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Home My WebLink AboutResolution 35-25RECORD OF RESOLUTIONS Form 6301 BARRETT BROTHERS - DAYTON, OHIO Resolution No. 35-25 Passed P ADOPTING THE COMMUNITY EVENTS ROADMAP FINAL REPORT WHEREAS, Dublin City Council has adopted a goal to reimagine and launch Dublin’s Community Events Program; and WHEREAS, this is further defined to develop a connected, comprehensive, and fiscally sustainable vision driving celebrations, engagement and entertainment by implementing the local and regional community events program and management roadmap; and WHEREAS, the City has commissioned Yard & Co. to develop a comprehensive community events program and management roadmap that reviews and recommends improvements to the City’s current event operations and future planning, including an analysis of event management models and best practices, budget and staffing, annual scheduling tempo at City facilities, permitting processes, and strategies to attract and plan future events.; and WHEREAS, Yard & Co. has completed the final report of the Community Events Roadmap, which includes feedback from City Council, stakeholders and the public received at various points throughout the development of the final report. NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Dublin, State of Ohio, ‘L__ of the elected members concurring, that: Section 1. The Community Events Roadmap Final Report is hereby adopted, attached as Exhibit A. Section 2. This Resolution shall take effect upon passage in accordance with Section 4.04(a) of the Revised Charter. Passed this Dia day of a , 2025. Mayor — Presiding Officer Od, (pus ak of Coyncil 7), To: Members of Dublin City Council From: Megan D. O’Callaghan, P.E., City Manager Date: May 13, 2025 Initiated By: Lindsay Weisenauer, Chief Communications and Public Relations Officer Kendel L. Blake, Assistant to the City Manager Re: Community Events Roadmap Final Report Background At the July 1, 2024, City Council meeting, Council unanimously directed staff to enter into final contract negotiations with Yard & Co. (Yard) for the Community Events Roadmap. The deliverables for the project include: • A Summary of Understanding • An events operations audit • A Community Events Roadmap Final Report As part of the project initiation, Yard visited Dublin in August and September to review Dublin Irish Festival operations and interview key stakeholders, including partner organizations, event organizers and Council Members. The consultant team interviewed Scott Dring (Visit Dublin, Ohio), Jessica Rexer (Downtown Dublin Strategic Alliance), David Guion and Raygan Barrett (Dublin Arts Council), Sharon Adamek (Historic Dublin Business Association), Jenny Amorose (Dublin Chamber of Commerce), City Manager Megan O’Callaghan and all seven City Council members. The discussions at these meetings focused on defining the purpose of City events, identifying their target audiences, and determining how success should be measured. Participants were asked who should organize events, how to better activate spaces like Riverside Crossing Park better, and how events can support Dublin’s long-term vision of being a global city of choice. The input encouraged bold ideas, policy reconsideration, and learning from successful models elsewhere. The consultants also met with internal City staff, including the Directors of Finance, Public Service, Parks & Recreation, Economic Development, the Deputy Chief of Police, the Events Public Information Officer, and the entire Community Events Division. The purpose of the internal staff meetings was to understand current roles and operations, and solicit feedback and opportunities for efficiencies. In addition to the stakeholder interviews, public input was solicited through an online survey, in- person survey at the Dublin Market, and the bi-annual Neighborhood Leadership Meeting. The results of the survey responses, interviews and site visit were incorporated into the Summary of Understanding which was presented to City Council at the November 12, 2024, work session. At this meeting, Yard requested feedback on the document, and Council agreed that it accurately portrayed the current event landscape. Yard also presented an overview of industry operating models, potential approaches, and preliminary recommendations. At this stage, they recommended three operating system approaches: establishing a new non-profit organization, contracting with private firms or a hybrid, with a preference toward the hybrid approach. City Council expressed support and wanted to understand the operational considerations associated with the hybrid Office of the City Manager 5555 Perimeter Drive • Dublin, OH 43017 Phone: 614.410.4400 Memo Memo re. Community Events Roadmap Final Report May 13, 2025 Page 2 of 4 model. Additionally, Council was interested in Yard’s external review of each event’s financial data to inform future decision-making. At the February 25, 2025, City Council work session, Yard presented their budget analysis and operational recommendations for the City’s signature events. Council provided direction on all events except the Independence Day Celebration and Dublin Irish Festival. Council expressed interest in the benchmarking data used by Yard to support their recommendations for all events, and in particular the two largest events to inform their decision-making. At this stage, Yard revised its recommendation for the activation and operation of Riverside Crossing Park. While the initial approach supported a hybrid model, Yard ultimately recommended that the City issue a Request for Proposals (RFP) to contract an external operator, and encouraged potential partnerships with City-funded organizations. Council also expressed interest in understanding how Yard arrived at this recommendation. At the April 21, 2025, City Council meeting, Yard presented benchmarking data from comparable cities and events to support their recommendations related to budget utilization, event operations, and riverfront activation. Staff sought Council’s feedback on the recommendations for the Independence Day Celebration, the Dublin Irish Festival, and a potential activator/operator of Riverside Crossing Park. Council was supportive of maintaining the current entertainer budget for the Independence Day Celebration, acknowledging that this may result in a regional act some years and a national act in others. Council also expressed support for the Dublin Irish Festival recommendations. However, Council did not reach a consensus on the activation/operation of Riverside Crossing Park. While Yard recommended issuing an RFP to allow the City to retain oversight without overburdening staff, feedback from some Council members indicated a preference for the City to maintain programming responsibilities. Summary The full Community Events Roadmap final report is attached for reference. It includes recommendations related to each signature event, department operations and overall City operations. Signature Event Recommendations The following recommendations from Yard are intended for implementation in 2026 to enhance the sustainability, community impact, and operational efficiency of Dublin’s signature events: • St. Patrick’s Day Parade – The event aligns well with peer parades in terms of investment and scale. The City should continue its current level of support while pursuing additional sponsorships and exploring ways to increase economic benefits for Downtown Dublin businesses. • Independence Day Celebration – As one of the City’s most resource-intensive events, the Independence Day Celebration should maintain its current budget but avoid any increases in entertainment spending. The City is encouraged to consider booking lower-cost national, regional, or local acts. The event’s booking agent should present to City Council during the fall budget process to discuss the talent buying strategy and financial considerations. • Dublin Irish Festival (DIF) – DIF is a nationally recognized event, but faces ongoing financial pressure due to rising costs and weather-related risks. Recommendations include continuing in-house production, increasing revenue (especially through sponsorships), reducing operational expenses, and establishing a long-term reserve fund. The reserve fund should reach $400,000 by the 40th anniversary and grow to $1 million within 7–10 Memo re. Community Events Roadmap Final Report May 13, 2025 Page 3 of 4 years to support long-term sustainability. • Halloween Spooktacular – The current two-day format is out of scale compared to peer events in terms of cost and logistics. Recommendations include reducing the event back to a one-day format and increasing sponsorships to help offset expenses while preserving the family-friendly spirit of the event. • Holiday Tree Lighting – Maintain the current level of investment and plan to relocate the event to the future Dublin Holiday Market once it is established. This move is expected to enhance the visitor experience and drive increased foot traffic to market vendors, creating a greater economic impact. Department Operation Recommendations In addition to signature event recommendations, the final Community Events Roadmap includes several department-specific strategies aimed at enhancing the effectiveness and impact of the Community Events Division. From the survey results, residents expressed strong interest in more small-scale, community-focused programming. In response, the Roadmap recommends expanding the successful Summer Fun Series and increasing the availability of Neighborhood Block Party Packages, which are popular, low-cost resources that support grassroots community building. The report also outlines several enhancements to the Community Event permitting process. Feedback gathered from event organizers during the Roadmap process has already led to operational improvements and the selection of EProval, a new event permitting software, which will launch in Q3 of 2025 for the 2026 event cycle. EProval will streamline processes by auto- populating previous application data, flagging the need for additional permits, providing faster feedback on conflicts, and improving communication through a centralized portal. The permitting process has also been refined to include clear deadlines, conditional approvals, and updated meeting formats based on event complexity. Additionally, the Division will introduce a short post- event survey and use Placer.ai data to better estimate attendance and evaluate event impact. These collective actions aim to improve customer service, reduce inefficiencies, and ensure fairness and transparency in the permitting process. To sustainably grow Dublin’s event ecosystem, Yard recommends leveraging external partners for future events such as the proposed Holiday Market, new festivals, and year-round programming at Riverside Crossing Park. Outsourcing to experienced event producers who are held to clear standards can expand capacity while maintaining quality. Yard also suggests establishing a nonprofit to fundraise for community events, creating a financial backstop that reduces reliance on City budgets. Given Riverside Crossing Park’s prominence, Yard further recommends exploring a public-private partnership by hiring an external Activator/Operator to lead daily programming, coordinate with nearby districts, and generate revenue through rentals and sponsorships. To assess the feasibility of an Activator/Operator model for Riverside Crossing Park, and given Council’s discussion on April 21, Yard recommends the City issue a Request for Information (RFI). This low-risk, high-value step would allow the City to engage potential partners and gather insight into their capabilities, operational models, and approaches to programming, revenue generation, and stakeholder coordination. An RFI can help test assumptions, clarify expectations, and identify innovative strategies that align with Dublin’s values. The responses will inform whether there is sufficient market interest to proceed with a formal Request for Proposals (RFP), ultimately increasing the likelihood of a successful and sustainable partnership. Memo re. Community Events Roadmap Final Report May 13, 2025 Page 4 of 4 Citywide Operation Recommendations Yard provided several recommendations related to City operations that extend beyond the Events Division and will require cross-departmental coordination to implement effectively. These recommendations are intended to support the long-term success and sustainability of Dublin’s community events. Yard recommends that the City develop a comprehensive, Citywide sponsorship strategy to better coordinate and maximize sponsorship efforts across all departments, programs, and events. While the Events Division has been effective in securing sponsorships, the City lacks a documented unified approach. Yard advises engaging a consultant to lead this work, with the goal of creating a consistent framework for identifying opportunities, managing relationships, and planning for long- term growth. To support more dynamic use of public spaces, Yard identified policy gaps related to vending activities—specifically, food trucks and art vending in or near park facilities. While the current code requires a permit for commercial activity in parks, there are no clear regulations or procedures in place to manage these uses. Yard recommends developing guidelines for food truck operations and establishing a formal process for art vending permits. In an effort to strengthen communication and visibility of programming, Yard suggests the City create a comprehensive community event calendar, either as a City-led initiative or in partnership with Visit Dublin. This resource would help residents and visitors navigate the City’s robust event offerings throughout the year. The Roadmap recommends that the City evaluate opportunities to invest in permanent event infrastructure, particularly in Coffman Park. Improvements such as permanent power, lighting, water access, and storage facilities would reduce production burdens and improve the park’s viability as a regional event venue. While the Parks and Recreation Master Plan recommends a master plan for Coffman Park, it is not currently included in the five-year Capital Improvements Plan. Yard advises engaging a consultant to further explore infrastructure needs and investment strategies. Lastly, Yard encourages the City to package and promote its growing slate of cultural programming under a unified “Global City” brand, highlighting Dublin’s diversity and global appeal. This recommendation reflects the City’s existing strengths in cultural events and offers an opportunity to further elevate community identity and visibility. Should Council approve the adoption of the Community Events Roadmap at the June 2, 2025, City Council meeting, staff will begin implementing Yard’s recommendations in 2025 where applicable and as budgets allows, with the goal of focusing implementation on 2026 events. Recommendation Staff and Yard are seeking Council’s feedback on the following: • Does Council have any feedback or questions regarding the recommendations presented in the Community Events Roadmap Final Report? • Does Council support issuing a Request for Information (RFI) to explore a potential activator/operator for Riverside Crossing Park? CITY OF DUBLIN i [ May 19, 2025 ] Community Events Roadmap City of Dublin Acknowledgments We acknowledge and appreciate the contributions of the individuals and stakeholders whose insights, expertise, and collaboration informed the development of this report. Their input was instrumental in shaping the analysis and recommendations presented herein. CITY OF DUBLIN MAYOR & COUNCIL MEMBERS Mayor Chris Amorose Groomes Vice Mayor Christina Alutto Council Member Cathy De Rosa Council Member Jane Fox Council Member Andy Keeler Council Member Amy Kramb Council Member John Reiner CITY MANAGER & KEY STAFF Megan O’Callaghan, City Manager Kendel Blake, Assistant to the City Manager Lindsay Weisenauer, Director of Communications & Marketing Alison LeRoy, Director of Community Events Matt Earman, Director of Parks and Recreation INTRODUCTION....................1 Background.............................3 Process................................4 RESEARCH & ENGAGEMENT ...........7 Stakeholder Interviews .................8 Survey.................................9 Benchmarking..........................13 Dublin Events Ecosystem ...............16 City-Run Events .......................18 Permitting Process Assessment .........34 Key Places ............................36 Tools in the Toolbox ...................40 A VISION FOR EVENTS .............43 Goals.................................45 The Why ...............................46 The Where .............................52 The Who ...............................66 The How ...............................70 APPENDIX.......................81 EVENTS ROADMAPiv CITY OF DUBLIN 1 PROJECT PURPOSE The City of Dublin has developed a Local and Regional Community Events Program and management Roadmap to guide decision- making and actions to meet its goal of being a Global Destination of Choice. This Roadmap establishes the vision for the next generation of community events for the City of Dublin. It serves as a strategic plan - defining goals and desired outcomes and outlining the major steps and milestones needed to reach it, as well as, a communication tool, articulating the strategic thinking - the why - behind both the goal and the plan for getting there. Introduction EVENTS ROADMAP2 CITY OF DUBLIN 3 Background The City of Dublin is known as an excellent place to live and work in central Ohio. In addition to its success as the 2nd largest employment center in the Columbus region, Dublin has world-class parks and shared-use paths, superior public education, and is widely celebrated for its community events. In 1988, the City instituted the Hotel/Motel Tax, which funded the Convention and Visitor Bureau and established a fund for events, specifically festivals. The first staff person was hired to be the public information and event coordinator in 1990. For over three decades, hosting events has been part of the City’s identity, and something it has consistently done exceptionally well. This is perhaps best illustrated by the Dublin Irish Festival (DIF), which began as a small neighborhood gathering on a tennis court and has grown into one of the world’s largest and most respected Irish festivals. In addition to DIF, the City’s Community Events Division produces four other major events - St. Patrick’s Day Parade, Independence Day Celebration, Halloween Spooktacular, and Holiday Tree Lighting - along with numerous smaller events throughout the year. This robust events program has developed naturally and steadily over time. As part of a strategic planning process in 2022, the City established a strategic goal to formalize its event strategy, Goal #4: Develop Dublin’s “Destination of Choice” Next-Generation Community Events Vision. In 2024, the City hired Yard & Co. (Yard) to develop a local and regional community events program and management roadmap that would “leverage Dublin parks and facilities to create a connected, comprehensive, and fiscally sustainable vision that drives vitality, engagement, and entertainment.” INTRODUCTION of residents were satisfied with the City’s events and activities, according to a 2022 Community Attitude Survey conducted by the City of Dublin. 96% EVENTS ROADMAP4 Process This roadmap project began in the summer of 2024 and concluded in the spring of 2025. The consultant team, Yard, used a three-stage approach - Explore, Test, Build - in close collaboration with the City of Dublin to develop the Community Events Roadmap. In the Explore stage, the team gathered data and assessed current conditions. They reviewed key planning documents such as the Dublin Strategic Framework, conducted interviews with stakeholders, surveyed the community, and attended events and popular gathering spaces to better understand the existing event landscape. During the Test stage, the focus shifted to shaping a strategy to enhance Dublin’s community events program. Yard synthesized findings to identify areas for improvement, benchmarked against peer cities, analyzed the financial performance of signature events, and developed recommendations to improve event quality, sustainability, and community impact. This phase included two work sessions with City Council and concluded with the draft Roadmap. In the final Build stage, Yard refined the Roadmap based on feedback from City leadership and stakeholders, ensuring it aligned with the community’s goals and long-term vision. INTRODUCTION CITY OF DUBLIN 5 SCHEDULE EXPLORE TEST • Project kick-off • Research community context • Examine current event management and permitting program • Observe event management at Dublin Irish Festival • Interview key stakeholders and City staff • Survey community members • Summary of Understanding • Conduct benchmarking • Evaluate models for event management • Conduct Operations Audit • Develop shared vision for the future of community events • Integrate key stakeholder feedback • Formulate actionable recommendations • Present preliminary recommendations and benchmarking to City Council • Draft Events Roadmap • Present draft Community Events Roadmap to City Council • Prepare Final Community Events Roadmap • Deliver digital files BUILD JUL - SEP 2024 OCT 2024 - APR 2025 MAY - JUN 2025 EVENTS ROADMAP6 CITY OF DUBLIN 7 Comprehensive research and engagement were central to the development of the Community Events Roadmap, ensuring that recommendations were grounded in both data and community insight. The consultant team conducted an in-depth review of over 50 planning and operational documents, analyzed financial statements, interviewed 35 key stakeholders - including elected officials, City staff, community leaders, and event organizers - and conducted field research at major events like the Dublin Irish Festival. Public feedback was gathered through multiple channels, including a pop-up booth at the Dublin Market, an online survey with over 125 responses, and outreach at the Fall Neighborhood Leadership Meeting. This rigorous research and engagement process provided a strong foundation for a roadmap that is both strategic and community-driven. Research & Engagement STAKEHOLDERS including elected officials, City staff, leaders of local associations and cultural organizations, and event organizers 35 PLANNING & OPERATIONAL DOCUMENTS & REPORTS REVIEWED 50+ SURVEY RESPONSES were collected in-person and online. 125+ EVENTS ROADMAP8 Stakeholder Interviews RESEARCH & ENGAGEMENT Stakeholders interviewed for the Roadmap project included elected officials, city staff, local associations, and cultural organizations. Their insights helped identify community needs and preferences, as well as gaps in the current event offerings and opportunities for improvement and collaboration. This step in the community context research ensured that future events are relevant, inclusive, and aligned with efforts to enhance the overall quality of life in Dublin. STAKEHOLDER INTERVIEW SNAPSHOT • Events are important because they build a sense of community and improve residents’ quality of life. A secondary, but still important component, is that events affect the reputation of the city as a place attractive to visitors and business. • Events organized by the City should predominantly serve residents. The exception to that rule is Dublin Irish Festival, which by nature has outgrown being a typical signature City-run event. • There is a desire to encourage the growth of existing cultural events and support the establishment of more cultural events as such events contribute to Dublin’s goal of being a Global City of Choice. • There is general agreement that Riverside Crossing Park, Coffman Park, and Scioto Park would benefit from increased programming and infrastructure investments. • When asked about the future, there is excitement around the potential of redevelopment projects in the West Innovation District and Metro Center. FULL LIST OF KEY STAKEHOLDERS CITY OF DUBLIN 9 Survey Yard staffed a pop-up engagement booth at the Dublin Market to collect community input for the Events Roadmap. Following the pop-up, an online survey was launched and promoted via the City of Dublin’s newsletter subscriber list and social media pages. City staff also presented the Events Roadmap project and collected resident feedback via a survey at the Fall Neighborhood Leadership Meeting. Over 125 community members provided their input on the future direction of community events. STAKEHOLDER INTERVIEW SNAPSHOT • While survey respondents identified Dublin Irish Festival, Independence Day Celebration, and Dublin Market as their favorite three events in Dublin, they also stressed the importance of and desire for more small events that serve the local community, suggesting there should be a balance between large and small events. • Respondents generally expressed appreciation for the quality and variety of events in Dublin, but welcomed more diverse events, such as arts and crafts fairs, food festivals, holiday markets, and music events. • Respondents believe events are important for building community and connections, to foster a sense of pride, to engage and learn about different cultures, to promote vibrancy, socialization and well-being, and to generate positive public relations. • Preferred locations for community events are Bridge Park, Coffman Park, Riverside Crossing Park, Historic Dublin, and Scioto Park. • Affordability, inclusivity, and accessibility were commonly brought up concerns. As were traffic congestion, parking, and noise. RESPONDENT RELATIONSHIP WITH DUBLIN Resident Property Owner Business Owner 13 Corporate Resident 25 Visitor 12 111 58 RESPONDENT LIFE STAGE Under 20 2% 20s 6% 30s 17% 40s 18% 50-64 31% 65+ 27% EVENTS ROADMAP10 Favorite Events Favorite Thing About Events The most popular events in Dublin are the Irish Festival, Independence Day Celebration, and Dublin Market. 0 mentions 0 mentions 20 5 10 15 20 25 40 60 80 Respondents most value events that are family-friendly and bring the community together. CITY OF DUBLIN 11 Why Events Are Important Size of Events Wanted 0 average rank 0 mentions 2 4 6 8 20 40 60 80 The top reasons why respondents thought events were important were for fun, bringing people together, and activating parks/public spaces. A majority of respondents wanted to see more smaller community events in Dublin. 7th Least Important 1st Most Important 2nd 3rd 4th 5th 6th EVENTS ROADMAP12 Missing Event Types Suggested Event Locations The types of events respondents most wanted to see added to the schedule were live music/concerts, holiday/Christmas markets, and food/culinary events. The most popular suggestions for where to host events were Bridge Park and Coffman Park, although many (18) respondents were happy with the current locations. FULL SURVEY RESULTS 0 mentions 0 mentions 5 5 10 10 15 15 20 20 CITY OF DUBLIN 13 RESEARCH & ENGAGEMENT Benchmarking The project team conducted a thorough benchmarking analysis to identify best practices and generate actionable insights aligned with Dublin’s aspirations and context. The purpose of this Benchmarking Analysis is to provide a data-driven approach to maximize the City of Dublin’s investment in its signature events and community assets, such as Riverside Crossing Park. By comparing Dublin’s events and operations to peer cities, we can identify recommendations to ensure the city realizes the highest return on its investment, whether in the form of heightened quality of life for its residents, increased brand recognition, or economic impact in the community. EVENT MANAGEMENT MODELS A variety of cities and nonprofit organizations were benchmarked to analyze different approaches to event management. The data collected included information on staffing levels, operating budgets, types of programming offered, and the locations where events are held. Entities Benchmarked • Marketing and Community Relations Department / City of Carmel (Carmel, IN) • Milwaukee World Festival, Inc. (Milwaukee, WI) • Lancaster Festival (Lancaster, OH) • Uptown Westerville, Inc. (Westerville, OH) • Grapevine Convention and Visitors Bureau / City of Grapevine (Grapevine, TX) Common Themes Uncovered • Concentrated Investment Enhances Impact - Peer cities often concentrate their event programming and infrastructure investment within a defined district or civic space. This place-based focus allows for consistent event execution, streamlined maintenance, and greater return on capital improvements. • Events Anchor Civic Identity and Pride - In the cities studied, annual events and festivals are not just recreational activities - they are central to civic identity and cultural expression. Municipal leaders view events as core to their brand and invest accordingly to maintain visibility, relevance, and community connection. • Events as a Driver of Economic Vitality - Most benchmarked cities intentionally use events to generate foot traffic and support local businesses, particularly in commercial districts. Events are seen as a tool to activate public space and strengthen the local economy by drawing visitors and reinforcing a sense of place. EVENTS ROADMAP14 RESEARCH & ENGAGEMENT SIGNATURE EVENTS A variety of cities and nonprofit organizations were benchmarked to analyze different approaches to event management. The data collected included information on staffing levels, operating budgets, types of programming offered, and the locations where events are held. Cities Benchmarked • Westerville, OH • Carmel, IN • Grapevine, TX • Southlake, TX • Cleveland, OH • Charleston, SC • Metairie, LA • Tulsa, OK Common Themes Uncovered • Event Costs Vary Widely Based on Scale and Model - Dublin’s net investment in its signature events, particularly the larger ones, is generally higher than that of benchmarked peer cities. Cities that keep event costs lower often do so by partnering with nonprofit organizations, limiting event duration, or leveraging in-kind services. • Revenue Generation Strategies Are Inconsistent - While some cities rely heavily on sponsorships, admissions, and vendor fees to offset event costs, others keep their events free and absorb most costs internally. Dublin’s events lack a unified revenue strategy across the portfolio. • Location Matters - Events held in walkable, amenity-rich environments - such as retail districts or civic plazas - often require less investment in temporary event infrastructure and offer better integration with local businesses. Dublin’s Coffman Park-based events bear the full burden of activation, which can increase costs. • Staffing Models Influence Quality and Efficiency - Peer cities with dedicated event staff - often organized through nonprofits or public-private partnerships - can deliver high-quality experiences with more flexibility and efficiency. In contrast, cities that rely on general staff may struggle to maintain the same level of consistency. • Outsourcing and Public-Private Partnerships Are Common - Many peer cities outsource event production to nonprofits or contractors, particularly for large festivals and recurring events. This model can improve cost recovery and operational focus, though it requires clear expectations and oversight. • Data-Informed Decision Making Is Limited but Growing - Few cities systematically track ROI or community impact metrics beyond attendance or budget. However, there is growing interest in using data to evaluate event performance, justify investments, and guide future planning. CITY OF DUBLIN 15 SIGNATURE RIVERFRONT PARKS Riverside Crossing Park was benchmarked against comparable high-profile riverfront parks across the Midwest and the nation to gather insights on programming approaches, funding strategies, and governance models. Parks Benchmarked • Waterfront Park (Louisville, KY) • The RiverFront (Omaha, NE) • Sawyer Point, Smale Park, Washington Park (Cincinnati, OH) • RiverScape Park (Dayton, OH) Common Themes Uncovered • Dedicated Operators Drive Success - The most consistently active and well- maintained riverfront parks are managed by dedicated operators - often nonprofits, quasi-governmental agencies, or public-private partnerships. These entities provide focused leadership, day-to-day oversight, and long-term strategic planning. • Public-Private Funding Models Are Essential - Sustainable funding often comes from a mix of public investment, philanthropic support, earned income (such as rentals and concessions), and sponsorships. Many successful parks have established endowments or draw-down funds to stabilize operations over time. • Activation Requires Staffing and Intentionality - Frequent and diverse programming, both passive and large-scale, requires a dedicated staff with the time, expertise, and flexibility to curate and manage events. Parks with consistent activation tend to have in-house teams or contracted partners solely focused on programming. • Infrastructure Investment Enables Flexibility - Permanent infrastructure such as power, lighting, water access, and storage greatly enhances a park’s ability to support a range of events and rentals. Parks without this infrastructure face higher ongoing costs and logistical barriers. • Partnerships Expand Reach and Impact - Strong relationships with nearby cultural institutions, business districts, and civic groups amplify the reach of programming and create shared value. Successful operators often act as conveners, connecting stakeholders across sectors. • Governance Structures Vary, But Clarity Is Key - While models differ, the most effective parks have clear governance structures that outline roles, responsibilities, and accountability. This clarity allows for nimble decision-making and resilience during political or economic shifts. FULL BENCHMARKING ANALYSIS EVENTS ROADMAP16 Yard utilized the City’s Community Event permitting process as a means to analyze the Dublin Events Ecosystem. Events that require a Community Event permit are defined as: Any festival, concert, parade, sporting event, public performance or announced public gathering held on a public street, right-of-way or public property. Events in which the public is invited on private property which may affect public safety, health or welfare by their impact on surrounding public or private property may be deemed a community event. A private, invitation-only event or small public event on private property would not constitute a community event and would not require a permit unless it would affect public safety, health or welfare. Events that do not require a permit are not captured in this analysis. An example of a public event not requiring a special event permit is the Historic Dublin Summer Music Series. The analysis of the events ecosystem in Dublin revealed a robust and diverse landscape of events and event organizers. Observations • Bridge Park is well-served by events due to an active developer and anchor tenant who programs a number of recurring events. • Cultural events are becoming more and more frequent types of permit applications for Riverside Crossing Park. • Civic organizations and nonprofits play an important role in event programming. The Dublin Arts Council, with its Sundays at Scioto concert series, the Historic Dublin Business Association, with its annual roster of crawls and events, and the Dublin Chamber of Commerce, with its Taste of Dublin and other member events, are a few examples of active organizations. • Charity and sporting events are well- represented, while music and the visual arts are underrepresented in the annual calendar of events. • There are opportunities to add additional nature and environmentally-focused events to align with the City’s Sustainability Framework. • Community survey responses showed strong support for expanding the Summer Fun Series. • There are opportunities for events in Historic Dublin to be in conjunction with Bridge Park to create a more holistic “Downtown Dublin” experience. • The Downtown Dublin Strategic Alliance is a coalition of organizations coordinating marketing and event efforts in the Historic Dublin and Bridge Park districts. There is an opportunity for this group to formalize its strategy around events and have a greater impact. • There are opportunities to attract professional, for-profit event promoters to fill the gaps in the type and scale of events held in the City. • The city is missing a comprehensive resource that tells the full story of all the community events happening in the area. Dublin Events Ecosystem RESEARCH & ENGAGEMENT CITY OF DUBLIN 17 Number of Events by Month* JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 0 1 4 7 17 21 23 23 27 10 5 4 Number of Events by Location 39 Riverside Crossing Park 35 Bridge Park 11 Coffman Park 09 Darree Fields 08 DCRC Bike Path 06 Historic Dublin 04 Scioto Park 04 Kaltenbach Park 03 Ballantrae Park 02 Emerald Fields 02 Street Routes 02 Muirfield Village Golf Club 02 Darby Lot 02 Metro Center 02 Dublin Coffman High School 02 Dublin Jerome High School 01 The Club at Corazon 01 Avery Park 01 EASE Logistics 01 Columbus Metropolitan Library - Dublin Branch 01 Dublin Veterans Park 01 Monterey Park 01 Woods of Indian Run 01 Bogey Bar & Grill 01 Hawks Nest Number of Events by Organizer 27 Crawford Hoying 26 City of Dublin 23 Nonprofit 20 Sports 10 Church 09 Cultural groups 07 School (may be mixed with sports) 06 North Market 04 Dublin Arts Council 04 Businesses 02 Service Orgs. (Kiwanis/Rotary) 01 Historic Dublin Business Association 01 Neighborhoods 01 Radio station 01 Visit Dublin Number of Events by Type 31 Market 20 Sports 17 Run/Walk 10 Cultural 09 Holiday* 09 Education/outreach 09 Fitness 06 Game/activity (Duck Race) 06 Pets/Animals 06 Music 05 Parade*** 04 Movie 03 Block party 03 Car show 02 Religious 01 Bike 01 Fair 01 Nature 01 Talent show *These lists include both permitted and City events. Please note that some events take place over multiple days. **Events that do not require a permit are not captured in this data. An example of such an event is the Historic Dublin Summer Music Series. ***St. Patrick’s Day and Independence Day are counted twice because they are both a holiday as well as parade event EVENTS ROADMAP18 This Roadmap focuses specifically on the City of Dublin’s five signature events: the Dublin Irish Festival, Independence Day Celebration, St. Patrick’s Day Parade, Halloween Spooktacular, and Holiday Tree Lighting. These events are among the City’s most popular, drawing regional audiences and requiring the most complex planning and coordination. While the City hosts a wide variety of events serving diverse purposes and audiences - from volunteer clean-up days to bike rodeos - this report concentrates on the signature events managed by the Community Events Division. These high-profile events represent the core of the City’s event programming and serve as the foundation for strategic recommendations moving forward. City-Run Events RESEARCH & ENGAGEMENT CITY OF DUBLIN 19 Dublin Irish Festival (2023)* Dublin Irish Festival Independence Day Celebration St. Patrick’s Day Parade Halloween Spooktacular Holiday Tree Lighting Date First weekend in August (Fri-Sun) First weekend in August (Fri-Sun) July 4th Saturday prior to St. Patrick’s Day (March 17) Thursday & Friday based on school’s Day off in October Last Thursday in November Location Coffman Park Coffman Park Dublin Coffman High School Parade Route: Metro Center to Historic Dublin Coffman Park Coffman Park Attendance 78,000 77,000 30,000 9,000 8,500 600 Volunteers 1,100 1,250 152 85 120 12 Sponsorship (cash)$308,250 $333,100 $44,500 $7,500 $12,000 $0 Ticket Sales $815,420 $683,590 $45,770 $0 $0 $0 Other Revenues $1,282,523 $1,125,690 $102,717 $3,750 $0 $0 Total Revenue $2,406,193 $2,142,380 $192,987 $11,250 $12,000 $0 Direct Expenses $2,336,851 $2,348,234 $538,404 $29,310 $39,837 $18,056 Labor Expenses $518,418 $584,999 $171,207 $67,248 $39,224 $23,479 Total Expenses $2,855,269 $2,933,233 $709,611 $96,558 $79,061 $41,535 Net Cost to City $449,076 $790,883 $516,624 $85,308 $67,061 $41,535 Satisfaction**96% Terrific or Good 93% Terrific or Good 86.6% Terrific or Good 92.8% Loved or Liked N/A N/A Ranking***N/A #1 #5****#2 #6 #9 Figures compiled from DIF Annual Report and Event Reports *DIF 2024 was affected by inclement weather; 2023 figures are included for comparison under typical (fair weather) conditions **As reported in post-event surveys ***As reported in the Community Survey for the Roadmap project ****#3 is Dublin Market, #4 is Memorial Tournament 2024 Snapshot EVENTS ROADMAP20 CITY OF DUBLIN 21 DUBLIN IRISH FESTIVAL By far the largest of the events produced by the City’s Community Events Division, the Dublin Irish Festival (DIF) is the largest three-day Irish Festival in the world. It started from humble beginnings with a small celebration of Irish culture on a municipal tennis court; the event has grown over the decades into one of the area’s top attractions for residents and visitors alike. DIF was just named the Top Cultural Festival by USA Today. Festival organizers have made meaningful and incremental adjustments to fine tune operations and improve the experience year after year. As such, the festival has been tried and tested. Observations • DIF puts Dublin on the map. It is an important event for community building, identity, and economic development. • The festival has an experienced and capable staff. Leadership is intentional about cross training and giving team members exposure to multiple areas of work and roles facilitating a cohesive, flexible, and interconnected team. • DIF requires year-round staff attention and during the festival requires a significant number of City staff creating a strain in staff resources. • 1,250 volunteers support the operations of DIF annually. • A majority of corporate sponsors are based/located in Dublin. • The City engages with several charitable organizations during the Dublin Irish Festival through initiatives like the Sharing O’ the Green Program (SOG) and the Sunday Services food drive, generating significant goodwill within the community. RESEARCH & ENGAGEMENT EVENTS ROADMAP22 Dublin, OH (2024)*Tulsa, OK (2023)Grapevine, TX (2024) Event Name Dublin Irish Festival Zeeco Tulsa Oktoberfest Grapefest Event Producer City of Dublin Tulsa Oktoberfest Inc 501(c)3, River Parks Authority, Downie Productions (Cincinnati) City of Grapevine (CVB) Claim to Fame Voted #1 Cultural Festival by USA Today 2025 Voted #1 Oktoberfest by USA Today 2024 Largest wine festival in the Southwest Format Three-day festival, Fri-Sun (Aug)Five-day festival, Wed-Sun (Oct)Four-day festival, Thurs-Sun (Sept) Entertainment 8 stages, local/regional/bands from Ireland 11 stages, local/regional/bands from Germany 4 stages, local/touring tribute bands Midway Rides No Yes Yes Admission 1-day Gen Adm- $17/$20/$25 Weekend Pass - $35/$50 1-day Gen Adm - $15 Kids under 12 free Free Admission Friday until 4:00pm Adults - $10 Kids/Seniors - $5 Weekend Pass - $20 VIP Packages Yes Yes No Experiences Whiskey Tastings, Darts, Sports, Genealogy, Defenders Den, etc.Competition Arena Wine Tastings Location Coffman Park RiverWest Festival Park Downtown Grapevine (close to Main Street) Attendance 80,000 60,000 - 70,000 245,000 Revenue $2,142,380 $6,593,478 ~$2,250,000 Expenses $2,933,233 $6,715,611 ~$2,250,000 with $1m in-kind Net ($790,583)($122,133)Roughly Break Even % Revenue Sponsorships 15%15%20% Cashless?Moving that way Yes (4 years)Yes (2 years) Craft Vendors Flat fee Flat fee % (festival POS) Food Vendors Flat fee % (festival POS)% (festival POS) Reserve Funds No $2,213,974 No *Inclement weather year Benchmarking - Dublin Irish Festival RESEARCH & ENGAGEMENT CITY OF DUBLIN 23 Areas of Concern • The scale and complexity of the festival result in high expenses, placing a significant burden on City resources. • The festival depends on a large number of City staff across departments, which may not be sustainable as other events grow in scale. • While the festival brings in revenue, benchmarking shows an opportunity to improve cost recovery through revised pricing, concessions, or vendor fees. • Although the festival has secured sponsorships, there is no comprehensive sponsorship strategy in place to grow or diversify this funding stream. • Temporary infrastructure - such as staging, power, and amenities - is required each year, increasing setup time and costs. • As an outdoor, ticketed event, attendance and income can fluctuate significantly depending on weather conditions. • The festival is largely City-run, whereas many peer festivals are managed by or in partnership with nonprofit organizations, offering greater flexibility and financial insulation. • Maintaining the festival’s national reputation while adapting to evolving audience expectations requires consistent investment and strategic planning. 2023 Economic Impact Study by Enigma Research ECONOMIC IMPACT | $12.0 MILLION • The economic impact is derived from spending by local ($2.9 M) and non-local ($7.6 M) attendees and event operations. This estimate includes direct, indirect and induced impact. • Local residents spent an additional $2.9 M related to the Festival, including approximately $1.3 M on food and beverages, this is not included in the economic impact total. INCREASE OF IMPACT | 41% • The 2023 economic impact was a 41% increase over 2018 ($8.5 M), when the last economic impact study was conducted. TAXES GENERATED | $2.0 MILLION • This total comprises the compilation of federal ($0.9 M), state ($0.6 M) and local ($0.5 M) taxes generated by the event. LOCAL EMPLOYMENT SUPPORTED | 145 • The equivalent of 145 full-year jobs were supported by the Festival. EVENTS ROADMAP24 INDEPENDENCE DAY CELEBRATION Dublin’s Independence Day Celebration is one of the City’s largest and most complex annual events, held each year on July 4 at Dublin Coffman High School. The morning program includes a community parade with a Grand Marshal from Metro Center to Historic Dublin and a fishing derby. The evening program includes live entertainment, family- friendly activities, and a large-scale fireworks show. Gates open in the late afternoon, with a full schedule of musical performances, including nationally recognized headliners, leading up to the fireworks display at dusk. Additional features include a Kids Zone, food vendors, VIP table seating, and coordinated logistics for admissions, parking, hospitality, and crowd safety. The event draws a large local and regional audience and is designed to keep residents in town by offering a premier holiday experience in a safe and celebratory environment. Observations • The event features a full-scale production with headliner entertainment, professional staging, and robust infrastructure. • Strong coordination across departments and contracted partners ensures smooth logistics and safety. • Pre-sale and on-site ticketing help manage crowd size and partially offset event costs. • The Kids Zone offers family-friendly activities and draws strong participation. RESEARCH & ENGAGEMENT Areas of Concern • The cost of headline entertainment is a major driver of the event’s high total budget, making Dublin an outlier among peer cities. • Despite its scale and visibility, the event does not generate enough sponsorship revenue to offset costs. • Staffing demands are extensive, requiring significant internal resources across multiple departments. CITY OF DUBLIN 25 Dublin, OH (2024)Westerville, OH (2024)Carmel, IN (2023)Southlake, TX (2024) Event Name Dublin Independence Day Westerville Independence Day Celebration CarmelFest Southlake Stars & Stripes Event Producer City of Dublin Rotary Club of Westerville 501(c)4 Rotary Club of Carmel 501(c)4 City of Southlake Format Parade, music/fest, fireworks Parade, music/fest, fireworks 2-day carnival; parade/ music/fest fireworks Music/fest, fireworks Entertainment National headliner Local/regional bands Local bands Local/regional bands Admission $5/$10; Tables $200 Kidzone $7/$10 Free Free admission; Carnival rides $3 Free Location Coffman High School Westerville Sports Complex Civic Square South Town Square Desired ROI Revenue for Org Revenue for Org Foot traffic to merchants City Contribution All production Fireworks Police in-kind $90k Fireworks $30k staff in-kind All production Attendance 24,000 10,000 45,000+30,000 Revenue $192,987 $102,965 $256,336 $30,000 Direct Costs $538,404 $83,150 $202,292 $90,000 Net Before Labor ($345,417)$19,815 $54,044 ($60,000) % Revenue Sponsors 23%N/A 35%N/A Bands $172,889 N/A $20,000 N/A Staging & Lighting $139,941 N/A $50,000 N/A Benchmarking - Independence Day Commonality Outlier EVENTS ROADMAP26 RESEARCH & ENGAGEMENT Areas of Concern • The parade is resource-intensive, with limited cost recovery through sponsorships or earned income. • The route and infrastructure require significant traffic control, staging, and volunteer management. • Parade growth is constrained by a 110-unit cap, limiting future expansion. • Despite its size and visibility, the event lacks a comprehensive sponsorship strategy to enhance funding and exposure. ST. PATRICK’S DAY PARADE The St. Patrick’s Day Parade is one of Dublin’s most iconic events and a core part of the City’s cultural identity. Held annually on the Saturday before St. Patrick’s Day, the parade begins in Metro Center and proceeds through Historic Dublin, drawing an estimated 20,000 spectators. The event features a diverse mix of parade units, including marching bands, floats, community groups, specialty vehicles, and high-profile guests. Key traditions include the selection of a Grand Leprechaun and a post-parade luncheon honoring this year’s honoree. The event is tightly coordinated with partners such as the Dublin Lions Club, which hosts a community pancake breakfast. The parade is designed to celebrate both Dublin’s Irish namesake and its local civic pride, creating a festive and welcoming experience for residents and visitors alike. Observations • The event enjoys high attendance and strong brand recognition both locally and regionally. • The parade route links two key districts - Metro Center and Historic Dublin - creating an opportunity for broader activation. • The Grand Leprechaun tradition adds a unique and locally meaningful dimension to the event. • Parade unit categories and standards have been formalized to ensure quality, safety, and entertainment value. • The event is well-organized and heavily reliant on City staff and volunteer coordination, with clear operational planning. • Sponsorship and partnership opportunities are available, but modestly developed. CITY OF DUBLIN 27 Dublin, OH (2024)Cleveland, OH (2022)Charleston, SC (2023)Metairie, LA (2022) Event Producer City of Dublin Saint Patrick’s Day Parade Committee 501(c)3 Charleston St Patrick’s Day Parade Committee Inc St Patrick’ Parade Committee of Jefferson 501(c)4 Revenue $11,250 $40,390 $39,813 $124,528 Direct Parade Costs $29,310 $27,416 $29,662 $36,029 Banquet Costs -$10,850 -$18,367 Other Costs -$4,334 -$59,824 Net Before Labor ($18,060)($2,210)$10,151 $10,308 Benchmarking - St. Patrick’s Day Parade Commonality Outlier EVENTS ROADMAP28 RESEARCH & ENGAGEMENT HALLOWEEN SPOOKTACULAR Halloween Spooktacular is a long-running, family-focused celebration held over two days at Coffman Park. The event features trick-or-treating, live performances, animal encounters, inflatables, crafts, games, food vendors, and roaming characters. It includes both day and evening programming, with a sensory-friendly timeslot built into Friday’s schedule to increase accessibility. Trunk or Treat remains a core attraction, drawing thousands of participants and allowing local organizations to engage with the community. Held in mid-October, Spooktacular has grown in scale over time, now spanning a significant footprint and requiring extensive coordination across multiple City departments and partners. Observations • Spooktacular offers a wide range of activities for all ages, with strong appeal to families and young children. • The two-day format (started during COVID) has helped accommodate larger crowds. • Community participation is high, with local organizations involved through Trunk or Treat and activity booths. • The event demonstrates strong logistical planning and collaboration across City departments. • A variety of contracted entertainers and performers create a lively and festive atmosphere. Areas of Concern • The event’s location in Coffman Park does not capitalize on foot traffic or business activity, limiting its economic impact. • The event is resource-intensive, requiring significant staff time, coordination, and physical infrastructure. • The event’s growing scale may be approaching the limits of staff capacity without additional support. • As of 2024 it does generate some sponsorship dollars, but not quite enough for the net investment to be in scale with peer cities. • Limited infrastructure in Coffman Park (e.g., lighting, power) necessitates temporary solutions and adds complexity. CITY OF DUBLIN 29 Benchmarking - Halloween Spooktacular Dublin, OH (2024)Westerville, OH (2024)Carmel, IN (2023)Grapevine, TX (2024) Event Name Halloween Spooktacular Great Westerville Pumpkin Glow The Arts in Autumn Butterfly Flutterby Event Producer City of Dublin City of Westerville City of Carmel Grapevine CVB (City) Location Coffman Park Heritage Park Midtown Plaza, Indiana Design Center Grapevine Botanical Gardens at Heritage Park Format Two-day coinciding with a Friday off school for students Four-day festival pumpkin themed displays, food trucks, and fall themed entertainment and attractions One Saturday in mid- October, 2:00 - 6:00p Kid-centric fall themed crafts, costume contest One Saturday in October, 10:00a - 2:00p Kid-centric Monarch butterfly migration fest Admission Free $15 adults $12 youth/senior Free Free Attendance 8,550 10,000-14,000 3,000+3,500 Revenue $12,000 $140,000 $1,000 N/A Direct Costs $39,837 $132,000 $14,000 N/A Net Before Labor ($27,837)$8,000 ($13,000) Nominal net costs thanks to in-kind support Staffing/Labor Costs $73,333*$16,000*~$10,000*N/A Total Net ($45,170)($8,000)($23,000)N/A *Overtime only EVENTS ROADMAP30 RESEARCH & ENGAGEMENT HOLIDAY TREE LIGHTING The Dublin Holiday Tree Lighting is a long-standing community tradition held each year on the Thursday after Thanksgiving to kick off the winter season. The event takes place in Coffman Park. The main attraction is the tree lighting ceremony, but the event features a variety of family-friendly activities including performances by local choirs and dance groups, roaming characters, games, inflatables, food vendors, and photo opportunities with Santa and Mrs. Claus. Additional attractions include a trackless train, ice sculpting, fire performers, and live entertainment. The event is designed to bring the community together in a festive atmosphere in the spirit of celebration. Observations • The event includes a broad mix of activities appealing to families and children. • Local performers, such as school choirs and dance groups, are well-integrated into the program. • Santa’s arrival and the tree lighting serve as the centerpiece of the event, creating a clear focal moment. • A wide range of staff and departments are involved in logistics and execution, indicating strong internal coordination. • The use of professional entertainment (e.g., stilt walkers, fire performers) enhances the spectacle and adds energy. Areas of Concern • The event’s location in Coffman Park does not capitalize on foot traffic or business activity, limiting its economic impact. • The event is resource-intensive, requiring significant staff time, coordination, and physical infrastructure. • The event’s growing scale may be approaching the limits of staff capacity without additional support. • As of 2024 it does generate some sponsorship dollars, but not quite enough for the net investment to be in scale with peer cities. • Limited infrastructure in Coffman Park (e.g., lighting, power) necessitates temporary solutions and adds complexity. CITY OF DUBLIN 31 Benchmarking - Holiday Tree Lighting Dublin, OH (2024)Westerville, OH Carmel, IN Southlake, TX (2024) Event Name Holiday Tree Lighting Holiday Parade of Lights and Tree Lighting Holidays in Carmel Kick- Off by Allied Solutions Home for the Holidays Event Producer City of Dublin City of Westerville Carmel Christkindlmarkt 501(c)3 City of Southlake Format Thurs evening in late November or early December Two-hour event Fri night in early December; Parade @ 6:30p, tree lighting by Santa @ 7:00p; Free cookies & hot chocolate Sat before Thanksgiving; Opening day of Christkindlmarkt Sat before Thanksgiving; Photos with Santa, “snow” hill rides, crafts, etc. Tree lighting with small fireworks Entertainment Local organizations Mini parade of City vehicles Local school groups Local school groups Admission Free Free Free Free Location Coffman Park Uptown Westerville (downtown/ Main Street) Civic Square / Carter Green (civic/festival green space) South Town Square (downtown-style shopping district) Desired ROI Foot traffic to merchants Foot traffic to market vendors Foot traffic to merchants City Contribution All production All production Minimal; Pay for Santa and in-kind staffing All production Attendance 1,500 2,000 8,000 - 10,000 10,000 Revenue 0 0 0 $20,000 Direct Costs $18,056 $15,000 $1,500 $45,000 Net Before Labor ($18,056)($15,000)($1,500)($25,000) Commonality EVENTS ROADMAP32 CITY OF DUBLIN 33 RESEARCH & ENGAGEMENT OPERATIONAL CONSIDERATIONS In addition to event-specific insights, the engagement and research process surfaced a range of broader feedback related to how Dublin manages its events overall. This input, while not tied to any one event, reflects important perspectives on the City’s event management model, operational efficiency, and long-term financial sustainability. • There is a desire to reduce the burden on Community Events staff, especially as it relates to Dublin Irish Festival, and an openness to explore potential management models that incorporate third parties. • There is a concern that incorporating third-party event managers could equate to a loss of quality control and potentially the loss of the personal touch that the City of Dublin has worked so hard to maintain with its residents. • There is interest in a decision-making framework that assists the City in vetting ideas for new events. • There is a desire for current City-run events to improve efficiency as a way to become more financially sustainable. • It is preferable that new events would be both financially and operationally self-sufficient and not run by the City. EVENTS ROADMAP34 To assess the City’s event permitting process, Yard undertook a research-driven approach that combined document analysis with stakeholder interviews. The team began by reviewing relevant policies, procedures, and application materials to understand the structure and intent of the current permitting framework. This was followed by interviews with City staff involved in permit coordination, as well as event organizers who regularly use the system. These qualitative insights provided a deeper understanding of how the process functions in practice, including its strengths and areas for improvement. By pairing policy analysis with firsthand user experiences, the research identified key opportunities to enhance clarity, streamline approvals, and strengthen communication throughout the permitting process. OBSERVATIONS AND FEEDBACK Event organizers consistently described City of Dublin staff as knowledgeable, helpful, and eager to support. The application itself is seen as fair, simple, and easy to complete - typically requiring around 30 minutes. Organizers appreciated the logical structure of the form but suggested that pre-populating previous year’s information could save time and reduce errors. Multiple organizers noted that automated features could greatly improve the process. Examples include notifications for additional permit requirements (e.g., fireworks, inflatables), automated confirmation emails with a PDF copy of the submission, and early alerts about scheduling conflicts. Currently, applicants don’t receive confirmation about date and location availability until the Events Review Committee meets, which often feels too close to the event date. Some organizers must request conditional permits to proceed with other required applications, introducing uncertainty and delay. Stakeholders expressed interest in a more transparent and collaborative process, such as an online portal where applicants and City staff can track progress, exchange information, and manage deadlines - similar to what the City of Columbus offers. Communication gaps between submission and approval were a recurring concern. Feedback about the Events Review Committee was mixed. While some organizers valued the in-person format, others preferred a virtual meeting option. A common sentiment was that walking through the application line by line felt redundant. Organizers also wished for more clarity about which amenities are included in facility reservations. Finally, the availability of a designated walking path for events was seen as a valuable asset - simple, cost-effective, and consistently delivering a good experience. Permitting Process Assessment RESEARCH & ENGAGEMENT CITY OF DUBLIN 35 SWOT ANALYSIS Strengths Staff are knowledgeable, responsive, and genuinely supportive of event organizers Application is clear, user-friendly, and efficient to complete Existing process maintains fairness and consistency across applicants Designated walking path provides a low-cost, high-quality venue option Weaknesses Lack of automation creates unnecessary manual steps and delays Applicants don’t receive immediate confirmation or scheduling validation Communication between submission and approval is limited, leaving organizers in the dark Review committee meetings may feel redundant or inconvenient to some participants Unclear details about amenities tied to facility use can cause confusion Opportunities Implement an online portal to streamline communication, tracking, and transparency Automate key tasks: confirmation emails, conflict detection, conditional permit issuance Allow for virtual attendance at Events Review Committee meetings Provide summary notes and deadlines after committee reviews to increase accountability Clarify and publish amenity inclusions with facility reservations Threats Delays in approval may hinder planning or discourage future applicants Perceived opacity in the process may reduce trust and increase staff workload due to follow-ups Manual, staff-dependent processes may be difficult to sustain as demand for events grows Lack of modernized tools may deter newer or smaller organizations from participating EVENTS ROADMAP36 Dublin is home to a rich network of vibrant and well-loved places, many of which play a key role in the City’s event programming. Currently, three parks - Riverside Crossing Park, Coffman Park, and Scioto Park - serve as primary venues for community events, offering a mix of natural beauty, flexible space, and existing infrastructure. In addition to these parks, Downtown Dublin - which includes both Historic Dublin and Bridge Park - stands out as a major destination district. These two areas each have a distinct character and host their own diverse lineups of events, attracting both residents and regional visitors. Looking ahead, the West Innovation District and Metro Center are poised for significant development and reinvestment, and transformation becoming destination districts in their own right. Key Places RIVERSIDE CROSSING PARK Riverside Crossing Park is a 36-acre municipal park spanning both the east and west banks of the Scioto River in Downtown Dublin. It offers a variety of amenities, including plazas, restrooms, seating areas, a water feature, public Wi-Fi, and access to electrical power. One of its most prominent features is the Dublin Link Bridge, which connects Historic Dublin and Bridge Park, enhancing walkability between the two districts. Recognized as a destination for both residents and visitors, the park has become a popular spot for relaxation, scenic views, and hosting gatherings, activities, and events. RESEARCH & ENGAGEMENT CITY OF DUBLIN 37 COFFMAN PARK Coffman Park is a 105-acre municipal park located just west of Interstate 270. It may be most notable as the location of the Dublin Irish Festival, but it is also home to year-round events including many of the area’s charity walks. Located on the grounds are the Development Building and the Dublin Community Recreation Center.. Park amenities include tennis and pickleball courts, a basketball court, playgrounds, shelter houses, a pavilion, and an amphitheater. The park’s shelter houses and pavilions are in high demand with many being reserved 12 months in advance. With its many large green spaces, a common sentiment is that it could be used more often for community events. It is also widely understood that investments in infrastructure could make the park more attractive to outside event organizers while also making logistics for Dublin Irish Festival easier. The Parks and Recreation Master Plan calls for an update to the Coffman Park Master Plan in the near future. EVENTS ROADMAP38 DOWNTOWN DUBLIN Historic Dublin is known for its well-preserved buildings and picturesque streets. It is home to boutiques, restaurants, trail events, and a newly redeveloped branch of the Columbus Metropolitan Library. Historic Dublin is connected to Bridge Park by way of Riverside Crossing Park and the impressive Dublin Link pedestrian bridge. Bridge Park is a modern, upscale mixed-use development anchoring the east side of Dublin. It blends residential, hotels, commercial, and recreational spaces (including several pocket parks and Tuller Square Park). Bride Park draws visitors from around the region for dining, entertainment, and events. The weekly and annual outdoor events that take place on the streets range from a car show to an outdoor concert series to seasonal farmer’s and makers’ markets. The developer of Bridge Park intends to continue to build out phases of the project to the eastern border of Dublin. SCIOTO PARK Scioto Park is a 14-acre municipal park located approximately one mile north of Riverside Crossing Park on Riverside Drive. It is located on the Scioto River and offers access to the river, hiking trails, a winter sledding hill, shelter houses, public restrooms, a volleyball court, and playground. Unique to this park is a large monument to Chief Leatherlips and an outdoor amphitheater. The amphitheater is programmed four times per summer with the popular Dublin Art Council’s Sundays at Scioto free concert series. One of the park’s challenges is its limited parking capacity and lack of accessibility from the shared-use path. RESEARCH & ENGAGEMENT CITY OF DUBLIN 39 METRO CENTER Originally developed in the late 1970s and early 1980s, Metro Center was Dublin’s first suburban office park - designed for convenience, car access, and abundant free parking. While this model supported decades of success, shifting market preferences and workplace expectations have made it harder for traditional suburban office districts to compete with more dynamic, amenity-rich environments. Recognizing the need for reinvention, Dublin City Council adopted a Revitalization Plan in December 2024 to reimagine Metro Center as a walkable, mixed-use district that blends development with nature. The plan envisions a future where a vibrant waterway park, innovative office spaces, diverse housing options, and thoughtful placemaking come together to create a district that supports modern work and lifestyle patterns. As this transformation unfolds, Metro Center is positioned to become a hub of creativity, connectivity, and community within Dublin’s evolving urban fabric. WEST INNOVATION DISTRICT The West Innovation District comprises over 1,000 acres of primarily greenfield land strategically located adjacent to Darree Fields, SportsOhio complex, and The Ohio University campus. The District envisions areas of vibrant, mixed-use where people can live, work, play and stay. Its proximity to the new highway exit positions it as a regional hub for sports tournament tourism, while also supporting year-round activity through a mix of employment, education, and leisure opportunities. The goal is to create a sustainable and connected community that attracts visitors and supports the daily needs of residents, students, and employees alike. EVENTS ROADMAP40 The City has a number of tools that can be utilized to support community event goals. COMMUNITY IMPROVEMENT CORPORATION A Community Improvement Corporation (CIC) is a not-for-profit corporation authorized by the State of Ohio Legislature to advance, encourage, and promote a community’s industrial, economic, commercial, and civic development. The Dublin CIC Strategic Plan prioritizes real estate acquisition and redevelopment (specifically calling out Metro Center and West Innovation District) and implementing the Commercial Façade Improvement Program. Although the current Strategic Plan does not include support for community events, there is potential to explore the CIC’s involvement in such initiatives in the future. HOTEL/MOTEL TAX GRANT The City of Dublin collects a 6% tax on all hotel and motel stays, generating revenue that is strategically reinvested into the community to support initiatives focused on cultural enrichment, tourism, economic vitality, and quality of life. Each year, City Council allocates the greater of $225,000 or 6.5% of the previous year’s hotel/motel tax revenue to the Hotel/Motel Tax Grant Program. Applying for grant funds is a competitive process that involves submitting a formal application and attending a grant review meeting with the City’s Finance Committee to evaluate alignment with funding priorities and potential community impact. Tools in the Toolbox RESEARCH & ENGAGEMENT CITY OF DUBLIN 41 CITY SPONSORSHIP OF EVENTS AND PROGRAMS The City of Dublin provides sponsorship support for events and programs that align with its broader goals around community building, cultural enrichment, and economic development. These sponsorships are intended to amplify initiatives that foster civic pride, enhance quality of life, attract visitors, and contribute to the vitality of Dublin’s neighborhoods and business districts. Unlike grant programs that require formal applications, the City does not currently have a standardized application process for sponsorship funding. Instead, decisions about sponsorship support are made at the discretion of City administration, often based on alignment with strategic priorities, the potential community impact of the proposed event or program, and available budgetary resources. This flexible approach allows the City to remain responsive to emerging opportunities and support a diverse range of initiatives. NEIGHBORHOOD BLOCK PARTY PACKAGES The City of Dublin rents block party packages to Dublin civic and homeowners associations to support community building among residents. These packages include: tents, chairs, tables, trash bins, sandwich boards, barricades, and sound system - providing everything needed to host a successful neighborhood gathering. The program has proven to be popular, with the packages often booked well in advance during peak seasons, reflecting strong community interest in local connection and celebration. EVENTS ROADMAP42 CITY OF DUBLIN 43 While the City of Dublin has significantly grown their roster of events over time, there has not yet been a long-term vision established for the future of programming and activation. A comprehensive strategy must consider all aspects of impact and return on investment (ROI). To achieve this, the Events Roadmap must address the “why”, “where”, “who”, and “how” as part of its future decision-making framework. A Vision for Events EVENTS ROADMAP44 CITY OF DUBLIN 45 Goals THE WHO | Re-Establish The Why There are many reasons to host an event and there are many ways to measure an event’s ROI, but for the City of Dublin it is critical to define the “Why”’ for events that utilize public dollars and resources. This “Why” can help define success and decision-making for current and future community events. THE WHERE | Be More Intentional About Places and Spaces Dublin is rich in high quality parks and destination districts that provide numerous amenities and create great experiences for residents and visitors alike. These places are as diverse as the people who live in and visit Dublin and as such the programming in these spaces should be intentional when it comes to attitude, audience, event frequency and much more. THE WHO | Expand and Diversify Operators With a variety of permitted programming and city-organized events happening throughout the city, it will be critical to have an efficient, streamlined and partnership-driven approach that helps make smarter decisions about events and their impact. THE HOW | Align Inner Workings to Meet New Goals With a clear purpose and direction provided for why, where, and who invests energy in event programming, the City will have to adjust its own internal processes and procedures to better align its inner workings to meet the opportunities and challenges ahead. A VISION FOR EVENTS EVENTS ROADMAP46 Community events create memories that last a lifetime. Sitting and watching a parade as a young child can ingrain a sense of community pride and happiness in you that lasts your entire life. Shared memories with friends, family members and neighbors can make you never want to leave a place and help you understand that you are part of something larger than yourself. The City of Dublin has consistently placed a strong emphasis on fostering a sense of community and enhancing the quality of life for citizens. Building a great place to raise a family and grow old will also inherently create a community that people want to visit and do business in. THE WHY STATEMENT OUR WHY: Create a vibrant and connected community while enhancing the quality of life for residents. As part of the City’s long-term vision for events, “Why” considerations could include whether proposed or existing programming: • Builds local pride • Creates social connections between neighbors • Builds connections between the City and residents • Creates lifelong memories • Supports resident health and wellness • Provides a variety of entertainment options • Activates vibrant public space, recreational areas, and commercial amenities • Provides year-round gathering opportunities • Creates experiences that are authentic to Dublin • Preserves Dublin’s brand and reflects the community’s values A VISION FOR EVENTS The Why CITY OF DUBLIN 47Building Communi t y T o u rism Economic D e v e l opment + G rowthBrand Id e n t i ty/Mark e t ingOUTCOMES FOCUS EVENTS ROADMAP48 BENEFITS While building community and increasing the quality of life for residents is the primary “Why” for hosting events, there are related outcomes that will positively impact the city. These items should also be considered when making decisions about programming. Tourism More and more people seek destinations that offer a diverse range of experiential opportunities. It is important that these places do not feel like the traditional “tourist trap”, but instead feel comfortable, safe and authentic. The success of Bridge Park and Dublin’s Historic District has begun to prove that events can boost tourism, which in turn expands the City’s tax base and enhances residents’ quality of life. As part of the City’s long-term vision for events, the following considerations should be taken into account when thinking about positive impacts related to tourism: • Design and build places that are conducive to people, activity, programming and events • Use programming to create a mix of everyday experiences and larger special events • Embrace winter activities as a way to increase hotel stays and generate tax revenue A VISION FOR EVENTS CITY OF DUBLIN 49 Economic Development and Growth We are living through a time of significant change in how we work and shop. With the right intentionality, economic development can be an outcome of events. Thoughtfully curated programming can help draw people back into areas once viewed as single- use office districts. Creating engaging experiences can help retain residents’ spending power within the city rather than losing it to online retailers. Strategically producing events that involve, support, and highlight local businesses in situ can generate revenue in ways that would not be possible without event-related foot traffic. As part of the City’s long-term vision for events, the following considerations should be taken into account to support economic development and growth: • Continue building multimodal connections between districts and destinations, enabling employees to experience all parts of Dublin throughout the day • Curate programming that retains the spending power of office employees within the city • Be intentional about supporting local businesses through the event strategy Brand Identity and Marketing Dublin has been, and continues to be, a city that stays true to its brand promise. There is an expectation of a high-quality and well-managed experience for residents, businesses and visitors alike. Events should be as representative of this brand as other services and should be one of the most visible megaphones of Dublin’s strong brand message. As part of the City’s long-term vision for events, the following considerations should be taken into account when thinking about positive impacts related to brand identity and marketing: • Embrace modern trends and technology while staying connected to history and tradition • Connect and curate events to reflect the character of each place and neighborhood • Convey a hyper-local feel while appealing to a global audience • Aim for zero waste per the City’s Sustainability Framework EVENTS ROADMAP50 A VISION FOR EVENTS DEFINING ROI Generating revenues that support and sustain operations is critically important, but the return on investment from events is not strictly monetary. When defining the ROI of an event, the City must ensure that public dollars are being used responsibly and efficiently, but cash profit should not drive all decision-making. Programming is an investment in the community and therefore there are broader and even more impactful ROIs than just the bottom line of each event. Below are five types of return that the City should be considering as they make decisions about programming. Direct The City should continue to develop profit & loss statements for all City-led events, comparing event revenues to the production expenses, including staff hours. While there are likely to be very few events, if any, that generate a direct profit, these events may be considered acceptable “loss leaders” when evaluated by the other four types of return. Indirect When programmed intentionality,events can generate economic benefits that spill over into the surrounding community. The City should calculate related spending that occurs because of the event, including increases in hotel stays and spending at local businesses. This hyper-localized analysis of economic impact provides a strong rationale to either keep or stop producing an event. If an event actually detracts from local businesses’ sales, it should be creating a larger ROI within one of the four other categories. Reputation Events help shape people’s perceptions about the communities in which they are held, positioning the city as a place attractive to visitors, businesses, and prospective residents. Many, if not most, people seek places that offer a variety of entertainment options and leisure activities when choosing where to live, visit, or set up a business. In effect, a lively event calendar serves in part as a recruiting tool for attracting talent and investment to a city. CITY OF DUBLIN 51 Affinity There is perhaps no talent more worthy of attracting than the homegrown talent that already exists in a community. Helping residents feel connected to their community through the power of local events is the type of soft ROI often overlooked when crunching numbers. The core memories created with family, friends, and loved ones is a powerful force in retaining residents across generations. The pull of these experiences isn’t an anchor so much as a healthy root system that allows residents to grow and blossom where they live. Growth Events have long been a tool for generating foot traffic that sustains and grows destination districts. When created with intentionality, events reflect and amplify a district’s character, inviting people to experience an authentic sense of place. As entrepreneurs and small businesses seek new locations, the spotlight created by events showcase destination districts as ideal fits based on culture, vibrancy, and overall feel. EVENTS ROADMAP52 Intention around places and spaces should be taken into account to ensure a diversity of experiences around the city. Events, when done with intentionality, can build new audiences, solve problems for districts and shape future phases of growth. The programming strategies listed ahead are aimed at intentionally providing distinct experiences in Dublin’s current and future destination districts and parks. Occurs once a year, often tied to a specific date or season. Happening at regular intervals throughout a specific season or time of year. Taking place on a consistent, ongoing schedule, such as weekly or monthly. 0 - 1,000 Attendees Fosters a close-knit atmosphere 1,000 - 10,000 Attendees Balances intimacy and reach 10,000+ Attendees Encourages high energy and spectacle SMALL MEDIUM LARGE Event Sizes REGULAR SEASONAL ANNUAL Event Frequency The following terms will be used to describe the characteristics of events in the coming pages. A VISION FOR EVENTS The Where CITY OF DUBLIN 53 270 270 Coffman Park Bridge Park Historic Dublin Scioto Park Riverside Crossing Park METRO CENTER DOWNTOWN DUBLIN The Places color-coded in black above are focused on in the next several pages. CITY OF DUBLINEvENTS ROADMAP54 HISTORIC DUBLIN Purpose • Home to large-scale events • Home to smaller resident-focused events • A park that belongs to the people of Dublin, but is open to the region and country from time-to-time • Promotes physical/mental health and well-being Audience • Local residents • Regional visitors • National visitors Attitude • A mixture of experiences • Peaceful, surprising • Encourages exploration REGULARSEASONALANNUAL Event Sizes LARGEMEDIUMSMALL Event Frequency Historic Dublin Spaces A VISION FOR EVENTS Bridge & High Hike trails and surroundings Darby Lot EVENTS ROADMAP CiTY OF DUBLiN 55 Historic Dublin’s Current Events Historic Dublin Event Ideas Fairy Door Trail Educational Nature Tours Sidewalk Sales First Fridays Street Party West Plaza Block Party Parades Darby Lot Rotary Car Show Walking Tours Summer Music Series CITY OF DUBLINEvENTS ROADMAP56 A VISION FOR EVENTS RIVERSIDE CROSSING PARK Purpose • Showcase Dublin’s diversity • Recruit medium-sized events to Dublin (1,000+ people) • Bring visitors to the riverfront • Differentiate from Bridge Park and Historic Dublin and connect the two • Embrace retail and the arts Audience • Regional visitors • Bridge Park residents and visitors • Historic Downtown residents and visitors Attitude • Vibrant and energetic • A place for all people • Colorful • Interactive • Resident-organized Riverside Crossing Spaces The Green East Plaza Landing Upper Terrace East Plaza Landing Lower Terrace West Plaza Landing REGULARSEASONALANNUAL Event Sizes LARGEMEDIUMSMALL Event Frequency EVENTS ROADMAP CiTY OF DUBLiN 57 RIVERSIDE CROSSING PARK’S CURRENT EVENTS RIVERSIDE CROSSING PARK EVENT IDEAS Ice Rink Columbus Duck Race Summer Fun Series JASCO Obon Festival International Yoga Day Live Sports Viewing Art Market/Art Walk Holiday Market Concerts Makers Market Light Up the Night CITY OF DUBLINEvENTS ROADMAP58 A VISION FOR EVENTS BRIDGE PARK Purpose • Build demand for future development phases • Support existing businesses • Recruit future businesses • Continue to be a regional draw • Provide amenities for residents Audience • Bridge Park residents • Regional visitors • National visitors • Future commercial tenants Attitude • Active • Trendy • Always evolving • Always a reason to come REGULARSEASONALANNUAL Event Sizes LARGEMEDIUMSMALL Event Frequency Bridge Park Spaces Streets Retail Spaces Pocket Park EVENTS ROADMAP CiTY OF DUBLiN 59 BRIDGE PARK’S CURRENT EVENTS BRIDGE PARK EVENT IDEAS Markets Live Music Boo and Brew Fashion Shows Fore!Fest Summer Music Series Taste of Bridge Park CITY OF DUBLINEvENTS ROADMAP60 A VISION FOR EVENTS COFFMAN PARK Purpose • Home to large-scale events • Home to smaller resident-focused events • A park that belongs to the people of Dublin, but is open to the region and country from time-to-time • Promotes physical/mental health and well-being Audience • Local residents • Regional visitors • National visitors Attitude • A mixture of experiences • Peaceful, surprising • Encourages exploration REGULARSEASONALANNUAL Event Sizes LARGEMEDIUMSMALL Event Frequency Coffman Spaces Amphitheater Rec Center Pavilion Open Lawn Shelters EVENTS ROADMAP CiTY OF DUBLiN 61 COFFMAN PARK’S CURRENT EVENTS COFFMAN PARK EVENT IDEAS Dublin Irish Festival Music Festivals Walk/Runs Cultural Festivals Spooktacular Tree Lighting Symphony CITY OF DUBLINEvENTS ROADMAP62 A VISION FOR EVENTS SCIOTO PARK Purpose • Resident and family entertainment • Performance art • Resident parties and gatherings Audience • Local families • Local and regional art supporters Attitude • Relaxed • Interactive • Hidden • Surprising REGULARSEASONALANNUAL Event Sizes LARGEMEDIUMSMALL Event Frequency Scioto Park Spaces Amphitheater Lawn Shelter River Access EVENTS ROADMAP CiTY OF DUBLiN 63 SCIOTO PARK’S CURRENT EVENTS SCIOTO PARK EVENT IDEAS Theater/Plays Dance Groups Sundays at Scioto River Float CITY OF DUBLINEvENTS ROADMAP64 A VISION FOR EVENTS FUTURE DESTINATION DISTRICTS The West Innovation District and Metro Center are slated for significant reinvestment and hold great potential to become Dublin’s next premier destination districts. As these areas develop, implementing a strategic and intentional event programming approach will be key to shaping their identity, activating public spaces, and drawing community engagement early in their transformation. Events in these districts should complement Dublin’s broader events ecosystem - aligning with the City’s goals for community building and economic vitality - while offering distinct experiences that set them apart from other destinations like Downtown Dublin. By coordinating programming across districts while allowing each area to showcase its unique character, the City can create a cohesive, citywide event strategy that strengthens Dublin’s overall brand and supports diverse community needs. EVENTS ROADMAP CiTY OF DUBLiN 65 CITY OF DUBLINEvENTS ROADMAP66 A VISION FOR EVENTS The Who As Dublin continues to grow and evolve, so too must the structure behind its community events. This roadmap recommends an operating model that preserves the strengths of the current Events Division while expanding capacity through partnerships, outsourcing, and strategic alignment with broader community goals. This approach ensures that Dublin’s events remain high-quality, safe, inclusive, and aligned with the City’s brand - while allowing for sustainable growth and innovation. PRESERVE AND STRENGTHEN THE CORE The City of Dublin’s Events Division has successfully built and maintained a portfolio of beloved signature events, including the Dublin Irish Festival, Independence Day Celebration, St. Patrick’s Day Parade, Halloween Spooktacular, and Holiday Tree Lighting. These events are widely recognized for their high quality and ability to deliver on the City’s brand promise. As such, the Roadmap recommends keeping the existing Events Division intact and retaining full in-house production of these signature events. This ensures continuity, maintains quality control, and preserves the institutional knowledge that makes these complex events successful year after year. However, as new event concepts emerge, the City must be realistic about its internal capacity. If no additional staffing or support structures are added, the number of signature events produced by the Events Division should not increase. Stretching existing resources too thin could compromise the quality and safety that Dublin residents and visitors have come to expect. EXPAND CAPACITY THROUGH PARTNERSHIPS AND OUTSOURCING To grow Dublin’s event ecosystem sustainably, the City should look beyond internal resources and activate the expertise of external partners. For future events - such as the proposed Holiday Market, a new Art Festival, or year-round programming at Riverside Crossing Park - the City should consider outsourcing production to outside organizations with the experience and capacity to meet Dublin’s high standards. These partners should be held to clear expectations regarding quality, safety, and alignment with the City’s brand and community values. Additionally, the City should establish a nonprofit organization dedicated to fundraising for community events. This nonprofit could serve as a conduit for securing grants, donations, and sponsorships that support both existing and new events, providing a much-needed financial backstop that reduces reliance on City operating budgets alone. The nonprofit should hold the DIF Reserve Fund described later in this report. EVENTS ROADMAP CiTY OF DUBLiN 67 RIVERSIDE CROSSING PARK ACTIVATOR/OPERATOR Riverside Crossing Park is Dublin’s signature public space, an iconic, highly celebrated destination that serves as a central gathering place for residents and visitors alike. Given its importance to the City’s identity and civic life, the park should receive dedicated attention and resources to ensure its long-term vibrancy. To support this vision, we recommend the City pursue a public-private partnership and hire an outside Activator/Operator for the park. This partner would be responsible for day-to-day activation and programming - ranging from passive experiences like plein air painting to active experiences like events and festivals - while also maximizing revenue from rentals, concessions, and sponsorships. It would lead strategic partnerships with nearby districts and stakeholders to ensure programming is integrated and impactful. This Activator/Operator model offers several benefits, including focused oversight, potential access to private funding and grants, and the potential to attract new audiences through innovative approaches. Outsourcing comes with trade-offs such as reduced direct control and the need for ongoing City supervision and funding. To explore the feasibility of this model, the City’s best next step is to issue a Request for Information (RFI). An RFI offers a low-risk, high-value opportunity to gather feedback from potential partners, assess market readiness, and better understand the capabilities of firms experienced in public space activation. It also allows the City to test assumptions, clarify risks and opportunities, and shape a more informed and strategic Request for Proposals (RFP) in the future, one that reflects real-world insights and increases the likelihood of a successful, long-term partnership. CITY OF DUBLINEvENTS ROADMAP68 A VISION FOR EVENTS BUILD AN INTEGRATED EVENTS ECOSYSTEM Dublin’s future success in events will depend not only on how individual events are produced, but also on how the entire event ecosystem functions. Developers of key districts - such as Metro Center and the West Innovation District - should be recruited and selected in part based on their ability and willingness to produce high-quality events under models similar to those used by Bridge Park. These developers should not act in isolation; rather, they should be collaborative partners in a citywide events strategy that promotes shared success and avoids duplication. To support this integrated approach, the City should formalize its relationships with funded organizations. Whether through sponsorships, grants, or direct allocations, any financial support provided should be clearly tied to specific event goals, performance expectations, and brand alignment. In certain cases, creating fee-for-service agreements may be more appropriate - particularly when an organization is delivering programming on behalf of the City. A STRATEGY FOR NEW DISTRICTS The City has organically developed a unique partnership for events and programming in Bridge Park with developer, Crawford Hoying. Over time, the developer has proven itself a capable and trustworthy event operator and as such has earned certain oversight and management authority over events in the area, including being able to set out their own road barricades and use their own security personnel. This partnership should continue, and as new destination districts come online, the City should strive to partner with those developers in a similar manner. The City should leverage the expertise of the Dublin Community Improvement Corporation (CIC) to recruit, vet, and select the best development partner and negotiate commitments from the developer to ensure events in the district are financially and operationally self- sufficient. This strategy prevents the Community Events Division from having to plan and operate more events and averts burdening City departmental resources (Police, Department of Public Services, etc.). The Community Events Division should provide guidance to the CIC and the developer regarding the type and cadence of events that should take place in new destination districts. This helps build a cohesive and complementary programming strategy that sets each destination district apart while also preventing the districts from competing against one another or oversaturating the market. EVENTS ROADMAP CiTY OF DUBLiN 69 The future of Dublin’s community events lies in a balanced, flexible operating model that leverages the strengths of the existing Events Division while activating new partners and funding tools. By preserving core events, outsourcing thoughtfully, aligning funding with goals, and expanding the City’s network of collaborators, Dublin can sustain its reputation for excellence while fostering a more inclusive, dynamic, and financially resilient event landscape. Tie grant and sponsorship awards to Roadmap objectives. •While Yard is aware the Hotel/Motel Grant scoring was recently changed, adjusting the scoring and/or awarding criteria so grant applications and sponsorships more directly correlate with important city goals and aspirations. Event operators that demonstrate alignment with the Roadmap’s objectives for place, audience, attitude, frequency, size, and event type receive higher scores. This incentive/reward model funds event operators who best align with the City’s goals. Educate event organizers about the Events Roadmap and ask for their cooperation and partnership. •Coordinate conversations with key strategic partners who are funded by grants and sponsorships. Inform organizations of the changes made to the grant application scoring criteria. When possible, the City should come to the meeting with specific thoughts on how the organization can help the City accomplish its goals. •Prioritize conversations with the organizations who are members of the Downtown Dublin Strategic Alliance, which geographically encompasses Bridge Park, Riverside Crossing Park, and Historic Dublin. With a slightly different mandate, this group could provide a cohesive and coordinated experience in Downtown Dublin as outlined in the Roadmap. •Communicate the objectives outlined in the Roadmap and gaps in programming the City is trying to fill to new event organizers who apply for grant funding. THE DUBLIN COMMUNITY FOUNDATION The Dublin Community Foundation may be a potential resource for funding capacity building and strategic planning for members of this group and the group as a whole. “We foster a cooperative environment among local nonprofits and encourage them to focus on making a positive impact without duplicating each other’s efforts.” The City currently financially supports a number of partner organizations, including Visit Dublin, Dublin Chamber of Commerce, Historic Dublin Business Association, Dublin Arts Council and the Crawford Hoying Foundation with grant funding from the Hotel/Motel Tax Grant and/or City Sponsorship. The City should formalize these partnerships so the events produced by these organizations better align with the City’s Strategic Framework, Events Roadmap and subsequent plans. CITY OF DUBLINEvENTS ROADMAP70 A VISION FOR EVENTS The “How” refers to the internal strategies and structural adjustments necessary to support the City’s long-term goals for community events. While previous sections addressed what types of events should be prioritized and where they should take place, this section explores the behind-the-scenes work required to make those goals achievable. From right-sizing the City’s investment in its signature events to re-centering efforts on serving Dublin’s residents and businesses, these recommendations aim to strengthen internal alignment, improve operational efficiency, and ensure that the City’s event programming remains sustainable, strategic, and community-driven. SIGNATURE EVENT OPERATIONS This subsection outlines recommendations to optimize the planning, funding, and delivery of Dublin’s signature events in 2026. It focuses on ensuring these high-profile events remain sustainable and impactful, while aligning with community expectations and available resources. The How Holiday Tree Lighting The Holiday Tree Lighting is a well-loved community tradition with opportunity for growth. The current investment in the Holiday Tree Lighting event compares favorably with peer cities, but Dublin is missing the benefit its peer cities enjoy from hosting their event in a retail shopping destination or seasonal holiday market. The Events Division should move the Tree Lighting ceremony to the new Dublin Holiday Market once it is established. ACTION ITEMS • Continue investing in the Holiday Tree Lighting at the current level. • Explore ways to coordinate/combine efforts with the future Holiday Market to create an enhanced experience for attendees and create greater potential for economic impact by providing a boost in foot traffic to vendors. Halloween Spooktacular Halloween Spooktacular remains a highly attended, family-focused event, but benchmarking showed Dublin’s current model is out of scale in terms of cost and logistics compared to peers. There is opportunity to adjust the format or location to better align with available resources while maintaining the spirit of the event. ACTION ITEMS • The current level of investment is slightly out of scale - work to bring net costs down. • Continue growing sponsorship dollars. • Reduce the scale of the event from two days back down to one day. EVENTS ROADMAP CiTY OF DUBLiN 71 St. Patrick’s Day Parade The St. Patrick’s Day Parade is deeply tied to Dublin’s identity and compares favorably with peer parades in terms of cost and scale. Benchmarking suggests that with modest adjustments, such as increased sponsorship, the parade could have an even greater community and economic impact. ACTION ITEMS • The current investment is in scale, therefore continue investing at the current level. • Continue growing sponsorships and in-kind donations to offset costs. • Continue exploring ways to generate positive economic impact with Downtown Dublin merchants. Independence Day Celebration Dublin’s Independence Day Celebration is one of the most resource-intensive events in the City’s calendar, with total costs significantly higher than those of comparable events in peer cities. This is largely due to the expense of booking nationally recognized headline entertainment, which is heavily subsidized by the City. While there is broad agreement that Independence Day is a meaningful civic celebration deserving of strong public investment, exploring alternative entertainment approaches may better align with the City’s long-term goals and the interests of residents. ACTION ITEMS • Continue with the budget as is. • Do not increase entertainment costs, consider lower-level national, or booking local or regional acts. • Bring booking agent before Council during the fall budget process to explain the talent buying process, challenges, opportunities, and budget considerations. CITY OF DUBLINEvENTS ROADMAP72 A VISION FOR EVENTS Dublin Irish Festival The Dublin Irish Festival is a nationally recognized cultural celebration and a point of pride for the City. Benchmarking against peer festivals revealed shared challenges, particularly around rising costs. As currently constructed, DIF is likely to cost the City of Dublin approximately $300,000 most years and much more in weather-impacted years. In order to bring the DIF break- even point within reach, the Events Division will need to address both revenue and expenses. ACTION ITEMS • Continue to produce DIF in-house. • Grow Revenue (goal: $150,000). ‒Sponsorships are the highest potential growth area. ‒Incremental growth - audience, ticket/beverage prices, vendor fees. ‒Sharing O’ The Green Agreement should be adjusted so the City is carrying less financial risk. • Reduce Expenses (goal: $150,000). ‒Explore more outsourcing opportunities. ‒Bid services to ensure lowest cost. ‒Continue to move toward cashless event. ‒Fine tune entertainment scheduling. • Create a Revenue Backstop. ‒Reserve fund - open up grant/gift/sponsorship opportunities not currently available. ‒Reach $400,000 by DIF 40th anniversary and $1,000,000 within 7-10 years. EVENTS ROADMAP CiTY OF DUBLiN 73 DEPARTMENT OPERATIONS Looking beyond Signature Event operations recommendations to those with more departmental relevance, this section provides recommendations and action items for the Events Division. Invest in low cost, high impact community-focused programming During the Roadmap process residents voiced a desire for more small events focused on local community- building. The Community Events Division currently manages a popular low cost, high impact event series that could be expanded to meet this desire. ACTION ITEMS • Expand the Summer Fun Series. Continue to Support Resident Community Building Neighborhood Block Party Packages are a popular resource among civic and homeowner associations and are a low cost (both in the physical product as well as staff time), high impact community building tactic. Dublin should build on this program. ACTION ITEMS • Expand the Neighborhood Block Party Package program by increasing the number of packages available to rent. CITY OF DUBLINEvENTS ROADMAP74 A VISION FOR EVENTS Improve the Community Events Permitting Processes The Community Events Division is responsible for processing and issuing Community Event permits. To ensure successful events, staff collaborates with leadership from multiple departments and works closely with event organizers to confirm compliance with local regulations, address potential challenges, and prioritize public safety. During the Roadmap process, consultants conducted interviews with event organizers to gather feedback on the permitting experience. Key takeaways were shared with the City, leading to immediate action. As of this document’s publication, all suggestions and concerns raised during the interviews have been resolved or are actively being addressed. ACTION ITEMS • Auto-populate past application data ‒Action: Events staff previously had researched potential softwares to aid in the permit process. Upon hearing this feedback, Events purchased and will be implementing EProval in 2025 for the 2026 application process, which will auto-populate last year’s application info and improve overall efficiency. • Notification of additional permits (e.g., fireworks, bounce houses) ‒Action: Permit text has been updated to highlight when additional permits are needed. EProval will also assist with this. • Immediate feedback on date/location conflicts ‒Action: Applicants now receive an automatic email with conditional approval and a PDF of their application. Conflicts will be addressed within 2 business days. • Advance planning and conditional permits ‒Action: Conditional approval now built into process; reduces need for separate requests. EProval will support this. • Central communication and tracking portal ‒Action: EProval, recently purchased, will serve as the centralized platform for communication and progress tracking. • Uncertainty and communication gaps ‒Action: EProval is expected to improve transparency and communication across all steps. • Clarity on facility amenities ‒Action: Will be clarified further in permit meetings. EVENTS ROADMAP CiTY OF DUBLiN 75 • Concerns about fairness if application deadlines are enforced inconsistently ‒Action: ‒Applications must be submitted at least 60 days prior to the scheduled event (reduced from 90 days). ‒Applications held on City property that intend to serve alcohol must submit applications within 90 days (reduced from 120 days). • Virtual vs. in-person permit meetings ‒Action: π Tier 1: No permit meeting required. π Tier 2: First-time applicants attend in person (exceptions for travel over 30 minutes); annual event organizers may now call in. π Tier 3: In-person attendance required. π Committee members are encouraged to pre-review applications and skip meetings if not needed. π EProval implementation may eventually eliminate Tier 2 in-person meetings. • Post-event follow up with event organizers ‒Action: π A brief 3-4 question post-event survey will be implemented. π Placer.ai data will be used to estimate attendance for larger events, enabling comparison with organizer-provided numbers. CITY OF DUBLINEvENTS ROADMAP76 CITY OPERATIONS This section covers topics that are critical to the long-term success of community events but extend beyond the scope of the Events Division alone. These recommendations may involve multiple departments or require citywide coordination to implement effectively. Establish a Citywide Sponsorship Strategy An analysis of Dublin’s signature events revealed that, while the Community Events Division has been effective in securing sponsorships, the City lacks a comprehensive, citywide sponsorship strategy. To address this, it is recommended that the City engage a consultant to develop an integrated sponsorship strategy that applies across all departments, programs, and events. This strategy would support the pursuit of sponsorships for a range of initiatives, from community events and recreation programming to capital projects and external partnerships. It should provide a unified framework for identifying prospects, valuing opportunities, managing relationships, and planning for long-term growth. Such a plan would help the City maximize revenue potential, ensure consistent messaging and sponsor value, and equip staff with the tools needed to build stronger, more sustainable sponsor relationships. ACTION ITEMS • Hire a consultant to develop a citywide sponsorship strategy. A VISION FOR EVENTS EVENTS ROADMAP CiTY OF DUBLiN 77 Address Policy Gaps While events are an excellent way to activate parks and facilities, other activities, such as vending, can also create a vibrant atmosphere and enhance the visitor experience without requiring extensive planning or expense. During the Roadmap process, two potential activities were identified for consideration at or near park facilities through a permitting process: food trucks and art-vending. At this time, the policy on record for Commercial Activities in parks reads: 96.24 Commercial Activities: (A) No person in a park shall sell or offer for sale any article, privilege or service without having first obtained a permit from the City Manager or designee. (B) No person in a park shall beg, peddle, or solicit for money, a privilege or a service. There are currently no regulations for food trucks in Dublin. Art-vending qualifies as a commercial activity per the definition in Code 96.24, but there are no standard operating procedures for obtaining a special permit from the City Manager. ACTION ITEMS • Develop regulations for food trucks for Dublin, with clear guidelines on how they are permitted to operate within park spaces. • Establish a process for obtaining a special permit for art-vending. Expand Community and Audience Engagement While research during the Roadmap process identified programmatic gaps and opportunities, Dublin is not at a loss of things to do. In fact, the Dublin community is served by a robust annual calendar of events. What is missing is a comprehensive community event calendar that provides a full picture of all that is being offered. ACTION ITEMS • Create a comprehensive community events or “things to do” calendar. It is possible that this is a City initiative or a partnership opportunity with Visit Dublin. CITY OF DUBLINEvENTS ROADMAP78 A VISION FOR EVENTS Make Investments in Permanent Event Infrastructure The City should examine targeted investments in event-related infrastructure to enhance the functionality and appeal of key venues, particularly Coffman Park. Strategic improvements such as permanent power access, staging, lighting, water hookups, and storage facilities would not only ease logistical challenges for large-scale events like the Dublin Irish Festival, but also make the park more attractive to outside event organizers seeking a well-equipped, flexible venue. By proactively investing in infrastructure, the City can reduce operational burdens over time, improve the overall event experience, and position its public spaces as premier destinations for community and regional programming. There is a master planning process on deck for Riverside Crossing Park, but not for Coffman Park. While the Parks and Recreation Master Plan recommends a master plan for Coffman Park, it is not included in the current 5-year Capital ImprovementPlan. To advance the exploration of infrastructure investments in Coffman Park, the City will have to engage consultants for further guidance. ACTION ITEMS • Continue evaluating capital improvements to Coffman Park to reduce event production costs and improve the appeal of facility rental. Package and Market Cultural Programming Dublin is a Global City with a rich tapestry of cultures, traditions, and lifestyles that fosters inclusivity and global appeal. This is demonstrated in the number of cultural events that take place, organized by both the City and third parties. The City should build on this. ACTION ITEMS • Package and market cultural events in Dublin under the “Global City” umbrella. EVENTS ROADMAP CiTY OF DUBLiN 79 CITY OF DUBLINEvENTS ROADMAP80 EVENTS ROADMAP CiTY OF DUBLiN 81 Appendix 1 - Key Stakeholders 2 - Documents Reviewed 3 - Community Survey 4 - Benchmarking Analysis 5 - How to Attract Event Organizers to Your City Guide VISIT THE APPENDIX CITY OF DUBLINEvENTS ROADMAP82 Change the way places change. BUILDWITHYARD.COM City Council Meeting Dublin Community Events Roadmap [ 19 MAY 2025 ] Agenda 1 Project Overview 2 Research & Engagement 3 A Vision for Events 4 Appendix Project Overview GOAL #4 Reimagine and Launch Dublin's Community Events Program Develop a connected, comprehensive, and fiscally sustainable vision driving celebrations, engagement and entertainment by implementing the local and regional community events program and management roadmap. 4 Scope Review and provide recommendations on current event operations Inventory and review event management models Provide best practices in event management Provide recommendations for annual scheduling tempo for events at City-owned parks and facilities Review and provide recommendations on the City’s community events permitting process Provide best practices for attracting new events to the City Provide recommendations for potential future events Process and Schedule Project kick-off Research community context Examine current event management and permitting program Observe event management at Dublin Irish Festival Interview key stakeholders and Community Events staff Survey community members Summary of Understanding Conduct benchmarking Evaluate models for event management Present preliminary recommendations to City Council Conduct Operations Audit Develop shared vision for the future of community events Formulate actionable recommendations Draft Events Roadmap Present draft Community Events Roadmap to City Council Prepare Final Community Events Roadmap Deliver digital files Research & Engagement Analysis Dublin Events Ecosystem Financials and Operations Permitting Process Key Places Tools in the Toolbox Vision for Events Goals The Why | Re-establish The Why The Where | Be More Intentional About Places and Spaces The Who | Expand and Diversify Operators The How | Align Inner Workings to Meet New Goals OUR WHY Create a vibrant and connected community while bettering the quality of life for residents. The Where The Where Existing destination parks and districts ●Analysis of each place ○Existing events ○Existing amenities ●Recommendations for annual scheduling tempo and potential future events ○Purpose ○Audience ○Attitude ○Event frequency ○Event size Future destination districts The Who Preserve and Strengthen the Core ●Keep existing Events Division intact ●Maintain in-house production of Signature Events to ensure continuity, quality control, and preservation of institutional knowledge ●Do not increase number of signature events produced by Events Division (for risk of stretching existing resources too thin) The Who Expand Capacity Through Partnerships and Outsourcing ●Establish a nonprofit organization to hold the reserve fund and raise funds through grants and donations ●Outsource future events to outside organizations that possess the necessary expertise to maintain quality, safety, and brand promise expectations ○Ex) Holiday Market, Art Festival The Who ●Riverside Crossing Park Activator/Operator ○Everyday activation and programming ○Maximize rental, concession, and sponsorship income ○Strategic partnerships with Historic Dublin, Bridge Park, and others ●Issue a Request for Information (RFI) ○Low-risk way to assess market readiness and gather feedback from potential partners ○Helps clarify risks, opportunities, and partner capabilities ○Informs a stronger, more strategic future RFP The Who Build an Integrated Events Ecosystem ●Recruit developer(s) for Metro Center and West Innovation District with the skillset to do events under a similar operating agreement/model as Bridge Park/Crawford Hoying ○The developers should be collaborative participants of a greater event ecosystem ●Better align City funding (allocations, grants, and sponsorships) with future event goals by formalizing agreements with funded organizations ●Create fee-for-service relationships where appropriate The How Signature Event Operations Holiday Tree Lighting ●Continue investing in the Holiday Tree Light at the current level. ●Explore ways to coordinate/combine efforts with the future Holiday Market to create an enhanced experience for attendees and create greater potential for economic impact by providing a boost in foot traffic to vendors. The How Signature Event Operations Halloween Spooktacular ●The current level of investment is slightly out of scale - work to bring net costs down ●Continue growing sponsorship ●Reduce the scale of event from 2 days back down to 1 day The How Signature Event Operations St. Patrick’s Day Parade ●The current investment is in scale, therefore continue investing at the current level ●Continue growing sponsorships and in-kind donations to offset costs ●Continue exploring ways to generate positive economic impact with Downtown Dublin merchants The How Signature Event Operations Independence Day Celebration ●Continue with the budget as is ●Do not increase entertainment costs, consider lower-level national, or booking local or regional acts ●Bring booking agent before Council during the fall budget process to explain the talent buying process, challenges, opportunities, and budget considerations The How Signature Event Operations Dublin Irish Festival ●Grow Revenue (goal: $150,000) ○Sponsorships is highest potential growth area ○Incremental growth - audience, ticket prices, concessions, vendor fees ●Reduce Expenses (goal: $150,000) ○Explore more outsourcing opportunities ○Bid services to ensure lowest cost ○Continue to move toward cashless event ○Fine tune entertainment scheduling ●Create a Revenue Backstop ○Reserve fund - open up grant/gift/sponsorship opportunities not currently available ○Reach $400,000 by DIF 40th anniversary and $1,000,000 within 7-10 years The How Department Operations Invest in low cost, high impact community-focused programming ●Expand the Summer Fun Series Continue to support resident community building ●Expand the Neighborhood Block Party Package program by increasing the number of packages available to rent The How Department Operations Improve the Community Events Permitting Processes Already resolved or actively being addressed ●Auto-populate past application data ●Notify of additional permits needed ●Immediate feedback on date/location conflicts ●Advance conditional permits ●Central communication and tracking portal ●Uncertainty and communication gaps ●Clarity on facility amenities ●Application deadlines ●Virtual vs. in-person meetings ●Post-event follow-up The How City Operations Establish a Citywide Sponsorship Strategy ●Hire a consultant to develop a citywide sponsorship strategy. Address Policy Gaps ●Develop regulations for food trucks. Be specific about how food trucks are allowed to interact with park spaces. ●Develop a process for obtaining a special permit for art-vending. The How City Operations Expand Community and Audience Engagement ●Create a comprehensive community events or “things to do” calendar. It is possible that this is a City initiative or a partnership opportunity with Visit Dublin. Make Investments in Permanent Event Infrastructure ●Continue evaluating capital improvements to Coffman Park to reduce event production costs and improve the appeal of facility rental The How City Operations Package and market cultural programming ●Package and market cultural events in Dublin under the “Global City” umbrella. Appendix Appendix Key Stakeholders Documents Reviewed Community Survey Benchmarking Analysis How to Attract Event Organizers to Your City Guide Staff and Yard are seeking Council’s feedback on the following: •Does Council have any feedback or questions regarding the recommendations presented in the Community Events Roadmap Final Report? •Does Council support issuing a Request for Information (RFI) to explore a potential activator/operator for Riverside Crossing Park? Recommendation