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HomeMy WebLinkAbout23-00 Resolution RECORD OF RESOLUTIONS Dayton legal Blank Ca., Farm No. 30045 i! ~ :: Resolution No. .. 23-00 Passed .. ~ ... ... . ...... .............., YEAR A RESOLUTION ADOPTING THE CITY OF DUBLIN'S GOALS FOR 2001 NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Dublin, State of Ohio, 1 of the elected members concurring: Section 1: That, as a result of the annual goal setting process, Dublin City Council hereby adopts the following goals for 2001: 01-01 Continue with the creation of an overlay plan for the Southwest area to include development standards that can be implemented City-wide. 01-02 Continue an aggressi ve program of parkland acquisition. 01-03 Provide for ways to link the community and promote citizen involvement. 01-04 Identify and implement methods to purchase and/or preserve undeveloped land for various public purposes. 01-05 Continue investments in Historic Dublin. 01-06 Enhance the City's "sense of place" through the establishment of a town center, as defined in the Community Plan. Section 2: That this Resolution is effective upon passage in accordance with Section 4.04(a) of the Revised Charter. , Passed this J.1itpay of ~ ' 2001. {]J ~A;r/ Mayor - Presiding Officer ATTEST: ~(I~ Clerk of Council ~ herehy certify that (opies of this Ordillance/I~f)s{lltJtlol1 were po~ted in .~" City of Dublin in occordance wit; Section 731.25 of the IX!io Revised Code. t~/J'/ Ctaot. CI of Council, Dublin. Ohio P:\DATAICOUNCILIRESOLUTII2000123-00 GOALS FOR 2001.DOC CITY OF DUBLIN Memo Office of the City Manager To: Members of Dublin City Council From: Timothy C. Hansley, City Manager Subject: Resolution 23-00 - 2001 Goals Date: April 13, 2000 Initiated by: Michelle L. Crandall, Management Assistant//?U'C Attached please find Resolution 23-00 adopting goals for 2001. Also attached is the Council Goal- Setting Report prepared by the facilitators, Bertsch and Kunde. The goal statements contained in Resolution 23-00 were taken directly from the Goal-Setting Report and adapted by staff to best reflect the discussion surrounding each goal. Thank you for all feedback received concerning the draft report. If you have any questions related to the resolution or related materials, please contact Michelle Crandall. Dublin City Council 2001 Goal Setting Retreat March 3-4, 2000 Dublin City Council Mayor Charles W. Kranstuber Vice-Mayor Robert E. Adamek Cathy A. Boring Marilee Chinnici-Zuercher Thomas M. McCash Gregory S. Peterson John G. Reiner Facilitated by: Burns, Bertsch, & Harris, Inc. and James E. Kunde Table of Contents Introduction and Agenda 1 Review of 1999 and 2000 Goals 2 Council Communications Plan 3 Review of Pre-Retreat Interviews 4 Priority Policy Areas for 2001: Hot Zones & Cold Zones 7 Appendices: Appendix 1: Manager Memo-Progress Report on Achieving Goals Established by Dublin City Council for 1999 and 2000 Appendix 2: Memorandum-Support to Council Appendix 3: Dublin Pre-Retreat Interviews... ..2000 Introduction and Agenda Dublin City Council and staff members convened for Council's annual Goal Setting Retreat on March 3 and 4, 2000. Jim Kunde of the Coalition to Improve Management in State and Local Government and Dale Bertsch and Jean Griffith of Burns, Bertsch, and Harris, Inc. served as facilitators. The purpose of the Retreat was to establish and prioritize key policy initiatives that the City should pursue in 2001. The Retreat participants developed priorities for Council leadership (Hot Zones), as well as priorities that can be deferred to staff's expertise (Cold Zones). City Council has established a very effective process of setting goals one year in advance of implementation. This allows the goals to be directly incorporated into the operating and capital budgeting processes. The City has been highly successful in accomplishing the goals set by Council since this process began a decade ago. Strong leadership, talented staff and a healthy economic base have allowed the City to achieve many goals "ahead of schedule." Council is poised to continue to pursue an ambitious agenda as the City grows. Prior to the Retreat, the facilitators interviewed each Council member, the City Manager and the Assistant City Manager/Director of Development to frame the issues and establish expectations for the session. The Retreat included a series of facilitated discussions, utilizing the Nominal Group Technique (NGT), designed to help Council achieve consensus on the 2001 goals. The Retreat Agenda was as follows: Friday: . Review 1999 and 2000 Goal Update . Discussion regarding Council recognition and visibility . Review Pre-Retreat Interview results Saturday: . History of Council policy initiatives . Priority Council policy areas for 2001 (Hot Zones) . Priority staff policy areas for 2001 (Cold Zones) 1 Review of 1999 and 2000 Goals City Manager Tim Hansley began the retreat by briefly reviewing progress on Council's 1999 and 2000 goals. The City has made significant progress in achieving many of these goals, while a few of the 2000 goals still require additional effort throughout the remainder of the year. The Manager's office prepared memoranda in advance of the session detailing the status of each goal. These memoranda are included in this document as Appendix 1. The goals are listed below: 1999 . Implementation of the Community Plan . Southwest Area Plan . Enhance the planning component of the Division of Planning . Revise the Zoning Code . Community partnerships/site sharing . Future site for City Hall 2000 . Establish policies to deal with the preservation of green space, open space, forests and river corridors . Set policies to improve the quality of development . Establish a required open space dedication for large-scale commercial developments . Address boundary issues Facilitator Jim Kunde discussed the concept of building community as a city grows. As Dublin grows and matures, Council is concerned with fostering and maintaining a cohesive community, where residents and businesses feel connected and involved and work together to solve problems. Kunde contrasted Arlington and Piano, Texas, cities of similar size but very different levels of public involvement and "community." While Arlington has experienced major economic development and investment, average voter turnout among its citizens is only six percent. Although Piano has not experienced such significant investment, its citizens are very involved and concerned about the community. He explained that in communities like Piano, local officials and institutions have invested considerably in public dialogue as a problem-solving and community-building tool. He stressed the importance of listening to the community and including individual citizens and organizations in community problem solving. 2 Council Communications Plan The next item on the agenda was a "Discussion regarding Council recognition and visibility." Michelle Crandall, Management Assistant, distributed the "Support to Council" document which details the "functions, roles and responsibilities of specific divisions in meeting the needs of the Members of Dublin City Council." This document is included as Appendix 2. After briefly reviewing the document, Council had the opportunity to ask questions and make needed additions. One Member of Council raised the issue of establishing a Council Communications Plan. He stressed that as the City has grown, citizens have come to expect more professional communication from Council. Other Council members concurred, stating that it is important for Council to know 'what's going on' in the community, and to lay a groundwork of regular, open communication channels to avoid community deadlock around controversial issues. It is also a way to build relationships with the community and "put faces on problems." In light of the earlier discussion on building community, Council agreed to pursue the plan immediately. Sandra Puskarcik, Director of Public Relations, explained that a communications plan was prepared several years ago but never formally adopted by Council. She said that there are many useful ideas in that plan that can serve as a starting point for a new plan. Ms. Puskarcik was asked to prepare a list of goals and ideas for Council to review and rank according to priority. Ms. Puskarcik will then develop the new plan based on Council's priorities. A final draft of the plan would be reviewed and adopted by Council. 3 Review of Pre-Retreat Interviews Next, the facilitators reviewed the Pre-Retreat Interview responses. The complete results are included as Appendix 3. During the review, Council and staff had the opportunity to ask questions and clarify or add to the results. Below is a summary of responses to each question, as well as any additional discussion at the Retreat. Question 1: What is going well? Economic growth and development continue to be very strong in Dublin. Interview respondents specifically mentioned the excellent tax base and the ability to attract significant corporations. The City has also kept pace with infrastructure development and other capital improvement projects. More major projects can now be put on the short-term agenda. Other interview responses included the rate of park development, the Community Recreation Center and the quality of new development. City officials have a good working relationship with the Chamber of Commerce and the School Board, which is another asset for the City. Question 2: What is not going well? Several respondents mentioned City staff turnover, specifically the need to fill key positions and stabilize staff as a whole. One respondent cited staff's workload and concerns about burnout. Two people cited communication difficulties between Council and staff, and the tendency for personal or political agendas to interfere with Council's agenda. There is concern about the Southwest Area Plan not being passed after major investment of time and resources. Another concern is the "negative split" on many major issues before Council. Other responses included a lack of affordable housing for people working in the City, uneven investment around the City, the need for a third high school and the appearance of Historic Dublin. Question 3: What timely opportunities do you see for the community? Five of the nine interviewees mentioned the Southwest quadrant as a major opportunity area for Dublin's growth and development. They specifically cited the proposed golf course community and park, and the opportunity to promote more traditional types of neighborhood development. Two respondents stated that the Historic Dublin Task Force has the opportunity to make real progress toward revitalizing Historic Dublin over the next few months. Other responses included economic development opportunities and the need to continue aggressive land acquisition, expanding water and sewer services throughout the community, expanding recreation opportunities and working to "tie the community together." 4 Question 4: What are the barriers that need to be dealt with to take advantage of these opportunities? Two interview respondents view "hidden or individual agendas" among Council and staff as a barrier to getting things accomplished. One emphasized the need to worry about "the common good." Others mentioned the "overbearing regulatory process" and the need for a better working relationship between Council and the Planning and Zoning Commission. There is concern about the number of items on the City's agenda and the fear that at some point the "ball will be dropped." Other responses included attitudes toward Dublin School District residents living in Columbus, social equity issues and financial limitations. Question 5: What one thing do you see that is in most need of getting done? Responses to this question varied from stabilizing staff and rehiring the City Manager to rewriting the Zoning Code and completing a comprehensive land use ordinance (like WOW). Other responses included the proposed golf course, completing the Southwest Plan expanding the outdoor pool system, revitalizing Historic Dublin and addressing housing stock issues. There was some discussion at the Retreat concerning the Southwest Plan, Road to WOW and proposed community architectural standards. Council is concerned about the need to "get some standards in place" as development continues to occur. They agreed that the golf course community development plan and community architectural standards are the highest priority, followed by the Road to WOW and rewriting the Zoning Code. Mayor Kranstuber made a motion to direct staff to prepare community architectural standards for Council to review (first reading) within 45 days. The idea is that this would be a working document, not a substitute for a comprehensive package. Council agreed that politically, it would be best to institute these development standards and regulations on a piecemeal basis, but the community architectural standards would provide a solid starting ground. Council passed the motion 6-0. The Planning Division will prepare a document for Council to review. Question 6: What one big idea would you like to see discussed at the retreat? The respondents proposed several topics, including "deciding what to do with the Southwest Plan," commu n ication and community involvement, open communication among Council and staff and the relationship between Council and the City Manager. Others wanted to discuss development standards and expectations, and one respondent proposed establishing a separate Recreation Department. Two respondents stated that the City needs to complete "what's on our plate" before tackling major new projects. 5 Question 7: Do you have any concerns about the retreat? Several people mentioned the need to stay focussed and keep to the agenda. Others expressed a desire for openness. Other specific issues included the Southwest overlay (Road to WOW), relationships with Planning and Zoning Board members, and recognizing Dublin leaders who have passed away. One respondent mentioned the "tendency to assume a consistent pattern of votes." This issue raised some discussion at the Retreat. Some Council members raised the question of why others "consistently vote against" major issues and initiatives, and how this might be addressed. City Manager Hansley stated that he thinks the consistent voting pattern is value-driven, and reflects these Council members' feelings that their constituents' issues and concerns have not been adequately addressed. He also stressed the need to make sure that all Council members are included early in the policy decision-making process and have access to all needed information about policies and proposals under consideration. 6 Priority Policy Areas for 2001: Hot Zones & Cold Zones The facilitators began the second day of the Retreat by recognizing City Council's success in establishing and achieving goals over the last decade. The Division of Planning prepared a series of City maps to illustrate progress on infrastructure projects, parks and bike paths. The facilitators highlighted some of the biggest "success stories," including Emerald Parkway, the Recreation Center and extensions to the bike path system. Jim Kunde emphasized the importance of celebrating when goals are achieved. Celebrating communicates to City officials and the public that progress is being made and builds momentum for continued effort and success. One Council member raised the question of how the City can communicate its success to the public. Kunde explained that the most effective tool for communicating success is city employees "spreading the word," because the public tends to have faith in what they say. It is important that employees understand Council's goals and what they are working towards. Council agreed that this should be incorporated into the proposed communications plan. They also cited the need for a better orientation process for new staff, so they can recognize both the opportunities and challenges they will experience working for the City of Dublin. It was noted by staff that an expanded 2-day Orientation Program has been developed and will be implemented in May, 2000. At this point, Council turned its attention to setting goals for the year 2001. Goals are established one year in advance of implementation so they can be incorporated into the budgeting process. The facilitators used the Hot Zone/Cold Zone process to develop and classify the goals. "Hot Zones" are policy areas where Council wishes to take political leadership and initiative in implementation. "Hot Zones" will be developed into goal statements to be adopted by Council. "Cold Zones" represent equally important policy areas that can be directed to staffs expertise for implementation. The facilitators explained that the most effective City Councils tackle no more than three major policy areas or "Hot Zones" during one year. Therefore, the "Hot Zones" should be limited to a few key issues. The facilitators used the Nominal Group Technique (NGT) process to record Council's ideas on large sheets. First, Council developed and prioritized the Hot Zones. Then they repeated the process for the Cold Zones. Council moved a few items from the Hot Zone list to the Cold Zone list after agreeing that staff should have primary responsibility for their implementation. Then Council voted to prioritize the Hot and Cold Zones on the basis of urgency. Urgency combines importance with opportunity, recognizing that policy issues need to be addressed as opportunities arise and resources become available. Separate votes were taken for the Hot and Cold Zones. 7 Council members received five colored dots for each category: Red = 5 points Yellow = 4 points White = 3 points Green = 2 points Blue = 1 point The following tables illustrate the Hot Zone and Cold Zone priorities as voted by Council. The highest priorities are shown in bold type. *Items 4a, 7 and 9: There was considerable discussion surrounding these items. One Member of Council expressed concern about increasing voter resistance to passing tax levies for the schools. He asked about the possibility of rebating the City's portion of the property tax to residents. Reaction to this proposal was mixed. Another Council member suggested using the City's portion of the property tax to supplement the land acquisition fund. The funds would be used to acquire and retire land most likely to be developed for housing, thus reducing the load on the school system. Others suggested buying development rights or a land banking system where the City would control zoning and ultimate development of the land. Council agreed that it is important to jointly address these issues with the School District, and that working together they could identify the best solutions. 8 ** Item 12: Staff explained that Dublin's annexation boundaries essentially consist of the "negotiated area" documented in the 50-year agreement with the City of Columbus for water and sewer service provision. . Continue to explore the pros cons of CitylTownship service consolidation 1!11'__IIIII.I"~IIII._~~~\'IM.ljll ~~~,~~, ' l~ ,m. ~ @"%~,, dm',~~Ml ,<:: ~~~<l!:lm~:,mi,w'~~@mmmmmllil~~~ ~~ , " ~.",,,-;-~,,,@ Wl mkll1mmkjki!d5"<;,..~,<,,~-;L,' ~,,,,," " ,~, A ',~:Ah"",:, \~~,,,~,,k,'~ 3. Develop Council Communications Plan with 15 4,3,3,2,2,1 citizen volunteer component >:;;~~'N mq I*Mw. ...~'/:~i~~~;;l~~;;~~" ,'J ,I;;' ; , i~~ '" ",'II (TIE) 4b. Complete Zoning Code rewrite 5,4 \l_"_I_.IIII_\\~\II~l.I"III.~II\IIII.~Jllt__'JIIIII!111I11ill,,1 ~>, , ~~ :~:': dhm. "');:," ',., ' ,*"dmmmifu """,,~'M~)~ii,klw ~@~~mmm;::::;:~",;d:c~:;:,:,:,m~hwa;<Al~'W,_x_,"_"''''~: ' ,~i;'i:&llil~, ,dmL~1l:illL~@~~"" 6. Develop a tracking system for citizen complaints 7 4,3 and staff assignments 11_r" ~,,, 1_"liWlII;IWW_flWllilll ~" ~f'":,, ,t?:< , , '~''''''''~''''~:'':'I;,;v_;,',m,',,,,,,= ' ~il[~:-:, -:.---- -. ~hl ,'" 'll ,;11~;:' '.. > 1{Ht,tlrl~t~7';"llli! :, ,,,,. ttt>ft':" ,'~ ,Ai,';; .m ~,- -:?' - ,.,-,~= ''''' , 1illJ'",>rA~ ..,,,.t.t.,,,,t.,,. . JWI"""""'.L.",il1. 8. Develop water and sewer extension policy 5 3,2 __1."'.I__...II;I!'_II\t<<4111<<111 *_ "" %>>,.." ~~>> , ~@m~" ~~ m ' ~> w ~mmm __/. ;;;;~~~,~,~:,~:,~m,,,~~'~;,;w:,~'!!,,m,,,,,@ - lmtL*,-"";'_'M_~Wc"'*"'!i,~j~>~":,~:,,,<<ij _ j'i",:,>:"jEitk&~'-"-"'-""'~-'~<~'m:''i 1 O. Expand recreation opportunities 1 1 Assignments: After voting, Council members volunteered to take responsibility for pursuing the Hot Zone items: Item: Develop some type of overlay zoning law to set development standards Assignment: All of Council Item: Find ways to link the community and promote citizen involvement Assignment: Mayor Kranstuber, Vice-Mayor Adamek Item: Continue aggressive parkland acquisition Assignment: All of Council Item: Invest in Historic Dublin Assignment: Council Member McCash Item: Set aside a fund to purchase and hold/retire land Assignment: Council Member Reiner, working with the Director of Finance Item: Emphasize community by establishing a town center concept Assignment: Vice-Mayor Adamek, Council Member Peterson Council did not address Cold Zone assignments at the Retreat. The City Manager will divide Cold Zone assignments among staff as appropriate. 9 Appendix 1 MEMOS fRO IV: C I T Y NIANAGER TIM HANSlEY T 0 C I T Y COU~jCll Progress Report on Achieving Goals Established by Dublin City Council for 1999 . Implementation of the Community Plan - An emphasis should be placed on elements in the Community Plan that have been identified as a high priority. As detailed in the Southwest Area goal statement below, extensive staff time has been dedicated to the development of this area plan, with the expectation of transferring many of those plan elements to other portions of the community. Other elements of the Community Plan currently underway include, but are not limited to, the addition of a Metro Park, identification and land negotiations for the future site of City Hall, continued improvements in and the study of the Old Dublin area (including Revitalization Task Force and bypass feasibility study), aggressive funding and construction of roads in accordance with the Thoroughfare Plan, continued parkland acquisition for both active and passive recreation, and an emphasis on addressing sanitary sewer and stormwater management Issues throughout the City. . Southwest Area - An emphasis is to be placed on the Southwest area of the City as the Community Plan is implemented. This is to include the development of an overlay plan to be coordinated through the use of a consultant. . Moratorium established - In July 1998, Council established a temporary zoning moratorium in the Southwest area, allowing time to study the area and develop a comprehensive plan. This moratorium ended February 29,2000. . Traffic Task Force - Council formed a Southwest Area Traffic Task Force to study traffic issues in the area, including a survey to area residents. Based on the survey results and task force recommendations, City Council adopted a program for Southwest area traffic calming improvements. Southwest Area (continued) . Traffic Improvements . Woerner-Temple Road extension from Avery Road to Rings Road, improving east-west traffic flow in the area and reducing neighborhood cut-through traffic. . Wilcox Road was closed immediately south of the new Woerner-Temple Road extension to retain traffic flow consistent with a residential area. . Emerald Parkway extension from Perimeter Drive to Innovation Drive, including a bridge over SR I6I/US33 will be under construction beginning in the spring of 2000. . Tuttle Crossing extension from Wilcox Road to A very Road. Design is to begin in 2001. . Plan Development - The consulting firm of Wallace, Roberts and Todd was selected to assist Council, Planning and Zoning Commission and Staff with the development of a plan for this area. Workshops were held by the Council and the Planning and Zoning Commission and a final draft of the plan is currently being revamped by the Division of Planning. . Golf Course and Parkland - An additional opportunity that has recently arisen for this area of the City is the development of a public golf course and park in conjunction with a private residential housing development. . Enhance the Planning Component of the Division of Planning - develop a 1999 staffing plan that will enhance the long-term planning component of the division. During the 1999 Operating Budget process an additional Planner was approved by Council. This planner focuses primarily on long-term planning and is currently developing the "Road to Wow" program. "Road to Wow" provides incentives for developers to retain or add natural features to each development with the goal that Dublin's scenic roadways retain their rural feel. This program was recently referred by Council to a subcommittee of Council for further review. . Revise the Zoning Code - As part of the Community Plan implementation process, revise the City's zoning code to include appearance and property maintenance codes. Revision of the zoning code has been identified as a high priority Community Plan implementation item that will be undertaken in 2000. It is anticipated that the revision will incorporate standards established as part ofthe Southwest Area Plan. During the 2000 operating budget process an additional planner position was requested and approved by Council. It is anticipated that a current employee will assume this role once an additional planner is hired, allowing the revisions to begin more quickly. The initial emphasis of this position will be to focus on preparing a revised zoning code for Council's review and approval. Council adopted a property maintenance code in 1998. . Community Partnerships/Site Sharing - continue to develop parkland with an emphasis on investigating possible partnerships with other entities. . Metro Park - In 1997 the City entered into a partnership with the Franklin County Metro Parks District for the establishment of a metro park to be located in Union County and Jerome Township along the west of Hyland Croy Road. Once fully developed, the size of the park could exceed 1,000 acres. By the end of 1999, approximately 600 acres of land had already been purchased or were under contract. Dublin's commitment to this development is reimbursement to the Franklin County Parks Board for one-half of its acquisition costs, up to $385,000 annually for over ten years. The total monetary commitment by Dublin is not to exceed $5 million. . Dublin Golf Course Community - As mentioned above, an opportunity to establish a public golf course and city park is currently being negotiated with the Edwards Company as part of a residential housing development proposal. Resolution 18-00, which will be before Council on March 6, 2000, will allow for the City Manager to enter into a memorandum of understanding for the development of the Dublin Golf Course Community. . Gelpi Property - Acquired in July, 1999 this property opens public access to the river and could potentially provide a link to other rivenront parkland. A lease agreement is being negotiated with the Dublin Arts Council as a continuation of this partnership. . Northeast Park - Discussions continue with the City of Columbus to investigate the possibility of a shared park site in the eastern portion of the City. . Washington Township - The City and Township continue to partner in both park expansion and development, such as Darree Fields and the additional acquisition at Indian Run Falls. . Future Site for City Hall - to be included as part of the 1999 Capital Improvements budget process, Staff will identify land to be purchased for the future site of City Hall. Site selection will be consistent with recommendations in the Community Plan. Consistent with the Community Plan, approximately 34 acres of land between the Dublin Justice Center and Coffman Park have been identified for purchase. Staff began negotiations with the property owners in 1999 and, at the direction of Council, is moving forward to begin acquisition of the land in a phased method. In the 2000- 2004 Capital Improvements Program, Council programmed $750,000 per year for this acquisition. MEN,OS r K 0 M C I T Y MANAGEK TIM HANSlEY T 0 C I T Y COUNCil Progress Report on Achieving Goals Established by Dublin City Council for 2000 . Establish policies to deal with the preservation of green space. open space. forests and river corridors, Elements include the establishment of flood plain legislation; creation of an "opportunity list; research strategies developed by other communities; research funding sources to purchase key parcels of land as they become available; identification of existing resource materials from past plans and programs; and expedite the development of a complete natural resource inventory per direction of the Community Plan. . Natural Resources Advisory Commission - This Commission has focused on reviewing and recommending to Council the purchase of key pieces of property for the preservation and/or enhancement of the City's inventory of green spaces. . Indian Run Falls - The City is currently in discussion with Dublin City Schools to establish a scenic easement adjacent to Indian Run Falls. . River Access - Several river access points are in progress, including Emerald Parkway Bridge Park, Donegal Cliffs Park, and Amberleigh Park. Additionally, the recent acquisition of the Gelpi property will allow for a limited river access point. . Set policies to improve the quality of development. Continue to address gaps in the zoning code, implement development strategies from the Southwest Area plan throughout the City, and convene Southwest Area Plan workshops. Please refer to the 1999 Southwest Area goal for details related to progress on this goal. . Establish a required open space dedication for large-scale commercial developments. Document what made the Metro Center development exemplary in order to apply those design principles wherever appropriate. Research strategies developed by other communities, consider use of an "incentive approach" to encourage open space dedication, and research the applicability of these strategies to smaller sites. During the December 13, 1999 Council meeting, Council voted, by motion, to refer the research of this topic to the Natural Resources Advisory Commission. The Commission will review the Green Space Ordinance, discuss green space dedication by commercial developers and make recommendations back to Council. . Address boundary issues. Research and address issues related to existing plans of neighboring jurisdictions. Collaborate with appropriate contacts III adjacent jurisdictions to define common interests and establish inter jurisdictional strategies for future growth. City Staff continues to pursue discussions and joint projects with adjacent jurisdictions to coordinate future growth and planning issues affecting the City's borders. Such projects include: the Metro Park, coordinated with Franklin County, Union County and Jerome Township; discussion with the City of Columbus regarding Tuttle Crossing Boulevard and the development of a shared Northeast quadrant park; and continued cooperation with Washington Township in areas such as the development of Darree Fields, Indian Run Falls and the joint Fire Station/Police Substation facility. Substantial additional research and coordination with our neighboring jurisdictions is planned in regards to these "border" issues during the coming year. Appendix 2 Support to Council This document was prepared to better define the functions, roles and responsibilities of specific divisions in meeting the needs of the Members of Dublin City Council, thus enhancing the Administration's ability to respond to these needs in an effective and efficient manner. This summary contains a list of functions and/or projects that involve support to Council. Historically, Staff support in these areas has come from the Office of the Clerk of Council, the Division of Community Relations and the Office of the City Manager. This summary is not meant to be all-inclusive, and it is therefore recognized that as new duties are identified, the affected divisions will meet to determine the allocation of resources that will provide the most appropriate support to Members of Council. Liaison with Parades This function is the responsibility of the Division of Community Relations. This includes securing the vehicles or float, providing signs for vehicles or float, providing flowers/boutonnieres, and handling all scheduling, confirmation, and logistical communication with Council members and preparing script information. Additionally, the Division of Community Relations will provide a 10 x 10 tent containing beverages for Council Members. One employee from the Division of Community Relations will serve as the Council contact on the day of the parade. Ceremonial Proclamation Drafting This function is the responsibility of the Office of the Clerk of Council. Requests for proclamations could originate from outside organizations, Council Members, or DepartmentlDivision Heads. Ceremonial Appearances This function is primarily the responsibility of the Office of the Clerk of Council. The Clerk's Office will oversee the scheduling and appearance of Council Members at all ceremonial functions and purchase/provide any gifts/plaques that are to be presented. Should a speech or other presentation materials be needed, the Clerk's Office should submit this request to the Division of Community Relations. The Division of Community Relations will then follow-up with the appropriate Council Member(s) to prepare a speech and/or a presentation. Inside Dublin - Council Corner The Management Assistant is responsible for submitting to Council, or a subcommittee of Council, potential topics for "Council Corner". Once topics are agreed upon by Council (or Council's subcommittee), articles will be prepared by the Division of Community Relations, with assistance from the Management Assistant. Independence Day Table Sales The Division of Community Relations is responsible for notifying and confirming with Council members the reservation of tables. Each Council Member will be- able to reserve one complimentary table and can purchase one table in advance of table sales. Merchandise The Office of the Clerk of Council is responsible for purchasing merchandise through the Division of Community Relations and for keeping a limited stock of most commonly requested items on hand in the Municipal Building for short notice needs. All City Council Member requests for merchandise should be initiated through the Office of the Clerk of Council. The Clerk of Council is responsible for budgeting appropriately for such needs. Tournament Tickets Upon request of the Office of the Clerk of Council, the Division of Community Relations IS responsible for ordering City Council Members' Memorial Tournament tickets. The Office of the Clerk of Council is responsible for determining package size, including the request in the budget, processing payment and distributing tickets to Council Members. Tournament Hospitality Tent - Invitation List The Office of the Clerk of Council is responsible for submitting City Council's Tournament invitation list to the Division of Community Relations. The Division of Community Relations is responsible for creating and distributing the invitations. Additionally, the Division of Community Relations will oversee the RSVP list. Tournament Dinner The Office of the Clerk of Council is responsible for arranging with the Division of Community Relations the date, time and menu for Council's Memorial Tournament dinner. The Office of the Clerk of Council is responsible for all logistics, favors, and planning ofthis event. Media Calls and/or Media Issues All media calls for Council should be directed to the Mayor. When the Mayor is not available, calls should be directed to the Office of the Clerk of Council for appropriate action. The Division of Community Relations is available to assist the Mayor, any other Member of Councilor the Clerk of Council with addressing any media issues. Citizen Inquiries/Concerns The Office of the City Manager, specifically the Management Assistant, is responsible for responding to citizen inquiries and concerns or assisting Council Members in preparing responses to citizen inquiries and concerns. Receptions (Incoming (swearing in)/ Outgoing) The Division of Community Relations is responsible for planning receptions for incoming and outgoing Council Members. The scheduling of such events will be done in conjunction with the Office of the Clerk of Council. Photographs The Office of the Clerk of Council is responsible for coordinating the schedules of all Council members for pictures and the Division of Community Relations will be responsible for arranging for a photographer and for ensuring that the requested photographs are taken, developed/processed, and received. During ceremonial functions and receptions it will be the responsibility of the Division of Community Relations to arrange for photos to be taken when appropriate. The Office of the Clerk of Council should initiate a request to the Division of Community Relations for each ceremonial function or reception, specifying the event date, time, location and type of photographs. The Office of the Clerk of Council is responsible for the distribution of photographs to Council members. AudioNisual Equipment - Council Meetings and Workshops The Office of the City Manager, specifically the Management Assistant, is responsible for setting up all audio and visual equipment for presentations during Council meetings. In the absence of the Management Assistant, the Office of the Clerk of Council is responsible for these items. SpeecheslPresentations The Division of Community Relations is responsible for assisting Council Members with the preparation of speeches and/or presentations when requested. The Office of the Clerk of Council will make all requests for speeches, speaking points and/or presentations to the Division of Community Relations. Should the Council Member(s) need assistance with the set-up of visuals, overheads, A!V equipment, or assistance with handouts or other clerical functions, the Office of the Clerk of Council and/or the Office of the City Manager, should have a staff member available for such set-up and support. Board and Commission Recruitment The Office of the Clerk of Council is responsible for the recruitment of Board and Commission members. Assistance from the Division of Community Relations is available to the Clerk's office for the preparation and printing of applications and for the preparation and placement of advertisements and other promotional pieces. Board and Commission Orientation/Training The Office of the City Manager will be responsible for the planning of all Board and Commission orientations and training sessions. Board and Commission Reception (Outgoing members) The Office of the Clerk of Council is responsible for the planning of this event, including location, date, place, menu and entertainment. The Office of the Clerk of Council is responsible for coordinating with the appropriate staff contacts any information needed pertaining to various 9utgoing Board or Commission members for Council Member presentations. Council Brochures The Division of Community Relations is responsible for the preparation of various Council brochures. The Office of the City Manager and the Office of the Clerk of Council are jointly responsible for initiating requests, submitting materials/supporting documents, reviewing, editing, inventory and display of these materials. W eb Pages The Office of the Clerk of Council is responsible for submitting information to the Division of Community Relations for inclusion on the Web pages including, but not limited to, meeting agendas, Council action reports and other such supporting material. Issues Promotion A monthly article, similar to the City Manager's Column, could be developed to discuss and promote issues facing the Community and focusing on Council's efforts to address those issues. This item will be presented to Council for further discussion and could be included as part of a Council Communication Plan. Appendix 3 .. Du bl in Pre-Retreat Interviews... ..2000 Question 1: What is going well? . Economic growth and development-tax ratio of revenue/population (2) . Infrastructure construction & development are meeting objectives-we are "keeping up" better than any other community around us (1) . We've attracted significant corporations-great partnerships and tax base (1) . Expansion and retention of businesses . Basic services, plan compliance, community investments, community amenities . THE CIP is going well-more major projects are being put on the short-term agenda . Road projects coming "on line" . Rate of park land development . Community Recreation Center meets many needs--inclusive . Strong in zoning and development requirements--positive results in appearance and green space-sign codes give a much better "look" . Real progress on last year's goals . We tend to address issues and concerns as soon as we can . City staff and elected officials have positive relationship with Chamber and School Board -.-.-------- --- .-_.- .--~~ .......----- ._..__._..._--~ . . Question 2: What is not going well? . Staff turnover, losing key people, loss of institutional memory-how do we deal with this? (3) . Communication between Council & staff (1) . Transportation & traffic still a "catch up" (1) . Getting bogged down with personal and political agendas, pettiness (1) . Council is not meeting goals for creating a model city, nor fulfilling its obligation to the citizens . Not passing the SW Plan after major investment of time and money . Continual drafting of oppressive, over-burdening regulatory controls . Negative split on many major issues before Council . Workload, burnout of staff, Boards and Commissions . Relationship between City Council and City management . High levels of citizen expectations . Lack of affordable housing stock for people who work in the community . Uneven investment among different parts of the City . We're not as financially conscientious as we could be-we remunerate every problem . Not as inclusive in public dialogue as needed . Growth in the schools-need for a third high school . Historic Dublin-appearance is currently the City's biggest downfall-we need a plan to put us on the right track Question 3: What timely opportunities do you see for the community? , . SW golf course, SW community, SW community park (2) . Several opportunities for growth in the SW area-creating a different type of growth (1) . Historic Dublin area-the Task Force has the opportunity to get things moving in the right direction over the next 2-3 months (1) . Economic development opportunities (Perimeter West,etc.) . Continuing to be aggressive in purchasing land . Acquiring land in the SW area . Annexing the "islands" . Opportunities are created by developers . Expansion of water and sewer throughout the community . Expand the water and sewer system, look into developing a separate system . Choices of when to do infrastructure development . Expanding the outdoor pool system . Park land acquisition . Look at establishing Recreation Department as a separate entity . Tying the community together rather than merely having a community of freestanding neighborhoods . Positive progress creates an opportunity to stop and look deeply at quality of life issues-becoming a community . Loss of Rick Helwig gives reason to stop and review needs of development function . Our cash is gone, so opportunities are lacking . Passing the WOW plan Question 4: What are the barriers tha~ need to be dealt with to take advantage of these opportunities? . Getting past hidden or individual agendas (Council and staff) (1) . Greater give and take between Council and P&Z . P&Z process . Overbearing regulatory process . Full plate--too many active projects (at some point ball will be dropped) . Organizational structure doesn't meet demands . Political cowardice-we need to worry about the common good . Prejudicial attitudes toward Columbus residents living in the Dublin School District . Attitudes and relationships among the community-a "confusion factor" (School District boundaries versus City boundaries) . Tendency to dance around equity issues . How do we maintain and enhance our uniqueness as a community without being too exclusive? . Financial limitations . Maintaining the health of the tax base . Contract with Columbus for water and sewer . Problem of needing to budget every dollar of the CIP limits ability to respond to critical opportunities, e.g., golf course . Question "5: What one thing do you see that is in most need of getting done? . Stabilize staff . Rehire the City Manager . Rewrite the Zoning Code . Golf course . Expand the outdoor pool system (as long as we continue to meet other infrastructure goals) . Complete SW Plan and architectural guidelines . Pass a comprehensive land use ordinance like WOW . Revitalize Historic Dublin . Address the issue of the housing stock Question 6: " What one big idea would you like to see discussed at the retreat? . We don't need new projects-we need to complete what we have "on our plate" (1) . We need to decide what to do with the SW Plan-a united approach . Communication and community involvement ("Do we have a community plan as a tool for growth or as a law?") . Relationship between Council and City manager . Open, full communication amon~st Council and with staff . Development standards-expectations of development and developers . Establishing a separate Recreation Department with Director reporting directly to the City Manager . We can't promote new ideas until we can pass progressive laws Question 7: Do you have any concerns about the retreat? . Issue of SW overlay (road to WOW)-developer credits for rural character . Establishing longer-term goals-we tend to achieve goals well in advance of the established time frame . Just hope everyone is open . Openness, conflict . Stay positive, communicate . Keep it moving . Don't waste time talking in circles-keep it short and focussed . Maintaining appropriate level of staff input . Relationships with Planning and Zoning Board members . Tendency to assume consistent pattern of votes . Capturing the history of Dublin leaders who recently passed away before too much time passes . Issue of memorials for famed community people-like the doctor who just died . Developing consensus on strategies with tendency toward individual ideas and interests . ,