the primary multi-purpose corridors shown on Map 5.8 include proposed bike lanes. Several of the road improvement projects proposed through the York County One Cent Sales Tax program plan to incorporate bike lanes; however, funding issues have arisen which may jeopardize the inclusion of these bike facilities. The need for bike facilities has been documented in the 2035 Rock Hill-Fort Mill Area Transportation Study (RFATS) Long Range Transportation Plan and in the Transportation Element of this Plan. Other types of trails that may be a part of the system in the future include mountain bike trails, hiking trails, equestrian trails, canoe trails, all-terrain vehicle trails, and motorcycle trails. These trail types must be clearly labeled for their intended use on maps and in the field to avoid safety problems associated with conflicting user types. These trail types are not shown on the plan map because they will be developed as opportunities arise and their location is not known at this time.

Regional Greenway The Carolina Thread Trail (CTT) is a planned regional network of trails and greenways that will connect 15 counties and 2.3 million citizens in North and South Carolina, linking people, places, cities, towns and attractions. South Carolina partners include York County, Rock Hill, York, Fort Mill, Clover, Tega Cay, and the Nation Ford Land Trust. The CTT will create a permanent legacy of conservation and will enhance quality of life through community connections, health and wellness promotion and economic development benefits. The Carolina Thread Trail vision evolved from a series of meetings between the Foundation for the Carolinas (FFTC) and more than 40 community and business leaders. This discovery process generated a set of guiding principles for counties in the Foundation for the Carolinas' footprint. The Trust for Public Land (TPL) is working in partnership with the FFTC, and the Catawba Lands Carolina Thread Trail Concept Map Conservancy to plan the trail and provide the technical expertise for the local governments wishing to link to the CTT system. The trail's name was inspired by the Carolina region's rich heritage of weaving fabric. This intricate network of trails will weave together people, communities and nature--connecting Carolinians for generations to come. The Carolina Thread Trail will develop over time as communities build trails that will eventually link parks, green spaces and attractions throughout the region. Not all local trails and greenways will become part of the Carolina Thread Trail. Like the Carolina's highway systems, the CTT will develop as a "green interstate" focused on linking local trails and regionally significant attractions. In March 2009, Rock Hill adopted a resolution of support for the Rock Hill section of the Carolina Thread Trail Greenway Master Plan (see Map 5.9). York County as well as the individual municipalities within the County each adopted the CTT Greenway Master Plan in early 2009. The next steps toward development of the Carolina Thread Trail include design, acquisition and construction of the trail segments. In the coming years, Rock Hill should seek to secure grants and land acquisitions as well as form partnerships with other agencies and jurisdictions to fully implement this monumental project.

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Map 5.8: Rock Hill Trails and Greenways System Map

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Map 5.9: Proposed Carolina Thread Trail, Rock Hill Area

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Environmentally Sensitive Areas The Rock Hill 2020 Planning Area is home to numerous unique environmental features that contribute to its natural beauty and diverse wildlife. These environmental features include the following.  Lake Wylie  Floodplains  Catawba River  Geologically Hazardous Areas  Wetlands/Ponds  Streams

For regulatory purposes, these features are collectively referred to as Environmentally Sensitive Areas (ESAs). Maps 5.10 and 5.11 depict the general location, configuration, and size of known ESAs in Rock Hill and the unincorporated Rock Hill 2020 Planning Area1. These maps are intended to aid City officials, land owners, and land developers by providing an early identification of potential ESA prior to undertaking land development or clearing activities. The maps should also guide future open space and ESA planning and conservation efforts. Be advised that City ESA maps are of a very general nature and are not intended to be a substitute for site specific ESA delineations, performed by qualified professionals. ESAs are an integral component of Rock Hill’s unique “Hometown” community. Many memorable experiences have taken place while fishing in Lake Wylie, canoeing the Catawba River, or relaxing at one of Rock Hill’s area streams. In addition to providing abundant recreational opportunities, scenic views, and plant and wildlife habitat, ESAs have helped provide a clean supply of drinking water, flood prevention, and enabled the production of electricity. Rock Hill has recently adopted important regulations to protect its natural resources and environmentally sensitive areas. In May 2008, the City amended its Zoning Ordinance to require riparian buffers limiting certain development activity, pruning and clearing of vegetation along Lake Wylie, the Catawba River, perennial and intermittent streams, and wetlands as component of the Natural Resources Implementation Program.

1Maps 5.10 and 5.11 may not be a complete depiction of all ESA in the City of Rock Hill or the unincorporated Planning Area.

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Map 5.10: Environmentally Sensitive Areas Map



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Map 5.11: ESA - Geologically Hazardous Areas Map

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Lake Wylie Created in 1904 by a dam near Fort Mill, South Carolina, Lake Wylie is the third largest reservoir in the Catawba-Wateree hydro-electric system and the oldest lake on the Catawba River. Lake Wylie is surrounded by Gaston and Mecklenburg counties in North Carolina and York County in South Carolina. The Lake Wylie shoreline encompasses approximately 348.5 shoreline miles and has a surface area of approximately 12,177 acres at full pond elevation of 569.4 feet mean sea level. The cities of Rock Hill and Fort Mill, South Carolina; Belmont, North Carolina; and the Catawba Indian Nation rely on Lake Wylie as their primary source of drinking water. It also supports Allen Steam Station and the Catawba Nuclear Station with cooling water and provides a dependable water supply for many other industries in the area. Lake Wylie is actively used for water based recreation such as power and sail boating, canoeing, fishing, swimming, and other activities. Duke Energy currently provides six public boat access areas, one bank fishing area in cooperation with the North Carolina Wildlife Resources Commission (NCWRC) and one boat access area below Wylie Dam in cooperation with the South Carolina Department of Natural Resources (SC DNR). The Duke Energy license for the Catawba River Dam, which created Lake Wylie, was originally issued in 1958. Duke Energy is currently undergoing a license renewal process with the Federal Energy Regulatory Commission (FERC) to operate the Catawba-Wateree Hydro Project. The Federal Power Act requires non-federal hydroelectric projects to relicense after the original license expires, with the new license being granted for 30-50 years. The Catawba-Wateree relicensing process involves over 160 stakeholders, representing more than 80 organizations, such as local governments, State and Federal environmental agencies, and other parties that have an interest in the river and its resources. In September 2006, Duke Energy revised and put into effect the Shoreline Management Plan (SMP) and Shoreline Management Guidelines (SMG) as part of its comprehensive shoreline management program to protect and enhance the scenic, recreational, cultural and environmental values of all lakes. A shoreline management plan is a tool to guide responsible pier and marina construction, shoreline stabilization, excavation and other construction activities within the lake boundary. Duke Energy’s SMP classifies the shoreline and denotes where environmentally important habitats exist, where existing facilities and uses occur and where future construction activities may be considered. The SMP provides continued public and private access while protecting the lake’s natural resources. It was designed to balance the many competing demands on the river's shoreline—environmental, recreational and cultural. Table 5.2 classifies the Lake Wylie shoreline by existing and future land use, as specified in the Duke Power Shoreline Management Plan (see Map 5.12). Table 5.2: Lake Wylie Shoreline Classifications Shoreline Classification Shoreline Miles Percent of Total Commercial/Non-Residential 6.2 1.9% Commercial/Residential 1.7 0.5% Residential 136.9 41.8% ##!<#%%!' Business Industrial 3.3 1.0%  $"!# "#%#! Public Recreation 3.8 1.2% ( *#(<!' Public Infrastructure 15.1 4.6% ($1""R Project Operations 1.8 0.5% #"#$!$'!#%> Future Commercial/Non Residential 10.2 3.1% Future Commercial/Residential 22.1 6.7% Future Residential 16.3 5.0% Future Public Recreation 9.9 3.0% Impact Minimization Zones 10.0 3.1% Impact Minimization Zones (Dev.) 0.1 0.0% Environmental Areas 67.3 20.5% Natural Area 22.8 7.0% Total 327.5 100.0% Source: Catawba-Waterlee Shoreline Mgmt. Plan based upon the July 2001 SMP maps, Duke Power 2006.

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The SMG are another tool used in combination with shoreline management plan maps to guide responsible lake use activities within the lake boundary. The SMG provides a set of detailed procedures and criteria that regulate activities within reservoirs owned or managed by Duke Energy. It specifies rules on what facilities are allowed and how they can be built, constructed and/or maintained as well as specific criteria for conducting many construction, stabilization and excavation activities within the lake boundary. A 3-step review process is required for all lake use permit activity requests including policy considerations; reservoir-specific classifications and characteristics; and site-specific classifications and characteristics to ensure all activities that are permitted will be consistent with the purposes of the Lake Use Policy Statements, SMP and SMG. Some of the major changes implemented through Duke Energy’s revised SMG as it relates to natural resources preservation include the following:  Shoreline Stabilization 1. No new seawalls will be allowed where eroded bank is less than 3' high. 2. Bio-engineering or enhanced rip rap are the only stabilization techniques allowed in areas where the eroded bank is less than 2' high. 3. Bank re-shape by cut/fill will be considered if it is allowed by local buffer regulations. 4. There is to be no shoreline stabilization within 50' of an area classified as Environmental in the SMP. 5. Impacts to water willow beds should be avoided but access is still allowed.

 Vegetation Management 1. Protection of vegetation within the Project boundary (below full pond on Catawba-Wateree) a. No removal of native vegetation less than 4’ tall. b. Existing forest floor humus/litter shall remain undisturbed. c. Footpaths limited to 4’ wide. d. Trees removed greater than 3" diameter at breast height (dbh) must be replaced with an ecological equivalent. e. Trees greater than 10"dbh can not be removed unless a danger to an individual or structure. 2. View sheds a. May be created by consulting with and receiving written authorization from a Duke Energy Lake Services representative. 3. Dead trees a. Trees that have fallen into the water but are still attached to the shore should remain for fish habitat. b. Dead standing trees should remain as snags for wildlife habitat. 4. Turf grasses shall not be planted within the Project Boundary. 5. No mechanical clearing within the Project Boundary except to gain access for shoreline stabilization purposes. Lake Wylie’s irregular configuration makes it particularly susceptible to more intense, lake front development by providing more miles of shoreline than a lake with a circular pattern. As a water utility provider, Rock Hill is concerned about land development on or near Lake Wylie because of the potential impacts to water quality. If Lake Wylie’s water quality decreases from excessive sediment and/or nutrient deposits, it will be more expensive for the City of Rock to convert raw lake water into drinking water. Residential land uses consume the largest quantity of shoreline acreage. The SMP identifies a cluster of land near the southwestern portion of the lake (adjacent to SC Highway 274) that is classified as being Environmental. Lands classified as Environmental contain the presence of stable, wetland-type habitat and emergent vegetation and/or intermittent or permanent streams enter the upper ends of shallow coves. This area’s environmental characteristics and accessibility could make it particularly suited for use as public open space or a recreation area. Other unique shoreline areas that may be appropriate for preservation or protection are areas classified as being Natural. Natural areas have characteristics such as shallow water, isolated

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 V-31 V. Natural Resources Element berms, significant cultural resources or significant terrestrial habitat areas that make most types of development undesirable from the overall lake management standpoint. Impact Minimization Zones (IMZ) are protected lands and waters that have specifically-identified importance from a scenic, environmental or cultural standpoint but protection of those important values does not necessarily preclude private, commercial, business or industrial access to the lake. Areas set aside for public recreation and access are identified as Public Recreation and Future Public Recreation. The minimal amount of land classified as existing and/or future Public Recreation and Access speaks to the need for additional publicly accessible lands on Lake Wylie. Map 5.13 identifies existing land uses along the Lake Wylie shoreline, as categorized by York County and the City of Rock Hill as of December 2005. Consistent with the Duke Power SMP, single-family residential development is the predominant land use along the lake shoreline. Only very limited portions of the City of Rock Hill corporate limits currently extend to the Lake Wylie shoreline. It is envisioned that unincorporated lake area properties will annex to the City of Rock Hill as part of any future development. Both Rock Hill and York County have adopted riparian buffer standards affecting development and land clearing activities adjacent to Lake Wylie. In 2008, the City of Rock Hill amended the existing riparian buffer ordinance standards that apply to the Lake Wylie shoreline to better protect water quality as well as safeguard plant and wildlife habits from development encroachment. Consistent with other ESA, the future challenge will be to ensure the envisioned or anticipated urbanization does not threaten water quality, plant and animal habitat, and/or limit public access and enjoyment.

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Map 5.12: Shoreline Management Plan, Lake Wylie Area Source: Shoreline Management Plan, Duke Energy 2006

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Map 5.13: Existing Land Uses, Lake Wylie Area

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Catawba River Originating in the mountains of North Carolina, the Catawba River extends approximately two hundred miles across the Piedmont region of North Carolina and South Carolina and flows through a series of lakes until it meets Big Wateree Creek to form the Wateree River at Wateree Lake. The Catawba River traverses the northern and eastern boundaries of the City of Rock Hill and the 2020 Planning Area. The Catawba River, arguably the most prominent natural feature in the City, provides numerous active recreational opportunities such as fishing, canoeing, hiking, kayaking, and others. Catawba River The river’s scenic vistas and abundant supply of plants and wildlife also provide passive recreation opportunities such as picnicking, bird and animal viewing, meditation, and others. South Carolina Scenic Rivers Act of 1989 called for the Department of Natural Resources (SC DNR) to set up a program whereby South Carolina rivers or river segments which possess unique or outstanding scenic, recreational, geological, botanical, fish, wildlife, historic, or cultural values may be voluntarily designated as a Scenic River. The program is aimed at addressing conservation issues and managing practices on lands bordering the river. As shown in Map 5.3, ten Scenic River designations have been made since the program was initiated. Although the designation does not include any water use restrictions, it does provide for the appointment of a Scenic River Advisory Council consisting primarily of landowners along the designated scenic river to draft a management plan for the river and assist in the management of the river. In the summer of 2007, the Nation Ford Land Trust and Katawba Valley Land Trust each sent requests to the DNR to consider the Catawba River for designation as a State Scenic River. An eligibility study was then conducted. In August 2008, legislation was signed by Governor Mark Sanford officially designating a 30-mile section of the Catawba River from the Lake Wylie Dam to the SC Hwy 9 Bridge between Chester and Lancaster Counties as a Scenic River. Also in 2007, South Carolina State Attorney General Henry McMaster filed a federal lawsuit seeking to stop North Carolina from draining water from the Catawba River to serve upstream cities, stating that South Carolina was not given an equal say in decisions to divert millions of gallons of water from the Catawba basin. The U.S. Supreme Court has agreed to consider the case. Meanwhile, SC State Legislature is considering a water withdrawal permitting bill that would give the state oversight of large withdrawals of water from the public’s rivers and streams to protect existing interests, provide a measure of certainty; promote healthy rivers and streams by using the state’s guidelines for minimum flows that reflect the variability necessary to protect ecosystems; and the public’s right to clean, abundant water. Map 5.14 depicts existing City and unincorporated York County land uses along the Catawba River shoreline as of December 2005. Many areas on or near the shoreline remain undeveloped or are used for agricultural uses. This has resulted in the retention of large quantities of natural vegetation that enhances the river’s scenic views and wildlife habitat. Other land uses along the river include very low density residential and public purpose uses such as the Manchester Wastewater Treatment Plant. A 1,000+ acre mixed use development is planned along the Catawba River just southeast of Hwy US-21 on the former Cel-River Plant industrial site. River Park, along the Catawba River’s southern shoreline, ensures public access and recreational opportunities to the general public. Both Rock Hill and York County have adopted riparian buffer standards affecting development and land clearing activities adjacent to the Catawba River. In 2008, the City of Rock Hill amended its riparian buffer ordinance standards for the Catawba River to better protect water quality as well as safeguard plant and wildlife habits from development encroachment. As the Catawba River shoreline becomes more urbanized, very low density residential and agricultural uses may be replaced by more moderately dense, mixed-use development. The future challenge will be to ensure the envisioned or anticipated urbanization of this area does not threaten the integrity of the Catawba River and/or limit public access and enjoyment.

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Map 5.14: Existing Land Uses, Catawba River Area

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Wetlands Wetlands are the “kidneys” of the Rock Hill watershed. Rainfall from a storm event typically flows through wetlands, which filter out harmful sediment and contaminants prior to gradually releasing the surface water into streams and other water bodies. For regulatory purposes, wetlands are defined as being “areas that are inundated or saturated by surface or ground water at a frequency and duration sufficient to support, and that under normal circumstances do support, a prevalence of vegetation typically adapted for life in saturated soils. Wetlands generally include swamps, marshes, bogs, and similar areas.” Map 5.10 depicts the generalized location of known wetlands in the Rock Hill 2020 Planning Area. The wetland mapping information was obtained from the U.S. Fish and Wildlife Service, National Wetland Inventory. Approximately 240 acres of identified wetlands are located with the City limits and 880 acres within the Planning Area. Inland, freshwater wetlands such as those found in the Rock Hill 2020 Planning Area are typically located on floodplains along rivers and streams, along the shoreline areas of lakes and ponds, and in low lying areas that are inundated with rainfall or where groundwater intercepts the soil surface. The seventy-five acre Sand Island, located immediately downstream of the Catawba River Dam, is the largest (known) single wetland in the area. Wetlands provide a diverse range of functions and values that contribute to the City’s “Home Town” quality of life and include the following.  Water Storage: Wetlands function as natural tubs or sponges by absorbing rain and snowfall. This water retention helps prevent flooding and reduces damage to homes and businesses located in flood prone areas.  Ground Water Recharge and Stream Flow: Wetlands release stored water gradually, which allows for ground water recharge and reduces soil erosion. Many wetlands also release water to area streams, which helps maintain a more constant water flow.  Water Filtration: Wetlands remove sediment and contaminants from surface water runoff prior to releasing the water to area aquifers, lakes, ponds, rivers, and streams.  Wildlife and Plant Habitat: Wetlands provide unique habitat to a variety of fish, plant, and animal species, many of which are identified as endangered or threatened. Wetlands serve as feeding areas and resting places for numerous specifies of migratory birds Wetland behind Manchester at River Park and waterfowl. Animals such as deer, raccoon, fox, possum, and others utilize wetlands for feeding areas and refuge.  Aesthetics, Open Space, and Recreation: Wetlands help create the visually pleasing landscape that characterizes much of Rock Hill and the Urban Services Area. This has contributed to the City’s continued growth in residential development. Wetland areas also provide opportunities for active and passive recreation such as hiking (in Urban Services Area only), fishing, hunting, bird and other wildlife observation. Wetlands also provide outdoor classrooms for science education. The City of Rock Hill revised its riparian buffer ordinance in 2008 to require 50-foot buffers around wetlands and adopted standards to protect plant and animal habitats within wetlands from development encroachment. As growth and development continues to extend outward to the edges of the Planning Area where wetlands are more numerous, the challenge will be to balance growth with the need to protect these natural resources for the use and enjoyment of future generations.

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Ponds Natural and manmade ponds are scattered throughout the Rock Hill 2020 Planning Area. Some natural ponds share many of the same functions and values as wetlands such as water storage, flood prevention, water filtration, plant and wildlife habitat, and aesthetic and recreational values. A site- specific evaluation may indicate that a pond meets the previously described wetland definition. In instances where a natural pond meets the definition of a wetland, the pond should be considered a wetland. Manmade ponds can be found throughout the Rock Hill 2020 Planning Area on farms, golf courses, residential subdivisions, business parks, and other developments. Manmade ponds typically serve fewer environmental functions and are utilized more for agrarian purposes, aesthetics, and/or community or corporate identity. Some manmade ponds exhibit similar functions and values as natural ponds or wetlands. This may be attributed to a functional evolution of the water body and/or the pond having been constructed on land that was originally wetlands. In instances where a manmade pond meets the definition of a wetland and is found to have been constructed on lands that were originally wetlands, the pond should be considered a wetland and is subject to the same requirements. The Rock Hill Vision 2020 Land Use Plan anticipates the unincorporated Rock Hill 2020 Planning Area becoming more urbanized over time. Consistent with the threat to Rock Hill’s other ESA resources, the future challenge will be to balance this growth with the need to protect these natural resources and ensure public access and enjoyment.

Perennial, Intermittent, and Ephemeral Streams The watershed cycle begins as precipitation from a storm event flows through wetlands and floodplains and into area streams (becoming surface water), which then distribute the surface water into Lake Wylie, the Catawba River, or other water bodies. If the quantity of surface water exceeds the capacity of a stream, the surface water spills over into adjacent floodplains and/or wetlands. Similar to wetlands, streams offer a variety of functions and benefits such as providing a supply of water, plant and wildlife habitat, recreation opportunities, aesthetic benefits, and others. Map 5.10 identifies the location of known streams throughout the Rock Hill 2020 Planning Area. Approximately 50 linear miles of streams traverse the City and nearly 150 linear miles of streams are located throughout the Planning Area. These streams are considered the “circulatory system” of Rock Hill’s watershed. The following describes the three broad categories of streams:  Perennial: A stream or other channel that holds flowing water 365 days a year.  Intermittent: A stream that generally has a defined natural watercourse which does not flow year round, but flows beyond periods of rainfall or snowmelt.  Ephemeral: A stream that generally has a defined natural watercourse that flows only in direct response to rainfall or snowmelt and in which discrete periods of flow persist no more than 29 consecutive days per event. The City of Rock Hill revised its riparian buffer ordinance in 2008 to require variable buffers along perennial streams and fixed buffers along intermittent streams and adopted standards to protect plant and animal habitats along the stream banks from development encroachment. Although no buffers are required for ephemeral streams, they must be vegetated to prevent erosion. As growth and development continues to extend outward to the edges of the 2020 Planning Area where larger stream systems exist, the challenge will be to balance this growth with the need to protect these community assets and ensure public access and enjoyment.

Floodplains Floodplains are defined as those “areas including and contiguous with lakes, streams, other bodies of water, as well as inland depressional areas whose elevation is equal to or lower than the projected

Vision 2020: The Comprehensive Plan for Rock Hill V-38 11/22/2010 V. Natural Resources Element

Base Flood elevation.” They are typically located on lowland areas adjacent to streams, rivers, lakes, and ponds, and are flooded when the quantity of water exceeds the storage capacity of the larger water body. Map 5.10 depicts the known location of floodplains in the Rock Hill 2020 Planning Area, mostly located along the shorelines of the Catawba River and along banks of major streams. Similar to wetlands, floodplains provide an assortment of benefits to the community, which include the following:  Flood Control, Water Filtration, and Groundwater Recharge: Floodplains provide flood water storage and reduce flood damage to homes and businesses. Floodplains also filter out sedimentation, nutrients, and contaminants from surface water that is eventually released to area aquifers and larger water bodies such as the Catawba River or Lake Wylie.  Plant and Wildlife Habitats and Recreational Benefits: The moist soils of floodplains support a variety of vegetation, fish, birds, and wildlife. The typical linear configuration of floodplains and the rich plant and wildlife habitat provide unique opportunities for public greenways, linear parks, and other natural areas. Rock Hill’s River Park is a local example of how floodplains can be used for recreational purposes. Many of the floodplains in the City’s corporate limits have been developed with single-family residences. In 2008, the City of Rock Hill amended its riparian buffer ordinance to require that buffers around the Catawba River, Lake Wylie and perennial streams be expanded to include adjacent floodplains within the streamside zone, up to the maximum variable buffer width. As growth and development continues to extend outward where significant concentrations of floodplains are located, the challenge will be to balance the growth with the need to protect these community assets, limit future flood events, and ensure public access and enjoyment, as appropriate.

Geographically Hazardous Areas Geologically Hazardous Areas (GHAs) are lands that are vulnerable to erosion, sliding, or other geological events. Map 5.11 provides a generalized depiction of known GHAs in the Rock Hill 2020 Planning Area. GHAs include the following two subareas:  Steep Slope Areas: Steep Slope Areas are areas with a natural or manmade topographical gradient greater than 25 percent (ratio of vertical distance to horizontal distance). The topographic characteristics of these areas make them particularly susceptible to soil erosion and slide hazards. Slope mapping information was obtained from York County Government.  Erosion Hazard Areas: Erosion Hazard Areas are those areas with severely eroded soils due to slope characteristics, soil type, and/or natural agents such as wind, rain, frost action, or stream flow. Erosion mapping information was obtained from the Voices and Choices of the Central Carolinas organization. Many of the depicted GHAs are located along the banks of streams, Lake Wylie, and the Catawba River. Land development or clearing activities on or near GHAs accelerate the natural erosion and/or sliding processes in these areas, resulting in excessive sediment deposits which threaten water quality and vegetation. Other GHA concerns include public safety and property damage risks that may result from land development on unstable soils. In 2008, the City of Rock Hill amended its Zoning Ordinance to include definitions for Non-Critical/Low Slopes (greater than or equal to 15%), Precautionary/Moderate Slopes (between 15 and 25%), and Prohibitive/Severe Slopes (greater than 25%). Land disturbing activities on natural slopes of 15 percent or greater is limited; disturbances on prohibitive/severe slopes are prohibited. In addition, Rock Hill amended its riparian buffer ordinance in 2008 to require that buffers around the Catawba River, Lake Wylie, and perennial streams be expanded to include prohibitive/severe slopes within the streamside zone, up to the maximum variable buffer width. As growth and development continues to occur on or near the Catawba River, Lake Wylie, and/or area streams (where GHAs are most frequent), the challenge will be to ensure this growth does not threaten the integrity of the City’s GHA resources and further deteriorate water quality.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 V-39 V. Natural Resources Element

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Vision 2020: The Comprehensive Plan for Rock Hill V-40 11/22/2010 V. Natural Resources Element

NEEDS ASSESSMENT

With the population of both the City and the Rock Hill Urban Services Area projected to increase by nearly 24 percent over the next ten years, the protection of natural resources must remain a top priority. The City has been a leader in the management of its natural resources, protection of environmentally sensitive areas and open space, as well as its efforts to promote recycling and reuse. Community leaders have embraced and implemented a number of strategies toward energy and resource conservation and continue to promote “green” building and design practices; however, there are additional measures that can be done to ensure greater sustainability. The City must continue to monitor the effectiveness of regulatory policies and procedures regarding natural resources and promote environmental education programs that stress protection of fragile areas and wildlife. To meet this challenge, the City must recognize and exercise responsible stewardship of our natural resources in a way which preserves them for future generations.

<##(7!< Growth Management %  #%#!,* " $ The City continues to struggle to balance the demands of continued 7!<7!<#$# development with the protection of natural resources. Natural ##+ ! & +(#+$#. resources are under increasing stress from development pressures #!# !#&!<# brought by population growth as open spaces dwindle and  " !-%%!' environmentally sensitive areas are threatened. Reconciling and  $"!#-- & balancing the demands of often competing objectives -the economic #- &!' growth of today versus natural resource protection for the future- is a +#!%#! "#%#!> major challenge that must be addressed. In 2005, Rock Hill initiated development of a Growth Management Study for the unincorporated portions of the Rock Hill USA in response to recent tremendous growth to provide the City with a roadmap to guide future annexation and utility extension decisions. Three alternative future growth scenarios were analyzed: (1) Status Quo Development– continuation of current development patterns, densities and land uses occurring throughout the Rock Hill USA, including the periphery; (2) Phased Development– phased growth mechanisms are put in place to direct development in stages to create a more uniform development pattern throughout the Rock Hill USA over time; and (3) Corridor East Development– growth is focused on the eastern portion of the Rock Hill USA with higher density development in suitable locations including mixed uses and transit-oriented development patterns. These future growth areas were based upon a set of Growth Management Study Guiding Principles adopted by City Council. The guiding principles include: 1. The future City limits should be regularly shaped, without “holes”. 2. Growth should be guided to enhance the natural environment and community character. 3. There should be balance between residential and commercial uses, emphasizing employment. 4. New development should be accompanied by mechanisms to pay for additional services. 5. Development should be targeted to areas that are most suitable to accommodate it. 6. Growth should be coordinated with York County and Rock Hill Schools. After careful consideration of potential land use and environmental impacts, <#!' public facility planning issues, and intergovernmental coordination issues, the +#!%#! City has embraced the Corridor East Growth Strategy. Of the three growth "#%#!($# scenarios, the Corridor East Growth Strategy best preserves environmentally 7!< sensitive land and open space throughout the Rock Hill USA rather than at ! #!#& #  the periphery while encouraging concentrated mixed-use development, in-fill !%%G# projects, and transit supportive initiatives in the urbanized areas near I-77 !#! " and US-21. Specific growth management tools will need to be implemented #+%#! " to support and reflect the priority of this area. In addition, greater % $!> collaboration and coordination with all planning partners (York County, South Carolina, Rock Hill Schools and other adjacent municipalities and counties)

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 V-41 V. Natural Resources Element will be necessary to ensure consistency in implementation. Environmentally-conscious policies and practices need to be incorporated into the City’s growth strategies to promote sustainable development.

Water Conservation In recent years, South Carolina has experienced some of the worst drought conditions it has seen in decades. With abnormally high temperatures and little rainfall between 2006 and 2009, Rock Hill enacted water restrictions to curtail the amount of water consumption and adopted a comprehensive Drought Response Ordinance. Although the drought severity level is not as critical as it has been in recent months due to above normal rain events, the state is still in a ten-year drought cycle. As the Rock Hill area continues to grow and braces for a long-term rainfall deficit, the community must learn to be better stewards of its limited water resources by conserving and increasing awareness. Water conservation efforts need to be considered continually and not only during times of drought. Furthermore, concerns have been raised regarding the long-term adequacy of the region’s drinking water supply given the continued growth pattern within Rock Hill and the surrounding region that relies on the Catawba River for drinking water.

Water Quality Rock Hill already has regulations in place to protect environmentally sensitive areas including Lake Wylie, the Catawba River, perennial and intermittent streams, wetlands, steep slopes, and floodplains. Riparian buffer standards limit adjacent development and land disturbing activities within the buffer zones but only apply to new construction. Existing structures and lots subdivided prior to the enactment of the Ordinance are exempt from stream and wetland buffer standards. A more comprehensive approach to better managing stormwater run-off and improving water quality throughout Rock Hill should be considered. In order to protect streams and wetlands within urbanized developed areas, programs should be implemented to assist property owners in voluntarily restoring degraded streams and vegetating stream banks. In early 2008, the section of the Catawba River adjacent to the City and the Rock Hill USA was named the most endangered waterway in the nation by American Rivers, an environmental advocacy group, based on its potential overuse and the region’s persistent drought. Concerns have been raised as to whether there will be enough water to sustain future generations since it is the primary source of drinking water for the entire region, as well as its quality for consumption, biodiversity, and recreational purposes. The community needs to better promote the Catawba River as a threatened natural resource and ensure that policies are in place to adequately protect it. The City needs to continue to make water quality a high priority by reducing impervious surfaces, discouraging irrigation wells, encouraging environmentally sound drainage and flood control practices, as well as sustainable management of stormwater for small and large scale development, consistent with its NPDES Phase II Stormwater Program. The use of low impact development (LID) design techniques should be strongly encouraged, particularly in large scale development projects, to minimize impervious areas and capture, filter, store, evaporate, and infiltrate stormwater runoff on- site.

Air Quality Air quality is an important issue for Rock Hill due to its location within the Charlotte Non-attainment Area, a federally-designated area that does not meet health-based National Ambient Air Quality Standards (NAAQS) for certain pollutants. The community will need to meet the 75ppb (parts per billion) standard for ozone to have the non-attainment designation removed. Implementation strategies and action plans are currently being developed to improve the region’s air quality. In addition, the adopted RFATS Rapid Transit Plan identifies the US-21 corridor as the preferred alignment for a rapid transit system centered on Bus Rapid Transit. Implementing transit and transit

Vision 2020: The Comprehensive Plan for Rock Hill V-42 11/22/2010 V. Natural Resources Element supportive land use and zoning policies is a long-term solution for reducing vehicle emissions. As Rock Hill continues to grow, it must ensure that healthy levels of air quality are maintained. One of the most effective ways to reduce emissions is to decrease vehicular travel miles by locating employment centers near residential areas. However, attracting high employment generators to the region may become increasingly difficult due to increased federal and local regulations for non- attainment areas. In order to reduce vehicular travel miles, additional incentives may be needed to attract new businesses to Rock Hill. Initiatives that support energy efficiency and conservation, cleaner 0 "!' % B fuels, and cleaner fleets should be promoted. Public projects that <# "!< & (#!' support these concepts should be given high priority and funding $$##$G#& opportunities should be sought from the American Recovery and !<#   ! ! Reinvestment Act of 2009 and other sources. "#%#!>

Open Space The continued rapid pace of land development and its location in outlying areas of the City and the Rock Hill USA is threatening the supply and quality of Rock Hill’s open space resources. Open space provides a variety of benefits, which includes protecting ESAs and defining the aesthetics and character of the community. Open space can include natural areas such as environmentally sensitive areas, parks and recreation areas, scenic areas, and trails and greenways. In April 2008, City Council adopted the Trails and Greenways <###&!#%* $#  Master Plan Update which includes an inventory and map of %#%"!%& " existing and proposed trails and greenways within the Rock Hill !  ! !'!#% &#!(#&!<# USA. It also provides a Trails and Greenways Implemenation   ! ! "#%#!> Action Plan, outlining recommendations on trail design, placement, prioritization and funding, scheduling (Capital Projects Schedule); as well as background and recommendations on local and regional coordination. The City needs to continue to implement the recommenations outlined in the Trails and Greenways Master Plan Update and seek funding to complete the proposed projects to enhace the City’s trails and greenways system. One of the strategies of the Trails and Greenways Master Plan Update is to deveop a bicycle-friendly community program. Bicycle transportation strategies are incorporated in the RFATS 2035 Long Range Transportation Plan and the Transportation Element of this Plan. Strageties should be developed to more effectively promote cycling through road and bike path construction, bicycle accommodation on transit systems, traffic safety, mobility education and public relations. Open space needs have been identified in the northwest and southwest portions of the City. In addition, concerns about the lack of public access to open space, particularly to the Catawba River, need to be addressed. An Open Space Plan was adopted by City Council in 2006 with the previous update of the Natural Resources Element, which identifies key open space focus areas (OSFA) targeted for protection. In May 2008, the City amended its Zoning Ordinance to require proposed development within designated OSFAs to set-aside 35 percent of the site as permanent open space or develop as a conservation subdivision development (CSD). Although many of the OSFAs are outside its jurisdiction, the City requires a Project Standards Agreement for development outside the City limits seeking City utilities. Developers of property containing unique natural features or environmentally sensitive lands should be strongly encouraged to develop as a conservation subdivision development.

Partnerships / Intergovernmental Coordination Natural resource protection is of regional concern. Therefore, greater emphasis needs to be placed on partnerships and coordination. The City needs to coordinate its ESA protection efforts with other organizations and other local governments, such as York County, Lancaster County, Duke Energy, Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 V-43 V. Natural Resources Element the Catawba Regional Council of Governments, and resource protection groups to ensure consistent and mutually supportive initiatives, particularly in the unincorporated Rock Hill 2020 Planning Area. Better coordination is needed between the City and County to encourage CSD in the unincorporated OSFAs. The City needs to also examine ways of coordinating open space implementation with its regional partnerships such as York County government, Rock Hill Schools, Duke Energy, and other organizations. In addtion, greater coordination with York County, adjacent jurisdictions and non-profit organizations is needed to support and implement regional trail and greenway initiatives such as the Carolina Thread Trail.

Education / Public Awareness The most critical components of natural resource preservation are education and public awareness of environmentally-conscious practices. Policies and programs should be established to educate, promote awareness, and incentivize green building practices, water conservation and the use of reclaimed water, and measures to improve air quality. This education is essential in assisting homeowners and developers understand the importance of being more environmentally-conscious about building construction and site design as well as modifying human behaviors that may otherwise adversely impact our natural resources. The City and its partners should expand its work on educating the public regarding the value of ESAs and natural resources and the role citizens need to play in their protection. The Catawba River should be promoted as the community’s most valuable and threatened natural resource. Increased public awareness and access to recreational opportunities should be pursued along the Catawba “blueway” trail. Opportunities to incorporate environmental education components within greenways should be explored. More emphasis should be placed on educating homeowners and existing business owners on the benefits of retrofitting properties with small-scale LID best management practices such as the use of permeable and porous pavements; rain barrels, cisterns and other catch systems; bioretention areas (rain gardens), and grass swales. Also, design professionals and engineers should be trained on the ecological and economic benefits of natural resource preservation and energy efficiency, such as CSD, LID best management practices, tree and open space preservation, energy efficient systems, and other environmentally-friendly construction and design practices. Businesses should be encouraged to switch to reusable or recyclable products.

E'(""7!<#4;4;!'"$' #$!&#!(#&!<#F4;4;" %% '- $1""$ *#!!#* " $#!<#&#% &(7!<7!< ! "#$# !#$!7 &!!<#(!#> <##$" Z Focus on Redevelopment and Infill Z Achieve Sustainability Z Plan for Dave Lyle Corridor East Z Enhance Mobility and Connectivity Z Promote Redevelopment and Infill Development Along Key Corridors Z Create Livable Places Z Leverage Resources through Partnerships and Coordination

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RECOMMENDATIONS

Rock Hill strongly emphasizes the importance of natural resource protection and preservation. The following action steps support greater sustainability and responsible stewardship of the City’s limited natural resources. Each strategy identified below designates a responsible agency or department and a suggested timeframe for completion. Short-term tasks are anticipated to be completed within 1 to 5 years; and long-term, between 5 and 10 years. Ongoing strategies do not have a defined timeline for completion and should be carried out on an ongoing basis over the short and long-term.

WATER RESOURCES

GOAL 5-1: Ensure a Sustainable Water Supply

Objective 5-1A: Implement water conservation and efficiency measures to ensure the sustainability of the region’s water supply Implementation Strategies Agencies Timeframe for Responsible Completion 1. Coordinate and collaborate with regional water basin Utilities Ongoing users to develop a long-term program to ensure equitable water allocation 2. Protect the environs of the City’s raw water intake Utilities Ongoing system and supply 3. Ensure efficiency in the existing water distribution Utilities Ongoing system by performing periodic performance evaluations to identify unaccounted-for water usage and assess pumping efficiency 4. Institute water efficiency measures in public Utilities Long-term facilities, such as the use of high efficiency toilets (HETs), low flow water fixtures, irrigation metering, on-site rainwater storage and reuse, and other water efficiency technologies endorsed by the EPA WaterSense program 5. Expand utilization of the reclaimed water system as Utilities Long-term an alternative to potable water use for certain uses 6. Encourage installation of native plants and Planning & Ongoing xeriscape (drought-resistant) landscaping Development 7. Consider offering water conservation awards to Utilities Short-term recognize different user groups and wholesale customers that significantly curtail water usage 8. Expand water conservation incentive programs to Utilities Short-term further reduce water consumption among users

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GOAL 5-2: Protect and Improve the Quality of Water Resources

Objective 5-2A: Preserve and improve the quality and character of Lake Wylie; the Catawba River; perennial, intermittent and ephemeral streams; wetlands and ponds to support consumption, wildlife and plant habitats, and human recreation Implementation Strategies Agencies Timeframe for Responsible Completion 1. Enforce regulations and policies to adequately Planning & Ongoing protect and buffer the Catawba River and its Development riverbanks 2. Investigate incentives to encourage property owners Planning & Long-term to voluntarily restore degraded wetlands, streams Development; Public and stream banks Works 3. Promote responsible collection and disposal of Police; Utilities Ongoing unused pharmaceuticals and over the counter drugs to prevent contamination of water resources 4. Promote the use of aerobic septic systems, as Planning & Short-term permitted by DHEC, when public sewer is not Development; available Utilities 5. Support the restoration and/or enhancement of Public Works; Long-term degraded natural areas including, but not limited to, Planning & restoration of natural hydrology or removal of non- Development native vegetation

Objective 5-2B: Reduce pollutants and prevent erosion through Stormwater Best Management Practices Implementation Strategies Agencies Timeframe for Responsible Completion 1. Encourage, and in some cases require, the use of Planning & Ongoing low impact development practices to reduce Development; Public stormwater impacts from new and existing Works development 2. Promote proper use of fertilizers, herbicides, and Planning & Ongoing insecticides as well as responsible disposal of pet Development; Public waste, oil, grease, and other contaminants near Works; Parks, water resources and in storm drains Recreation & Tourism 3. Encourage the use of pavers and other permeable Planning & Ongoing pavement systems to minimize impervious surface Development coverage, as appropriate 4. Promote the use of non-chlorine purification systems Parks, Recreation & Short-term for large scale public and privately owned pools Tourism; Utilities 5. Discourage mass grading and clear cutting of large Planning & Ongoing parcels to prevent environmental damage Development 6. Support litter and trash control programs Public Works Ongoing

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AIR QUALITY

GOAL 5-3: Improve Air Quality in the Community and Region

Objective 5-3A: Reduce emissions of criteria pollutants to attain or exceed federal air quality standards by prescribed dates Implementation Strategies Agencies Timeframe for Responsible Completion 1. Actively participate in the Environmental Protection Planning & Ongoing Agency Air Quality Conformance Process, in Development accordance with the provisions of the Clean Air Act 2. Support the achievement of the air quality goals City Departments Ongoing identified in the adopted RFATS 2035 Long Range Transportation Plan and the emissions reduction goals established in the South Carolina AQ State Implementation Plan 3. Implement the City’s Clean Air Works Program Public Works Short-term during ozone season 4. Seek to recruit “soft industries” that do not Economic & Urban Ongoing significantly contribute to air pollution Development 5. Consider requiring that large fleet vehicles, City Departments Short-term construction equipment, off-road vehicles, trolley cars, and buses reduce vehicle idling and be converted to cleaner fuels

Objective 5-3B: Promote land use patterns and alternative transportation modes that result in less vehicle miles traveled Implementation Strategies Agencies Timeframe for Responsible Completion 1. Promote development patterns that reduce Planning & Short-term dependency on the automobile and increase Development opportunities for walking, biking, and/or public transit 2. Support implementation of bus rapid transit along Planning & Long-term the US-21 corridor, as identified in the adopted Development RFATS Rapid Transit Plan 3. Encourage the development of locally serving transit Planning & Long-term and other mobility opportunities in the urbanized Development areas of the City, such as bicycle lanes, pedestrian enhancements, bus service, and streetcar initiatives

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THE NATURAL ENVIRONMENT

GOAL 5-4: Protect Environmentally Sensitive Areas and the Natural Environment

Objective 5-4A: Protect, enhance and restore the functions and values of environmentally sensitive areas located throughout the Rock Hill 2020 Planning Area Implementation Strategies Agencies Timeframe for Responsible Completion 1. Encourage adjacent communities to adopt a riparian Planning & Short-term buffer ordinance or enhance their existing riparian Development buffer ordinance to increase protection along the Catawba River and other environmentally sensitive areas 2. Support efforts to protect and preserve wildlife City Departments Ongoing ecosystems and sensitive habitat areas 3. Preserve and enhance lands on or near Lake Wylie Parks, Recreation & Short-term and the Catawba River for public recreation, Tourism; Planning & aesthetics, and environmentally sensitive area Development protection 4. Implement the adopted Open Space Plan Parks, Recreation & Short-term Tourism; Planning & Development

Objective 5-4B: Expand the urban forest. Protect and enhance the tree canopy and vegetative cover as a natural resource with substantial environmental benefits, while creating an attractive and pleasant community environment Implementation Strategies Agencies Timeframe for Responsible Completion 1. Work with property owners to secure funds for the Utilities Long-term installation and maintenance of trees and landscaping in urban heat islands, or areas of high concentrations of paved surfaces 2. Pursue grants and other funding sources to make Utilities; Economic & Long-term landscaping improvements throughout the urbanized Urban Development areas of the City 3. Promote programs that support tree planting and Utilities Ongoing maintenance, such as the Memorial Tree Program and Huckle Beautification Fund

Objective 5-4C: Support a more efficient use of land to better conserve open space and protect environmentally sensitive areas Implementation Strategies Agencies Timeframe for Responsible Completion 1. Support the establishment of conservation Parks, Recreation & Long-term easements to protect environmentally sensitive Tourism; Planning lands and Development 2. Develop and offer incentives to developers for Planning & Long-term protection of undisturbed productive (fertile) soils Development 3. Encourage the County to identify and target Planning & Short-term environmentally sensitive areas and open space Development

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preservation areas within unincorporated areas of the 2020 Planning Area for protection through Conservation Subdivision Developments and other open space preservation techniques 4. Encourage new development to locate within the Planning & Ongoing more urbanized areas of the 2020 Planning Area, Development; such as areas designated in the adopted Vision Economic & Urban 2020 Land Use Plan as Urban Mixed Use, Suburban Development Mixed Use Centers, and redevelopment corridors 5. Seek opportunities to more effectively preserve Planning & Ongoing open space in strategic locations, particularly in Development designated Open Space Focus Areas within the Emerging Suburban Neighborhoods, Edge Management and Dave Lyle Corridor East Areas identified in the Vision 2020 Land Use Plan 6. Develop incentives and Zoning Ordinance revisions Planning & Short-term that encourage developers to consider renovation Development; versus redevelopment, and redevelopment and infill Economic & Urban development versus greenfield development Development; Housing & Neighborhood Services 7. Encourage more sustainable building and design Planning & Ongoing practices including, but not limited to, conservation Development subdivision, community gardens, farmer’s markets, Economic & Urban urban homesteading, and green building practices Development; Housing & Neighborhood Services

ENERGY & RESOURCE CONSERVATION

GOAL 5-5: Promote Energy and Resource Conservation

Objective 5-5A: Enact policies and programs and support technologies that reduce energy consumption, improve energy efficiency, and promote renewable energy sources to foster a more sustainable economy and cleaner environment Implementation Strategies Agencies Timeframe for Responsible Completion 1. Research and consider incentives for “green” Economic & Urban Short-term industries Development 2. Encourage “green” building and sustainable design Planning & Ongoing practices that are consistent with nationally Development; recognized standards Housing & Neighborhood Services 3. Promote state incentive programs that support water Utilities Ongoing conservation, weatherization, solar initiatives and other renewable power sources, such as the Weatherization Assistance Program (WAP), Low- Income Home Energy Assistance Program (LIHEAP), and Solar Energy Tax Credits

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4. Seek opportunities to utilize alternatives to fossil Utilities; Ongoing fuels in power generation of municipal buildings and Administrative fleet vehicles Services 5. Continue to implement and enhance Smart Choice Utilities Ongoing and similar programs that promote energy efficiency 6. Conduct periodic water and energy audits on city- Utilities Ongoing owned buildings 7. Implement automated metering infrastructure and Utilities Ongoing provide the ability for net metering initiatives, smart grid initiatives, and home automated networking 8. Offer incentives to electric customers that participate Utilities Short-term in the Smart Switch program or the proposed “Home Area Networks” program

Objective 5-5B: Increase recycling and reuse practices to reduce the amount of solid waste entering landfills Implementation Strategies Agencies Timeframe for Responsible Completion 1. Research and consider incentives for projects that Planning & Short-term incorporate recycled construction materials Development; Public Works; Housing & Neighborhood Services 2. Support programs that promote composting, such as Public Works Ongoing the annual York County Great American Cleanup Kick-off Event, Earth Day, and Winthrop University’s compost program 3. Seek to expand the City’s recycling program to Public Works Short-term encourage residents, businesses and institutions to reduce and recycle waste

EDUCATION & PUBLIC AWARENESS

GOAL 5-6: Promote Education and Awareness Regarding Natural Resources and Stewardship

Objective 5-6A: Increase public awareness regarding the importance of the environment and protection of natural resources to improve our quality of life Implementation Strategies Agencies Timeframe for Responsible Completion 1. Expand educational activities concerning natural Public Works Short-term resource protection at relevant local and regional special events and festivals 2. Expand coordination with public and private schools Public Works Short-term to educate students regarding natural resources protection 3. Promote nature-based (eco) tourism opportunities Parks, Recreation & Ongoing Tourism 4. Utilize the City’s website to provide natural Planning & Short-term resources mapping information to the public Development; ITS

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5. Develop an educational brochure that provides Public Works; Short-term citizens and stakeholders with information on Planning & individual actions and development practices that Development may improve air quality 6. Continue to publicize and support litter control Public Works Ongoing programs that foster a well-maintained City

Objective 5-6B: Promote greater awareness and understanding of the importance of effective conservation measures Implementation Strategies Agencies Timeframe for Responsible Completion 1. Support the Smart Irrigation Month initiative to raise Utilities Short-term awareness of the benefits of smart irrigation practices, and develop incentives for the implementation of smart irrigation practices, such as rain or soil moisture sensors 2. Utilize the Clean & Green Committee to educate the Public Works; Ongoing general public and community stakeholders on Utilities conservation practices 3. Develop workshops and literature to educate Public Works; Short-term developers, designers, and property owners on Planning & effective conservation measures, such as alternative Development energy systems, conservation subdivision design, and low impact development techniques 4. Enhance educational programs on water and energy Public Works; Ongoing conservation measures, pollution control, recycling Utilities; Planning & and air quality improvement actions Development

PARTNERSHIPS & COORDINATION

GOAL 5-7: Encourage Regional Communication and Coordination on Natural Resource Preservation Efforts

Objective 5-7A: Partner with federal, state, regional and local governments to jointly develop natural resource planning and preservation initiatives and actively participate in their natural resource planning initiatives Implementation Strategies Agencies Timeframe for Responsible Completion 1. Coordinate with SC DHEC on wetland identification Public Works; Ongoing and protection Planning & Development 2. Coordinate with County and regional agencies to Planning & Ongoing ensure that planning initiatives consider protection of Development the area’s natural resources and environment 3. Coordinate with federal, state, regional, and local Public Works; Short-term organizations on air quality issues initiatives, such Planning & as the York County Breathe Better (B2) program Development 4. Continue to participate on the Catawba-Wateree Public Works Ongoing Drought Management Advisory Group (CW-DMAG) to regularly review drought status and recommend Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 V-51 V. Natural Resources Element

and coordinate needed actions, and to periodically review the Low Inflow Protocol (LIP) and recommend possible improvements

Objective 5-7B: Develop partnerships with private and non-profit agencies and organizations on natural resource planning and preservation efforts Implementation Strategies Agencies Timeframe for Responsible Completion 1. Coordinate with regional land trusts and Planning & Short-term stakeholders to implement mutually beneficial Development; projects identified in the Rock Hill Open Space Plan, Parks, Recreation & Trails and Greenways Master Plan, the York County Tourism Open Space Plan, and other projects of regional significance 2. Develop partnerships with non-profit organizations Parks, Recreation & Short-term (such as the Carolina Thread Trail and Tarheel Tourism Trailblazers) to secure funding and construct trails and greenways in accordance with the Trails and Greenways Master Plan 3. Develop partnerships with youth organizations and Public Works; Short-term community groups to assist with natural resource Utilities preservation efforts and water quality initiatives such as performing stream and wetland assessments and cleanup 4. Strengthen partnerships with organizations that seek City Management Ongoing to protect and preserve the Catawba River, such as the Catawba Riverkeeper Foundation, Catawba Scenic River Advisory Council, Catawba River Task Force, and others

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Vision 2020: The Comprehensive Plan for Rock Hill, South Carolina

V.A. APPENDIX-OPEN SPACE PLAN

INTRODUCTION

The City of Rock Hill is currently South Carolina’s fourth largest city with nearly 68,000 residents. Rock Hill’s attractiveness as a place to live and do business continues to bring new residents and jobs into the community. In recent years, the City’s commitment to spend nearly $750,000 for the development of River Park as part of its recreation-based tourism initiative set a unique course to preserve at least some of the area’s natural resources for future generations. Additionally, the work of advocacy groups such as Voices & Choices, Nation Ford Land Trust, Katawba Valley Land Trust, the Trust for Public Land, Catawba Lands Conservancy, and York County Forever point to the strong public support for open space preservation. As the City continues to develop and expand, valuable open space resources that characterize our community could be lost, affecting our overall quality of life. In 2006, the City of Rock Hill adopted an Open Space Plan as a component of the Natural Resources Element of the Comprehensive Plan to protect the City’s vulnerable environmental features. Since adopting the Plan, the City has implemented many of the recommendations of the Natural Resources Implementation Program to preserve open space and protect environmentally sensitive areas. This appendix is an update, rather than a rewrite, of the 2006 Open Space Plan. It is important to note that the Planning Area at the time that this Open Space Plan was drafted comprised the City’s Urban Services Area (USA).

PURPOSE

The City of Rock Hill is at a critical juncture regarding the need to develop a comprehensive open space plan and protection strategy. Growth in the City of Rock Hill and its USA is occurring at rapid levels. It is projected that in the year 2020, the City of Rock Hill population will have grown by over 24 percent to a total population of 82,810. The unincorporated USA is anticipated to grow to a total population of 18,942 during the same time. As land development continues to accommodate growth

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 V.A-1 V. Natural Resources Element demands, the supply of existing open space is reduced. This condition not only increases the need to preserve open space, but makes open space protection more expensive due to rising land values.

One of the underlying purposes of this plan is to identify the most important open space areas to serve the City of Rock Hill and its USA. To achieve this, the plan incorporates information and findings from various other City of Rock Hill and York County plans, which include the 2008 Rock Hill Trails and Greenways Master Plan Update, the Rock Hill Zoning Code, and York County’s Open Space Plan.

In 2003, a regional effort to integrate land use, transportation, and open space planning was initiated by the Voices & Choices of the Central Carolinas organization. Voices & Choices brought together a diverse stakeholder group from around the region to coordinate and implement open space conservation on a regional level. The first element of the regional plan is referred to as the Open Space Framework (hereafter referred to as “Framework”). The Framework developed by Voices and Choices is a conceptual plan that is intended to act as a guide for preserving land for a wide range of open space benefits. It is the first initiative of its kind in the Piedmont Region, and has become an important resource for local communities and the Rock Hill Open Space Plan. The Framework Plan was of particular value in guiding the Rock Hill Open Space Plan inventory and prioritization of the most critical potential open space sites. In an effort to support the visions, policies and recommendations expressed in other complementary planning documents, the Open Space Plan does the following:  Defines open space  Identifies the benefits of open space  Outlines goals that promote open space planning  Examines existing levels-of-service (LOS)  Discusses the need for open space, particularly natural and scenic areas  Identifies focus areas for open space protection  Suggests tools for open space implementation  Identifies existing and potential financial and technical resources to assist implementation

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OPEN SPACE DEFINED

Generally speaking, open space can include forests, fields, wetlands, floodplains, stream corridors, geologically hazardous areas, historic landscapes, farmland, parks, greenways, and other areas that remain relatively undisturbed by land development. For planning purposes, open space is organized into several functional categories. Each open space category has different acquisition, preservation, and management considerations. Land in open space categories may be publicly or privately owned. Natural Areas are kept relatively undisturbed for plant and animal habitat. Public access is confined to restricted areas, where low-intensity, passive recreational activities such as wildlife observation and hiking may be appropriate. These areas may include limited facilities for public access such as parking areas, picnic shelters, benches, and similar improvements. A local example of a Natural Area is River Park.

Scenic Areas focus on the visual aspects of the natural landscape. This may include a scenic view from a roadway created by a field or forest edge, or other undeveloped open land. Scenic Areas may also include farmland and open areas that preserve the setting of historic sites. Public access is generally limited to scenic areas, as many are held in private ownership. Access can depend on other factors such as linkage to a park, greenway, and/or other publicly accessible open space. Scenic areas are predominately located in the City’s unincorporated USA such as along Mt. Gallant Road, McConnels Highway (SC 322). Mt. Holly Road (SC 901), and other areas.

Parks and Recreational Areas are generally intended for high-intensity, active recreational uses. They include “hard” park facilities such as tennis courts, playgrounds, ball fields, and their appurtenant undeveloped areas. Golf courses are also included in this category. Examples of these facilities can include Cherry Park, Rock Hill Tennis Center, Waterford Golf Course, and others.

Trails and Greenways The Rock Hill Trails and Greenways Master Plan Update defines Trails as “an access way, whether paved or unpaved, that is intended to serve multiple modes of travel…to connect significant destinations.” The plan defines Greenways as “corridors of open space that follow a natural feature or manmade (feature)…usually kept in their natural state except for the pathway and areas immediately adjacent to the pathway.” Trails and greenways can include sidewalks, bicycle paths, hiking paths, and similar features. The location of existing and planned trails and greenways can be found in

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 V.A-3 V. Natural Resources Element the Rock Hill Trails and Greenways Master Plan Update. Examples of these facilities can include the numerous City sidewalks, the Airport Loop Trail, Eagle Trail, and others. The Rock Hill Open Space Plan focuses on the protection of Natural and Scenic Open Space Areas. Other categories of open space are addressed by existing City master plans. The Rock Hill Parks, Recreation, and Tourism Department maintain a plan for the long term provision of Parks and Recreational Areas. The adopted Rock Hill Trails and Greenways Master Plan Update is the long term planning mechanism for Trails and Greenways in the City.

THE NEED FOR OPEN SPACE

One way to evaluate the need for open space is to examine the overall benefits to the community open space provides. As noted below, a diverse and interconnected open space system can provide a wide assortment of benefits to the community. By preserving open space for current and future citizens, Rock Hill can help retain its natural character, protect its environmentally sensitive areas, and enhance its economic well being. The open space plan examines three key factors that form the need for additional open space land in the City and its USA. The first key factor considered is the overall community benefits achieved by protecting open space. Recreational interests of potential customers are an important consideration in open space planning and therefore have also been examined. The third factor considered is the City’s existing supply of open space (for all open space categories), relative to population demand.

Overall Benefits of Open Space

The following identifies the specific benefits open space provides to the community.

o Wildlife and Native Plant Habitat: Open spaces provide habitat for native plants and animals that cannot live in urban and suburban environments.

o Recreation: Hiking, biking, horseback riding, hunting, fishing, camping and bird watching are recreational activities that require extensive open spaces and natural areas.

o Education: Open spaces are needed so that we can learn about the ecological connections among people, wildlife, and the land.

o Air Quality Improvement: Vegetation in open spaces absorb carbon dioxide and pollutants from the atmosphere and provides shade, reducing air pollution levels and cooling the air.

o Water Quality Protection and Flood Prevention: Wetlands, floodplains, and vegetated stream buffers retain flood waters, and reduce the amount of pollutants entering local streams and water supply areas. Groundwater supplies are replenished in places where water soaks into the soil and reenters aquifers. These areas and other ESAs can make very good open space sites.

o Agriculture and Forestry: Agriculture and forestry cannot remain financially viable without large open spaces in which they can be practiced. These landscapes are also an important part of the region’s cultural heritage. This is of particular importance in the very rural areas of the unincorporated USA.

o Economic: There is a direct correlation between open space and economic prosperity. Open space attracts investment, raises land values, and can generate tourism activities. According

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to the Trust for Public Land's Economic Benefits of Parks and Open Space Report, “communities around the country are learning that open space conservation is not an expense but an investment that produces important economic benefits.”

o Historic and Cultural Preservation: Privately-owned farms and timberland also make a substantial contribution to our regional economy. Many of our historic sites that form part of our tourism economy are preserved in their original open space setting, reminding us of our cultural heritage and reaffirming our sense of community.

o Community Interest and Appeal: With Rock Hill’s continued growth, the community’s natural character and viewsheds are beginning to erode. Open space preservation can help retain Rock Hill’s hometown character and appeal.

As previously discussed, the opportunity to use open space for recreational activities is an important community benefit. The following summarizes the results of recent recreational surveys and studies in order to gauge Rock Hill citizen’s interest in activities that are supported by open space land.

Recreational Interests Supported by Open Space

The 2002 South Carolina State Comprehensive Outdoor Recreation Plan (SCORP) analyzed recreational activities undertaken by South Carolina residents. According to plan’s findings, walking for pleasure and exercise was the number one ranked recreational activity. Respondents indicated they walked for pleasure or exercise on average of 106 times per-year. The next most popular activity cited was bird watching occurring 63 times per-year. Wildlife observation, jogging, and bicycling were also highly ranked outdoor activities in the survey.

In 1999, the University of South Carolina undertook a recreation participation survey for the Catawba Planning District, which comprises Chester, Lancaster, Union, and York Counties. Consistent with the SCORP findings, walking for pleasure or exercise was identified as the most frequently undertaken activity within the last twelve months. Other activities identified in the list of top ten most frequently undertaken included attending outdoor sporting events, picnicking, and visiting historical sites.

The findings of these State and regional recreational studies indicate strong public interest in activities that utilize open space. Other common recreational activities supported by open space can include bicycling, fishing, hiking, visiting a unique natural feature, and others. The public’s desire for recreational activities that are supported by open space is reassuring when contemplating potential future public investments.

After having identified threats to open space posed by existing and projected growth, examining community-wide open space benefits, and reviewing the recreational desires of South Carolina and Piedmont area residents, it is now appropriate to discuss the existing supply of open space in Rock Hill.

The following section analyzes the existing supply of open space, relative to the 2004 City of Rock Hill population. Open space information from the unincorporated USA, other similar communities, and a National Parks and Recreation Association (NRPA) open space standard have also been included to help provide context for the analysis.

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EXISTING LEVEL-OF-SERVICE COMPARISON

The City of Rock Hill currently contains approximately 900 acres of publicly accessible and semi- private open space facilities. These facilities largely consist of active recreation parks such as Cherry Park, Eagle Park, and other facilities. Semi-private facilities consist of privately owned golf course facilities. The unincorporated portions of the Rock Hill USA contain approximately 291 acres of public open space (Ebenezer Park and Black Jack Heritage Preserve). Public open space facilities in the unincorporated Rock Hill USA contrasts with facilities in the City of Rock Hill because of the USA’s predominance of passive recreation and scenic oriented open space. Level-of-service (LOS) indicators can be useful tools to measure the delivery of public services and/or the adequacy of a particular facility. For example, a commonly used LOS indicator for roadways is a comparison between traffic volume and roadway capacity. For open space, a commonly used LOS indicator is open space acreage compared to the population of the respective community. LOS indicators can provide Rock Hill staff and leaders with an objective way to evaluate the need for new open space facilities and avoid under-serving customers. The NRPA, a parks and recreation advisory group, recommends a hint of caution when comparing LOS indicators between multiple communities. Unique and/or otherwise unknown characteristics in local conditions and policy considerations can create misleading comparisons. Table 5A.1 provides a summary comparison of existing public and semi-private open space LOS between the City of Rock Hill and other comparable communities. Privately owned open space within residential subdivisions and commercial developments is not included in this analysis. These areas typically do not permit public access and in many cases, likely would not meet the previously explained open space definitions. The existing LOS for trails, a specific type of open space, has been identified separately due to its different unit of measure. Generalized NRPA Open space standards are also included. Table 5A.1: 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 NRPA Guideline - 10.00 -- -

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

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Table 5A.1 appears to indicate a large quantity of predominately active recreation and trails oriented open space in the City of Rock Hill, when compared to the current City population. However, the previously mentioned “hint of caution” is appropriate when taking into account that the Rock Hill Parks and Recreation service area generally extends beyond the City limits to include the Urban Services Area. The limited amount of public open space in the unincorporated USA is largely due to the absence of a York County government parks and recreation service (beyond maintenance at Ebenezer Park). The estimated 2008 population within the entire Rock Hill USA is approximately 94,000. When taking into account the population within the entire Rock Hill USA, the existing open space LOS becomes 12.6 acres/per 1,000 population. Table 5A.1 provides insightful information regarding the City’s provision of predominately active recreation and trails oriented open space facilities. However, an important detail to note is that this analysis generally does not contemplate the quantity of other types of open space such as Scenic Areas and Natural Areas. In Rock Hill, these areas are generally located on undeveloped land that is held in private ownership. These important areas characterize Rock Hill’s Hometown image and provide numerous environmental, educational, and wildlife benefits. As Rock Hill and its USA continue to experience rapid growth (particularly in outlying and more natural areas), the quality and quantity of Rock Hill’s Scenic and Natural Open Space Areas will begin to erode. For the reasons previously noted, the Rock Hill Open Space Plan focuses on the protection and preservation of Natural and Scenic Open Space Areas. Plans for future Recreational Open Space (i.e. parks) and Trails and Greenways can be found in the Parks and Recreation Master Plan and the Trails and Greenways Master Plan respectively.

OPEN SPACE GOALS

The general goals of the Open Space Plan reflect the desire to protect, enhance, and increase the diversity of Rock Hill’s open space resources. The following goals are intended to help provide guidance in the evaluation and analysis of Rock Hill’s open space resources. o Preserve Rock Hill’s Natural Character and Aesthetics: Preserve natural features such as the Catawba River, Lake Wylie, and other environmentally sensitive areas that help define Rock Hill’s “Hometown” character and quality of life. o Provide Recreational Opportunities: Provide a diverse range of outdoor active and passive recreational opportunities that showcase Rock Hill’s unique environmental features, provide educational opportunities, and attract visitors. o Create an Interconnected System of Various Open Spaces: Establish a green infrastructure consisting of a connected network of open space areas that include parks, natural areas, scenic areas, trails, and greenways. o Protect and Enhance Plant, Fish and Wildlife Habitat: Use open space protection measures to enhance environmentally sensitive areas that sustain life for Rock Hill’s unique species of plant, fish, and wildlife. o Educate Resource Land Owners and the Public Regarding the Importance of Open Space: Encourage resource landowners to do long-range planning for their land, provide technical assistance and preservation incentives to resource landowners, keep landowners informed of preservation programs and opportunities, and develop innovative opportunities for creating additional open space areas. o Ensure Adequate Maintenance of Existing and Future Open Space Sites: Provide the necessary resources to maintain both current and future open spaces. o Respect Property Owner Rights: Encourage a balance between regulatory and incentive based open space planning and implementation activities. Respect the ownership rights of private property owners when implementing open space recommendations.

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o Form Open Space Partnerships: Combine planning and financial resources with other public, non-profit, and private organizations to maximize the City’s investment in open space for the shared benefit of the entire community. As previously described, the general goals were used to shape the evaluation and analysis of open space resources in the City of Rock Hill and its USA. The following section describes the process used to inventory existing open space and identify Open Space Focus Areas as part of the adopted 2006 Open Space Plan. This includes a Geographic Information Systems (GIS) analysis that was undertaken to identify the most “critical” open space areas. The inventory of critical properties was used to develop focus areas for future open space planning initiatives that will be discussed in later sections of this plan.

LOCATION OF OPEN SPACE: INVENTORY ANALYSIS

In order to objectively evaluate the nearly 36,000 individual parcels within the Rock Hill USA (City and unincorporated area), a set of qualifiers and scoring criteria was used to identify the most critical open space areas from the total parcel inventory. The following describes the analysis process and provides an overview of the results. The Rock Hill USA is approximately eighty-eight square miles in land area. This large parcel inventory required the use of qualifiers to develop a more manageable number of properties for further analysis. The first qualifier was parcel development status. Only vacant parcels with a building value of zero (based on York County Assessor Office data) were used in the analysis. The second qualifier was parcel size. A minimum parcel size of three acres was determined to be the smallest area that would be considered for the open space inventory analysis. The third and final qualifier was the elimination of parcels with existing City of Rock Hill or York County industrial or commercial zoning classifications. The application of these three qualifiers to the original total of 36,000 land parcels identified approximately 1,500 parcels for further analysis. Using the previously described general goals as a guide, seven criteria (identified below) were developed to help further identify the most critical open space areas. Each parcel of land that met the requirements of an individual criterion was scored with a single point. As indicated in Figure 5A.1 below, four criteria or points was the highest score achieved by individual parcels. Please refer to the Open Space Criteria and Analysis Map (located at the end of this element) for the graphical depiction of this analysis. Be advised that only parcels that met at least two criteria were identified on the Open Space Criteria and Analysis Map and considered for inclusion in the final Open Space Plan Map discussed later.

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Open Space Parcel Criteria

1. Frontage on the Catawba River or Lake Wylie 2. Adjacent to an existing or future trail, sidewalk, and/or greenway 3. Located within ½ mile of higher density housing (density greater than one housing unit per acre) 4. Existing City of Rock Hill or York County agricultural zoning classification 5. Containing environmentally sensitive areas (ESA) such as wetlands, floodplains, and creeks 6. Containing or proximate (within 1,000 feet) to existing identified cultural resources 7. Already identified by the York County Forever Commission for conservation

The Open Space Criteria and Analysis Map (see Map 5A.1) identifies the physical location of select criteria used to evaluate potential open space. The identified criteria includes the location of existing physical features such as streets, water bodies, sidewalks, trails, parks and schools. Other features include special facilities or local landmarks such as Rock Hill School District No. Three Stadium and the Rock Hill-York County Airport. Cultural sites are also included and consist of sites originally identified in the Cultural Resources Element of the Plan and the Civil War era Battery Site on the Catawba River. The location of future trails, greenways, and sidewalks were originally developed in the York County Comprehensive Plan and the Rock Hill Trails and Greenways Master Plan. The following will provide an overview of the open space inventory analysis. Figure 5A.1 Parcels Meeting Open Space Criteria Analysis Results Open Space Sites The results of the analysis paint an interesting picture. Figure 5A.1 categorizes parcels by the number of 11 criteria met. Eleven sites or less than 166 one percent of the 1,500 analyzed parcels met four of the criteria. Sites that met three criteria comprise 4 Criteria approximately eleven percent of the 3 Criteria analyzed parcels. Sites meeting two 725 criteria garnered 40 percent of the total 2 Criteria number of parcels analyzed, with the All Others 613 remaining 725 sites comprising approximately 48 percent of the total parcels studied. Map 5A.1, the Criteria and Analysis Map, graphically depicts the location of parcels that met at least two criteria. The location of the identified parcels is consistent with expectations regarding where potential open space would likely be located. While many smaller sites are scattered throughout the City and unincorporated USA, the larger sites (at least 30 acres) are primarily found along creek corridors in the unincorporated USA. These larger parcels are also located adjacent to outlying sections of the Rock Hill City limits. The area north of Celanese Road (SC 161) has the highest number of parcels meeting at least two of the analysis criteria. This is largely due to the frequency of environmentally sensitive areas in this area, the growing population, and the adjacency of these parcels to existing education facilities and existing and future trails and greenways. Significant concentrations of properties that met at least two of the analysis criteria were consolidated into general focus areas. Major future open space planning initiatives will largely be undertaken within the identified focus areas. The following will discuss the Open Space Plan Map (located at the end of this document), which identifies the location of the general focus areas.

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OPEN SPACE PLAN: IDENTIFICATION OF FOCUS AREAS

The focus areas identified in the Open Space Plan Map provide the City of Rock Hill with an identification of general areas that should be the focus of significant future open space planning initiatives through the year 2025. Open Space Focus Areas (OSFAs) are not intended to identify specific parcels of land for acquisition or other implementation initiatives. Major creek corridors are one of the defining characteristics of focus areas. This factor should be taken into consideration when developing environmentally sensitive area protection strategies. In the northern area, focus areas are generally located on or adjacent to Big Dutchman Creek and fronting along Lake Wylie and the Catawba River shorelines. OSFAs in the eastern portion of the USA are generally located along Burgess Creek, adjacent to the Catawba Indian Nation, and fronting along the Catawba River shoreline. In the southern portion of the USA, areas along Taylors and Wild Cat Creeks and areas adjacent to the South Point High School have been identified as OSFAs. OSFAs in the western portions of the USA are predominately along Tools Fork Creek and adjacent to Adnah Church Road. OSFAs identified in the Open Space Plan Map are predominately located in the unincorporated portions of the USA. The City of Rock Hill has made planning for future growth and development in the unincorporated USA a high priority. The Open Space Plan is a component of that initiative. The Open Space Plan’s focus on the unincorporated USA is also due to the presence of environmentally sensitive areas, agricultural land, the anticipated future growth, and the location of potential future complementary facilities such as trails, greenways, and other similar facilities in the area. The following summarizes the existing open space implementation strategies that are currently being employed in the City of Rock Hill. Following this section includes an overview of potential future strategies that could be used in the identified focus areas and in some cases, throughout the City and its USA.

EXISTING OPEN SPACE IMPLEMENTATION STRATEGIES

There are a limited number of existing City strategies that directly or indirectly protect Natural and Scenic type Open Space Areas. These existing strategies have served the City well during earlier periods of moderate growth. However, with the existing and projected rapid growth in residential development, more focused and sophisticated strategies are needed. Table 5A.2 below identifies existing open space protection strategies currently being implemented in the City of Rock Hill. Table 5A.2: Existing Open Space Strategies Existing Program Description This program provides a property tax special York County Special Assessment For Agricultural assessment based on agricultural uses. This program Properties reduces the tax burden for agricultural properties to help facilitate the viable continuation of these uses. The Rock Hill Zoning Ordinance requires between ten Subdivision Standards to thirty-five percent open space dedication for new residential and non-residential developments. The Rock Hill Zoning Ordinance requires all properties identified as an OSFA to set aside a minimum of thirty- five percent permanent open space or develop as a Conservation Subdivision conservation subdivisions. It also encourages other residential developments to configure lots to protect open space and ESA by developing as conservation subdivisions. The Rock Hill Planned Development zoning standards Planned Development Standards provide land developers and the City with flexibility in the site design process. This flexibility can be used to

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help protect ESA and/or achieve greater quantities of open space. The Trails and Greenways Master Plan Update estimates the total budgeted revenues for the trails and greenways 10-year capital budget (FY2008/09 – FY2017/2018) exceed $3.4 million. Additional efforts using transportation enhancement funds and the York County One Cent Sales Tax program are also Trails and Greenways Plan Implementation Action underway to implement specific projects. Funding may Plan also be available through the Carolina Thread Trail initiative. The Zoning Ordinance requires property owners to construct and dedicate trails when developing property containing proposed trails identified on the Trails and Greenways System Map, or provide a fee-in-lieu. The Rock Hill Zoning Ordinance requires buffer or development setback areas along the shorelines of the wetlands, perennial and intermittent streams, the Environmentally Sensitive Area Buffers Catawba River and Lake Wylie. York County government has comparable standards for unincorporated properties adjacent to Lake Wylie and the Catawba River. The Rock Hill Building Code requires structures built within the floodplain to be raised approximately two feet above the base flood elevation. This requirement limits development (somewhat) within flood plains. In Flood Plain Development Regulations addition, the minimum riparian buffer width along perennial streams, the Catawba River and Lake Wylie must be expanded to include floodplains contained within the streamside zone. There are several existing organizations that focus on Piedmont area land conservation. These groups Efforts by Other Conservation Organizations include the Katawba Valley Land Trust, Nation Ford Land Trust, York County Forever, and others.

As described below, there is an inherent relationship between open space and ESA protection. ESA’s include wetlands, streams, floodplains, Lake Wylie, the Catawba River, geologically hazardous areas, and other vulnerable areas. The following summarizes the implementation strategies that link ESA and open space protection.

RELATIONSHIP BETWEEN ESA AND OPEN SPACE PROTECTION

The numerous functions and benefits of ESAs include providing open space. An example of this includes the use of stream corridors as public greenways and trails. A local example in Rock Hill that demonstrates the opportunity for this mutually beneficial relationship is the Piedmont Wetland located at Winthrop Farms. This one acre protected wetland site is used by Winthrop University students, faculty, and the public as a passive recreational facility providing nature observation and educational opportunities. The ESA component of the Natural Resources Element provides a comprehensive list of ESA implementation options. Because of the close relationship between ESA and open space Winthrop Wetland protection, these implementation options should be undertaken as a

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coordinated effort. Table 5A.3 summarizes how ESA protection implementation options can also be used for open space protection. Please refer to the ESA component of the Natural Resources Element for more detailed information regarding these implementation options.

Table 5A.3: Dual Open Space/ESA Protection Implementation Options Option Description Classify large areas with significant concentrations of ESAs as very low density residential conservation subdivisons, rural holding, or open space. Limiting development in these unique and vulnerable areas not only will protect significant environmental functions, but will protect Scenic and/or Natural Open Space Areas. Land Use & Zoning This option is of particular importance as it relates to the City’s management of growth, Maps particularly how the city guides future annexation and utility extension decisions in the unincorporated USA. Future growth should be targeted to appropriate areas that maximize efficient use of existing infrastructure and minimize the impact to the natural environment. Development and redevelopment efforts should be focused on existing and under-utilized areas and infill properties to prevent the periphery of the sprawl on community. LID involves the use of innovative design concepts to reduce the quantity and increase the quality of surface water generated by impervious surfaces (i.e. roads, driveways, rooftops, etc). LID improvements can include narrower streets that direct water runoff into bioretention gardens, streets without curb and gutter, and/or grass swales, vegetated rooftops and/or rain barrels that manage runoff from buildings, and parking lots and driveways made of permeable pavement that absorb rainfall. LID improvements reduce the need for large surface water Low Impact controls such as detention ponds and treatment plants, which increases water quality and Development (LID) provides more natural spaces.

The land use efficiency gained by LID techniques can make more land available for use as open space. The ornamental nature of some LID techniques such as bioretention gardens can be used to create small, scenic open space areas. The City should encourage the use of LID techniques in Open Space Focus Areas or potentially City-wide. Capitalize on the The Annexation, Utility Extension, Rezoning, PD, and Land Development Agreement Annexation, Utility processes typically involve a significant amount of City and developer negotiations regarding Extension, Rezoning, the land use, intensity, and design of a project. The City should formally use these processes PD, and/or Land to encourage developers to exceed minimum open space requirements, expand public Development access, and connect private land development projects to existing or planned City open space Agreement areas. Processes Conservation easements are used to retain land in a natural state by acquiring their respective development rights. Conservation easements are used for a variety of purposes, which include ESA and public and private open space protection. Property acquisition involves the Conservation outright purchase of property for open space protection. Easements/Property Acquisition As described more completely in later sections, the City should consider undertaking several initiatives to acquire open space property. These initiatives include applying for grant funding, partnering with other regional organizations, and setting aside City funds for open space acquisition/preservation.

In addition to the strategies noted in Table 5A.3 above, there are open space specific implementation options for the City to consider implementing. The following describes these strategies. For ease of reference, the strategies have been organized into separate Administrative and Regulatory sections. Following this information is a discussion of the related topic of existing and potential financial resources.

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OPEN SPACE FOCUSED IMPLEMENTATION OPTIONS

 ADMINISTRATIVE OPTIONS

Option I: Allocation of Grant Writing Resources Overview: Several Federal, State, and non-profit grant programs exist to fund open space and ESA protection initiatives. The funds awarded through these programs can be used to support both area-wide initiatives such as public education and project specific initiatives such as property acquisition. Grant programs award funds on a competitive basis and can have lengthy application processes. Refer to the Financial Resources section for a discussion of available grant programs.

In order to make the most use of available grant funds, the City should consider undertaking a thorough review of all relevant programs and allocate grant writing resources to compete for these funds. Grant writing resources could be in the form of a percentage of time allocated from existing City grant writers or funding for new staff and/or consultant resources. A sub-component to this option would include allocating staff time or consultant resources to identify open space and ESA projects and grant administration (if successful). Matching money would also likely be needed for some grant programs.

Pros: o Maximizes the use of outside funding for local open space programs and initiatives. If successful, grant funds can produce a high rate of return on City open space investments o Could be used to help undertake a large scale open space and/or ESA protection project Cons: o Competitive nature of grant programs makes securing project funding uncertain. Significant amounts of City staff time and other resources could be expended with no commensurate benefit o Matching money may be required for some grant programs o City will incur additional expenses in the allocation of staff time and/or consultant services for project identification and grant administration o Internal competition could develop regarding submittal of grant applications for Natural and Scenic Open Space Areas versus applications for traditional parks and recreation facilities

Option II: Regional Partnerships Overview: As previously discussed, the City of Rock Hill’s Parks and Recreation service area expands beyond the City limits to generally include the service area for Rock Hill Schools. The City also plans for future service delivery and/or annexation within its unincorporated USA, which is reflected in the Open Space Plan Map (see Map 5A.2). The City should consider establishing formal partnerships with other regional service providers within the Rock Hill USA and its parks and recreation services area. The following discusses two potential partnerships. Other partnership opportunities not identified below may also be available.

1. A mutually beneficial partnership could potentially be established between the City of Rock Hill and Rock Hill Schools that focuses on new school construction. This partnership could focus on the joint development of open space facilities on proposed school sites. The City of Rock Hill and Rock Hill Schools have partnered on similar initiatives such as the Rock Hill Tennis Center, which is located at Sullivan Middle School. This partnership could be of particular importance in the Lake Wylie area along Mt. Gallant Road. Rock Hill Schools will likely construct new middle and high school facilities in this area within the foreseeable future. The Lake Wylie area is identified as a Focus Area in the Open Space Plan. 2. A second potential partnership could include a more formal relationship between the City of Rock Hill and the York County Forever Commission. York County Forever is an appointed commission

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that oversees countywide natural, cultural, and historical resources preservation. The Commission is actively involved in open space preservation. In addition, York County government allocates one mill from the total county mileage (tax) rate to support York County Forever initiatives. A substantive amount of these funds comes from City of Rock Hill property owners and could be used to help support open space projects in the Rock Hill USA. Recognizing the potential opportunity to partner with York County, the Rock Hill Open Space Plan prioritizes existing sites already identified by York County Forever and the York County Open Space Plan. The City of Rock Hill and the York County Forever Commission have partnered on individual projects such as acquisition of the “White Property” near Dave Lyle Boulevard.

Pros: o Partnerships could make undertaking large-scale projects or acquiring open space sites more feasible o Partnering with other organizations with large land holdings such as Rock Hill Schools could help create more public interest or synergy amongst joint projects o Expanding the opportunity for other related organizations to be included in open space implementation could improve the quality of projects undertaken or sites acquired. Cons: o Forming partnerships with other organizations will require a moderate amount of City staff resources to coordinate

The following identifies optional regulatory strategies that could potentially be used to help implement the Open Space Plan.

 REGULATORY OPTIONS

Option I: Scenic Roadway Overlay Zoning District Overview: An important value of open space is how it defines the character of a local community. A component of Rock Hill’s character is its natural environment. This characterization is readily apparent when driving along one of Rock Hill’s scenic roadways such as Ogden Road, Falls Road, West Main Street, McConnels Highway, Mt. Holly Road, Mt Gallant Road, and others. As properties in the outlying portions of the City and USA begin to develop, the natural character and aesthetics of these roadways will likely begin to dwindle.

A Scenic Roadway Overlay Zoning District could be used to protect the aesthetics and character of specific roadways. The overlay district would likely include an additional setback or buffer area to protect the character defining natural vegetation and other features. Land development would continue to be permitted in the overlay district, but only in a way that helps maintain the natural character of the community. The potential Scenic Roadway Overlay Zoning District would function similarly to the City’s existing YR-1 Overlay District. The Rock Hill Zoning has a placeholder for corridor overlays.

Pros: o Addresses one of Rock Hill’s defining characteristics (roadway viewsheds) o Would continue to permit land development

Cons: o A scenic roadway inventory would need to be undertaken (in addition to preparation of a zoning code amendment). The inventory task could potentially be facilitated using consultant resources and/or intern staff o Would reduce the intensity of land development that is already permitted outright

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A critical element to any open space implementation effort is the securing of funds to pay for open space programs and/or open space acquisition. The following summarizes existing local, State, and Federal open space funding sources. Information regarding potential new local funding sources is also included.

FINANCIAL RESOURCES

Several existing funding opportunities are available for the preservation of open space. The following section provides summaries of programs that best fit the concepts outlined in this study. The information has been organized by level of government (local, State and Federal).

 LOCAL FUNDING RESOURCES

I. As a budgeting tool, the City of Rock Hill prepares a Capital Improvements Plan (CIP) to better anticipate major expenditures for equipment, land acquisition and facility improvements. The CIP has a 10-year horizon and, therefore, readily provides insight into the City’s spending priorities for the next decade. Approximately $20.7 million has been designated in the CIP to be used to fund open space related improvements within the City. Table 5A.4 summarizes these projects.

Table 5A.4: Rock Hill CIP Summary (FY2010-2019)

Capital Project Amount

Public Works Division

New sidewalks $525,000

Parks, Recreation & Tourism Department

Manchester Meadows Regional Park $7,828,675

Greenway Project(s) $1,700,000

Glencairn Garden Renovations $3,481,073

Future Rock Hill Regional Park $2,420,000

India Hook Park $800,000

Trail Repaving $800,000

Park Infrastructure $700,000

Riverwalk (Outdoor Center of the Carolinas, trails, etc.) $3,000,000

TOTAL $20,729,748

II. The Rock Hill Parks Foundation is a nonprofit, charitable fund created with the following goals: Improve and preserve park facilities, programs and ongoing leisure service needs; provide a revenue source beyond the parks’ annual operating funds; offset growing costs through public support and individual and corporate donations. Established in 2005, through the York County Community Foundation, the fund is administered by the Rock Hill Parks Commission. Portions of

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money collected through the Foundation could be set aside over an extended period to help fund open space acquisition or other programs. www.rockhillrocks.com/About/default.asp?Type=281

III. The South Carolina Accommodations Tax is an on-going source of revenue for a majority of local governments. The two percent tax is commonly called a “bed tax” because it is generated by the State’s lodging industry. The monies are distributed to the jurisdictions that generate the tax and must be used to support tourism activities. Table 5A.5 provides a snapshot of York County’s allocation for the 2008-2009 fiscal year.

Table 5A.5: SC Accommodations Tax Revenue Distribution (FY 2009) Local Government Revenue Distribution by State Treasurer York County $160,338.61 Clover $865.37 Fort Mill $0 Rock Hill $350,372.09 Tega Cay $0 York $13,205.76 York County Total $524,781.83

Source: SC Department of Parks, Recreation & Tourism

IV. The City’s Hospitality Tax is also geared toward supporting tourism in Rock Hill. Approximately $3.6 million was generated during the 2008-2009 fiscal year through the two percent prepared foods and beverages tax and the local three percent accommodations tax. Funds are locally generated and expended for a variety of tourism-related activities from park construction to event sponsorships. Funds collected through both the accommodation and hospitality taxes could be used for the acquisition and/or development of open space facilities that have a clear relationship to tourism. This could be of particular importance for potential open space facilities that capitalize on regional attractions such as Lake Wylie and/or the Catawba River. One of the major planning efforts undertaken by York County government to address open space is the establishment of the York County Forever Commission, an agency designed to protect one acre of land for every acre developed in the county Some of the goals established for York County Forever include the promotion and conservation of natural resources, preservation of prime farmland, promotion of outdoor recreation and the preservation of views and open space. These goals are closely related to the identification and preservation of open space. The Commission has the authority to enter into land acquisition negotiations on behalf of York County, although the organization has no authority to own land or property easements. The properties to be targeted for acquisition must be related to one or more various open space, recreational, wildlife or historic categories. In previous years, York County has set aside approximately $3.5 million of its budget for this program; however, it is anticipated that budget cuts will affect this program during FY 2010-2011. As noted in earlier sections, there are potential open space partnership opportunities between the City of Rock Hill and the York County Forever Commission.

Under limited circumstances, applicants may provide payment for all or a portion of the required open space set-aside through the City’s Fee-in-Lieu Program. Fee-in-lieu may be considered for infill sites or adaptive reuse, where it is physically impractical to provide open space on site due to site conditions, or at the City’s discretion. Collected funds are retained for use by the City to provide public open space and recreational facilities, targeting Open Space Focus Areas and projects identified in the Trails and Greenways Master Plan.

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 POTENTIAL NEW LOCAL FUNDING RESOURCES

The acquisition of open space land or easements is an important implementation task. The City should consider developing a dedicated local funding source to fund acquisition strategies. A local example of this includes York County government’s allocation of one mill from its total millage rate (i.e. property tax rate) to fund York County Forever open space implementation. Establishing a dedicated funding source has the added benefit of eliminating the uncertainty of year-to-year funding through special appropriations in the bi-annual and/or capital budget. The following identifies potential new local funding sources that could be used to support open space acquisition.

Option I: Stormwater Utility Fee Overview: The City of Rock Hill provides stormwater utility services within its corporate limits. A stormwater fee is charged to property owners based on either the amount of lot area (residential properties) or the amount of impervious surface (non-residential properties). Services funded by the Stormwater Fee are solely for the maintenance and improvements to the City drainage system. Stormwater services are intended to provide public benefits such as flood prevention, improve public safety, protect public and private property, and other benefits.

Earlier sections of this plan and the ESA component describe benefits of using wetlands, streams, and floodplains as open space. This helps reduce the likelihood of flood events and increases water quality by preventing land development in these vulnerable areas. Floodplains, wetlands, and streams can also be used to create interesting greenways, linear parks, and trails. The City should research the ability to use its Stormwater Fee to provide money for the acquisition of ESA’s that provide water quality and benefits.

Pros: o Provides a dedicated revenue source o Provides flood prevention and water quality benefits (in addition to open space) o Provides a revenue source to purchase and/or develop property outright or potentially leverage a bond

Cons: o Could involve a fee increase that would be an additional financial cost to property owners o Allocates portions of the cost for new growth to existing property owners o Requires additional City staff resources to manage program

Option II: Parks, Recreation, and Open Space Impact Fee Overview: The City of Rock Hill charges impact fees for new development to help fund capital facilities for water and sewer utilities and fire protection services. Impact fees are based on a “pay-as-you-go” system that requires new development to pay for the capital facilities (or portions of) needed to serve it. Impact fees have recently been criticized by the development community as negatively impacting growth. However, negative growth impacts attributed to impact fees have not been documented in the City of Rock Hill. The City of Rock Hill should consider an impact fee to pay for the acquisition and/or development of parks, recreation, and open space facilities needed to serve new growth.

Pros: o More equitable system to pay for parks, recreation, and open space costs attributed to new growth o Provides a dedicated revenue source o Proves a revenue source to purchase property and/or develop property outright or potentially leverage a bond

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Cons: o Would be an additional financial cost to developers o Would require substantial City staff and consultant resources to plan, implement, and administer a new impact fee program

Option III: Dedication of City Millage to Fund Open Space Overview: The City of Rock Hill currently levies a millage rate (property tax rate) on properties in the City of Rock Hill. Property taxes are used to fund general government services such as police and fire protection, parks and recreation, and other services. The City should consider dedicating a portion of the City millage rate to fund open space implementation. As previously discussed, York County government levies one mill to fund York County Forever open space implementation.

Pros: o Provides a dedicated revenue source o Provides a revenue source that could be used to purchase and/or develop property outright or potentially leverage a bond o Evenly distributes financial cost to all City property owners

Cons: o Could involve a tax increase that would be an additional financial cost to property owners o Would allocate portions of the cost for new growth to existing property owners

The following identifies State funding resources that could potentially be used to support open space implementation.

 STATE FUNDING RESOURCES

I. South Carolina Department of Parks, Recreation & Tourism (SC PRT) operates three grant programs that can be used for greenway and park development. The Recreation Land Trust Fund (RELT) is a state-funded program that provides grants of up to $100,000 for acquisition of property for public recreation. The Land and Water Conservation Fund (LWCF) provides grants for up to $250,000 for acquisition or development of outdoor recreation facilities. Both programs require a 50 percent match. The Recreational Trails Program (RTP) provides grants for up to $100,000 to build or improve trails and requires a 20 percent match. These programs are widely used for traditional parks facilities and could potentially be used to help fund acquisition and/or development of Natural and/or Scenic Open Space Areas. http://www.sctrails.net/trails/TRAILSPROGRAM/GRANTS/grants.html

II. The South Carolina Conservation Bank is used for the acquisition of interests in real property from willing sellers to ensure that South Carolina continues to enjoy the benefits of wildlife habitats, forestlands, farmlands, parks, historical sites and healthy waterways. The South Carolina Legislature found that such areas have value for recreational purposes, for scientific study, for aesthetic appreciation and to maintain the State’s position as an attractive location for visitors and new industry. The Conservation Bank is funded by a portion of the Documentary Deed Stamp recording fee for new construction and property transfers. During the 2007-2008 fiscal year, more than $20 million in projects were funded. Since initiated in 2004, more than $80 million in projects totaling 152,720 acres have been preserved. Funding through this program is available for charitable non-profit organizations and trusts such as the Katawba Land Conservancy, Nations Ford Land Trust, and other similar organizations. http://sccbank.sc.gov.

III. The Heritage Trust Program was established in 1976 to preserve natural features throughout the state. Enabling legislation directed the South Carolina Department of Natural Resources, in

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conjunction with other state agencies, to set aside a portion of the state’s rich natural and cultural heritage in a system of heritage preserves to be protected for the benefit of present and future generations. The purpose of the program is to inventory, evaluate and protect endangered plan and animal species and areas of historical, cultural and archaeological significance. As of 2008, more than 83,000 acres have been permanently protected as Heritage Preserves. The preserves are open for public educational and recreational uses, and most have hiking trails and other opportunist for nature viewing. Blackjacks Heritage Preserve is a 291 acre site that proves permanent protection for the Schweinitz’s Sunflower. The Heritage Trust Program is funded through revenue collected from the real estate documentary stamp tax and by a small amount of state appropriated funds. The income is deposited into the Heritage Land Trust Fund and used for acquisition and management of these areas. http://www.dnr.sc.gov/mlands/hpprogram.html

IV. The Wildlife Management Area (WMA) Program was initially developed in 1948 as an effort to preserve quality public hunting opportunities throughout the state, but has evolved to include open space preservation for public recreational activities such as hunting, fishing, wildlife viewing and nature study. As of 2008, more than 1.1 million acres are in the Wildlife Management Area Program including SC DNR-owned properties and lands leased through the US Forest Service, other state agencies, utilities, several local governments, timber management and investment corporations and private landowners. The program is funded primarily through revenues generated by the sale of WMA permits required for all hunting activities on WMA lands. http://www.dnr.sc.gov/mlands/wmaprogram.html

The following identifies Federal funding resources that could potentially be used to support open space implementation.

 FEDERAL FUNDING SOURCES

I. On August 10, 2005, the Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (SAFETEA-LU). was signed into law providing programs with guaranteed funding for highways, highway safety, and public transportation, including projects geared toward environmental stewardship. The Congestion Mitigation and Air Quality Improvement Program (CMAQ) provides a flexible funding source to State and local governments transportation projects and programs to help meet the requirements of the Clean Air Act. During the 2007-2008 fiscal year, $1,250,000 was allocated toward construction of the Rawlinson Road Trail and South Pointe Trail (Phase I). In addition, the Transportation Enhancement Program offers funding opportunities to help expand transportation choices and enhance the transportation experience through 12 eligible activities, including pedestrian and bicycle infrastructure and safety programs, scenic and historic highway programs, landscaping and scenic beautification, historic preservation and environmental mitigation. Enhancement projects planned for the Rock Hill area during fiscal year 2007-2012 include Winthrop Farm/York Tech Bikeway, Airport Bike Trail Loop (Phase II), Saluda Street Enhancements, and White Home Pedestrian Enhancements. http://www.fhwa.dot.gov/safetealu/summary.htm

II. USDA’s Environmental Quality Incentives Program (EQIP) provides cost sharing to help farmers with manure storage and conservation practices. All sign-ups are conducted at USDA Service Centers in South Carolina. The EQIP is a voluntary conservation program from the USDA Natural Resources Conservation Service. It supports production agriculture and environmental quality as compatible goals. Through EQIP, farmers may receive financial and technical help with structural and management conservation practices on agricultural land. EQIP was reauthorized in the 2002 Farm Bill and is administered by the Natural Resources Conservation Service (NRCS). In South Carolina, EQIP will pay up to 50 percent of the costs of eligible conservation practices although limited resources farmers may be eligible for up to 90 percent cost share. Incentive payments may be made to encourage a farmer to adopt land management practices, such as nutrient management, manure management, integrated pest management, and wildlife habitat

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management, such payments will be made at a flat rate. This program would be of particular importance for agricultural properties in the unincorporated USA. www.sc.nrcs.usda.gov/programs/eqip/eqip2005.html

III. The North American Wetlands Conservation Act (NAWCA) is intended to conserve wetlands and wetlands-dependent fish and wildlife through a Standard and Small Grants Program which provides matching grants to organizations and individuals who have developed partnerships to carry out wetlands conservation projects. Small grants (up to $75,000) are available for projects that involve long-term protection, restoration, and/or enhancement of wetlands and associated uplands habitats for the benefit of all wetlands-associated migratory birds. This program could be used to protect and/or restore areas with significant concentrations of ESAs, which can also be used to provide open space. http://www.fws.gov/birdhabitat/Grants/NAWCA/index.shtm

IV. The Wetlands Reserve Program is a voluntary program offering landowners the opportunity to protect, restore, and enhance wetlands on their property. The USDA Natural Resources Conservation Service (NRCS) provides technical and financial support to help landowners with their wetland restoration efforts. The NRCS goal is to achieve the greatest wetland functions and values, along with optimum wildlife habitat, on every acre enrolled in the program. This program offers landowners an opportunity to establish long-term conservation and wildlife practices and protection. www.nrcs.usda.gov/programs/wrp/

V. The Wildlife Habitat Incentives Program (WHIP) is a voluntary program for people who want to develop and improve wildlife habitat primarily on private land. Through WHIP, USDA's NRCS provides both technical assistance and up to 75 percent cost-share assistance to establish and improves fish and wildlife habitat. WHIP agreements between NRCS and the participant generally last from one year after the last conservation practice is implemented but not more than ten years from the date the agreement is signed. WHIP has proven to be a highly effective and widely accepted program across the country. By targeting wildlife habitat projects on all lands and aquatic areas, WHIP provides assistance to conservation minded landowners who are unable to meet the specific eligibility requirements of other USDA conservation programs. www.nrcs.usda.gov/programs/whip/

VI. The Conservation Fund provides a comprehensive range of conservation services to a diverse clientele including government agencies, corporations, foundations, nonprofit organizations, and individuals. The Conservation fund can be used for land identification, acquisition, mitigation, and advisory and training services. As one of the nation's most efficient environmental nonprofits, the Fund's fees and overhead rates are often the lowest of any national conservation organization. www.conservationfund.org

The following identifies technical support resources that could potentially be used to support open space implementation.

OUTSIDE TECHNICAL RESOURCES

Open space and ESA protection can be a very technical and complicated process for government organizations, natural resource protection organizations, and environmentally conscious land owners. The following identifies technical resources available to help provide guidance through the natural resource protection process and includes website addresses.

I. Agricultural Economic Report #AER744. This report examines the nature of land ownership and the evolving Federal role in land use and conservation, with particular attention to the voluntary acquisition and conveyance of conservation easements and other partial interests in land. www.ers.usda.gov/publications/aer744/

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II. The Palmetto Conservation Foundation is a statewide nonprofit organization whose mission is to conserve South Carolina's natural and cultural resources, preserve historic buildings and landmarks, and promote outdoor recreation and active living by partnering with land trusts in providing technical assistance and other support. www.palmettoconservation.org

III. The Open Space Protection Collaborative (PLANC) is a partnership of five area land trusts and one national conservation organization that includes Catawba Lands Conservancy, Land Trust for Central North Carolina, Foothills Conservancy of North Carolina, Nation Ford Land Trust, Katawba Valley Land Trust and The Trust for Public Land is an information source for attorneys, accountants, financial advisors and landowners to learn about conservation options. www.openspaceprotection.org/index.htm

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Map 5A.1: Open Space Criteria & Analysis Map

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Map 5A.2: Open Space Plan Map 06 / 13 / ted: 2 ted: p Ado

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TABLE OF CONTENTS

OVERVIEW ...... VI-3

EXISTING CONDITIONS...... VI-4 Historic Culture...... VI-4 Historical Overview ...... VI-4 Historic Sites and Districts ...... VI-6 Archaeological Resources ...... VI-14 Museums ...... VI-15 Institutional Facilities & Programs ...... VI-16 York County Library System ...... VI-16 Faith-Based Institutions ...... VI-18 Programs in Educational Institutions...... VI-19 Multiculturalism...... VI-23 Catawba Indian Reservation...... VI-23 African-American Culture...... VI-25 Hispanic Culture ...... VI-26 Other Prominent Cultures ...... VI-27 Arts...... VI-28 Public Art ...... VI-30 Performing Arts...... VI-32 Visual Arts...... VI-33 Councils and Organizations...... VI-34 Festivals and Events...... VI-35

NEEDS ASSESSMENT ...... VI-37 Quality of Life & Community Identity ...... VI-37 Partnerships & Intergovernmental Coordination...... VI-38 Education & Public Awareness...... VI-38

RECOMMENDATIONS...... VI-39

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LIST OF TABLES, FIGURES AND MAPS

Table 6.1: Rock Hill Locally Designated Historic Sites and Districts...... VI-8 Table 6.2: Rock Hill Historic Sites and Districts on the National Register...... VI-10

Map 6.1: Rock Hill Locally Designated Historic Sites and Districts...... VI-9 Map 6.2: Rock Hill Historic Sites and Districts on the National Register...... VI-11 Map 6.3: Catawba Indian Nation Location Map ...... VI-24 Map 6.4: Rock Hill Art Facilities ...... VI-29

Vision 2020: The Comprehensive Plan for Rock Hill VI-ii 11/22/2010 VI. Cultural Resources Element

Vision 2020: The Comprehensive Plan for Rock Hill, South Carolina

VI. Cultural Resources Element

OVERVIEW

Cultural resources include a variety of assets that contribute to defining a community’s character and enhancing quality of life. Cultural resources are important because they inform the general public about the past and help us understand other cultures, appreciate architecture, and recognize past accomplishments. Across the nation, greater emphasis has been placed on the preservation and protection of historic resources and promotion of cultural significance. More and more communities have begun to realize that cultural resource preservation can provide substantial social and economic benefits that enhance the livability and distinctiveness of a community. Rock Hill has given high priority to the preservation of historic resources and cultural heritage. In late 2008, Rock Hill earned a “Preserve America Community” designation from Preserve America, a White House initiative dedicated to encouraging efforts to preserve cultural and historical resources. This prestigious award recognizes communities that protect and celebrate their heritage; use their historic assets for economic development and community revitalization; and encourage people to experience and appreciate local historic resources through education and heritage tourism programs. Only 700 places across the United States have earned the award. The Cultural Resources Element is an essential component of local comprehensive planning, as it generates awareness of and consideration for historical and cultural heritage issues. The purpose of this Element is to inventory the historical resources, institutional facilities and programs, cultural diversity, and arts programs, facilities, and organizations within the City; identify needs; and develop an implementation plan to address identified goals.

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Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VI-3 VI. Cultural Resources Element

EXISTING CONDITIONS Historic Culture Rock Hill has an abundance of historic and architecturally significant buildings and areas that contribute to the City’s rich cultural heritage. The City has recognized the need for increased historic preservation efforts to ensure that community identity and character are maintained. We are committed to preserving, protecting and enhancing buildings, places and areas that possess particular historic or architectural significance in order to promote the educational, cultural and economic welfare of its residents and visitors.

Historical Overview Rock Hill earned its name in 1852, when rail crews constructing a rail line connecting Charlotte, North Carolina to Columbia, South Carolina encountered a small, flinty hill and dubbed the spot “Rock Hill.” Later that year, the first U.S. Post Office in the area was opened. These events are generally recognized as the birth of the City; however, it was not until 1870 that Rock Hill was offically incorporated as a town. In 1892, it was granted a full city charter by the State Legislature. Before Rock Hill was established, the area was inhabited by Catawba Indians, a populous eastern Siouan tribe that built their homes along the waterfront and made their living by hunting, farming and fishing. The earliest known European explorers included Hernando De Soto in 1542 and Juan Padro’s expedition of 1566-1567 in search of Spanish Mexico. It was not until the mid 1700s that the first white settlers, Scots-Irish Presbyterians including some Germans and Welsh, began to populate present-day York County, migrating from Pennsylvania, Virginia, North Carolina, and Maryland via the Great Wagon Road. Population in the area grew steadily over the next centennial as demand for local agriculture and cotton production increased with many settlers relocating from Charleston and other coastal towns, however, the Civil War briefly slowed the area’s rapid expansion. Many residents became casualties of war, though very little military action took place in the area. The area also suffered socially and economically. With the abolition of slavery, large plantations became obsolete, racial tensions grew and few paying jobs were to be had. The first white settlement within the present-day Rock Hill city limits was in the Ebenezer Road area and grew up around the Ebenezer Presbyterian Church which was established in 1785 and originally known as Indian Land Church. The Ebenezer Academy Post Office was established in 1822 and renamed to Ebenezerville in 1837. By the mid 1800s, plans were developed to build the Charlotte and South Carolina Railroad tracks east of the Ebenezer community to appease protests from residents about potential noise, soot, and danger to children. This area became the central business district of Rock Hill. The town of Ebenezer was incorporated in 1893; however, it became a part of the City of Rock Hill in 1960. Spurred by the invention of the steamboat and trend toward regional passenger and freight rail systems, upstate Sourth Carolina towns soon became regional trade centers. Rock Hill’s economic condition drastically improved through the late nineteeth century, as industry shifted from farming to textile manufacturing. Some of the developments that boosted the area’s economy include the introduction of the first steam-powered mill in the state in the late 1880s, the City’s first coal burning electric plant in 1890; the merger of the railroad into a national network to form the Southern Railway in 1894; and the completion of the Catawba Dam and Power Plant in 1904. These technological and economic advancements spurred commerical and residental growth. By 1907, Rock Hill was home to several textile mills, more than 12,000 residents, and three institutes of higher education.

Wymojo Mill, circa 1923 Vision 2020: The Comprehensive Plan for Rock Hill VI-4 11/22/2010 VI. Cultural Resources Element

Rock Hill continued to experience extensive growth and development in the early twentieth century as area business owners began venturing into other industries besides textile manufacturing. One of the most notable was the Anderson Motor Company, the first automobile manufacturer in the south. While most of the nation faced significant unemployment during the Great Depression, Rock Hill industry and mill owners devised ways to retain employees during these difficult times by reducing wages and increasing production– actions which led to significant labor unrest. Despite the economic instability of the 1930s, progress continued in Rock Hill. Post World War II, manufacturing played a major role in the growth and prosperity of Rock Hill as textile mills, food and lumber production companies grew to more than five thousand employees. Between 1945 and 1950, war veterans returned to the area and began expanding their families. To accommodate this new growth, the City voted to invest $3M to extend infrastructure to the rapidly spreading suburbs. This housing boom marked Rock Hill as the fastest growing city in South Carolina. By the mid 1950s, demand for housing slowed and nearby shopping and employment opportunities drew people away from downtown. Manufacturing plants began to close as demand for textile products declined and the country’s dependence on foreign imports increased. Rock Hill also faced considerable social change as a result of the Civil Rights Movement. In 1954, St. Anne’s Catholic Church’s elementary school became the first integrated school in Rock Hill, though public schools did not become fully integrated until 1970. Sit-ins and a major bus boycott brought national attention to Rock Hill. The 1970s brought even more social change with the city’s first African American lawmaker and councilmen elected since Reconstruction. By the 1970s and 1980s, technological advances brought the closure of most of the prominent textile structures throughout the City, decentralizing and shifting the City’s employment center to the suburbs. Rock Hill became the focus of several urban renewal projects through the 1970s. Plans were developed to transform the City’s core into a more intense, modernized pedestrian shopping mall, but the newly constructed improvments only exacerbated its economic deterioration. By the mid 1980s, Rock Hill lost its textile manufacturing industry and experienced economic decline with the near complete abandonment of its downtown business district. Despite the decline of downtown, Rock Hill as a whole continued to grow through the 1980s and 1990s. Businesses and housing developments emerged as new residents relocated to Rock Hill for its relatively low cost of living and proximity to Charlotte, North Carolina. But, city leaders soon realized that a community-wide strategic plan was needed to address the impacts of growth. Urban sprawl strained city services while the changing economic and demographic character of the City reshaped its identity. In 1988, the City joined forces with other local agencies to prepare a citywide strategic plan called “Empowering the Vision” (ETV). Through the ETV planning process and its 1995 update entitled “Empowering the Community” (ETC), the City collaborated with citizens and stakeholders to develop strategies towards improving the cultural environment, the education system, infrastructure, green spaces, and the City's image in the metropolitan area; promoting economic development; and preserving the City's

Main Street, 1895 Main Street, 1920s Main Street, 2008 Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VI-5 VI. Cultural Resources Element history. An evaluation completed at the end of the ten year implementation period in 1999 highlighted the plans’ success through the dozens of major projects implemented by the ETV and ETC sponsors, programs, and forged partnerships. Through the early part of the 2000s, Rock Hill continued to see a boom in housing growth. But, towards the end of the decade, the effects of a national economic crisis began to trickle down locally causing new construction starts to begin to falter. In an effort to restore economic stability and social vitality to the urban core, the City turned to public and <# &# "#%#! public/private partnership projects to revitalize and stabilize the &#$*#!<##2! downtown areas, particularly the textile corridor and adjacent " &# !!# & neighborhoods hardest hit by the loss of the textile industry. &#+#" %#!(%!< ! Initiatives include the restoration, rehabilitation and reuse of (%!<#&((##! existing buildings, new infill housing, restoration and conversion of $<  $!# # (!<# existing textile mills for senior housing, and inclusion of mixed !'> uses. It is through the continued investment in Rock Hill’s cultural heritage that the City maintains its identity.

Historic Sites and Districts Rock Hill is committed to preserving and protecting structures that represent valuable examples of period architecture and/or represent significant historical events. In August 2004, the City completed an update to the 1988 Historic Resources Survey documenting historic architectural resources in Rock Hill. The updated survey documented all properties that had become 50 years old since the 1988 survey; surveyed properties located in areas annexed into the city limits since 1988; and recorded historic resources located in the Main Street Corridor, but outside the existing Downtown Historic District, including those in the Old White Home, Project of Historic Rock Hill Town Renaissance Planning Area. In addition to providing an inventory of all surveyed properties, the 2004 Historic Resources Survey Update contains an overview of the historical development of the City, a discussion of prevalent architectural styles, and a list of recommendations for National Register eligibility and local designation. To be eligible for historic designation, structures must be at least 50 years old and have significance in a local, statewide and national context or architectural period style. In total, more than 250 properties have been designated as historic, and about 200 of these are considered to be contributing properties. Local Role in Historic Preservation In 1989, the City created the Board of Historic Review (BHR) to support the City’s historic preservation efforts and administer the City’s historic regulations. The BHR is responsible for recommending standards or guidelines for the identification and designation of historic properties and districts as well as reviewing plans for renovation, alteration, removal or demolition of historic structures and the construction of new structures within identified historic areas. Other responsibilities include surveying and identifying historic properties, and reviewing and recommending properties or sites to the South Carolina Department of Archives and History for nomination to the National Register of Historic Places. The Board also advises and assists property owners on the physical and financial aspects of preservation, renovation, rehabilitation, and reuse of historic buildings and properties. State Role in Historic Preservation The State Historic Preservation Office (SHPO) was established in 1969 to implement the objectives of the National Preservation Act of 1966, which extended federal support to state and local historic preservation efforts. The SHPO, a program of the South Carolina Department of Archives and History, receives federal funds for historic preservation from the U.S. Department of the Interior’s National Park Service. The Office is responsible for identifying, recording, and assisting in preservation of historic and prehistoric resources throughout the state.

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The State Historic Preservation Office is also charged with developing, and revising as needed, a statewide historic preservation plan. The plan guides the work of the State Historic Preservation Office, but it also provides a vision for historic preservation in the state. The plan was revised and published in 2007.

The SHPO works with individuals, organizations and governments to identify, recognize and preserve structures and sites that have played a part in South Carolina history through the following programs:

Z Statewide Survey of Historic Properties – The records for the Statewide Survey are housed at the Department of Archives and History. SHPO maintains information from historic surveys conducted since the mid-1980s in Geographic Information System (GIS) data layers. Z National Register of Historic Places in South Carolina – The SHPO coordinates the nomination of properties to the National Register of Historic Places and submits the applications to the National Park Service, under the Secretary of the Interior, to be maintained. Z South Carolina Historical Markers – The SHPO approves all inscriptions for South Carolina Historical Markers. Z Assistance to Local Governments – The SHPO provides information and training to help local governments design and implement local preservation programs to safeguard historic properties. Communities can elect to become Certified Local Governments (CLGs) and participate in a federal-state-local partnership. CLGs receive technical assistance and can apply for preservation grant funds. Z Tax Incentives – The SHPO staff helps historic property owners meet the standards required under the federal and state tax credits programs. Tax incentives are available for rehabilitation of historic owner-occupied and income producing properties. Z Grants – The SHPO administers matching federal grants for preserving historic properties. Grants range from $1,500 to $25,000 and can fund historical/architectural surveys, National Register nominations, preservation planning projects and preservation education efforts. Also, CLGs are eligible for “bricks and mortar” grants for stabilizing historic buildings or structures or protecting them from the adverse effects of the weather.

Williams Gulf Station, Project of Historic Rock Hermon Presbyterian Church Locally Designated Historic Sites and Districts Local historic designation of districts, buildings and landmarks helps preserve the historic character and identity of an area while supporting property values, promoting heritage tourism, and preserving natural resources through the conservation of building materials. Requests for exterior renovation or demolition must be reviewed and approved by the Board of Historic Review in accordance with the Rock Hill Historic Preservation Ordinance and must meet criteria specified in the Historic Design Review Guidelines Manual.

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There are six locally designated historic districts as well as an expanding list of locally classified sites located within Rock Hill (see Map 6.1). A list of the locally designated historic districts and sites is provided in Table 6.1. Table 6.1: Rock Hill Locally Designated Historic Sites and Districts District/Site Location

Charlotte Avenue/Aiken Avenue Generally includes properties located on Charlotte Avenue, Aiken Avenue, and Historic District College Avenue north of Union Avenue Marion Street Area Historic District Generally includes properties located on Johnston Street, Marion Street, Green Street and Center Street between Hampton Street and Saluda Street Oakland Avenue Historic District Generally includes properties located on Oakland Avenue between North Wilson Street and Sumpter Avenue Reid Street/North Confederate Avenue Generally includes properties located on East Main Street, East White Street, Area Historic District North Confederate Avenue, Reid Street and Pendleton Street between Elizabeth Lane and North Jones Avenue Rock Hill Downtown Historic District Generally includes properties located on East Main Street, East White Street, Caldwell Street, Elk Avenue, Oakland Avenue and St. John’s Court between East Black Street and the Railway Winthrop Historic District Generally includes properties on the Winthrop University Campus located on Oakland Avenue between Charlotte Avenue, Stewart Avenue and Cherry Road

Afro-American Insurance Building 538 South Dave Lyle Boulevard Anderson-Gill House 227 Oakland Avenue Avery-Williams-Bishop House 1772 Ebenezer Road Caldwell House 306 West Main Street Dr. William W. Fennell House 334 North Confederate Avenue Ebenezer Academy 2132 Ebenezer Road Ebenezer-Manse House 1902 Ebenezer Road First Presbyterian Church 234 East Main Street Gilbert Lazenby House* 313 North Wilson Street Harper-Holler House 228 West Main Street Hermon Presbyterian Church 446 South Dave Lyle Boulevard Highland Park Manufacturing Plant 869 Standard Street & 732/737 East White Street and Cotton Oil Complex Ketchin-Neely-Long/Longwood Hall 1858 Ebenezer Road McCallum House 1657 Ebenezer Road McCorkle-Fewell-Long House 639 College Avenue McCosh House 234 East Black Street Mt Prospect Baptist Church 339 West Black Street New Mt Olivet AME Zion 527 South Dave Lyle Boulevard Richards House 1804 Ebenezer Road Rock Hill Cotton Factory 300 Chatham Street Shurley Mickle House 1544 Ebenezer Road Smith-Matthews House 1865 Ebenezer Road Springsteen Plantation Site* 803 Augustus Lane Williams Bynum Cotton Warehouse* 122 Southern Street & 302 Dave Lyle Boulevard Williams Gulf Station 122 South Oakland Avenue

* Recognized as historic, but not officially designated to date.

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Map 6.1: Rock Hill Locally Designated Historic Sites and Districts

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Historic Sites and Districts on the National Register The National Register of Historic Properties is the list of individual sites, structures, objects and districts, deemed important in American history, culture and architecture or archeology. It is a federal honorary designation administered by the Secretary of the Interior through the South Carolina State Historic Preservation Office. While buildings on the National Register may be eligible for tax incentives and grants, they are only minimally protected from adverse changes or demolition. According to the South Carolina Department of Archives and History, Rock Hill currently has five historic districts; seventeen historic properties; and one historic complex listed on the National Register (see Map 6.2). These districts and sites are detailed in Table 6.2. Table 6.2: Rock Hill Historic Sites and Districts on the National Register District/Site Location Date Placed on Register Charlotte Avenue/Aiken Avenue 7 contributing properties and 2 noncontributing properties on 6/10/92 Historic District Charlotte Avenue and Aiken Avenue Marion Street Area Historic 29 contributing properties and 6 noncontributing properties on 6/10/92 District Johnston Street, Marion Street and Center Street Reid Street/North Confederate 23 contributing properties and 9 noncontributing properties on East 6/10/92 Avenue Area Historic District Main Street, East White Street, Reid Street, North Confederate Avenue Rock Hill Downtown Historic 12 contributing properties on East Main Street, East White Street, 6/24/91 District Caldwell Street, Oakland Avenue and St. John’s Court Winthrop Historic District 20 contributing properties and 1 noncontributing property 4/23/87 (aggregated into 3 properties) along a portion of Oakland Avenue, between Cherry Road and Stewart Avenue on the Winthrop University campus Afro-American Insurance 538 South Dave Lyle Boulevard 6/10/92 Building Anderson-Gill House 227 Oakland Avenue 5/13/82

Bleachery Water Treatment Plant Stewart Avenue 3/6/08

Ebenezer Academy 2132 Ebenezer Road 8/16/77

First Presbyterian Church 234 East Main Street 6/10/92

Hermon Presbyterian Church 446 South Dave Lyle Boulevard 6/10/92

Laurelwood Cemetery Bordered by Laurel Street, West White Street, Stewart Street and 7/31/08 West Main Street McCorkle-Fewell-Long House 639 College Avenue 8/21/80

Mt Prospect Baptist Church 339 West Black Street 6/10/92

People’s National Bank Building 131-133 East Main Street 3/25/99

Rock Hill Body Company 601 West Main Street 3/6/08

Rock Hill Cotton Factory 300 Chatham Street 6/10/92 & 3/6/08 Stokes-Mayfield House 353 Oakland Avenue 5/17/84

Tillman Hall Winthrop University, 1894 Alumni Drive 12/2/77

U.S. Post Office and Courthouse 201 East Main Street (formerly, 102 Main Street) 1/21/88 (Caldwell Street Post Office ) White Home 258 White Street 12/2/69

Withers Building Winthrop University, 611 Myrtle Drive 8/20/81

Highland Park Manufacturing 869 Standard Street & 732/737 East White Street 6/10/92 Plant and Cotton Oil Complex

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Map 6.2: Rock Hill Historic Sites and Districts on the National Register

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Historic Preservation Incentives City of Rock Hill Preservation Tax Incentive - The City Council has established tax incentives for both owner-occupied and income producing properties that meet certain criteria. Eligible properties, as certified by the City, may receive a special tax credit for a ten year period based upon the appraised value of the property prior to rehabilitation. This encourages historic property upkeep and ensures that improvements are consistent with the Standards for Rehabilitation outlined by the Secretary of Interior. Additional information is available through the City of Rock Hill Planning & Development Department. York County Preservation Tax Incentive – York County has established tax incentives for both owner-occupied and income producing properties that meet certain criteria. Eligible properties, as certified by the County, may receive a special tax credit for a ten year period based upon the appraised value of the property prior to rehabilitation. This encourages historic property upkeep and ensures that improvements are consistent with the Standards for Rehabilitation outlined by the Secretary of Interior. Additional information is available through the York County Planning & Development Services Department. Laurelwood Cemetery South Carolina Historic Rehabilitation Incentives Z State Textile Mills Tax Incentive – The 2004 South Carolina Textiles Communities Revitalization Act authorized a credit against local property taxes equal to 25 percent of rehabilitation expenses or an equivalent state income tax credit for eligible abandoned buildings formerly uses as textile manufacturing facilities or for ancillary uses. Additional information is available through the State Historic Preservation Office and South Carolina Department of Archives and History and the Coordinating Council for Economic Development. Z State Historic Rehabilitation Tax Credit for Owner Occupied Residences – Property owners who rehabilitate their historic homes may be eligible to claim 25 percent of the costs for repairs and renovations over $15,000 from state income taxes. Additional information is available through the State Historic Preservation Office. Z 25% State Historic Rehabilitation Tax Credit – A 25 percent state income tax credit for qualified rehabilitation expenses is available for owner-occupied certified historic residential structures listed on the National Register of Historic Properties. Additional information is available through the State Historic Preservation Office and South Carolina Department of Archives and History. Z 10% State Historic Rehabilitation Tax Credit – A 10 percent state income tax credit for qualified rehabilitation expenses is available for income-producing certified historic structures that also qualify for the 20 percent federal income tax credit. Additional information is available through the State Historic Preservation Office and the National Park Service. Federal Historic Rehabilitation Incentives Z 20% Federal Historic Rehabilitation Tax Credit for Income Producing Properties – Property owners of income-producing properties that are listed on the National Register of Historic Properties either individually or as a contributing property to an historic district are eligible to apply for a 20 percent Federal income tax credit for rehabilitation costs. Additional information is available through the State Historic Preservation Office, Internal Revenue Service, and the National Park Service.

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Z 10% Federal Non-Historic Rehabilitation Tax Credit for Income Producing Properties – Property owners of income-producing properties built before 1936 that are not listed on the National Register of Historic Properties either individually or as a contributing property to an historic district are eligible to apply for a 10 percent Federal income tax credit for rehabilitation costs of non-residential uses. Additional information is available through the State Historic Preservation Office, Internal Revenue Service, and the National Park Service. Z Federal Income Tax Credit for Low Income Housing – The Internal Revenue Service Tax Reform Act of 1986 created an income tax credit for the acquisition, construction or rehabilitation of low income housing. This can be used in conjunction with the 20 percent Federal Historic Rehabilitation Tax Credit to rehabilitate historic buildings into low income housing units. Additional information is available through the State Housing Finance and Development Authority. Z Federal Income Tax Incentives for Easement Donations – Property owners of income- producing or owner occupied residences listed on the National Register of Historic Properties either individually or as a contributing property to an historic district who donate an easement are eligible for income and estate tax deductions. Additional information is available through the State Historic Preservation Office, the National Park Service, Palmetto Conservation Foundation, and Palmetto Trust for Historic Preservation.

Walker House, 343 East White Street, Project of Historic Rock Hill – before and after renovations

Historic Preservation Programs Historic Preservation Grants – The Historic Preservation Grants program is administered by the State Historic Preservation Office and funds are annually awarded to projects within Certified Local Governments (CLGs) only. There are two categories of projects: Survey and Planning Projects and Stabilization Projects. These 50/50 matching grant awards, which typically range from $2,500 to $25,000, provide financial support for preservation projects. Project work must be carried out by professionals and is subject to review and approval by the SHPO. All work must comply with the Secretary of the Interior’s "Standards for Archaeology and Historic Preservation" and SHPO's guidelines and standards. Grantees are responsible for matching dollar for dollar with the grant, which is then reimbursed after the project is approved and reviewed. The matching funds, with some exception, must come from non-federal sources. The grantees are selected competitively through review of merit and outlined criteria. Selected applicants are ranked by merit by the reviewers (SHPO staff) and are given funding accordingly until funding is depleted. York County Forever – The York County Forever Commission was established by the York County Council in 1998 as a way to promote and protect the county’s significant natural, cultural, historic and environmental resources. Its goal is to put in trust one acre of land for every acre that is commercially developed. The Commission forges partnerships with other agencies to facilitate the preservation of land and resources. The organization has worked in partnership with Historic Rock Hill purchase and raise funds towards restoration of the historic White Home.

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Historic Rock Hill – Historic Rock Hill is a local non-profit organization committed to the preservation of homes and commercial properties that have historical significance in Rock Hill. Established in 1986 as the Mid-Town Preservation Association, Historic Rock Hill works with the local government, public corporations and private citizens to find funds for restoration and/or new uses for the properties. Successful completed projects include the Williams Gulf Station on Oakland Avenue, as well as historic homes located on Green Street, Marion Street, and East White Street.

Historical Marker Program – The South Carolina Historical Marker Program was authorized in 1905 and officially established in 1936. This program marks places that represent important elements of South Carolina’s past, either as sites of significant events, or historic properties for their design, or for their association within institutions or individuals significant in local, state, or national history. The South Carolina Department of Archives and History has approved and erected more than 1,000 markers throughout the state. In Rock Hill Historical Markers are often initiated through individuals, committees, or local civic groups, such as the Cultural and Heritage Museums (CHM). Applicants work with the Rock Hill Board of Historical Review and the community to get support behind the markers and to coordinate marker location and text content. Some of the notable markers include the U.S. Post Office and Courthouse/Citizen’s Building on East Main Street; Rock Hill Railroad Depots and Street Railway located at the Good Kia Car Lot; the City of Rock Hill on East Main Street; Black Plantation/Hampton Campaign on Black Street; Andrew Jackson Hotel/Vernon Grant on East Main Street; First Presbyterian Church/Church Leaders on East Main Street, and the McCrory’s Civil Rights Sit-Ins/“Friendship Nine” “Friendship Nine” Historical Marker marker on East Main Street.

Archaeological Resources Archaeological resources play an important role in defining Rock Hill’s history, providing us with a glimpse into the lives and cultures of early local societies. Identification and preservation of archaeological artifacts is challenging. Unlike historic buildings and structures which are clearly visible and catalogued, archaeological resources are typically discovered during development of undisturbed land. Several South Carolina State Departments are charged with protecting and preserving archeological resources. The South Carolina State Historic Preservation Office plays an important role in protecting the state’s archaeological heritage through its involvement in the environmental review process. As an advisory agency, the SHPO’s primary responsibility is to consult with federal and state agencies about possible historic properties, which include significant archaeological sites. The agency makes recommendations regarding the need for Catawba River Archeological Excavation, 6/07 archaeological investigations prior to construction; site significance; and mitigation and preservation plans for significant sites that could be damaged by construction activities. The SHPO reviews and comments on all reports produced in compliance with state and federal laws. It is also responsible for maintaining records for the compliance-related projects and files for sites listed in the National Register of Historic Places. However, it does not manage or maintain the State’s archaeological site files. The South Carolina Institute of Archaeology and Anthropology (SCIAA), a University of South Carolina research institute, serves as the main State agency concerned with South Carolina's

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Prehistoric and Historic Archaeology, and its discovery, study, revelation, and official safekeeping at a curatorial facility. The SCIAA Division of Underwater Archaeology conducts compliance surveys for waterfront developments that might endanger underwater sites. The South Carolina Department of Natural Resources’ Heritage Trust Program was established in 1976 to inventory and preserve the state’s most significant natural and cultural resources. The Heritage Trust has an archaeologist on staff who works closely with other staff members, related agencies, and landowners to identify and protect significant archaeological sites in the state of South Carolina. The South Carolina Department of Parks, Recreation, and Tourism (PRT) manages several of the State’s significant archaeological sites. In order to protect archeological sites from damage and preserve their integrity, the exact location of the sites cannot be disclosed to the public. Instead, archaeological site data is available from the SCIAA as raw counts per topographic quadrangle. Archaeological discoveries within the two quadrangles encompassing the City have included approximately 95 sites containing prehistoric artifacts and 98 sites containing artifacts from historic periods.

Museums Rock Hill Telephone Company Museum – 117 Elk Avenue Located in the heart of downtown Rock Hill, the Rock Hill Telephone Company Museum, or Comporium Museum, traces more than 100 years of telecommunication service to the area. Beginning with a video of the company’s origins, the tour encompasses the history of the company along with interactive exhibits of the technological advances that have kept it at the forefront of the telecommunications industry. In addition to its permanent programming, children attending the City’s annual Christmasville celebration can come to the museum and use a “special” phone to call directly to Santa and tell him their Christmas wishes. Comporium Museum

Museum of York County (MYCO) – 4621 Mt. Gallant Road The Museum of York County is part of a linked system of cultural institutions, known as the Culture and Heritage Museums, which also includes Historic Brattonsville, the McCelvey Center, and the planned Museum of Life and the Environment on the Catawba River in the Town of Fort Mill. The museums are managed by the York County Culture and Heritage Commission. Established in 1950 as the Children’s Nature Museum of Rock Hill, the Museum of York County is annually visited by more than 30,000 people. It features an array of exhibits and educational programs pertaining to natural history and science, cultural history, and the arts for all ages. The museum is home to the Stans African animal collection, which includes more than 200 full-mounted African animals; the Clifford collection of African art, featuring unique African art and artifacts; the Vernon Grant Gallery, which is devoted to the creator of Kellogg’s Rice Krispies® characters Snap! Crackle! And Pop!®; dioramas of historic Carolina Piedmont landscapes and wildlife, and the Settlemyre Planetarium, showcasing a state-of-the-art audio and visual exploration of the universe. A variety of educational programs and events are held throughout the year, such as Africa Alive!, Earth Day Birthday, and America Recycles Day.

Old Cotton Factory “Mini-Museum” – 300 Chatham Avenue The entrance hall of the newly renovated Old Cotton Factory overlooking Dave Lyle Boulevard and downtown Rock Hill features a small museum of textile history and Rock Hill manufacturing. The exhibit includes an old fabric loom as well as displays of historical photographs and artifacts highlighting the history of the Cotton Factory as the first steam-powered textile mill in South Carolina;

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Rock Hill’s textile and railroad industries; and the early history of downtown Rock Hill. Railroad tracks are set in cement in the rear walkway of the building marking the spot where railcars dropped off bails of cotton from a nearby rail line. Additionally, a 1921 Anderson automobile is being temporarily housed in the facility to commemorate the Rock Hill founded Anderson Motor Company for its distinction as being the first automobile manufacturer in the south. Once construction of the Culture and Heritage Museums of York County’s Museum of Life and the Environment is complete, the Anderson car will be relocated. Historic White Home and Gardens – 258 White Street Built in 1839 in what is now the Historic East Town Neighborhood of Rock Hill, SC, the White Home was one of the first homes built in Rock Hill. In 2005, Historic Rock Hill purchased the 3.35 acre property from the White family for the purpose of preserving its structure and grounds for future generations. The 2.5 million dollar restoration project included structural improvements and stabilization to the main house and several out-buildings as well as extensive landscaping upgrades to create a relaxing "garden park" environment. The White Home is a centerpiece for the community, hosting weddings, events, educational field trips and historical tours, acting as a window to the historic roots of Rock Hill. White Home Restoration Concept Plan

Future Downtown Children’s Museum – Downtown Rock Hill Plans are in the works for an interactive children’s museum in downtown Rock Hill. The Culture and Heritage Museums has secured funds to acquire space in the vacant lobby of the former People’s Bank Building and are now completing plans for construction. The museum is envisioned to include 3-D exhibits, colorful shapes and play equipment designed to honor the late local artist Vernon Grant. If the plan comes together, organizers expect to open in time for the city’s ChristmasVille festival in December 2010.  &&! "(% ! *! %#%( $"!#- "# ##(#! !<#%%!' $"!# "#%#!>

Institutional Facilities & Programs Cultural resources also include many programs and services that are accessible to residents via an institution, such as the library, a church or synagogue, or through educational facilities. This section highlights the types of cultural opportunities available to residents and visitors in the Rock Hill area.

York County Library System 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. With an annual budget for 2009/2010 of $4,907,000, the library system consists of the main library, headquartered in downtown Rock Hill, with branches in Clover, Fort Mill, Lake Wylie, and York. Each library offers a unique array of special services and programs to York County residents. A Bookmobile provides additional service to nursing homes, daycares, and other locations throughout the York County community, including 31 scheduled stops in Rock Hill, as well as homebound and outreach services. The main library in Rock Hill features a number of unique services and programs. The Technology Center provides users with public access to 25 computer workstations for internet access, software

Vision 2020: The Comprehensive Plan for Rock Hill VI-16 11/22/2010 VI. Cultural Resources Element for adults and children, and online research databases as well as free computer classes. The main library also offers a variety of free programs for adults, teenagers and children including visits from local authors and preschool story-time to theatre performances and Patchwork Tales Storytelling Festival, a three-day festival held annually in May. Located on the second floor, the Nan Weller Carson Local History Room contains a collection of local history resources about York County, South Carolina and the Catawba Indians. Materials in the room are not available for checkout or interlibrary loan; however, many of these valuable resources have been digitally scanned and are accessible online at the following website: www.ychistory.org. The library system offers an assortment of services to York County residents. Children's Services provides a full range of books, magazines, audio books, videos, and DVDs suitable for children from infancy through age 12. Specialty programming, such as weekly story times, after-school events, storytelling and services to parents or adults who work with children are also available. Children's outreach services are offered to child care providers, schools, and other agencies working with children. Young Adult Services serves youth ages 12-18 with teen-oriented books, magazines, and programs, such as the Teen Internet Cafe and the Teen Advisory Board. Live Homework Help® provides one-on-one online tutoring assistance to York County students in English, Math, Social Studies and Science by accessing the library website. SchoolRooms is an online multimedia resource to assist students with homework and school projects, as well as practical and relevant guides for parents, educators, and librarians. The Adult Outreach department provides outreach services to the elderly and incarcerated. In addition, all York County Library locations have a meeting room for use free of charge by non-profit organizations or community groups. General information about the York County library system (FY2008/2009) 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 1,200,272 Door Count: 701,697 New Library Cards Issued: 17,934 Total Number of Library Cards: 92,693 Main Library Internet Sessions: 158,626 Questions Answered by A Librarian: 207,805 Total number of programs: 1,809 with 140,272 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

Friends of the York County Library is a non-profit organization that supports the York County Library system. Through membership dues, book sales, and special fund-raising activities, the Friends of the Library secures funding for non-budgeted library projects and programs. The group also partners with other agencies to sponsor various library events featuring nationally and internationally renowned storytellers, musicians, and other performing artists. Additional information about the York County Library  &&! "(% ! *! System can be found on their website: www.yclibrary.org. "* '( $"!#- "# ##(#!!<# %%!' $"!# "#%#!>

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Faith-Based Institutions The City of Rock Hill has more than 80 different faith-based institutions located throughout the jurisdiction for those who desire spiritual gatherings. These institutions represent a significant cultural resource for the area. As previously indicated in Tables 6.1 and 6.2, many churches and ancillary cemeteries within the city limits have historical significance. It is believed that the Ebenezer Associate Presbyterian Church, erected around 1785, was the first church established in the area. Although the original structure and several buildings later constructed have since been destroyed, the site is still actively used for church services. This site is also occupied by the Ebenezer Associate (Reformed) Ebenezer Academy, the oldest known school building standing Presbyterian Church, current day in York County. The adjacent cemetery has been used as a community burial ground since the time of the first settlement. The oldest marked grave is that of Stephen McCorkle who died on September 22, 1790. Houses of faith also serve to embrace diversity by including other cultures in their membership, offering church services in multiple languages, and providing English for Speakers of Other Languages (ESOL) classes and other resources to minorities to foster community relations. Religious leaders in the area host an annual interfaith prayer breakfast in observance of the Martin Luther King Jr. holiday. Most area churches and similar ministries offer a variety of musical and/or theatrical programs to enhance the spiritual needs and artistic growth of our community. Houses of worship located within the area are categorized into the following denominations:

 African Methodist  Christian  Interdenominational  Pentecostal Holiness Episcopal (AME) Zion

 Apostolic  Church of Christ  Jehovah’s Witnesses  Presbyterian

 Assembly of God  Church of God  Lutheran ELCA  Presbyterian PCA

 Associate Reformed  Church of God of  Lutheran  Seventh Day Adventist Presbyterian (A R P) Prophecy

 Baha’i  Church of Jesus Christ  Lutheran LCMS  The Wesleyan of Latter-Day Saints (Mormon)

 Baptist  Episcopal  Messianic  United Methodist

 Baptist, Independent  Evangelical Free  Nazarene  United Pentecostal Church

 Baptist, Southern  Holiness  Non-Denominational

 Catholic  Independent  Pentecostal

Several other religious organizations located in Rock Hill provide social services and minister to the physical, emotional, and spiritual needs of the community. These include:  The Oratory, founded in 1934, is a community of 16 Catholic priests and brothers that serve York County's five Catholic churches, preaching and ministering to the members. Some of the regular programs offered through the facility include: The Oratory Religion Summer Camp for children, Oratory the Hispanic Ministry, seminars and retreats, the Knights of Columbus, and the Catholic Engaged Encounter of South Carolina.

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 Young Life is a non-denominational, Christian, non-profit organization dedicated to the spiritual growth of local teenagers. Programs include Club, Campaigners and Camp.  The Salvation Army is a worldwide evangelical Christian organization devoted to disaster relief, social services and other charitable causes. In addition to its local administration and social service offices and thrift store, the Rock Hill Salvation Army in partnership with York County Government, the City of Rock Hill and United Way of York County, opened a Warming Center in winter 2007, designed to provide warm shelter to homeless men in the area.

<#%%!' $"!# "#%#!$"&# &&! " Programs in Educational Institutions (% ! *!$<" ( $"!#> Public School System: Rock Hill Schools– 660 North Anderson Road The mission of Rock Hill Schools is to provide students with challenging work that authentically engages them in the learning process and prepares them for successful futures. Nearly 18,000 students are enrolled in the 27 schools throughout the service area, including 16 elementary schools, as well as the Children’s School at Sylvia Circle, a state-funded Montessori school; five middle schools, three high schools, one applied technology center; and a public charter school, the Children’s Attention Home Charter School (K-8), which provides an intensive educational program with special emphasis placed on the psychosocial aspects and study skills for at-risk children who have been removed from their homes due to abuse, abandonment, or neglect. Rosewood Elementary International School has been designated an International Baccalaureate Primary Years Programme (IBPYP) and uses a comprehensive approach to learning though an international curriculum taught through inquiry. Northside Elementary School of the Arts is one of five schools recognized nationally as a Creative Ticket School of Northside Elementary School of the Arts Excellence by the Kennedy Center Alliance for Arts Education Network (KCAAEN) and the South Carolina Alliance of Arts Educators (SCAAE) for its exemplary arts education programs. Rock Hill Schools and the Arts Council of York County participate in the John F. Kennedy Center National Partners in Education program which partners cultural organizations and schools throughout the nation to expand their education programs with the primary focus on the education of teachers.

Rock Hill Schools also offers several alternative/focused learning school programs primarily at the Rock Hill Flexible Learning Center located at 1234 Flint Street Extension:  The Phoenix Academy offers a flexible, self-paced learning environment for high school students.  The Rebound Alternative School is designed for students in grades 5-8 who have demonstrated behavioral problems. Students are temporarily assigned to the Rebound Program and must show significant improvement within twelve weeks or the student is referred back to the home school for expulsion procedures.  Renaissance Academy, opened in March 2008, offers new options for high school students who have been suspended or expelled.  The Adult and Community Education Center provides responsive, accessible and flexible educational programs that prepare adult learners for the workforce or post-secondary education while ensuring an appreciation for cultural and ethnic diversity.

Other facilities in Rock Hill that offer alternative/focused learning school programs include the Central Child Development Center for pre-kindergarten students, and Parent Smart Family Resource Center,

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VI-19 VI. Cultural Resources Element which offers a family-focused environment that welcomes culturally and socio-economically diverse families, with all services available in English and Spanish. Rock Hill Schools first magnet school program was fully implemented in the fall of the 2009-2010 school year. Sunset Park Elementary School was transitioned into the Center for Accelerated Studies at Sunset Park, a facility for the gifted and talented and designed with four distinguishing characteristics: acceleration and enrichment, elective courses, technology infusion, and extended instructional time. Additional information about Rock Hill Schools can be found on their website: www.rock- hill.k12.sc.us.

Private Schools Several private schools are located in Rock Hill including Shekinah Christian Academy (PK-12), Shield of Faith Christian Academy (PK-12), St. Anne School, (PK-8), and Westminster/Catawba Christian School (PK-12). These schools offer educational and other programs that integrate academic, arts, physical and spiritual instruction.

Higher Education: Clinton Junior College – 1029 Crawford Road Clinton Junior College (CJC) is a private, two year institution that offers an academic environment that not only promotes intellectual growth, but also fosters positive moral, ethical, and spiritual values. The College was founded in 1894 by the African Methodist Episcopal Zion Church to help eradicate illiteracy among black freedmen. Since then, Clinton Junior College has grown to serve nearly 100 students annually and offers degree programs in Business, Liberal Arts, Religious Studies, Early Childhood/Elementary Education, and Natural Sciences. Students typically come from diverse backgrounds; students enrolled in 2008 represented fourteen states, as well as two foreign countries. A 15,000 Clinton Junior College, Library square foot library was recently added to the campus and a study is currently being conducted to determine the feasibility of constructing an additional 64,000 square foot complex of buildings, including classrooms, offices, a health and athletic complex, and a fine arts building. A Student Support Services program provides special assistance to students through tutoring, mentoring, counseling, and training, as well as by providing guidance on transitioning to a four-year institution and additional services for students with disabilities. Clinton Junior College has been designated as a Church related, Historically Black Institution of higher learning, and as such as qualified to participate in HUD’s Historically Black Colleges and Universities (HBCU) program. Through the HBCU, Clinton has received grants to provide a range of community services to the surrounding “Old Town” neighborhood-such as a continuum of care for the homeless, adult basic education, job counseling, social and medical services, and fair housing.

Additional information about Clinton Junior College can be found on their website: www.clintonjuniorcollege.edu.

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York Technical College – 452 Anderson Road York Technical College originally opened in 1964 as the York County Technical Education Center with 60 students enrolled in seven programs of study. It has since grown to over 6,000 credit students in more than 80 credit programs. The campus consists of 15 buildings, including five 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; and the Baxter M. Hood Continuing Education Center. In addition to offering academic programs, the College York Technical College, Arts & Science provides continuing education for approximately 7,000 Distance Learning Facility residents and more than 250 businesses in the community through distance learning opportunities; teleclasses; telecourses; online courses; hybrid courses; work-based learning; EXCELS for high school dual enrollment credit; and Clemson/USC/ETV televised course offerings. The federally funded Student Support Services (SSS) Trio Program provides personal and academic services to students. Program services include a textbook loan program, academic advising, financial aid assistance, tutoring, workshops, career planning, free cultural events, mentoring, and college transfer assistance. The College maintains a Special Resources Office providing disability services through the Learning Enhanced Achievement Program (LEAP) and special needs scholarships including the Adults-in-Transition and Challenge programs. The Child Development Center provides training for students in the area of Child Development and to provide quality child care services to students, faculty, and staff of York Technical College and the community. Additional information about York Technical College can be found on their website: www.yorktech.com.

Winthrop University – 114 Tillman Hall Winthrop University was founded in 1886 in Columbia, South Carolina for the purpose of training female teachers for the city school system. Since it moved to its permanent Rock Hill home in 1895, the school has grown from a single classroom to a comprehensive university of national distinction. The Main Campus is located on more than 100 acres in a historic district near downtown while a 360-acre nearby site known as “the Farm” serves as Winthrop’s recreational and research complex.

As of October 2007, a total of 6,241 students were enrolled in Winthrop University, Tillman Hall the University for the 2007-2008 school year including 5,097 undergraduates and 1,144 graduate and professional students. Forty-two states are represented in the student body, and Winthrop is also home to approximately 133 International students from 54 countries, with nearly 31 percent of the university’s population representing various ethnic and cultural backgrounds. “Flags on Alumni Drive” recognizes the University’s diverse international population as country flags are flown on both sides of the street between Cherry Road and Johnson Hall representing the countries of Winthrop graduates. A total of 41 undergraduate and 24 graduate degrees, with more than 100 programs of study offered through concentrations and options, are available in the four colleges: College of Arts and Sciences; College of Business Administration; College of Visual and Performing Arts; and the Richard W. Riley College of Education. The University’s College of Visual and Performing Arts offers a variety of fully- accredited studies in dance, music, theatre and the visual arts and is the only program in the state to provide teacher licensure curricula in art, music, dance and theater. Winthrop’s unique public art program gives art and design students, as well as faculty and alumni, ongoing opportunities to create

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VI-21 VI. Cultural Resources Element and fabricate temporary and permanent works for the university’s public spaces. Student music, dance and theatre performances are also held throughout the year. A variety of special student academic programs are available at Winthrop including: Academy 101 for freshmen; honors; National Student Exchange; international studies; academic theme floors within the residence halls; the Center for Career Development and Service Learning; Leadership Winthrop; Close Scholars; Model United Nations; peer mentoring; and New Start for adult learners. Academic resources can be obtained from the Ida Jane Dacus Library, the sixth largest academic library in South Carolina. More than 2,000,000 items including books, periodicals, microfilm, microfiche, and government documents can be accessed from the Library as well as the Dacus Online Catalog (DOC), which provides online access to these collections as well as other Internet sources. Tutoring services are also available at the Writing Center and Math Lab. The federally funded Student Support Services (SSS) Trio Program provides personal and academic services to students. Program services include academic counseling; individualized needs assessment and academic success plans, free tutorial services; program computer lab, financial aid counseling and referral, career development services; cultural/educational events, college success workshops, and advocacy. Through the Health and Counseling Services Program, students, faculty, and staff have access to a variety of services and professionals equipped to address their medical and counseling needs and Winthrop University, Carnegie Library related concerns. The program also offers services for students with disabilities. Winthrop offers an extensive range of extracurricular programs and social organizations to ensure an active student life and build relationships between and among students, faculty, alumni, and members of the community. Some of these include more than 180 clubs and organizations, eight sororities, eight fraternities, 17 men's and women's intercollegiate sports in the NCAA Division I Big South Conference: women's and men's basketball, tennis, golf, indoor and outdoor track, soccer and cross- country; women's softball and volleyball; and men's baseball. The Dinkins Student Union is in charge of programming extra-curricular entertainment for the Winthrop student body. Guest comedians, singers, bands, lecturers, and novelty acts perform at special events held each semester. The Office of Volunteer and Community Services provides co-curricular service opportunities for students, faculty and staff to utilize their talents in meeting community needs. The Office of Multicultural Student Life provides students, faculty and staff with several avenues through which they can enhance their knowledge about other cultures and diversity issues. The International Center provides campus information to prospective and current international students, immigration resources and international programs for faculty and staff, and opportunities for study abroad and national student exchange programs. Future Winthrop campus development plans for both the Main Campus and the Farm have been unveiled. Key components of the master plan include moving the “heart of campus” further south to incorporate the social center of the university grounds and making the campus more pedestrian and bicycle friendly through pavers, lighting, landscaping, arbors, banners, sculptures, swings, and courtyards which would tie into the proposed Downtown trolley system along the Norfolk Southern railway. Winthrop University, Withers Building Several major projects have been recently completed or are currently under construction. Owens Hall, a 32,200 square foot “SMART technology” classroom facility was completed in 2007. Also in 2007, the 137,000 square foot Lois Rhame West Health, Physical Education, and Wellness Center was completed, providing educational and recreational opportunities for the campus community in a safe, engaging environment promoting academic growth and healthy lifestyles. In 2007, the facility was awarded the Leadership in Energy and Environmental Design (LEED) Silver certification for

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Winthrop’s environmental sustainability efforts in Green Building design and construction. Slated to open in fall 2010, the four-story 110,000 square foot DiGiorgio Campus Center 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. The Carol Hall Auditorium was completed in 2009 and features classrooms and labs for students within the College of Business Administration, a 195-seat auditorium, and a stock trading floor. Other planned facilities at the Main Campus include a music library addition that will host music reference collections, listening booth spaces and informal gathering spaces for musicians, a proposed $45-million library containing contemporary collections and historic archives as well as on- line information resources, and a future science building. Future campus development is also proposed on the south side of Alumni Drive as well as an addition to the coliseum at the Farm Campus. Additional information about Winthrop University can be found on their website: www.winthrop.edu.

Winthrop University, Byrnes Auditorium

Multiculturalism Rock Hill proudly recognizes and promotes the contributions of the diverse cultural heritages and ancestries of all its people. City Council has established several committees and task forces to tackle diversity issues and promote cultural awareness. Rock Hill’s Committee on Human Relations was created in 1981 to promote the health, safety and general welfare of all citizens, and serves as a forum for the discussion of community issues and concerns. Some of the committee’s responsibilities are to promote positive human relations and reduce discrimination; assess and respond to the Human Relations needs of our community; and advocate and recognize change to promote respect, appreciation, and understanding of diversity among all people in the community. In 1989, the City appointed the “No Room for Racism” Committee to create a mindset where people of different cultures come together to eliminate racism. Through this program, Rock Hill has pledged to pursue truth and understanding between and among all people regardless of race, sex, color, religion or national origin. The role of the Rock Hill/York County MLK Task Force is to promote, encourage and inspire awareness, acceptance and appreciation among the community for the legacy and philosophy of Dr. Martin Luther King Jr. and to foster continuing commitment to Dr. King’s example of love, tolerance, nonviolence and social justice. The volunteer group advances the observance of the Martin Luther King, Jr. Holiday, including coordination of an annual MLK Day breakfast.

Catawba Indian Reservation One of the most significant cultural aspects of Rock Hill is its long history with the Catawba Indian Nation, once considered one of the most powerful eastern Siouan tribes and believed by scholars to be the aboriginal people of the Carolinas whose heritage can be dated to 2400 BC. The Catawba name is derived from the term Katapu, which means "fork in a river"; however, Catawba people usually refer to themselves Ye Iswa, which means "river people."

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Before the arrival of European colonists, the Catawba Nation numbered around 6,000 and encompassed nearly 55,000 square miles including most of South Carolina, central North Carolina, and southern Virginia. The first European to have contact with the Native American tribe (later confirmed to be the Catawba Indians) in present-day York County was the Spanish explorer Hernando De Soto while on a quest to find gold that eventually led him to the Mississippi River. Shortly after, Juan Pardo recorded his observation of the Catawba while on his 1566-1567 expedition. Due to constant warfare and smallpox epidemics, the Catawba population dwindled to less than 1,000 by 1760 and merely 110 by 1826. Today, approximately 2,200 names are included on the Catawba Indian Nation tribal roll. The last fluent speaker of the Catawba language died in 1996; however, efforts are currently underway to revive the language through new generations. The original Catawba Indian Reservation was a 630-acre site in the eastern part of York County along the Catawba River approximately eight miles east of the City of Rock Hill (see Map 6.3). After Tennessee refused to host a Catawba reservation in the mountains, South Carolina purchased this site in 1842 on land that was considered cheap and worthless by most people. A settlement was reached in 1993 between the Catawba Nation and local, state, and national governments after the Catawbas filed lawsuits to regain the 140,000 acres they believed were taken from them illegally in the 1840 Treaty of Nation Ford with Congress. The settlement provided for Federal tribe recognition and included $50 million for economic development, education, social services, and land purchases allowing them to expand the Reservation by as much as 4,200 acres.

Map 6.3: Catawba Indian Nation Location Map

The Catawba Cultural Preservation Project (CCPP) was formed in 1990 as a non-profit organization within the Catawba Cultural Center located on the Catawba Indian Reservation. Its mission is to preserve, promote and protect the rich cultural heritage of the Catawba Indian Nation. Programs range from tribal history and culture to archeology. Classes and tours are offered showcasing Native American dance and drumming, pottery, storytelling, and musical performances. The Catawba hold a yearly celebration called Yap Ye Iswa, or Day of the River People, with proceeds funding activities at the Cultural Center. Pottery and crafts are also available for purchase at the Center.

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Additional information about the Catawba Indian Nation can be found on their website: www.catawbaindiannation.com. Specific information about the Catawba Cultural Center can be found at: www.ccppcrafts.com.

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African-American Culture Few African-Americans inhabited the Upper Piedmont region prior to the American Revolutionary War. In fact, the first United States Census (1790) indicated that York County contained a population of 6,604 with 923 listed as slaves. With the introduction of the cotton gin in the 1790s, York County experienced significant growth, particularly in the black population, as slavery became an integral part of the economy. The cotton boom, which had a tremendous impact on the entire southeast, greatly influenced agriculture and slave holding patterns. Slave ownership increased significantly in York County between 1800 and 1860; by 1850, 40 percent of York County’s 15,000 residents were slaves. On the eve of the Civil War, the County’s population had grown to approximately 21,500, with almost half of the population documented as enslaved labor. Reconstruction after the Civil War was difficult. African-Americans had won their freedom, but the local economic structure was devastated. Without laborers to productively work large land holdings, many property owners were forced to sell off portions of their land to smaller farmers, drastically altering established agricultural patterns. Slavery gave way to a system of sharecropping and lien- cropping by landowners and merchants, both of which were inflexible and perpetuated an underdeveloped society of African-Americans. The vast majority of African-Americans lived by manual labor employed as servants, porters and unskilled day laborers that received subsistence wages and were afforded virtually no opportunities for the accumulation of property or upward mobility. As the Industrial Revolution dawned in the late nineteenth century, the Rock Hill area remained captive to a cotton-growing economy and a racially segregated ideology. Attitudes soon began to shift at the turn of the century, as Rock Hill began to establish itself as a community of vision, empowerment, and one taking charge of its future. The most profitable contribution African-Americans made to the development of Rock Hill has been the effort to secure economic independence through land acquisition and the establishment of business enterprises. The black community acquired considerable land holdings at this time, including a number of buildings in downtown on West Black Street as well as East Main Street. African-Americans operated several business establishments, such as pharmacies, barbershops, dentist offices and tailors, many of which served both white and black clientele. During the Reconstruction, religious institutions recognized the need to provide a high quality of education for black youth previously denied educational opportunity and established several schools in Rock Hill to help eradicate illiteracy among freemen. Hermon Presbyterian Church’s school is believed to have been the oldest black school in Rock Hill, followed by several others that were also established by local church congregations. It was not until 1920 that the Rock Hill public school system opened its first central graded school for black children with the construction of the Emmett Scott School. Two higher education facilities were founded and supported by the black community and have provided valuable educational opportunities for Rock Hill students. Friendship Institute (later, Friendship College), was founded in 1891 by the Baptist Convention of Chester and York Counties to train preachers and teachers as well as younger children. In the 1930s, a small library was established at the college to serve the black community since the City library was reserved for whites only. By 1978, Friendship College offered Bachelors Degrees in Accounting, Business Administration and Economics; however, the college closed its doors in 1981. The oldest operating educational institution in Rock Hill, now known as Clinton Junior College, was founded in 1894 by the African Methodist Episcopal Zion Church and has operated continuously for 115 years. These two

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VI-25 VI. Cultural Resources Element colleges have sponsored the works of many artists and continue to enrich Rock Hill with many cultural venues and programs. Although African-Americans faced hard economic conditions during the Depression of the 1930s, they were able to endure tough times by bonding as a community. Businesses in the black commercial district continued to succeed by offering a variety of professional services, restaurants, and places for entertainment. In addition, several clubs and dance halls opened along Black and Trade Streets. Most of these establishments thrived for decades, and it was not until the 1960s that many of these buildings were torn down through urban renewal projects to redevelop downtown and historic gathering places of the black community began to disappear. Although slavery had become illegal many years prior, racial segregation was still predominant through the 1940s and 1950s, especially in the southern states. The American civil rights movement of the 1960s greatly influenced the Rock Hill community as non-violent “sit-ins” became commonplace. Two significant protest events brought national attention to the City. In February 1961, a small group of African-American students from Friendship College, later known as The Friendship Nine, went to jail for staging a sit-in at the segregated McCrory’s lunch counter located on Main Street. The event gained nationwide attention because the men followed an untried strategy called “jail, no bail” that was emulated in other communities. Their imprisonment strongly influenced public opinion and was an McCrory’s Lunch Counter Sit-In, 6-12-60 historic step toward civil rights in a small Southern town and paved the way for de-segregation and acceptance of equal rights. Three months later, racially integrated groups of non-violent volunteers, known as Freedom Riders, boarded Greyhound and Trailways buses in Washington, D.C., and headed south to test the enforcement of a newly enacted ruling by the U.S. Supreme Court outlawing racial segregation in all interstate public facilities. They encountered little resistance in the Upper South; however, they were met with violence when they arrived at the Rock Hill Greyhound bus station. Battered, but undeterred, the young Freedom Riders continued on their journey and ultimately bolstered a movement of local black activists across the Deep South that helped to topple segregation nationwide. In January 2007, a state historical marker was erected at the McCrory’s site and part of the building was declared a permanent historic site to recognize and honor the Friendship Nine. In addition to preserving the site, the original lunch counter and the nine stools with the names of the members of the Friendship Nine on them has been preserved, and a Heritage Hall was created including a permanent exhibit composed of text and photographs documenting this historic event in American history. According to the 2000 Census, nearly 38 percent of Rock Hill’s population identified themselves as Black or African-American. It is anticipated that this percentage will be even higher with the 2010 Census. As such, Rock Hill must ensure that it balances the needs of its diverse populations.

Hispanic Culture The Hispanic population has become the fastest growing segment of Rock Hill’s population over the last twenty years. According to the U.S. Census, the total population of Hispanics or Latinos in Rock Hill has grown from 265 residents, or 0.6 percent of the total population, in 1990; to 1,236 residents, or 2.5 percent of the total population, in 2000. Moreover, the 2008 American Community Survey currently estimates that there are 3,186 Hispanic or Latino residents, comprising 4.9 percent of the total population. It is important to note that these numbers may significantly under-represent the actual Hispanic of Latino population as it does not account for undocumented immigrants. The majority of Rock Hill’s Hispanic population is from Mexico (75%), with 45 percent from Veracruz, Mexico. The other 25 percent are from various parts of Central and South America and the

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Caribbean Islands. This recent influx of Hispanic immigrants to Rock Hill is largely attributed to the availability of migrant worker jobs and positions in the construction industry. While employers welcome the inexpensive labor, educators and health care providers struggle to meet new demands. Also, the lack of English language skills is a challenge many Latinos face in the settlement process. Churches, non-profit organizations, and government agencies have begun to organize outreach efforts to address these cultural issues. In August 2000, the City established the Hispanic Task Force of York County, with members representing the major service providers in the county. The undisputed conclusion of the Hispanic Task Force was that York County needed a non-profit agency that would offer assistance to the area’s non-English speaking population and to the agencies that are serving them. This was implemented in 2003 with the establishment of the International Center of York County (ICYC). The ICYC is located at the Rock Hill School’s Family Resource Center and a Hispanic Community Liaison is shared between the City and the ICYC. The ICYC hosts annual information fairs for the Hispanic population, with different themes every year such as: immigration, taxes, labor rights, budgeting, small businesses, health, etc. It also provides an ongoing outreach to victims of domestic violence or sexual assault, providing support groups and reading material, with a program called Hope for Tomorrow. Since 2003 more than 900 clients have received assistance, and on average, the ICYC receives more than 150 calls per month. Some of the biggest changes that the Hispanic population has brought to Rock Hill include the growing number of Latino-owned businesses, particularly first time small business owners, offering specialty products and services. Also, many churches have begun adding services specifically for Spanish speaking members. Grupo Latino de Rock Hill is a group of children, youth and adults from different nationalities and background who perform at special events in the area to preserve ethnic traditions of Latino song and dance.

Grupo Latino de Rock Hill

Other Prominent Cultures According to the 2000 Census, 1.3 percent of Rock Hill’s population is Asian, while 0.7 percent is listed as American Indian, and 1.0 percent consisted of other minorities. Since the 1990 Census, the Asian population has more than doubled. The growing Asian population is attributed to the 1970s Vietnamese relocation effort sponsored by the Oratory and members of St. Anne’s Catholic Church. Hundreds of Vietnamese refugees fled their war-torn homeland and were brought to the area by the Diocese of Charleston for the U.S. Catholic Immigration Service. Many chose to settle in Rock Hill, raising families, opening businesses, and bringing extended family members to live near them. Though they had to quickly assimilate to the American lifestyle, the Vietnamese still maintain their cultural identity through observation of holidays, traditional dress, native food, song, and worship.

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Arts Rock Hill enjoys a vibrant arts culture through public art, the performing arts, visual arts, art councils and organizations, and a variety of recurring festivals and events. These art facilities are depicted in Map 6.4. The arts enhance our quality of life, inspire creativity in individuals and engage the community to work together towards a common goal. A diverse cultural industry builds a strong sense of community. It is also a factor in driving economic growth: money invested in cultural activities attracts patrons to area hotels, restaurants and shops; produces jobs; contributes to state and local tax coffers; raises property values and builds bridges between cultures. In 2008, a study commissioned by the Arts Council of York County was completed by a national nonprofit group called Americans for the Arts. The study, which included surveys of more than 1,000 local people and businesses, festivals, concerts, gallery crawls and other nonprofit sponsored events, concluded that cultural organizations and their audiences produce an economic impact of $7 million in York County.

Civitas, Dave Lyle/Gateway Boulevards and City Hall

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Map 6.4: Rock Hill Art Facilities

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Public Art Public art is highly appreciated in the City of Rock Hill, with sculptures, monuments, gardens and fountains strategically placed throughout the community. Public art pieces have been thoughtfully located to inspire spectators and create a more meaningful sense of place. Cherry Park - 1466 Cherry Rd “Mighty Casey”, located at the entrance to the softball/baseball complex in Cherry Park, was modeled after the legendary ball player depicted in Ernest Lawrence Thayer’s narrative poem, “Casey at the Bat.” This 14 foot bronze statue, crafted by Colorado sculptor Mark Lundeen, is one of three of its kind and has graced the park entrance since 1991. The Gateway - Dave Lyle Blvd. and Gateway Blvd The “Gateway”, designed by architect Michael Gallis, was installed in 1991 as a monument honoring Rock Hill Citizens for their civic deeds in creating a vision for the City in the 21st century. The circular intersection, located on Dave Lyle Boulevard at Tech Park, is surrounded by terraced gardens, flanked by two sixty-foot historic Egyptian Revival columns that once adorned the Masonic Temple in Casey at Bat Charlotte and gifted to Rock Hill by First Union Corporation, and includes four twenty-two foot tall bronze Civitas (Latin for “civic pride”) statues. Sculpted by New York artist Audrey Flack, each Civitas displays a unique symbol indicating four separate and meaningful aspects of the City of Rock Hill. These emblems, known as the Four Visions, represent the “Flames of Knowledge’, Stars of Inspiration and Creativity”, “Gears of Industry”, and “Lightning Bolt of Energy”. In 1996, the Gateway Plaza received one of 36 awards issued jointly by the National Endowment for the Arts (NEA) and the US Department of Transportation for designs that link public art and transportation planning. A fifth Civitas, sculptured by Audrey Flack, was placed in the rotunda at City Hall in 1992. Old Town Amphitheater at City Hall – 155 Johnston Street The Old Town Amphitheater was dedicated during the City’s Centennial Celebration in December 1992 and designed as a landscaped gathering area for introspection and relaxation. Since then, it has grown to also include a variety of programmed special events such as concerts, movies, performances, festivals, and public art displays. In late winter, the Arts Council of York County and Rock Hill Schools sponsor an annual community-wide public art project showcasing community designed banners, which are displayed on lampposts along Main Street and throughout the plaza. The plaza also features a functional fountain as well as a bell tower containing the original City Hall Amphitheater 1899 fire bell that was used to alert volunteer firefighters from its perch in a tower at the formerly combined fire and police department located on East White Street. A time capsule containing significant current events and articles representing a “snapshot” of life in Rock Hill in 1992 is located at City Hall and scheduled to be opened in 2092. Winthrop University – 701 Oakland Avenue Winthrop University supports an innovative program that gives art and design students ongoing opportunities to create and fabricate temporary and permanent art works for the university’s public spaces. In May 2000, Winthrop installed one of its first permanent public art projects on the front lawn of the main campus. The five-piece sculpture, entitled Sweet Dreams, was crafted by former Winthrop graduate student Doug McAbee and consists of five steel chairs ranging in height from eight feet tall to 24 feet tall. Other selected works are strategically placed in buildings, courtyards and entranceways to enhance the campus’ distinct design. Sweet Dreams

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Tom S. Gettys Center – 121 East Main Street “Spirit of Place,” located at the entrance of the Tom S. Gettys Center, is a bronze piece created by local artist Robert Hasselle and donated to the Arts Council of York County in 2007. The image of the sculpture is a composite of pop icons and artifacts, including the face form the Buffalo Nickel and its coke bottle headdress. It was crafted towards the end of the Pop Art movement and was an attempt to push Pop Art back toward the magi co- religious, anthropological realm of its original inspiration. This sculpture is also an experiment in cubism artwork, but from a more mechanical, formulaic (hence more American) approach. It is a type of orthographic sculpture, broken down into front view, side views, back view and top view. Since it is three dimensional, multiple sides can be viewed at one time, which adds a Spirit of Place certain visual interest.

Glencairn Garden – 725 Crest Street Begun in 1928 as the backyard garden of David and Hazel Bigger and deeded to the City in 1958, Glencairn Garden has grown into an 11-acre botanical experience. The English-style garden boasts a tiered fountain, reflection ponds, a Japanese footbridge, and winding trails that pass beneath canopies of stately trees and through lushly landscaped shrubbery and flowerbeds. Another interesting feature is the "Wall of Whimsy" display - a tribute to renowned local artist, Vernon Grant. Glencairn Garden's exquisite beauty brings hundreds of tourists to Rock Hill throughout the year. Community events include a variety of concerts and activities such as Veterans Day Salute and A Story with Santa in the Garden; Come-See-Me and ChristmasVille Festivals; garden walks, art, games and educational opportunities; gardening seminars and soil analysis provided by the York County Master Gardeners and Clemson Extension Service; and Volunteer Gardening Days. Glencairn Garden is currently in the midst of expansion and revitalization efforts aimed at transforming it into a national tourism destination. The revitalization includes improvements to the existing amenities as well as expanded gardens and linkages to accommodate locals and visitors. While some major phases of the project were completed in the fall of 2009, additional improvements will continue as funding becomes available.

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Performing Arts Theaters and Playhouses: Winthrop University Theatre and Dance Department – 115 Johnson Hall Winthrop University hosts a variety of theatrical productions and dance performances throughout the year within the 331-seat Johnson Theatre and 100-seat Johnson Studio Theatre. The Johnson Hall facility also features two professional-quality dance studios. Each year Winthrop’s Theatre and Dance Department produces four faculty-directed mainstage productions (three in theatre, one in dance), two student choreography showcases, and up to six student studio theatre productions. In 2007, Winthrop University's College of Visual and Performing Arts produced the first Create Carolina, an arts festival collaboration between the university and Charles Randolph Wright, acclaimed writer, director and producer of theatre, film and television and past recipient of the Winthrop University Medal of Honor in the Arts. This three-week multi-disciplinary intensive arts experience brought together artists from around the country and offered the community an array of performance experiences and training opportunities. This unique festival recently produced a production of "Victoria and Frederick for President," written by Jonathan Davidson and directed by Charles Randolph-Wright. The next festival is planned for Summer 2010, however budget constraints threaten to shelve the program. The Rock Hill Community Theatre – 240 East Black Street The Rock Hill Community Theatre formed from the merging of three local theatre groups and was housed at 236 West Main Street until February 2007, when the 100-year old Methodist Church was destroyed by fire. It was then temporarily relocated in a storefront building at 240 East Black Street with seating for 45 people. The Arts Council of York County is working with Comporium Communications to lease the vacant C&S Bank building for plays, concerts and civic events. In April 2009, Rock Hill City Council voted to commit $300,000 in hospitality tax revenues to upfit the building and create a 180-seat community theater while York County Ballet plans to rent out the basement as rehearsal space. It is expected to open in the summer of 2009. The Community Theatre stages about four major productions a year as well as several minor productions and participates in local festivals and events. The Edge Theatre Company – 801 Neely Road Formed in Fall 2008, the Edge Theatre Company is a non-profit theater company based in Rock Hill that provides contemporary, cutting-edge theater experiences not offered by other local theatrical productions often dealing with controversial social issues. Recent productions include “A Very Common Procedure” and “Rent”. Performances are held at South Pointe High School Auditorium or the Rock Hill Community Theatre.

Orchestras and Musical Programs: Winthrop University Department of Music – 129 Conservatory of Music Winthrop University provides a diverse array of vocal and instrumental performances in a variety of musical styles including orchestral repertory, chamber music, opera, jazz, and period ensembles. Student, ensemble, graduate student, faculty, and special event performances are held free or at a nominal fee to the public throughout the year. In addition, the 3,500-seat Byrnes Auditorium has hosted several of the world’s finest musicians and performing organizations, including the New York Philharmonic, the Cleveland Symphony Orchestra, the Vienna Boy Choir, the Harlem Boy Choir, Artur Rubenstein, Joan Sutherland, Count Basie, Woody Herman, and Dave Brubeck. The York County Choral Society – 1067 Oakland Avenue Founded in 1981, the York County Choral Society presents a full season of musical concerts at the Oakland Baptist Church.

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Rock Hill Schools – 660 North Anderson Road Rock Hill schools offers a variety of band, orchestral, and choral program opportunities through all education levels. The Rock Hill Schools Foundation hosts an annual “Showcase of the Arts” fundraising event in the spring showcasing student art and talent from around the district. Various art displays as well as performances by elementary, middle and high school choirs, orchestral and music ensembles, and drama are featured.

Ballet and Dance Programs: The York County Ballet – 1449 Ebenezer Road Rock Hill Honors Orchestra Formed in 1978, the York County Ballet consists of a group of young local dancers who perform in Rock Hill and Charleston as well as tours in other parts of the United States and Europe when commissioned. The Company presents two full-length ballets each year at Winthrop’s Johnson Theater, one of which always includes the Nutcracker. In April 2009, the York County Ballet entered into an agreement with the Arts Council to be the anchor tenant in a new community performance center located at 249 East Main Street. The target date to open is late July or early August 2009.

Visual Arts York County Ballet Public Galleries: The various public art galleries located in Rock Hill offer diverse programs of temporary and permanent visual art exhibitions such as painting, illustrations, photography, sculpture, and metal and ceramic fabrications. The galleries provide a place for local, regional, national and international aspiring and professional artists to showcase their artwork while engaging the community in a reflection of cultural heritage as well as new and innovative artistic experiences. Winthrop University Galleries – 1896 Alumni Drive The Winthrop University Galleries provide three exhibition spaces, the Rutledge Gallery, the Elizabeth Dunlap Patrick Gallery and the Edmund D. Lewandowski Student Gallery which offer year-round exhibitions and lectures that introduce students, faculty and the community to a diversity of artists and ideas. Exhibition opportunities are available for professional artists, faculty, local, national and international artists who are graduates of Winthrop’s M.F.A and B.F.A programs in fine arts and design, and current students. Winthrop also offers an outreach program to area schools and teachers through specially designed curriculum based tours. Center for the Arts – 121 East Main Street The Center for the Arts, located in two restored historic buildings in downtown Rock Hill, features three gallery spaces sponsored by the Arts Council of York County, including the Dalton Gallery, the Perimeter Gallery, and the Lewandowski Classroom Gallery. The Dalton Gallery and Perimeter Gallery feature local, regional, national and international artist exhibitions that change on an eight-week basis. The Lewandowski Gallery features works by students from Rock Hill High Schools and university students. The Center for the Arts also includes seven private artists’ studios which are open by appointment. Dalton Gallery

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Tom S. Gettys Center Galleries – 201 East Main Street Both the first and second floors of the Gettys Center have been recently renovated and the historic courtroom has been fully restored. Gallery Up, located on the second floor of the Gettys Center in downtown Rock Hill, is an artist-run gallery, store and custom frame shop. Gallery Up offers approximately six shows each year featuring the work of emerging and established artists for exhibit and sale. In addition to the gallery, the Gettys Center houses seven private artists’ studios as well as the Prometheus Gallery for pottery and sculpture works and Grace With Fire on the first floor. Most galleries and studios are open during joint gallery crawls. Piedmont Medical Center Gallery – 222 South Herlong Avenue The Piedmont Medical Center Gallery is programmed in partnership with the Arts Council of York County. This gallery, featuring the work of local artists, showcases the arts in a healthcare facility. Museum of York County Galleries – 4621 Mt. Gallant Road The Museum of York County features both temporary and permanent exhibitions in its galleries, including the Vernon Grant Gallery, Carolina Piedmont Gallery, and Catawba River Gallery. City Hall Rotunda Gallery – 155 Johnston Street Each month, the Arts Council of York County fills the City Hall Rotunda with artwork by a local artist from elementary and high school students to professionals in painting, pottery, and sculpture. Dalton Gallery at Clinton College – 1029 Crawford Road The Dalton Gallery at Clinton College features the artwork of local artists particularly those depicting African American heritage and themes. Recent exhibitions include Artists and Civic Engagement (ACE) Projects sponsored in partnership with Winthrop University through programs offered under the umbrella of the Dalton Downtown Arts Initiative (DDAI).

Councils and Organizations Arts Council of York County – 121 East Main Street The Arts Council of York County was formed in 2001 through the merging of two mainstay arts organizations - the Rock Hill Arts Council (founded in 1977) and ARTS etc. (formerly the Fine Arts Association, which was founded in 1975). The mission of the Arts Council is to provide leadership in arts education and development, arts marketing and arts advocacy to create a thriving, diverse and vibrant arts community in York County. As a United Arts Fund (UAF), the Arts Council supports local cultural organizations, arts organizations, arts education programs and individual artists in the areas of visual arts, dance, theatre, music, literacy and film projects. The Arts Council serves local artists by funding small grant programs as well as providing both studio and gallery space. Tax-deductible contributions collected through the Arts Council support the daily operations of four major arts organizations: The Arts Council of York County, The Rock Hill Community Theater, The York County Choral Society and The York County Ballet. It is open to other organizations through a major grant application. Arts Alive! Summer Art Camp In addition to managing a community center and the Dalton Gallery, the Arts Council sponsors various arts events such as Gallery Crawls and the Civitas Gala. Several arts programs are sponsored by the Arts Council such as Art After Hours, which includes arts events aimed at the “under 40” community; Arts Alive! Summer Art Camp for children; and Arts in Education Series, a multi-tiered program for students including artist residencies, student art exhibitions, teacher workshops and educational theatre and music performances. The Arts Council’s 2008 Strategic Plan indicates that it is the goal of the Arts Council to take the lead in the development, design, funding and operation of a performing arts center in York County. A needs assessment and feasibility study was completed in 2009. In a partnership with the City of Rock Hill and Comporium Communications, the Arts Council received support and funds to open a

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Community Performance Center at 249 East Main Street in early August 2009. The York County Ballet is the anchor tenant. The Rock Hill Community Theatre and other local and regional groups will also present performances there. Old Town Association - 157 East Main Street, Suite 500 The MSOTA is a citizen’s group committed to the sustained redevelopment of Rock Hill’s Downtown area. This non-profit organization coordinates festivals and events in downtown Rock Hill among other activities. South Carolina Arts Alliance – 201 East Main Street Headquartered in Downtown Rock Hill, the South Carolina Arts Alliance (SCAA) is a private, non- profit statewide assembly of arts organizations, educators, administrators, business and private individuals that provides advocacy, resources and technical services to its constituency. Formed in 1979 as the South Carolina Alliance of Community Arts Agencies, the Arts Alliance has grown from a small network of arts council administrators to a broad-based statewide organization committed to the advancement of the arts and arts education in South Carolina. The Arts Alliance envisions that by 2010 it will be the state’s primary private sector coalition that informs policy development; advocates successfully for increased funding for the arts and arts education; provides technical assistance and resources to local and statewide arts. Catawba Cultural Preservation Project – 1536 Tom Steven Road The Catawba Cultural Preservation Project (CCPP) was formed in 1990 as a non-profit organization within the Catawba Cultural Center located on the Catawba Indian Reservation. Its mission is to preserve, promote and protect the rich cultural heritage of the Catawba Indian Nation through programs, classes, tours, and special events.

Festivals and Events Several annual festivals and cultural events are held throughout the year, providing Rock Hill residents and visitors an opportunity to sample gourmet cuisine, purchase handcrafted gifts and listen to various musical talents. The Arts Council of York County maintains a 24-hour Arts and Entertainment Hotline (803-328-2220) which provides information about current and upcoming arts events around the County. A new website will be available in July 2009 and will feature a comprehensive calendar for upcoming arts events: www.yorkcountyarts.org.

Spring:  Come See Me – Begun in 1962, the Come See Me festival is held every April as an annual salute to spring. Come See Me is considered the largest all-volunteer festival in the South Carolina with over 125,000 participants and visitors in attendance each year. Over 60 different events are featured including music, dance, art, parade, food, sports, storytelling, plays, and other passive and active entertainment.  Freedom Center Concert Series – Locally owned Back Home Entertainment plans and promotes live music and arts events including a spring concert series at the Freedom Center in downtown Rock Hill.  Old Town Amphitheater Concert Series – A series of ticketed concerts are held throughout the year showcasing regional and national entertainment.

Summer:  Art Crawl – Art Crawl events are held at various times throughout the year, typically between April and December. These events feature live music and art displays in downtown galleries giving patrons an opportunity to meet the artist and enjoy a festive night out. In conjunction, the Arts Council of York County (and Gallery Up) holds an opening reception for each show. Award

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ceremonies are held for annual juried competitions for mixed media, photography, poetry and short stories in the Dalton Gallery at the Center for the Arts.  Main Street Live – Held on the first Thursdays in May, June, August and September, Main Street Live is a huge street party in downtown Rock Hill including live bands, food vendors and children’s activity area.  Red, White & BOOM! – Held on July 3rd each year, this free event is part of the Old Town Amphitheater Concert Series and features live music, children’s activities, food and beverage vendors, and a fireworks show.  Wait Until Dark Outdoor Movie Series – Classic movies are shown on a 20’ screen beneath the stars in the Old Town Amphitheater at City Hall. The movies are held on the second and fourth Fridays of the month from June through August at 9 PM. Admission is $3 or free with a receipt from a downtown merchant. Concessions, including beer and wine, are available for purchase.

Fall:  Downtown Blues Festival – Begun in 2005, the Downtown Blues Festival features performances blues, jazz and R&B musicians from all over the nation performing in the downtown shops, restaurants and Old Town Amphitheater. The festival extends over three days with different performers every night.  BooHaha – Downtown merchants hand out free candy to children on Main Street for a safe alternative to trick or treating. The event takes place on October 30 or 31 each year and includes a costume contest for children 10 and under.

Winter:  ChristmasVille – Begun in 2006, this annual holiday festival was voted South Carolina’s Event of the Year in 2007 and 2008. The festival celebrates the arts, including the art of Rock Hill’s adopted son, Vernon Grant of Rice Krispies® Snap! ® Crackle! ® Pop! ®. The festival begins the first Thursday after Thanksgiving with the “Lighting of the Village” and ends with a grand finale featuring the Winthrop University ChristmasVille RockHettes. The festival boasts over 70 festivities in four days including historic homes tour, Victorian teas, a Christmas parade, an art market, theatrical productions, concerts and children’s activities including 20 tons of real snow.  Festival of Carols, Winthrop University – This annual festival is put on by Winthrop University’s Department of Music and features Winthrop instrumental and vocal groups, as well as local elementary, middle and high school vocal groups. The Winthrop tree, lit each year since 1935, is illuminated as part of the festivities.  Civitas Gala – The annual Arts Gala has become a must-be-there affair for art lovers around the County. Community members gather in March for fine foods and spirits, lively entertainment and a memorable evening with friends to celebrate the arts in downtown Rock Hill.  St. Paddy’s On Main Bagpipe Parade and Music Festival – This event is held on March 17 and features live music on Main Street and inside restaurants along with food vendors, green beer, a balloon drop and costume contest. A pedestrian parade includes costume-clad children and adults who follow bagpipers down Main Street. The Wee Ones Village features activities for little lads and lasses.

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NEEDS ASSESSMENT

Historic and cultural resources play an important role in defining the quality of life and unique character and identity of a community. These resources present opportunities for residents and visitors to learn about and appreciate its heritage, while stimulating economic vitality and tourism. The intent of the Cultural Resources Element is to facilitate and encourage the identification and protection of significant historic and archaeological resources, promote and enhance the cultural institutions, programs, and events that shape the Rock Hill community. As the City’s population grows and new residents bring their own culture to the area, Rock Hill must exercise responsible stewardship of its cultural resources to ensure that existing and future residents are aware of these resources and understand their value to the community.

Quality of Life & Community Identity Rock Hill should continue its efforts to preserve historic buildings <# $%$ and sites and seek to implement the recommendations of the 2004 &! "#%#! Historic Resources Survey Update for National Register Historic #% < G#!<###& District boundary adjustments and new designations, National !#+! "G#! #!#& Register listing for individual properties, local register designations, # ,$<  and future survey priorities. The City should protect properties and  !#7 '$&-!<# established neighborhoods that may potentially become historic, #2!"#& & particularly when there is existing or potential demolition and 7!7.!<< redevelopment pressure, by encouraging the establishment of & !+###( individual Neighborhood Conservation Overlay Districts. It should <!$!$!# & strive to ensure compatibility of new buildings and subdivisions !#> adjacent to existing historic buildings and sites and seek ways to work with York County on protecting potentially historic sites outside the corporate limits. Community pride should be instilled through community enforced property maintenance, façade improvements, and neighborhood improvements such as lighting, signage, and markers that identify historic areas.

The arts community should expand programming and facilities for public arts, visual arts, performing arts and other arts’ activities to capture a wider audience that reflects the City’s diverse population. Efforts should be made to attract groups with typically low participation according to age, race, or social groups. Furthermore, greater emphasis should be placed on attracting international events and business that bring a variety of cultural opportunities to the area. The City and its partnering cultural organizations should promote #$# ! " & and integrate Rock Hill’s vibrant cultural environment as part of $"! "( $"!# & tourism and economic development programs. As Rock Hill  %<"&*# struggles to revitalize and bring economic stability to its downtown, #< $#&!*#!!# the community should focus on promoting the downtown as a # ##!!<#!'R cultural destination by building on the success of its current arts and &+##  " ! & cultural programming. Currently, plans are being developed by %!#$%%!' various arts and cultural organizations to establish new downtown &#!!'> <# cultural facilities, including a performing arts center, children’s  " !-%%!' museum and an umbrella/farmer’s market. There are also identified  $"!#- ! " needs to expand the library and establish museum space in the #$#- $%$ downtown. In addition, downtown cultural destinations should be &!- & linked through a series of specialized “tours” which feature !'+#!%#! downtown historic buildings, landmarks and gardens. Land uses "#%#! "&#!(' that support cultural activities, including residential and mixed uses, !<7##&> should be encouraged in and around downtown to create a more vibrant activity center.

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Partnerships & Intergovernmental Coordination Many historic and cultural resources exist in Rock Hill; however, programs and events are administered through a variety of independently operated agencies and organizations. These are often scheduled with little consideration to other planned local or regional programs and events. To more effectively promote community interest in cultural affairs, a more systematic approach is needed to ensure greater collaboration and coordination among arts, historical, and cultural agencies and organizations. Agencies should seek to cross promote the events and programs of other institutions while planning their own events to compliment scheduled cultural activities and maximize turn-out. Improving arts and cultural programs will require additional fiscal resources. One part of the solution is partnerships with the private sector and civic organizations. The City should continue to support the efforts of the many arts, historical, and cultural organizations that promote awareness of cultural resources in Rock Hill through partnerships and funding opportunities. Another key issue is the need for intergovernmental coordination. The City must work closely with the South Carolina Department of Archives and History and the York County Cultural and Heritage Museums to preserve and showcase Rock Hill’s historic and archaeological resources. There are also opportunities for Rock Hill to work closely with York County, Fort Mill, the Catawba Indian Nation, and other adjacent municipalities on mutually beneficial efforts to protect historic and archeological resources as well as support cultural events and programs.

Education & Public Awareness Public education regarding Rock Hill’s distinctive heritage and different cultural resources should be encouraged. These efforts should be complemented by a wide range of programs, festivals and events that celebrate the City’s multi-culturalism. Information about historic preservation including the process, requirements, and advantages of historic designation should be more readily available through brochures, workshops, and other proactive methods. Property owners should be made aware of the benefits and tax incentives available at the local, state, and national level for the preservation and rehabilitation of historic buildings to encourage historic designation and protection of these irreplaceable assets. The arts must continue to play a key role in the community, particularly as an integral part of student education through all levels of institutional learning. Public and private schools as well as higher education institutions within the City have established programs that emphasize the importance of music, art, and theater. Many of these performances are enjoyed by students, faculty, residents, and visitors of Rock Hill. The City should continue to support and seek to enhance educational programming designed for the arts and cultural enrichment of its youth. Rock Hill, in collaboration with local and regional arts and cultural organizations, must find more innovative ways to reach the community about cultural programs and events. As more and more people are turning to non-traditional sources for news and information, a more comprehensive marketing strategy will need to be developed that utilizes modern techniques to promote cultural awareness and distinguish Rock Hill as a center for events, festivals and historical interest. The internet, special interest tours and other technological advancements should be utilized to promote public awareness and education on cultural resources. Printed information must also be readily available such as brochures at strategically located kiosks in public places and marketing materials in multiple languages.

E'(""7!<#4;4;!'"$' #$!&#!(#&!<#F4;4;"  %% '-$1""$ *#!!# &&#$"! "##&7 &!!<#(!#> <##$" Z Focus on Redevelopment and Infill Z Achieve Sustainability Z Plan for Dave Lyle Corridor East Z Enhance Mobility and Connectivity Z Promote Redevelopment and Infill Development Along Key Corridors Z Create Livable Places Z Leverage Resources through Partnerships and Coordination

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RECOMMENDATIONS The City seeks to protect and preserve its rich cultural heritage including the traditions, institutions, historic sites, and arts that serve to establish community character and enhance quality of life. This Element of the Rock Hill Vision 2020 Comprehensive Plan sets forth policies and a course of action for the preservation and promotion of historic and cultural resources. Each strategy identified below designates a responsible agency or department and a suggested timeframe for completion. Short- term tasks are anticipated to be completed within 1 to 5 years; and long-term, between 5 and 10 years. Ongoing strategies do not have a defined timeline for completion and should be carried out on an ongoing basis over the short and long-term.

HISTORIC PRESERVATION

GOAL 6-1: Protect Historically Significant Structures and Sites

Objective 6-1A: Preserve and enhance existing historically and architecturally significant properties, structures, neighborhoods and districts Implementation Strategies Agencies Timeframe for Responsible Completion 1. Review and update the Rock Hill Design Review Planning & Ongoing Guideline Manual for Historic Properties as needed Development 2. Examine ways to better encourage historic Planning & Short-term preservation, with stiffer penalties for intentional Development neglect Z Explore “demolition by neglect” ordinances and practices of other communities to develop ordinances with stricter penalties Z Investigate areas showing signs of neglect and proactively assist property owners improve and maintain historic properties 3. Encourage existing historic neighborhoods to Planning & Ongoing promote identity and instill community pride through Development; signage, markers, and lighting, as appropriate Economic & Urban Development; Housing & Neighborhood Services 4. Support redevelopment and adaptive reuse efforts, Planning & Long-term particularly within Downtown Development; Economic & Urban Development 5. Encourage historical organizations to create and Planning & Long-term maintain an architectural salvage program for the Development reuse of items from demolished historical buildings in restoration projects

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Objective 6-1B: Identify properties, structures, neighborhoods and districts for potential historical significance and evaluate the need to recognize and protect those with historical significance Implementation Strategies Agencies Timeframe for Responsible Completion 1. Adopt the 2004 Historic Survey Update and Planning & Short-term implement its recommendations Development 2. Update the Historic Survey to include additional Planning & Long-term potentially historic sites, buildings, and districts, as Development needed 3. Continue to evaluate and recommend properties or Planning & Ongoing sites for nomination to the National Register of Development; Historic Places and local designation Economic & Urban Development 4. Work with neighborhoods to establish Neighborhood Planning & Long-term Overlay Districts with flexible design guidelines and Development; encourage them to promote neighborhood identity Housing & and instill community pride through signage, Neighborhood markers, lighting, as appropriate Services 5. Identify, evaluate, and seek to protect historic Planning & Long-term cemeteries and gravesites (whether marked or Development; unmarked) for local designation and/or identification Administrative through the SC Historical Marker Program Services 6. Investigate areas showing signs of neglect and Planning & Ongoing proactively assist property owners to improve and Development; maintain potentially historic properties Housing & Neighborhood Services 7. Explore a conservation easement program to obtain Planning & Long-term conservation easements from property owners to Development preserve historic resources 8. Support religious institutions in their efforts to Planning & Ongoing preserve and promote recognition of potential Development historic churches and their significance to the history of Rock Hill 9. Seek to promote preservation of African-American Planning & Ongoing heritage. Evaluate and seek to protect known and Development potentially significant African-American historic sites, buildings, neighborhoods and districts

Objective 6-1C: Seek funding to enhance and preserve the historic character of properties Implementation Strategies Agencies Timeframe for Responsible Completion 1. Seek funding for small historic preservation projects Planning & Short-term such as surveys, workshops, National Register and Development; local register nominations, signs, etc. Economic & Urban Development 2. Seek opportunities to obtain deteriorating historic Planning & Long-term properties and funding for rehabilitation, and resell Development; for home ownership Housing & Neighborhood Services

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3. Explore funding opportunities for low interest loans Planning & Short-term for rehabilitation and grants for façade Development; improvements Housing & Neighborhood Services; Economic & Urban Development 4. Explore incentives to prevent “demolition by neglect” Planning & Short-term of existing and potentially historic sites Development

Objective 6-1D: Identify and preserve prehistoric and historic archaeological resources Implementation Strategies Agencies Timeframe for Responsible Completion 1. Work with South Carolina Department of Archives Planning & Ongoing and History and York County Culture & Heritage Development Museums to identify and preserve possible archaeological sites and artifacts 2. Recognize significant archaeological sites through Planning & Ongoing the SC Historical Marker Program Development 3. Maintain communication with Catawba Indian Nation Planning & Ongoing on their archaeological investigations in the area Development

PRESERVATION & GROWTH OF CULTURAL RESOURCE OPPORTUNITIES

GOAL 6-2: Promote Cultural Resources as a Valuable Asset to Economic Development

Objective 6-2A: Support and enhance cultural tourism opportunities for residents and visitors Implementation Strategies Agencies Timeframe for Responsible Completion 1. Support cultural tourism programs that feature Parks, Recreation & Short-term walking tours, driving tours, step-on-guide bus tours, Tourism IPOD tours, “geocaching” tours, or other means 2. Support the efforts of the Rock Hill/York County Parks, Recreation & Short-term Convention and Visitors Bureau to develop cultural Tourism tours featuring African-American history, gardens, cemeteries, public art, historic markers, etc. 3. Continue to seek funding for improvements to Parks, Recreation & Ongoing enhance Glencairn Garden in accordance with the Tourism Glencairn Garden Master Plan 4. Support recommendations within the “Tourism Parks, Recreation & Long-term Product Development Strategy for the Catawba Tourism Region” prepared by the SC Department of Parks, Recreation & Tourism that further tourism development in the region

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Objective 6-2B: Promote Old Town as an arts and cultural destination Implementation Strategies Agencies Timeframe for Responsible Completion 1. Support and enhance existing Old Town cultural Parks, Recreation & Ongoing facilities Tourism; Economic & Urban Development 2. Continue to sponsor and promote cultural events in Parks, Recreation & Ongoing the Old Town in order to foster reinvestment Tourism; Economic & Urban Development 3. Support the development of new cultural facilities in Parks, Recreation & Short-term Old Town, such as a Children’s Museum and Old Tourism; Economic Town Market & Urban Development 4. Support the Old Town Amphitheater at City Hall as Parks, Recreation & Ongoing an entertainment venue Tourism; Economic & Urban Development 5. Seek to attract culturally diverse businesses to the Economic & Urban Ongoing Old Town Development 6. Permit and promote the use of public spaces in Old Parks, Recreation & Ongoing Town as locations for art exhibitions and display Tourism; Planning & venues Development; Economic & Urban Development 7. Encourage Old Town property owners and Planning & Ongoing developers to incorporate public art space and Development; community gathering areas Economic & Urban Development 8. Support development of the Rock Hill Streetcar Parks, Recreation & Long-term initiative to promote cultural events and tourism in Tourism; Economic Old Town & Urban Development 9. Invest in capital improvements to the Gettys Center Parks, Recreation & Short-term to enhance its value and usefulness Tourism; Economic & Urban Development

GOAL 6-3: Incorporate the Arts as a Prominent Element of Daily Life

Objective 6-3A: Maximize access to the Arts by encouraging greater involvement of Rock Hill’s diverse community, including all age, ethnic, and economic groups Implementation Strategies Agencies Timeframe for Responsible Completion 1. Identify real and perceived barriers to community Parks, Recreation & Short-term participation in the arts and cultural events and Tourism develop community outreach programs to remove or reduce these barriers 2. Engage senior citizens and other long-time residents Parks, Recreation & Short-term who have a direct connection to Rock Hill’s local Tourism heritage to actively participate in cultural programs

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3. Encourage tourism partners to develop Spanish Parks, Recreation & Short-term translations of marketing materials Tourism; Human Resources; City Management 4. Ensure diverse representation of local artists and Parks, Recreation & Ongoing community members in arts programming Tourism

Objective 6-3B: Promote and encourage a variety of local and international cultural events and programming Implementation Strategies Agencies Timeframe for Responsible Completion 1. Support international events that promote cultural Parks, Recreation & Ongoing awareness Tourism; Human Resources 2. Express interest to arts groups regarding the Parks, Recreation & Short-term establishment of an international festival featuring Tourism; Human multiple nationalities Resources 3. Support and promote the establishment of Economic & Urban Short-term businesses and restaurants that feature food, Development; merchandise, and customs that represent local Planning & cultural traditions, and consider offering incentives to Development; local vendors to participate in special events and Parks, Recreation & festivals Tourism 4. Support the work of No Room for Racism, Mayor’s Human Resources; Ongoing Youth Council, Human Relations Committee, MLK Parks, Recreation & Task Force, and Mayor’s Committee on Tourism; Customer Employment of People with Disabilities Service; City Management

EDUCATION & PUBLIC AWARENESS

GOAL 6-4: Promote Education and Awareness of Cultural Resources and Venues

Objective 6-4A: Support arts and cultural education programs for Rock Hill residents and visitors Implementation Strategies Agencies Timeframe for Responsible Completion 1. Encourage child-based alternative/focused learning City Departments Ongoing school facilities and programs designed for arts and cultural enrichment, such as the Children’s Museum 2. Endorse arts, preservation, civic and tourism City Departments Ongoing organizations in their efforts to coordinate programs and exhibits that educate the public about local cultural resources 3. Promote community arts programs and camps City Departments Ongoing geared for all age groups 4. Support joint educational programming with the Parks, Recreation & Ongoing schools and the community such as “Artists & Civic Tourism Engagement [ACE] Projects” and similar programs

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5. Support arts and cultural programming venues at Parks, Recreation & Ongoing the Gettys Center Tourism; Economic & Urban Development

Objective 6-4B: Develop a more comprehensive approach to disseminate information about cultural sites and events, leading to greater public participation Implementation Strategies Agencies Timeframe for Responsible Completion 1. Coordinate with county agencies, non-profit arts and Parks, Recreation, & Short-term cultural organizations, and educational institutions Tourism; Economic on establishing a website containing information & Urban about arts, historic and cultural programming and a Development calendar of upcoming arts and cultural events 2. Develop a marketing strategy that focuses on Rock Planning & Short-term Hill as the center of events, festivals, and historical Development; interest Parks, Recreation & Tourism; Economic & Urban Development 3. Create and publicize a directory of local cultural and Parks, Recreation & Short-term historic resources Tourism; Planning & Development 4. Disseminate information on Rock Hill area cultural Parks, Recreation & Short-term facilities, programs, and events by providing kiosks Tourism; Economic in public places and support Rock Hill/York County & Urban Convention & Visitors Bureau’s efforts to include Development brochure racks in local motels/hotels 5. Pursue marketing opportunities to the greater Parks, Recreation, & Short-term Charlotte region on local cultural facilities and Tourism; Economic events & Urban Development 6. Consider non-traditional ways to promote cultural Parks, Recreation, & Short-term events such as e-mail, various internet applications, Tourism; Economic partnerships with media for human interest articles, & Urban etc. Development; City Management

Objective 6-4C: Increase public awareness and understanding of the importance and benefits of historic preservation Implementation Strategies Agencies Timeframe for Responsible Completion 1. Encourage realtors to promote the historic aspects Planning & Short-term of for-sale historic properties Development 2. Explore ways to proactively implement the Housing & Short-term International Property Maintenance Code standards Neighborhood through increased community involvement Services; Planning & Development 3. Provide informational materials in a centralized Planning & Short-term location and develop educational programs on state Development and local historic preservation tax incentives as well

Vision 2020: The Comprehensive Plan for Rock Hill VI-44 11/22/2010 VI. Cultural Resources Element

as maintenance and compliance with design review guidelines for historic properties 4. Support historic preservation outreach efforts Planning & Ongoing through the Board of Historic Review Development

PARTNERSHIPS & COORDINATION

GOAL 6-5: Develop Partnerships to Support Cultural Resources

Objective 6-5A: Work with state and county agencies, non-profit arts and cultural organizations, and educational institutions to develop and support arts and cultural resources Implementation Strategies Agencies Timeframe for Responsible Completion 1. Seek partnership opportunities with York Technical Housing & Ongoing College through its Construction Management Neighborhood program for restoration and rehabilitation of historic Services; Planning & properties, both existing and potential Development 2. Promote partnerships among cultural and arts Parks, Recreation & Ongoing organizations and agencies including, but not limited Tourism to, the City, Arts Council of York County, York County Government, York County Culture & Heritage Museums, York County Library, Historic Rock Hill, Rock Hill Schools, York Technical College, Clinton Junior College, and Winthrop University to develop joint arts and cultural programs 3. Identify and work with community groups in the Parks, Recreation & Ongoing organization of publicly sponsored arts and cultural Tourism; Economic events and festivals & Urban Development 4. Coordinate with the initiatives of the South Carolina Parks; Recreation Ongoing Parks Recreation & Tourism Product Development and Tourism Initiative in Non-Coastal Areas, “Pure Carolinas” initiative, the Catawba Scenic River designation (blueway), and Carolina Thread Trail (greenway) 5. Encourage collaboration among local arts Parks; Recreation & Ongoing organizations to cross promote cultural events Tourism; Economic & Urban Development 6. Coordinate with Historic Rock Hill in its efforts to Planning & Ongoing preserve historic properties and promote cultural Development; heritage, such as the White Home and East Town Economic & Urban Neighborhood Development

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Vision 2020: The Comprehensive Plan for Rock Hill VI-46 11/22/2010 VII. ECONOMIC CONDITIONS ELEMENT

TABLE OF CONTENTS

OVERVIEW ...... VII-3

EXISTING CONDITIONS...... VII-3 Planning Area...... VII-3 National and Regional ...... VII-4 Demographics ...... VII-4 Households...... VII-4 Population...... VII-4 Employment ...... VII-5 Labor Force ...... VII-5 Jobs ...... VII-6 Wages ...... VII-7 Residential Market...... VII-8 Trends ...... VII-8 Closings...... VII-8 Apartment Supply and Demand...... VII-11 Vacancy Rate ...... VII-11 Forecasts...... VII-12 Location ...... VII-12 Retail Market ...... VII-13 Existing Inventory ...... VII-13 Vacancy Rate ...... VII-14 Demand Forecasts ...... VII-14 Location ...... VII-15 Office Market...... VII-16 Existing Inventory ...... VII-16 Forecasts...... VII-17 Location ...... VII-18 Industrial Market...... VII-18 Existing Inventory ...... VII-18 Forecasts...... VII-19 Location ...... VII-20      ...... ...... VII-21

NEEDS ASSESSMENT ...... VII-23 Regional Context...... VII-23 Community Assets ...... VII-23 Programs/Policies ...... VII-24 Competitive Sites and Buildings...... VII-24 Tax Structure...... VII-24

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VII. Economic Conditions Element

Transportation & Utilities...... VII-25 Redevelopment ...... VII-25

RECOMMENDATIONS ...... VII-27

LIST OF TABLES, FIGURES, AND MAPS

Table 7.1: Household Trend (2000-2009) ...... VII-4 Table 7.2: Population Trend (2000-2009) ...... VII-4 Table 7.3: Employment by Industry, York County (2000-2008)...... VII-6 Table 7.4: Net Job Inflow/(Outflow), Planning Area (2009) ...... VII-7 Table 7.5: Single-Family Detached Sales, Rock Hill Address (2005-2009) ...... VII-8 Table 7.6: Townhouse/Condominium Sales, Rock Hill Address (2005-2009)...... VII-9 Table 7.7: Average Annual New Single-Family Detached Sales Price, Rock Hill Address (2005-2009)...... VII-10 Table 7.8: Average Annual New Townhouse/Condo Sales Price, Rock Hill Address (2005-2009)...... VII-10 Table 7.9: Apartment Supply and Demand, Rock Hill Address (2005-2009) ...... VII-11 Table 7.10: Forecasted Residential Development, Planning Area (2009-2020) ...... VII-12 Table 7.11: Forecasted Single-Family and Multi-Family Households, Planning Area (2009-2020)...... VII-12 Table 7.12: Development Activity, Planning Area (2009)...... VII-13 Table 7.13: Inventory and Vacancy Rate by Size of Retail Center, Rock Hill Address (2009) ...... VII-13 Table 7.14: Retail Square Feet by Category, Planning Area (2009-2020)...... VII-14 Table 7.15: Retail Square Feet and Acres, Planning Area (2009-2020) ...... VII-15 Table 7.16: Approved Retail Space, Planning Area (2009)...... VII-15 Table 7.17: Estimated Office Jobs, Planning Area (2009)...... VII-16 Table 7.18: Office Space and Acres, Planning Area (2009)...... VII-16 Table 7.19: Office Space and Acres, Planning Area (2015)...... VII-17 Table 7.20: Office Space and Acres, Planning Area, (2020)...... VII-17 Table 7.21: Estimated Industrial Jobs, Planning Area (2009) ...... VII-18 Table 7.22: Industrial Space and Acres, Planning Area (2009)...... VII-19 Table 7.23: Industrial Space and Acres, Planning Area (2015)...... VII-19 Table 7.24: Industrial Space and Acres, Planning Area (2020)...... VII-20 Table 7.25: Industrial/Business Parks, Planning Area (2009) ...... VII-20 Table 7.26: Commercial Development Summary, Planning Area (2009-2020)...... VII-21

Figure 7.1: Educational Attainment, Share of Population 25+ Years of Age ...... VII-5 Figure 7.2: Civilian Unemployment Rate, November 2009...... VII-5 Figure 7.3: Planning Area Jobs, Share of York County (2009)...... VII-6 Figure 7.4: Average Annual Wage, York County (1Q 2009)...... VII-7 Figure 7.5: Residential Building Permits, Rock Hill (2002-2009)...... VII-8 Figure 7.6: Apartment Vacancy Rate, Rock Hill Address (2009)...... VII-11 Figure 7.7: Retail Vacancy Rate, Rock Hill Address (2005-2009)...... VII-14

Map 7.1: Rock Hill Planning Area...... VII-3 Map 7.2: Rock Hill Address Zip Codes...... VII- Map 7.3: Industrial/Business Parks and Stand-Alone Sites ...... VII-21

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Vision 2020: The Comprehensive Plan for Rock Hill, South Carolina

VII. Economic Conditions Element

OVERVIEW

The Economic Conditions Element summarizes key findings related to the existing conditions and identified needs for the Rock Hill economy. Demographic, employment, and real estate market trends are analyzed for the Rock Hill Vision 2020 Planning Area. Based on these trends, as well as feedback and insight from local planners and economic development professionals, residential and commercial development forecasts are generated. Results of the analysis are used to help shape Rock Hill’s Vision 2020 Land Use Map. This data provides a framework for generating an economic development action plan that capitalizes on Rock Hill’s competitive advantages, and the Priority Investment Element of the Vision 2020 Comprehensive Plan.

EXISTING CONDITIONS

Planning Area The 2020 Planning Area is defined as Rock Hill’s Urban Services Area (USA) and additional land along the future Dave Lyle Boulevard Extension corridor east to the Catawba River (See Map 7.1). The majority of data collected for this analysis is for the 2020 Planning Area. Map 7.1: Rock Hill 2020 Planning Area

Economic Key Facts

Z Residents in the 2020 Planning Area with a College Degree = 33% Z York County Unemployment Rate (2009) = 14.5% Z York County Greatest Employment Sector Growth (2000-2008) = F.I.R.E. Z There are 1,093 more jobs in the 2020 Planning Area than Employed Residents Z Average Annual Wage in York County (2009) = $25,000 - $47,000

Source: Warren & Associates

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VII. Economic Conditions Element

National and Regional Economy The 2020 Planning Area’s economic development potential is impacted by trends in the national economy. Due to the recession, the unemployment rate in the United States more than doubled from 4.4 percent at the end of 2006 to 10.2 percent in October 2009. Furthermore, new housing unit starts in the nation decreased from 1.36 million in 2007 to 905,000 in 2008 and 517,000 in 2009 (through November). There are, however, recent signs of improvement. The unemployment rate decreased to 10 percent at the end of 2009, and after four consecutive quarters of decline, the nation’s gross domestic product (GDP) increased by 2.5 percent during the third quarter of 2009. In addition, monthly new housing unit starts increased 8.9 percent from October 2009 in November 2009. The Charlotte region has been negatively impacted by the national downturn, with job losses focused in the manufacturing, distribution, and finance sectors. Growth is expected to return during 2010, with long-term prospects for the region remaining favorable due to location and cost advantages.

Demographics Specific information about Rock Hill Households population and Households within the 2020 Planning Area grew by 33.4 percent from household 27,938 in 2000 to 37,268 in 2009 (See Table 7.1). This growth rate was characteristics is slower than that of York County, but slightly higher than the Charlotte described in the Metropolitan Statistical Area (MSA). Much of the household growth in Population and York County has occurred in the Fort Mill area because of its close proximity to Charlotte. The 2020 Planning Area’s share of Charlotte MSA Housing Elements. households remained stable during the nine-year period at 5.5 percent. Table 7.1: Household Trend (2000-2009)

Households 2000-2009 Change Area 2000 2009 Number Percent Planning Area (PA) 27,938 37,268 9,331 33.4% York County 61,051 84,482 23,431 38.4% Charlotte MSA 510,516 676,740 166,224 32.6% PA Share of MSA 5.5% 5.5% 5.6% Source: Planning & Development Department; ESRI

Population The 2020 Planning Area’s population grew from 71,431 residents in 2000 to 96,963 residents in 2009 (See Table 7.2). The 35.7 percent growth rate was higher than both York County’s 34.5 percent and the Charlotte MSA’s 30.8 percent. While its household share remained constant, the 2020 Planning Area’s share of Charlotte MSA population slightly increased from 5.4 percent in 2000 to 5.6 percent in 2009. Table 7.2: Population Trend (2000-2009)

Population 2000-2009 Change Area 2000 2009 Number Percent Planning Area (PA) 71,431 96,963 25,532 35.7% York County 164,614 221,346 56,732 34.5% Charlotte MSA 1,330,448 1,740,257 409,809 30.8% PA Share of MSA 5.4% 5.6% 6.2% Source: Planning & Development Department, ESRI

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Employment Labor Force Figure 7.1 shows the highest level of educational attainment of the population 25 years of age or older in the 2020 Planning Area, York County, and the Charlotte MSA. This data provides an indication of local workforce preparedness. When compared to York County and the Charlotte MSA, the 2020 Planning Area has a slightly higher share of its labor force with less than a ninth-grade education. The 2020 Planning Area and York County also have noticeably lower shares of college graduates, but the 2020 Planning Area ranks first in graduate degree percentage. Figure 7.1: Educational Attainment, Share of Population 25+ Years of Age

35.0% Planning Area 30.0% York County Charlotte MSA 25.0%

20.0%

15.0%

10.0%

5.0%

0.0% < 9th Grade 9th - 12th High Some Associate Bachelor's >= Grade School College Degree Degree Graduate Grad. Degree

Source: ESRI

As of November 2009, the civilian unemployment rate in York County was 14.5 percent, significantly higher than the Charlotte MSA’s 11.8 percent (See Figure 7.2). This reflected a comparatively high share of manufacturing jobs in York County, and recent losses in that sector. Figure 7.2: Civilian Unemployment Rate, November 2009

16.0% 14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% York County Charlotte MSA

Sources: South and North Carolina Employment Security Comm.

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VII. Economic Conditions Element

Jobs More than 14,000 net new jobs were added in York County between 2000 and 2008 (See Table 7.3). Services and F.I.R.E. (Finance, Insurance, Real Estate) increased by 9,020 and 4,239 jobs, respectively. Together, these two sectors accounted for 94 percent of the net growth. Manufacturing declined by 2,029 jobs, or 17 percent. Table 7.3: Employment by Industry, York County (2000-2008)

2000-2008 Change Industry 2000 2008 Number Percent Agriculture and Mining 594 577 -17 -2.9% Construction 2,998 3,738 740 24.7% Manufacturing 11,964 9,935 -2,029 -17.0% Trans., Comm., Util. 2,951 3,248 297 10.1% Wholesale Trade 3,617 3,635 18 0.5% Retail Trade 7,927 9,108 1,181 14.9% F.I.R.E. 1,534 5,773 4,239 276.3% Services 25,880 34,900 9,020 34.9% Government 3,257 3,849 592 18.2% Unclassified 99 N/A N/A N/A Total 60,821 74,763 14,041 23.1% Source: South Carolina Employment Security Commission

Because Rock Hill is the largest urban center in York County with convenient access to large population clusters, approximately 84 percent of federal, state, and local government jobs are concentrated in the 2020 Planning Area (See Figure 7.3). Rock Hill is also a center of retail trade and services. Figure 7.3: Planning Area Jobs, Share of York County (2009)

Sources: South Carolina Employment Security Commission, ESRI

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VII. Economic Conditions Element

There are 1,093 more jobs in the 2020 Planning Area than employed residents, indicating a slight net inflow of employment (See Table 7.4). The services sector has the highest net inflow of 3,574 jobs, while manufacturing has the highest net outflow of 2,483 jobs. Economic development initiatives should focus on sectors that match Rock Hill’s labor force skills. Table 7.4: Net Job Inflow/(Outflow), Planning Area (2009)

At-Place Employed Net Inflow/ Industry Employment Residents (Outflow) Agriculture and Mining 35 117 (82) Construction 2,259 2,859 (600) Manufacturing 3,431 5,914 (2,483) Trans., Comm., Util. 2,349 3,251 (902) Wholesale Trade 1,628 1,606 22 Retail Trade 5,353 4,739 614 F.I.R.E. 1,652 2,585 (933) Services 20,336 16,762 3,574 Government 3,214 1,292 1,922 Total 40,257 39,164 1,093 Source: ESRI

Wages The average annual wage in York County in the first quarter of 2009 ranged from $25,000 in retail trade to $47,000 in wholesale trade (See Figure 7.4). The 2020 Planning Area had a net inflow of jobs for three of the five lowest-paying sectors in York County: services; retail trade; and government. This has impacts on the housing market, disposable incomes, the amount/quality of retail, and tax revenue. Figure 7.4: Average Annual Wage, York County (1Q 2009)

Source: South Carolina Employment Security Commission

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VII. Economic Conditions Element

Residential Market Trends Since 2002, the number of annual residential permits in Rock Hill Residential permit ranged from 317 in 2008 to 1,100 in 2006 (See Figure 7.5). Primarily due to the recent economic recession, total residential permits have trends are also decreased to only 82 between January and August 2009. Single- provided in the family permits began to decline in 2006, while multi-family permits Housing Element. began to decrease in 2007. Figure 7.5: Residential Building Permits, Rock Hill (2002-2009)

Source: U.S. Census Bureau

Closings Based on Multiple Listing Service (MLS) data provided by the Piedmont Regional Association of Realtors, almost 6,000 single-family detached units with a Rock Hill address were sold between January 2005 and August 2009 (See Table 7.5). Zip codes with a Rock Hill address include 29730 and 29732 (See Map 7.2). More than 86 percent of the closings were resales of existing houses. It is important to note that only 30 percent-40 percent of new closings are typically represented in MLS. Reflecting national trends, annual transactions declined 29 percent from 2005 to 2008. The new home market fell by a more significant 67 percent. Table 7.5: Single-Family Detached Sales, Rock Hill Address (2005-2009)

Year New Resale Total 2005 301 1,141 1,442 2006 252 1,327 1,579 2007 155 1,187 1,342 2008 98 926 1,024 2009* 18 530 548 Total 824 5,111 5,935 % of Total 13.9% 86.1% 100.0% * Through August Source: MLS

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Map 7.2: Rock Hill Address Zip Codes

Occupying a much smaller share of the residential inventory, a total of 827 townhouses/ condominiums with a Rock Hill address were sold between January 2005 and August 2009 (See Table 7.6). Like single-family houses, 86 percent of the sales were for existing units. Annual new unit transactions have been declining since 2007. Table 7.6: Townhouse/Condominium Sales, Rock Hill Address (2005-2009)

Year New Resale Total 2005 28 96 124 2006 39 171 210 2007 30 194 224 2008 18 153 171 2009* 3 95 98 Total 118 709 827 % of Total 14.3% 85.7% 100.0% * Through August Source: MLS

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VII. Economic Conditions Element

Rock Hill’s average annual new single-family detached house price has been increasing faster than York County’s since 2005 (See Table 7.7). As a result, for the first time, Rock Hill’s $246,188 average sales price in August 2009 exceeded York County’s $240,923. This trend supports the finding that many Rock Hill residents are commuting to higher-wage areas, particularly in Charlotte. Both Rock Hill and York County experienced a significant decline in sales prices between 2008 and 2009. Table 7.7: Average Annual New Single-Family Detached Sales Price, Rock Hill Address (2005-2009)

Rock York Rock Hill Year Hill County % of County 2005 $184,841 $233,849 79% 2006 $217,408 $260,779 83% 2007 $249,836 $276,386 90% 2008 $264,886 $294,586 90% 2009* $246,188 $240,923 102% * Through August Source: MLS

After decreasing between 2005 and 2007, Rock Hill’s share of York County’s average annual sales prices for new townhouse/condominium units increased from 72 percent in 2007 to 97 percent in 2009 (Table 7.8). Much of the volatility in the sales price was due to limited sales volume. Again, the increase in Rock Hill’s share of York County’s sales price could indicate out-commuting of residents in higher-wage job categories. Table 7.8: Average Annual New Townhouse/Condo Sales Price, Rock Hill Address (2005-2009)

Rock York Rock Hill Year Hill County % of County 2005 $107,757 $121,080 89% 2006 $109,290 $137,562 79% 2007 $119,406 $166,070 72% 2008 $126,569 $162,146 78% 2009* $133,817 $137,289 97% * Through August Source: MLS

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Apartment Supply and Demand There were 959 apartments in communities of 25 or more units with a Rock Hill address completed between August 2005 and August 2009 (See Table 7.9). A total of 930 units were absorbed, resulting in an over supply of 29 units. The lack of apartment absorption in 2009 was an indication of job losses from the recession and young adults doubling up or returning home to parents. Rock Hill has a small share of lifestyle renters. Table 7.9: Apartment Supply and Demand, Rock Hill Address (2005-2009)

Net New Net Under/ The 2008 Multi-Family Year* Completions Absorption (Over) Supply Housing 2005 0 156 156 Survey report 2006 27 171 144 revealed a 2007 292 156 (136) total of 10,607 2008 640 377 (263) individual 2009 0 70 70 multi-family units in Rock Total 959 930 (29) Hill. *August to August data Source: Real Data, Warren & Associates

Vacancy Rate The apartment vacancy rate for units with a Rock Hill address increased from 9.4 percent in 2005 to 11.8 percent in 2009 (See Figure 7.6). With an inventory of only about 6,100 units, slight shifts in completions or absorption can cause significant fluctuations in the vacancy rate. Figure 7.6: Apartment Vacancy Rate, Rock Hill Address (2009)

Sources: Real Data, Warren & Associates

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VII. Economic Conditions Element

Forecasts The 2020 Planning Area is forecasted to increase from 37,268 households in 2009 to 39,789 households in 2015 and 43,962 households in 2020 (See Table 7.10). This would represent a 2009- 2020 growth rate of 18 percent, or 6,694 households. Population is forecasted to increase by 20 percent during the 11-year period, from 96,963 residents in 2009 to 116,347 in 2020. The resulting 1.5 percent compound annual growth rate for the 11-year period would be less than half the 3.5 percent rate between 2000 and 2009, taking into account a protracted recovery from the current economic recession. The forecasts shown in Table 7.10 were based on the development pipeline as of 2008. Table 7.10: Forecasted Residential Development, Planning Area (2009-2020)

2009-2020 Change 2009 2015 2020 Number Percent Households 37,268 39,789 43,962 6,694 18.0% Population 96,963 105,753 116,347 19,384 20.0% Source: Planning & Development Department

Based on shares in 2000, single-family and multi-family households were forecasted through 2020 (See Table 7.11). The single-family share (75%) and multi-family share (25%) of households is forecasted to remain constant during the 11-year period. Table 7.11: Forecasted Single-Family and Multi-Family Households, Planning Area (2009-2020)

2009-2020 Change Households 2009 2015 2020 Number Percent Single-Family* 27,951 29,841 32,972 5,021 18.0% Multi-Family 9,317 9,947 10,991 1,674 18.0% Total 37,268 39,789 43,962 6,694 18.0% * Includes mobile homes Source: Planning & Development, Warren & Associates

Location Residential growth in the 2020 Planning Area will occur in both Although the forecasted existing subdivisions with remaining lots and new developments. residential DEMAND for Based on permit data, there are 3,687 remaining lots/units in under the 2020 Planning Area construction single-family subdivisions and 3,054 lots/units in includes an additional planned/approved developments (See Table 7.12). The 6,741 6,694 new units by 2020, the Land Use Element single- and multi-family lots/units would accommodate all of the estimates that the Area’s forecasted demand of 6,694 residential units in the 2020 Planning growth CAPACITY may Area through 2020. However, there would be a gap of 305 units of include up to 51,000 units. additional supply needed, based on a typical housing market vacancy rate of 5 percent.

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VII. Economic Conditions Element

Table 7.12: Development Activity, Planning Area (2009)

Subdivision Remaining % of Status Lots/Units Total Under Construction 3,687 54.7% Planned 3,054 45.3% Total 6,741 100.0% Note: Includes single- and multi-family. Source: Planning & Development Department

School districts typically play a role in where households choose to reside. However, since the boundaries were recently changed for the three high school districts in Rock Hill, this factor has reportedly become less important regarding housing choices. Much of the population growth during the past few decades has taken place in the northern and western portions of the 2020 Planning Area along Herlong Avenue, India Hook Road, and near Lake Wylie. Recently, new development has been taking place in the Newport area, west of Rock Hill along Old York Road. Another area for new residential growth is along the potential Dave Lyle Boulevard Extension east of I-77. As the demographics in Rock Hill continue to diversify, some of the forecasted residential growth will be accommodated in redevelopment and in-fill locations such as Riverwalk and the Textile Corridor. Proximity to Winthrop University, Piedmont Medical Center, and downtown Rock Hill will make these areas competitive for a mix of housing types.

Retail Market Existing Inventory There are more than 2.8 million square feet in 32 multi-tenant retail centers with a Rock Hill address (See Table 7.13). About 16 percent of the inventory is currently vacant. Other than a couple of recent closings in the 710,000-square-foot Rock Hill Galleria, much of the vacancy is in neighborhood centers less than 50,000 square feet. These centers are predominantly on older commercial corridors. Table 7.13: Inventory and Vacancy Rate by Size of Retail Center, Rock Hill Address (2009)

Center Size Number Total Vacancy Range (Sq. Ft.) of Centers Sq. Ft. Rate < 50,000 11 302,153 35.5% 50,000-100,000 13 854,135 12.4% 101,000-150,000 5 650,018 8.3% >150,000 3 1,040,000 16.3% Total 32 2,846,306 16.0% Sources: Karnes, Planning & Development Department, Warren & Associates

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VII. Economic Conditions Element

Vacancy Rate The vacancy rate for multi-tenant retail centers with a Rock Hill address increased from 4.3 percent in 2005 to 16 percent in June 2009 (See Figure 7.7). The increase in vacancy was a result of significant new supply being added in suburban areas, and tenants in older corridors such as Cherry Road and Saluda Street relocating to new space or closing due to the recession. As consumers regain confidence and resume spending, the vacancy rate should improve to a market equilibrium rate of 10 percent by 2015. Figure 7.7: Retail Vacancy Rate, Rock Hill Address (2005-2009)

Sources: Karnes, Planning & Development Department, Warren & Associates

Demand Forecasts Based on forecasted household growth and the average household income in the 2020 Planning Area, retail demand by category was estimated in 2009, and forecasted for 2015 and 2020 (See Table 7.14). The data does not include sales inflow and outflow. More than 2.9 million square feet of supportable space in 2020 equates to approximately 3.2 million square feet of total space (estimated 10% vacancy). The growth of almost 298,000 square feet would be a 10 percent increase from 2009. Table 7.14: Retail Square Feet by Category, Planning Area (2009-2020) Retail Square Feet 2009-2020 Category 2009 2015 2020 Change Supermarkets & Other Groceries 352,414 376,248 415,716 63,302 Food Services - Restaurants 315,745 337,099 372,460 56,716 Other General Merchandise Stores 246,382 263,045 290,638 44,256 Building Material & Supply Dealers 357,215 381,374 421,380 64,165 Pharmacies & Drug Stores 192,603 205,629 227,199 34,596 Clothing Stores 171,028 182,595 201,749 30,721 Discount Department Stores 127,301 135,911 150,167 22,866 Department Stores 89,954 96,038 106,112 16,158 Electronics & Appliances 78,043 83,322 92,062 14,019 All Other 545,859 582,776 643,908 98,050 Total Demand Square Feet 2,476,543 2,644,036 2,921,391 444,848 Total Square Feet 2,948,266 2,937,818 3,245,990 297,725 Vacancy Rate 16.0% 10.0% 10.0% * Based on household demand. Source: SC Department of Revenue and Warren & Associates

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It is important to note that this model assumes some of the 2009- 2020 demand would be accommodated in currently vacant space. Although the forecasted As a result, the vacancy rate would decline from 16 percent to 10 retail DEMAND for the percent and new construction of 297,725 square feet would be 2020 Planning Area includes an additional lower than the incremental demand of 444,848 square feet. 297,725 square feet by Based on estimated demand from 2020 Planning Area households, 2020, the Land Use Element estimates that the 2.9 million total square feet of retail in 2009 could be situated on the Area’s growth 270.7 acres (See Table 7.15). This assumes a floor area ratio CAPACITY may include up (FAR) of 0.25. The forecasted 2020 retail inventory of to 34 million square feet approximately 3.2 million square feet could be located on 298.1 of commercial. acres, an increase of 27.3 acres from 2009.

Table 7.15: Retail Square Feet and Acres, Planning Area (2009-2020)

2009-2020 Retail 2009 2020 Change Square Feet 2,948,266 3,245,990 297,725 Acres 270.7 298.1 27.3 Source: SC Dept. of Revenue, Warren & Associates

Location Based on the retail forecasts, about 445,000 square feet of retail demand could be generated from 2020 Planning Area households between 2009 and 2020. Some of the demand can be accommodated in a portion of the 455,155 square feet of vacant space in existing centers. In addition, more than two million square feet of retail space is planned in approved projects (See Table 7.16). However, as part of the development approval process, approximately 150,000 square feet of the Riverwalk space and an undisclosed amount at the Gateways at Galleria can be converted to office space based on market demand at the time of construction. Table 7.16: Approved Retail Space, Planning Area (2009)

Project/Owner Square Name Feet Gateways at Galleria Ph. 1 950,000 Riverwalk 550,000 Gateways at Galleria Ph. 2 320,000 Patriot Park Partnership 75,900 Riverview Commons 53,953 Shoppes at Huntington 33,000 Celanese Plaza 13,080 Innsbrooke Commons 5,000 Cotton Mill Village 4,250 Paces River 2,000 Total 2,007,183 Source: Planning & Development Department Major intersections in rapidly growing areas are ideal locations for retail development. Mixed-use developments are becoming more prevalent in both suburban and urban areas. These developments capture a high percentage of demand generated by residents and employees, supplementing larger trade area spending potential.

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VII. Economic Conditions Element

Office Market Existing Inventory Based on estimated shares by sector, 9,007 of the 40,257 total jobs in the 2020 Planning Area in 2009 are categorized as office-occupying (See Table 7.17). A total of 5,084 of the estimated office jobs are in the services industry. Table 7.17: Estimated Office Jobs, Planning Area (2009)

Total Office Office Industry Jobs Share Jobs Agriculture and Mining 35 0.0% 0 Construction 2,259 10.0% 226 Manufacturing 3,431 0.0% 0 Trans., Comm., Util. 2,349 20.0% 470 Wholesale Trade 1,628 10.0% 163 Retail Trade 5,353 10.0% 535 F.I.R.E. 1,652 85.0% 1,404 Services 20,336 25.0% 5,084 Government 3,214 35.0% 1,125 Total 40,257 22.4% 9,007 Sources: ESRI, Warren & Associates

The estimated 9,007 office jobs in the 2020 Planning Area in 2009 are located in approximately 2.5 million square feet of space using an average of 250 square feet per employee and an estimated 10 percent vacancy rate (See Table 7.18). Using a 0.30 floor area ratio (FAR), this building inventory equates to about 192 acres. Table 7.18: Office Space and Acres, Planning Area (2009)

Office Office Office Industry Jobs Space Acres Agriculture and Mining 0 0 0.0 Construction 226 62,750 4.8 Manufacturing 0 0 0.0 Trans., Comm., Util. 470 130,500 10.0 Wholesale Trade 163 45,222 3.5 Retail Trade 535 148,694 11.4 F.I.R.E. 1,404 390,056 29.8 Services 5,084 1,412,222 108.1 Government 1,125 312,472 23.9 Total 9,007 2,501,917 191.5 Source: South Carolina Employment Security Commission, Warren & Associates

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Forecasts The 43,289 total jobs forecasted for the 2020 Planning Area in 2015 were derived by applying the 2020 Planning Area’s 2009 share of York County jobs to the forecasted York County jobs by sector from Woods and Poole. Using the same share of office-occupying jobs by sector from 2009, a total of 9,984 office jobs are forecasted for the 2020 Planning Area in 2015 (See Table 7.19). The jobs equate to 2.77 million square feet of office space by applying an average of 250 square feet per employee and an estimated 10 percent vacancy rate. The forecasted 2015 office building inventory would occupy an estimated 212 acres. Table 7.19: Office Space and Acres, Planning Area (2015) Total Office Office Office Industry Jobs Jobs Space Acres Agriculture and Mining 31 0 0 0.0 Construction 2,180 218 60,565 4.6 Manufacturing 3,647 0 0 0.0 Trans., Comm., Util. 2,339 468 129,944 9.9 Wholesale Trade 2,122 212 58,958 4.5 Retail Trade 5,423 542 150,646 11.5 F.I.R.E. 1,626 1,382 384,013 29.4 Services 22,443 5,944 1,651,142 126.4 Government 3,477 1,217 338,017 25.9 Total 43,289 9,984 2,773,284 212.2 Sources: South Carolina Employment Security Commission, Warren & Associates

The 2020 Planning Area could contain 47,656 total jobs in 2020. Although the forecasted office This forecast was derived in the same manner as the forecasted DEMAND for the 2020 jobs in 2015. Using the same share of office-occupying jobs by Planning Area includes an sector from 2009, a total of 11,494 office jobs are forecasted for the additional 690,000 square feet by 2020, the Land Use 2020 Planning Area in 2020 (See Table 7.20). The jobs equate to Element estimates that the 3.2 million square feet of office space by applying an average of 250 Area’s growth CAPACITY may square feet per employee and an estimated 10% vacancy rate. The include up to 19 million forecasted 2020 office building inventory would occupy an estimated square feet of office. 244 acres. Table 7.20: Office Space and Acres, Planning Area, (2020) Total Office Office Office Industry Jobs Jobs Space Acres Agriculture and Mining 35 0 0 0.0 Construction 2,343 234 65,081 5.0 Manufacturing 4,019 0 0 0.0 Trans., Comm., Util. 2,401 480 133,365 10.2 Wholesale Trade 2,559 256 71,094 5.4 Retail Trade 5,625 563 156,254 12.0 F.I.R.E. 1,812 1,541 427,935 32.7 Services 25,138 7,118 1,977,159 151.3 Government 3,723 1,303 361,948 27.7 Total 47,656 11,494 3,192,836 244.3 Sources: South Carolina Employment Security Commission, Warren & Associates

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Location Much of the existing office inventory in the 2020 Planning Area is located in downtown Rock Hill, in medical-related space surrounding Piedmont Medical Center, and in business parks such as Tech Park that contain a mix of office and industrial tenants. Forecasted office space in the 2020 Planning Area between 2009 and 2020 will be located in the same or similar areas. The short-term demand for corporate office space in the 2020 Planning Area is minimal. These types of companies tend to locate in larger urban centers with convenient access to international airports, ancillary business and partners, and a professional labor force. There are however, opportunities for office operations in the 2020 Planning Area that support corporate functions in other locations. These include call-centers, information technology departments, and research facilities. These operations typically require additional space for computer servers and communications equipment, and often seek interstate highway sites in suburban areas. Similar to retail, professional office space tenants, such as doctors, lawyers, insurance agents, and real estate companies, tend to follow household growth and/or public facilities (courthouses, hospitals, etc.). An emerging market for office space, particularly for Rock Hill, is adaptive reuse projects in former mills. Locations where professional office space can be successful include downtown Rock Hill, the Textile Corridor, the Piedmont Medical Center vicinity, and in mixed-use projects along high-growth corridors such as Dave Lyle Boulevard and Celanese Road. Office development could take place in other locations, but would more than likely be a result of redevelopment incentives as opposed to market demand.

Industrial Market Existing Inventory Based on estimated shares by sector, 9,415 of the 40,257 jobs in the 2020 Planning Area in 2009 are categorized as industrial-occupying (See Table 7.21). A total of 3,431 of the 9,415 jobs are in manufacturing. Table 7.21: Estimated Industrial Jobs, Planning Area (2009)

Total Industrial Industrial Industry Jobs Share Jobs Agriculture and Mining 35 0.0% 0 Construction 2,259 25.0% 565 Manufacturing 3,431 100.0% 3,431 Trans., Comm., Util. 2,349 60.0% 1,409 Wholesale Trade 1,628 90.0% 1,465 Retail Trade 5,353 5.0% 268 F.I.R.E. 1,652 5.0% 83 Services 20,336 10.0% 2,034 Government 3,214 5.0% 161 Total 40,257 23.4% 9,415 Sources: ESRI & Warren & Associates

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The estimated 9,415 industrial jobs in the 2020 Planning Area in 2009 are located in approximately 8.2 million square feet of space. An average of 750 square feet per employee (1,000 sq.ft. for wholesale trade) and an estimated 10 percent vacancy rate were used to calculate the forecasted inventory. Using a 0.20 FAR, this building inventory equates to about 947 acres (See Table 7.22). Table 7.22: Industrial Space and Acres, Planning Area (2009)

Industrial Industrial Industrial Industry Jobs Space Acres Agriculture and Mining 0 0 0.0 Construction 565 470,625 54.0 Manufacturing 3,431 2,859,167 328.2 Trans., Comm., Util. 1,409 1,174,500 134.8 Wholesale Trade 1,465 1,628,000 186.9 Retail Trade 268 223,042 25.6 F.I.R.E. 83 68,833 7.9 Services 2,034 1,694,667 194.5 Government 161 133,917 15.4 Total 9,415 8,252,750 947.3 Source: Warren & Associates

Forecasts Applying the same methodology that was used for the 2009 estimates, the 43,289 total jobs forecasted for the 2020 Planning Area in 2015 result in 10,276 industrial jobs (See Table 7.23). The jobs convert to 9.1 million square feet of industrial space on 1,044 acres. Table 7.23: Industrial Space and Acres, Planning Area (2015) Total Industrial Industrial Industrial Industry Jobs Jobs Space Acres Agriculture and Mining 31 0 0 0 Construction 2,180 545 454,234 52 Manufacturing 3,647 3,647 3,038,755 349 Trans., Comm., Util. 2,339 1,403 1,169,492 134 Wholesale Trade 2,122 1,910 2,122,494 244 Retail Trade 5,423 271 225,968 26 F.I.R.E. 1,626 81 67,767 8 Services 22,443 2,244 1,870,259 215 Government 3,477 174 144,864 17 Total 43,289 10,276 9,093,834 1,044 Sources: South Carolina Employment Security Commission, Warren & Associates

Although the forecasted industrial DEMAND for the 2020 Planning Area includes an additional 1.9 million square feet by 2020, the Land Use Element estimates that the Area’s growth CAPACITY may include up to 32.4 million square feet of industrial.

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In 2020, a forecasted 11,421 of the 47,656 total jobs in the 2020 Planning Area would be industrial- occupying (Table 7.24). These jobs could be located in 10.1 million square feet of industrial space on 1,166 acres. Table 7.24: Industrial Space and Acres, Planning Area (2020)

Total Industrial Industrial Industrial Industry Jobs Jobs Space Acres Agriculture and Mining 35 0 0 0 Construction 2,343 586 488,107 56 Manufacturing 4,019 4,019 3,349,513 384 Trans., Comm., Util. 2,401 1,440 1,200,285 138 Wholesale Trade 2,559 2,303 2,559,377 294 Retail Trade 5,625 281 234,381 27 F.I.R.E. 1,812 91 75,518 9 Services 25,138 2,514 2,094,813 240 Government 3,723 186 155,120 18 Total 47,656 11,421 10,157,115 1,166 Sources: South Carolina Employment Security Commission, Warren & Associates

Location Of the 2,021 total acres of industrial/business park land in the 2020 Planning Area, 56.3 percent remains undeveloped (See Table 7.25). The vacant inventory includes 318 acres at the newly approved Riverwalk mixed-use development. Much of the forecasted 1.9 million square feet of industrial space that could be added in the 2020 Planning Area between 2009 and 2020 would be developed within these existing industrial/business parks. However, not all of the 1,139 remaining acres in these parks are competitive, and new developments will be required.

Table 7.25: Industrial/Business Parks, Planning Area (2009)

Average Map Industrial/ Total Remaining % Price Per Key Business Park Acres Acres Remaining Acre 1 Airport Industrial Park 100 3 3.0% $35,000 2 Antrim 130 115 88.5% $60,000 3 Aspen Commerce Park 100 90 90.0% $50,000 4 Blanchard Business Park 163 150 92.0% $40,000 5 Catawba South Industrial Park 110 72 65.5% $50,000 6 Riverwalk 318 318 100.0% $39,500 7 Rock Hill Industrial Park 200 12 5.8% $35,000 8 Southcross Corporate Center 40 19 47.5% $55,000 9 Southway Industrial Park 250 200 80.0% $15,000 10 TechPark 210 75 35.7% $40,000 11 Waterford Business Park 400 85 21.3% $60,000 Total 2,021 1,139 56.3% Sources: York County EDC, Rock Hill EDC

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All but three of the eleven industrial/business parks in the 2020 Planning Area are located in the Rock Hill city limits, with Blanchard Business Park, Catawba South Industrial Park, and Rock Hill Industrial Park being the exceptions (Map 7.3). Another ten stand-alone industrial sites totaling 1,995 acres are located along the I-77 corridor. The primarily undeveloped I-77/Mt. Holly Road and I-77/Porter Road interchanges are prime locations for future industrial development. Also, the future extension of Dave Lyle Boulevard will provide convenient access to a larger workforce. Map 7.3: Industrial/Business Parks and Stand-Alone Sites

Sources: Charlotte Regional Partnership, York County, City of Rock Hill

Commercial Forecast Summary Table 7.26 summarizes the commercial forecasts for the 2020 Planning Area between 2009 and 2020. Total inventory could increase from 13.7 million to 16.6 million square feet, a growth rate of 21.1 percent. The 2020 Planning Area’s office inventory is forecasted to have the highest growth rate at 27.6 percent. Much of the office growth will be driven by increases in population. Table 7.26: Commercial Development Summary, Planning Area (2009-2020)

Square Feet 2009-2020 Change 2009 2015 2020 Number Percent Retail 2,948,266 2,937,818 3,245,990 297,725 10.1% Office* 2,501,917 2,773,284 3,192,836 690,919 27.6% Industrial 8,252,750 9,093,834 10,157,115 1,904,365 23.1% Total 13,702,932 14,804,936 16,595,941 2,893,008 21.1% * Includes banks, financial services, and government Source: Warren & Associates

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NEEDS ASSESSMENT

Based on demographic, economic, and market trends, as well as information obtained from stakeholder interviews and focus group meetings, issues and opportunities regarding the Rock Hill economy have been identified. These issues and opportunities have been formulated into a needs assessment categorized by topic. A clear understanding of the economic needs in Rock Hill will guide the creation of goals and objectives.

Regional Context The role of Rock Hill in the Charlotte region’s economy has not been defined. Rock Hill’s economic drivers need to be identified, and an environment in which they can thrive needs to be created. Collaboration with organizations such as the Charlotte Regional Partnership will help promote and leverage available resources and information. The creation of a South Carolina “chapter” of the Charlotte Regional Partnership, including York, Lancaster, Chester, and Chesterfield counties, would provide more legitimacy to economic development efforts in the region. Also, there needs to be more frequent and efficient York County- City of Rock Hill governmental coordination. Workforce training programs should focus on the types of companies the York County Economic Development Commission are pursuing. York County and the State of South Carolina control incentives for business development, but should participate to promote the goals and objectives of City of Rock Hill economic development policies.

Community Assets An assessment of local market strengths would provide strategic direction for future economic development policies and programs. This assessment should identify economic niches for areas identified in the Land Use Element as having future potential, including Dave Lyle Corridor East, downtown, and inner-city corridors. Based on construction of a new Catawba River crossing, the Dave Lyle Additional Corridor East area would be well-positioned to capture corporate and information industrial employment as the result of access to the regional labor force. about the Dave Recreational amenities on the river would augment demand created by Lyle Corridor improved highway connections. East and Urban Downtown Rock Hill and nearby inner-city corridors comprise the Urban Mixed Use Mixed Use Framework Area in the Plan. This area will require focused character areas direction and funding to accelerate market demand. Specific can be found in recommendations will provide guidance on how to leverage community the Land Use Element. assets to generate private investment, including City participation in projects through targeted incentives. The Catawba River is a unique environmental feature to the Rock Hill region. It can serve as a recreational amenity that attracts sustainable residential and commercial development to Rock Hill. In addition, local parks such as Glencairn Gardens, Winthrop Park, and Cherry Park, can generate spin-off business activity, particularly along older corridors and in Old Town. All of these public recreational assets have the ability to support private investment. In addition to recreational assets, there are educational assets in Rock Hill. Winthrop University and York Technical College are major institutions that contain resources for both residents and the local business community. York Technical College provides workforce training as part of its readySC program. This program should be continuously evaluated to ensure it is meeting the needs of the local business community. Entrepreneurs could benefit from a small business incubator affiliated with Winthrop University. Developing a public/private partnership at this facility could provide start-up companies with the resources they need to grow their business, while Winthrop students could acquire some on-the-job training.

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The Community Facilities Element also recognizes the need to retain and attract employers to the area by supporting higher education, job training, and adult back-to-school programs offered through the business community and educational institutions.

Programs/Policies Existing economic development policies in Rock Hill and York County should be reflective of emerging trends in the market place. Focus needs to be shifted from traditional business recruitment practices targeting large manufacturers to a more diverse strategy that includes high technology industries, energy-related research and innovation, and entrepreneurs. The following related recommendations/observations were made during a series of stakeholder interviews and two focus group meetings:

 Any target industry analysis needs to be more aligned with the particular skill sets of the local labor force.  Training unemployed and currently “unemployable” residents is a need.  A regional task force for workforce development can help provide direction at all levels of training.  There is an opportunity to develop a food co-op along the Saluda Street corridor. This could provide jobs and help the local agricultural community.  Health-impact assessments could be incorporated into the local development approval process.  South Carolina annexation laws are prohibitive; unless property owners voluntarily ask to be annexed, it is difficult to incorporate properties, negatively impacting a municipality’s ability to grow its tax base.  The lack of a rehabilitation code in South Carolina discourages the conversion of upper floor space to office or residential in downtown Rock Hill.  Existing electrical service provided by the City of Rock Hill in the downtown area is not adequate. There are frequent power surges. The City should add a power substation, remove obstacles interfering with utility lines, and assist in the replacement of outdated electrical wiring in buildings.  Incentives for redevelopment should include risk management clauses that take uncertainty out of the equation.  The recruitment of jobs should not be limited to uses that directly grow the privately-owned tax base. Exempt uses can serve as catalysts that attract tax-paying uses.

Competitive Sites and Buildings There is an adequate amount of competitive land with transportation access and public utilities in the 2020 Planning Area for potential employers. As the Rock Hill area continues to attract residential development, sites need to be preserved for future employment uses. According to economic developers, a larger issue is providing industrial buildings that meet the criteria of prospective tenants or owners. The two major concerns are ceiling heights and floor plate size. Public/private partnerships need to be pursued that foster the development of speculative buildings in competitive locations that meet the needs of future employers. In addition, existing businesses need to be able to expand at their current locations.

Tax Structure The State of South Carolina has a disproportionate property tax assessment structure. Owner- occupied residential properties are taxed at 4% of their assessed value, while retail/office and industrial properties are taxed at 6% and 10.5%, respectively. In essence, businesses are

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VII. Economic Conditions Element contributing more to the tax base per address than households, and often require fewer services. While the property assessment rates are mandated by the State of South Carolina, the composition of the tax base can be affected by local policies and economic development initiatives. The goal is to increase the share of commercial/industrial property. There are county incentives in place that attempt to offset commercial property taxes. The question is whether these incentives are successful. In addition, many of these incentives are based on job creation thresholds. Therefore, new small businesses cannot take advantage of the incentives, but are still contributing a higher share of their assessed value to the tax base than housing units.

Transportation & Utilities Future development patterns in Rock Hill will be shaped by public infrastructure capacity and improvements. Two major transportation issues The Transportation in Rock Hill relate to public transit and Catawba River crossings. The lack of Element also public transit in and around Rock Hill limits resident access to employment identifies the and education destinations. In addition, the lack of Catawba River crossings need for inhibits Rock Hill employers from access to a broader labor market. enhanced transit service and a The following related recommendations/ observations were made during a more efficient and series of stakeholder interviews and two focus group meetings: effective transportation  Any future transit opportunities need to access downtown Rock Hill and network. York Technical College, and connect to commuter transit service to Charlotte.  Promote and expand the airport and preserve the land around it from residential encroachment. Focus on corporate uses as opposed to recreation.  Road connections and public utilities are needed east of I-77 and south of Dave Lyle Boulevard in order to support employment growth in those locations.  There is potential for operation centers and corporate office development along the future Dave Lyle Boulevard Extension.  Public utilities are needed in the southern portion of Rock Hill to support future employment growth in close proximity to the Porter Road and Mt. Holly Road interchanges with I-77.  To preserve the local tax base, the majority of funding for the Dave Lyle Boulevard Extension should come from the State of South Carolina Infrastructure Bank.

Both the Community Facilities and Priority Investment Elements discuss the need for targeted infrastructure improvements and expansion, particularly in the Dave Lyle Corridor East and Interstate Corridor character areas. The Needs Assessments within these Elements also highlight the need for funding for Airport improvements identified in the Airport Master Plan.

Redevelopment Economic development is not exclusive to interstate highway locations and industrial parks. Through the Vision 2020 Both the Land Use and Comprehensive Planning process, the Rock Hill community Priority Investment has stated a desire for more redevelopment as a priority over Elements identify the new development. Currently, the demand for urban mixed- need to focus on use living and working environments in Rock Hill is not redevelopment and enough to offset the higher development costs associated reinvestment within with them. Therefore, it is necessary to provide incentives to Downtown and targeted encourage redevelopment in strategic locations. Three corridors. distinct geographies have been identified as target areas to

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VII. Economic Conditions Element focus redevelopment efforts in the future: 1) Gateway corridors such as Cherry Road and Saluda Street 2) Textile Corridor 3) Downtown Rock Hill Disinvestment and inadequate property maintenance along Rock Hill’s gateway corridors discourage redevelopment. A few poorly maintained buildings and the perception of an unsafe environment along Saluda Street deter investment opportunities. Vacant retail space along Cherry Road is an indication of an overbuilt and outdated inventory. In many cases, these corridors need incentives to encourage a different mix of uses that are suitable and sustainable in the current market place. The success of the Textile Corridor is dependent on the adaptive reuse of historic structures and sites. The redevelopment of the Cotton Factory provides a success story in this regard. The single- most important site that could serve as a catalyst for redevelopment along the Textile Corridor is the Bleachery. The clean-up and redevelopment of the site will remain cost-prohibitive unless the risk and reward is spread among more investment partners. The redevelopment of this site would provide a more safe and efficient pedestrian and vehicular link between Winthrop University and downtown Rock Hill, generating redevelopment interest on other sites along the Textile Corridor. The success of redevelopment projects along gateway corridors and the Textile Corridor is contingent upon a thriving core. Downtown Rock Hill supporters should continue to focus on business development, as well as seek new strategies that encourage residential uses. Centralizing government and civic uses in downtown Rock Hill is also recommended. By increasing vehicular and pedestrian traffic, these uses would generate demand for commercial development, particularly retail/restaurants. A target business analysis to determine the most appropriate and supportable mix of uses in downtown Rock Hill is needed. An incentives package specific to downtown could help offset some of the costs for redevelopment. One prime opportunity is the redevelopment of publicly-owned surface parking lots. Providing land write-downs and parking incentives for potential developers takes some of the risk out of investing in an area with an emerging market.

By following the 2020 Priority Policy Directions identified in the Vision 2020 Plan Summary, Rock Hill can better address the economic issues and opportunities now and into the future. These include: Z Focus on Redevelopment and Infill Z Achieve Sustainability Z Plan for Dave Lyle Corridor East Z Enhance Mobility and Connectivity Z Promote Redevelopment and Infill Development Along Key Corridors Z Create Livable Places Z Leverage Resources through Partnerships and Coordination

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RECOMMENDATIONS The purpose of this section is to define goals, objectives, and strategies that support economic growth and vitality in the Rock Hill 2020 Planning Area. Each strategy identified below designates a responsible agency or department and a suggested timeframe for completion. Short-term tasks are anticipated to be completed within 1 to 5 years; and long-term, between 5 and 10 years. Ongoing strategies do not have a defined timeline for completion and should be carried out on an ongoing basis over the short and long-term.

PARTNERSHIPS & COMMUNICATION

GOAL 7-1: Promote Collaboration and Coordination Among Regional and Local Economic Development Partners

Objective 7-1A: Work closely with public sector partners, education providers, real estate brokers, and business community to develop strategies to promote the 2020 Planning Area and Old Town, and target investment in priority areas Implementation Strategies Agencies Timeframe for Responsible Completion 1. Develop mechanism to share roles, responsibilities, Economic & Urban Short-term coordination and accountability among various public Development sector economic development organizations, including York County Economic Development Board, Rock Hill Economic Development Corporation, and York County Convention and Visitors Bureau 2. Establish regular meeting schedule for economic Economic & Urban Short-term development partners Development 3. Work closely with the educational community, Economic & Urban Ongoing including York Technical College, Winthrop Development University, and Rock Hill Schools to expand workforce training and collaborate on business recruitment efforts 4. Participate in a regular forum of business owners to Economic & Urban Ongoing discuss City policies for economic development and Development; solicit feedback on prospective policies and Planning & investments Development 5. Collaborate with York County Convention and Economic & Urban Ongoing Visitor’s Bureau to maximize existing sports tourism Development; venues Parks, Recreation & Tourism

Objective 7-1B: Communicate City’s economic development goals to the public and obtain input on implementation strategies and investments to expand job, housing, and retail opportunities Implementation Strategies Agencies Timeframe for Responsible Completion 1. Send links to neighborhood leaders when the Rock Economic & Urban Ongoing Hill Economic Development website is updated with Development; major private investments and City initiatives Housing & Neighborhood Services

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2. Conduct community event to discuss economic Economic & Urban Short-term development goals and plans, possibly in Development conjunction with the City budget approval process in the spring 3. Approach local media to provide periodic information Economic & Urban Ongoing on the City’s economic development efforts and Development; City success stories Management

JOB CREATION

GOAL 7-2: Identify Target Industries and Business Categories

Objective 7-2A: Identify industries and business categories with the strongest potential for the 2020 Planning Area in general and Old Town specifically Implementation Strategies Agencies Timeframe for Responsible Completion 1. Encourage an update of the York County Target Economic & Urban Short-term Industry Study Development 2. Encourage a study of the long-term potential for Economic & Urban Short-term industry clusters in York County, similar to those Development defined by the State of South Carolina for other areas of South Carolina 3. Define specific target markets for Rock Hill 2020 Economic & Urban Short-term Planning Area that reflect broader York County Development opportunities

Objective 7-2B: Promote expansion of existing businesses and support new business start- ups Implementation Strategies Agencies Timeframe for Responsible Completion 1. Create a business retention plan which examines Economic & Urban Short-term current municipal incentive programs and provides Development new strategies 2. Study specific needs of entrepreneurs and small Economic & Urban Short-term businesses related to new business opportunities, Development; real estate, collaborative marketing, and worker Planning & training Development 3. Study potential for City of Rock Hill participation in a Economic & Urban Short-term small-business incubator initiative Development

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ECONOMIC COMPETITIVENESS

GOAL 7-3: Identify and Promote the 2020 Planning Area’s Competitive Advantages in the Regional Economy

Objective 7-3A: Develop marketing strategy based on Rock Hill’s assets, advantages, and uniqueness in the Charlotte region Implementation Strategies Agencies Timeframe for Responsible Completion 1. Create a strategic marketing plan for the Rock Hill Economic & Urban Short-term 2020 Planning Area, including tourism-related Development; City opportunities Management 2. Market Rock Hill’s quality of life assets City Departments Ongoing

Objective 7-3B: Promote the 2020 Planning Area for Recreation/Sports Tourism Implementation Strategies Agencies Timeframe for Responsible Completion 1. Promote the Catawba River and other Economic & Urban Ongoing environmental assets for eco-tourism Development; Parks, Recreation & Tourism 2. Work with an inter-departmental project team and Economic & Urban Short-term community organizations to plan, fund, construct, Development; Parks, and develop a marketing strategy for the Cycling Recreation & Tourism and Outdoor Center of the Carolinas 3. Develop plans, funding, and construction strategies Economic & Urban Short-term for sections of the Carolina Thread Trail located Development; Parks, within Rock Hill Recreation & Tourism 4. Enhance River Park as a premiere nature-based Parks, Recreation & Short-term tourism center Tourism

Objective 7-3C: Promote Old Town as a unique destination for private investment and redevelopment Implementation Strategies Agencies Timeframe for Responsible Completion 1. Share economic development strategies for Old Economic & Urban Short-term Town with the York County Economic Development Development Board 2. Implement recommendations of the College Town Economic & Urban Short-term Action Plan, Textile Corridor Master Plan, and other Development; Old Town master plans Planning & Development 3. Define the target market for employment, retail, Economic & Urban Short-term civic, and housing, and seek development or Development redevelopment opportunities 4. Identify and pursue catalyst infill projects in Economic & Urban Ongoing partnership with the private sector Development 5. Study the potential for new public transportation Economic & Urban Short-term connections between educational, civic, and other Development; anchors Planning & Development

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6. Create a small business recruitment plan Economic & Urban Short-term Development

Objective 7-3D: Leverage the airport and adjoining industrial park as an economic development asset Implementation Strategies Agencies Timeframe for Responsible Completion 1. Address any identified infrastructure needs for Airport; Long-term Airport or industrial park through the Capital Administrative Improvement Plan (CIP) process Services 2. Work with the York County EDC and Charlotte Airport; Economic & Ongoing Regional Partnership to ensure Rock Hill is a Urban Development candidate for any business seeking Airport access 3. Protect land for potential Airport and industrial park Airport; Economic & Ongoing expansion Urban Development; Planning & Development

BUSINESS DEVELOPMENT

GOAL 7-4: Facilitate Development of Competitive Real Estate Options for Businesses

Objective 7-4A: Identify and secure land and sites that offer a variety of access and visibility options for manufacturing and distribution companies Implementation Strategies Agencies Timeframe for Responsible Completion 1. Complete the development of existing RHEDC Economic & Urban Short-term business parks as needed to attract businesses Development 2. Consider establishing public/private partnerships Economic & Urban Short-term with owners of privately-held business parks, such Development as Riverwalk and Aspen 3. Work with the York County EDC to identify sites in Economic & Urban Ongoing the 2020 Planning Area that could support business Development park development to attract new or expanding employers 4. Support York County efforts to designate 2,500 Economic & Urban Short-term acres of industrial land Development; Planning & Development 5. Promote Rock Hill’s existing business parks through Economic & Urban Ongoing the York County EDC and the Charlotte Regional Development Partnership, as well as directly to the region’s commercial real estate brokers

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Objective 7-4B: Provide speculative buildings that are designed to maximize efficiency and productivity for manufacturing and distribution companies Implementation Strategies Agencies Timeframe for Responsible Completion 1. Work with the York County EDC to specify building Economic & Urban Ongoing types that would match needs of target market(s) Development 2. Work with the York County EDC to identify available Economic & Urban Ongoing competitive sites for new speculative buildings Development 3. Encourage construction of speculative buildings, Economic & Urban Long-term potentially in partnership with a private developer Development 4. Evaluate master leasing buildings constructed by Economic & Urban Long-term the private sector for sublease to employers Development

Objective 7-4C: Develop plans and funding mechanisms to address infrastructure needs in priority economic development areas Implementation Strategies Agencies Timeframe for Responsible Completion 1. Create plans for targeted economic development Economic & Urban Long-term areas in order to identify infrastructure needs Development; Utilities; Planning & Development 2. Identify funding mechanisms, including creative Economic & Urban Short-term solutions such as municipal service and tax Development; increment finance districts, and impact fees Administrative Services; Utilities; Planning & Development 3. Study alternative transportation options to more Economic & Urban Short-term efficiently link jobs and employees Development; Planning & Development 4. Pursue construction of needed infrastructure Economic & Urban Ongoing through the CIP process Development; Administrative Services; Utilities

Objective 7-4D: Create business-supportive planning and regulatory environment Implementation Strategies Agencies Timeframe for Responsible Completion 1. Simplify and consolidate steps in real estate Planning & Ongoing development approval process for businesses Development 2. Specifically encourage walkable mixed-use Planning & Ongoing developments that incorporate residential, office and Development employment uses for the growing number of employers that are seeking such locations

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TABLE OF CONTENTS

OVERVIEW ...... VIII-5

EXISTING CONDITIONS...... VIII-6 Existing Land Use Inventory ...... VIII-6 Existing Land Use Classifications ...... VIII-6 Development Pattern ...... VIII-8 Parcel Size Analysis ...... VIII-8 Development Status ...... VIII-9 Land Use and Development Forms ...... VIII-10 Urban Mixed Use Areas...... VIII-10 Suburban Neighborhoods...... VIII-11 Interstate Corridor...... VIII-12 Edge Management ...... VIII-13 Dave Lyle Corridor East...... VIII-14 Redevelopment Corridors...... VIII-15 Capacity Analysis...... VIII-17 Relationship of Land Use to Zoning...... VIII-18

NEEDS ASSESSMENT ...... VIII-19 Land Demand & Capacity ...... VIII-20 Community Form ...... VIII-20 Partnerships & Coordination ...... VIII-24 Education & Public Awareness ...... VIII-24 Fiscal Sustainability ...... VIII-24

VISION 2020 LAND USE PLAN...... VIII-25 Overview...... VIII-25 Vision 2020 Land Use Map...... VIII-26 Urban Mixed Use ...... VIII-30 Background...... VIII-30 Vision...... VIII-30 Planning Principles ...... VIII-31 Suburban Neighborhoods ...... VIII-32 Background...... VIII-32 Vision...... VIII-32 Suburban Mixed Use Centers...... VIII-37 Background...... VIII-37 Vision...... VIII-38

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-i VIII. Land Use Element

Planning Principles...... VIII-38 Redevelopment Corridors - Cherry Road ...... VIII-40 Background...... VIII-40 Vision ...... VIII-40 Planning Principles...... VIII-41 Interstate Corridor ...... VIII-42 Background...... VIII-42 Vision ...... VIII-42 Planning Principles...... VIII-43 Dave Lyle Corridor East ...... VIII-44 Background...... VIII-44 Vision ...... VIII-45 Planning Principles...... VIII-45

RECOMMENDATIONS ...... VIII-47 Character Area-Specific Strategies ...... VIII-52 Urban Mixed Use ...... VIII-52 Suburban Neighborhoods ...... VIII-53 Suburban Mixed Use Centers ...... VIII-53 Redevelopment Corridors - Cherry Road...... VIII-54 Interstate Corridor ...... VIII-54 Dave Lyle Corridor East ...... VIII-55

Vision 2020: The Comprehensive Plan for Rock Hill VIII-ii 11/22/2010 VIII. Land Use Element

LIST OF TABLES, FIGURES AND MAPS

Table 8.1: Existing Land Use Inventory...... VIII-7 Table 8.2: Potential Development Area Summary...... VIII-17 Table 8.3: Capacity Summary ...... VIII-17 Table 8.4: Land Use by Character Area ...... VIII-29

Figure 8.1: Birds’-eye View of the Urban Mixed Use Area...... VIII-10 Figure 8.2: Traditional Neighborhood ...... VIII-10 Figure 8.3: Suburban Neighborhoods...... VIII-11 Figure 8.4: Commercial Development in Suburban Neighborhoods...... VIII-12 Figure 8.5: I-77 and Dave Lyle Boulevard Interchange ...... VIII-13 Figure 8.6: Edge Management ...... VIII-13 Figure 8.7: The Dave Lyle Corridor East ...... VIII-14 Figure 8.8: The Saluda Street Corridor...... VIII-15 Figure 8.9: The Cherry Road Corridor ...... VIII-15 Figure 8.10: Redevelopment in the Textile Corridor ...... VIII-16        

Map 8.1: 2020 Planning Area...... VIII-5 Map 8.2: Existing Land Use Inventory...... VIII-7 Map 8.3: Parcel Size Analysis ...... VIII-8 Map 8.4: Development Status ...... VIII-9 Map 8.5: Land Use Framework ...... VIII-21 Map 8.6: Vision 2020 Land Use Map ...... VIII-27

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Vision 2020: The Comprehensive Plan for Rock Hill, South Carolina

VIII. Land Use Element OVERVIEW

The Land Use Element assesses the existing land use inventory and provides a snapshot of the current uses in the 2020 Planning Area (as depicted in Map 8.1) while reflecting the history of growth in the community. An evaluation of the existing land use inventory is important to the planning process for three primary reasons. One, that it helps establish the character and identity of the City; two, it can show where there are land uses that are or should be protected from change; and three, it can show locations where growth is most likely. Map 8.1: 2020 Planning Area Land use is integral to most aspects of the comprehensive plan and the future land use component is often the pivotal geographic component and policy-bridge to zoning and other land development regulations. The Land Use Element of this Plan is unique among other plan elements, in that it is where virtually all other elements come together. Therefore, it is important to integrate land use planning with the other elements. While certain land use needs are met in response to market forces for certain land uses or in response to community desires for patterns such as mixed uses, other needs are influenced by other Plan elements. Thus, land use needs may be further defined by open space policies, by natural resource protection policies, or by the need for transit supportive policies in other sections of the Plan. Further, the provision of safe, connected, and quality trails, greenways, and sidewalks is a high priority of the City, and must be coordinated with the Land Use Element. Likewise, it will be important for land to be set aside for schools, parks, public facilities, and open space in concert with other Plan elements. 202 0

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-5 VIII. Land Use Element

EXISTING CONDITIONS  &##' $! <#$1""4;4; Existing Land Use Inventory " # $"&#3 Z :/-;;; $# Existing Land Use Classifications Z 6:I $"! "- #&#! "- Each parcel in the 2020 Planning Area (the City and the Planning Area) $%*#& has been classified into one of 16 existing land use categories or Z ?5I"#A( %"' classifications, which describe the primary use of the parcel as it was in Z 5>@I *"$=!"!# 2009. The existing land use pattern is illustrated on Map 8.2. The land Z  $!'(9?-;;; use classifications used in the existing land use inventory are as follows: $##7 &#+#" %#! Z Agricultural Residential-Land in large parcels with a home or homes Z  $!'( located on a property that also may accommodate agricultural or &&! "3 rural activities. A:?-;;;<%# A// 0(!A Z Agricultural/Vacant-Large parcels used for agricutural or farming #&#! "# purposes or undeveloped land in either a meadow or wooded status. Z Commercial-Land occupied by buildings, structures or uses for the intent of retail sales or provision of services. Z Industrial-Land occupied by buildings, structures or uses for the intent of manufacturing, assembly, distribution, wearhousing, or development of material goods. Z Mixed Use-Land occupied by or intended to be occupied by a variety of residential, commercial, office or employment uses in a manner that incorporates open spaces and a walkable environment. Z Multi-family-Land occupied by structures with attached residential units intended to be habitated by more than one family or househould including townhouses and apartments. Z Parks & Recreation-Land occupied by or reserved for passive or active recreation facilities or enviroments. May include private or public lands with playgrounds, ballfields, courts, community meeting spaces, or naturalized areas with paths and trails. Z Planned Commercial-Currently undeveloped or vacant land with an approved development plan for commercial, retail, business, or office uses. Z Planned Multi-family-Currently undeveloped or vacant land with an approved development plan for multi-family residential development. Z Planned Single-Family-Currently undeveloped or unbuilt land with an approved development plan for detached single-family homes. Z Public-Land owned, operated and occupied by public agencies including the city, county, state or federal government. Z Rural Residential-Large parcels used for primarily single-family residential purposes. Z Service/Utility-Land occupied by utility or service facilities, like water treatment plants, power substations, fire stations, police stations, etc. Z Single-Family-Land occupied by detached homes intended for use by one family. Z Unknown/Planned/Vacant-Land with unknown or no current use; includes some older Planned Unit Developments which were never developed. The quantity and percentage distribution of the existing land uses is detailed in Table 8.1. The calculations are based on the City’s GIS based inventory of land use on a parcel level. Combined, agricultural, and residential uses account for nearly 75 percent of the total land in the 2020 Planning Area. Single-family land uses make up the highest percentage of the areas considered committed with over 10,500 acres or about 18 percent of the total land area. Over 30,000 acres are considered to have some capacity for growth and are examined more closely in the

Vision 2020: The Comprehensive Plan for Rock Hill VIII-6 11/22/2010 VIII. Land Use Element capacity analysis described below. Parks and recreation, public facilities, and utilities account for approximately 8.4 percent of the land area; however, this does not include land dedicated to right-of- way for roads. Map 8.2: Existing Land Use Inventory

Table 8.1: Existing Land Use Inventory Land Use Gross Acreage % Distribution Agricultural Residential 10,914 18.6% Agricultural/Vacant 13,295 22.7% Commercial 1,784 3.0% Industrial 2,107 3.6% Mixed Use 1,030 1.8% Multi-family 1,068 1.8% Parks & Recreation 968 1.7% Planned Commercial 212 0.4% Planned Industrial 68 0.1% Planned Multi-family 11 0.0% Planned Single-Family 122 0.2% Public 3,698 6.3% Rural Residential 7,305 12.5% Service/Utility 208 0.4% Single-Family 10,581 18.1% Unknown/Planned/Vacant 5,186 8.9% Total 58,558 100.0%

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-7 VIII. Land Use Element

Development Pattern Map 8.3: Parcel Size Analysis

Parcel Size Analysis An assessment of the current distribution of parcel sizes reveals characteristics about the existing status of land use in the City and surrounding area of York County. Map 8.3 shows the development pattern by parcel sizes. The red areas (parcels less than 1 acre) represent the concentrations of development and correspond to the areas with established infrastructure and urban road networks. These areas are interspersed with slightly larger parcels, which may be vacant; but which also accommodate uses likes schools, churches and larger scale commercial and business development. The areas dominated by red represent primarily committed land uses and change in these locations will be limited to infill on larger parcels, which can be split, and redevelopment or intensification of existing development. In contrast the areas dominated by green and blue represent areas where land has not been subdivided. Under normal circumstances, these areas are the most attractive locations for new growth; however, development policies for these areas should be balanced against community desires to promote infill and redevelopment rather than continued outward expansion.

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Map 8.4: Development Status

Development Status Converting the existing land use map into a development status map further confirms the assessment about the development pattern in the 2020 Planning Area. Land uses considered committed residential are shown in black on Map 8.4 above and committed industrial and commercial development is shown in gray. The red areas illustrate development that is underway or partially complete without final subdivision approval. In contrast, the light blue and pink represent the land uses classified as underutilized or undeveloped. Underutilized or undeveloped land holds some potential capacity to accommodate future subdivision and development, as described in the development capacity analysis section of this Element. Examining the land use from this perspective helps establish a concept for planning future land use policies for the various areas of the Rock Hill 2020 Planning Area. Land use policies will by necessity be different in the dark areas than they are in the light areas. This divergence or customization of specialized land use policies is explored in more detail based on the additional characteristics in the Land Use and Development Forms discussed below.

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Land Use and Development Forms "# %# In addition to understanding land use at a parcel level, it is also important to *!!<#!'R understand how land use patterns help create a sense of community “form” #2!" & and character. Identifying forms such as urban, suburban, and others sets # !!#- "# ##+#7 the stage for goals and strategies for neighborhoods and districts that !<#<!$ " influence the livability and quality of life within Rock Hill. +#+#7 The existing land use patterns in the 2020 Planning Area create the following +&#& development forms. These existing development forms serve as the "! " foundations for a future land use pattern later in this Element. #$# "#%#!> Urban Mixed Use Areas The urban mixed use areas represent the most compact form of development in the City and the core areas of the downtown. The development pattern in the urban mixed use area was established prior to 1950 and is a traditional urban development pattern. These are the most concentrated urban form of development in the 2020 Planning Area and are characterized by relatively small blocks with frequent street intersection set in a grid with semi- regular parcel sizes of small or modest scale. Blocks in the urban Figure 8.1: Birds’-eye View of the Urban mixed use areas are typically rectilinear. Street widths are Mixed Use Area moderately narrow with on-street This birds’-eye aerial shows the core blocks of Main Street parking accommodated in some and represents the character of the urban mixed use area. areas. Alleys are also found in some of the urban mixed use areas. Buildings along individual blocks – many of which are historic - usually align to a front setback or sidewalk edge. There are two sub-districts within the urban mixed use areas. The first is the central business district or “downtown.” In the downtown, buildings are oriented to the sidewalk and Floor Area Ratios (FAR) are relatively high with some multistory buildings occupying nearly ninety percent of the parcel area. The second sub-district in the urban mixed use category is the traditional neighborhood, which follows the block pattern established by the street grid in the Figure 8.2: Traditional Neighborhood downtown. The traditional This aerial image shows the block pattern in a traditional neighborhoods consist of a mix of neighborhood located in the southern portion of town. The single-family detached, two-family blocks are arranged in a grid pattern and include residential and multi-family housing arranged and some commercial/non-residential uses.

Vision 2020: The Comprehensive Plan for Rock Hill VIII-10 11/22/2010 VIII. Land Use Element on similarly sized rectilinear blocks with modest front yard setbacks, and with lower FARs than in the downtown. Parcels in the urban mixed use area are the result of equal subdivision of the rectilinear blocks. However, because of the mix of uses and building styles accommodated in the urban mixed use areas it is common for parcels to be consolidated and used for larger scale uses like religious institutions, parks, schools, or mixed use buildings. Some blocks have no consolidation while others, often with frontage on major roadways, have significant consolidation of small parcels to accommodate larger structures. Parcels in the urban mixed use areas are the smallest that exist in the City and average parcel size in the existing Urban Mixed Use Neighborhood area is about one- third acre or 15,000 square feet. Although the urban mixed use areas are characterized by significant amounts of committed development, there is potential in these areas for redevelopment and infill that could reinforce the traditional urban character and accommodate some of the forecasted growth. Redevelopment in these locations should be consistent with the established development pattern, so building scale, size and style is compatible with existing structures. The urban mixed use area serves as the civic and cultural center of the City. The core downtown area is dominated by civic, cultural, semi-public (i.e. educational and religious institutions), and business uses a limited number of which are located in vertically mixed use structures. The downtown core has some residential uses, but residential uses are typically more numerous in the traditional neighborhoods, which are primarily dedicated to single and multi-family homes. Neighborhood scale businesses, parks, schools, and churches are also accommodated at key intersections or along arterial or collector routes in the traditional neighborhoods.

Suburban Neighborhoods The suburban neighborhoods represent most of the City’s growth in the past half century and account for most of the recent rapid growth in the 2020 Planning Area. They located primarily to the north and northwest of downtown. The suburban neighborhood form is a combination of curvilinear street configurations with consistently sized parcels within subdivisions or individual commercial develop- ments relatively disconnected from surrounding neighborhoods. Individual subdivisions typically exhibit consistent setbacks and standard housing styles of an eclectic or contemporary nature. This form of development evolved out of the subdivision of individual Figure 8.3: Suburban Neighborhoods large tracts of land for residential This image of local suburban neighborhoods illustrates the development. Commercial uses are way development in this form is disconnected. However, this typically located along the frontage pattern can incorporate preserved open spaces as illustrated of major thoroughfares. Most in this image. residential development in suburban neighborhoods is oriented to local or neighborhood streets with limited access to collectors or arterials. Multi-family apartment complexes are arranged in clusters separate from single-family neighborhoods, sometimes located closer to commercial uses and major transportation corridors. The suburban neighborhoods are dependent on and designed around the accommodation of automobiles with wide streets, long distances between uses, and limited connectivity between neighborhoods.

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Parcel sizes in the suburban neighborhoods vary greatly between the residential and commercial areas. Commercial uses in these areas are often large scale and require larger parcels, usually several acres in size, to accommodate the buildings and the required parking areas. Uses in suburban neighborhoods are often separated from one another by buffers or transitional land uses. Commercial uses are typically single story buildings and use horizontal rather than vertical space to accommodate floor areas. Parks and schools are located along major roadways and occupy larger Figure 8.4: Commercial Development in sites than in the urban mixed use locations. Suburban Neighborhoods The commercial development at the intersection of Heckle Although the pattern and form of Blvd. and Herlong Avenue shows the pattern of commercial development in these areas have development in suburban neighborhoods. Note how the already been established, large scale commercial uses are aligned on the frontage of substantial capacity remains. the main roads and are disconnected from the adjacent Growth in these areas will take residential development. place in the form of redevelopment, infill, and retrofitting. Key issues in the suburban neighborhoods are improving vehicular, pedestrian, and bicycle circulation, establishing alternative transportation routes, and ensuring that infill and redevelopment is compatible with the existing land use pattern and character while providing the highest quality of development possible.

Interstate Corridor The interstate corridor is a unique geography in the 2020 Planning Area and the form of development in this corridor is strongly influenced by the visibility from Interstate-77. Existing uses in this corridor include large scale commercial/retail uses, multi-family complexes, and industrial and business development with some suburban style subdivisions further from the interchanges. High visibility and good access to the interstate make the corridor prime for economic development and business growth. Although significant development exists around the two northern-most I-77 interchanges (Cherry Road/Celanese Road and Dave Lyle Boulevard), there is still considerable land available to accommodate future growth along the corridor, especially around and south of the Anderson Road interchange. At the Anderson Road interchange, new local roads and expansion of infrastructure would open this area up to additional growth. This interchange and the railroad intersections provide an opportunity to capitalize on the multiple transportation routes for the movement of goods. Development form in this area will likely remain as large parcels with access to high capacity roadways and railroads. Transportation proximity also makes accommodation of passenger and freight vehicles important, influencing the portion of sites dedicated to parking, storage, and warehousing. The two southern interchanges (Porter Road and Mt. Holly Road) also hold capacity for growth but this will likely be longer-term.

<#!# ! !# &< *##&#!(#&!<# !' +#!%#! "#%#! #!<#< !A,!<( +#'"# E"+&. A #%,!<( +#'"#E"+&.!'+#!%#!#>

Vision 2020: The Comprehensive Plan for Rock Hill VIII-12 11/22/2010 VIII. Land Use Element

Figure 8.5: I-77 and Dave Lyle Boulevard Interchange The interchange at I-77 and Dave Lyle Boulevard shows how development has occurred at the quadrants of the interchange leaving areas along the interstate to the south available for future development.

Edge Management The edge management area is a transitional area of mixed semi-rural and emerging suburban character located between the urban growth areas surrounding the City and rural unincorporated land beyond the west and south edges of the 2020 Planning Area. This area is characterized by large undeveloped tracts of land interspersed with low- density, sprawled development patterns resulting from the lack of infrastructure (including roads and sewer and water) available at the edges of the 2020 Planning Area. Existing uses include schools, an industrial park, agriculture, and rural and single-family residential.

<# ! "#$# "#%#!&#!(#  ($ ! %!( Figure 8.6: Edge Management #+%#! ""'#!+# Toward the perimeters of the 2020 Planning Area, suburban # !< ! #"$ !#&7!< patterns transition to rural density agriculture and residential !<##&#%  #%#! #  development, creating intermixed densities and character. $"& ## " & !#%!!#!!# %- Certain sections of the edge management area are experiencing ("& " -7#!" &- &  !( 1# '"#> significant growth pressure. Both the City and the County have seen an increased development interest in commercial and residential subdivisions within the Hands Mill Highway/Old York

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-13 VIII. Land Use Element

Road area in conjunction with the recent opening of Walmart. Plans for large-scale, single-family subdivisions including a proposed charter school are in the pipeline near Eastview Road adjacent to the City's 2020 Planning Area boundary. Also, the Southway Industrial Park near Ogden Road and Robertson Road introduces light and heavy industrial uses to the urban fringe. The challenge is to define what types of activities can occur in the edge management areas and develop policies and sustainable development practices that balance growth management with demand for semi-rural residential development while protecting natural resources and habitats.

Dave Lyle Corridor East The Dave Lyle corridor east area is a largely rural corridor primarily located outside the limits of the current Urban Services Area. The potential extension of the Dave Lyle Boulevard east of Waterford Drive to the eastern County line would open this area up for potential development. The City views this area as a long-term development area and will work with York County to identify appropriate approaches to planning. The current landscape includes environmentally sensitive areas along the Catawba River, some agriculture and forestry, and very low-density single-family rural development patterns. The road network in this area is minimal. Studies have been completed that have assessed some of the potential impacts, both economic and environmental, of the potential development of this portion of the 2020 Planning Area. Planning for this area will need to address the catalytic impact of new regional access to a currently rural landscape.

Figure 8.7: The Dave Lyle Corridor East The Dave Lyle Corridor East area is bounded to the north and east by the Catawba River. This area is mostly undeveloped and large areas of wooded land dominate the landscape. Very low-density residential development is loosely scattered primarily along the frontages of public roads.

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Vision 2020: The Comprehensive Plan for Rock Hill VIII-14 11/22/2010 VIII. Land Use Element

Redevelopment Corridors Examination of existing land use, vacancy and development patterns helped identify three targeted redevelopment corridors including: The Cherry Road corridor, The Textile corridor, and the Saluda Street corridor. These corridors all display a mix of commercial, industrial, semi-public (i.e. educational and religious institutions), and residential land uses in various states of activity. These corridors have at different times in the City’s Figure 8.8: The Saluda Street Corridor history, served as key The Saluda Street Corridor exhibits obsolete and vacant uses commercial/business locations. and a pattern of residential structures converted to non- As often happens, as residential residential uses. development moves outward from the core of a community, the businesses follow them. Changes in trends in manufacturing and retail sales also lead to older structures and sites becoming obsolete. Each of the three corridors has a slightly different set of current conditions that influence the appropriate approach to planning. Cherry Road and Saluda Street are major arterials leading into the urban mixed use core. Along their length are a mix of commercial, retail, and residential uses, often from different eras of development ranging from the earliest migration of commercial uses from the urban core to contemporary retail develop- ment keeping up with today’s trends. Most of the commercial Figure 8.9: The Cherry Road Corridor development is in a strip pattern The Cherry Road Corridor is a major thoroughfare and is the characterized by one-parcel location of many destination/public uses including Cherry Park, deep commercial uses along Sullivan Middle School, and the newly-redesigned water plant the road. The primary difference mixed with older highway commercial, much of which is vacant between the two corridors is the or underutilized. scale and depth of frontage parcels. Cherry Road is characterized by larger scale developments with deeper parcels, dominated by abandoned or vacant buildings and underutilized properties. In contrast, Saluda Street represents more conversion of residential structures to commercial uses and smaller scale businesses and buildings.

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The Textile corridor represents an area once thriving as a manufacturing district. The area was shaped primarily by textile mills, including the Rock Hill Printing and Finishing Company (known locally as the Bleachery) located just north of the downtown. Today, this area no longer flourishes as a textile center. The vacant Bleachery property is in a state of disrepair and uncertainty following a series of major fires during the summer of 2009. The existing land use patterns within the area reflect the impact of the textile economy and a variety of uses. To the south across from the downtown, there is the old Cotton Factory which has recently been redeveloped and now houses several commercial and office uses. To the east and west, there are neighborhoods with much of the housing built by workers at the Bleachery. Many of the units are now used as rental Figure 8.10: Redevelopment in the Textile housing for students attending Corridor Winthrop University. Some of This image illustrates the housing and industrial mix in the the single family homes have Textile Corridor, blending new with old. However, this image been demolished and replaced also illustrates redevelopment challenges, including the larger with apartments. In addition, “Bleachery” site. The entire Textile Corridor is depicted in there is Laurelwood Cemetery, Figure 8.11. recently named to the National Register of Historic Places. Winthrop University borders the site on the northeast, and has added several new and attractive facilities along its western border. Railroad tracks border the area to the east and south. Master planning has been completed for the Textile Corridor, and this area will continue to be a focus of the City’s redevelopment efforts.

$% "#!#"!( !<#"$ ""' &  ! ""' &# !#&<!$ !# &&!$!- $"&% - +&#&!<# "! "#$# Figure 8.11: The Textile Corridor "#%#!>

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Capacity Analysis Moving onward from the existing land use inventory and pattern, it is important to review the current land use regulations to evaluate the potential results if growth meets these standards. A capacity analysis was completed using the existing land use inventory as a starting point. The land was separated as shown in Map 8.4 into committed or uncommitted categories. The current zoning and land use plan were applied to the uncommitted land areas, and development capacity for each of the parcels was calculated. This capacity analysis revealed that under current land use regulations (zoning standards) the growth area has considerable capacity for growth.

Table 8.2 provides an acreage summary of the various land features and distributions calculated for land considered available for development. Applying the assumed development densities from existing zoning to these land areas yielded a hypothetical capacity for new residential units and non- residential building area, as shown in Table 8.3.

Table 8.2: Potential Development Area Summary

Number of PDA Parcels 8,710 Gross Acreage 30,865 Constrained Acreage 3,564 Net Acreage 22,965 Residential Acres 16,172 Commercial Acres 2,711 Office Acres 1,414 Institutional Acres 1,142 Industrial Acres 1,489

Table 8.3: Capacity Summary

Residential Unit Capacity (Dwelling Units) 43,723 Units Total Non Residential Building Area Capacity (SF) 99,118,454 SQ. FT. Commercial Building Area Capacity (SF) 33,781,077 SQ. FT. Office Building Area Capacity (SF) 19,010,237 SQ. FT. Institutional Building Area Capacity (SF) 13,898,703 SQ. FT. Industrial Building Area Capacity (SF) 32,428,437 SQ. FT.

The capacity for growth includes approximately 44,000 residential units <# $%$ (both single-family detached and multi-family units) and 6,741 units in the &! pipeline for a total capacity of about 51,000 units and over 99 million "#%#!((# square feet of non-residential building area. The majority of which is %#&#! "#& commercial at 33.8 million, followed by 32.4 million square feet of #&#! "- industrial building area, 19 million square feet of office space, and 13.9 #! "-(($#- million square feet of institutional buildings. The 2020 Planning Area has &&! " pipeline capacity (approved but un-built development) for about 5.2 % 1#!&#% & million square feet of non-residential for a total capacity of 90.4 million (#$ !> square feet of private development and 13.9 million square feet for institutional development. In comparison, the estimated demand for growth by 2020 includes 6,694 new housing units and about 3 million square feet of non-residential floor area (office, retail/commercial, and industrial only). This comparison indicates that the capacity for growth is many times the estimated demand for

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-17 VIII. Land Use Element growth. The 2020 Planning Area offers ample developable land, but the key planning issues are how to best manage that growth to maximize efficiency of City services and prevent undesirable sprawl development patterns. Input from the public is included in the needs assessment that follows and begins to add direction to how future policies should handle growth in Rock Hill. Relationship of Land Use to Zoning Zoning is a tool to help implement land use policies. Therefore, the Zoning map and regulations should reflect the land use policies contained in the Comprehensive Plan as much as practicable and feasible. However, zoning is a legal implementing tool at a parcel specific level, while the Land Use Element of the Comprehensive Plan is a broader policy guide. Further, both land use policy and zoning regulations operate amid ever changing land use patterns and development dynamics. As a result, there will often be instances where zoning does not specifically reflect the existing land use patterns or policies. Rock Hill is no exception to this issue. As in many cities, there are areas within Rock Hill where zoning does not always reflect future land use, or even existing development. Some of this is a legacy of past decision making, while other areas reflect the results of the City's major Zoning Ordinance rewrite in 2005. The 2005 Zoning Ordinance eliminated many broad mixed use categories and now features discrete and narrowly defined districts. The transition to this new ordinance converted old obsolete districts in a blanket fashion, resulting in questionable or even undesirable zoning patterns in several areas. The most prominent issues are new industrial zoning in areas with significant numbers of retail uses, and large undeveloped tracts zoned for multi-family development in areas remote from major roads and commercial, institutional, or other companion uses. As further explained in the implementation of this Plan, the City should monitor the relationship between the Land Use Element of this Plan and its zoning regulations and should be prepared to assess potential zoning map and text amendments in order to bring the zoning into closer conformity with the Plan.

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NEEDS ASSESSMENT

The way in which land is planned and used in the Rock Hill 2020 Planning Area is critical to the City’s success on many levels. First, in order for reasonable growth and economic development opportunities to be available, there should be a reasonable amount of land planned for growth in the right locations to accommodate market flexibility and choices. Second, and more importantly, land use planning must do more than just satisfy simple acreage requirements – it must be planned and configured to also promote sustainable growth.

Creating sustainable community growth is a challenge with many <##(7!< dimensions beyond just land use, including housing, economic %  #%#!,* " $ development, natural resource preservation, cultural resources, public 7!<7!<#$# facilities, and broader concerns about community livability and quality ##+ ! & of life. All of these planning elements must work together to realize a +(#+$#. #!# !#&!<# true community plan, but the land use element of the plan is where  " !-- these various elements come together. Accordingly, land use “needs”  ! "#$#- must be viewed in two different but related ways: the quantitative %%!' $"!#- needs that address the balancing of forecasted growth and land &!'+#!%#! availability, and the qualitative needs that address broader goals of "#%#!> character and community livability. As is discussed in the previous section, the quantitative issue of the amount of land needed for future growth is not a constraint. There is ample land available for the amount of residential and commercial uses compared to the amount of growth that is forecasted. The real challenge is how to organize land use around a compact framework that allows Rock Hill to continue to be more than just an economically healthy and efficient municipality, but a livable community of integrated places, with neighborhoods, shopping areas, and employment centers. This needs assessment is also informed by the results of the Growth Management Plan completed by the City in June 2007. That plan pointed out the need to promote a better-balanced urban form with an emphasis on growth to the east, and a land use plan with a “corridors and centers “focus. The qualitative aspects of land use needs that are emphasized in this assessment are guided by a set of land use principles that were created through an intensive public process of engaging citizens in discussion about where and how growth should occur. Ten overarching land use principles came out of that process: 1. Future growth is directed to redevelopment areas first, followed by infill, then in undeveloped greenfield areas. 2. The community is a coherent collection of integrated places: neighborhoods, shopping areas, and employment centers. 3. Places are created with integrated mixed uses that are distinctive, sustainable and contribute to increasing the City’s overall vitality. 4. Quality design is emphasized for all uses to create an attractive, distinguished public and private realm. 5. Stronger pedestrian and biking environments are created with connections to convenient services and other destinations. 6. Some services and employment are developed in close proximity to residential areas as an important amenity to residents. 7. A range of housing choices are provided throughout the community, including urban and suburban neighborhoods. 8. More generous open spaces are conserved beyond the urban edge of the community. 9. Places are better connected, in part, to improve the function of the street network and also to support neighborhood structure.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-19 VIII. Land Use Element

10. Corridors are developed or redeveloped with focused intensity that supports alternatives to automobiles. These principles are embodied in the following land use needs.

Land Demand & Capacity The Existing Conditions section demonstrates that there is more than adequate land available in and around Rock Hill for both residential and non-residential uses to meet the forecasted growth. The capacity of land for residential uses exceeds the ten-year forecasts by more than five times. In fact, 70 percent of that demand could theoretically be met by development that is in the “pipeline” – development has already been approved but not yet built. The capacity for non-residential uses exceeds the ten-year forecasts by more than thirty times, providing even more excess capacity than for residential uses. Non-residential development in the pipeline alone exceeds the ten-year forecasts. Having excess capacity relative to demand is a healthy and desirable situation for several reasons. First, the future growth forecasts are for a finite period – in this case, 10 years, but the capacity addresses the ultimate theoretical build-out. It is healthy for the community to have capacity to support long-term growth well beyond the ten-year forecast horizon. Second, having excess capacity allows for market flexibility and choices. Not all undeveloped land is immediately available for sale or development, and not all land is fully developed to its maximum intensity. Third, excess capacity allows the community the flexibility to consider other community planning goals related to open space preservation and natural resource protection, without fear of constraining the growth and development market. On the other hand, when capacity exceeds demand by five times (for residential uses) and thirty times (for non-residential uses), other issues are raised that should be addressed. Specifically, the plan must address the issue of how and where growth is to be directed or encouraged over time. Rock Hill seeks to develop in an organized, efficient, and integrated manner. Specifically, it intends to avoid a sprawled land use pattern that could result from excess land capacity if not properly managed. The need is for a land use framework that promotes coherent and integrated land uses. As such, there are many other important land use planning needs that go beyond quantitative measurements, as discussed further below.

Community Form As described in the existing conditions analysis, different geographic areas of the Rock Hill 2020 Planning Area have different characteristics, including urban, suburban, semi-rural, rural, and others. In fact, it is desirable to organize land use patterns in such a way that there are strong and positive differences in land use character in a community. Rock Hill should promote and reinforce different character in different areas. Through the public participation process and assessment of the existing land uses and development patterns, the City identified five land use character areas and overlaid priority redevelopment corridors along Cherry Road, the Textile Corridor, and Saluda Street as shown on Map 8.5. The areas represent clusters of similar characteristic development and land use patterns. The factors used to classify these areas include attributes of urban form and land use mix. Although each area is not internally homogenous, the characteristics generally apply to the existing development pattern. The attributes of each of the areas is described below. These areas serve as the framework for development of future land use recommendations.

Vision 2020: The Comprehensive Plan for Rock Hill VIII-20 11/22/2010 VIII. Land Use Element

Map 8.5: Land Use Framework

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Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-21 VIII. Land Use Element

Urban Mixed Use Areas There are two types of Urban Mixed Use Neighborhood areas needed in Rock Hill, including Historic Urban Neighborhoods and New Urban Mixed Use areas. Historic Urban Neighborhoods A critical land use need is for a strong core of historic neighborhoods. The core of Rock Hill, commonly known as Old Town –downtown, the university, the Textile Corridor, and the surrounding neighborhoods – has been and will continue to be the real and symbolic focal point for the community. Its economic health, safety, livability, and vibrancy are critical to the success of the City as a community of strong places. The core should embody all of the best traits of urbanism: strong sense of place; pedestrian and bicycle friendly; mixed residential, commercial, employment, institutional, and civic uses; diverse housing options; and multiple transportation options. The Rock Hill citizenry places a high value on having a true urban environment in the City, and the existing historic urban core is where this option can best be realized. The City has engaged in extensive planning for the core neighborhoods. The Textile Corridor Master Plan, Old Town Master Plan, Downtown Master Plan, Saluda Street Corridor Master Plan, White Street Strategy Plan, Highland Park Master Plan, and the Hagins-Fewell Neighborhood Master Plan, are all examples of the emphasis the City has placed on meeting land use needs in this area. This area is also home to Winthrop University, a highly valued and nationally recognized community asset. It is important for cooperative planning between the City and the University to continue in the future. The College Town Action Plan will help with this cooperative planning. One of the most pressing needs is for continued reinvestment in the form of quality redevelopment and infill in the urban core. Redevelopment and infill are the City’s first priority for growth, and policies are needed that encourage well designed and compatible reuse of the urban core in such a way that existing uses are respected, new uses are added that bring new vitality, and economic and living opportunities are created for a diverse population. New Urban Mixed Uses In addition to the historic core, there is a desire in the community to plan for new urban mixed uses. The City desires to allow and encourage other options for true new urban mixed-use development forms. This is not to be confused with mixing uses and promoting certain aspects of urbanism in a suburban context (discussed below). There is a need to identify strategic and focused locations where new urban mixed use developments can occur and to establish policies, guidelines, and regulations to ensure that they are developed in a way such that they are integrated and connected into the surrounding fabric of the community. The reason that this need should be met strategically in a focused manner is that creating new true urban mixed uses requires substantial efforts to design and build it in a way that it fits into the existing community fabric and is economically sustainable. The portion of the proposed Riverwalk development that is designed for urban mixed uses is the first new urban mixed use opportunity that the City is pursuing. Suburban Neighborhoods Most of the new growth and development in Rock Hill in the past 20 years has occurred in a suburban form. To the northwest and north of town, this form has been oriented to single-family subdivisions using basic cul-de-sac design, individual commercial developments in either strip-center formats or freestanding businesses, and an overall lack of pedestrian and bicycle or vehicular interconnectivity, generally resulting in an automobile dependant pattern of land uses. To the east of town towards the interstate, this form has been more oriented to larger scale regional commercial or business parks. This suburban form and environment has been the choice of many people, and is characteristic of most suburban development in this country. While many people criticize this pattern as being overly

Vision 2020: The Comprehensive Plan for Rock Hill VIII-22 11/22/2010 VIII. Land Use Element automobile dependent and as not promoting a sense of community character and identity, this suburban pattern has been set in large areas of the City. It is not going to fundamentally change in the foreseeable future. However, many of the positive attributes of urbanism that are valued by most of the community - enhanced “walkability”, better interconnected transportation options, mixture of uses that alleviate automobile trips, better integration of land uses, more diverse housing choices, and focusing more on neighborhood concepts rather than isolated subdivisions – can still be planned for in these suburban areas as they build out and redevelop over time. Realistic policies and regulations are needed for the practical and feasible integration of the principles of urbanism into a suburban pattern. Land uses can also be better planned so that services and employment opportunities are located in closer proximity to residential areas. It is not only important to recognize that the suburban pattern in many areas is set, but also to enhance those suburban areas incrementally as they build out and mature with quality design, in order to promote principles of more livable communities.

Urban Redevelopment Corridors Rock Hill has several older corridors that are important to the City’s economy, its image, and the convenience of its citizens. These include the Cherry Road Corridor, the Textile Corridor, and the Saluda Street Corridor. These corridors have long been identified as being important to the City and have been the subject of much planning activity. The corridors were once vibrant centers of activity, but are now generally underutilized and many of the uses and structures have become obsolete. Yet, all of the corridors are in critical locations of the City, making their success important to the overall health of the community. As corridors, they cut through a cross-section of several suburban and urban neighborhoods, making their challenges and problems even more acute. It is also important to recognize that the typical linear strip development form is no longer desirable within these corridors, especially along Cherry Road. A more focused “nodal” pattern is needed to promote mixed uses, a pedestrian and bicycle friendly environment, and better integration into adjacent neighborhoods. There continues to be a great need to revitalize and redevelop these corridors, and to continue to plan for their long-term transition into economically productive and viable places where people can live, work, shop, and visit. Focused corridor redevelopment is needed –one that embodies quality design, embraces compatible mixtures of uses, and designed around multi-modal transportation options.

Interstate Corridor The interstate highway corridor provides an opportunity to capitalize on regional economic forces. The I-77 corridor in Rock Hill provides access to the City from the outside, and it in turn provides access by Rock Hill residents to the larger region. As a result, land areas around interstate interchanges are attractive to commercial, office, and industrial uses that require convenient regional access. Historically, that has proven to be the case – substantial commercial and employment intensive uses have located around Rock Hill’s northern interchanges (Celanese/Cel-River/Cherry Road, and Dave Lyle Boulevard, with some activity around Anderson Road). These areas should be viewed as finite resources whose economic potential should be maximized. It will be important for the City to plan for the most beneficial uses of the interstate corridor and the land around the interchanges. Planned areas for commercial uses, employment intensive uses, and long term economic development opportunities are needed particularly in advance of development demand at the Porter Road and Mt. Holly Road interchanges. At some of the interchanges, there is a need to plan for redevelopment of existing areas. In other areas the slate is clean, allowing for new planning development concepts to be applied when regional market forces create opportunities.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-23 VIII. Land Use Element

Dave Lyle Corridor East The 2007 Growth Management Study identified an eastern corridor growth strategy, oriented around the proposed Dave Lyle Boulevard extension from its current terminus east into Lancaster County. This area has the potential to meet the need for a long-term growth area for the City, both for employment intensive uses and residential uses. The City Council has designated this area as the City’s preferred location for expansion. However, these growth opportunities must be balanced with other goals for the protection of natural resources, open space preservation, and the promotion of a compact and focused development pattern. Edge Management As growth occurs to the northwest, west, and southwest of the City limits, care must be taken to manage the urban and suburban fringe. Implied in a demarcation of the limits of urban services is the idea that at some point the developed portion of the community should transition into the more rural character of the County. The need to manage growth at the urban fringe is consistent with and supportive of infill and redevelopment in the urban core. There is a need to define that transition so that there is an orderly land use pattern that creates a definition of the edge of the community. This need can be met through the use of development standards that promote land uses that are compatible with a rural character and that promote more robust open space preservation. Planning policies are needed to complete the transition of land uses from urban, to suburban, and ultimately to rural.

Partnerships & Coordination There are several areas related to land use where partnerships are needed. First, the concept of a Planning Area inherently depends on a cooperative relationship between the City and York County. It will be especially important to meet the edge management needs in a cooperative way so that the transition from City to County at the edges is coordinated. Second, the eastern corridor growth strategy can best be realized through a cooperative approach between the City and the County. Third, the ways in which the schools are planned and located are a substantial influence on growth patterns. There is a substantial need for City land use planning and school planning to be coordinated. Last, coordination of planning with Winthrop University is key to achieving a successful land use pattern surrounding the campus.

Education & Public Awareness Land use planning is part of the larger process of defining public policy. Like all areas of public policy, education and awareness of land use planning policies, and the public should be educated about the way in which they interrelate to other planning policies related to housing, economic development, natural resource preservation, cultural resources, public facilities, and others.

Fiscal Sustainability Rock Hill has a history of fiscal responsibility, and maintaining a strong fiscal position is a high priority for the City. Other elements of the Vision 2020 Comprehensive Plan, such as Economic Conditions and Priority Investment, address this issue directly. There is a strong relationship between land use and fiscal stability. The provision of utility services to properties (and the resulting revenue from fees paid for services) is an important piece of the Rock Hill fiscal picture. There are circumstances where a proposed land use might be inconsistent with one or more of the land use principles contained in the Land Use Element, but represent development that would be fiscally beneficial to the City. An example might be proposed development away from the City core, which could work against objectives such as an emphasis on compact and infill development opportunities, yet might represent a fiscally beneficial revenue stream resulting from provision of utility services. The Land Use Element needs to include attention to this issue, and will contain recommendations for balancing land use objectives with fiscal objectives, in cases where the two might not be aligned.

Vision 2020: The Comprehensive Plan for Rock Hill VIII-24 11/22/2010

VIII. Land Use Element

VISION 2020 LAND USE PLAN

Overview The Vision 2020 Land Use Plan contains the recommendations for future land use in the Rock Hill 2020 Planning Area. The Vision 2020 Land Use Plan represents the policy of Rock Hill as to how it desires to grow, develop, and redevelop to achieve the land use goals and objectives.

The Vision 2020 Land Use Plan is organized around a series of “character” based geographic areas depicted on the Vision 2020 Land Use Map (See Map 8.6). These include:

 Urban Mixed Use  Suburban Neighborhoods (Existing, Emerging, Edge Management, and Existing Suburban Employment Centers)  Suburban Mixed Use Centers (Neighborhood, Community, and Regional)  Redevelopment Corridors (Cherry Road, Textile Corridor, and Saluda Street)  Interstate Corridor (Existing Retail/Employment, Emerging Employment, and Future Interstate Influence)  Dave Lyle Corridor East

Each of these character areas is described in greater detail on the next pages. For each area, a background description is provided with a focus on setting the context for land use planning. An overall vision statement is then provided to summarize the overall intent for the area. Finally, a series of planning principles are set out to guide the City in future decisions. Several of the character areas have geographic sub areas defined where certain principles require more targeted application.

This character based approach to land use planning is taken for several reasons.

First, the City desires to focus on the quality and character of land use in addition to its geographic pattern. This requires clear principles that go beyond the question of where land uses should locate into the issue of how land uses should be organized.

Second, the City desires to promote more mixed land uses where appropriate, rather than continuing the practice of separating land uses. This requires a deeper understanding of how places are organized.

Third, large areas have common themes that can only be achieved with a broader depiction of land uses. Certain areas have overall themes such as economic development, neighborhood sustainability, urbanism, and others. These themes can best be understood at a broader level of depiction, rather than at a parcel by parcel level.

Fourth, the City desires flexibility in the land use plan. Detailed land use depictions tend to be rigid and inflexible, resulting in either rapid obsolescence or the need for numerous amendments. This plan is based on the assumption that the role of the comprehensive plan is to depict an aspiration for the future. The details of how those aspirations get implemented on individual properties are the appropriate function of the City’s land use regulations.

While this land use framework does not depict individual land uses on a map, it is still important to be able to relate a character area based approach to individual land uses. Certain character areas are appropriate for a range of, but not all, land uses. Specifically, Table 8.4 illustrates the range of land uses that are considered to be appropriate within each character area. This chart is a starting point for determining compliance of proposed land uses with a given character area. If a land use is depicted on the chart as being appropriate, it must still be determined to be consistent with and in furtherance of the vision for the area and with the planning principles following the chart.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-25 VIII. Land Use Element

Vision 2020 Land Use Map The Vision 2020 Land Use Map shows a desired future land use pattern that supports the Vision 2020 Land Use Plan by building on and enhancing the existing land use pattern. It reflects and respects the historic fabric of the community; it accommodates demand for new neighborhoods in the future; it capitalizes on existing and planned regional transportation infrastructure for sustainable economic development; and it promotes quality of life through the design of sustainable places. The following character areas are depicted on the Vision 2020 Land Use Map:

Urban Mixed Use - Urban Mixed Use has a dual purpose. It reflects the historic urban core of the City, reinforcing the long held commitment to a real and symbolic heart of the community. It also reflects a new urban mixed use character area that is proposed to be a portion of the Riverwalk development. The development patterns that are envisioned here reflect the mix of uses, highly walkable and pedestrian-friendly environments, and visual character found in Rock Hill’s existing downtown areas. This designation on the Vision 2020 Land Use Map occurs in the downtown area and in the Riverwalk area.

Suburban Neighborhoods - The Suburban Neighborhoods character area is the largest geographic area on the map. The Suburban Neighborhoods designation reflects the dominant form of development for the last several decades. The plan calls for their enhancement by applying principles that expand and reinforce neighborhood cohesiveness and design. The Suburban Neighborhoods are further divided into Existing Suburban Neighborhoods, Emerging Suburban Neighborhoods, Edge Management, and Existing Suburban Employment Centers, reflecting issues of timing and coordination as growth continues to move outward. The Edge Management areas represent the transition from City development patterns to lower density non-urban patterns.

Suburban Mixed Use Centers - Within the Suburban Neighborhoods, there are series of Suburban Mixed Use Centers, including Regional Centers, Community Centers, and Neighborhood Centers. These centers are proposed to be the focus of higher intensity mixed-use development in the Suburban Neighborhoods, supplementing centers in other parts of the City

Redevelopment Corridors - The Redevelopment Corridors are overlay character areas. Each area has unique issues and a focused set of principles or guidelines that are superimposed upon part of an underlying character area or areas. While both the Textile Corridor and Saluda Street Corridor overlay the Urban Mixed Use character area, the Cherry Road Corridor overlays several character areas: Urban Mixed Use, Suburban Neighborhoods and Interstate Corridor. The Urban Mixed Use character area includes the Textile Corridor and Saluda Street Corridor; however, since it overlays multiple character areas, the Cherry Road Corridor is called out separately in this Vision 2020 Land Use Plan. The Cherry Road Corridor provides a vision for redevelopment of this aging commercial strip into a series of focused nodes around planned transit stations, connecting the northern entrance into the City with the historic core with a high quality gateway corridor.

Interstate Corridor - The Interstate Corridor provides a vision of capitalizing on economic development opportunities associated with interstate interchanges while also promoting a high quality image for the City. The Interstate Corridor is further broken out into Existing Retail/Employment, Emerging Employment, and Future Interstate Influence. As their names imply, these sub areas reflect their differing character and stages of development.

Dave Lyle Corridor East - The Dave Lyle Corridor East provides a major economic engine for the long-term. A vision is set out that promotes a comprehensive and collaborative approach to capitalize on a full range of economic and community development opportunities for many generations in the future.

Vision 2020: The Comprehensive Plan for Rock Hill VIII-26 11/22/2010 VIII. Land Use Element

Map 8.6: Vision 2020 Land Use Map

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-27 VIII. Land Use Element

Vision 2020: The Comprehensive Plan for Rock Hill VIII-28 11/22/2010 VIII. Land Use Element

Table 8.4: Land Use by Character Area

Character Area*

Suburban Urban Mixed Suburban Interstate Dave Lyle Mixed Use Land Uses: Use Neighborhoods Corridor Corridor East Centers Detached Residential ## # Attached Residential ##### Parks #####

Civic #####

Institutional #####

Office ##### Small Scale Retail ##### Large Scale 1 Retail # ## Light

Industry ## Heavy Industry # Business 2 Parks ## ## * Redevelopment Corridors is not included since it is an overlay character area

1 Regional Centers only. 2 Employment Centers only.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-29 VIII. Land Use Element

Urban Mixed Use Background The primary Urban Mixed Use Character Area encompasses the Rock Hill urban neighborhoods and the central business district (downtown), an area generally referred to as “Old Town”. These are the oldest, densest, and most diverse areas of the City. They are also arguably the most important in that they comprise the physical and symbolic heart and center of the City. This designation also includes the area around the Riverwalk project, an example of the application of urban, mixed-use standards and patterns to a newly developing area. This Character Area includes a wide range of land uses, including residential, commercial, industrial, civic, parks, institutional, and others. It is home to Rock Hill’s traditional central business district, City Hall, Winthrop University, and many other education and religious institutions. The neighborhoods and many of the buildings are historic. A key characteristic is that this is the hub for the larger City-wide network of streets supported by a gridded local street pattern. The downtown area is proposed to be served with a Bus Rapid Transit (BRT) station, which has the potential to attract substantial investment in the area. There is a BRT station proposed at/near the Riverwalk Urban Mixed Use Area as well. Downtown is of critical importance to the City, and as a result has been the subject of substantial planning and investment. Its place as a high priority area for continued support and planning is well established and will continue to be a high priority for the City in the future. Efforts to date have included focal plans for the following:  Textile Corridor Master Plan – proposing a major redevelopment strategy for the old textile industry area  Downtown Master Plan – illustrating mixed use opportunities  Saluda Street Corridor Master Plan – calling for a mix of physical improvements and economic strategies  Old Town Master Plan – envisioning a walkable vibrant community  White Street Strategy Plan – depicting strategies for redevelopment with retail and restaurants  Hagins-Fewell Neighborhood Master Plan – calling for a mix of infrastructure improvements and redevelopment

These plans are incorporated into this Comprehensive Plan by reference. The Textile Corridor and Saluda Street Corridor are highlighted on the Vision 2020 Land Use Map as redevelopment corridor overlays to signify their importance to the City. Existing plans for those areas will continue to apply. The overarching theme for the City’s Urban Mixed Use Area is to “stay the course” with its commitment to facilitating positive change. Progress in maintaining a healthy urban core has been good, but the City recognizes that it will take vigilance and constant attention to be successful. The Urban Mixed Use Character Area designation also applies to an area outside the historic urban core. This designation applies to the mixed use portion of the Riverwalk development at the north end of the Cherry Road Corridor. This development is consistent with the goal of the Plan to promote new mixed-use, walkable communities in key strategic locations.

Vision The established and emerging Urban Mixed Use Character Area will have a thriving and active downtown with stable surrounding neighborhoods. It will be safe, active, and diverse. It will be a mixed-use center with a wide range of commercial, residential, and civic activities (see Table 8.4). It will be an economic engine for the City, providing high quality employment opportunities, as well as the entertainment and cultural heart of the City. Emerging Urban Mixed Use Character Areas will supplement the historic neighborhoods at strategic locations.

Vision 2020: The Comprehensive Plan for Rock Hill VIII-30 11/22/2010 VIII. Land Use Element

Planning Principles The following principles will guide the development of the area: 1. Focus Area Plans - The focus area plans that have been approved for the Urban Mixed Use Area will continue to guide decisions and are incorporated into this plan by reference. 2. Consistency with Plans - Redevelopment and infill is encouraged consistent with the various focus area plans that apply. 3. Compatibility – Redevelopment and infill projects should reinforce compatibility and context with the surrounding established structures and land uses. 4. Form - Redevelopment and infill, along with new development in the Riverwalk area, should be consistent with principles of urban development. Policies and regulations will need adjustment to accommodate and encourage urban standards, including: a. Compact development b. Walkable streets c. Mixed uses, including vertical mixed use d. Transit oriented design e. Block and street orientation f. Integration of civic spaces 5. Character - Preservation and enhancement of the historic fabric of the Urban Mixed Use Area will be emphasized pursuant to existing approved plans.

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Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-31 VIII. Land Use Element

Suburban Neighborhoods Background The Suburban Neighborhood Character Areas are located to the north, northwest, and south of the Rock Hill urban core. The dominant land use is single family detached housing, primarily developed within individually designed, disconnected subdivisions. Commercial retail uses are also prevalent in the area, primarily located along main arterial or collector roads. Institutional uses such as schools and churches, and multi-family uses are also present throughout, generally as freestanding uses disconnected in site design and road links from surrounding single family areas. The Suburban Neighborhood Character Area contains four sub areas or districts: Existing Suburban, Emerging Suburban, Edge Management, and Existing Suburban Employment Centers. Three of the suburban sub areas share form, development pattern, and land use characteristics, but represent areas at differing levels of development and growth. Existing Suburban Employment Centers include two existing business parks, Southway Industrial Park and Airport Industrial Park, which are located within the suburban landscape.

Vision The Suburban Neighborhood Character Area will consist of a series of compact well-organized !#&!<# neighborhoods with a balance of complementary land "#%#!-# !#&+#!' uses (see Table 8.4). There will be a range of housing < !##&#&M options and types, providing housing opportunities for !$" "'!<#**  people of all ages and family types. The neighborhoods #<*<&7<##!<# will have efficient and safe vehicular traffic flow in a &% !<!' # well-connected system, but will also be walkable, with "#( %"'> safe and inviting pedestrian and bicycle facilities that connect residential areas to nearby commercial and service facilities, parks, schools, and other public uses. It will be designed with a human scale. Non- residential uses will be concentrated in mixed use centers at strategic locations along major corridors convenient to residential areas or in existing business parks. Overall design quality will be high with a focus on integrating new development or redevelopment into the neighborhood fabric and the natural environment.

Existing Suburban Neighborhoods The Existing Suburban Neighborhoods have received the bulk of the residential and related growth in Rock Hill over the past 20 years. As was described in the existing conditions analysis, they are dominated by single family subdivisions and individual commercial developments. The land use pattern in most of the area is largely set, and therefore opportunities to alter that pattern are limited. It is a maturing suburban area. While the Existing Suburban Neighborhoods are generally stable and existing development has committed them to an established pattern or form, there are certain improvements that are desired. The suburban pattern has been the development style of choice for several generations, but it has certain characteristics upon which the City proposes to improve. Specifically, the way in which uses are separated into freestanding “pods” of residential and commercial development has led to a dependency on the automobile to conduct almost all of one’s daily affairs. Current patterns discourage and in some cases preclude bicycle and pedestrian alternatives to the automobile. The City desires to promote a more human scale pattern of development that places emphasis on the integration and mixing of land uses in a pedestrian-friendly way, reducing the footprint of the automobile on the environment. Efforts to enhance mobility and livability in these areas are important. In order to accomplish change, a strategy of enhancements must be employed. A long-term incremental approach to the way in which the land uses relate to each other can be successful even in a maturing area where there is a clear sense of purpose and a commitment to implement changes over an extended period. In this case, there are a series of land use issues that were identified in the

Vision 2020: The Comprehensive Plan for Rock Hill VIII-32 11/22/2010 VIII. Land Use Element planning process that are long-term needs. At their core is an aspiration to do more than just create quality “subdivisions” or “developments”, and to focus more on building quality neighborhoods that meet a full range of living, learning, shopping, recreating and other needs, without being overly dependent on the automobile. These objectives include: Housing Diversity – most of the housing built within the last 30 years has been single family detached units located in single-use subdivisions. While this has served certain needs in the past, other housing options should be provided to serve a full range of life style and life stage needs. Commercial Design – most new commercial development has been in the form of freestanding buildings set back from the street with parking lots located in front of the buildings. Signage is provided to meet design speeds of the automobile, not the pedestrian. While the design of individual buildings and sites has improved in recent years as a result of land development regulation changes, developments are designed with little regard to integrating them into the fabric of the community. Integration of Uses – the Existing Suburban Neighborhood form of development is characterized by the separation of uses, rather than by the integration or mixing of uses. This pattern creates a dependency on the automobile, which promotes environmental degradation and is energy dependent. Further, it is not conducive to promoting community character and livability. The City desires to find opportunities to promote compatible mixtures of uses and enhance vehicular, pedestrian, and bicycle connectivity. See Table 8.4. Pedestrian and Bicycle Friendliness – the current automobile dependent land use pattern is not conducive to pedestrian and bicycle use. Pedestrian and bicycle facilities often do not exist, do not feel safe in relationship to automobile traffic, or do not connect uses in an efficient way. The City desires to promote pedestrian and bicycle connections within and between public and private uses and neighborhoods. Environmental Protection – the preservation of natural resources is addressed separately within the Natural Resources Element, and should be integrated into the development review process. Public Uses – Parks and other civic uses can be important contributors to community and neighborhood character, especially if they are designed in such a way as to be integrated into, and be connected to, the neighborhood. Public Rights-of-Way - The design of the public right-of-way is an important contributor to community character. While it is important to design streets to efficiently and safely carry vehicular traffic, it is also important to balance efficiency with community character and livability. Streets that accommodate people in addition to vehicles and that contribute to the aesthetic quality of a neighborhood are valued by the City.

Principles Applicable in the Existing Suburban Neighborhood Area The following principles will guide the development of the area towards a more complete and integrated neighborhood framework.

1. Housing Diversity – Attached housing is encouraged where integrated as part of Mixed Use Centers or where designed and constructed to integrate into the surrounding development pattern without negative land use impacts on existing residential areas. Various types of housing may be appropriate provided that they are designed to provide transitions to, and mitigate impacts on, surrounding residential neighborhoods. 2. Focused Centers – New commercial and office uses are generally not encouraged unless they are located in Suburban Centers identified on the Vision 2020 Land Use Map. There will be exceptions where commercial uses exist and a new commercial use can be developed within or between existing developments, such as on a vacant or redeveloped parcel between two existing businesses.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-33 VIII. Land Use Element

3. Focused Density – Density and intensity of new development can vary, provided that it is compatible with surrounding land uses. Higher densities should be focused in and immediately surrounding Suburban Centers and along major corridors as shown on the Vision 2020 Land Use Map, or in other locations where they relate to unique institutions or amenities and can be designed with minimal land use impacts 4. Mixed Use – Compatible mixtures of uses are encouraged, recognizing that opportunities for mixed uses must blend with the existing surrounding land uses, minimizing potential negative land use impacts pursuant to these planning principles. 5. Pedestrian and Bicycle Friendliness – Pedestrian and bicycle friendliness is a central attribute of neighborhood character. New development should provide pedestrian and bicycle facilities within the site that connect to pedestrian and bicycle facilities off-site. The concept of walkable “blocks” should be incorporated into the design process. 6. Environmental Resource Protection – Sensitive natural environmental features should be preserved and protected. Existing specimen mature trees should be preserved whenever possible. 7. Parks – Parks and open spaces should be strategically located, designed, and connected to surrounding areas in order to promote a sense of neighborhood as well as provide needed recreational opportunities. 8. Civic Uses – Civic uses such as post offices, libraries, fire stations, community centers, or other similar uses are encouraged in such a way that they are integrated into and connected with surrounding land uses rather than being isolated. 9. Design Quality – All new development should be held to high standards of design quality in order to promote long-term value and sustainability. 10. Low-impact Parking Footprint – The amount of impervious surface should be minimized, particularly that used for parking. Alternative arrangements for shared parking or other techniques to minimize parking surfaces should be explored as part of the development process. Parking lots should be located to the sides or rear of buildings and designed in smaller pods of parking to reduce the visual impact of parking lots. 11. Managed Access – Access into and out of sites should be managed efficiently, balanced with the need to provided alternative connections as part of a larger transportation network. 12. Transit Supportive – New development should be designed in coordination with proposed or planned transit. Where transit is planned, new development should be designed at a density and in a layout which supports pedestrian activity.

13. Complete Streets – Streets should be designed and &&! "(% ! operated to enable safe, attractive, and comfortable access *!!<#O% "#!# and travel for all users, including automobiles, pedestrians, !##!P#((! +&#& bicyclists, and transit. The City should design public streets !<#   ! ! to be compatible with neighborhood scale and character. "#%#!> 14. Connectivity – Transportation systems should be designed as connected networks that accommodate multiple mobility options, with multiple alternative routes available. Opportunities to improve overall connectivity should be explored and capitalized on through the infill development or redevelopment process. There are three other “sub areas” of the Suburban Neighborhoods shown on the Vision 2020 Land Use Map. These include the Emerging Suburban Neighborhoods, Existing Suburban Employment Centers, and Edge Management areas. Each of these is discussed below.

Vision 2020: The Comprehensive Plan for Rock Hill VIII-34 11/22/2010 VIII. Land Use Element

Emerging Suburban Neighborhoods Area Two Emerging Suburban Neighborhood Character Areas are designated. One is located between the northernmost edge of the Suburban Neighborhoods and the City’s 2020 Planning Area to the north. This Emerging Suburban Neighborhood abuts Lake Wylie. It also is influenced by the presence of the Rock Hill-York County Airport. The second is to the south, along Saluda Street. The Emerging Suburban Neighborhoods have a “semi-rural” pattern of land uses. They are not strictly rural in that substantial subdivision of land has occurred, primarily for residential uses. However, they are not fully suburbanized – many large parcels of vacant or agricultural parcels of land remain. Even though this area is viewed as having a similar suburban form as the Suburban Neighborhood Area as a whole, it is considered a subset for several reasons: 1. While the land use form and pattern for this area is ultimately intended to be suburban, there are timing issues that are important. Many of the guiding principles for the Land Use Element that came out of the citizen comments leading up to this Plan emphasize the importance of focusing new growth in and around existing developed areas, with a preference for redevelopment over new “greenfield” development. There is a clear desire for a more compact City form, and a continued outward growth pattern is contrary to this idea. Therefore, this Plan recommends that outward growth into the Emerging Suburban Neighborhood Area occur only in a logical and efficient manner. 2. Unlike the Existing Suburban Neighborhood Area where the land use pattern is largely set, the Emerging Suburban Neighborhood is much more of a blank slate. The principles that make for a quality suburban form are the same, but the Existing Suburban Neighborhood Area will require a much more incremental approach through long term infill and redevelopment. The Emerging Suburban Neighborhood Area on the other hand has the ability to incorporate good suburban planning principles in a more comprehensive way.

Principles Applicable in the Emerging Suburban Neighborhood Area Growth and development will be guided by the same planning principles that guide the Existing Suburban Neighborhood Character Area, in addition to the following principles. 1. Contiguity – Growth and development should occur contiguous to existing development wherever practical and feasible, avoiding a “leapfrog” or sprawled development pattern. 2. Connectivity – New subdivisions should be connected to adjacent developments for pedestrians, bicyclists, and automobiles. Cul-de-sacs should be reserved for use when environmental constraints are present. Stub streets should be provided so future development can connect to one another and improve pedestrian, bicycle, and vehicular access. 3. Environmentally sensitive areas – New development should be <# ! " sensitive to critical areas such as Lake Wylie, wetlands, and areas #$# around streams. "#%#! +&# &&! " 4. Lake Wylie –New development should be sensitive to Lake Wylie. (% ! & "$ !( 5. Linkages – Growth and development should be coordinated with #+%#! ""' public facility planning, particularly with school site planning. #!+# # > 6. Density –Growth and development should avoid low-density, rural patterns that do not make efficient use of land designated as future urban service area. 7. Open Space – Opportunities for open space preservation should be explored through the development review process, with reference to City and County Open Space Plans.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-35 VIII. Land Use Element

Edge Management Area The Edge Management Area consists of the outer-most western, southwestern, and southern arc of the City’s 2020 Planning Area. It is characterized by three distinguishing features compared to the rest of the Suburban Neighborhood Area. First, it is generally outside the current municipal boundary and therefore, not under the City’s jurisdiction. Second it has vacant, large parcels of land that have yet to be subdivided. Third, utilities are generally not close-by, increasing chances that development will occur served by wells and septic tanks. Even though this Area is part of the Suburban Neighborhood Area, it is considered separately for several reasons: 1. By virtue of being at the edge of the 2020 Planning Area, the land use relationship between Rock Hill and York County is important, and a collaborative approach to planning is needed. 2. Like the Emerging Suburban Neighborhoods, the Edge Management Area faces timing issues with the need for managed growth to avoid suburban sprawl. 3. Like the Emerging Suburban Neighborhoods, the current sparse development pattern allows for a more comprehensive approach to implementing the Suburban Neighborhoods planning principles. 4. One of the challenges in the Edge Management Area is the timing and coordination of public facilities, especially sewer and water. Much of the growth occurring in the area is served with wells and private septic systems at relatively low densities of approximately one unit per acre. If this area is ultimately intended to be in Rock Hill’s service area, it can provide places for denser development that reduces the need to expand even further out in the long run. In this context, low-density development on septic systems and wells is not the most efficient use of land. However, while the properties in the Area remain in unincorporated County territory, land owners have the expectation that they will be able to develop their property in some way. The timing of growth and development and in particular how the City and County can collaborate to manage this timing is critical. 5. Another challenge in this area is the coordination of land use planning and school planning. Very often, school site selection is driven in part by land availability and cost. This can lead to school sites being selected outside existing developed areas, where larger parcels can be obtained more easily and affordably. However, new school investment in turn can act as magnets for new residential growth pressures, attracting development further and further outside the existing developed areas. Therefore, this Plan calls for a closer collaboration between the City and the school system on school siting issues.

Principles Applicable in the Edge Management Area Growth and development will be guided by the same planning principles that will guide the Existing Suburban Neighborhood Character Area and the Emerging Suburban Neighborhood Character Area. Emphasis shall be placed on open space, natural resource preservation, phased infrastructure expansion, and compact low-density land patterns that promote efficient use of land. In addition, the implementation strategies described under the goals and objectives should be pursued in order to ensure coordinated planning with York County.

Existing Suburban Employment Center There are two existing significant centers of employment that are indicated on the Vision 2020 Land Use Plan Map, which are exceptions to the otherwise predominantly residential land use patterns in the Suburban Neighborhoods Character Area. The 100-acre Airport Industrial Park, which sits adjacent to the Rock Hill-York County Airport, offers many opportunities for major manufacturing facilities. Southway Industrial Park, located on the southwestern edge of the City, is a 250-acre park with tracts geared to major industrial facilities served by Norfolk Southern’s main rail line between Charlotte and Columbia.

Vision 2020: The Comprehensive Plan for Rock Hill VIII-36 11/22/2010 VIII. Land Use Element

Principles Applicable in the Existing Suburban Employment Center Area The following additional principles apply to Employment Centers: 1. Existing Centers – The two Employment Centers depicted on the Vision 2020 Land Use Map reflect existing employment related concentrations. These include existing industrial parks that are not located within the Interstate Corridor: the Airport Industrial Park and Southway Industrial Park. 2. Existing Business Parks – New employment centers should be encouraged to locate in existing business parks versus stand-alone individual development sites. 3. Context – New employment centers should provide access to and transitions between adjacent uses. 4. Master Planning – Because many of these areas will be in isolated suburban locations, development should generally take place in a planned district or through some other master planning mechanism. 5. Access – Circulation and access should be designed to accommodate large vehicles serving the site while discouraging cut-through traffic in surrounding areas.

Suburban Mixed Use Centers Background Within the Suburban Neighborhoods there are several geographic locations identified as mixed-use centers at differing scales. These include Neighborhood Centers, Community Centers, Regional Centers, and Employment Centers. These centers are located and designed to promote the clustering of compatible mixtures of land uses, gradually moving away from a land use pattern of stripped and fragmented commercial centers occurring in freestanding “pods”. In doing so, the concept of neighborhood, which includes an orientation around centers, is promoted. It should be noted that the graphically designated Suburban Centers are not the only place in the City where centers are proposed. For example, the existing downtown Urban Mixed Use Character Area is intended to be a mixed use center, taking advantage of its historic pattern and form to promote a continuation of true urban mixed uses. Also, there are a series of smaller neighborhood and community centers identified at proposed transit stations located along the Cherry Road Corridor as discussed in that respective section. Likewise, the Interstate Corridor Character Area is intended to be center oriented. This section of the plan, in contrast, focuses on centers in a suburban context, with their own unique opportunities and constraints. There are several purposes of the Suburban Mixed Use Center designation:  To provide appropriate areas for quality mixed use developments with mutually supportive land uses.  To accommodate patterns and intensities of land uses that support multiple modes of transportation, including transit, pedestrian, and bicycling.  To better connect places for living with places for shopping and working.  To avoid an automobile dependant fragmentation of isolated uses. Like the Suburban Neighborhood Area, which provides the setting for these centers, it is important to recognize that in many cases the pattern of development where these centers are proposed to be located is already set. Therefore, like the Suburban Neighborhoods in general, the strategy for implementing the principles in this section will be one of retrofitting, relying on an incremental approach over time. As redevelopment or infill development occurs within the center area identified on the map, opportunities to implement the principles should be explored on a case-by-case basis.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-37 VIII. Land Use Element

Vision A series of Suburban Mixed Use Centers will be located strategically within the Suburban Neighborhood Area, providing residential opportunities and serving as activity centers that support the neighborhoods and providing a range of goods and services within close proximity to places where people live (see Table 8.4). They will be integrated into the neighborhoods through sensitive overall design, through pedestrian and bicycle connections, and through well connected streets. Proposed locations are indicated on the Vision 2020 Land Use Map. Additional neighborhood centers might also be needed/designated in the future, based on future development patterns and opportunities to provide nearby services to residential areas. Possible future Mixed Use Centers may be candidates for attention in preparation of future small area plans.

Planning Principles The following principles apply to all Suburban Mixed Use Centers: 1. Cohesive Design – Centers should be designed and developed according to a cohesive plan that physically integrates different uses, including retail, residential, offices, or civic uses when practical and feasible given surrounding land uses. 2. Mixed Use – Centers are encouraged to incorporate a mix of mutually supportive and compatible uses in either a vertical form (where different uses are integrated within a single building) or in a horizontal form (where different uses on the same site are in different buildings linked through coherent design). See Table 8.4. 3. Pedestrian Orientation – An internal connected street or circulation system should provide safe and direct access within the development and between the development and surrounding areas, and should accommodate pedestrians and bicyclists in a safe manner. 4. Connectivity – Vehicular and pedestrian ways should provide logical and convenient connections between uses and to existing uses located adjacent to the center. 5. Access – Circulation and access should be designed to disperse traffic to a variety of points, while discouraging cut-through traffic in adjacent residential neighborhoods. 6. Street Frontage – Buildings should front on a street, locating parking to the side or rear of the building, forming a consistent street wall where practical and feasible. Primary entrances should be located on the street. Attention will be needed on a case-by-case basis to existing and surrounding uses and context. 7. Landscaping and Lighting – Landscaping and lighting should be designed to promote a pedestrian scale. 8. Transitions – Compatibility between centers and existing residential areas should be achieved by stepping down building heights and by using materials that fit within the neighborhood context. 9. Human Scale – Parking and vehicular access should be safe and efficient, but should not be dominant. Site designs should be pedestrian and bicycle oriented to promote ease of non- automobile movements. 10. Integration – Centers should be well integrated into the fabric of surrounding neighborhoods through sensitive building and site design.

The following additional principles apply to Neighborhood Centers: 1. Low Impact – Neighborhood Centers should be small, low impact, limited use centers that provide goods and services to the area neighborhoods.

Vision 2020: The Comprehensive Plan for Rock Hill VIII-38 11/22/2010 VIII. Land Use Element

2. Limited Scale – Neighborhood Centers should generally include a limited range of convenience goods and services in keeping with the scale and character of the surrounding neighborhood. 3. Limited Uses – Given their limited size, Neighborhood Centers should encourage uses that are compatible with neighborhood uses.

The following additional principles apply to Community Centers: 1. Serving Multiple Neighborhoods – Community Centers should accommodate large scale commercial uses and serve several neighborhoods; however, they should not include large scale “big box” retail. 2. Anchors – Community Centers should typically be anchored by a grocery store, with supporting commercial such as drug and hardware stores, medical offices, restaurants, offices, day care, attached housing, and similar uses. 3. Access – Access from arterial streets should be balanced with pedestrian and bicycle enhancements and circulation.

The following additional principles apply to the Regional Centers: 1. Regional Market – The Regional Center should accommodate large scale commercial uses that serve all of the Suburban Neighborhood Area as well as adjacent unincorporated areas. 2. Big Box – Large scale “big box” retail is appropriate for the Regional Center. 3. Regional Mixed Use –Regional Centers should include a mix of commercial, employment, and multi-family uses integrated in a mutually supportive regional destination. 4. Supportive Uses –Regional Centers should include other supporting uses such as restaurants, entertainment, business services, hotels, and similar uses.

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Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-39 VIII. Land Use Element

Redevelopment Corridors - Cherry Road Background The Cherry Road Corridor was once the primary way to enter Rock Hill from the north. Before the interstate system, US-21 was the major north-south artery for this entire part of the country. Cherry Road for many years was a bustling corridor of commerce and was one of the early examples of an automobile oriented retail corridor, developing with a series of freestanding shopping centers and stores. The corridor has an important place in Rock Hill’s history of community development. With the construction of the interstate, Cherry Road’s use as a regional transportation route has diminished. Changing retail patterns have made the size and configuration of many of the old retail properties obsolete. Over the years, tenants and owners have changed many times and properties have undergone many waves of redesign and redevelopment on a piecemeal basis. The result is a “hodge-podge” of generic strip commercial. While some individual retail facilities are stable and many serve local retail needs, the overall pattern of development does not project the quality image that Rock Hill desires for a main gateway corridor through the community. Cherry Road is now only one of many ways to enter the community, but this is not to suggest that it is any less important as a corridor into the City. Being strategically located between the northern-most I-77 interchange and downtown, it continues to be an important symbolic gateway for the community. Its economic health and appearance is an important planning issue for the City. There are several new initiatives that have the potential to be catalysts for &&! " reshaping of the Cherry Road Corridor. The first is the proposed Bus (% ! *! Rapid Transit (BRT) system planned to extend from Charlotte into Rock !<## " & Hill. The BRT route would use Cherry Road, connecting from the north to  !"  downtown Rock Hill. With its three proposed transit stations on Cherry +&#&!<# Road (with a fourth station in downtown) this system has the potential to   ! ! reshape the land use patterns on the corridor. The Rock Hill-York County- "#%#!> Charlotte Rapid Transit Study is an important guide to planning along this corridor. The second is the College Town Action Plan initiative led by Winthrop University in collaboration with the City. This planning effort is attempting to better integrate off-site commercial uses with the University. This effort has the potential to influence land use patterns at the southern end of the Cherry Road Corridor. The Cherry Road Corridor can be considered in three different segments, each with a different character. The southernmost portion near Winthrop University and the Winthrop Park Farm has an urban character consistent with the City’s urban core. The middle portion has a suburban retail character tightly surrounded by residential uses. The northernmost portion has a regional retail character oriented to the interstate. The differing characters of these sub areas should be considered in planning strategies for the corridor. The planning challenge for this corridor is to effect change along this corridor, but there is no clear path to make this change. A narrow depth strip of commercial uses with obsolete configurations all along the corridor is likely not sustainable, however, that change will not come easily. Land and businesses are owned by hundreds of different interests and each has different motivations. Many operate viable and productive businesses, while other properties have chronic vacancies or a revolving door of short term tenants. Ultimately the City will need to devote resources and develop incentives for this corridor to facilitate redevelopment opportunities. In the meantime, the strategy will be to capitalize on opportunities such as the BRT proposal and the collaborative efforts between the City and Winthrop University and make changes to the area gradually over time.

Vision Development in the Cherry Road Corridor will be oriented in a series of dense mixed-use centers around the future BRT stations. While each center will be designed differently from each other, they

Vision 2020: The Comprehensive Plan for Rock Hill VIII-40 11/22/2010 VIII. Land Use Element will contain a mixture of jobs, shopping, residential and community services within easy walking distance of a transit station (see Table 8.4). They will connect to each other and to the surrounding neighborhoods with pedestrian and bicycle facilities.

Planning Principles The following principles will guide the redevelopment of the corridor: 1. Focused Mixed Use – The strip pattern of commercial uses should gradually be reshaped into a series of mixed use centers. Higher-density residential uses should be encouraged along the corridor. 2. Balanced Mix of Uses – The total amount of retail in the corridor should be in line with what the market will support. The City recognizes that this may mean that the total footprint of retail in the corridor may ultimately need to shrink. 3. Transit Supportive – Development within the Cherry Road Corridor should be oriented around the proposed transit corridor. Emphasis should be placed on encouraging appropriate transit supportive land use and development patterns, connecting major corridor destinations, and preserving rights-of-way for the transit alignment where appropriate through new development areas. a. Mixture of Complementary Transit-Supportive Uses – a range of residential, office, retail, and civic uses. See Table 8.4. b. Increased Land Use Intensity – encouraging higher densities and intensities that support transit, but being sensitive to existing surrounding neighborhoods c. Pedestrian and Bicycle Systems – providing access to existing or planned systems d. Street Network – design streets to be multi-modal with an emphasis on pedestrian and bicycle use e. Parking – minimize size of parking lots and locate them to the sides and rear of development f. Building and Site Design – buildings that front on public streets designed with access to transit in mind g. Streetscape – design to encourage pedestrian and bicycle activity h. Open Space – design open spaces as activity centers 4. Southern Transit Center – The southernmost node around the proposed station near Winthrop University has the most potential to be integrated into the surrounding area as a walkable neighborhood mixed use center due to its location in the urban core of the City and its adjacency to Winthrop University. Development design in this area should be coordinated with the Rapid Transit Study recommendations and the College Town planning initiative. 5. Central Transit Center – The node around the proposed station near Richmond offers opportunity for redevelopment as a transit supportive neighborhood mixed use center in the area between the Winthrop recreation area and Cherry Park, as shown in the Rapid Transit Study. 6. Northern Transit Center Stations – The northernmost node located near I-77 should have a character consistent with regional interstate access. It is located in what is currently developed as a more intensive regional retail pattern due to its access to the interstate. While the same “station area planning principles” cited above apply, this area is much more intensely developed with a suburban pattern, and opportunity to reshape it substantially is more limited. Implementation of the mixed use center concept will occur on a case by case basis incrementally over time.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-41 VIII. Land Use Element

Interstate Corridor Background The Interstate Corridor area includes the land along Interstate 77 with a focus at the interchanges. There are unique opportunities associated with an interstate corridor, and from an economic development perspective, Rock Hill is blessed with five interchanges. These five interchanges are diverse, ranging from almost fully developed to largely vacant. The Interstate Corridor and the interchanges are important to the City for several reasons. First, they serve as modern gateways into the City. For regional travelers, the view from the interchanges and the roads that serve them create a first impression of the City. Second, they provide tremendous economic development opportunities by providing convenient regional access to and from the City. As such, land around the Interstate Corridor and its interchanges are considered to be a finite and valuable planning resource. While interchanges can be a magnet for investment, that investment is not always positive. There are countless examples of fragmented and low quality development patterns around interchanges all over the country. If not properly managed, interchanges can attract unplanned fast food restaurants, gas stations, truck stops, and other generic franchise architecture that can preclude a sound land use pattern for other important uses such as regional employment centers. While there are appropriate locations for such uses along an interstate, Rock Hill desires to promote a more economically productive use of this resource. In short, Rock Hill desires to have the highest quality and most economically productive uses that the market will support. The Vision 2020 Land Use Map identifies three sub areas of the Interstate Corridor.  The first is the Existing Retail/Employment area, which includes the Celanese Road/Cherry Road interchange and the Dave Lyle Boulevard interchange. As its name implies, this area is the most developed of the corridor. There are several existing and planned influences in this area, including the planned industrial complex and mixed-use development at Riverwalk; the Southcross Corporate Center and adjacent retail uses at the north end of the Cherry Road Corridor; the existing and planned expansion of regional retail uses at the Manchester and Galleria areas; and the proposed Dave Lyle Corridor extension, which will impact this area indirectly by opening up a major regional connection to the east. This area also includes supporting medium and high density residential development.  The second, the Emerging Employment area, is centered on the southern US-21 Byp/Anderson Road interchange. This land is not nearly as fully developed, with substantial vacant land remaining. It has the potential to emerge as a new employment focus area.  The third consists of the Future Interstate Influence area and includes both the Porter Road and Mt. Holly Road interchanges. These portions of the corridor have little development along them to date, but existing development is mostly industrial and employment related. As the southernmost interchanges are most remote from the current regional growth pressures, these areas have the longest term growth potential.

Vision The Interstate Corridor will fully capitalize on the economic development opportunities of a major regional transportation facility. It will be dominated by a combination of employment intensive uses and regional retail, but it will also include high density multi-family housing as part of a well-planned pattern that is coordinated with employment or retail-intensive uses (see Table 8.4). Any residential uses need to be fully integrated into the priority employment uses. It will include transit oriented development where appropriate, but it will also be organized around automobile access. While other areas of the City will deemphasize the focus on automobile dominant related design, the City recognizes that being proximate to an interstate highway means that large volumes of traffic must be

Vision 2020: The Comprehensive Plan for Rock Hill VIII-42 11/22/2010 VIII. Land Use Element accommodated and managed. Development will be designed to respect the human scale, but this corridor will continue to rely heavily on automobile traffic for access.

Planning Principles The following principles will guide the development of the Area: 1. Existing Retail/Employment – The Dave Lyle Boulevard area should continue to be anchored by regional retail and related uses, as well as business and industrial parks. See Table 8.4. 2. Emerging Employment – The Anderson Road area should be dominated by employment intensive and supporting uses. In general, the Emerging Employment area should encourage and foster office and other employment intensive uses. Establishments such as restaurants, hotels, and services should be ancillary and subordinate to employment related uses. See Table 8.4. 3. Future Interstate Influence – The Porter Road and Mt. Holly Road interchange areas should be held in reserve for future long range opportunities as part of future plan updates. Development proposals in this area should be discouraged in favor of the Existing Interstate Influence Area and the Emerging Employment Area unless it promotes these planning principles. See Table 8.4. 4. Preserve Industrial Land Use – The interchanges should be protected from small scale, fragmented, low quality, and low value uses that could preclude longer term economically productive uses in the future. See Table 8.4. 5. Limited Residential Use – In general, employment intensive or commercial uses should be dominant in the Interstate Corridor, although higher density multi-family uses are appropriate in order to provide housing options as a supplement to employment intensive uses. See Table 8.4. 6. Access and Circulation – Traffic access and circulation should be carefully planned and coordinated to create efficient and safe circulation systems. Sites should be designed to accommodate automobiles, but they should minimize the negative impacts through placing parking between buildings or developing interior blocks and setting buildings to a street line within the site to create pedestrian and bicycle friendly centers. 7. Connectivity – Transportation systems should be designed as multi-modal connected networks, with multiple alternative routes available. Opportunities to improve overall connectivity should be explored and capitalized on through the development process. 8. Pedestrian Friendly – Safe and convenient pedestrian facilities should be provided to developments, and between developments, unless the land use patterns and site characteristics make this infeasible or impractical. 9. Streetscape – A coordinated streetscape plan and program should create a cohesive and quality appearance along the major thoroughfares to support these areas as employment gateways into the community. 10. Human Scale – Except for interstate-fronting signage, the human scale of signage and lighting should be respected, and amenities such as public spaces with seating should be integrated with site planning.

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Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-43 VIII. Land Use Element

Dave Lyle Corridor East Background The Dave Lyle Corridor East Area is unique among the land use plan character areas. Of all the areas in the Plan, this Area has <# E  B#$! the most potential to change from its existing character. As a $"&#&!<#  result of the proposed extension of the Dave Lyle Boulevard, the 4;9: # area has possibility for a wide range of land uses that go far beyond those existing or currently planned. With change,   ! !" > however, comes the responsibility to plan prudently, both to  &&! " capitalize on economic development opportunities, and to (% ! *!!< mitigate potential negative land use, environmental, and fiscal (&#& B#$!- impacts. The City recognizes that planning cannot occur in a "# ##(#!!<# vacuum – most of this area lies outside current City boundaries   ! ! in unincorporated County territory, and the County also has a "#%#!> legitimate interest in ensuring the area grows and develops in a sustainable manner. Planning for this area should occur in a collaborative way with York County. There are approximately 6,300 acres in the Dave Lyle Corridor East Area. The current land uses are primarily low density single family mixed with vacant and wooded areas. There are extensive environmentally sensitive areas, primarily oriented around floodplains, wetlands, and steep slopes. The westernmost quarter of the area is outside the City’s municipal boundary, but inside the City’s Urban Services Area (USA). The previous Rock Hill Comprehensive Plan recommended a combination of Neighborhood Mixed Use and Urban Mixed Use Neighborhood, with the potential to accommodate approximately 3,000 dwelling units of various types and 4,000,000 to 5,000,000 square feet of commercial use. The portion of the area that is outside the City’s USA is addressed by the York County Comprehensive Plan and is zoned for rural or low density residential land uses. Neither City nor County utilities currently serve the area, and rural level roads are the only transportation options. The fact that such a large portion of this area is under single control offers an opportunity for coordinated planning. This area has already been the subject of substantial planning analysis by both the City and the County. This is due to the proposed Dave Lyle Boulevard Extension, which is planned to be extended from its current terminus, across the Catawba River, to US-521 in Lancaster County, adding a major new east-west regional corridor. The Dave Lyle Boulevard Extension is expected to attract substantial growth pressures over time. The City of Rock Hill prepared an overall growth management plan in 2007 that examined this area along with other areas of the City. The growth management plan considered a series of alternative approaches to economic and fiscal sustainability and health. The growth management plan concluded that the Dave Lyle Corridor area is valuable to the City for long-term economic development, describing it as the “Corridor East” strategy. The City accepted the Corridor East strategy as part of the growth management plan. It remains a centerpiece of the City’s economic development strategy, and serves as a guiding force of this Element of the Plan. In the meantime, York County conducted several studies of the area. In 2006, the County completed the Celanese Plant/Newland Communities Land Use Study to assess the potential opportunities, challenges, and impacts of the land use changes expected as a result of the road extension. It focused in particular on the ability to provide public facilities to the area. Not surprisingly, it concluded that any development beyond the low density land uses currently existing and depicted in the County Land Use Plan would require comprehensive upgrading, including roads, schools, utilities, and others. It also raised concerns about the need for strong land use planning for the area. The County also commissioned additional analyses in 2009, one by Clemson University and one by the Moore School of Business at the University of South Carolina. These studies further pointed out the need for broad based planning for this area, from both a physical and fiscal perspective.

Vision 2020: The Comprehensive Plan for Rock Hill VIII-44 11/22/2010 VIII. Land Use Element

Thus, both Rock Hill and York County recognize that a major regional transportation infrastructure improvement like the Dave Lyle Boulevard Extension could substantially change the growth dynamics in this area creating the need for a focused planning effort. As a starting point for a collaborative planning process, the following planning assumptions are established as the basis for a series of planning principles and recommended strategies in the next sections of this Element: 1. Assuming the Dave Lyle Boulevard Extension is built, this character area will provide a wide range of growth opportunities, including economic development that will promote the long- term economic health of the City and the County. 2. It will be mutually beneficial for Rock Hill and York County to engage in joint land use and infrastructure planning for this area.

Vision The Dave Lyle Corridor East Character Area will have a full range of balanced, complementary, and mutually supportive land uses, organized around a compatible blend of mixed use centers, employment centers, diverse housing options, streets designed for vehicles, pedestrians, and bicyclists, a connected system of green spaces, and protected sensitive environmental areas (see Table 8.4). At approximately 10 square miles, this area has the ability to support a wide range of land uses while still protecting environmentally sensitive areas and preserving open space.

Planning Principles The following principles will guide the development of the area: 1. Balanced Community –The area should have a balance of mutually supportive land uses, ranging from dense mixed-use to rural preservation. It should not be a “bedroom community”, nor should it be solely an economic driven jobs center. It should serve as a strong economic engine for the City and County, but it should also have a full range of complementary land uses. See Table 8.4. 2. Center Focus – The densest uses should occur in mixed-use centers consistent with the “Urban Mixed Use Area” principles previously described. It is premature to identify a specific location of mixed-use centers on a map until a City-County collaborative plan is developed, but mixed-use centers should generally be strategically located around major intersections or interchanges along Dave Lyle Boulevard. The centers should have an integrated mix of residential, commercial, employment, and civic uses that are designed at a human scale with a pedestrian and bicycle orientation. 3. Employment Focus – There should be areas identified and developed for job intensive uses in an “employment campus” form to supplement the mixed use centers. These employment centers could have a mix of offices, flex space, light manufacturing, warehouse facilities, and supportive commercial and service uses. 4. Housing Diversity – There should be a full spectrum of housing types and forms in the area at varying densities, including detached and attached housing. 5. Connectivity – There should be extensive connectivity throughout the area, with multiple vehicular and pedestrian connections both within and between individual developments. “Walkability” should be an overall organizing principle for new development. Pedestrian and bicycle facilities should be provided in a systematic manner so that all new developments have pedestrian and bicycle access, with an overall pedestrian system of integrated sidewalks and trails.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 VIII-45 VIII. Land Use Element

6. Road Framework – There should be a full and connected local road network that is coordinated with the Dave Lyle Boulevard Extension. 7. Design Quality – All new development should be held to high standards of design quality in order to promote long-term value and sustainability. 8. Resource Protection – Environmentally sensitive areas should be preserved, with growth focused in areas suitable for development from an environmental perspective. Floodplains, wetlands, steep slopes, and river and stream corridors should be protected. 9. Open Space – Substantial open space should be permanently preserved in such a way that a connected system of open space is achieved. This should include more than just land set- aside through the development process – it should also include land that is permanently protected and accessible to the public. Public access to the river should be preserved. 10. Adequate Public Facilities – Adequate public facilities should be planned in coordination with land use and timed to be provided concurrent with new development.

E'(""7!<#4;4;!'"$' #$!&#!(#&!<#F4;4;" %% '- $1""$ *#!!# &&#!<#" &## & !!#7 & !!<#(!#> <##$" Z Focus on Redevelopment and Infill Z Achieve Sustainability Z Plan for Dave Lyle Corridor East Z Enhance Mobility and Connectivity Z Promote Redevelopment and Infill Development Along Key Corridors Z Create Livable Places Z Leverage Resources through Partnerships and Coordination

Vision 2020: The Comprehensive Plan for Rock Hill VIII-46 11/22/2010 VIII. Land Use Element

RECOMMENDATIONS

The goals, objectives, and strategies of this Land Use Element are designed to address the land use needs of Rock Hill, and promote achievement of the Vision 2020 Land Use Plan. Goals and objectives are organized here under four themes that apply citywide: Sustainable Growth, Community Form, Partnerships and Intergovernmental Coordination, and Education/Public Awareness. Following these issues of citywide applicability are area-specific strategies designed to implement the Character Area designations of the Vision 2020 Land Use Plan. Each strategy designates a responsible agency or department and a suggested timeframe for completion. Short- term tasks are anticipated to be completed within 1 to 5 years; and long-term, between 5 and 10 years. Ongoing strategies do not have a defined timeline for completion and should be carried out on an ongoing basis over the short and long-term.

SUSTAINABLE GROWTH

GOAL 8-1: Plan for a Sufficient and Balanced Mix of Land Uses to Accommodate Likely Future Growth Objective 8-1A: Identify locations of land for residential, commercial, industrial, public, and semi-public uses in amounts needed to accommodate future growth in order to sustain future economic opportunities and fiscal health Objective 8-1B: Promote a compatible and mutually supportive mix of land uses in order maximize the efficiency of public services and facilities and to promote overall quality of life for citizens Objective 8-1C: Ensure adequate land is available for job growth and economic development Agencies Timeframe for Implementation Strategies Responsible Completion 1. Preserve areas suitable for major commercial and Planning & industrial development from encroachment of new Ongoing Development residential development 2. Revise the Zoning Map to coordinate with the Vision Planning & Short-term 2020 Land Use Plan to implement objectives Development 3. Review and revise the Zoning Ordinance to Planning & encourage mixed use development in strategic Short-term Development locations Planning & 4. Prepare land use analyses to preserve land around Development; I-77 interchanges for economic development and to Short-term Economic & Urban capture regional employment opportunities Development 5. Develop a joint master plan with York County that promotes economic and community development Planning & opportunities as part of an eastern corridor growth Short-term Development strategy oriented around the proposed Dave Lyle Boulevard Extension

GOAL 8-2: Coordinate Land Use and Community Facility Planning to Promote Financially Sustainable Growth Objective 8-2A: Link capital facilities planning and land use planning to accommodate anticipated growth

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Objective 8-2B: Encourage new growth in areas where adequate public services and facilities are available or planned to be available, in order to promote fiscal and operational efficiency Objective 8-2C: Pursue the annexation of unincorporated island areas to provide more efficient services to customers and to promote compatible infill development opportunities consistent with City policies Agencies Timeframe for Implementation Strategies Responsible Completion 1. Identify and preserve suitable land for future community facilities, such as parks and City Departments Short-term transportation facilities 2. Pursue annexation of enclave areas that are Planning & completely surrounded by City limits to promote Ongoing Development efficient delivery of services 3. Coordinate with City departments regarding future Planning & Ongoing needs for facilities and services Development 4. Coordinate plans and decisions regarding new Planning & development areas with the City’s annexation and Development; Ongoing utility extension policies Utilities Planning & 5. Explore creative financing options for the provision Development; Long-term of municipal services Administrative Services Planning & Development; 6. Review and update impact fee programs Short-term Administrative Services 7. Explore ways to better manage growth and the Planning & provision of public services and facilities in the outer Development; Short-term edges of the 2020 Planning Area in order maximize Utilities fiscal efficiency and minimize negative land use impacts 8. Encourage school sites to be located in Planning & neighborhoods and subdivisions, with consideration Ongoing Development of opportunities for joint use of recreational facilities

GOAL 8-3: Promote Future Growth in Targeted Redevelopment and Infill Areas Objective 8-3A: Promote compatible infill development within existing service areas to take advantage of available infrastructure and promote the vitality of urban areas Objective 8-3B: Encourage and facilitate redevelopment of distressed areas Agencies Timeframe for Implementation Strategies Responsible Completion Economic & Urban 1. Consider policy changes to promote infill and Development; redevelopment opportunities, particularly in the Short-term Planning & Urban Mixed Use and Redevelopment Corridors Development Utilities; Planning & 2. Focus public infrastructure investment on needs in Development; Public Urban Mixed Use Areas and Redevelopment Works; Ongoing Corridors Administrative Services

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Economic & Urban 3. Explore incentives to promote reinvestment in Development; targeted Priority Investment Zones, such as land Planning & Develop- Short-term assembly, relaxed regulations or fees, and ment; Administrative demolition of obsolete structures Services

COMMUNITY FORM

GOAL 8-4: Promote a Compact Pattern of Development with Mixes of Mutually Supporting Land Uses, Integrating Neighborhoods, Shopping Areas, and Employment Centers Objective 8-4A: Support a future land use pattern and mix that focuses new growth in and around existing developed areas Objective 8-4B: Promote land use policies and facility planning that integrates and connects neighborhoods, shopping areas, and employment centers in order to encourage compact growth patterns Agencies Timeframe for Implementation Strategies Responsible Completion 1. Ensure new development and redevelopment is Planning & Ongoing consistent with the Vision 2020 Land Use Plan and Map Development 2. Review and revise development regulations to Planning & include specific standards applicable to the Vision Short-term Development 2020 Land Use character areas Parks, Recreation & 3. Continue implementation of the Trails and Tourism; Planning & Ongoing Greenways Master Plan recommendations Development; Public Works

GOAL 8-5: Promote Strong and Vibrant Urban Neighborhoods through Infill and Redevelopment Objective 8-5A: Seek to maximize the fiscal benefits of infill and redevelopment while minimizing potential negative impacts on surrounding neighborhoods Agencies Timeframe for Implementation Strategies Responsible Completion Planning & Development; 1. Ensure proposed development and redevelopment Economic & Urban is compatible with the provisions for Historic Districts Development; Ongoing and Neighborhood Conservation Overlay Districts Housing & Neighborhood Services 2. Adjust the Zoning Ordinance and Map to align with Planning & redevelopment objectives for established Short-term Development neighborhoods

GOAL 8-6: Emphasize High Quality Design for All Uses to Create Attractive and Distinguished Public and Private Spaces Objective 8-6A: Promote high quality design administered through an efficient and fair review process

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Agencies Timeframe for Implementation Strategies Responsible Completion 1. Periodically evaluate and update the Zoning Ordinance to ensure appropriate design Planning & Ongoing requirements and a streamlined review and approval Development process 2. Review sign regulations to ensure that the Planning & appropriate balance is maintained between needed Short-term Development exposure and impact on the visual landscape

GOAL 8-7: Promote Distinct Urban and Suburban Forms of Development in Geographically Defined Areas Objective 8-7A: Strengthen existing suburban neighborhoods through increased walkability, better interconnected transportation systems, mixtures of uses, more diverse housing choices, and by providing services and employment in closer proximity to residential areas Objective 8-7B: Redevelop older urban corridors with a focused “nodal” pattern that promotes mixed uses, a pedestrian friendly environment, better land use integration with surrounding neighborhood areas, and multi-modal transportation choices Agencies Timeframe for Implementation Strategies Responsible Completion 1. Prepare targeted small area plans to implement the Planning & Ongoing Vision 2020 Land Use Plan and Map Development 2. Identify new areas for urban mixed use development Planning and Ongoing outside the traditional urban core Development 3. Coordinate with York County on land use planning Planning & and utility service provision for unincorporated areas Development; Short-term in the 2020 Planning Area Utilities

PARTNERSHIPS & COORDINATION

GOAL 8-8: Cooperate and Collaborate with Other Organizations on Land Use Planning for the 2020 Planning Area Objective 8-8A: Cooperate and collaborate with York County on land use and capital facility planning for newly developing areas in order to promote regional economic development opportunities, a balanced mix of development and environmental preservation and efficient provision of public services and facilities Objective 8-8B: Cooperate and collaborate with Rock Hill Schools on school site locations to ensure school locations are coordinated with land use decisions Objective 8-8C: Cooperate and collaborate with the major institutions on campus planning to ensure neighborhood compatibility and provide land uses that are mutually supportive of campus activities Agencies Timeframe for Implementation Strategies Responsible Completion 1. Convene a City-County staff working group to discuss land use planning issues in the Planning & Short-term unincorporated areas of the 2020 Planning Area and Development to align 2020 Planning Area boundaries

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2. Propose an Intergovernmental Agreement between Planning & York County and Rock Hill to establish a process for Development; City Short-term coordinated planning and development in targeted Management areas outside the City limits 3. Work with Rock Hill Schools to identify new school Planning & needs and general locations within the 2020 Short-term Development Planning Area 4. Propose staff working groups with Rock Hill Schools, Winthrop University, and York Technical Planning & College for regular interaction to identify common Short-term Development issues and opportunities for collaborative land use planning Planning & 5. Coordinate with Winthrop University to implement Development; Short-term recommendations of the College Town Action Plan Economic & Urban Development

GOAL 8-9: Cooperate and Collaborate with the Private Sector on Land Use Planning for the 2020 Planning Area Objective 8-9A: Seek ways to involve the private sector in land use planning Agencies Timeframe for Implementation Strategies Responsible Completion Planning & 1. Analyze current real estate and business market Development; City Ongoing trends that may affect land use planning decisions Management 2. Increase communications with private organizations, Planning & such as RHEDC, REBIC, HBAYC, York County Development; Regional Chamber of Commerce, and Piedmont Short-term Economic & Urban Regional Association of REALTORS®, to discuss Development land use issues

EDUCATION & PUBLIC AWARENESS

GOAL 8-10: Educate the Public about Land Use Planning Concepts that Promote Community Livability and Sustainability Objective 8-10A: Provide education and awareness of the linkage land use planning policies have to housing, economic development, natural resource preservation, cultural resource preservation, public facilities, and others Objective 8-10B: Promote greater awareness about the benefits of “good” land use planning to quality of life Agencies Timeframe for Implementation Strategies Responsible Completion 1. Use a variety of marketing outlets to provide City Management; information to the community on strategic and timely Planning & Ongoing land use planning issues Development City Management; 2. Propose a Community Forum to discuss land use Planning & Short-term planning issues Development 3. Widely disseminate the 2020 Comprehensive Plan Planning & Short-term Summary Development

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Character Area-Specific Strategies In addition to the citywide strategies identified above, there are a series of area-specific strategies that need attention. Strategies related to particular Character Areas are listed below for the following areas: Urban Mixed Use, Suburban Neighborhoods, Suburban Mixed Use Centers, Redevelopment Corridors - Cherry Road, Interstate Corridor, and Dave Lyle Corridor East. Short-term tasks are anticipated to be completed within 1 to 5 years; and long-term, between 5 and 10 years. Ongoing strategies do not have a defined timeline for completion and should be carried out on an ongoing basis over the short and long-term.

Urban Mixed Use

The following strategies will be pursued as part of the planning for these areas.

Agencies Timeframe for Implementation Strategies Responsible Completion 1. Continue to implement plans for the Old Town area, including the Textile Corridor Master Plan, the Planning & Saluda Street Corridor Master Plan, the Downtown Development; Master Plan, the Old Town Master Plan, the White Ongoing Economic & Urban Street Strategy Plan, Hagins-Fewell Master Plan, Development Highland Park Master Plan, and the College Town Action Plan Planning & 2. Initiate additional small area improvement plans for Development; targeted areas in Old Town, such as West Main and Short-term Economic & Urban West Black Streets and East Town Neighborhood Development 3. Convene focus groups to identify the types of Planning & regulatory and procedural adjustments that would be Development; Short-term effective in encouraging Old Town reinvestment and Economic & Urban consider appropriate changes Development Planning & 4. Identify and address obstacles to the development Development; Short-term of residential uses in the downtown area Economic & Urban Development Planning & Development; Economic & Urban 5. Promote demolition of targeted structures to help Development; Public Short-term promote reinvestment Works; Administrative Services Planning & Development; 6. Consider preparation of engineering studies of Economic & Urban infrastructure needs for potential infill development Development; Short-term sites to provide information and incentives to Administrative potential investors Services; Public Works; Utilities 7. Encourage the inclusion of urban-style, pedestrian- Planning & Ongoing friendly design for properties adjacent to Riverwalk Development

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Suburban Neighborhoods

There are four types of Suburban Neighborhood Areas: Existing, Emerging, Edge Management, and Existing Employment Centers. The following strategies will be pursued as part of the planning for these areas.

Agencies Timeframe for Implementation Strategies Responsible Completion 1. Incrementally implement the Suburban Planning & Neighborhoods Planning Principles as infill Ongoing Development development or redevelopment occurs 2. Seek opportunities to comprehensively implement Planning & the Planning Principles for the Emerging and Edge Ongoing Development Management Areas, where appropriate 3. Work with York County to jointly plan for infrastructure and facilities and establish comparable Planning & Short -term Planning Area boundaries for the Emerging Development Suburban and Edge Management Areas 4. Coordinate with York County to prepare comparable development and environmental protection Planning & Short-term standards to be implemented by each jurisdiction Development when reviewing development proposals 5. Collaborate with York County on a strategy to work Planning & with SCDHEC to coordinate utility planning with Development; Short -term approvals of private wells and septic systems Utilities 6. Consider an intergovernmental agreement with York County that defines the responsibilities and Planning & commitments of each jurisdiction regarding land Short -term Development use, development standards, annexations, and services 7. Review development proposals for consistency with Planning & the Open Space Plan as well as infrastructure and Development; facilities master plans to more closely link the timing Utilities; Parks, Ongoing of development with the provision of adequate Recreation & infrastructure and community facilities Tourism

Suburban Mixed Use Centers

A series of locations are identified on the Vision 2020 Land Use Plan Map as Suburban Mixed Use Centers. These include areas designated as Neighborhood, Community, and Regional Centers. The following strategies will be pursued as part of the planning for these areas.

Agencies Timeframe for Implementation Strategies Responsible Completion 1. Establish criteria to encourage compact, connected, and compatible mixed use developments while Planning & Short-term discouraging strip commercial development within Development Suburban Mixed Use Centers 2. Refine connectivity and access management Planning & standards in the Zoning Ordinance for application in Short-term Development designated Suburban Mixed Use Centers

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3. Develop small area plans for designated Suburban Planning & Mixed Use Centers located within Existing Suburban Short-term Development Neighborhood Areas 4. Develop small area plans for identified Suburban Planning & Mixed Use Centers located in Emerging Suburban Long-term Development Neighborhoods and Edge Management Areas 5. Develop criteria for selection of future Suburban Planning & Long-term Mixed Use Centers and prepare small area plans Development

Redevelopment Corridors - Cherry Road

The following strategies will be pursued as part of the planning for development and redevelopment for the Cherry Road Redevelopment Corridor.

Agencies Timeframe for Implementation Strategies Responsible Completion 1. Propose and adopt a Memorandum of Understanding with York County and Fort Mill to Planning & Short-term implement community design and transit supportive Development land use regulations along the corridor 2. Preserve right-of-way for future implementation of Planning & Ongoing transit along the corridor Development 3. Adopt a transit-oriented development overlay zoning Planning & district for the corridor that promotes transit Short-term Development supportive uses and community design standards 4. Develop incentives to encourage compact residential and mixed use development, pedestrian- Planning & Short-term friendly commercial development, and connections Development to major destinations Planning & 5. Develop a marketing strategy to increase public Development; City Ongoing awareness and support for bus rapid transit Management

Interstate Corridor

There are three types of Interstate Corridor Areas: Existing Retail/Employment, Emerging Employment, and Future Interstate Influence. The following strategies will be pursued as part of the planning for these areas.

Agencies Timeframe for Implementation Strategies Responsible Completion 1. Encourage a continuation of mixed use development patterns in the Existing Retail/Employment Area, Planning & with an emphasis on employment and regional retail Ongoing Development opportunities that can take advantage of interstate access and existing available infrastructure 2. Coordinate with York County to discourage/prohibit the development of low-density residential Planning & subdivisions within the Emerging Employment and Ongoing Development Future Interstate Influence Areas to preserve opportunities for employment-related development

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3. Work with York County to discourage development in the Future Interstate Influence Area until Planning & Ongoing infrastructure has been extended for future Development employment-related opportunities Planning & Development; 4. Prepare an overall infrastructure needs plan for the Utilities; Parks, Long-term Future Interstate Influence Area Recreation & Tourism; Public Works

Dave Lyle Corridor East

The following strategies will be pursued as part of the planning for this area.

Agencies Timeframe for Implementation Strategies Responsible Completion Planning & 1. Partner with York County to prepare a joint land use Development; plan using a market feasibility study to determine Short term Economic & Urban baseline development parameters Development 2. Work with York County to jointly plan for Planning & infrastructure and facilities and establish comparable Short-term Development Planning Area boundaries for this area 3. Coordinate with York County to prepare comparable development and environmental protection Planning & Short-term standards to be implemented by each jurisdiction Development when reviewing development 4. Collaborate with York County on a strategy to work Planning & with SCDHEC to coordinate utility planning with Short-term Development approvals of private wells and septic systems 5. Develop a sub-area transportation plan to address the roadway profile and design of the Dave Lyle Planning & Long-term Boulevard Extension, as well as the area’s overall Development roadway network 6. Consider an intergovernmental agreement with York County that defines the responsibilities and Planning & commitments of each jurisdiction regarding land Short-term Development use, development standards, annexations, and services 7. Review development proposals for consistency with Planning & the Open Space Plan as well as infrastructure and Development; facilities master plans to more closely link the timing Utilities; Parks, Ongoing of development with the provision of adequate Recreation & infrastructure and community facilities Tourism

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IX. PRIORITY INVESTMENT ELEMENT

TABLE OF CONTENTS

OVERVIEW ...... IX-3

EXISTING CONDITIONS...... IX-3 Capital Improvement Program (CIP) ...... IX-3 City Revenue Funds...... IX-5 Funding Sources for Capital Projects...... IX-6

NEEDS ASSESSMENT ...... IX-7 Unfunded Capital Needs ...... IX-7 Current and Anticipated Funding Shortfalls...... IX-9 Reinforcing a Sustainable Growth Pattern ...... IX-10 Establishment of Priority Investment Zones ...... IX-11 Coordination Between the Annual CIP Process and the Comprehensive Plan ...... IX-12 Coordination of Capital Projects with Other Jurisdictions and Agencies ...... IX-12 Additional Funding for Capital Improvements...... IX-13

RECOMMENDATIONS...... IX-17

APPENDIX C      (FY2009/2010-FY2018/2019) . IX.A-1

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IX. Priority Investment Element

LIST OF TABLES, FIGURES, AND MAPS

Table 9.1: Rock Hill 10-year CIP Annual Cost Summary (FY2009/2010 – FY 2018/2019) ...... IX-5

Figure 9.1: CIP Funding Sources (FY2009/2010 - FY2018/2019) ...... IX-6

Map 9.1: Priority Investment Zone Map ...... IX-12

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IX. Priority Investment Element

Vision 2020: The Comprehensive Plan for Rock Hill, South Carolina

Priority Investment Key Facts Z 10-year CIP includes capital equipment and construction projects that $100,000 Z Total cost of CIP for FY09 10 thru FY18 19 = $276,000

IX. Priority Investment Element (PIE)

OVERVIEW

In 2007, the South Carolina Priority Investment Act was passed by the General Assembly. One of the main objectives of this Act is to preserve and enhance the quality of life throughout South Carolina through better planning and coordination of public infrastructure decisions by requiring a basic level of coordination between local governments, school systems, public service districts, public utilities, and regional transportation agencies with regard to public infrastructure plans and improvements. The Act requires that local governments prepare this chapter – the Priority Investment Element (PIE) as part of updated comprehensive plans. The PIE should:

Z Evaluate the need for public infrastructure; Z Estimate the cost of improvements for which Rock Hill has fiscal responsibility; Z Analyze the fiscal capability of the City to finance these improvements; Z Adopt policies to guide the funding of improvements; and Z Schedule the funding and construction of improvements when required based on available funding and needs identified in other comprehensive plan elements. Rock Hill has an established 10-year Capital Improvement Program (CIP) process that is annually updated as part of the City’s Annual Budget. This PIE is coordinated with the FY 2009/2010- 2018/2019 CIP to acknowlege capital projects that have been planned and budgeted for, as well as additional capital projects that have been identified during the course of the Vision 2020 Comprehensive Plan update process.

EXISTING CONDITIONS

Capital Improvement Program (CIP)

The Capital Improvement Program (CIP) is the City’s method for planning, budgeting, and financing the purchase and/or construction of large capital infrastructure, facilities, equipment, and other fixed assets. The City undertakes two types of capital projects: annual/routine operating capital items and 10-year capital projects. These projects include expenses for capital facilities provided by the City and do not include other public capital expenses, such as libraries and schools, that are funded by York County.

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IX. Priority Investment Element

Z Annual/routine operating capital items are defined as items with a useful life of greater than one year and a unit cost of at least $5,000 but less than $100,000, such as replacement City vehicles. Z 10-year capital projects include any capital equipment with a cost of more than $100,000 and any construction project with a cost of more than $100,000. These are generally larger projects that require longer range planning to secure funding. These types of expenditures are budgeted within the regular operating budget from year to year if operating funds, rather than bond funds or other sources, are used to finance the purchase or project. The Priority Investment Element focuses primarily on the projects identified in the 10-year Capital Improvement Plan as it relates to the future provision of public services; however, some capital projects have immediate effects on operational expenses as well as longer term capital costs, and are discussed here. Rock Hill’s CIP is updated annually as part of the City’s Budget process. Each year, the City Council identifies a set of strategic goals and priorities that will be used to guide development of the annual budget. In 2009, the City adopted the FY2010-2012 Rock Hill Strategic Plan to provide direction for City investments and actions. Under this direction, each City department works with the City Administration to identify and prepare budgets for the programs, projects, and initiatives to be considered for the upcoming year. The 10-year CIP is not formally approved by City Council and no state law requires it to do so. However, any expenditure from the 10-year CIP that requires operating funds from the current year is included in the operating budget. Several capital projects have a significant impact on the operating budget in FY2010/2011: Z Operations Center – The City is constructing a new Operations Center to replace the existing out-of-date facility. Land was purchased in 2008 and the design phase concluded with the groundbreaking of the project in 2009. The estimated 20 year debt for this project, beginning in FY 2011/2012 for the General Fund and FY 2009/2010 for the Utilities Fund is $2,070,000. Z Fire Station Master Plan – Construction of the new fire station (Airport station) ended in late 2009. The Airport station will be operational in FY2010/2011 and will have annual operating budget impacts of $654,000 in FY2010/2011 and $830,553 in total annual operating impact beginning in FY2011/2012. Z Riverwalk Development – The mixed use Riverwalk project is a public-private partnership. This project will include state of the art recreational facilities, including a cycling and recreation center, an Olympic standard velodrome and a BMX supercross track. The project will also include bike trails, water activities, restaurants, shops, institutional uses, industrial development, and residential housing. The City is committed to provide approximately $3 million from hospitality taxes and tax increment financing (TIF). The project is expected to have impacts on the City’s operating expenditures and revenues for the next 10 years and includes costs, such as police services, Parks, Recreation, and Tourism programming, maintenance, utility requirements, and debt service totaling $5,293,478 over that 10 year period. The projects in the City’s 10-year CIP represent the best efforts of City departments to identify capital projects that will The Community Facilities address service deficiencies and future needs. Project Element provides additional financing for these projects is dynamic and changes often, information about public creating challenges for budget preparation. The 10-year CIP infrastructure improvements and other capital needs. is the best tool the City has in preparing for future funding needs. The total cost for 10-year CIP projects (FY2009/2010 – FY2018/2019) is approximately $276 million. The largest projects include an upgrade to Manchester Creek Wastewater Treatment Plant ($44 million to potentially begin in FY2015) and the Operations Center and Riverwalk development mentioned previously. Table 9.1 provides an annual summary breakdown of the FY2009/2010- FY2018/2019 CIP estimated costs for each type of capital project. A full table of costs can be found in the City’s Annual Budget Report found in Appendix IX.A.

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IX. Priority Investment Element

Table 9.1: Rock Hill 10-year CIP Annual Cost Summary (FY2009/2010 – FY 2018/2019)

Capital Projects Total 2009/2010 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019

Riverwalk $597,161 $597,161 $1,173,161 $1,173,001 $1,173,709 $1,174,165 $1,174,310 $1,714,181 $1,714,666 $2,380,846 $12,872,361

General $1,887,776 $1,960,000 $1,980,000 $2,050,000 $1,980,000 $2,780,000 $2,180,000 $1,980,000 $1,980,000 $1,980,000 $20,757,776 Government

Administrative $55,000 $100,000 $200,000 $600,000 $625,000 $200,000 $200,000 $200,000 $200,000 $0.00 $2,380,000 Services

Parks, Recreation, $2,102,371 $1,990,975 $3,090,050 $3,372,375 $4,379,000 $4,398,750 $4,867,750 $4,349,550 $2,550,000 $1,380,000 $32,480,821 Tourism

Public Works $1,335,839 $1,405,134 $1,705,589 $1,797,706 $1,893,749 $1,964,913 $2,047,828 $2,083,134 $2,107,750 $2,197,862 $18,539,504

Housing and Neighborhood $1,801,762 $576,003 $376,266 $376,123 $376,603 $376,775 $375,645 $376,172 $375,380 $374,330 $5,385,059 Services

Police $655,903 $605,809 $721,809 $741,426 $713,181 $665,876 $681,387 $677,034 $675,041 $736,762 $6,874,228

Economic and Urban $1,986,695 $4,585,000 $3,595,000 $1,130,000 $220,000 $190,000 $190,000 $190,000 $190,000 $190,000 $12,466,695 Development

Fire $2,286,731 $312,731 $332,283 $1,192,474 $982,606 $4,055,311 $874,068 $865,004 $991,067 $656,630 $12,548,905

Stormwater $172,000 $194,286 $159,682 $217,057 $170,557 $180,857 $204,786 $184,500 $208,333 $219,833 $1,911,891

Utilities $10,700,000 $10,600,000 $8,000,000 $600,800 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $29,900,800 Administration

Electric Fund $1,741,486 $2,891,486 $2,350,486 $1,650,486 $211,486 $3,016,486 $1,211,486 $1,211,486 $1,211,486 $1,211,486 $16,707,860

Water Fund $736,486 $6,436,486 $4,041,286 $2,251,486 $211,486 $23,211,486 $461,486 $461,486 $461,486 $461,486 $38,734,660

Wastewater $2,347,800 $1,864,800 $1,325,000 $1,914,000 $5,993,800 $50,980,884 $0.00 $0.00 $0.00 $0.00 $64,426,284 Fund

Total $28,407,010 $34,119,871 $29,050,612 $19,066,934 $18,931,177 $93,195,503 $14,468,746 $14,292,547 $12,665,209 $11,789,235 $275,986,844

City Revenue Funds The City of Rock Hill has several revenue sources for funding operational and capital costs. These funding sources are organized into three government funds (the General Fund, the Special Revenue Fund, the Capital Projects Fund) and four Enterprise Funds (Electric, Water, Wastewater, Stormwater, and Impact Fee Funds.) General Fund Revenues – The City’s General Fund comes from tax revenues that are not designated for any particular purpose. Principle sources of revenue are property taxes, licenses and permits, intergovernmental revenues, and sanitation service charges. Most of the general fund pays for personnel and operations, such as public safety, general government, public works, and parks and recreation, but a percentage of General Funds may be used for capital improvements. Special Revenue Funds – The Special Revenue Fund includes proceeds from specific revenue sources (other than funding for major capital projects) that are legally restricted to expenditures for specific purposes. The City does not adopt a budget for the Special Revenue Fund because it primarily serves as a pass-through for federal grants.

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Capital Projects Fund – The Capital Projects Fund accounts for financial resources, including bond proceeds and intergovernmental grants, used for the acquisition, construction, or improvement of major general government facilities. The City does not adopt a formal budget for the Capital Projects Fund, although particular projects are detailed within this budget in the “Bond Schedule” section. Enterprise Funds – Enterprise Funds are used to account for the business-type activities of Rock Hill. These are activities which are financed and operated in a manner where the intent of the City is that the costs (expenses, including depreciation) of providing goods and services to the general public on a continuing basis would be financed or recovered primarily through user charges. The funds include the Electric, Water, Wastewater, Stormwater, and Impact Fee funds. Currently, the City sets impact fees for fire, water, and wastewater improvements.

Funding Sources for Capital Projects Funding for 10-year Capital Projects are often funded by issued bonds, tax increment financing, or similar revenue-specific sources. These projects are reviewed by the City’s Civil Projects Committee. In addition, funding for capital projects has come from the General Operating Budget, Hospitality Taxes, Future General Obligation and Revenue bonds, Federal Grants, Capital Leases, and other sources. Bonds – The City has issued bonds in the past as the capital needs of the City have grown. These bonds have been used to fund both revenue producing facilities (i.e., water wastewater, stormwater, electric) and general purpose facilities. As of July 1, 2009, the City’s total bond debt service outstanding was $131,114,480 which consisted of $103,043,873 for Revenue Bonds, $6,685,000 for General Obligation Bonds, $4,120,000 for Tax Increment Financing Bonds, $10,085,000 in Certificates of Participation, and $7,180,607 for Stormwater Bonds. A referendum must be held to approve the issuance of additional bonds. Tax Increment Financing – Tax Increment Financing (TIF), The Needs Assessment mentioned previously, is a special revenue fund that finances section of the infrastructure within a particular district based upon the expected Community Facilities increase in property values occurring within that district as a result of Element includes the capital improvements and private investment. TIF revenues are additional information about the City’s TIF often used to build infrastructure to support redevelopment. Rock districts. Hill has three TIF districts: Z Textile Corridor/Downtown TIF District – includes Downtown and Textile Corridor Z Manchester TIF District – includes TechPark Z Red River TIF District – includes Waterford Business Park, Galleria and surrounding areas, and Riverwalk Figure 9.1 illustrates the general breakdown of CIP funding sources for the next 10 years. Figure 9.1: CIP Funding Sources (FY2009/2010 - FY2018/2019)

Operating Budget Future Rev. 19% Bonds/Cops Hospitality Tax 40% 7% Future GO Bond 5% Cap. Lease Other TIF Fed Grant 10% 4% 6% 2% F.A.A. 7%

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1 NEEDS ASSESSMENT

Through its FY2010-FY2012 Strategic Plan, the City has set goals to achieve a more sustainable growth pattern that leverages The City’s 2020 existing assets and manages new development opportunities to Planning Area includes enhance the local and regional economy in a fiscally efficient the Rock Hill corporate manner. The strategies that the City sets in place to realize these limits, the Rock Hill goals are critical. Because capacity for development within the Urban Services Area, Rock Hill 2020 Planning Area exceeds ten-year forecasts for and the Dave Lyle East residential development by more than five times and non-residential Corridor. See The Land development forecasts by more than thirty times, the City needs to Use Element for more establish policies to manage future development in a manner that details on the City’s 2020 Planning Area. supports the City’s desired future land use patterns. Strategic public investments in infrastructure and public facilities are an important component of growth management. Creating sustainable community growth in Rock Hill brings together all components of the Plan: housing, economic development, natural See the Needs resource preservation, cultural resources, public facilities, Assessment section of transportation, and broader concerns about community livability and The Land Use Element for more details on the quality of life. These Plan Elements have been coordinated to Capacity Analysis. include strategies that reinforce the City’s vision. The Priority Investment Element provides an opportunity to evaluate public infrastructure and service needs and constraints that may have an impact on achieving the City’s sustainable growth pattern.

Unfunded Capital Needs

This evaluation of community facilities conducted as part of the Vision 2020 Comprehensive Planning process looks at all capital needs, and yields additional infrastructure and capital project needs beyond those that are currently identified in the 10-year Capital Improvement Plan (FY2009/2010 – FY2018/2019). The CIP includes only projects with an identified funding source. The City has identified a number of additional needs that have not formally been included on the 10-year CIP and further evaluation may be needed. Following is a list of unfunded capital projects that are or will be needed in Rock Hill.

Public Facilities Z Replace the City’s Police Headquarters building as well as replacement vehicles and upgrades to police communications systems. Z Develop additional space for Homeland Security personnel and a dedicated Emergency Response Center to be used for general meetings and safety/security measures training. This new facility could possibly be developed jointly with a new Police Department Headquarters. Z Provide facilities to promote tourism. A recent report by the state recommends development of two flagship attractions within the City, including a visitor magnet along I-77 and further development of scenic and recreational opportunities on the Catawba River to boost tourism locally and statewide. Utility Improvements Z Install a new sewer pump station to open up the Upper Fishing Creek basin. Z Expand sewer service east by adding a third sewer line under I-77 and replacing an aging smaller line. Z Address the ½ mile gap in water infrastructure lines in the Dave Lyle Corridor East area, and

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prepare additional analysis and develop capital improvements to address future water and sewer demands in the Dave Lyle Corridor East area. Z Develop a new water filter plant that will be needed in the future. The facility should be located near the existing Lake Wylie Water Intake to reduce infrastructure costs. Z Coordinate with PNPA to provide new substations to areas east of I-77 where there is limited transmission availability, and to Downtown where there have been continuing issues with electrical service. Z Extend infrastructure to serve the existing Southway Industrial Park and to serve future development in the southern I-77 corridor. Z Upgrade facilities downtown. The White Street/Textile Corridor is a focus for redevelopment efforts, contingent upon development of a new sub-station, stormwater management facilities, a new sewer line, and street improvements. The existing municipal parking lot at Saluda and Main Streets is the focus of future infill development, but will need infrastructure improvements. Parks and Recreation Projects Z Identify needs for parks and recreational facilities to serve future populations. A parks master plan is needed to set standards on future parks and programming, to identify possible locations for future facilities, as well as possible funding sources for future improvements, and to identify project priorities. Z Add a regional park facility. The CIP currently includes funding for one additional regional park, but another park is needed in the southwest area of the City. Z A new Downtown municipal park is needed to serve the growing Downtown community. Z Add additional trails and greenways to the CIP list per the Trails and Greenways Master Plan. Priority should be given to segments of the Carolina Thread Trail.

The Community Facilities Element reiterates the identified needs for public facilities and utility improvements and parks and recreation projects.

Transportation Improvements Z Development of a new streetcar system that will connect Winthrop University with Downtown. Z Develop a Bus Rapid Transit (BRT) system along the US-21 corridor, Transportation serving Cherry Road and providing access to Charlotte. Other transit needs are also improvements are being considered, but are not reflected in the CIP identified in the because they are grant funded and because the City has a greater need Transportation for operational transit funding than capital improvements at this time. As Element. more transit options are demanded in the future, this may result in a greater need for transit capital improvements. Z Construct the Dave Lyle Boulevard Extension. This project is an unfunded need. Key to achieving construction of this extension is coordination with other jurisdictions and identification of new funding sources. Affordable Housing Z Fund affordable housing initiatives. Through the Housing Development Additional Corporation of Rock Hill (HDCRH), the City of Rock Hill is working to details about meet the affordable housing needs of the City’s citizens by providing a the programs variety of programs and services to those in need. The HDCRH has and services identified a priority need to provide affordable housing to households provided by the that are designated as “very low income” by the U.S. Department of HDCRH are Housing and Urban Development. These households earn less than available in the 50% of the area median income. The HDCRH has built one home Housing Element.

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under this pilot program to serve this income group and needs additional financial resources to develop additional housing. Z Provide infrastructure improvements for affordable housing. Development of new affordable housing units is often limited by the amount of funding available to make required infrastructure improvements, such as constructing sidewalks and stormwater facilities. This need is true for both units being developed on undeveloped lots and in established areas that lack these types of infrastructure improvements. Projects are often stalled due to lack of funding to make these improvements. More funding is needed to meet the City’s goals of providing affordable housing options for its citizens and workforce. Z Provide funding for land acquisition for affordable housing initiatives. In 2008, the HDCRH requested and received from the City of Rock Hill the first installment of three to fund a newly established community land bank. This land bank was established to purchase lots for future development of affordable housing for City residents meeting certain eligibility requirements. Following the economic downturn that occurred in the late 2000s, the City suspended additional payments to the land bank. This funding is needed to fully develop this community program.

These projects are potential candidates for future 10-year CIPs. As the City conducts annual budgeting, these projects should be considered for inclusion in the CIP.

Current and Anticipated Funding Shortfalls In the future, funding shortfalls may have an impact on current CIP projects and the potential to add additional projects to future CIPs. Street Maintenance Funding Rock Hill is currently responsible for the maintenance and re-paving of 200 miles of City roads. This annual need is currently underfunded. Adding to this problem are three factors: Z The City may be adding another 40-50 miles of roads in the next 10 years, for which the City will need to budget for ongoing maintenance. Many of these are arterial roads that are more expensive to maintain, Z The cost of paving is expected to increase in the years ahead and may increase public costs to maintain roads. Z Maintenance for York County/state roads and some City roads in Rock Hill is funded by “C” Funds. These funds are provided by the South Carolina Department of Transportation to York County and dispersed by the County on a needs basis. State roads are currently in worse condition than City roads. If state funding is reduced in the future, this will likely impact the allocation of “C” Funds for City road maintenance. Pedestrian and Bicycle Improvements The City has made it a goal to become a more bicycle-friendly and pedestrian-friendly community. An example of this goal is the City’s objective of taking a “complete streets” approach to transportation development that ensures that as road improvements are made, facilities for bicyclists and pedestrians are also provided. However, the future capital improvements budget for the Rock Hill Public Works Department generally does not include funds for bicycle and pedestrian amenities. Trails and Greenways The 10-year CIP sets out $100,000 per year for development of trails and greenways. This amount of funding is considerably less than needed to achieve the goals of the City’s Trails and Greenways Master Plan. New funding sources are needed. Airport Funding The airport has a $34 million 20-year Master Plan that sets out improvements, many of which are expected to be funded by federal sources. The airport’s short-term, 5-year plan includes local matching requirements for funding, and funding mechanisms currently are in place. Future federal funding sources may be reduced, which would create a shortfall and require greater local contribution

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IX. Priority Investment Element to implement the long-range Master Plan improvements. Reinforcing a Sustainable Growth Pattern The need to encourage Revitalization of Community Asset Areas sustainable growth patterns Infill and redevelopment is the top priority for growth in the (balancing growth with Rock Hill 2020 Planning Area. Reinvestment in the City’s resource preservation and established core areas and neighborhoods is an efficient way provision of services) is to use available land and existing public infrastructure while reiterated in the Population, also improving quality of life in the City. The Land Use Housing, Natural Resources, Element of this Plan identifies several key areas for focused Land Use, and Community reinvestment in the coming years: Facilities Elements. Z Downtown – The Downtown Master Plan provides a vision for Downtown Rock Hill in the form of a land use framework. It sets goals for having the largest collection of employment, retail, and restaurant uses in the City, for upholding its original urban character, for providing community gathering spaces, and opportunities for people to live in Downtown. Much has been done to realize this vision, but more can be done. Providing a new substation that stabilizes electrical distribution throughout Downtown is one example of a public improvement that is needed to support redevelopment efforts in the City’s core. The Saluda/Main Street municipal parking lot is an infill development site. Additional infrastructure, such as streets and sidewalks, are needed to serve this development. A park in Downtown is also needed. Z Saluda Street Corridor – The 2000 Saluda Street Corridor Master Plan sets out a series of public investments to revitalize the corridor and create incentives for redevelopment, such as providing better connectivity between adjacent neighborhoods and destinations along the corridor through pedestrian improvements, providing new public transportation options for cyclists and transit riders, and road improvements and reconfigurations of streets to make the corridor more pedestrian friendly and improve its visual character. The City should evaluate these projects when developing future CIPs. Z Textile Corridor – The 2003 Textile Corridor Master Plan and Development Strategy outlines specific capital improvements that should be implemented in the corridor to facilitate redevelopment. The Plan estimates that approximately $110 million in public sector investments, $210 in private sector investments, and $30 million from philanthropic and other sources. Funding and financing strategies were prepared, including development of a Tax Increment Financing District that has been established for the corridor. Additional funding options and public-private investment opportunities should be evaluated to promote redevelopment, such as redevelopment of Brownfields opportunities like the Bleachery. Z Cherry Road Corridor – This major arterial corridor contains a variety of uses dating from different decades, primarily organized into large lot developments. This corridor suffers from abandoned and vacant properties that emphasize the lack of investment in key sections of the corridor in recent years. Due to its location and access, US-21/Cherry Road is the preferred route for future transit, including development of future transit stations. The City should work with private landowners and potential developers to identify public infrastructure needs that can assist with redevelopment efforts, with a strong focus on developing a transit-oriented corridor. Z Established Suburban Neighborhoods – Established suburban neighborhoods are another opportunity for reinvestment. Enhancing connectivity through sidewalks and other pedestrian and bicycle amenities, and providing infrastructure to support neighborhood-scale commercial uses can improve the value and character of these areas. Providing the infrastructure framework for employment centers proximate to existing neighborhoods in a context-sensitive manner is yet another opportunity to capitalize on existing development patterns and assets. New Economic Opportunities The Land Use Element identifies opportunities for economic development on greenfields (i.e., undeveloped land) within the 2020 Planning Area where there is need for coordinated land use and infrastructure planning.

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Z Riverwalk – The Riverwalk development is a prime example of an urban mixed use development. This project leverages significant private and public investments and will likely serve as a model for this type of development in the future. Z Interstate Corridor Development – Areas south of the Anderson Road / I-77 interchange and near the railroad corridor are valuable opportunities for future development contingent upon development of roads and expansion of public infrastructure. The two southernmost interchanges (Porter Road and Mt. Holly) also hold capacity for long-term growth. These areas are critical opportunities to capitalize on regional economic forces. The need for long-term planning is critical. Z Dave Lyle Corridor East – Identified in the City’s Growth Management Plan as the City’s priority growth strategy that extends from the current Dave Lyle Boulevard terminus to Lancaster County, this corridor has potential to meet the need for long-term employment and residential growth for the City. Plans for infrastructure expansion (roads, sewer, etc.) along the corridor should be designed to reinforce a sustainable, compact form and should be balanced with goals for protection of natural resources and open space preservation. Z Edge Management Areas – The Edge Management Areas have experienced significant growth pressure in recent years. These areas lie to the edge of the City within the 2020 Planning Area and have been evolving from a more rural to a more suburban character over time, as exemplified by the development of the new Walmart. Much of this area is not currently served by public water and sewer, limiting development potential. Future expansion of public facilities and services within Edge Management Areas should uphold the goals and objectives for this character area as it is defined in this Plan.

Establishment of Priority Investment Zones The 2007 Priority Investment Act that establishes the requirement to develop the PIE offers a planning tool to local governments – the Priority Investment Zone. Local governments can establish Priority Investment Zones through zoning, and use market-based incentives and relaxed or waived development regulations to encourage development of affordable housing and traditional neighborhood design. The Act defines market-based incentives to include density bonuses, relaxed zoning regulations such as lot area requirements or setbacks, reduced or waived fees, fast track permitting and design flexibility. Nonessential housing regulatory requirements that affect the affordability of housing and do not necessarily protect the public health, safety, or welfare may include requirements like minimum lot size, setbacks, open space requirements, landscaping, impervious surfaces and parking requirements. The City should establish Priority Investment Zones in strategic growth areas through the use of TIF districts, targeted public investments, and relief from development requirements. Map 9.1 identifies preliminary short-term and long-term Priority Investment Zones. Short-term zones are immediate priorities for redevelopment and public investment and include the Cherry Road corridor, the Downtown Urban Mixed Use area that includes the Textile Corridor and Saluda Street Corridor, and the I-77/Cel-River Road area that includes Riverwalk, Galleria, Manchester Village, and others areas. The Long-term zones include the furthest portion of the Dave Lyle Corridor East and the sections of the I-77 corridor south of Dave Lyle Boulevard, where long-term planning is needed and improvements are not expected to occur in the next decade.

ne of the primary issues recognized in the Economic Conditions and Land Use Elements is the need to focus on redevelopment and revitalization of the Downtown and targeted corridors.

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Map 9.1: Priority Investment Zone Map

Coordination Between the Annual CIP Process and the Comprehensive Plan The City’s Vision 2020 Comprehensive Plan should serve as the strategic long range plan document that City leaders and staff consult when making decisions regarding public infrastructure investments, rezoning applications, and other development related actions. Likewise, the Plan should serve as a guiding document for annually updating the City’s CIP. The goals, objectives, and implementation strategies adopted in the Plan should be used as a “check” to confirm that capital improvements listed on the CIP will achieve the City’s vision.

Coordination of Capital Projects with Other Jurisdictions and Agencies Planning for the future of the Rock Hill 2020 Planning Area will require coordination with multiple jurisdictions, institutions, and organizations. Regional coordination is needed to ensure that public investments are efficient, supported by partner agencies and jurisdictions, and leveraged with non- City funding sources. The City of Rock Hill should seek to coordinate capital improvements with other nearby governmental jurisdictions where possible. Coordination may include techniques such as joint funding of capital improvements, shared use agreements, or shared maintenance or operations

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IX. Priority Investment Element agreements. Coordination should also include consultation with relevant local government jurisdictions during the development of the Comprehensive Plan update and during development of the annual Capital Improvement Plan. Opportunities for shared use of recreational facilities, co- location of facilities and/or land swaps between governmental entities should be explored. The City of Rock Hill should coordinate with the following entities on relevant planning and capital improvement projects: Z South Carolina Departments: Transportation; Commerce; Parks, Recreation, and Tourism; Aeronautics Commission Z Rock Hill-Fort Mill Area Transportation Study (RFATS) Z Rock Hill School District Three Z Housing Development Corporation of Rock Hill Z Higher Education Institutions: Winthrop University, York Technical College, Clinton Junior College Z York County Z York County Convention and Visitors Bureau Additional Z Town of Fort Mill information about Z Catawba Indian Nation potential transportation Z Rock Hill Economic Development Corporation funding sources that may benefit the Rock Z Comporium Communications Hill Planning Area is Z York County Natural Gas Authority provided in the Transportation Z Piedmont Medical Center Element.

Additional Funding for Capital Improvements Fiscal analysis of the City’s operating budget has shown that providing services to future populations will likely exceed the City’s financial capabilities. The City needs to explore additional funding sources for both operational and capital expenses in a manner that balances the need for new revenue streams with the need to maintain affordability for the City’s businesses and landowners. Potential funding sources to be explored include: Z Negotiated Development Exactions – Negotiated development exactions may be used in the development approval process to assist in funding infrastructure for public services to new development. Rock Hill could negotiate with developers to have them provide land for a public facility, such as a park or police sub-station, or to make a payment to be used for development of needed infrastructure. Z New Development Impact Fees – The South Carolina Development Impact Fee Act establishes the rules under which communities in South Carolina may develop and implement impact fee ordinances. The Act permits the assessment of impact fees for a number of public facilities: water and wastewater, solid waste and recycling, roads, streets, and bridges, stormwater, public safety facilities, capital equipment over $100,000, parks, libraries, and recreation facilities. The City of Rock Hill currently has impact fees for fire protection, water, and wastewater improvements. The City could evaluate additional impact fee options. Z Transportation Enhancement Funds – Transportation Enhancement Funds are available for environmentally related activities that improve the transportation experience, including landscaping, bicycle and pedestrian facilities, historic preservation, and other visual amenities related to the transportation system. Z Lease-Purchase Agreements – Lease-Purchase Agreements allow a local government to acquire capital assets by making a series of lease payments that are considered installments toward the purchase of the asset. Under a lease-purchase agreement, Rock Hill could acquire

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full ownership of property covered by a lease by making all of the lease payments over the full term of the lease. Z State Infrastructure Bank – The South Carolina State Infrastructure Bank (SIB) selects and assists in financing major qualified projects by providing loans and other financial assistance for constructing and improving highway and transportation facilities. Funds are awarded on a competitive basis. Z South Carolina State Housing Finance and Development Authority – The State Housing Finance and Development Authority provides local governments with several funding sources for providing new affordable housing opportunities. Programs include the HOME Program, the Housing Trust Fund, and the Housing Action Partnerships Program. The federally funded HOME Program provides downpayment and closing cost assistance to eligible homebuyers. The Housing Trust Fund provides funding for rehabilitation of income-qualifying owner-occupied homes and financial assistance to first time homebuyers. The Housing Action Partnerships Program (HAPP) provides financing for the development of affordable housing whose financial needs cannot be addressed with other existing Authority programs. HAPP funds are available on a statewide basis and the funds can be used for the development of and/or the preservation of affordable rental housing and homeownership opportunities. Z Congestion Mitigation and Air Quality Program (CMAQ) – The Congestion Mitigation and Air Quality Improvement Program (CMAQ) provides funding for surface transportation and other related projects that contribute to air quality improvements and congestion mitigation. Administered by the Federal Highway Administration, the main goal of the CMAQ Program is to fund transportation projects that reduce emissions in nonattainment and maintenance areas. Eligible projects include transit and public transportation programs, traffic flow improvements, travel demand management strategies, ride sharing programs, pedestrian and bicycle programs, education and outreach, inspection and maintenance programs, alternative "clean" fuel vehicles, public/private partnerships, and others. Z U.S. Department of Housing and Urban Development’s (HUD) Community Development Block Grant (CDBG) Program – The Community Development Block Grant (CDBG) funding program is one of the oldest entitlement programs offered by HUD. The CDBG program provides annual grants on a formula basis to many different types of grantees through several funding streams. These funds are primarily used for local infrastructure improvements and community reinvestment projects, but funding is also used to provide some housing assistance, typically for rehabilitation activities but also for down payment assistance to very low and low income families. Z Federal Transit Administration Section 5307 Program – The Federal Transit Administration’s Section 5307 program makes Federal resources available to urbanized areas for transit capital, transit operating assistance, and for transportation related planning. An urbanized area is an incorporated area with a population of 50,000 or more that is designated as such by the U.S. Department of Commerce’s Bureau of the Census. Eligible purposes include planning, engineering design and evaluation of transit projects and other technical transportation-related studies; capital investments in bus and bus-related activities such as replacement of buses, overhaul of buses, rebuilding of buses, crime prevention and security equipment and construction of maintenance and passenger facilities; and capital investments in new and existing fixed guideway systems including rolling stock, overhaul and rebuilding of vehicles, track, signals, communications, and computer hardware and software. Z Federal Transit Administration Section 5309 Program – The Section 5309 program provides funding for the establishment of new rail or busway projects (new systems), the improvement and maintenance of existing rail and other fixed guideway systems, and the upgrading of bus systems. Capital assistance grants made to states and local agencies are funded up to 80% of the net project costs. This category includes acquisition of bus and rolling stock and ancillary equipment, and the construction of bus facilities (i.e., maintenance facilities, garages, storage areas, bus terminals and the like.) Z Federal Aviation Administration Airport Improvement Program – The Airport Improvement

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Program (AIP) provides grants to public agencies — and, in some cases, to private owners and entities -- for the planning and development of public-use airports that are included in the National Plan of Integrated Airport Systems (NPIAS). Eligible projects include those improvements related to enhancing airport safety, capacity, security, and environmental concerns. In general, sponsors can use AIP funds on most airfield capital improvements or repairs and in some specific situations, for terminals, hangars, and nonaviation development. Any professional services that are necessary for eligible projects — such as planning, surveying, and design — are eligible. Projects related to airport operations and revenue-generating improvements are typically not eligible for funding. Operational costs — such as salaries, equipment, and supplies — are also not eligible for AIP grants. Z South Carolina Aeronautics Commission Airport Improvement Program – South Carolina’s Aeronautics Commission is charged with fostering air commerce by overseeing the safety and development of the state's public use airports and providing safe, reliable air transportation for state government and business prospects by administering federal and state aviation grants to local airport operators. The program requires a 75% state and 25% local match for grant awarded maintenance projects and a 60% state and 40% local match for capital projects. It funds a broad range of projects, except for revenue producing projects such as fuel farms and hangars. Z York County One Cent Sales Tax Program (Pennies for Progress) – Pennies for Progress is the name of the York County Capital Projects Sales and Use Tax Programs. The Pennies for Progress Programs were initiated by York County to provide the citizens with a safer and more efficient roadway system. The projects were chosen by a Sales Tax Commission that represented the citizens of York County and then were approved by the voters in York County. York County was the first county in South Carolina to pass this type of sales tax to improve the local road system. York County is currently working on two sales tax programs to fund local road improvements in the county: the 1997 and 2003 Pennies for Progress programs. These programs have funded a total of 39 projects with $250,545,217 in additional unspent project funding as of May 2009. Planning for a third Pennies for Progress program is underway and a referendum is tentatively scheduled for 2011. Z South Carolina Parks and Recreation Development Fund – The PARD grant program is a state funded non-competitive reimbursable grant program for eligible local governments which provide recreational opportunities to their citizens. This program funds development of new public recreation facilities and enhancement/renovations to existing facilities and requires an 80- 20 state-local match. Z RFATS Guideshare – Funds for road improvements are allocated by the South Carolina Department of Transportation through the Guideshare Program. The South Carolina Transportation Commission allocates Guideshare Program funding from FHWA and SCDOT funds each year and distributes the money among the state’s ten MPOs and Councils of Governments based on population and vehicle miles of travel in each region. Road improvements may include constructing new roads, adding traffic lanes to existing roads, constructing paved shoulders, installing traffic signals, constructing sidewalks or bike lanes, or making safety improvements. Major maintenance improvements may also be included, such as road resurfacing. Currently, RFATS receives an annual Guideshare of approximately $2.819 million. Z Municipal Improvement Districts -– Per state law, Rock Hill can establish districts within which a special assessment is applied to properties for the purpose of raising revenues to pay for public improvements that will benefit the owners in the defined area. Z Sewer Residential Capacity Units –Rock Hill can recapture some of the cost to invest in public sewer improvements that serve residential developments. The City’s Sewer Residential Capacity Units charge is a fee for new residential units receiving sewer service from new sewer lines. This fee is based on projected consumption calculations and is intended to recoup some of the City’s costs to provide new sewer infrastructure to developing areas. This fee could be used to offset public costs to expand sewer lines to newly developing areas of the community.

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Z New TIFs – Many of the needed capital improvements are not in the current 10-year CIP because they are not funded. New Tax Increment Financing Districts are one solution to providing new capital revenues.

By following the 2020 Priority Policy Directions identified in the Vision 2020 Plan Summary, Rock Hill can better prioritize capital improvements, promote more affordable housing, and coordinate with public and private partners to ensure a more sustainable future. These include: Z Focus on Redevelopment and Infill Z Achieve Sustainability Z Plan for Dave Lyle Corridor East Z Enhance Mobility and Connectivity Z Promote Redevelopment and Infill Development Along Key Corridors Z Create Livable Places Z Leverage Resources through Partnerships and Coordination

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RECOMMENDATIONS The purpose of this section is to establish an action plan by which the City can better coordinate its capital improvement planning and funding with community needs to maintain quality of life for current and future generations. Goals, objectives, and strategies have been organized into four overriding themes to ensure that implementation efforts are focused in the coming years. These themes include:

Z Prioritization & Timing of Capital Improvements – The City’s departments should coordinate on an ongoing basis to ensure that capital improvement plans meet the goals and objectives of this Vision 2020 Comprehensive Plan. Future decisions should focus on providing infrastructure and services in the most fiscally efficient manner that reinforces the City’s goals to promote redevelopment and infill development, while also providing new facilities and services in targeted future development areas, such as the Dave Lyle Corridor East Character Area.

Z Promote Housing Affordability, Redevelopment, and Compact Mixed Use Development – One of the main objectives of the State required Priority Investment Element is to encourage development of affordable housing and more compact forms of residential development. Through this plan, the City also sets a high priority on promoting the development of affordable housing, redevelopment, and compact mixed use development and will use new tools, such as Priority Investment Zones, to focus capital improvement efforts to realize this objective.

Z Partnerships & Coordination – The City will continue to collaborate with neighboring jurisdictions and private sector partners to plan for and fund capital projects of joint interest. Partnership efforts will leverage additional funding sources enabling the City and the larger region to use public dollars efficiently, while laying the groundwork for expansion of the local economy.

Z Education and Public Awareness – Of critical importance to achieving plan goals is promoting education and awareness of capital facilities planning among the City’s residents. Citizens need to be provided with information about the need for coordinated public infrastructure planning and how these efforts promote efficient use of local funds, meet the goals of the plan, and assist in achieving regional economic objectives.

Strategies -- Responsible Agencies and Timeframe for Completion

Each of the strategies listed in this Element includes corresponding responsible agencies for initiating action and a timeframe for completion of the strategy. Timeframes are organized by the following intervals:

Z Ongoing – Ongoing strategies do not have a defined timeline for completion and should be carried out on an ongoing basis over the short and long-term Z Short-term – Short-term strategies should be completed within 1 to 5 years Z Long-term– Long-term strategies should be completed between 5 and 10 years

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PRIORITIZATION & TIMING OF CAPITAL IMPROVEMENTS

GOAL 9-1: Improve the City’s Planning Coordination for Development of Infrastructure Systems and Public Facilities to Adequately Serve Character Areas as Designated on the Vision 2020 Land Use Map

Objective 9-1A: Upgrade infrastructure systems and public facilities in existing developed areas Implementation Strategies Agencies Timeframe for Responsible Completion 1. Identify and develop solutions to address City Departments Short-term infrastructure and public facility gaps and deficiencies in targeted areas, including Short-Term Priority Investment Zones 2. When updating infrastructure and public facility City Departments Short-term master plans, give high priority to improvements in Short-Term Priority Investment Zones

Objective 9-1B: Expand the provision of infrastructure to strategically serve specific underserved Character Areas Implementation Strategies Agencies Timeframe for Responsible Completion 1. Jointly plan for the expansion of services and City Departments Long-term facilities into targeted character areas that are underserved 2. Develop infrastructure master plans for Long-Term City Departments Long-term Priority Investment Zones, as designated on the Priority Investment Zone Map

Objective 9-1C: Plan for infrastructure expansion needs in coordination with the CIP Implementation Strategies Agencies Timeframe for Responsible Completion 1. Develop an inter-departmental process to City Departments Short-term collaboratively and collectively review potential capital improvement projects and to identify priorities for inclusion in the CIP 2. Include prioritized infrastructure and facility City Departments Ongoing improvement projects in the CIP annually 3. Explore creative financing options for capital Administrative Ongoing improvement projects Services; City Management

Vision 2020: The Comprehensive Plan for Rock Hill IX-18 11/22/2010

IX. Priority Investment Element

PROMOTE HOUSING AFFORDABILITY, REDEVELOPMENT, & COMPACT MIXED USE DEVELOPMENT

GOAL 9-2: Promote Housing Affordability, Redevelopment, and Compact, Mixed Use Development Objective 9-2A: Use Priority Investment Zones as a guide for identifying priority capital improvement projects and promoting housing affordability, redevelopment, and compact, mixed use development Implementation Strategies Agencies Timeframe for Responsible Completion 1. Evaluate the Zoning Ordinance and review Planning & Short-term processes for non-essential requirements that may Development serve as barriers to affordable housing, redevelopment, and mixed use development 2. Analyze market-based incentives that may promote Planning & Short-term the development of affordable housing Development 3. Ensure infrastructure availability to redevelopment City Departments Short-term areas, including identified Redevelopment Corridors and Urban Mixed Use Character Areas 4. Ensure infrastructure availability to identified City Departments Short-term Suburban Mixed Use Centers

PARTNERSHIPS & COORDINATION

GOAL 9-3: Collaborate with Other Jurisdictions and Public Agencies to Plan for and Fund Expansion and Improvements to Public Infrastructure and Facilities Objective 9-3A: Cooperate and collaborate with York County and other relevant jurisdictions and agencies on land use and capital facility planning for the unincorporated areas within the 2020 Planning Area Implementation Strategies Agencies Timeframe for Responsible Completion 1. With County input, prepare infrastructure needs City Management; Short-term plans for unincorporated areas in the Suburban Planning & Neighborhood Character Area to maximize the Development; efficiency of public infrastructure and facilities and to Utilities coordinate infrastructure planning with local land use plans 2. With County input, prepare infrastructure needs City Management; Short-term plans for unincorporated areas in the Dave Lyle Planning & Corridor East Character Area to promote regional Development; economic development opportunities, a balanced Utilities mix of development and environmental preservation, and efficient provision of public infrastructure and facilities 3. Work with York County to establish comparable Planning & Short-term Planning Area boundaries, recognizing that current Development infrastructure is inadequate for non-rural development

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 IX-19

IX. Priority Investment Element

4. Review development proposals for consistency with Planning & Ongoing infrastructure and facility master plans to more Development closely link the timing of development with the provision of adequate infrastructure and community facilities

Objective 9-3B: Ensure the recommendation of capital improvement projects is done through coordination with adjacent and relevant jurisdictions and agencies Implementation Strategies Agencies Timeframe for Responsible Completion 1. Maintain and update a list of adjacent and relevant Planning & Ongoing jurisdictions, school districts, public and private Development; City utilities, local and regional transportation agencies, Management and other public entities that are affected by or have planning authority over public projects as identified in this Element 2. Notify and seek feedback from adjacent and City Management; Ongoing relevant jurisdictions and agencies regarding Planning & proposed capital improvement projects of interest, Development; as appropriate Administrative Services

Objective 9-3C: Work with regional partners to identify funding sources for projects of joint interest Implementation Strategies Agencies Timeframe for Responsible Completion 1. Encourage regional partners to work with the City to City Management; Short-term share costs and leverage federal, state, and other Planning & funding sources, such as the Dave Lyle Boulevard Development Extension project 2. Work with regional partners to leverage public City Management; Ongoing revenues, grants, loans, bonds, and other funding Administrative opportunities in the development of public Services; and Other infrastructure and facilities that provide inter- City Departments (as needed) jurisdictional benefits

GOAL 9-4: Collaborate with Private Sector Partners to Create Joint Development Projects for Redevelopment & Infill Sites Objective 9-4A: Work with private sector partners to develop public-private partnerships for the dual purposes of developing needed public infrastructure and facilities in targeted development/redevelopment areas and fostering economic development Implementation Strategies Agencies Timeframe for Responsible Completion 1. Seek out opportunities for public-private Planning & Ongoing partnerships that can serve as catalyst projects Development; within Priority Investment Zones Economic & Urban Development

Vision 2020: The Comprehensive Plan for Rock Hill IX-20 11/22/2010

IX. Priority Investment Element

Implementation Strategies Agencies Timeframe for Responsible Completion 2. Look for opportunities to partner with the private Planning & Ongoing sector as development projects are proposed within Development; targeted Priority Investment Zones to address Economic & Urban infrastructure needs Development; Utilities

EDUCATION & PUBLIC AWARENESS

GOAL 9-5: Promote the Benefits of Coordinated Infrastructure and Public Facilities Planning Objective 9-5A: Inform the public about the fiscal benefits of coordinated public infrastructure and facilities planning with regional partners Implementation Strategies Agencies Timeframe for Responsible Completion 1. Prepare an annual report highlighting the fiscal City Management; Ongoing benefits of joint infrastructure and facility projects Administrative that have recently been completed Services 2. Develop and disseminate educational materials City Management; Short-term highlighting the benefits of regional planning Planning & coordination, specifically pertaining to public Development; infrastructure and facilities Administrative Services

Objective 9-5B: Promote greater awareness of the City benefits of land use and facility planning Implementation Strategies Agencies Timeframe for Responsible Completion 1. Prepare an annual status report of the Plan City Departments Ongoing recommendations related to capital improvement projects

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IX. Priority Investment Element

Vision 2020: The Comprehensive Plan for Rock Hill, South Carolina

IX.A. APPENDIX-Capital Improvement Plan (FY2009/2010- FY2018/2019) See the attached CIP excerpt of the FY2009/2010 Approved Budget.

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 IX.A-1 140 CityofRockHill,SouthCarolina–FiscalYear2009/2010 CapitalImprovementProgram

CAPITALIMPROVEMENTPROGRAM 10YearCapitalImprovementProgram(CIP).TheCIPprimar ilyfocusesonlargercapitalitemsandconstructionproject TheCapitalImprovementProgramisusedtoplan,budget, anddiffersfromtheoperatingcapitalitemsandbudgetin andfinancethepurchaseand/orconstructionoflargecapi towrespects: talinfrastructure,facilities,equipment,andotherfixedas  sets. Any capital equipment with a cost of more than $100,000;and The following sections discuss the various types of capital  Anyconstructionprojectwithacostofmorethan project categories, estimated impact on the operating $100,000. budget,andlistingsofanticipatedcapitalprojectneeds. Thesetypesofexpendituresarebudgetedwithintheregular CapitalProjectsCategories operating budget from year to year if operating funds, The types of capital projects the City undertakes can be ratherthanbondfundsorothersources,areusedtofinance summarized in two categories: annual/routine operating thepurchaseorproject. capitalitemsand10yearcapitalprojectsplan. Traditionally, the 10 Year Capital Improvement Program is Annual/RoutineOperatingCapitalItems prepared in conjunction with the operating budget and is finalizedinJulyfollowingtheadoptionoftheannualoperat Annualoperatingcapitalitemsarecapitalneedsofarecur ing budget. The plan is a management tool prepared with ring nature, such as office equipment and motor vehicles. theadviceandconsentoftheManager’sOfficebytheAd These needs are funded using revenues of a recurring na ministrative Services Department. The 10 Year Capital Im ture.Anoutlayforoperatingcapitalisdefinedas: provementProgramisnotformallyapprovedbyCityCouncil  Any item with a useful life of greater than one andnostatelawrequiresittodoso.However,anyexpendi year;and tures from the 10 Year Capital Improvement Program re  A unit cost of at least $5,000 but less than quiringoperatingfundsfromthecurrentyearareincluded $100,000. intheoperatingbudget. Itisgenerallyexpectedthatexpendituresforoperatingcapi Furtherdiscussionandalistingofprojectsincludedinthe10 talprojectsoritemswillremainfairlyconstantfromyearto Year Capital Improvement Program follows the Impact on yearasapercentoftheCity’stotalbudget.However,cer OperatingBudgetsection. tain factors may contribute to fluctuations. For example, variancesinactualrevenuesfromprojectionshaveadirect ImpactofCapitalProjectsonOperatingBudget bearingoncapitalspendingdecisions. The operating impact of capital improvements on the Oneofthemostcommoncategorieswithintheannualop FY2009/2010 budget is $9,472,406. This figure reflects the erating capital section is fleet replacement. Having a reli costsoftheimprovementsthemselves,orthedirectcosts. ablefleetispivotaltoprovidingexcellentservicedeliveryto Certain significant and nonroutine capital expenditures ourcitizens.Inadditiontoprovidingroutinemaintenanceto haveanadditionalimpactontheoperatingbudgetbeyond ourfleetthroughtheFleetServicesdivision,giventhehigh thedirectcost.Theseimpactsmayincludethehiringofad usageandageofourfleet,itisoftennecessarytoreplace ditionalstaff,theneedtoraisetaxesorotherrevenuesfor portionsofourfleetonanannualbasis.TheCityhastaken funding,orsignificantandrecurringmaintenancecosts. stepstoplanfortheacquisitionofnewfleetbyimplement ingafinancingscheduleforthepurchaseorleasepurchase Currently,mostcapitalprojectsdonothavesignificantasso financingforfleetreplacement. ciated indirect costs or impact on the operating budget. Fourprojectsthatwillhavesignificantimpactarediscussed Given the challenging economic climate, tough decisions below. were made to bring the FY2009/2010 budget in balance. One of those tough decisions included delaying the fleet OperationsCenter replacement plan for FY2009/2010, with it resuming in FY2010/2011. TheCitywillconstructanewOperationsCentertoreplace theexistingoutofdatefacility.Landwaspurchasedin2008 A listing of annual operating capital items included in the andthedesignphasewillconcludeandthegroundbreaking approvedFY2009/2010andprojectedFY2010/2011budgets willcommencebytheendofcalendaryear2009. isonpage146. Primarily, existing staff andequipment will relocate to the 10YearCapitalImprovementProgram newOperationsCenter.Themostsignificantbudgetaryim Longertermcapitalrequirementsareprojectedinthe pactinfutureyearswillbeannualdebtserviceforGeneral CityofRockHill,SouthCarolina–FiscalYear2009/2010 141 CapitalImprovementProgram

Obligationdebtofapproximately$10.7millionsupportedbySanitationrevenuesandUtilityBondsfundingapproxi mately$17.3supportedbyUtilitySystemrevenueswith$10.7beingissuedFY2009/2010.Aprojectionofdebtser vicefollows,estimating20yeardebtandbeginninginFY2011/2012fortheGeneralFundandFY2009/2010forthe UtilitiesFund. GeneralObligationDebtService $795,000 EnterpriseFundsDebtService $1,275,000 TotalDebtService$2,070,000 FireStationMasterPlan Constructionofthenewfirestation(Airportstation)willendinlate2009.TheAirportstationwillbeoperationalin FY2010/2011andwillhavenewannualoperatingbudgetimpacts.Exclusivetothefirstyear(FY2010/2011),start upcostsincludinguniformsandpersonalprotectiveequipmenttotalapproximately$149,000.Thisamountisin cludedintheprojectedFY2010/2011balancedbudget.Thefollowingestimatedannualoperatingbudgetitemswill continuebeginninginFY2011/2012. Staffingsalaries&benefits $648,553 Fireapparatuscapitalleasepayments $60,000 Otheroperatingexpensesincludingutilities&fuel $20,000 1 GeneralObligationdebtservice $102,000 TotalannualOperatingImpact $830,553 1DebtServicethrough2031. Riverwalk Riverwalkisamixeduselive,work,playproject thatisinearlystagesofdevelopment.Thepro ject includes a cycling and recreation center. A focalpointofthedevelopmentwillbeanOlym pic standard velodrome and BMX Supercross track.Riverwalkwillalsoincludebiketrails,wa teractivities,restaurants,shops,andresidential housing. The development will be a public private undertaking with the City providing ap proximately$3millionfromhospitalitytaxesand moneyfromtaxincrementfinancingdistrict.The developers will dedicate approximately 250 acres, valued at approximately $8.1 million, for publicuse.Riverwalkwillimpactbothoperating expendituresandrevenues.Belowisasummary of the estimated expenses and revenue for the next10years.Expensesincludecostssuchas,policeservices,Parks,Recreation,andTourismprogramming,main tenance,utilityrequirements,anddebtservice.

June30 June30 June30 June30 June30 June30 June30 June30 June30 June30 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

TotalRevenue $704,339$1,288,067$1,773,072$2,401,933$3,026,273 $3,103,211$3,632,412$4,140,735$4,417,352$5,015,973

TotalExpenses $607,543 $713,015$1,828,814$2,053,103$2,234,042 $2,693,491$2,791,557$3,412,435$3,599,313$4,222,580 NetAnnualSurplus (deficit) $96,797 $575,053 $(55,742) $348,830 $792,232 $409,720 $840,855 $728,301 $818,039 $793,393 142 CityofRockHill,SouthCarolina–FiscalYear2009/2010 CapitalImprovementProgram

NonroutineUtilitiesSystemProjects TherearetwodistinctfundingsourcesforElectric,Water,andSewerprojectsoverthenextfiveyears—operating budgetrateincreasesandbond/BANfunding.Thefollowingthreeschedulesprovidefundingsourceinformationfor Electric,Water,andWastewaterprojects. The first schedule below details the Operating Budget new revenues created from rate increases. Projects are fundedduringtheeffectiveyearoftheincreaseintherespectivefund,andthatsameamountisreservedsubse quent years through FY2012/2013 for additional phases or projects. The plan began in FY2007/2008. As FY2013/2014approaches,therateincreaseswillbuildthecapacityfordebtserviceforthe$97millionbondissu ance.Thisplanavoidsrateshock toourcustomersbyraisingthenecessaryfundingtopaytheultimatedebtservice overtime.Inthemeantime,theplanalsoallowsforpayasyougoprojects.

FutureUtilitySystemCapitalImprovements SummaryofNewRevenuesfromRateIncreasesandDebtReduction

Revenue/DebtSavings 2010/11 2011/12 2012/13 2013/14 2014/15 Total Electric 2%increaseonJuly1,2007 1,439,000 1,439,000 1,439,000 1,439,000 1,439,000 7,195,000 1,439,000 1,439,000 1,439,000 1,439,000 1,439,000 7,195,000 Water 5%increaseonJuly1,2007 525,000 525,000 525,000 525,000 525,000 2,625,000 5%increaseonJuly1,2010 575,000 575,000 575,000 575,000 0 2,300,000

5%increaseonJuly1,2011 0 625,000 625,000 625,000 0 1,875,000 1,100,000 1,725,000 1,725,000 1,725,000 525,000 6,800,000 Wastewater 10%increaseonJuly1,2008 1,503,800 1,503,800 1,503,800 1,503,800 0 6,015,200 10%increaseonJuly1,2010 1,700,000 1,700,000 1,700,000 1,700,000 0 6,800,000 5%increaseonJuly1,2012 0 0 900,000 900,000 0 1,800,000 14,615,20 3,203,800 3,203,800 4,103,800 4,103,800 0 0 PriorYearRevenueAllocationsforDebt BANAmountin2009/10Budget 590,000 590,000 590,000 590,000 0 2,360,000 BANAmountin2010/11Budget 600,000 600,000 600,000 600,000 0 2,400,000 1,190,000 1,190,000 1,190,000 1,190,000 0 4,760,000 33,370,20 TOTAL 6,932,800 7,557,800 8,457,800 8,457,800 1,964,000 0

CityofRockHill,SouthCarolina–FiscalYear2009/2010 143 CapitalImprovementProgram

Theoperatingbudgetrateincreaserelatedprojectsaredetailedonthenextschedule.Notice,forexample,howthe $1.439millionprovidedfromtheFY2007/2008twopercentElectricRateIncreasecontinuestofundElectricSystem projects.

FutureUtilitySystemCapitalImprovements SummaryofOperatingBudgetCapitalItems 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total Electric OperatingBudgetProjectsRateRelated SpringdaleFeeders 105,000 125,000 0 0 0 0 125,000 McConnellsHwy(Heckleto324) 84,000 200,000 0 0 0 0 200,000 EdenTerrace(BradleytoAnderson) 0 220,000 0 0 0 0 220,000 HeckleBlvdStreetLighting 220,000 434,000 0 0 0 0 434,000 YorkTechBackfeed 0 300,000 0 0 0 0 300,000 Convert4KVto25KVsystem 484,000 200,000 305,000 0 0 0 505,000 HollisLakesStreetLighting 0 0 300,000 0 0 0 300,000 OtherElectricProjects 0 0 1,134,000 1,439,000 0 0 2,573,000 Total 893,000 1,479,000 1,739,000 1,439,000 0 0 4,657,000

Water OperatingBudgetProjectsRateRelated McConnellsHwy12”/Meadowlakes8" 0 275,000 0 0 0 0 275,000 HomesteadRoad12" 0 650,000 0 0 0 0 650,000 Mt.Gallant24"WaterLine 0 200,000 300,000 0 0 0 500,000 PaintElevatedHerlongAveTank(Inside/out) 0 0 230,000 0 0 0 230,000 HighServicePumpMaintenance 0 0 525,000 0 0 0 525,000 Highway5WaterLineExtension 0 0 525,000 0 0 0 525,000 SmallDiameterWaterLines 335,000 0 449,800 500,000 0 0 949,800 PaintElevatedHighlandParkTank(Inside/out) 0 0 0 250,000 0 0 250,000 WaterPlantImprovements 0 0 0 1,290,000 0 0 1,290,000 Total 335,000 1,125,000 2,029,800 2,040,000 0 0 5,194,800

Wastewater OperatingBudgetProjectsRateRelated ShadowbrookSewerLineReplacement 0 400,000 0 0 0 0 400,000 ManchesterCreekOutfallReplacement 1,503,800 1,464,800 1,325,000 0 0 0 2,789,800 SewerLineReplacements 0 0 0 1,914,000 2,603,800 0 4,517,800 BurgisCreekSewerBasinSewerExt 0 0 0 0 1,390,000 0 1,390,000 Restore/AbandonIndustrialLines 0 0 0 0 2,000,000 0 2,000,000 Total 1,503,800 1,864,800 1,325,000 1,914,000 5,993,800 0 11,097,600

Miscellaneous NewOperationsCenter 0 0 0 600,800 0 0 600,800

TotalOperatingBudgetProjects 2,731,800 4,468,800 5,093,800 5,993,800 5,993,800 0 20,949,400

.

144 CityofRockHill,SouthCarolina–FiscalYear2009/2010 CapitalImprovementProgram

Theplanisnotcompletewithoutconsiderationofthefollowingprojects,fundedbytheBondAnticipationNotes andultimatebondissuanceinFY2013/2014. Electric 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Total So.CherryRd.Widening 0 395,000 0 0 0 0 395,000 Mt.GallantElectric(09/10) 0 806,000 0 0 0 0 806,000 AlbrightRoadWidening(09/10) 0 0 400,000 0 0 0 400,000 N/WElectricSubstation 0 0 0 0 0 2,500,000 2,500,000 Convert4KVto25KVsystem 0 0 0 0 0 305,000 305,000 Total 0 1,201,000 400,000 0 0 2,805,000 4,406,000

Water BAN/BondIssueProjects Church/NeelyRoadWaterExtension 0 0 1,500,000 0 0 0 1,500,000 RedRiverRoadUtilityRelocation 0 1,900,000 0 0 0 0 1,900,000 RawWaterPumpStation(Lake) 0 3,000,000 0 0 0 0 3,000,000 CatawbaRiverPumpStation 0 0 0 0 0 3,500,000 3,500,000 ElevatedStorageTank(Laurelwood) 0 0 0 0 0 2,500,000 2,500,000 WaterPlantImprovements 0 0 0 0 0 17,000,000 17,000,000 Total 0 4,900,000 1,500,000 0 0 23,000,000 29,400,000

Wastewater SewerLineReplacements 0 0 0 0 0 6,000,000 6,000,000 ManchesterCreekOutfallReplacementPhaseII 0 0 0 0 0 980,884 980,884 WastewaterPlant 0 0 0 0 0 44,000,000 44,000,000 Total 0 0 0 0 0 50,980,884 50,980,884

Miscellaneous NewOperationsCenter 8,000,000 10,600,000 8,000,000 0 0 0 8,000,000 Total 8,000,000 10,600,000 8,000,000 0 0 0 8,000,000

TotalBond/BANProjects 8,000,000 16,701,000 9,900,000 0 0 76,785,884 92,786,884

CityofRockHill,SouthCarolina–FiscalYear2009/2010 145

Glossary

Vision 2020: The Comprehensive Plan for Rock Hill, South Carolina

Glossary of Acronyms and Terms

AFS - Average Family Size AASHTO - American Association of State & Highway Transportation Officials ACE - Artists and Civic Engagement ACT - American College Testing ADA - Americans with Disabilities Act AED - Automatic External Defibrillator AHS - Average Household Size AIP - Federal Aviation Administration’s Airport Improvement Program AMB - Piedmont Medical Emergency Service AMI - Advanced Metering Infrastructure ARRA - American Recovery and Reinvestment Act BHR - Board of Historic Review BMP - Best Management Practices BRT - Bus Rapid Transit CAAA - Clean Air Act Amendments CAD - Computer Aided Dispatch CALEA - Commission on Accreditation for Law Enforcement Agencies CATS - Charlotte Area Transportation System CCPP - Catawba Cultural Preservation Project CDBG - Community Development Block Grant CHM - Cultural and Heritage Museums CIP - Capital Improvements Plan CJC - Clinton Junior College CLGs - Certified Local Governments CMAQ - Congestion Mitigation and Air Quality COOP - Continuity of Operations Plan CSD - Conservation Subdivision Development CSX - Chessie, Seaboard, and many times more

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 G-i Glossary

CTT - Carolina Thread Trail CW-DMAG Catawba-Wateree Drought Management Advisory Group DDAI - Dalton Downtown Arts Initiative DEU - Drug Enforcement Unit DLBE - Dave Lyle Blvd Extension DOC - Dacus Online Catalog DSS - Department of Social Services EMS - Emergency Medical Services EPA - Environmental Protection Agency EQIP - Environmental Quality Incentives Program ERC - Emergency Response Center ESA - Environmentally Sensitive Area ESOL - English for Speakers of Other Languages ETC - Empowering the Community ETV - Empowering the Vision F.I.R.E - Finance, Insurance, and Real Estate FAA - Federal Aviation Administration FAR - Floor Area Ratio; the ratio of building space to land area FBO - Fixed Base Operation FEMA - Federal Emergency Management Agency FERC - Federal Energy Regulatory Commission FFTC - Foundation For The Carolinas FHWA - Federal Highway Administration FSRS - Fire Suppression Rating Schedule FTA - Federal Transit Administration GDP - Gross Domestic Product GHA - Geologically Hazardous Area GIS - Geographic Information Systems, an interactive mapping and database system HAN - Home Area Networks HAPP - Housing Action Partnerships Program HBCU - Historically Black Colleges and Universities HDCRH - Housing Development Corporation of Rock Hill HET - High Efficiency Toilets HOT - High Occupancy Toll Household - One or more persons occupying a housing unit HOV - High Occupancy Vehicle

Vision 2020: The Comprehensive Plan for Rock Hill G-ii 11/22/2010 Glossary

HQS - Housing Quality Standards HUD - U.S. Department of Housing and Urban Development IBPYP - International Baccalaureate Primary Years Programme ICYC - International Center of York County IHNYC - Interfaith Hospitality Network of York County IMZ - Impact Minimization Zones IPMC - International Property Maintenance Code ISO - National Insurance Services Office, Inc. ISTEA - Intermodal Surface Transportation Efficiency Act IT - Information Technology JARC - Job Access & Reverse Commute KCAAEN - Kennedy Center Alliance for Arts Education Network LAN - Local Area Network LCP - Larger Common Plan LEAP - Learning Enhanced Achievement Program LEED - Leadership in Energy and Environmental Design LEVA - Law Enforcement Victim Advocate LID - Low Impact Development LIHEAP - Low-Income Home Energy Assistance Program LIP - Low Inflow Protocol LOS - Level of Service LPA - Locally Preferred Alternative LRTP - Long Range Transportation Plan LWCF - Land and Water Conservation Fund MAST - Military Assistance to Safety and Traffic MGD - Million Gallons per Day MHP - Mobile Home Park MLS - Multiple Listing Service MOC - Mobile Operation Center MPO - Metropolitan Planning Organization MS4s - Municipal Separate Storm Sewer Systems MSA - Metropolitan Statistical Area; for Charlotte, it includes Mecklenburg, Cabarrus, Gaston, Union, and Anson counties in North Carolina, and York County in South Carolina MSOTA - Main Streets of Old Town Association MYCO - Museum of York County NAAQS - National Ambient Air Quality Standards

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 G-iii Glossary

NAEYC - National Association for the Education of Young Children NAWCA - North American Wetlands Conservation Act NCDAQ - North Carolina Division of Air Quality NCEA - National Catholic Educational Association NCWRC - North Carolina Wildlife Resources Commission NDMS - National Disaster Medical System NEA - National Endowment for the Arts Net Absorption - Net change in occupied residential units or commercial space NFIP - National Flood Insurance Program NFPA - National Fire Protection Association NOAA - National Oceanic and Atmospheric Administration NOx - Nitrogen Oxides NPDES - National Pollutant Discharge Elimination System NPIAS - National Plan of Integrated Airport Systems NRCS - Natural Resources Conservation Service NRPA - National Recreation and Park Association NS - Norfolk Southern OEM - York County Office of Emergency Management OSFA - Open Space Focus Area PACE - Pro-active Code Enforcement PARD - South Carolina Parks and Recreation Development Fund PCI - Percutaneous Coronary Intervention PDA - Potential Development Areas (per Capacity Analysis) PIE - Priority Investment Element PLANC - Open Space Protection Collaborative PMC - Piedmont Medical Center PMPA - Piedmont Municipal Power Agency PPC - Public Protection Classification PRT - Rock Hill Parks, Recreation & Tourism Department RELT - Recreation Land Trust Fund RFATS - Rock Hill-Fort Mill Area Transportation Study RHFD - Rock Hill Fire Department RHPD - Rock Hill Police Department Rock Hill includes zip codes 29730 and 29732 Address - RSI - Rapid Sequence Induction

Vision 2020: The Comprehensive Plan for Rock Hill G-iv 11/22/2010 Glossary

RTP - Recreational Trails Program RYC - Rock Hill – York County – Charlotte SAFETEA-LU - Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users SAS - Saint Anne Catholic School SC DHEC - South Carolina Deparmtnet of Health and Environmental Control SC DNR - South Carolina Department of Natural Resoruces SC DOA South Carolina Department of Commerce Division of Aeronautics SC DOT - South Carolina Depratment of Transportation SC DSS - South Carolina Department of Social Services SC EMD - South Carolina Emergency Management Division SC PRT - South Carolina Department of Parks, Recreation & Tourism SCAA - South Carolina Arts Alliance SCAAE - South Carolina Alliance for Arts Educators SCIAA - South Carolina Institute of Archaeology and Anthropology SCORP - South Carolina State Comprehensive Outdoor Recreation Plan SDWA - Safe Drinking Water Act SEPA - Southeastern Power Administration SFHA - Special Flood Hazard Area SHPO - State Historic Preservation Office SIB - South Carolina State Infrastructure Bank SIP - State Implementation Plan SMG - Shoreline Management Guidelines SMP - Shoreline Management Plan SMTF - State Mass Transit Funds SSS - Student Support Services SSURGO - Soil Survey Geographic SWAP - Source Water Assessment Protection Program TIF - Tax Increment Financing TIP - Transportation Improvement Program TPL - Trust for Public Land TRACS - Transnational Association of Christian Colleges and Schools UAF - United Arts Fund USA - Urban Services Area USC - University of South Carolina UZA - Rock Hill/York County Airport VMT - Vehicle Miles Traveled

Vision 2020: The Comprehensive Plan for Rock Hill 11/22/2010 G-v Glossary

VOCs - Volatile Organic Compounds WAP - Weatherization Assistance Program WARMF - Watershed Analysis Risk Management Framework WCCS - Westminster Catawba Christian School WHIP - Wildlife Habitat Incentives Program Wi-Fi - Wireless Fidelity WMA - Wildlife Management Area WWTF - Wastewater Treatment Facility YCMFSU - York County Multi-jurisdictional Forensic Services Unit YTC - York Technical College

Vision 2020: The Comprehensive Plan for Rock Hill G-vi 11/22/2010   L               





APPENDI B

PUBLIC PARTICIPATI N SUMMARY

A copy is available for inspection at the City of Rock Hill Planning and Development Department