city of yorkc22f4068-92bf-4ebb...south carolina municipal association and other supporting...

AGENDA YORK CITY COUNCIL COUNCIL WORK SESSION

Wednesday, January 20 , 2021 5:00 pm

1. Welcome and Call to Order Mayor Mike Fuesser

2. Prayer Mayor Pro Tem Ed Brown

3. Pledge of Allegiance Mayor Mike Fuesser

4. Presentations

♦ Compensation & Classification Study♦ City Marketing Strategy♦ Strategic Plan

5. Discussions

♦ Municipal Court

6. Adjourn

YORK, SOUTH CAROLINA 29745 (803) 684-1705 FAX

www.yorksc.gov

CITY OF YORK10 NORTH ROOSEVELT

P.O. BOX 500

MICHAEL D. FUESSER

(803) 684-2341

EDWARD L. BROWN

STEPHANIE S. JARRETT Councilmember

Mayor

Councilmember

Councilmember S. DENISE LOWRY

JAMES W. BRADFORD, Jr.

Councilmember

STEVE A. LOVE

MARION L. RAMSEY

Mayor Pro Tem

Councilmember

EXECUTIVE SUMMARY

COMPENSATION & MARKET STUDY

Nancy McCartney, MBA, SHRM-CP, PHR HR Bridging, a division of McCartney Resources, LLC

(864) 230-7744 Cell | [email protected] www.HRBridging.com | (866) 477-8728

http://www.hrbridging.com/

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Table of Contents

I. SCOPE OF WORK ....................................................................................................................................................................... 3

RFP Focus Areas. ............................................................................................................................. 3 Your HR Project Team. .................................................................................................................... 4

II. DATA COLLECTION – PROJECT APPROACH & METHODOLOGIES ....................................................... 5

Objectives with Deliverables. ........................................................................................................ 5 A. Duties Analysis and Job Classifications – Compliance Focus ................................................................. 5 B. Evaluation of Existing Job Descriptions – Supported by the Employee Survey ...................................... 5 C. Marketplace Comparisons with Community Data Analysis ..................................................................... 5 D. Collecting Competitive Compensation Data ............................................................................................ 6

III. ANALYSIS & REVIEW OF DATA ....................................................................................................................................... 7

Compensation Data. ......................................................................................................................... 7 Demographic Data. ........................................................................................................................... 7 Employee Survey Results. ................................................................................................................ 8

IV. RECOMMENDATIONS – IMPLEMENTING THE CITY’S PLAN ....................................................................10

A. Defining the City’s Compensation Philosophy....................................................................... 10 B. Paygrade Structure .................................................................................................................. 11 C. Compensation Analysis Results (with adjustments) ............................................................... 12 D. Recommendations / Updates ................................................................................................... 13

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I. SCOPE OF WORK As your consulting firm, this project was in collaboration with the City’s leadership team and key contributors identified to participate in the project – an interactive style! HR Bridging has developed this Executive Summary with Recommendations to identify strategies supporting the City’s initiatives to competitively recruit and retain top talent. RFP Focus Areas. The Scope of Work, as stated in the RFP, lists key focus areas wherein information was gathered through several means and analyzed with recommendations made herein. This information is intended to serve as a framework for consideration of needs, as well as costs to support future decision-making and program implementation. Our tasks included the following:

Perform an in-depth review of the current compensation program… • Marketplace Competition • Benchmark Classifications • Conduct market analysis of the 65-70 individual job titles

Conduct an analysis of the current incumbent pay information against market averages…

• Like municipalities (detailed herein and in the Demographics worksheet) • South Carolina Municipal Association and other supporting information

Outline in detail the collection of data process relating to the present job functions… • Identify and review each of the 65-70 individual current job titles • Identify those categorized as hybrid with dual or multiple duties/functions • Conduct employee survey, reviewing current duties with results • Create new compliant Job Descriptions for all active positions

Review market data for local area entities and organizational comparisons…

• Update current Paygrade/Pay Structure • From comparison, to include demographics report, draft sample pay philosophy

Breakout employee current rates found to be below or above…

• Provide future alignment with pay equity practices (aligned with a pay philosophy) • Recommend any programs and/or initiatives for competitiveness

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Your HR Project Team. With more than 20 years combined operational and human resources’ experience and education, we are your local, hands-on seasoned consultants with rich and diverse HR backgrounds! Collaborative with our leadership team, we collaboratively blend skills and experience to deliver results that matter and value that adds to your HR initiatives with recommendations that support your competitive growth. Meet your experienced, qualified HR consultants:

HR Bridging Affiliates / Resources:

Diversity/Inclusion Advisor: Laura Bogardus, Ph.D. Legal Counsel: Leah Montgomery, Esq. of Palmetto Legal Solutions, LLC

HR Bridging, a division of McCartney Resources, LLC www.HRBridging.com

Office No. (866) HRSTRAT or (866) 477-8728

Nancy McCartney, MBA, SHRM-CP, PHRCEO / President

Christine Stapleton, PHR, SHRM-CPSr. Project Consultant &

Client HR Business Partner

Carolina VenegasSr. HR Assistant & Project Coordinator

Jewel Bunche, SHRM-SCPProject Consultant &

Client HR Business Partner

http://www.hrbridging.com/

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II. DATA COLLECTION – PROJECT APPROACH & METHODOLOGIES Objectives with Deliverables. Serving as valuable resources in analyzing data collected, the following means were used in collecting internal information and input, competitive compensation and benefits’ information as well as insight into marketplace demographics and trends supporting recommendations for competitive strategies.

Duties Analysis and Job Classifications – Compliance Focus

In this detailed compliance-driven methodology, HR Bridging analyzed the City’s 65-70 job functions within the current classification framework and through a historical perspective. Our focus was to review and understand the system and each position description through a comprehensive process of job analysis and evaluation. This detailed project included review of existing documentation, position description questionnaire completion, employee interviews, management interviews, analysis of existing positions and working situations as well as analysis of levels of duties and responsibilities, and other professional methods, as appropriate that provided insight to the culture and practices of the City.

Evaluation of Existing Job Descriptions – Supported by the Employee Survey

A critical part of the project, was the outlining of wage classifications and employee pay within current, established Grades. Through collecting updated information from an extensive employee survey, employee interviews and other relevant contributions and documents, job descriptions were written and/or updated in all categories to include providing the City with a template for each department that includes physical requirements, environmental exposure, etc. The employee survey gathered input on a variety of employment-related topics to include:

• Job Duties (Description) and Responsibilities • Compensation • Benefits • Work-Life Balance & Wellness Initiatives • Performance Management • Career Development & Recognition

Final review of all Job Descriptions completed by the Municipal Clerk/HR Director in collaboration with the respective department heads.

Marketplace Comparisons with Community Data Analysis

Benchmark factors were identified to align with the compensation study that included demographic information of surrounding communities, operating budgets, forecasting index that includes cost of living comparisons, consumer price indexing, home values and much more. With the compensation comparison, this part of the study included the following comparable municipalities:

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Organization County State County of York York SC

City of Tega Cay York SC

City of Travelers Rest Greenville SC

Town of Clover York SC

City of Newberry Newberry SC

City of Rock Hill York SC

Collecting Competitive Compensation Data A data set has been developed in Excel for the analyses that includes City internal compensation information as well as market data with analysis. This document is considered confidential and proprietary to the City of York.

• A minimum number of incumbents, organizations, and distinct organizations were required in

order to report each data element. If specific pay rates were not provided, pay ranges were calculated using the respective municipality compensation methodology (e.g., hire at the minimum rate +5%), ensuring comparable market data.

• A total of ten (10) organizations were initially identified for the compensation survey project. Based on demographics research for comparable comparisons, six (6) total were selected. All contributed in in providing data for the study.

• For hybrid positions, salary data has been blended and/or weighted from multiple jobs to create

a salary figure that best represents the hybrid position. • Consideration was given for positions requiring licensing, certifications or other applicable

credentials.

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III. ANALYSIS & REVIEW OF DATA Compensation Data. Data collection provided by each respective municipality included specific payrates, hiring practices that determine payrates, as well as, a benefits overview. Other elements of the compensation survey report will include organizations surveyed; comparable class titles; salary range maximum/control point; and percent of the City’s salary range is above/below the market values. Benchmark data was collected from HR professionals and/or municipality leaders of participating municipalities and then analyzed for validity, thoroughness, and market representation based on the organization’s size, structure, geographic region or a combination of these factors. Once data collection was completed, an analysis was done to identify any potential internal equity and compaction issues as well as a comparison with the market. In Excel format, it is a reference tool that can be utilized for strategic planning and budget recommendations:

Collect, compile and analyze competitive market data from like-municipalities With updated job descriptions completed, separate each within their respective departments Provide compa-ratio different compared to current paygrade system and proposed Review each employee pay, comparing to paygrade systems (both current and proposed) as well

as market rates Recommend any pay adjustment options with associated costs, considering both single and multi-

year implementation schedule options Facilitate determination of optimum implementation strategy

Demographic Data. In benchmarking and evaluating employee compensation and benefits as a Total Reward package, it’s critically important to understand and analyze demographics along with cost of living comparable to the City and surrounding communities. Cost of living, the amount of money needed to sustain a certain standard of living by affording expenses such as housing, food, taxes and healthcare, compares employee compensation and the level of standards. Two interesting graphs are included as references:

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These are important factors to consider when evaluating compensation levels in the marketplace. Overall, data collected support provides information for fact-based decision making in core areas of employee compensation and benefits (the Total Rewards package) while remaining competitive and strategic with retaining and recruiting top talent. Employee Survey Results. Not only a critical tool in identifying job duties but also a resource in offering insight to employee’s interpretation, sharing of market information as well as personal and professional drivers of change. A few examples of collected data includes the following employee feedback:

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IV. RECOMMENDATIONS – IMPLEMENTING THE CITY’S PLAN Overall, it is clear City leaders effectively collaborate in making compensation decisions referencing many tools already available and in practice. This has certainly supported the City’s initiatives to be compliant and consistent with all practices. After completing market research, gathering data and analyzing results, HR Bridging found the City is compliant and competitive in many areas and functions. The following recommendations are made to guide and support a more well-defined compensation program to continue positioning the City with competitive means to attract, retain, motivate and develop workforce talent. Those include: Compensation Philosophy – Define and document City’s position to compensate in the form of

a total rewards package Paygrade Structure – Update to include references for hiring practices, leveling and progression

that guides decision-making needs Compensation Analysis Results – Establish a Strategic Plan to address internal and external pay

inequities as well as compensation levels that meet or exceed maximum levels with the Paygrade

A. Defining the City’s Compensation Philosophy A simple, formal statement documenting the City’s position on employee compensation – explaining the “why” while creating a framework for consistency as aligned with the City’s strategic plan and initiatives, goals, competitive outlook, operating objectives and total employee reward strategies. The proposed is derived from collaborative engagement with the City Manager and Municipal Clerk/HR Director as well as from meetings, insightful conversations and employee survey feedback:

Sample: The City of York seeks to compensate all employees fairly and competitively, balancing a variety of important internal and external factors aligned with the City’s culture and values while considering the diverse and inclusive needs of the City’s workforce. Those factors include hiring talent based on equal employment opportunities, position requirements and qualifications in performing the essential functions of the job as aligned with the Pay Grade Scale and guidelines to include any applicable certifications, licensures, etc. Additional factors include internal pay equity of employees in similar roles at similar levels, external market competitiveness, strong links between pay and performance, and key individual characteristics that all employees are asked to emphasize such as skills development and managing people and projects in alignment with the City’s expectations. The City also seeks compensation decisions in a transparent, fair and equitable manner recognizing and rewarding employee performance and positive behavioral contributions to the City’s success in serving the community.

The City’s Compensation Philosophy can be complemented by developing a reference guide, meeting key objectives that include:

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A. Transparency – Provide managers and employees access to job-related content, pay guidelines and salary ranges.

B. Flexibility – Support a diverse, inclusive demographics with a focus on the Total Rewards package that offers long-term financial opportunities while balancing health and wellness options to accommodate the City’s workforce.

C. External Competitiveness – Reflect pay rate s for comparable jobs within the relevant labor market, estimated cost of living changes for the City’s demographics as well as economic fluctuations. Other considerations may include specialty positions that require a certification, licensure or some form of credentialing to complement the City’s position.

D. Internal Comparability – Provide pay guidelines that ensure similar jobs are paid equitably across the workforce, are in line with internal equity and comparable essential responsibilities and qualifications.

E. Recognition – Reward exceptional performance and professional behavior through merit increases, bonuses and incentives; extraordinary performance and contributions are further rewarded at a level that signifies the value of the employee to the organization and encourages retention.

V.B. Paygrade Structure

While the City has managed the long-term Paygrade system, striving to adjust to market competition in a fair and equitable manner, it is recommended that adjustments be made to the Paygrade ranges to align with the Mid-Point Progression method of grading compensation ranges. The City’s current system with notes on Mid-Point Progression differences:

ANNUAL SALARY RANGE (2019 - 2020) DIFFERENCES Notes/Overview

Mid-Point Progression *It appears the City uses a Mid-Point Progression method in managing it’s pay grade structure. It is an effective format when it closely represents market pay. Because it is designed to reflect market pay, minimum and maximum ranges are reasonably close. However, it must be monitored closely and adjusted even if increases are not awarded that particular year. Note that at times the market changes based on economic demand which can be higher than cost of living increases. These are two very distinct differences when considering grade adjustments. Although it is highly effective when managed, Mid-Point Progression can have disadvantages in communicating distinctive pay differences between grades (hence harder in managing internal equity) and may cause salary compression. Salary compression is when a new hire is brought in at a similar pay level as a long-term employee. It is noted that while this chart shows Mid-Point Progression decreasing as the Grades increase, it should actually be reversed (see proposed Grade changes) as higher-level jobs require more advanced knowledge and skills. Job incumbents hired often stay in those jobs for longer periods of time and advancement opportunities are less available.

PAY GRADE MINIMUM MID-

POINT MAXIMUM Mid-Point

Progression* 5 $23,230.05 $27,876.48 $32,521.86 11.93% 6 $26,001.68 $31,201.60 $36,401.52 10.67% 7 $28,782.67 $34,531.92 $40,281.17 9.62% 8 $31,544.93 $37,852.87 $44,160.82 11.70% 9 $35,420.42 $42,282.90 $49,144.33 5.26% 10 $37,086.10 $44,505.19 $51,923.24 7.47% 11 $39,857.72 $47,830.31 $55,802.89 6.95% 12 $42,630.39 $51,156.47 $59,682.55 6.50% 13 $45,402.02 $54,481.59 $63,561.16 6.11% 14 $48,175.72 $57,810.87 $67,446.01 5.75% 15 $50,943.19 $61,132.86 $71,322.54 5.42% 16 $53,682.56 $64,443.42 $75,203.23 5.19% 17 $56,489.56 $67,786.22 $79,081.84 4.91% 18 $59,260.14 $71,113.42 $82,965.66 4.68% 19 $62,031.77 $74,438.54 $86,845.31 4.47% 20 $64,802.35 $77,762.62 $90,721.84 4.28% 21 $67,575.02 $81,089.82 $94,604.61 4.10% 22 $70,347.69 $84,417.02 $98,485.30 3.94% 23 $73,118.27 $87,742.13 $102,364.96 3.79% 24 $75,889.90 $91,067.25 $106,244.61 n/a

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It is recommended paygrades 15 – 24 be adjusted as noted on the scale to better align with the marketplace, progression and internal grades based on responsibilities that increase with the level of accountability. While an analysis of grades 5 – 14 were considered for adjustment, by doing so it will negatively impact the City’s current pay structure and create a misalignment.

In addition to upgrading the paygrade structure, the City may consider separating Public Safety into two (2) different structures to better align with specialty skill sets in support of certification requirements. For example, the Police Department has identified specific positions with grades which is more detailed in their respective Policy Manual that complements their industry progression. It is recommended the Fire Department adopt the same philosophy to provide a more industry-specific reference tool. C. Compensation Analysis Results (with adjustments) As a general rule, it is recommended the City examine the overall salary structure at least every three (3) to five (5) years to include a market study. Consideration should also be given to community demographics such as the estimated cost of living in the geographic region. This will guide the City in determining whether the structure aligns with the City’s current needs and the labor market. Collaboratively, these data points and considerations were all gathered and reviewed to support the analysis which included:

• Market Comparisons – overall for each position with a Margin of Error calculation • Compa-Ratio comparisons to Grades – both current grades and proposed • Each individual compared to Grades, market average and internal equity • Demographics’ comparisons within the region and municipalities comparable to the City

DIFFERENCES

Functions Average PAY GRADE MINIMUM Hourly Rate @ 2080 MID-POINT Hourly Rate

@ 2080 MAXIMUM Hourly Rate @ 2080 Mid-Point Progression*

Admin/Operations/Mix 5-10% 5 $23,230.05 $11.17 $27,876.48 $13.40 $32,521.86 $15.64 n/a Admin / Operative 11.93%Professional/Mgt/Mix 10-15% 6 $26,001.68 $12.50 $31,201.60 $15.00 $36,401.52 $17.50 n/a Admin / Operative 10.67%

Executive Leader 15-22% 7 $28,782.67 $13.84 $34,531.92 $16.60 $40,281.17 $19.37 n/a Admin / Operative 9.62%8 $31,544.93 $15.17 $37,852.87 $18.20 $44,160.82 $21.23 n/a Admin / Operative 11.70%9 $35,420.42 $17.03 $42,282.90 $20.33 $49,144.33 $23.63 n/a Admin / Operative 5.26%

Min FLSA Exempt $35,568.00 10 $37,086.10 $17.83 $44,505.19 $21.40 $51,923.24 $24.96 n/a Admin / Operative 7.47%11 $39,857.72 $19.16 $47,830.31 $23.00 $55,802.89 $26.83 n/a Mix 6.95%12 $42,630.39 $20.50 $51,156.47 $24.59 $59,682.55 $28.69 n/a Mix 6.50%13 $45,402.02 $21.83 $54,481.59 $26.19 $63,561.16 $30.56 n/a Mix 6.11%14 $48,175.72 $23.16 $57,810.87 $27.79 $67,446.01 $32.43 n/a Mix 12.09%15 $53,999.78 $25.96 $64,800.83 $31.15 $75,601.89 $36.35 6.00% Prof / Mgt 5.42%16 $56,903.51 $27.36 $68,310.03 $32.84 $79,715.42 $38.32 6.00% Prof / Mgt 7.17%17 $61,008.72 $29.33 $73,209.12 $35.20 $85,408.39 $41.06 8.00% Prof / Mgt 6.85%18 $65,186.15 $31.34 $78,224.76 $37.61 $91,262.23 $43.88 10.00% Prof / Mgt 6.58%19 $69,475.58 $33.40 $83,371.16 $40.08 $97,266.75 $46.76 12.00% Prof / Mgt 4.47%20 $72,578.63 $34.89 $87,094.13 $41.87 $101,608.46 $48.85 12.00% Exec Leader 8.00%21 $78,387.02 $37.69 $94,064.19 $45.22 $109,741.35 $52.76 16.00% Exec Leader 5.90%22 $83,010.27 $39.91 $99,612.08 $47.89 $116,212.65 $55.87 18.00% Exec Leader 5.70%23 $87,741.92 $42.18 $105,290.56 $50.62 $122,837.95 $59.06 20.00% Exec Leader 8.98%24 $95,621.27 $45.97 $114,744.74 $55.17 $133,868.21 $64.36 26.00% Exec Leader n/a

Marketplace Common Progression Marketplace Progression - Proposed Adjustment (increased by % rate listed)

PROPOSED WAGE RANGE CHANGES / UPDATES (For First Responders, See Public Safety Grades) Common Categories

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An analysis of the overall competitiveness within the marketplace found the following:

Department Total Employees

# of Employees As Compared to Market Average Diff to Market (Below) Above Average

(+/- 3%) Below

Administration 7 3 2 2 -13.0% Police 39 12 12 15 -5.3% Fire 15 2 2 11 -12.3% Planning 5 1 4 0 -- Public Works 8 0 2 6 -10.3% Recreation 6 3 3 0 -- Utility 10 4 3 3 -7.8%

D. Recommendations / Updates After evaluating the City’s overall compensation practices, pay grades, current wages against the market study as well as consideration given to demographics, the following are recommendations for the City to update and strategically recruit and retain talent in the marketplace:

1) Update Grades 15 through 24 – Prior to proposed grade changes, the following was noted during the analysis: • The City had seven (7) positions that exceeded the maximum pay grade. • It is also important to note that an additional four (4) positions or were less than 3% from

reaching the maximum pay grade level. • Under the newly proposed pay grades with Grades 15 – 24 updated to better align with the

market, none of the City’s positions exceed the maximum pay grades. • However, it is important to note three (3) positions are in the 90% of their maximum grade.

Therefore, we recommend a strategy to make sure that when an employee reaches the maximum in their respective pay grade, should any form of an any crease be considered (e.g., merit or COLA) that employee receives a one-time payment so they do not exceed the maximum as this would compromise the integrity of the strategy to maintain the pay grade system.

2) Update and implement the Police Department’s Grade structure (applying the changes to Grades

15 through 24) to include average hours worked specific to positions; incorporate the Fire Department positions to the Public Safety Grade system

3) Update Classifications and Titles to align with responsibilities and Grade system

4) Align payroll system with updates to include Grades and Titles 5) Adjust wages that are below the average market rate to better align with retention for those in

positions that have fallen below whether given as a one-time adjustment or over a three (3) year period as a strategic plan option and as proposed by the City Manager.

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6) Align recruitment with hiring philosophy (e.g., entry level positions at minimum wage +2% or

experienced based on responsibilities, accountabilities and qualifications, etc.) to include strategic initiatives listed herein to better position the City’s recruitment and retention efforts, such as: • Specialty Positions (requiring certifications and/or licenses, outside of Public Safety) –

Consider implementing a similar recognition program for progression in attaining certifications and/or licenses that complement the position. For example, a Code Enforcer that is not credentialed upon hire has the opportunity to meet goals in attaining credentialing within a period of time to receive an increase in compensation comparable to the marketplace. This initiative, with a benefit to the City, offers a competitive edge for the applicant pool and talent within the City.

• Police Department – Recommend developing a recruitment and retention strategy to compete in the market that is complemented with education and/or years of experience incentive pay (e.g., Associate degree, Bachelor’s degree yields an additional 3% above minimum hiring range; 2-4 years of previous law enforcement experience yields and additional 3% above minimum hiring range). This will help increase the applicant pool and create a retention program without causing a cascading effect on the salary structure.

7) On an annual basis, share with employees a simple breakdown of their respective Total Rewards

package which includes premium costs for benefits (both the City and the employee costs) as well as contributions made on behalf of the City for other costs associated with their employment (e.g., contribution to the retirement system, the value of a take-home vehicle, etc.).

8) Implement a Performance Evaluation program that complements alignment with eligibility for merit increases and/or promotions based on knowledge, skills and abilities as well as accountabilities; this also drives performance goals and opportunities for staff to focus on professional development that contributes to the City’s strategy and delivery of community services

Marketing Plan for City of York Presented by Visit York County

Making York a Destination

Strengths History & Culture

Agriculture

Boutique/Unique Shopping

Quaint Charm

Weaknesses Lack of Unique Accommodations

Lack of Downtown Gathering Place

Placement from Interstate

Unified Message

Identifying York’s Brand

Who is York? What message do we share with those who live here?

White Rose City

Shopping Destination

History & Culture

How does that message then get presented to visitors?

Elevator Pitch for Experience

What Does Your Visitor Look Like?

• 21K Visitors in 2019

• A third of your visitors are coming from Charlotte• Followed by Raleigh, Greenville DMA, Greensboro DMA

• Majority under 18 years old, evenly split among other age groups

How Do We Create This?

Action Items

1. Create Unified Brand and Messaging

2. Lobby for businesses and downtown ambassadors to spread message

3. Analyze needs for improvement downtown and action plan

4. Target specific communities with message via social media and wayfinding campaign

5. Create specific experience for visitors – shopping passports, food truck events, community festivals

6. Wayfinding in downtown

City of York Strategic Plan ProjectCity Council Review

January 20, 2021

Project Purpose and Timeframe

To guide the future of City facilities, services, and programs

To help City Council develop short-to mid-term (3 – 5 years) strategic goals and plans

Summary of residents’ opinions of services and programs

Opportunities for new programs, services, and facilities identified by residents

Focus Group Meetings

Community Survey

Staff InputCity Council

Input

Community Survey Process

Open to residents during the July and August

A press release and media email blasts were distributed

279 individuals conducted the survey

Good distribution by age, neighborhood, and household size

Survey Question 1The services provided by the City of York meet the needs of residents and support our neighborhoods.

Survey Question 2The following City departments effectively serve and meet the needs of residents.

Survey Question 3Please rank the following departments/services in their order of importance.

Survey Question 4The following facilities are in need of some improvements and/or for consideration as new amenities.

Survey Question 5The following recreation facilities are in need of some improvements and/or for consideration as new amenities.

Survey Question 5The following recreation facilities are in need of some improvements and/or for consideration as new amenities. Other comments – 25 comments.

Communication and advertisement of parks noted 5 times

Sports and recreation programs and facilities noted 5 times

Neighborhood pocket parks noted 2 times

Trails noted 2 times

Other comments on a variety of issues, such as safety, etc.

Survey Question 6The following programs are in need of some improvements to better serve residents.

Survey Question 6The following programs are in need of some improvements to better serve residents. Other comments – 33 comments.

Speeding, loud vehicles, and through trucks noted 11 times

Recycling noted 10 times

Garbage and leaf pick up noted 4 times - “The current personnel in in the garbage/leaf pick-up work really hard. It shows. Maybe hire more personnel in order to accomplish even more. Thank you!”

Other comments included a variety of issues, such as new business assistance, taxes, recreation safety, water to homes, storm drainage, etc.

Survey Question 7The following are programs or goals that the City of York should try to achieve in the next three to five years.

Survey Question 7The following are programs or goals that the City of York should try to achieve in the next three to five years. Other comments – 29 comments.

Facility/property upkeep noted 5 times

Downtown improvements noted 3 times

Sidewalks noted 3 times

Recreation and the recreation center noted 4 times

Other comments on a variety of topics, such as helping new businesses, a bus system, trails, parking, etc.

Survey Question 8

Survey Question 9

Survey Question 9The City of York needs... Other comments – 70 comments.

Businesses/restaurants noted 25 times

Housing noted 11 times

Recreation facilities noted 5 times

Needed clean up noted 3 times

City water noted 3 times

Other comments on a variety of topics. General remarks on the need “to capitalize off of history and being a destination.”

Survey Question 10What does the phrase “White Rose City” mean to you? Other comments – 164 comments.

Survey Question 11What does the phrase “York County Seat” mean to you? Other comments – 165 comments.

Survey Question 12If you could change one thing about York, what would it be?

Survey Question 13I would consider supporting the use of the following options to fund additional programs and/or new services.

Survey Question 14Please share any additional thoughts or ideas on services. Other comments – 97 comments.

Survey Question 15

Austen LakesBay Tree ApartmentsCedar Terrace ApartmentsEast EndEnglish GardensForest BrookForest HillsGreen AcresHazelhurst ApartmentsHistorical DistrictHunter ParkJohnson City

Lincoln EstatesMaiden LaneMeadow Brook Mobile Home ParkMusical HeightsOle EastpointePebble CreekRidge Crest Mobile Home ParkSpringlake Country ClubThe ValleyWellington Square

Neighborhood

Survey Question 16

Survey Question 17

Survey Question 18

Focus Group Process

Focus group meetings were held during the months of September and October with sixteen residents

Eight residents of varying ages, neighborhoods, households, and gender/race were invited to participate in each focus group

Residents from both focus groups invited to meet together in early November.

Focus Group Process

Focus Group BIG Ideas

NEW AND/OR IMPROVED FACILITIES – Repair, Replace, and Add New Sidewalks, Improve Jefferson Field and City Park, Renovate Water Treatment Facility, Repair Lighting Fixtures, New Visitors Center, Restrooms in Downtown, Maintain Current Facilities

NEW AND/OR IMPROVED SERVICES – Transit, Youth Recreation Programs, Adult Recreation, Senior Services, Utilities, Street Sweeper


COMMUNITY AESTHETICS – Maintenance, Appearance, and Beautification of the Entire City for Facilities, Parks, Downtown, Neighborhoods, Streets, Bike Trail, Etc.

PUBLIC TRANSPORTATION – Transit (residents who can’t drive and/or without vehicles), Route between York and Rock Hill


PEDESTRIAN IMPROVEMENTS – New Sidewalks, Intersection Improvements, Crosswalks, Lighting

CODE ENFORCEMENT AND ZONING – Property Maintenance for Buildings, Broken Down Vehicles, and Overgrown Lots, Violations for Non Permitted Yard Sales, and Zoning for Property Protection and Economic Development


MAJOR CORRIDOR IMPROVEMENTS – Road Erosion Repairs, New Curbs, Pedestrian and Bike Infrastructure, Consistent Landscaping, and Code Enforcement along Highway 321, Liberty, Highway 49, and Kings Mountain

HEALTH – More Trails, Parks, and Green Space that Connect the City, Neighborhoods, and Assets and Increase Signage


ECONOMIC DEVELOPMENT OPPORTUNITIES –Entertainment Facility, Jefferson Neighborhood Investments, Enhanced Downtown Parking, Downtown Facades, Regular Downtown Events, Daily Permits for Food Vendors

COMMUNICATION IMPROVEMENTS – Branding of City, Wayfinding Signage, Historical Markers, Unify City through Volunteers, Make More Information Available, Clear Report Process for Complaints/Issues, Promote Location of Parks


INFRASTRUCTURE AND UTILITIES – Repairs and Improvements to Roadways, Water, Wastewater, Fire Hydrants, and other Utilities

RECREATION – Expand Traditional Youth Recreation Programs to include New Cultural Programs (art, music, theatre, pottery, etc.), Enhance Adult Recreation Programs

PARKING – Lack of adequate and safe public parking areas in Downtown

Combined Focus Group Feedback

REGIONAL TRANSIT- Consider work related transit

- Travel Charlotte destinations are mostly the airport, medical, entertainment, shopping, food, and work

- More interest in regional light rail than bus

BROADBAND- Downtown area has adequate digital services

- Expand broadband services in other areas of the community

- Invest in municipal broadband

Combined Focus Group FeedbackCOMMUNITY POLICING- Increase visibility of officers, especially downtown

- Identify and increase resources to address transient homeless population

- Address loud vehicles and speeding in Historic District and other areas

- Maintain good community relations in individual neighborhoods

ACCESS TO HEALTH CARE- Add rotating specialty clinics

- Convenient health care is an economic driver

- Identify opportunities to add free / subsidized clinics andprimary health care services

- Develop partnerships

Combined Focus Group Feedback

HOSPITALITY- Lack of hotels, small boutique hotel or larger hotel needed

- Historic properties and bed and breakfast opportunities

- Collaborate with Carolina Panthers to invest in community

UTILITIES / HOUSING- Consider alternative water treatment options and/or

regional system

- Strengthen neighborhoods by resolving dilapidated housing/properties through more code enforcement and resource assistance programs

- Advance strategies to address homelessness, housing affordability, and available housing stock

Staff Input Process

All of the department leaders participated in a Strategic Plan meeting in December

Staff reviewed the Focus Group feedback and responses from the Community Survey prior to the meeting

Staff responded to questions about community challenges, opportunities for department improvements, and department top priorities

The summary of the staff input will be forthcoming

Questions and Discussion

city of yorkc22f4068-92bf-4ebb...south carolina municipal association and other supporting...

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