23-00 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
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and staff assignments
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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
.
,