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HomeMy WebLinkAbout08-05-19 Work Session Minutes Dublin City Council Work Session Monday, August 5, 2019 Council Chambers Minutes of Meeting Mayor Peterson called the Monday, August 5, 2019, Work Session of Dublin City Council to order at 6:00 p.m. at Dublin City Hall. Members present were: Mayor Peterson, Vice Mayor Amorose Groomes, Ms. Alutto, Ms. De Rosa, Ms. Fox, Mr. Keenan and Mr. Reiner. Staff members present: Mr. McDaniel, Ms. Mumma, Mr. Earman, Ms. Goss, Ms. Burness, Mr. Stiffler, Ms. Richison, Chief Paez, Mr. Syler, Ms. Gilger, Mr. Taylor, Mr. Krawetzski, Ms. Kennedy, Ms. Readler, Mr. Somerville, Ms. O’Callaghan, Mr. Gracia, Ms. Ray, Mr. McCollough, Mr. Ashford, Ms. Cox, Ms. Willis, Ms. O’Malley and Mr. Plouck. Also present were representatives from TEConomy Partners LLC, Deborah Cummings and Joe Simkins. Economic Development Strategic Plan – Session 5 Mr. McDaniel stated that, as a result of the consultant’s recommendations on three primary strategies, staff has gone a step further and developed actions and tactics for each of the primary strategies. The goal is to get to a level of detail and comfort as staff executes a plan. This is a mechanism that can be monitored and reported on. This is a living document that is representative of things that have been on-going fundamental economic development tactics as well as some new ideas as a result of a number of discussions. He encouraged Council to provide feedback. Ms. Gilger added that the headwinds document that was provided to Council was to provide explanation regarding the disruptive economic trends we are facing as well as outlining why we are taking a new look at this strategy. Due to the length of the material to be presented, Mr. McDaniel suggested that Ms. Cummings highlight the strategies and make sure there are no questions or comments before proceeding to the actions and tactics. Ms. Cummings stated that they took to heart all of Council’s comments at the last review regarding what the critical strategies are and to be specific in what will be done regarding each strategy. She shared a presentation (attached hereto as Exhibit A). The first few slides of the presentation explain the Columbus region’s tremendous growth and how it may impact Dublin. Dublin has been able to maintain a skilled population and a strong base of industry cluster drivers, however other suburbs are “catching- up” in key economic indicators. She noted that Dublin’s economic imperative comes down to:  the changing economy;  the rise of mixed-use urban development in nurturing knowledge industries that Dublin wants to attract and retain;  the shifting preferences among the modern highly skilled workforce;  the changing nature of industry clustering and supply chains; and  the need for ongoing investment in community, economy and strategies. Ms. De Rosa stated that it was an excellent summary. She particularly like the phrase, “continue to work to have a self-sustaining economic engine in times of change.” Dublin City Council Work Session Monday, August 5, 2019 Page 2 of 9 Ms. Fox appreciated the summary. Not only does Dublin need to continue to look at building its economic resiliency, but attracting the young workers and retaining them. Ms. Alutto agreed and appreciated looking at the history of how we got where we are. Continuing to look at trends is an important piece. Ms. De Rosa noted the statistic that in the 1970’s, 40% of households had two children and now that is 20% of households. This is the shift that will likely make up the workforce in the region going forward. Ms. Cummings stated that Dublin’s economic development strategy is focused on three facets of the economic development ecosystem to ensure future economic vitality. She likened this model to a three-legged stool, meaning without one of them, it will fail. The three are to: create diverse development nodes, streamline development process and nurture growth of targeted industry clusters. Under each of these strategies are very specific actions around each strategy. 1. Create Diverse Development Nodes – meet the 21st century industrial demand for vibrant physical space. a. Build on the momentum of Bridge Park/BSD; b. Move the West Innovation District forward by setting the conditions for development attractive to the targeted industry clusters; c. Focus efforts to redevelop the Dublin Corporate Area/legacy office parks and provide additional points of connection to alternative living/retail space; and d. Connect development nodes through deployment of mobility technologies and serve as a “suburban” pilot. 2. Streamline Development Process – make more predictable development processes, thereby reducing uncertainty. a. Foster understanding and predictability regarding the type of development being sought and adhere to the stated vision/plan for development; b. Reduce uncertainty of the decision-making process; and c. Connect industrial leadership with City leadership on a regular basis. 3. Nurture Growth of Targeted Industry Clusters – proactive attraction of the skilled labor that we want to be comprised of. a. Enhance existing economic efforts; b. Focus economic development teams efforts on key industry clusters; c. Capture larger portion of Columbus Region’s scaling/high-growth companies; and d. Establish more effective industry networks to better connect local companies to each other and to the broader community. Ms. Cummings asked if there were questions or feedback from Council at this point. Mr. Reiner stated that this is who we are and what we should continue doing. He believes these are all accurate. Vice Mayor Amorose Groomes inquired if these actions under each strategy were in order of importance. Ms. Cummings stated they are not in order of importance, but more a logical flow of the model and what is happening in the City. Vice Mayor Amorose Groomes stated that there are great ideas in these actions, but she suggested rather than saying “. . .redevelop the Dublin Corporate Area/legacy office parks . . .” instead say “supplement the development” that is there. She believes that we have a lot of opportunity in Dublin City Council Work Session Monday, August 5, 2019 Page 3 of 9 those areas to improve them. Some redevelopment can be really expensive. She would like to get what we can out of what we have. Mr. Reiner stated that it is also important to maintain the infrastructure. It is an important aspect of the quality of life. Ms. Cummings stated to Vice Mayor Amorose Groomes’ point that the term “redevelop” can mean a lot of things, but they can look at rewording that. Ms. Fox stated that identifying where we haven’t been able to do this at the level that we are trying to do it today is very important when looking at implementation and predictability. Identify where our weaknesses are and where potential problems may be and fix them. Ms. Cummings stated that under strategy two, actions one and two have a number of tactics that address that. She encouraged Ms. Fox to evaluate whether or not it is properly addressed at that point in the presentation. Ms. De Rosa wants to add a fourth circle. She was struck by new-localism. A fourth strategy of outlining partnerships: who to partner with, public/private partnerships, entrepreneurial development, etc. She could not see how it fits within the strategies, so believes a fourth one could be added or some actions added to the appropriate existing strategies. Ms. Cummings stated she agrees that partnerships between public, private, academia, business, broader region are critical. As we get into tactics, partnerships will be represented. She suggested that public/private partnerships encompass all three strategies. Ms. Alutto agreed with Ms. De Rosa and Mr. Reiner’s comment regarding infrastructure. She would to incorporate the infrastructure and foundational work that the City needs to continue doing as part of this model as well. Mayor Peterson stated where the three strategies overlap would be considered the collaboration element. Strategy 1 – Action 1: Build on the momentum of Bridge Park/BSD (Exhibit A, page 7) Ms. Cummings reviewed the tactics that her team was recommending in support of the first action. She asked if there was anything on this list of tactics that Council would disagree with. She also encouraged Council to provide any ideas pertaining to this specific action item. Mr. McDaniel added that the only item on this list that is still a question is the fieldhouse item. Mr. Keenan asked why the consultants felt the fieldhouse was an attractive element. Ms. Cummings stated that fieldhouse would bring a unique “play” angle to the live-work-play environment that is being built out at Bridge Park. Ice time is in demand in the Columbus region so people outside of Dublin will be brought into the city. Mayor Peterson stated that it is important to keep the higher level view of these tactic items. Ms. Fox stated that she would like to see shuttles, urban mobility, biking, connectivity and a way to incorporate arts. She would also like someone to bring all this together as a “Main Street USA” coordinator. Ms. Cummings asked if the mobility items could be incorporated into the fourth action involving mobility technologies. Ms. Fox agreed. Mr. Reiner stated that Bridge Park also has a “coolness” factor. The fountains, art and recreational items that draw people in is something they want to be a part of. Ms. De Rosa stated that she wonders how much is enough, how much is not enough? Mr. McDaniel stated that this list represents what they realistically believe is achievable. Ms. De Rosa stated that building momentum needs to be measured. Will staff be coming back with metrics? Mr. McDaniel stated that these strategies tell us where we are headed and then we will back it up with metrics. Dublin City Council Work Session Monday, August 5, 2019 Page 4 of 9 Ms. Gilger stated that the metrics that they currently track for office vacancy and new product coming into the City indicates where we have been and have helped develop these strategies and actions. Ms. Fox reiterated Mr. Reiner’s comments about incorporating the exciting items that draw people in. Mr. McDaniel stated that strategy one and the notion of diverse development also needs to be relevant and hip. This is something that should be applied everywhere -- not just for Bridge Park. Strategy 1 – Action 2: Move the West Innovation District forward by setting the conditions for development attractive to the targeted industry clusters (Exhibit A, page 8) Ms. Cummings stated that action two tactics focus on four key areas: 1. The OSU-MC investment; 2. The OU Dublin campus; 3. The US33/Post Road Interchange; and 4. Purchasing strategic tracts of land for future economic development deals. Mr. Reiner stated that he is excited about the OU students coming to the city. Ms. De Rosa stated that she expected to see something about attracting new research companies. Ms. Cummings stated that is under the industry clusters strategies because while the West Innovation District is the perfect place for them, they could be located anywhere. Mr. McDaniel stated that the key to this presentation was to see how these flow and to obtain Council’s feedback. Mayor Peterson suggested that in the interest of time, Council review the detail of the strategies on their own and come back if there are questions or discussion items. Ms. Fox suggested sending any notes on the items over to Mr. McDaniel. Ms. Cummings touched on action three under strategy one involving the DCAP and legacy office parks redevelopment efforts. Vice Mayor Amorose Groomes referred to Mr. McDaniel’s comment regarding items that are executable, and asked if these were achievable from an economic development standpoint or a budgetary standpoint. Mr. McDaniel responded that many of these action items are already in the Five-Year CIP or can be programmed going forward. These strategies and actions are the direction that we want to work our way through. Everyone has a role in economic development. He wants to leverage these partnerships and others. Ms. Cummings stated that strategy two focuses more on time. It is not budgetary, but it is a time commitment to go through these processes and understand how to improve them. Mr. McDaniel stated that this document is a living document that they will continue to revisit. Mayor Peterson referenced the implementation timeline (Exhibit A, page 23). Ms. Cummings clarified the timing definitions as:  Immediate: begin efforts before end of calendar year;  Short-term: refers to action in the year 2020;  Mid-Term: two to three years down the road;  Long-term: some could be earlier, but the technologies continue to develop and partnerships may be formed. The prioritization definitions are:  Critical: essential for the success of the strategy; Dublin City Council Work Session Monday, August 5, 2019 Page 5 of 9  Significant: could have a major impact in advancing the strategy; and  Important: can contribute to the success of the strategy. Ms. Cummings stated that the measures of success are meant to answer the question, “How do we know we are successful?” Ms. Fox asked, “When does a city know enough is enough?” Ms. Cummings stated that a city never stops investing, however, making sure there are still green spaces, relevant development, recreation, etc. It needs to be smart investment. Ms. Fox stated that it needs to be defined somewhere in the document. When looking at projects individually, it is possible to miss the holistic view. It is important to keep the holistic view to know what the end picture will look like. Mr. McDaniel stated that the preamble of the Community Plan should be revisited and a dialogue held. Mayor Peterson stated that housing plays a role in economic approach. Sometimes we need to adjust the way we are thinking. Ms. Fox stated that she would like to engage the public to what the new Dublin might evolve into. Vice Mayor Amorose Groomes stated that most of the concern among the residents is that the City is building for the sake of building. Do we want to be all things to all people or do we want to have a set identity? Identify the needs and then state the needs we are willing to fulfill. Ms. Alutto agreed that being explicit about staying true to the Community Plan is important. She believes it is important to tie whatever actions we are taking back to the Community Plan. Ms. De Rosa asked if the MORPC corridor studies will come back to Council for discussion. Mr. McDaniel stated that his understanding is that there will be more information coming as work continues on the corridors. Vice Mayor Amorose Groomes stated that she anticipates MORPC may come back and ask, “Which piece of this are you interested in?” Mayor Peterson suggested focusing on the last two slides and determine if there are any concerns. Ms. Alutto stated she is fine with the strategies, but wants to understand the resources needed to achieve these actions and from what sources -- the resources needed are not just monetary, but time, staff etc. She would like to understand more about how that comes together. Mr. McDaniel stated another key note is that this is not necessarily about the redevelopment of the Legacy Office Park, but the advancement of the ideas or the addition of amenities that are needed. It could be a combination of new development and redevelopment. Ms. De Rosa stated that there were two main goals from Council’s goal setting earlier this year: to be the most connected City and to have a big data strategy. She asked how to tie those into these strategies. Mr. McDaniel stated that those goals are reflected many times throughout the plan. Ms. Fox stated that she would like to see the comments incorporated regarding the alignment with the Community Plan. This is a good measure of success and the Community Plan should always be referenced. Mr. McDaniel stated that it would go under the first column (Exhibit A, page 24). Mayor Peterson stated that it is a balancing act of being able to do the new, hip thing, but always remembering where we came from. Vice Mayor Amorose Groomes state that she would like to see an asterisk next to the “Number of new companies siting locations in Dublin . . . “ in the orange column (Exhibit A, page 24) to note what we are targeting in growth. Filling buildings with call centers would give us higher numbers, but not necessarily what we want. Ms. Cumming stated that she could make the language more explicit. Mr. McDaniel stated that next steps will be: Dublin City Council Work Session Monday, August 5, 2019 Page 6 of 9  To have the consultant convert this action plan into the strategy document, taking into consideration all feedback.  For Council to share any additional feedback with him as they have additional time to review the strategies, actions and tactics.  He will advance that document, possibly in a redline version format back to Council for review. Five-Year Capital Improvements Program – 2020-2024 Ms. Mumma reviewed the previous discussions that have been held regarding the 2020-2024 CIP. She stated that there was a modification to the revenue estimates based upon the receipts received through July as there is an increase of 2.2% over this time last year. Therefore, staff revised the estimate to show a 2.5% increase over what was originally planned. She added that this is still a very conservative view. Ms. Mumma briefly reviewed the project modifications including:  Facilities – maintenance, specifically chiller units;  Facilities – renovation/improvements  Transportation – bridges and culverts maintenance, and  Transportation – streets and parking. She provided a funding summary outlining the total proposed project requests spread over the five-year period. She noted that there are many projects that have other funding sources such as TIF revenues or water and sewer revenues for example. This summary illustrates that the CIP budget has sufficient revenues to cover the requests project costs. Regarding debt financed projects, the North Pool is programmed for 2020 at a cost of $6 million and Riverside Crossing Park is programmed for 2021 at a cost of $7.5 million. Ms. De Rosa asked for the funding source of the US-33 corridor interchange. Ms. Mumma stated that is a cash funded project. Ms. Mumma noted that the debt financed projects that are supported by sewer fund revenue are programmed for years 2020, 2022 and 2024 and are related mainly to maintenance of the existing system. Income tax funded debt shows that on average, we use about 48% of the funding allocated. It was suggested that the City have an allocation in the future to set aside funds for projects that we do not yet know about. With an average of about 48% utilization of the allocation, there is sufficient revenue available to take on additional projects. In future CIPs, this will be shown so that there is a specific allocation set aside for that purpose. The proposed CIP shows maintenance costs of about $79.5 million and the enhancements, new infrastructure and assets total almost $120 million; the largest portion of both of these categories is in transportation. She summarized the funding sources for the proposed CIP, and noted that the unfunded portion of $10.8 million is attributable to the improvements on Hyland-Croy. Mr. McDaniel stated that he is cautious about the cost of a few projects, including: the Riverside Crossing Park, the North Pool and the city hall expansion. Ms. Fox asked if OU has the RFP out for the hotel/conference center. Mr. McDaniel stated that, contractually, the City is committed to the relocation of Eiterman Road as part of the development of Sub-Area 3. OU did put a request out for information (RFI) regarding a hotel/conference center, but the responses were not what they were seeking. He has been in contact with OU and they agree that repackaging the RFI would be appropriate, so they plan to do that. Dublin City Council Work Session Monday, August 5, 2019 Page 7 of 9 Ms. Fox stated that public transportation is a priority and she wants to ensure there are adequate funds to carry that forward. Mr. McDaniel stated that it is shown as recurring funding and as opportunities are realized, we have the ability to respond to those opportunities. Ms. Fox stated that she would like to see the Franklin Street extension included in the CIP. There is no route to the parking garage from the south of High Street. The crosswalk in front of Starbucks is dangerous, so the extension would also be safer for those desiring to cross. Vice Mayor Amorose Groomes agreed. She stated that she asked about the School Administration Building, where the extension would pass through, and the rights of those occupying to gain an understanding. The School has the right to occupy that building for a period of time (end of 2020 school year). Mr. McDaniel explained that after the end of that period, the City could give a six- month notice if it intends to do the project and move the building. He has not had a dialogue with the Schools on this topic. That dialogue can continue about how we might fund that going forward. Mr. Keenan recalled that when this was discussed previously, it was determined that a signal at Franklin would be problematic due to another signal just a short distance away. Mr. McDaniel stated that a signal was contemplated at what would be the new Franklin Street intersection. Ms. Fox believes this is so important to marketing for new businesses and having easy access to parking. Mr. McDaniel stated that revenues have doubled at Johnson’s Ice Cream, so the parking garage is definitely having an impact and people are finding their way. However, if Council sees this as a priority then he will get information back to Council on the impact that would have on the CIP. Vice Mayor Amorose Groomes stated that she would be interested in reviewing the impact of this addition. Ms. Fox added that if the connection is achieved, the Darby lot is a perfect community gathering place in the Historic District. Mr. McDaniel stated that he can provide cost information. Ms. Fox mentioned a couple of historic buildings that remain unoccupied. Perhaps there is an opportunity for the City to own the historic buildings and then utilize them for retail pop-up. Vice Mayor Amorose Groomes stated that topic is appropriate for an upcoming land acquisition discussion. Ms. Fox stated she sees nothing in the CIP regarding anticipated maintenance costs for the pedestrian bridge. Ms. Mumma stated that those costs will be in the operating budget. Ms. Fox asked why they were separated from the general bridge maintenance. Ms. Mumma stated that it depends on what the maintenance is -- there is a difference between routine maintenance and trying to extend the life of the asset. Vice Mayor Amorose Groomes stated that the Franklin County Engineer was trying to bundle Dublin’s pedestrian bridge with the three suspension bridge inspections in Franklin County to try to get a better price. Ms. O’Callaghan stated that she has been looking into the inspection costs for the future and is aware of a program that ODOT just implemented under which the pedestrian bridge would qualify for free inspections. Council will see information in the near future about that. Ms. De Rosa stated asked for clarification about the amounts allocated in the current CIP for Riverside Crossing Park under renovations and improvements. Ms. Mumma stated that the 2019- 2023 CIP had programmed $10.9 million in 2019. However, Council was not supportive of issuing debt for that in 2019. Because of the timing of the bridge and coordination of projects, the $10.9 will come forward -- whether in 2019 or 2020. Ms. De Rosa stated she sees only $7.5 million. Ms. Mumma stated that it was already slotted for 2019 and she took that into account when looking at the debt as well. It will likely come forward as a package in 2020. Leaving it in 2019 reflects a Dublin City Council Work Session Monday, August 5, 2019 Page 8 of 9 conservative approach. The next spend would be the $7.5 million in 2021. There has been no change in the funding of the park. Ms. De Rosa asked about the technology section and where the connectivity to big data, homes, pilot projects etc., is located in the CIP. Mr. McDaniel stated that in regard to connectivity to homes, that project is not included. Fiber optics backbone costs are included to start beta testing. Ms. De Rosa stated she was expecting to see a line item for that. She recalled from goal setting that Council wanted to beta test and pilot some programs and she expected to see them in the CIP. Mr. McCollough stated that the funding is not so significant to require a separate line item. The funds exist to be able to begin the testing and pilots. Vice Mayor Amorose Groomes asked if there were preliminary estimates for fiber costs. Mr. McCollough stated there are no estimates yet due to the newness of the programs. Mr. McDaniel stated that staff is still exploring what this might look like. Work is not far enough along yet to know exact numbers. Ms. De Rosa stated that she is very interested in the block chain work and the pilot projects. Ms. Fox asked if there were requests for funding regarding IT and economic development strategies. Mr. McCollough stated that the number she is referring to relates to IT support and software. The Economic Development department does not have a software demand that IT will support. Ms. De Rosa asked about park maintenance and if there are sufficient dollars. Was this budget flat from 2019? Vice Mayor Amorose Groomes stated it was $1,040,000 in 2020 and then $800,000 in 2021-2024. Ms. Mumma stated that the current CIP had $800,000 programmed each year, so it was actually increased for 2020. In response to Ms. De Rosa about whether this is adequate going forward based upon growth of parklands. Mr. McDaniel stated that, based upon the inventory that is conducted annually, that number is sufficient. The number is evaluated each year, and placeholders included. Vice Mayor Amorose Groomes noted that perhaps more funding is included in park maintenance in the operating budget. Mr. McDaniel clarified that equipment replacement would be funded in the CIP. The care of the park is in the operating budget. Mr. McDaniel stated that regarding the new interchange, Union County has indicated they will match the City’s $2.5 million and they have approached ODOT about match funding. Ms. O’Callaghan added that a hearing with TRAC will be held in early September where we will learn what additional funding ODOT will be willing to contribute to the project. After that, the City and Union County will have more discussions about the appropriate contribution levels. Mr. Reiner thanked Ms. Mumma for the great report, with clarity and detail. Ms. Alutto asked about the technology contained within the 33 COG infrastructure budget. Mr. McCollough stated that the number represents what equipment we will be contributing -- such as the devices sitting on the poles, in vehicles, and in the data center, etc. Ms. Alutto asked if that number included the fiber built as part of that. Mr. McCollough responded it did not. There is a significant amount of supporting equipment around that fiber, for example. Ms. Alutto asked sanitary sewer Section 9, Deer Run sewer upsizing for Dumfries Court. What is the portion for this year versus going forward? Mr. McDaniel stated that the work this year is the short-term “band-aid” fix and there is future work planned for $1.6 million. Mayor Peterson stated that he does not like to see utilities being marked on a bike path that is newly sealed. He asked if there was anything that can be done about that. Mr. McDaniel stated Dublin’s Economic Development StrategyRevised Draft Based on Council Feedback2Setting the Regional Economic Context•Strong Columbus MSA Growth Presents Significant Opportunities ….•Columbus MSA ranks first among the Midwest’s top 10 largest metro areas in population growth, job growth, and GDP growth as well as having one of the highest concentrations of diversity and one of the largest populations of millennials.•The region as a whole has continued to expand on its key strengths in industry clusters supporting corporate HQ activities, electronic commerce, and finance and insurance•Columbus MSA boasts strong talent, institutions and platforms generating increasing levels of innovation and entrepreneurial activity•Strong academic, healthcare, and corporate institutions support clusters of activity in research and innovation including Ohio State University, Nationwide Children’s Hospital, and numerous corporate innovation centers •Columbus has become one of top metros in the US for scaling young companies, demonstrating the growth of its entrepreneurial culture and resources (Kauffman Index for Growth Entrepreneurship, Metro Area and City Trends 2017)•….as well as Challenges for Dublin’s Future Strategic Economic Position •Other suburbs are building out their own industrial bases and identities as a part of this broader growth increasing the competition for economic development activity. 3Dublin’s Economic Imperative•To date, Dublin has been able to maintain its legacy high quality of place with a skilled population and a strong base of industry cluster drivers led by key anchor companies –however, it is starting to fall behind the broader region and other suburbs are “catching-up” in key economic indicators •The city is facing a number of industrial and demographic transitions that present potential economic disruptions to its current competitive position, including:•The Rise of Mixed-Use Urban Development in Nurturing Knowledge Industries•The Shifting Preferences Among the Modern High-Skill Workforce•The Changing Nature of Industry Clustering and Supply Chains•The Need for Ongoing Investment in Maintaining Strong Local Economies•These trends present a new reality that Dublin must confront in shaping a forward-looking economic development strategy.4Dublin’s Economic Development Strategy:Dublin will implement proactive strategies focused on three facets of the economic development ecosystem to help ensure future economic vitalityCreate Diverse Development NodesNurture Growth of Targeted Industry ClustersStreamline Development Processes 5Components of Dublin’s Economic Development Strategy:3 Strategies Comprising 11 Actions•Strategy 1: Create diverse development nodes to meet 21st Century industrial demand for vibrant physical space•Build on the momentum of Bridge Park/BSD•Move the West Innovation District forward by setting the conditions for development attractive to the targeted industry clusters•Focus efforts to redevelop the Dublin Corporate Area/legacy office parks and provide additional points of connection to alternative living/retail space •Connect development nodes through deployment of mobility technologies and serve as “suburban” pilot•Strategy 2: Streamline and make more predictable development processes thereby reducing uncertainty•Foster understanding and predictabilityregarding the type of development being sought and adhere to the stated vision/plan for development•Reduce uncertainty of the decision-making process•Connectindustrial leadership with City leadership on a regular basis•Strategy 3: Nurture growth of targeted industry clusters through proactive attraction and BR&E activities•Enhance existing economic development efforts•Focus Economic Development Team’s efforts on key industry clusters•Capture larger portion of Columbus Region’s scaling/high-growth companies•Establish more effective industry networksto better connect local companies to each other and to the broader community6•Actions on which to focus:•Build on the momentum of Bridge Park/BSD•Move the West Innovation District forward by setting the conditions for development attractive to the targeted industry clusters•Focus efforts to redevelop the Dublin Corporate Area/legacy office parks and provide additional points of connection to alternative living/retail space •Connect development nodes through deployment of mobility technologies and serve as “suburban” pilotStrategy 1: Create diverse development nodes to meet 21stCentury industrial demand for vibrant physical space 7•Tactics to pursue:•Pursue two additional Class A office buildings (commitments 2020-2021)•Pursue the fieldhouse/arena opportunity (?, commitment in 2019)•Immediately adjacent to the BSD, market the city-owned land along Emerald Parkway (near Riverside Drive) and develop a new office project•Plan and program the Snouffer Rd. intersection improvement (Future funding)•Redevelop 5/3 Bank office site at Sawmill Road & Bridge Street•Focus attraction efforts on high-growth companies being incubated elsewhere in the region that are seeking urban-like environments with ability to scale (related to Strategy 3, Action 3)•Other Ideas??Strategy 1 - Action 1: Build on the momentum of Bridge Park/BSD8•Tactics to pursue:•Execute the build-out of the balance of city-owned property associated with OSU-MC investment:•Successfully get the OSU-MC project rezoned (2019) and surrounding infrastructure built (2022)•Partner with OSU-MC, where appropriate, to market and develop surrounding city-owned property. Seek commitments on a neighborhood retail project by end of 2020.•Leverage city-owned and OU-owned land to build out OU Dublin Campus•Jointly develop flex space buildings with Ohio University on its Dublin campus; the City and OU should take an anchor tenant position in a building(s) (Issue a revised RFP for Subarea 3 NLT end of 2019; funding in CIP re: Eiterman Rd relocation; recommend $300k/yr for ten years as an anchor tenant position)•Development must take into account best practices around mixed-use development that combine housing, retail, dining and walk-to-work office space•Development should attract and leverage additional academic presence that is organic to the University and also unique to the desired clusters (Ongoing discussions with OU President Nellis & Columbus State, tOSU)•Construct the US 33/Post Rd. Interchange (Additional City and Union Co. funding proposed in CIP)•Purchase strategic tracts of land for future economic development deals (upcoming land acquisition discussion)•Other ideas??Strategy 1 -Action 2: Move the West Innovation District forward by setting the conditions for development attractive to the targeted industry clusters 9•Tactics to pursue:•Implement the DCAP•Implement best practices around mixed-use, higher-density development that combine structured parking, housing, retail, dining and walk-to-work office space. •Obtain two residential, two retail, and one office redevelopment project by 2021. •Continue attraction efforts focused on IT Cluster with emphasis on talent pipeline and access to Dublink•Consider the use of CRA/abatement to redevelop legacy office parks •Work with the property owner on the potential repositioning (i.e., rezone, mixed-use, utility issues) of the land on the far south end of the former Ashland campus.•Other ideas?? Strategy 1 - Action 3: Focus efforts to redevelop the Dublin Corporate Plan Area/legacy office parks and provide additional points of connection to alternative living/retail space10•Tactics to pursue:•Leverage proximity to 33 Smart Corridor and Smart Columbus to build out autonomous/connected “Smart” infrastructure as a beta/testing platform for R&D•Attract firms/technologies to beta test on the City’s and 33 Corridor’s “smart infrastructure”•Explore the creation of a regular circulator shuttle during normal business hours which travels from WID to DCAP to Bridge Street District. (Similar to CBUS/Mobility Plan in progress)•Consider the West Innovation District a place for a future Hyperloop stop•Create a Smart Corridor R&D facility in West Innovation District on city and/or university-owned land (Could be part of RFI, above)•Study and integrate with the MORPC and COTA corridor studies/initiatives •Consider multi-jurisdictional opportunities regarding East/West regional transit•Other ideas??Strategy 1 - Action 4: Connect development nodes through deployment of mobility technologies and serve as “suburban” beta/testing pilot site 11•Actions on which to focus:•Foster understanding and predictabilityregarding the type of development being sought and adhere to the stated vision/plan for development•Reduce uncertainty of the decision-making process•Connectindustry leadership with City leadership on a regular basisStrategy 2: Streamline and make more predictable development processes thereby reducing uncertainty12Strategy 2 - Action 1: Foster understanding and predictability regarding the type of development being sought and adhere to the stated visions/plans for development•Tactics to pursue:•Validate Council’s commitment to the following area plans:•DCAP•WID•OU Framework Plan•BSD•Provide clear guidance regarding West Bridge Street Transition Plan•Pursue a community vision for the Dublin Historic District•Update components of the Community Plan•Overarching Vision section•Community Character and Environment and Fiscal Analysis sections•Articulate Council’s vision to Council/Board/Members/Staff•Conduct joint training for B&C members & staff clearly articulating vision/responsibilities/purview•Ensure that development plans are adhered to and policies are followed routinely •Other ideas?? 13Strategy 2 - Action 2: Reduce uncertainty of the decision-making process•Tactics to pursue:•Conduct a joint Kaizen Process (led by Master Black Belt) between Council, staff and PZC/ARB to evaluate, understand, and improve processes •Conduct regular debriefs/surveys of customers/cases to understand industry perspectives and identify areas to enhance to ensure continuous improvement•Track and report on key-performance indicators as agreed to between Council and staff (TBD as part of Council’s Visionary Goal #3 – Data)•Use Accela, once fully operational, to track and understand the timeframes and defined performance standards of different development processes •Other ideas??14Strategy 2 - Action 3: Connect industry leadership with City leadership on a regular basis•Tactics to pursue:•Conduct semi-annual Industry Roundtable events hosted by Council to create dialogues to ensure continuous process improvements. Meetings to begin by the end of CY 2019 •Conduct semi-annual Developer and Commercial Real Estate Brokerage Roundtable events hosted by Council to create dialogues to ensure continuous process improvements regarding services offered, development processes, permit processes, etc. Meetings to begin by the end of CY 2019 •Other ideas?? 15•Actions on which to focus:•Enhance existing economic development efforts•Focus Economic Development Team’s efforts on key industry clusters•Capture larger portion of Columbus Region’s scaling/high-growth companies•Establish more effective industry networksto better connect local companies to each other and to the broader communityStrategy 3. Nurture growth of targeted industry clusters through proactive attraction and BR&E activities16Strategy 3 - Action 1: Enhance existing economic development efforts•Tactics to pursue:•Advance collaboration/partnerships among industry, academia, and government to advance economic development•Work with the Dublin City Schools on the growth of its academy programs by finding industry and university partners for additional physical spaces and training opportunities•Train Council and City Leadership Team to conduct BR&E visits •Have the Mayor, City Manager, and Economic Development Director visit with the Top 10 largest companies and key industry cluster firms annually•Understand/be creative in the types of incentives that can be leveraged, for example:•Other ideas??•Performance •Infrastructure•TIFs•Land•Fiber optics•Grants – relocation, renovation, LEED, technology, etc.•PACE•Community Reinvestment Area •Federal grants for mobility/smart technology/beta test sites•Other? 17Strategy 3 - Action 2: Focus Economic Development Team’s efforts on key industry clusters•Tactics to pursue:•Have each Economic Development Administrator focus on a key target industry (detailed actions for each industry on the following 3 slides):•IT & Computer Services•Mobility Technologies•Biomedical •Other ideas??18Strategy 3 - Action 2: Focus Economic Development Team’s efforts on key industry clusters•Tactics to pursue:•IT & Computer Services –•City has established talent attraction and cluster/innovation-building (i.e., dublinrealitycheck.com and quarterly IT speaker series). Build on these efforts by:•Partnering with the City’s CIO on joint programs, i.e., being a “sandbox” for IT companies•Branding and further promoting Dublin’s strength as the Region’s leading hub of IT talent, valuable infrastructure•Use intelligence gleaned from this study to hone City’s IT brand and sales pitch•Further engage IT industry with Dublin’s Emerald Campus for talent connections and ensuring a local talent pipeline•Other ideas?? 19Strategy 3 - Action 2: Focus Economic Development Team’s efforts on key industry clusters•Tactics to pursue:•Mobility Technologies –•Position the city as a unique suburban testing environment for mobility technologies that can integrate with and complement broader 33 Smart Mobility Corridor and Smart Columbus efforts•Undertake proactive marketing efforts to position city as “open for business” in mobility pilot projects to capitalize on connectivity assets already in place•Continue engagement with broader efforts with potential support for mobility technology demonstration projects from capital improvement funds (initial Beta testing in progress)•Leverage the availability of federal funds to actively pursue demonstration projects and partnerships with innovative companies•Recruit additional mobility industry companies to build out cluster•Focus on mid-sized software and hardware solutions providers and integrators to help build out cluster – potential focus for WID•Other ideas??20Strategy 3 - Action 2: Focus Economic Development Team’s efforts on key industry clusters•Tactics to pursue:•Biomedical –•Pursue innovation strategy and partnership opportunities, including:•Gerontology, Aging and tie-in’s with Dublin’s Aging in Place Plan; also potential to connect with Cardinal Health regarding Aging-related product development •Explore public-private partnership opportunities with Ohio Department of Veterans Services on unique housing, continuing care partnerships•Develop regional industrial partnerships around nutrition and other preventative care products. Prospective partnerships could include Nestle and Wendy’s. •Consider Digital Health as a targeted sub-cluster – presence of emerging venture-backed companies + intersecting City-based strengths of IT and Biomedical means ripe environment for Digital Health opportunities •Pending opening of OSUMC – an avenue for potential future OSU R&D partnerships in clinical, other spaces•Methodist Hospital’s new status as “Teaching Hospital” could lead to increase in clinical trials activity and opportunities to further root biomedical innovation•Other ideas?? 21Strategy 3 - Action 3: Capture larger portion of Columbus Region’s scaling/high-growth companies•Tactics to pursue:•As firms outgrow existing incubation space elsewhere in the region, leverage Dublin’s live/work/play developments to attract scaling firms thereby further diversifying Dublin’s economy•Work with the regional entrepreneurial ecosystem (Rev1, Columbus2020, JobsOhio, and area venture capital firms) to identify/access these scaling firms •Monitor and work to attract international R&D locations in key industry clusters•Develop additional building inventory suitable for scaling firms that require space to grow into (See Strategy 1)•Develop the next generation maker space focus on IT/Cybersecurity/Connected-Autonomous technologies •Continue to promote the start up community in Dublin by leveraging the DEC, Fuse, Wendy’s 90 Degree Lab, and the various co-working spaces in Dublin •Leverage Dublin’s IT infrastructure capabilities•Promote Dublink as a competitive/cost saving advantage by developing a new targeted education campaign on the benefits of Dublink•Increase Dublink capacity and availability to commercial buildings•Support other City offices with the beta testing of fiber to the home (Council Visionary Goal #2)•Other ideas??22Strategy 3 - Action 4: Establish more effective industry networks to better connect local companies to each other and to the broader community•Tactics to pursue:•Establish formal industry networking groups with dedicated events and goal of enhancing regular local business community interaction•Actively pursue opportunities to host regional innovation-related events at leading Dublin industries or establishments to increase awareness of city and highlight local industry•Support and attend Chamber (business after hours, Leadership Dublin, corporate Challenge, Chamber Board, golf outing, etc.) and other business organizations’ events (JASCO, AIABG, Chinese Chamber, Korean Chamber, Hispanic Chamber, Union County Chamber, HDBA, NAIOP, Women in Tech, Black Tech, etc.)•Better connect businesses to the community through:•Volunteer efforts •Philanthropy•Sponsorship •Internships •Adopt a park, natural space, or rec program •Workforce: development, attraction, and retention•Corporate wellness program•Other ideas?? 23Strategic Priorities/Implementation TimelineStrategy/ActionPriority* TimingStrategy 1: Create diverse development nodes to meet 21st Century industrial demand for vibrant physical spaceBuild on the momentum of Bridge Park/BSD Critical ImmediateMove the West Innovation District forward Critical Short-termFocus efforts to redevelop the Dublin Corporate Area/legacy office parks Critical Mid-termConnect development nodes through deployment of mobility technologies Important Long-termStrategy 2: Streamline and make more predictable development processes thereby reducing uncertaintyFoster understanding and predictability regarding development being sought Critical ImmediateReduce uncertainty of the decision-making process Significant Short-termConnect industrial leadership with City leadership Important ImmediateStrategy 3: Nurture growth of targeted industry clusters through proactive attraction and BR&E activitiesEnhance existing economic development efforts Important Short-termFocus Economic Development Team’s efforts on key industry clusters Significant Short-termCapture larger portion of Columbus Region’s scaling/high-growth companies Significant Mid-termEstablish more effective industry networks Important Short-term* The classification of priority: criticalfor those actions that are essential for the success of the strategy, significantfor those actions that can make a major impact in advancing the strategy, and importantfor those actions that can contribute to the success of the strategy.24Strategic Measures of SuccessCreate Diverse Development Nodes•Amount of new commercial space built/redeveloped •Real estate absorption rates; vacancy rates•Conduct economic impact analysis of new/redeveloped nodes. Impact measures would include the direct, indirect and induced impact of economic activity. This will capture broader impacts of live/work/play environments.Streamline Development Processes•Leadership connections –number of round table events held and number of participants•Track results of surveys/debriefs with customers•Use Accela to track KPI’sNurture Growth of Targeted Industry Clusters•Number of companies expanding operations in Dublin•Number of new companies siting locations in Dublin; net migration of businesseswNumber of younger (< 5 years old) intra-regional companies moving to DublinwNumber of traded sector companies moving to Dublin•Growth of targeted industry clusters relative to the nation•Number of new jobs created in Dublin•Growth of City tax revenue•Return on investment of incentives provided Innovating Tomorrow’s Economic LandscapeTEConomy Partners is a global leader in research, analysis and strategy for innovation-based economic development. 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