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HomeMy WebLinkAboutResolution 43-14RECORD OF RESOLUTIONS Dayton Legal Bl ank, Inc., F No. 30045 43 -14 Resolution No. Passed _ 20 A RESOLUTION REAFFIRMING STRATEGIC FOCUS AREAS AND ADOPTING THE 2014 -2015 CITY COUNCIL GOALS WHEREAS, the City of Dublin has a rich history of engaging in an annual goal setting process to establish near and long -term priorities for the community; and WHEREAS, many of the goals of Council established in previous years continue to guide the actions of both Council and the Administration in budgeting and programming initiatives; and WHEREAS, City Council endeavors to be strategic in its deliberations regarding these goals to ensure that current opportunities, needs and challenges facing the community are fully considered; and WHEREAS, City Council desires to formally adopt its 2014 -2015 goals to help guide the City in shaping its future. NOW, THEREFORE BE IT RESOLVED by the Council of the City of Dublin, State of Ohio, � of the elected members concurring, that: Section 1 . As a result of the annual goal- setting process, Dublin City Council hereby reaffirms the following Strategic Focus Areas and their associated policy statements, which represent those major areas of emphasis upon which the City's existing and new goals will continue to focus. STRATEGIC FOCUS AREAS Fiscal Health & Economic Vitality Policy. The City ensures its financial security through the implementation and coordination of sound fiscal policies; carefully balanced land planning reflecting sound land use principles; forward investing in infrastructure development; and a continuous focus on successful economic development programs. Liveable, Sustainable and Safe Policy.• The City supports a Liveable, Sustainable and Safe community by encouraging community pride and facilitating a high level of quality of life for citizens by planning and emphasizing public safety, innovative programs, community wellness and extraordinary amenities. • Civic Engagement Policy. The City creates a participatory environment for the active engagement of residents and community stakeholders by promoting proactive and ongoing communication; providing opportunities for citizens to utilize their talents and skills to benefit the community; and encouraging citizen education and interactions with the City and other organizations in order to foster pride and ownership in the community. Public Services and Infrastructure Policy. • The City provides appropriately designed, well maintained and robust public infrastructure systems. Additionally, the City provides RECORD OF RESOLUTIONS Dayton Legal Blank Inc . Form No 30045 43 -14 Resolution No. Page 2of3 Passed 1 20 exemplary public services delivered in a manner to ensure an extraordinary quality of life. Infrastructure and services are provided in a cost - effective manner to meet the needs and expectations of residents, businesses, visitors and other stakeholders. These systems and services are created and implemented through a process of thoughtful prioritization with broad community input. • Smart, Customer - focused Government Policy.• The City maximizes its financial and human resources to execute the responsibilities of local government and to achieve established goals. The City is accountable and responsive to the needs and the desires of the community by employing outcome -based management systems; evaluating best practices of other high - performing organizations; and working collaboratively with other public entities to provide efficient, responsive and innovative local government, including, when appropriate, a focus on shared - service delivery and strategic partnerships. Section 2 . As a result of the annual goal- setting process, Dublin City Council hereby adopts the following goals for 2014 -2015: 2014 -2015 CITY COUNCIL GOALS Goal 1. Engage leaders of business, government and education systems to better understand business needs, challenges and opportunities to optimize Dublin's business climate. Collaborate with public schools, vocational schools, higher education, and private learning centers to provide local and prospective business and industry clusters with a relevant and ready workforce. Partner with local education and business leaders to develop programs to meet the needs of industry, with the objective of growing existing businesses as well as attracting new businesses to the City. Continue to focus on and pursue international opportunities that support the attraction, growth and development of businesses. Goal 2. Identify, nurture and build upon the qualities of Dublin that attract, retain, create a sense of pride and bond residents and businesses to the community. Goal 3. Develop a 21s century learning environment, combining library and educational facilities, which will provide opportunities for lifelong learning, educational synergies and support the City's economic development, while advancing the community's quality of life. The City will initiate a site selection process for the facility /facilities and establish a plan for acquisition. Goal 4 . Embrace the vision of true mixed -use, walkable neighborhoods in the Bridge Street District by working with our public and private partners to create a sustainable, safe, vibrant and dynamic mix of land uses, creative open spaces, residential options and signature architecture that attract a diverse population of residents and visitors. Begin implementation of the vision by cooperating in the development of charter projects, establishing gateways at major District entries, and evaluating the creation of entertainment districts. RECORD OF RESOLUTIONS Dayton Legal Blan Inc.., Fenn No, 30045 43 -14 Resolution No. Page 3 of 3 Passed _ 20 Goal 5. Develop brand recognition locally, nationally and internationally through key stakeholders land strategic market initiatives. Tell and validate the Dublin experience through engagement of third parties who champion the brand for the advancement of Dublin. Identify and engage local senior executives in an effort to utilize their influence to promote Dublin as the ideal environment in which to live, work and create. Goal 6. Create a gathering place where the Dublin community can celebrate creativity in both personal and shared experiences of the arts. Review and consider community models for creating a cultural arts center in Dublin, envisioning a multi - disciplinary complex, an educational resources, a space for popular an innovative performing arts, and an exhibit space for visual artists. Goal 7. Explore and implement initiatives that result in a larger, more diverse number of residents being engaged in and knowledgeable about the community and our local government. This would include the development of a communications plan that clearly explains revenue sources related to all services provided to City residents and the development of new methods of engaging residents, including town hall meetings and interactive technologies. Goal 8. Develop strategies to ensure the City's corporate office space remains competitive. These strategies will ensure that development and redevelopment processes are agile to quickly adapt to changes in the marketplace. Immediate emphasis should be placed on the recommendations included in the recently completed building viability and competitiveness study. Goal 9. Create a strategic plan that examines the current and potential future needs of residents that would provide an environment for them to remain in Dublin as they age and to remain active and engaged community members. Areas that may be considered include recreational programming, health /wellness, housing, transportation and infrastructure needs. Goal 10. In partnership with Jerome Township, Mill Creek Township, Union County and the City of Marysville, develop a shared vision and master plan for the US 33 Corridor that ensures well - planned future development of this important corridor. Section 3 . This Resolution shall take effect and be in force upon passage in accordance with Section 4.04(a) of the Revised Charter. Passed this ZTzn day of 2014. ayor — Presiding Officer ATTEST: Clerk of Council lc 4 ity of Dublin Office of the City Manager 5200 Emerald Parkway • Dublin, OH 43017 -1090 Phone: 614- 410 -4400 • Fax: 614- 410 -4490 To: Members of Dublin City Council From: Marsha I. Grigsby, City Manager Date: June 5, 2014 Initiated By: Michelle Crandall, Assistant City Manager Kyle Kridler, Management Assistant Memo Re: Resolution 43 -14 - Council Strategic Focus Areas and Goals for 2014- 2015 Background Attached is a draft resolution presenting the goals of the Dublin City Council for 2014 -2015, based upon Council's discussion at its annual goal setting retreat held February 27 and 28, 2014. The Resolution maintains City Council's support of the strategic focus areas and accompanying policy statements for operations of the City. Council elected to continue all six goals from 2013- 2014 into 2014 -2015, reaffirming their importance to the mission of Dublin and have added the following four new goals: Goal 7 - Public Engagement and Education Explore and implement initiatives that result in a larger, more diverse number of residents being engaged in and knowledgeable about the community and our local government. This would include the development of a communications plan that clearly explains revenue sources related to all services provided to City residents and the development of new methods of engaging residents, including town hall meetings and interactive technologies. Goal 8 — Adapting to the Marketplace Develop strategies to ensure the City's corporate office space remains competitive. These strategies will ensure that development and redevelopment processes are agile to quickly adapt to changes in the marketplace. Immediate emphasis should be placed on the recommendations included in the recently completed building viability and competitiveness study. Goal 9 — Aging in Place Create a community- driven, strategic plan that provides Dublin residents the services, opportunities and infrastructure to live independently and safely in their own homes as they age, while remaining active and engaged members of our community. Goal 10 — US 33 Corridor Vision In partnership with Jerome Township, Mill Creek Marysville, develop a shared vision and master plan planned future development of this important corridor. Recommendation Township, Union County and the City of for the US 33 Corridor that ensures well- Staff recommends adoption at the June 9 Council meeting. , 0 OF The Novak _r Consulting Group City of Dublin, Ohio City Council Retreat February 27 -28, 2014 City of Dublin Council Retreat The Dublin City Council met February 27 -28, 2014 to conduct their annual goal setting retreat. The goals of the retreat were as follows: • Update goals for 2014 -2015 and affirm /amend Strategic Focus Areas • Clarify Roles of Mayor and Vice Mayor • Provide clear direction to staff on key Bridge Street issues • Develop consensus on parking demand policy • Evaluations of City Council employees (City Manager and Clerk) The City Council started out by agreeing to norms for the retreat and by adding the new norm of being present, which means not checking email, texting, etc., during the meeting. • Listen with respect • Let others finish before you start talking • Be attentive to the speaker • Disagree agreeably • Be: • Positive and realistic • Candid and honest • Patient and respectful • Engaged and fully present • Look for opportunities to agree • Strive for consensus • Practice "yes, and" rather than "yes /no, but' • Have fun! Prior Goals and Accomplishments The City Manager reviewed the highlights from a report that was provided to City Council to update the Council in terms of progress on the 2013 -2014 City Council goals. 1. Economic Development: The Council has consistently included a goal related to economic development. This on -going focus on economic development is why Dublin has been able to provide all of the excellent services and amenities to residents and businesses. Dana McDaniel, Director of Development, provided an update on this topic. He also noted that the additional positions the Council added have enabled the City to do more and more effectively reach out to the business community. He is excited about the educational partnerships, and noted that having OU in Dublin will result in a variety of benefits to the City. Marsha Grigsby, City Manager, added that the City is beginning a way- finding study, partnering with the Convention and Visitors Bureau. Mike added that he recently read a study showing how cost effective and beneficial it is for cities to implement way- finding. The conversation then turned to other economic development ideas the Council has. John suggested interviewing businesses and asking why they came to Dublin. He also suggested asking 3 -4 high - profile Dublin residents to The Novak Consulting Group Strengthening organizations from the inside out City of Dublin Council Retreat coalesce and support the City in general. Tim seconded this idea and added that he would like to see certain high profile executives talk publicly about Dublin. The City Manager responded that the City is at the beginning of that effort and she expects the library and Bridge Street will help jumpstart those groups. John suggested Dublin needs a team of CEOs, not just one. Marilee built on this, stating that urban areas compete for CEOs. She asked how other cities work through this and get CEOs to be spokespeople and speak publicly about their communities. She added that maybe you have to have an issue (like the library) to unite people. Mike agreed that they will embrace the cause, we just have to have the right cause. Rick suggested the City Council could step in and assist. Councilmembers could get involved and talk with businesses and Marilee agreed, adding that there are numerous events now that the Council could get more involved in. Staff will look for opportunities to set up those meetings. John then suggested overtly honoring CEOs, with a dinner or something to tell them that we appreciate what they are doing. 2. Sense of Pride in Dublin: The City's events have built a significant amount of community engagement, such as the Fourth of July celebrations, which keep residents in Dublin for the holiday.. Additionally we continue to have a significant number of residents actively involved in the community through volunteer activities. These types of events and volunteer opportunities are the types of activities that build excitement and a sense of community pride. 21st Century Learning Environment: The focus of this goal has been on the future of a new library. Staff has engaged in ongoing discussions with representatives from CML in regards to the Dublin branch, for either an expansion of the existing branch or construction of a new branch. The City participated in interviews for selection of an architectural firm for the new library and is waiting to hear back regarding the criteria for site selection, which is the next step. We are considering having stakeholder meetings to get input on elements that should be in the library. Also, they are open to having additional spaces in the library for community use. Amy wondered if the City or Council could get involved in fundraising if Council wants something more than CML is currently contemplating. 3. Bridge Street District: This topic will be a main focus for discussion tomorrow, so updates will be provided then. 4. Dublin Brand Recognition: In the last few years there has been focus placed on this initiative. A comprehensive review of the City's brand and logo usage was completed.. Maps of local businesses and fact sheets are some excellent examples of materials the City developed recently. Staff has been focusing on the City of Dublin brand, rather than individual department /division branding. 5. Cultural and Performing Arts Center: The City Manager acknowledged that the City hasn't made significant progress on this goal. Staff has been exploring opportunities with CML and Ohio University for potential partnerships in this area. The library has been open to the idea of a portion of the new building being reserved for other civic uses. Staff has also researched market studies completed in other communities for these types of facilities. The Novak Consulting Group Strengthening organizations from the inside out M City of Dublin Council Retreat These goals continue to be priorities for the City Council. Progress and Hopes for Future Each Councilmember had the opportunity to share what they were most proud of over the past year and what they would most like to see addressed or accomplished in the coming year. Most Proud Of... Greatest Hope... Innovative ways the City grows financially Major Bridge Street projects started, unique 270/33 progress and framing Lots of opportunities on multiple fronts /leapfrog competition Extraordinary group on Council, City Clerk, and City staff Maintain high level Economic sustainability, staff, control over land use and financial management. NFL Champs every year Bridge Street — complexity Bridge Street planning and economic development, increasing jobs, and the President's Cup Shovels in ground — approvals Regionalism /leadership Recommit to innovation and resist complacency I nter-jurisdictional cooperation US 33 Corridor Roles and Expectations The City Council discussed and clarified the roles of the Council as a whole, the Mayor, and the Vice Mayor. Governing Body Mayor Vice Mayor Health, safety, and welfare of Serve as a Councilmember Serve as a Councilmember the constituents Set policy Conduct /preside over meetings Preside over meetings in the absence of the Mayor Serve citizens Attend ceremonial functions Attend ceremonial functions in the absence of the Mayor Act as a check and balance to Represents Council at functions Represents Council at functions government and in the community /region and in the community /region Provide leadership Succeeds the Mayor if the Mayor leaves Provide direction to staff Bring the perspective of the residents to City government The Novak Consulting Group Strengthening organizations from the inside out City of Dublin Council Retreat After clarifying their roles, the City Council discussed the expectations they have of each other and what they are willing to give to their fellow councilmembers. I What you expect of others... I What you are willine to Live ... I Preoaration I Same as what we expect I Listen to others Be committed to job Be committed to the community Make effort to study new ideas Be accessible Don't let others speak for one another Make an effort to understand Be comfortable bringing up issues or concerns directly Be candid Trust each other with the truth Be adult /have difficult conversations Do things together /teambuilding Find consensus Be respectful to the staff, probe first with questions Recognize that there is a political component Keep Party issues out of Dublin Keep Dublin first The last thing the Council discussed the evening of February 27`" was any expectations they have of the Mayor and the Vice Mayor. Expectations of the Mayor— Expectations of the Vice Mayor. - Your behavior always represents Dublin Same as the Mayor Make Dublin residents proud All of the expectations of Councilmembers Check In The Council began the second day of the retreat by checking in on the progress they made the previous day and discussing what they would like to do differently during today's session. Constructive, candid conversation Stay on time Necessary and effective conversation Need to start on time to end on time The Novak Consulting Group Strengthening organizations from the inside out City of Dublin Council Retreat Conversation helped consolidate team effort Communication is always important Expectations Each member of the group then had an opportunity to share their expectations for the remainder of the retreat. • Clarification — be honest on where we need clarity • Getting clarification around the key issues on Bridge Street so we can move forward • Action plans with respect to some of the issues we raise today • Definitive direction /action and action steps • Get to consensus regarding the Bridge Street district where consensus has not existed before and send a message to developers. Also, addressing the parking challenges • Action is important for accountability and for Council to be able to respond to residents • Unanimous action to help staff embrace the idea and move forward. Time to stop talking about it and act • Clear concise direction • Staff can provide progress, next action steps, identify key issues, and future work sessions. Time for staff to get direction from Council on the specifics of Bridge Street. • Stay on track /time, clarity • Stop having the same conversation over and over • Reaffirm political will • Hearing open, honest discussion on issues City Council Priorities The group reviewed the City of Dublin's Strategic Focus Areas and agreed that these focus areas are the values by which the City is governed and these values will still apply going forward as the City works to improve and enhance focus areas. The Council then brainstormed things they would like to see the City continue /expand and things they would like to see the City start doing. The ideas were grouped under the five focus areas: Fiscal Health & Economic Vitality • Be certain that we adapt to the "new economy" — globalization, workforce issues, decentralization, etc. • What are alternatives if schools do not partner with us on BSC? Livable, Sustainable and Safe • Community planning with regards to our single family housing stock (maintenance and new build) • Fiscal sustainability —where are we? • Fiscal health • Fiscally sustainable — emphasizepublicsafety The Novak Consulting Group Strengthening organizations from the inside out City of Dublin Council Retreat • New direction on what's attractive to baby boomers? • Address 65 + people — health, housing, lifestyles • Healthy citizens • Environmental impacts • Green space • School, fire levies Civic Engagement • Continue government transparency, engage citizenry, educate citizens regarding their government, and encourage greater participation • Ways for the community to come together (street fair, art fair, recreation fair, culture, etc.) • Have more town hall meeting using new methods to engage more citizens and build leadership • Establish a new relationship with the school district Public Services and Infrastructure • High speed • US 33 • Education on recycling, etc. • Public transportation • New Community Center • Unplanned versus planned Smart, Customer - Focused Government • Continuous staff development which focuses on high standards of service (different when you are 90% built out than when you are an emerging city) • Move from bureaucratic decision making and implementation to a more business - implementation model After the brainstorming session, each Councilmember was asked to list the three issue - areas /initiatives they would most like to see the City focus on. Rick • Improving our communications with residents (old and new ways) • Corporate business model: be lighter on our feet • Elder issues Marilee • Public engagement methodologies • Bureaucratic vs business model • Regional partnerships (33 Corridor, etc.) Tim • Education of residents on the fiscal model • High speed connectivity (for businesses and residential) • Elder strategy Greg The Novak Consulting Group Strengthening organizations from the inside out City of Dublin Council Retreat • Public engagement methodologies • Educating and affecting (at least trying) the fiscal model • CEO engagement John • Refocus on elder strategy • High speed /technology • Public engagement methodologies • Recreation Center Mike • Fiscal model education • CEO engagement • Shift from bureaucratic to business model • US 33 Corridor vision Amy • Public transportation and transit • US 33 Corridor vision • Public engagement From the list above, the following main themes were noted and the number (in parenthesis) of Councilmembers that selected each. • Public Engagement /Fiscal Model Communication (7) • Corporate Business Model (3) • US 33 Corridor /Regional Cooperation (3) • Elder Strategy (3) • CEO Engagement (2) • Public Transit and Transportation (1) • Recreation Center (1) The City Council will focus on the top four of these (indicated in bold), where there was general consensus, and add them as new goals for 2014 -2015. Bridge Street District The City Manager explained that the purpose of the presentation is to discuss what has been adopted by Council as part of Bridge Street District, and what staff has been working on in terms of plans that have been adopted. She also clarified that the plan is to not have a lot of gaps, but in order to do that a lot will be coming to Council very quickly. City staff updated the Council and presented recommendations for developments and connectivity improvements, including: 1. Bridge Street District The Novak Consulting Group Strengthening organizations from the inside out City of Dublin Council Retreat 2. Tuller Flats 3. Edwards Apartment Building Project The intention is to advance connectivity quickly and not to have spots of development. The combination of all the projects will greatly enhance east /west connectivity. Staff then discussed potential implementation issues, which included the school agreement, which has halted all development progress, as well as expectation alignment and community input and education. Staff also requested Council direction on the following critical near -term areas to: 1. Affirm alignment of relocated Riverside Drive 2. Affirm roundabout as solution forSR161- Riverside Drive intersection 3. Affirm iconic pedestrian bridge and one new vehicular bridge across the Scioto River in the Bridge Street District Marilee asked a question about what the City would be responsible for funding. The City Manager responded that the plan is to use TIF district funding to reimburse the City. The funding details will be development- agreement specific. Staff Direction on Bridge Street The City Council confirmed their commitment to the Bridge Street density. The group also noted some specific question or areas to consider on this project. These included: Clarify City's financial commitment and timing • Private contribution • School district • What's in CIP for what year Pedestrian bridge • Determine project approval that includes time for Council to consider lighting, landing, aesthetics • Strategy to fund pedestrian bridge that includes corporate donations, individuals, private developer contributions Traffic impacts; UB study — will be completed in 30 days • Importance of the grid — what happens if it isn't built • Timing — as development occurs, other planned transportation projects • ROW acquisition • Business relocation The Novak Consulting Group Strengthening organizations from the inside out City of Dublin Council Retreat Cooperation with Columbus, ODOT on Sawmill • Accelerate • Include unique aesthetic elements Hold a work session with Council, Planning and Zoning Commission, and staff • Housing quality /architectural quality • Examples with photos • Venue space • Context Earlier preview of projects for Council — staff to bring back a process for this on current projects in the pipeline Mechanism to articulate expectations early in a project for better vision alignment • Define which are policy issues • Role of the Planning and Zoning Commission • Role of staff Specific feedback on the Bridge Street presentation included reaffirming the following: ➢ Tuller Ridge -Dale Drive Connector: Design, ROW Acquisition & Construction o Critical Path for all major River Corridor Public Improvements ➢ Relocated Riverside Drive: Final Design Riverside Drive - SR 161 Roundabout: Final design • Continue public education on future operations • Prepare maintenance of traffic (MOT) plan, review with Council, prepare public communication and mitigation strategy ➢ River Park, East Side of Scioto River: Grading Plan & Utilities Plan Scioto River Pedestrian Bridge: Explore cost savings options o Maintain Goal of an Iconic Pedestrian Bridge element ➢ Streetscape and Furnishings Standards: Establish standards for Bridge Street District Street elements, including related furnishings Affirm Alignment of relocated Riverside Drive ➢ Affirm Roundabout as solution for new SR161- Riverside Drive intersection ➢ Affirm iconic pedestrian bridge and one new vehicular bridge (at John Shields Parkway) across the Scioto River in the Bridge Street District The Novak Consulting Group Strengthening organizations from the inside out City of Dublin Council Retreat Parking Demand Dana McDaniel, Director of Development, led a discussion with the City Council regarding the recently completed office building viability and competitiveness study, previously distributed to Council in early February. Council and staff discussed the impact of the amount of parking in commercial buildings and the need to work with building owners to maintain and increase occupancy... The trends are that more parking is needed by today's commercial businesses than in the past. The amount of parking needed for these buildings is difficult to retrofit on the sites and has led to companies finding alternative sites with adequate parking. There are a number of tradeoffs in new development projects that are in competition with parking requirements and some of those include the amount of fixed land available on site, stormwater management requirements, trees, aesthetic features on the site, and the cost per space for parking. The group discussed some ways that shared parking and shared regional parking is being explored. There was also a discussion of how the aesthetics impact the amount of parking, yet are a community value (external screening of parking, use of berms). The outcome of this discussion was for staff to do additional work and come back to the City Council at a future work session. Staff will: • Evaluate options for 24 existing buildings and determine what steps are needed to have these buildings be site -ready • Consider incentives to help assist owners (for example, provide 10% of site changes for parking) • Consider green alternatives including pervious materials, green roofs, small green areas on a large lot, to meet the City's requirements • Develop pre - approvals for test cases to reduce the processing time when changes are needed to accommodate a new tenant New 2014 -2015 Goals The City Council spent time identifying what success would look like for each of its four new goals. The staff will further flesh out each of these goals and bring those back to the City Council for adoption. Public Engagement Success would mean that a larger number of diverse people engage with the City of Dublin. The goal would be that residents are not surprised by City initiatives because they have been engaged in some way in the process. The City will continue to provide clear fiscal information that shows the impact of other entities on residents' tax bills and clearly shows where their City dollars go. Success would also include citizens seeing the implications of the City's actions on their lives, which leads to their interest in participation at some level. New methods to reach citizens through different types of town hall meetings using technology to assist in greater engagement. The measure for progress on this goal would be a citizen survey with some test of their knowledge. The Novak Consulting Group Strengthening organizations from the inside out City of Dublin Council Retreat Corporate Model This goal would continue to focus the City of Dublin on moving toward a business oriented model rather than a bureaucratic decision - making and /or implementation model I. This needs to occur, so that the City does not lose its competitive edge. Success would mean that the City would be better positioned to make decisions and implement those quickly, better adapting to changes in the marketplace. The goal is to reduce cycle times in City processes. The first process to be considered for a different model is adjustments to parking requirements. Strategy for Aging -in -Place As the demographics of the community and the US include longer lives, longer retirement, and an aging population, Dublin should be poised to seek and retain these residents. When families' children graduate from high school in Dublin, there is less connection with the City and many leave to avoid the taxes that support the school system. Success would mean that empty nest and retired residents remain in Dublin. Strategies to achieve this include highlighting Dublin as a place that cares about its residents' health, providing health /wellness programs that include use of Dublin's recreational resources, and providing incentives and awards for good health. Paying attention to the health of its residents is something Dublin should be known for, and highlights how Dublin cares. Other strategies to keep residents aging in place include residential retrofits, transportation for independence, and social connections. The City should also tap into the exceptional brainpower and human resources of this demographic. Vision for US 33 Corridor There is a need to use a planned approach to this corridor so that it does not develop like the US 23 corridor has. However, it is not all within the City of Dublin's corporate limits. Success with the development of this corridor would be a planned approach in partnership with other jurisdictions. This will require a shared vision and a master plan of the corridor developed with other partners, a strong relationship with Jerome Township officials, and strong fiscal analysis to assist with decision making. One initiative is to develop a virtual look of the area, with and without planning. Next Steps The staff will proceed with the direction provided on Bridge Street and the Parking Demand items. The staff will also further revise the new goals and bring those back for review and approval by the City Council. Parting Thoughts The retreat participants ended the day with noting their parting thoughts about their work during the retreat. The Novak Consulting Group Strengthening organizations from the inside out City of Dublin Council Retreat • Appreciate clarification /marching orders • Maintain great attitude, excited about the future • Engagement of all • Thank staff, Council for their participation • Bridge Street discussion • Hope to live up to goals for future • Hope to stay engaged; see it built • Thanks to staff • Appreciate hearing the dialogue of Council behind the goals; reaffirm goals and values • Struck by bold, visionary Council • Focused on the big things, productive • Excited about Bridge Street; closure and shared vision • Insight gained by listening; feel good about projects • Feel best about Bridge Street discussion; take it back to staff The Novak Consulting Group Strengthening organizations from the inside out