Loading...
HomeMy WebLinkAboutResolution 36-22 To: Members of Dublin City Council From: Dana L. McDaniel, City Manager Date: July 19, 2022 Initiated By: Homer Rogers, Assistant City Manager/Chief Strategy and Innovation Officer Re: Resolution 36-22 – A Resolution adopting the City of Dublin, Ohio’s Strategic Framework Background During the June 21, 2022 City Council Workshop, Staff presented a recommendation for a Strategic Framework that focused on a revised vision statement and associated strategic goals. This recommendation was born out of efforts in pursuit of Council’s goal from 2020 to “Develop a 2035 Visionary Framework”. At the conclusion of that presentation, Council provided direction to staff to bring forward a resolution for consideration at the next City Council Meeting adopting the recommended “City of Dublin, Ohio Strategic Framework” with some modification, which included the following: 1) Reorder the Vision Statement to read, “Dublin, Ohio is the Most Sustainable, Connected, and Resilient Global City of Choice.” 2) The “Physical” goal under the category of “Most Resilient” should mention programming and resources. 3) Remove the “2035” year designation and simply use the title “City of Dublin, Ohio Strategic Framework” with the understanding that this framework would be reviewed annually by Council during its Strategy and Goal Setting Retreat. Recommendation Staff recommends the adoption of Resolution 36-22. Attachments: Resolution 36-22 Revised Slide Presentation from the June 21 Council Workshop Office of the City Manager 5555 Perimeter Drive • Dublin, OH 43017-1090 Phone: 614.410.4400 • Fax: 614.410.4490 Memo City of Dublin, Ohio Strategic Framework Dana McDaniel & Homer Rogers July 19, 2022 February 2020, Council set a new goal Develop a Dublin 2035 Visionary Framework: To provide a vision for the City of Dublin out to the year 2035 that will guide decision making, strategy development, planning, operations, and economic development Council’s Goal To adopt a revised Vision Statement: Current:“A Global City of Choice. Vibrant. Innovative. Engaged.” Proposed:“Dublin, Ohio is the Most Sustainable, Connected, and Resilient Global City of Choice.” What staff needs from Council Purpose Vision (Goals) Mission Values & Guiding Principles Elements of a Strategic Framework Dublin’s Purpose, Vision and Mission Purpose:The City of Dublin, Ohio secures the benefits of home rule and exercises the powers of self-governance as conferred by its Charter, the Constitution and the laws of the State of Ohio. Vision:A global city of choice. Vibrant. Innovative. Engaged. Mission:We are and always have been a proud local democracy. In our service, we strive to provide the best quality of life and environment in which our residents and businesses can thrive. We seek to ally our proud traditions with the best innovations of the future. Dublin’s Values & Guiding Principles Integrity:We are open and honest. We honor our commitments to the community and each other. Our actions are consistent with what we say. Respect:We treat our coworkers and members of the community with courtesy and dignity. We embrace diversity and acknowledge the needs, responsibilities and inherent worth of each individual. Communication:We maintain an environment in which employees feel free to share ideas and information. We promote open interaction throughout the organization to ensure knowledge and understanding among all employees and our community. Teamwork:We create a climate in which all employees work together and support the individual talents and contributions of team members. We celebrate successes and see mistakes as opportunities for growth; we will never willingly let a member of our team fail. Accountability:We are responsible to our community and each other for our personal and organizational decisions, actions and performance results. We are committed stewards of our City’s assets and resources. Positive Attitude:We focus our efforts on constructive behavior, attitudes and solutions. We promote an environment that people love going to every day –a place where each individual can find a sense of belonging, inspiration, enjoyment and meaning. Dedication to Service:We pursue innovation and continuous improvement in all we do. We are committed to efficient, effective and responsive service delivery that makes a difference in the lives of those we serve. What is a Vision Statement? What an organization wants to be and how it wants to be perceived. “A Global City of Choice”: This is what the City wants to be and how the City wants to be perceived.•We recognize that our residents, businesses, and visitors are global•All things are “glocal” –the interconnection of global and local issues –World is smaller•Every day our businesses and residents interact and compete globally•We want Dublin, Ohio USA to be recognized as a city that participates/competes globally From “Vibrant. Innovative. Engaged.”:•Moreso reflects a state of being rather than where we want to be in the future. •Vibrant is reflected under “Sustainable” in the proposed vision (Economic)•Innovative is reflected in our mission and values •Engaged is reflected in our values and “Connected” in the proposed vision To “Most Sustainable, Connected, and Resilient”:•Reflective of more recent Council conversations and intent reflecting survey results •Provides aspirational goals•Actionable •Measureable What’s Different & Why Change? Vision for the Dublin 2035 Strategic Framework (Proposed) “Dublin, Ohio is the Most Sustainable, Connected, and Resilient Global City of Choice ” Vision for the Dublin 2035 Strategic Framework (Proposed) Economics:The city where diverse businesses want to be located in order to grow, thrive, develop and participate in the global economy. (Economics & Land Use) Fiscal:The city recognized globally among its peers for exemplary fiscal health, accountability, & transparency. (Economics) Environment:The city that is the model for sustainable community design, is zero- waste, carbon neutral, and supportive of its natural environment while providing the diverse living, entertainment and recreational experiences that are attractive to all. (Quality of Life & Land Use) Service:The city that delivers world class, innovative and efficient services to its residents, business, and visitors as demonstrated by a system of analytics and performance measurement. (Quality of Life,Land Use & Infrastructure) MOST SUSTAINABLE -GOALS Economics Quality of Life Land Use Infrastructure Democracy:To be a model democracy where people are connected and engaged with their local government. (Economics, Quality of Life, Land Use & Infrastructure) Mobility:A city that connects its populace with the most advanced multi-modal transportation options available to meet their every need. (Quality of Life, Land Use & Infrastructure) Infrastructure:A city with state of the art, reliable, and safe water, power, sanitary sewer, storm water, waterways and thoroughfares. (Infrastructure) Broadband:The city that ensures 10 Gigabit access and capability to all residents, businesses, and visitors. (Quality of Life & Infrastructure) Economics Quality of Life Land Use Infrastructure MOST CONNECTED -GOALS Vision for the Dublin 2035 Strategic Framework (Proposed) Physical:A city that provides a multitude of options geared toward the physical well- being of all who live and work here be it medical facilities, programming, resources, recreation/sporting venues, parks, playgrounds, or shared-use paths. (Quality of Life & Land Use) Mental:A city that cares and provides a multitude of options for the mental and behavioral well being of all and is also a community of lifelong learning & modern educational experience. (Quality of Life) Safety:A city that prides itself as the safest place to live and is prepared and resourced to withstand and quickly recover from any crisis or disaster. (Economics, Quality of Life & Infrastructure) Social:A city where all are welcomed, valued, engaged, and included regardless of socio- economic status, race, ethnicity, color, sexual orientation, gender, disability, age, military or religious status . (Quality of Life) Economics Quality of Life Land Use Infrastructure MOST RESILIENT -GOALS Vision for the Dublin 2035 Strategic Framework (Proposed) Adopt a revised vision statement and associated goals: What Staff Recommends “Dublin, Ohio is the Most Sustainable, Connected, and Resilient Global City of Choice ” $250,000 is included in the 2022 Operating Budget for the Community Plan Update The following studies/initiatives are currently in-progress and will inform the Community Plan Update:•Dublin Area Housing Study –complete Fall 2022•Economic Development Strategy and Action Plan –complete November 2022•Parks & Recreation Master Plan Update –In Progress•Dublin 2035 Strategic Framework RFP will be issued in late Summer 2022 with anticipated project start of early Fall 2022 Community Plan Update Nesting of Dublin’s Strategic Planning Dublin’s Strategic Framework Economic Development Plan Financial Plans City & Police Department Plans Public Works/ Facilities/ Infrastructure Parks and Recreation Master Plan Community Plan Repository of Strategies, Plans, and Studies Community Plan: (1988, 1994, 1997, 2013) -Greenway Linkages Feasibility Study (2002) -Central Ohio Greenways Strategic Plan (MORPC) -Historic / Old Dublin Are Enhancement Study (2001) -Senior Housing Study (2015) -Bridge Street District Vision Plan (2010) -Dublin Corporation Area Plan (2018) -Coffman Park Area Plan (2011) -Bright Road Area Plan (2013) -Southwest Area Plan (2013) -Dublin Jerome Crossroads Plan (2016) -Legacy Office Competitiveness Study (2016) -West Innovation District Area Plan (2017) -Insight 2050 (MORPC) -RAPID 5 Project Financial Plans: -Capital Improvement and Operating Budget (Updated and Approved Annually) -Debt Policy -Fee and Service Charge Policy -General Fund Balance Policy -Investment Policy Ordinance 82-13 Parks and Recreation Master Plan (2010 & currently under review) -Scioto / Riverside Park Master Plan -Space Needs Study (2015) Economic Development Plan:(Reviewed Semi-Annually) -Mount Auburn Report Chapters 1 –5 (1994) -Compete Columbus Report (2005) -Dublin -Columbus Economic Development Agreement (2009) -Columbus 2020 Strategic Plan (2010, 2012, 2014) -Battelle Cluster Report (2012, 2015) -Teconomy Report (2020) -One Columbus 2030 Plan City Operations & Police Department Plans -Police Department Strategic Plan (2017) -Emergency Operations Plan (City & Police Department each updated annually) -Mass Vaccination Contingency (2020) / Pandemic Response (2011) -O’Shaughnessy Dam Emergency Action Plan -Point of Dispensing Plan (2013) Public Works/Facilities/Infrastructure: -Storm Water Master Plan (1998) -NPDES/MS4 Permit Report (2016) -OEPA Director’s Final Findings and Orders -Columbus Dublin Sewer Service Agreement (1993) -Bikeway Master Plan -Thoroughfare Plan -Transportation Studies (Avery Rd S, Frantz Rd N, Sawmill Road, US33) -Other Infrastructure Plans (Water, Sanitary Sewer, Waterway, Water, Solid Waste, etc.) -Sustainability Plan The Dublin 2035 Strategic Framework (Part 1) VISION A global city of choice that is the most sustainable, connected, and resilient MISSION We are and always have been a proud local democracy. In our service, we strive to provide the best quality of life and environment in which our residents and businesses can thrive. We seek to ally our proud traditions with the best innovations of the future. PURPOSE The City of Dublin, Ohio secures the benefits of home rule and exercises the powers of self- governance as conferred by its Charter, the Constitution and the laws of the State of Ohio. VALUES / GUIDING PRINCIPLES Integrity Communication Teamwork Accountability Positive Attitude Dedication to Service Economics Fiscal Environment Service GOALS (Connected) Democracy Mobility Infrastructure Broadband GOALS (Resilient) Physical Mental Safety Social GOALS (Sustainable) The Dublin 2035 Strategic Framework (Part 2) VISION MISSION PURPOSE VALUES / GUIDING PRINCIPLES Economics Fiscal Environment Service GOALS (Connected) GOALS (Resilient) -Diversify the City’s Economic Base/Businesses -Increase Competitiveness of Existing Office Spaces CRITICAL SUCCESS FACTORS -Inflation rates -Downturns in local and global economy -Effects of Pandemic BARRIERS STRATEGIES -Inventory Office Space (Econ Dev Dir) –Quarterly -Assess Tax Collection Accountability (Fin Dir) –Annually -Review Econ Dev Plan (CFDO) – Semi-Annually ACTION PLANS -Increase Income Tax Revenue by 3% Annually -Maintain Office Vacancy Rates between 8% and 15% -Maintain and Execute a Comprehensive Economic Development Plan -Promote the Development of New Office Spaces -Engage and Know our business, real estate and development communities OBJECTIVESGOALS (Sustainable) Purpose Statement-Why we exist. This is the Preamble to Dublin’s Charter. Vision -What we want to be and how we want to be perceived if we accomplish the mission Mission –The statement of what an organization does, for whom, and to what benefit. Values & Guiding Principles -Culture / How we will operate. (Values + Behavioral Statements) Goals -Broad long term aims that define fulfillment of the mission Objectives -Targets that Measure the Accomplishments of Goals -They are Specific, Measureable, Achievable, Relevant, & Time Bound Critical Success Factors (CSF) & Barriers –Key conditions that must be created and challenges that must be overcome for objectives to be achieved Strategies –Activities to achieve an objective, create a CSF, or reduce a barrier. (By doing what?) Action Plan -Specific implementation steps: What, Who, When & Resources Elements of a Strategic Plan MISSION STATEMENTS define why your business exists and why it’s important, including the problems you aim to solve with your product or service. The mission explains an organization’s plan for the present based on what it wants to achieve. Some are long, some are short, some are measurable, others aren’t—mission statements vary by industry but all should be unique and realistic. VISION STATEMENTS declare where your organization wants to be in the future, framed in an aspirational, forward-thinking manner. Visions should be creative, ambitious, and have a logical connection to the mission. This isn’t a road map (that’s what your strategy is for), but rather the destination based on your mission. Vision statements help organizations make strategic decisions, aligning effort with goals. Mission and Vision Defined -ClearPoint February 3, 1986: Council appoints an ad hoc “Goal Setting Committee”. 1990-2022: Council begins an annual process of formally adopting resolutions that set, report on, and revise goals for the city on a nearly annual basis. These goals have either been considered completed over the years or have been operationalized into City strategy and other plans Major Goal Themes: (200+ over the years) High Quality Cable TV Beautiful Neighborhoods Fiber to the Home Broadband Infrastructure Land Use Community Connectivity Visioning for the future Transportation & Mobility Amenities (Pools, Parks, etc.) -Shared Use Paths Educational Facilities Volunteerism Pedestrian Friendly Districts -Recreation Center Diversity, Equity & Inclusion Research & Development Economic Development Bridge Park District Public Service Improvements Greenways Historic Preservation Fiscal Health & Stability Safety & Emergency Services Intelligent Community Ecological Preservation Aging in Place Resilience of the City Waterways Sustainability Water and Sewer International Business Partnership w/Schools & Library Business Partnerships Quality of Life Building Standards & Code Public Art Traffic Safety & flow Cultural Events Non-Discrimination Community Events The Dublin Link Historic District Bridge Park District Data Analytics History –Formal Goal Setting In 2022 Council, during its retreat considered two previous goals completed or operationalized. They then proposed two additional “annual” goals be added and prioritized for the year. 1) Become the Most Connected Community in the U.S.: To pursue pilots to find viable solutions to deliver broadband access and smart city capabilities to all our businesses and residents. 2) Develop a Dublin 2035 Visionary Framework: To provide a vision for the City of Dublin out to the year 2035 that will guide decision making, strategy development, planning, operations, and economic development 3) Strengthen the Stewardship and Vitality of our Historic District Core: Establish definitive goals on “what” the Dublin community aim to preserve –environment, structures, era, and architecture. Consider a potential “Preservation District/Area” within the Historic District. Explore dedicated management and support options and structures that would allow “someone” to wake up every day with the focused mission and tools of delivering on the goals of the district. 4) Develop Dublin’s “Destination of Choice” Next Generation Community Events Vision: Develop a community Events programming & Management roadmap that encompasses both sides of the Dublin Link as a center of gravity while leveraging Dublin parks and facilities to create a connected, and comprehensive vision driving vitality, engagement & entertainment –motivating residents to “never have to leave” and enticing non-residents to make Dublin their “destination of choice”. Council’s Annual (or Priority) Goals –(2022 -Resolution 22-22) In 2010 “Strategic Focus Areas” were introduced: 1. Fiscal Health & Economic Vitality 2. Livable, Sustainable, and Safe 3. Civic Engagement 4. Public Services and Infrastructure 5. Smart, Customer-focused Government City Council’s Strategic Focus Areas (2010 -2022) In 2017 Council “Strategic Focus Areas” became: 1. Fiscal Health 2. Economic Vitality 3. Smart, Customer-focused Government 4. Community Engagement 5. Safe and Resilient Community of Choice Added these to the Focus Areas between 2015 and 2017: Priorities / Objectives Strategies Action Steps Examples of Other Cities –Dover NH Examples of Other Cities –Glendale CA Examples of Other Cities –Champagne, IL Examples of Other Cities –Champagne, IL 2021-2023 City Council Goals and Key Projects Our City Keeps Our Community Safe Our City Expands Economic Opportunity Our City Builds Safe and Sustainable Infrastructure Our City Invests to Support its Vibrant, Diverse Neighborhoods Continue Other High Priority Projects Examples of Other Cities –Champagne, IL 2021-2023 City Council Goals and Key Projects Our City Keeps Our Community Safe •Implement a continuous recruiting program for Police and develop innovative and customized marketing strategies for recruiting new and lateral officers. •Work with community members and organizations to support efforts to deter gun violence, including support of youth and families and youth programming. •Research, develop, and implement additional policing reform measures, in accordance with analysis of calls for service, changes to state law, public feedback, and Council direction. This includes the development and implementation of a new community safety and wellness program to prevent and address neighborhood public safety concerns that do not require law enforcement. •Research, develop, and implement a Mental Health Response Team to improve responsiveness to the behavioral health needs of the community. •Research, develop, and implement technological solutions to improve public safety in the Downtown area, including in City-owned parking lots and rights-of-way. •Proactively address community violence through the research, development, and implementation of critical components of the focused deterrence model, including an organized hospital-based intervention, street outreach workers and violence interrupters, and ongoing program evaluations, as well as adding sufficient staff to oversee and coordinate of these initiatives.