30-04 Resolution
RECORD OF RESOLUTIONS
-------- pal"ton Leg_~I_"El!~_~k, Inc"f_r::'~m No. 300~~,. --------_._-----~..---_._-- -
-- - -- -- - -.------.- -~--
Resolution No. 30-04 (Amended) Passed ,20
-- -- - ~___ ~ _________._~____=___1
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A RESOLUTION ACCEPTING AN ECONOMIC DEVELOPMENT
STRATEGY UPDATE FOR THE CITY OF DUBLIN
WHEREAS, Dublin City Council has established the development and
implementation of an Economic Development Strategy Update (the Strategy Update)
as one of its highest priorities; and
WHEREAS, the City has commissioned the firms of Bums, Bertsch & Harris, Inc.
and Curtiss Williams & Associates to establish and work with an Economic
Development Steering Committee (representing a broad cross-section of local
economic development interests) to prepare such a Strategy Update (see Attachment
"A"); and
WHEREAS, the elements of this Strategy Update were determined after review of the
community input from the Economic Development Steering Committee, residents and
representatives of the business community; and
WHEREAS, the adoption of the Strategy Update's goals and objectives is important
to enhancing the quality of life and economic vitality of the City,
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Dublin,
State of Ohio, 7 of the elected members concurring that:
Section 1. The Economic Development Strategy Update as prepared by Bums,
Bertsch & Harris, Inc. and Curtiss Williams & Associates be, and hereby is, accepted.
Section 2. The City of Dublin hereby adopts the concepts and desired goals and
objectives contained in the Strategy Update. The City will evaluate and consider the
strategy and action statements contained therein for possible modification of City
regulations, procedures or implementation strategies.
Section 3. This Resolution is effective upon passage in accordance with Section
4,04(a) of the Dublin City Charter.
Passed this ~ ~ day of H/ ,2004.
Attest:
O/Vl~a~
Clerk of Council
i
,
I
I hereby certify that copies of this
Ordinance/Resolution were posted in the
City of Dublin in accordance with Section
731.25 of the Ohio Revised Code.
X
CITY OF DUBLIN Division of Economic Development
5800 Shier-Rings Road Dublin, Ohio 43016-1236
Phone: 614-410-4600 Fax: 614-761-6506 Memo
To: Members of Dublin City Council
From: Jane S. Brautigam, City Manage~~6. 0~
Date: June 30, 2004 tfA( ""'~
Initiated By: Michael H. Stevens, Director of Economic Development
Colleen M. Gilger, Economic Development Specialist ~
Re: Resolution No. 30-04, Economic Development Strategy Update
Summary:
Resolution No. 30-04 is a resolution accepting the Economic Development Strategy Update for the City
of Dublin. The consulting firms of Bums, Bertsch & Harris, Inc and Curtiss Williams & Associates
completed the Strategy Update under the oversight and direction of a steering committee consisting of
community leaders. The Steering Committee developed the following mission statement to help focus
the city's economic development effort:
To enhance the quality of life and economic vitality of the City, its residents, and its corporate
citizens by creating a community that is supportive of business investment.
To achieve this mission the steering committee recommended a series of goals and objectives, that are
aligned with City Council's high priority goals which were recently adopted on April 5, 2004.
GOAL 1: REVENUE ENHANCEMENT - Increase tax resources within the Dublin community by
supporting existing business and local entrepreneurs, and attracting new targeted employers that provide
sustainable employment opportunities.
Objective 1.1: Strengthen the City's economic development framework to improve
business vitality and revenue generation
Objective 1.2: Provide an atmosphere in which Dublin businesses can flourish (enhance
business climate)
Objective 1.3: Retain and expand Dublin's existing businesses
Objective 1.4: Create a targeted industry program
Objective 1.5: Assist in the revitalization of under-utilized areas (properties and/or
buildings)
Objective 1.6: Promote the diversification and optimization of Dublin's tax base
Objective 1.7: Evaluation
GOAL 2: INFORMATION RESOURCE - Develop reservoir of accessible information to support
the economic development process.
Objective 2.1: Create available site and building database
Objective 2.2: Provide economic impact of development projects
Objective 2.3: Create and maintain information on the Dublin economy
Objective 2.4: Enhance awareness of factors effecting key businesses and business sectors
GOAL 3: REGIONAL LEADERSHIP - Advocate for local, regional and state policies that support
regional economic sustainability,
Objective 3.1: Elevate Dublin's stature as a leader on regional cooperation
The goals and objectives are accompanied by strategy and action recommendations, with the consultant
proposing an implementation matrix focusing on 30 days, 90 days, 6 months, 1 year, 1-2 years, 3-5
years, and 5 years, The implementation matrix was created at the recommendation of the Steering
Committee to ensure that priority items were accomplished.
The goals and objectives listed in the Strategy Update do not represent significant changes to the City's
existing economic development program (as originally outlined in the 1994 Mt. Auburn Study).
Becasue of City Council's leadership, the city has entered into 10 economic development agreements
since the beginning of2003. Three agreements have been with companies that have agreed to relocate to
Dublin resulting in the addition of334 jobs to the local tax base. In addition, one of those companies
has agreed to add 54 jobs over the next three years. The other seven economic development agreements
have been with existing Dublin businesses that have agreed to add 1,112 new jobs over the next three to
10 years. Assuming an average income of$37,000 per job, the resulting revenue enhancement to the
City from these agreements is estimated to be over $1.1 million.
At the last City Council meeting a concern was expressed regarding the issue of a non-profit
development corporation. The Strategy Update recommends that the City reactivate its Community
Improvement Corporation (CIC). The City currently has a CIC but it has not been utilized in several
years. The consultant felt that by making the CIC an active component of the City's economic
development efforts, the City can continue to improve its interaction with the existing business
community. The CIC could serve as a vehicle for City/Business partnerships which will help to enhance
discussions of issues critical to the sustainability of each. The CIC would be modeled after similar
organizations that are being used in Westerville and Gahanna. Reviving the CIC is listed in the 30-day
implementation phase and Staff plans to bring back the proposed organizational structure for City
Council review and approval within that time frame. The CIC would be staffed by the City and would
not require any additional personnel to operate.
Conclusion:
Staff recognizes the importance City Council places on economic development. City Council's
leadership has resulted in a continually improving economic development program, Staff believes that
the Economic Development Strategy Update's action steps will result in continued improvement in the
City's economic development efforts, and recommends that City Council approve Resolution No. 30-04.
CITY OF DUBLIN
ECONOl\IIC DE'~LOPl\IENT
STRATEGY
UPDATE
SUBMITTED
BY:
BURNS, BERTSCH &. HARRIS, INC.
CURTISS WILLIAMS &. ASSOCIATES
..JUNE 7, 2004
Thank you to the following individuals for their time and expertise:
Economic Development Stratef!V Update Steering Committee
Cathy Boring, Dublin City Council
Lindsay Duffield, BMW Financial Services
Terry Foegler, Campus Partners
Rick Gerber, Dublin Planning & Zoning Commission
Paul Ghidotti, The Daimler Group
Marsha Grigsby, City of Dublin
Joe Riedel, Dublin City School District
Deborah Rogner, Dublin Chamber of Commerce
Marion White, Central Ohio Transit Authority
Pro;ect Consultants
Dale Bertsch, Bums, Bertsch & Harris
Diane Harris, Bums, Bertsch & Harris
Curtiss Williams, Williams & Associates
City of Dublin Staff
Michael Stevens, Division of Economic Development
Colleen Gilger, Division of Economic Development
Marlaine Manus, Division of Economic Development
1
A. Executive Summary
Dublin's last Economic Development Strategy was an extensive effort, conducted in
1994, and authored by David Dixon, Goody Clancy and Mt. Auburn Associates, From
then on it has been commonly referred to as the "Mt. Auburn Study". This 2004 Update
to the Economic Development Strategy was neither intended, nor funded, to approach the
depth and scope of data retrieval and analysis that was conducted in the "Mt. Auburn
Study'.. Rather, this document, aims to quickly look at available data to test whether or
not the projections and assumptions of the "Mt. Auburn Study" are still a valid basis for
Dublin's continuing economic development efforts. Following the assessment, the study
offers revisions to augment Dublin's economic development goals and strategies for
short-term use and long-term direction.
The Economic Development Strategy Update process was conducted over an eight-
month period under the oversight and direction of a Steering Committee. The Steering
Committee was comprised of a cross section of community interests and City Staff. The
Steering Committee studied the information gathered by the consultant team and
provided additional input and perspective on issues and possible solutions. The resulting
Economic Development Strategy Update (Strategy Update), which follows, sets forth a
comprehensive approach to economic development for Dublin. It builds on the base of
previous economic development activity and the community's strengths and vision for
itself. The Strategy Update challenges the City to adopt a new paradigm that integrates
economic development into the objectives of all City departments and functions.
Additionally, a novel approach to economic development through the power of a public
not-for-profit entity is presented for consideration.
The Strategy Update itself outlines a set of 3 goals, 12 objectives, 30 strategies and 57
actions for implementing those goals. The activities are prioritized and to the degree
possible, the plan update interprets measurable standards to monitor progress in
actualization of the Strategy Update. This is framed by a timeline for implementation.
B. Economic Development Strategy Update
This section contains the details of the Dublin Economic Development Strategy
Update (The Strategy Update), The City of Dublin is to be commended on its
insightfulness in pursuing an update of its 1994 plan, "Economic Development Strategy:
City o.!Dublin, " as prepared by Mt. Auburn Associates (Mt, Auburn Study).
The purpose of this strategy update was not to duplicate the effort of the Mt. Auburn
Study but to review the City of Dublin in the current environment and offer an updated
set of goals and strategies to move the City forward in providing an effective economic
development process. The Mt. Auburn Study contained recommendations that were very
important to the City of Dublin as it began to become more active in defining its
economic future. Dublin officials utilized the Mt, Auburn Study as a guide to decision
making on economic development projects as well as input to planning decisions, The
2
City believed that the Mt. Auburn Study served them well and it, the city, had
implemented many of the recommendations within the document.
The economic development process is an interactive process that involves various
members of the local community as well as external entities. The successful interaction
of these "stakeholders" helps to determine the outcomes of a community's economic
development effort. Therefore, it was imperative that the stakeholders were an integral
part of the Plan's development. The elements of this Strategy Update were determined
after careful review of the community, extensive input from a Steering Committee of
local and regional officials, residents and representatives of the business community.
The Steering Committee developed the following mission statement as a means to
capture the essence and importance of the city's economic development effort:
MISSION: To enhance the quality oflife and economic vitality o.lthe City, its
residents, and its corporate citizens by creating a community that is supportive of
business investment.
The Strategy Update consists of three major goals, 12 objectives, 30 strategies and 57
action steps that are aimed at capitalizing on the strengths of the Dublin community, as
well as improving on the weaknesses that were apparent as the project progressed. Key
elements of the Strategy Update revolve around reviewing and possibly making changes
to the local development processes, stronger communication and interaction with the
existing business community, information gathering, regional leadership, as well as
strengthening the role of the economic development staff and its efforts. Placed in
parentheses behind action items and in some cases strategies, are the names of entities
involved in the outcome of that particular item.
3
CITY OF DUBLIN ECONOMIC DEVELPMENT STRATEGY UPDATE
MISSION: To enhance the quality of life and economic vitality of the City, it's
residents, and its corporate citizens by creating a community that is supportive of
business investment.
GOAL I REVENUE ENHANCEMENT
Increase tax resources within the Dublin community by supporting
existing business, local entrepreneurs and attracting new targeted
employers that provide sustainable employment opportunities,
OBJECTIVE 1.1: Strengthen the City's economic development framework to
improve business vitality and revenue generation.
Strategy 1.1.1: Utilize non-profit development corporation
Action 1.1.1 a: Revive the Community Improvement Corporation (CIC) as an
active component of the City's economic vitality effort. (City, Economic
Development Division [EDD])
Strategy 1.1.2: Develop public-private partnerships
Action 1.I.2a: Utilizing the CIC as the conduit, create a City/Business council to
enhance discussion of issues critical to the sustainability of each. (City, EDD,
Chamber, Business)
Action 1.1.2b: Utilizing the CIC as the conduit, recruit business leaders to assist
with the development of an external marketing campaign. (EDD, Chamber,
Convention & Visitors Bureau)
Strategy 1.1.3: Align resources
Action 1.1.3a: Develop budget to support successful plan implementation. (City)
Action 1.1.3b: Elevate cross-departmental communications on economic vitality.
(City)
. Stresses the importance of corporate citizens
. Helps to identify potential issues
OBJECTIVE 1.2: Provide an atmosphere in which Dublin businesses can flourish
(enhance business climate).
4
Strategy 1.2.1: Adopt a new culture to advance economic development,
remaining true to the vision of the Community Plan.
Action 1.2.1a: Create a campaign to show both citizens and the business sector
that Dublin understands and appreciates the importance of economic activity to
the community. (City, EDD, Chamber)
Action 1.2.1 b: Chamber and City develop a closer and more effective partnership
to serve business needs and communicate the new culture. (EDD, Chamber)
Action 1.2.1 c: Official appointment of the Director of Economic Development as
City's primary contact for corporate business issues. (City)
Strategy 1.2.2: Make it easy to do business in Dublin.
Action 1.2,2.a: Evaluate and explore whether or not to streamline the permitting
and development processes. (City)
Action 1.2.2b: Evaluate and explore whether or not to modify maintenance and
enforcement procedures to a customer service oriented approach, e,g. "let us help
you" restore compliance. (City)
Action l,2.2.c: Re-evaluate sign codes to be sure motorists can find their way to
destinations and parking easily and safely. (City)
Strategy 1.2.3: Improve support services for businesses.
Action 1.2.3a: Evaluate and explore whether or not to modify the land use plan to
detail where these support services are most needed and will have the least impact
on the community at large. (City)
Action 1.2.3b: Encourage multi-use professional buildings that sub-let space to
service tenants on site. (City)
Action 1.2.3c: Create City economic development initiatives and assistance to
assure services are provided through creative alternative modes. (City, ED D)
Action 1.2.3d: Evaluate whether housing mix helps to attract and retain the
businesses desired, (City, ED D)
Action 1.2.3e: Evaluate creative transportation alternatives to mitigate congestion
and ensure access to the needed workforce. (City, EDD, Central Ohio Transit
Authority, Mid-Ohio Regional Planning Commission)
5
Strategy 1.2.4: Be proactive in providing new technology infrastructure that is
on the cutting edge and anticipates evolving needs.
Action 1.2.4a: Continue to ensure appropriate infrastructure is in place as needed.
(City, EDD)
Action 1.2.4b: Conduct a study to analyze market opportunities for DubLink in
an expanding telecommunications environment. (EDD, Team Fishel)
OBJECTIVE 1.3: Retain and expand Dublin's existing businesses.
Strategy 1.3.1: Develop an aggressive and comprehensive outreach program
Action 1,3.1 a: Annually contact 100 firms to ascertain information, issues and
needs. (EDD, Chamber)
Action 1.3,1 b: Develop a rapid response team consisting of business, chamber
and city officials to visit and assist companies at risk of closing, relocating,
downsizing or ofT-shoring. (EDD, Business, Chamber, CVB, Council)
Action 1.3.1 c: Conduct periodic focus groups of specific business sectors to
identify opportunities or issues, (EDD)
Strategy 1.3.2: See Strategy 1.4.3
Strategy 1.3.3: Enhance local workforce
Action 1.3.3a: Evaluate the need to and consider providing assistance for the
training and/or retraining of employees. (City, ED D)
Action l,3.3b: Evaluate and consider the development of a .'wage insurance"
program. (City, ED D)
. Protects wage of Dublin residents during time of
unemployment or re-training.
OBJECTIVE 1.4: Actively recruit corporate citizens that create high wage
sustainable jobs.
Strategy 1.4.1: Create a targeted industry program
Action 1.4.1a: Conduct market analysis to ascertain specific industry sectors and
occupation classifications that can be supported by the Dublin community.
Consideration should be given to the following industry sectors: health care
(R&D), high-tech manufacturing, small to mid-size corporate and regional
6
offices, business services. Operations of any targeted sectors that have the
potential for "off-shoring" should be closely examined. (EDD)
Action 1.4.1 b: Customize marketing efforts to recommended new sectors,(EDD,
City)
Action 1.4.lc: Create detailed area plans that specifically provide needed
infrastructure, services and synergies desired by the recommended new sectors.
(City, EDD)
Action 1.4.1 d: Evaluate the need to modify zoning and development standards to
accommodate the physical space needs of new industrial sectors, including:
(City)
a. Changes in land use, including allowing synergistic mixtures of
uses
b, Increasing densities and floor area ratios
c. Allow signage that communicates locations and uses clearly
d. Improve traffic flow and access; facilitated by visual cues like
traffic signs and business signs and make recommendations
accordingl y.
Action 1.4.le: Adapt approach to incentives to attract new sectors. (City, EDD)
Action 1.4.1 f: Aggressively promote Dublin as a prime location for the industry
sectors identified in the Greater Columbus Chamber of Commerce's business
recruitment initiative, "Targets of Excellence." (EDD, Developers, Brokers)
. Life Sciences
. Advanced Logistics
Strategy 1.4.2: Develop a focused marketing campaign
Action 1.4.2a: See Action 1.1.2b
Action 1.4.2b: Create a more marketing oriented section to the City's Web site.
(EDD, GIS, Community Relations)
Action l.4.2c: Examine unique opportunities to engage the developer and real
estate communities, (EDD, Developers, Real Estate Brokers)
. Continue to use the Memorial GolfToumament and the
Economic Development Division's annual golf outing as
marketing tools.
Action 1.4.2d: Maximize marketing by creating co-op opportunities with high
profile local businesses. (EDD, Business)
7
Strategy 1.4.3: Increase use of local, county, regional and state business
assistance programs
Action lA.3a: Develop a comprehensive database of information and contacts on
all available business assistance programs. (EDD)
Action 1.4.3b: Continue to utilize broad assistance programs such as TIFs (tax
increment financing) to promote development and redevelopment. (City, EDD)
Action 1.4.3c: To increase the awareness of the community as business friendly,
formalize and communicate the City's local business assistance efforts as
definitive programs. (EDD, City)
Action lA.3d: Evaluate extending the '-life" and explore the need to expand the
territories of existing Community Reinvestment Areas (CRA). (City, EDD)
Action 1.4.3e: Target incentives to the specific needs of the business customer.
(EDD, City)
OBJECTIVE 1.5: Assist in the revitalization of under-utilized areas (properties
and/or buildings)
Strategy 1.5.1: Promote revitalization and upgrading of aging, under-utilized
developments and/or spaces.
Action 1.5.1 a: Initiate conversations with owners and managers of under-utilized
properties and facilitate the building of a team to address revitalization issues.
(EDD)
Action 1,5.1 b: Adapt use of incentives to promote desirable revitalization efforts.
(City, ED D)
Action 1.5.1 c: Explore whether a revitalization area is a suitable location for
facilities serving new, targeted industrial sectors, (City, EDD)
Action 1.5.1d: Utilize Community Improvement Corporation (CIC) to facilitate
redevelopment. (City, EDD)
. Property management and marketing
. Planning and development facilitation
Strategy 1.5.2: Evaluate the market potential of housing, services and
businesses that serve special needs ofthe nation's fastest
growing demographic, the aging population.
8
Action 1.5.2a: Assemble and provide data to owners and managers about new
markets they may be able to serve in Dublin. (EDD, City)
Action 1.5.2b: Adapt use of incentives to promote availability of services and
housing to serve the elderly and other emerging demographic segments. (City,
EDD)
Strategy 1.5.3: Evaluate and explore the need to amend zoning and code
requirements to accommodate desirable redevelopments and
make recommendations accordingly. Areas in which flexibility
and re-examination are particularly important: (City, EDD)
a. Land use changes, including allowing synergistic mixtures of uses
b. Increasing densities and floor area ratios
c. Allow signage that communicates locations and uses clearly
d. Improve traffic flow and access; facilitated by visual cues like
traffic signs and business signs.
OBJECTIVE 1.6: Promote the diversification and optimization of Dublin's tax base.
Strategy1.6.1: Reduce office vacancy rate (EDD, Brokers, Developers)
Strategy 1.6.2: Promote the growth of small businesses
Action 1.6.2a: Promote entrepreneurship among Dublin residents. (EDD,
Chamber)
Action 1,6.2b: Consider developing a Technical Assistance Program to aid local
business. (EDD)
Action 1,6.2c: Consider participating in Franklin County"s Micro-Enterprise
Revolving Loan Fund.
Action 1.6.2d: Consider creating a business incubator for ventures that support
Dublin's targeted industry sectors. (EDD, City)
Action 1.6.2e: Consider developing short-term assistance programs directly
applicable to the needs of the small business. (ED D)
Action 1.6.2f: Develop a comprehensive database of information and resources
useful to small businesses and entrepreneurs. (EDD)
Strategy 1.6.3: Determine and promote an optimum industry sector mix and
maintain a balanced proportion of land uses and business
types; allowing a diversified base, not one type of business to
the total exclusion of others.
9
Action 1.6.3a: See Actions 1.4.1 a - 1.4.1 f
Strategy 1.6.4: Diversify revenue stream (sources).
Action 1.6.4a: Re-examine fees and tax structures to determine alternative sources
at, or increase proportions of, revenues other than income tax. (City)
OBJECTIVE 1.7: Evaluation
Strategy 1.7.1: Monitor progress
Action 1.7.1a: Conduct annual review of progress. (EOO)
Action 1. 7.1 b: Conduct annual survey of partners and customers to ascertain
effectiveness, (EOO)
Action 1.7.1c: Conduct annual review of market trends and external
geo-political factors and adjust plan to maintain its applicability. (EOO)
GOAL 2 INFORMATION RESOURCE
Develop reservoir of accessible information to support the
economic development process.
Objective 2.1: Create available site and building database
Strategy 2.1.1: Work with local developers and real estate professionals to
gather data. (EOO)
Strategy 2.1.2: Utilize Web-based GIS system to provide information. (EDD,
GIS)
Strategy 2.1.3: Ensure Ohio Department of Development maintains accurate
database of information. (EOO)
Objective 2.2: Provide economic impact of development projects (ED D)
Objective 2.3: Create and maintain information on the Dublin economy
10
Strategy 2.3.1: Using income tax data and NAICS Codes, conduct annual
analysis of Dublin economy and business trends. (EDD,
Finance)
Objective 2.4: Enhance awareness of factors effecting key businesses and
business sectors
Strategy 2.4.1: Develop relationship with national industrv analvsts in key
business sectors. (EDD)
Strategy 2.4.2: Conduct detailed industry assessments for key business sectors
and emerging industries. (EDD)
GOAL 3 REGIONAL LEADERSHIP
Advocate for local, regional and state policies that support regional
economic sustainability.
Objective 3.1: Elevate Dublin's stature as a leader on regional cooperation
Strategy 3.1.1: Take leadership role in a regional dialogue on business
incentives and competition for intra-regional business
relocation. (EDD, City)
Strategy 3.1.2: Create strategic regional partnerships. (City, EDD)
Action 3.1.2a: Continue joint political efforts to address regional trafllc issues
(City)
Action 3.l.2b: Consider utilization of joint political agreements to further
economic vitality ofregion (Joint Economic Development Districts [JEDD],
Cooperative Economic Development Agreements [CEDAD (City, EDD)
Strategy 3.1.3: Participate in discussions on regional tax sharing. (City, EDD)
11
Implementation Strategy
The City of Dublin should view The Plan as a guide for the facilitation of its
economic development process. A plan must be flexible to be effective. There are far
too many unknowns that affect the outcomes of the economic development process and
the unpredictability of effectual events will render an inflexible process useless. A plan
should allow for the community to change its course of actions to avoid problems and to
capture emerging opportunities. The timely implementation of key elements such as
economic analysis, business/community surveys and program evaluations should provide
the community with critical data from which to shift gears when appropriate.
The Implementation Strategy recognizes that the economic development process is
ongoing. That is, the City of Dublin is currently facilitating economic development and
will continue to do so while implementing elements of The Plan. The Implementation
Strategy accounts for that fact but provides for a more orderly approach.
The basis for the Implementation Strategy is grounded in the premise that a
community must first build a strong foundation (organization structure, public policy,
infrastructure, and information) prior to programmatic action (marketing, financing,
business retention and expansion, business development, business attraction, etc). This
process ensures a very focused effort and a more informed decision-making process.
As a result, the Implementation Strategy is divided into the following stages. Each
building on the implementation of actions contained in the previous period. Additionally,
those actions that are crucial to the proper formulation of the Plan are given higher
priority and are contained within the early implementation stages,
. 30 day
. 90 day
. 6 months
. 1 year
. 1.5 - 2 years
. 3 - 5 years
. 5 + years
The following pages display the Economic Development Strategy Update elements sorted
according to an implementation time frame,
30 DAY IMPLEMENTATION PHASE
GOAL OBJECTIVE STRATEGY I ACTIONS
Strategy 1.1.1: Utilize non-profit development Action 1.1.1 a: Revive the Community
corporation Improvement Corporation (CIC) as an
active component of the City's economic
vitality effort. (City, Economic
Development Division [EDD])
OBJECTIVE 1,1: Strengthen the City's economic
development framework to improve business vitality and Strategy 1.1.3: Align resources Action 1.1.3b: Elevate cross-
revenue generation. departmental communications on
economic vitality. (City)
. Stresses the importance of corporate
citizens
. Helps to identify potential Issues
[Strategy 1.2.1: Adopt a new culture to advance Action 1.2.1c: Official appointment of the
economic development, remaining true to the vision Director of Economic Development as
of the Community Plan. City's primary contact for corporate
, bus,ness issues. (City)
OBJECTIVE 1.2: Provide an atmosphere in which, I
Dublin businesses can flourish (enhance business
GOAL 1 climate). IStrategy 1.2.4: Be proactive in providing new I~ctlon 1.2.4a: Continue to ensure
REVENUE technology infrastructure that is on the cutting edge appropriate Infrastructure ,s ,n piace as
ENHANCEMENT land anticipates evolving needs. ]needed. (City, EDD)
Increase tax resources I i
within the Dublin
community by Strategy 1.4.1: Create a targeted industry program IAction 1.4.1 f: Aggressively promote
supporting existing Dublin as a prime location for the industry
isectors Identified in the Greater
business, local Columbus Chamber of Commerce's
entrepreneurs and ibusiness recruitment initiative, "Targets of
attracting new targeted I Excellence." (EDD, Developers, Real
employers that provide i Estate Brokers)
sustainable Life Sciences
employment i' Advanced Logistics
opportunities. OBJECTIVE 1.4: Actively recruit corporate citizens that i
create high wage sustainable jobs, !Action 1.4.3b: Continue to utilize broad
:assistance programs such as TIFs (tax
lincrement financing) to promote
i :development and redevelopment. (City,
Istrategy 1.4,3: tncrease use of local, county, EDD)
:regional and state business assistance programs !
I ;Action 1.4.3e: Target incentives to the
, !specific needs of the "business
i Icustomer." (EDD, City)
, i
i~trategy1.6.1: Reduce office vacancy rate (EDD,
IReal Estate Brokers, Developers)
i
I
OBJECTIVE 1.6: Promote the diversification and i~trategy 1.6.2: Promote the growth of small iAction 1.6.2c: Consider participating ,n
optimization of Dublin's tax base. !businesses I Franklin County's Micro-Enterprise
I iRevolving Loan Fund.
I
90 DAY IMPLEMENTATION PHASE
GOAL OBJECTIVE I STRATEGY ACTIONS
Action 1.1 .2a: Utilizing the CIC as the
conduit, create a City/Business council to
enhance discussion of issues critical to
I the sustalnability of each. (City, EDD,
Chamber, Business)
I
OBJECTIVE 1.1: Strengthen the City's economic
GOAL 1 development framework to improve business vitality and Strategy 1.1.2: Develop public-private partnerships Action 1.1.2b: Utilizing the CIC as the
REVENUE revenue generation. conduit, recruit business leaders to assist
ENHANCEMENT I with the development of an external
Imarketing campaign. (EDD, Chamber,
Increase tax resources , Convention & Visitors Bureau)
within the Dublin
community by i
I
supporting existing Strategy 1.4.2: Develop a focused marketing IAction 1.4.2a: See Action 1.1.2b (above)
business, local I campaign
entrepreneurs and
attracting new targeted i
employers that provide I
sustainable i
employment OBJECTIVE 1.4: Actively recruit corporate citizens that iStrategy 1.4.3: Increase use of local, county, Action 1.4.3c: To increase the awareness
opportunities. create high wage sustainable jobs. Iregional and state business assistance programs of the community as business friendly,
i formalize and communicate the City's
, local business assistance efforts as
I definitive programs. (EDD, City)
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6 MONTH IMPLEMENTATION PHASE
GOAL OBJECTIVE STRATEGY ACTIONS
Strategy 1.2.1: Adopt a new culture to advance Action 1.2.1 a: Create a campaign to
economic development, remaining true to the vision show both citizens and the business
of the Community Plan. sector that Dublin understands and
appreciates the importance of economic
activity to the community. (City, EDD,
Chamber)
,
,
I
I~ction 1.2.1b: Chamber and City develop
OBJECTtVE 1.2: Provide an atmosphere in which, r ",00", '"' '"0' -~ o'M~"" '"
Dublin businesses can flourish (enhance business I serve business needs and communicate
climate). the new culture. (EDD, Chamber)
Strategy 1.2,2: Make it easy to do business in Action 1.2.2b: Evaluate the need to
Dublin. modify maintenance and enforcement
GOAL 1 procedures to a customer service
REVENUE oriented approach, e.g. "let us help you"
, irestore compliance. (City)
ENHANCEMENT I
Increase tax resources OBJECTIVE 1.3: Retain and expand Dublin's existing Strategy 1.3.1: Develop an aggressive and TAction 1.3.1 b: Develop a rapid response
within the Dublin businesses. comprehensive outreach program Iteam ~onsisting of bu~iness, chamber
community by and city officials to vis,t and assist
supporting existing Icompanies at risk of closing, relocating,
business, local idownsizing or 'off-shoring.' (EDD,
entrepreneurs and :Buslness, Chamber, CVB, Council)
attracting new targeted i
employers that provide I
,
sustainable IAction 1.4.3a: Develop a comprehensive
employment i idatabase of information and contacts on
opportunities, , lall available business assistance
I Iprograms. (EDD)
,
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OBJECTIVE 1.4: Actively recruit corporate citizens that I Strategy 1.4.3: Increase use of local, county, I
create high wage sustainable jobs. Iregional and state business assistance programs Action 1.4.3d: ,Evaluate extending the
'''Iife'' and explore the need to expand the
I ;territories of existing Community
IReinvestment Areas (CRA). (City, EDD)
, I
,
OBJECTIVE 1.6: Promote the diversification and IStrategy 1.6.2: Promote the growth of small :Action 1.6.2f: Develop a comprehensive
optimization of Dublin's tax base_ businesses :database of information and resources
iuseful to small businesses and
i entrepreneurs. (EDD)
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1 YEAR IMPLEMENTATION PHASE
GOAL OBJECTIVE STRATEGY ACTIONS
Action 1.3.1 a: Annually contact 100 firms
to ascertain information, issues and
needs. (EDD, Chamber)
OBJECTIVE 1.3: Retain and expand Dublin's existing Strategy 1.3.1: Develop an aggressive and
businesses. comprehensive outreach program Action 1.3.1 c: Conduct periodic focus
groups of specific business sectors to
identify opportunities or issues. (EDD)
Strategy 1.4.1: Create a targeted industry program Action 1.4.1 a: Conduct market analysis to
ascertain specific industry sectors and
occupation classifications that can be
supported by the Dublin community.
IconSideration should be given to the
following industry sectors: health care
(R&D), high-tech manufacturing. small to
Imid-size corporate and regional offices,
!bUSiness services. Operations of any
I I;argeted sectors that have the potential for
! "off-shoring' should be closely examined.
(EDD)
!Action 1.4.2b: Create a more marketing
GOAL 1 OBJECTIVE 1.4: Actively recruit corporate citizens that : oriented section to the City's web site.
I(EDD, GIS, Community Relations)
REVENUE create high wage sustainable jobs. i I
ENHANCEMENT !Action 1.4:2c: Examine unique
Increase tax resources I !opportunitles to engage the developer and
within the Dublin I ireal estate communities. (EOD,
community by !Developers, Real Estate Brokers)
supporting existing I Strategy 1.4.2: Develop a focused marketing I. Continue to use the Memorial Golf
business, local i campaign Tournament and the Economic
entrepreneurs and I Developm.ent Division's annual golf outing
as marketing tools.
attracting new targeted I ,
employers that provide :Action 1.4.2d: Maximize marketing by
sustainable :Creating co-op opportunities with high
employment iprofile local businesses. (EDD, Business)
i I
opportunities.
,
i IAction 1.5.1a: Initiate conversations with
! owners and managers of under~utilized
i :properties and facilitate the building of a
, I;eam to address revitalization ISsues.
OBJECTIVE 1.5: Assist in the revitalization of under~ !Strategy 1.5.1: Promote revitalization and upgrading (EDD)
utilized areas (properties and/or buildings) 10f aging, under-utilized developments and/or spaces.
IAction 1.5.1 b: Adapt u.se of incentives to
: promote desirable revItalization efforts.
(City, EDD)
Action 1.7.1 a: Conduct annual review of
I progress. (EDD)
,
I :Action 1.7.1b: Conduct annual survey of
:partners and customers to ascertain
ielfectiveness. (EDD)
OBJECTIVE 1.7: Evaluation !Strategy 1.7.1: Monitor progress ,
, ,
I;ction 1.7.1c: Conduct annual review of
, market trends and external
,geo-political factors and adjust plan to
imaintain its applicability. (EDD)
,
Strategy 2.1.1: Work with local developers and real
estate professionals to gather data.
!(EDD)
GOAL 2 Objective 2.1: Create available site and building
database
INFORMATION Strategy 2.1.2: Utilize web-based GIS system to
RESOURCE provide information. (EDO, GIS)
Develop reservoir of
accessible information Objective 2.3: Create and maintain information on the Strategy 2.3.1: Using income tax data and NAICS
to support the Dublin economy Codes, conduct annual analysis of Dublin economy
economic development and business trends. (EOD, Finance)
process,
Objective 2.4: Enhance awareness of factors effecting Strategy 2.4.2: Conduct detailed industry
key businesses and business sectors assessments for key business sectors and emerging
industries. (EDD)
Objective 3.1: Elevate Dublin's stature as a leader on Strategy 3.1.2: Create strategic regional partnerShips. Action 3.1.2b: Consider utilization of joint
GOAL 3 regional cooperation (City, EDD) political agreements to further economic
REGIONAL vitality of region (Joint Economic
LEADERSHIP Development Districts {JEOD],
Advocate for local, Cooperative Economic Development
regional and state Agreements [CEDAJ) (City, EDD)
policies that support
regional economic
sustainability
1 - 2 YEAR IMPLEMENTATION PHASE
Paoe 1
GOAL OBJECTIVE STRATEGY ACTIONS
iAction 1.2.2.a: Evaluate the need to
Istreamline the permitting and
development processes. (City)
Strategy 1.2.2: Make it easy to do business in
Dublin, Action 1.2.2.c: Re-evaluate sign codes to
be sure motorists can find their way to
destinations and parking easily and
safely. (City)
Action 1.2.3a: Modify the land use plan
to detail where these support services are
mast needed and will have the least
impact an the community at large. (City)
Action 1.2.3b: Encourage multi-use
professional buildings that sub-let space
to service tenants an site. (City)
I
OBJECTIVE 1.2: Provide an atmosphere in which, Action 1.2.3c: Create City economic
Dublin businesses can flourish (enhance business developme~t initiatives 3.nd assistance to
climate). IStrategy 1.2.3: Improve support services far assure serv,ces are prov,ded through
[businesses. creative alternat,ve modes. (City, ED D)
Act,on 1.2.3d: Evaluate whether hOUSing
I mix helps to attract and retain the
i Ibusinesses desired. (City, EO D)
I Action 1.2.3e: Evalua~e creativ~
GOAL 1 ' transportation alternat,ves to m'tigate
REVENUE congestion and ensure access to the
ENHANCEMENT I ,needed workforce. (City, EOO: Central
: IOh,o Trans,t AuthOrity, M,d-Oh,o Reg,onal
Increase tax resources Iplanning Comm,ssion)
within the Dublin i i
community by i .
supporting existing ! :Act,on1.2.4b: Conduct a study to
. I" . . lanalys,s market opportunil,es far Dublink
bUSiness, local Strategy 1.2.4: Be proactive In prOViding new in an expanding telecommunications
entrepreneurs and ,technology infrastructure that is an the cutting edge environment (EOD. Team Fishel)
attracting new targeted jand anticipates evolving needs.
employers that provide I
sustainable I :Action 1.3.3a: Evaluate the need to and
employment OBJECTIVE 1.3: Retain and expand Dublin's existing ,cons,der prov,d,ng ass'stance far the
opportunities. businesses, 'I Strategy 1.3.3: Enhance local workforce I'tralning and/or retra'ning of employees.
(City, EDO)
Action 1.4.1 b: Customize marketing
efforts to recommended new sectors.
(EDO, City)
Action 1.4.1 c: Create detailed area plans
'that specifically provide needed
[infr~structure, services and synergies
deSired by the recommended new
Isectors. (City, EOO)
i
iAct,on 1.4.1d: Evaluate the need to
ImOdifY zoning and development
standards to accommodate the physical
OBJECTIVE 1.4: Actively recruit corporate citizens that S 41 C . space needs of new industrial sectors,
create high wage sustainable jobs. trategy 1. .: reate a targeted Industry program lincluding: (City)
a. Changes in land use, including
allowing sy~ergistic mixtures of uses
lb. Increas.mg densities and floor area
ratios
c. Allow slgnage that communicates
locations and uses clearly
I d. Improve traffic flaw and access;
, facilitated by visual cues like traffic signs
and business signs and make
recommendations accordingly.
Action 1.4.1 e: Adapt approach to
incentives to attract new sectors. (City,
EOO)
1 - 2 YEAR IMPLEMENTATION PHASE
Paoe 2
GOAL OBJECTIVE STRATEGY ACTIONS
Action 1.5.1 c: Explore whether a
revitalization area is a suitable location for
facilities serving new, targeted industrial
sectors. (City, ED D)
Strategy 1.5.1: Promote revitalization and upgrading of Action 1.5.1 d: Utilize Community
aging, underutilized developments and/or spaces. Improvement Corporation (CIG) to facilitate
redevelopment. (City, EDD)
. Property management and marketing
. Planning and development facilitation
I
I Action 1.5.2a: Assemble and provide data to
owners and managers about new markets
they may be able to serve in Dublin. (EDD,
i City)
r-' ,~, ,..,"~ ~ m"~'''''''''.
housing, services and businesses that serve special
GOAL 1 needs of the nation's fastest growing demographic, the Action 1.5.2b: Adapt use of incentives to
REVENUE OBJECTIVE 1.5: Assist in the revitalization of under utilize aging population. I promote availability of services and housing
ENHANCEMENT areas (properties and/or buildings) I to serve the elderly and other emergmg
Increase tax resources I IdemOgraph'C segments. (City, EDD)
within the Dublin
community by I
supporting existing Istrategy 1.5,3: Evaluate and explore the need to amend
business, local zoning and code requirements to accommodate
entrepreneurs and ,desirable redevelopments and make recommendations
attracting new targeted I accordingly. Areas in which flexibility and re-
iexamination are particularly important: (City, EOO)
employers that provide I
sustainable employment la. Changes in land use, including allowing synergistic
opportunities. mixtures of uses
I b. Increasing densities and floor area ratios
Ie. Allow signage that communicates locations and uses
Iclearly
Id. Improve traffic flow and access; facilitated by visual
cues like traffic signs and business signs.
I
I Action 1.6.2a: Promote entrepreneurship
I Strategy 1.6.2: among Dublin residents. (EDD, Chamber)
Promote the growth of small businesses
I i
OBJECTIVE 1.6; Promote the diversification and Action 1.6.3a: See Actions 1.4.1a - 1.4.11
optimization of Dublin's tax base. 15tr3te9Y 1.6.3: Determine and promote an optimum
industry sector mix and maintain a balanced proportion
lof land uses and business types; allowing a diversified
: base, not one type of business to the total exclusion of
iothers.
I
!
Objective 2.1: C t '1 bl 't db'ld' d t b I Strategy 2.1.3: Ensure Ohio Department of Development I
GOAL 2 INFORMATION rea e aval a e Sl e an UI mg a a ase !maintains accurate database of information. (EDD)
RESOURCE I
I
Develop reservoir of
accessible information Objective 2.2: Provide economic impact of development
to support the economic projects (EDD)
development process.
Objective 2.4: Enhance awareness of factors effecting key !strategy 2.4.1: Develop relationship with national
businesses and business sectors industry analysts in key business sectors. (EDD)
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GOAL 3 REGIONAL [strategy 3.1.1: Take teadership role in a regional
LEADERSHIP dialogue on business incentives and competition for
Advocate for local, intra-regional business relocation. (EDD, City)
regional and state Objective 3,1: Elevate Dublin's stature as a leader on
policies that support regional cooperation
regional economic
sustainability
Strategy 3.1.3: Participate in discussions on regional ta
sharing, (City, EDD)
3 - 5 YEAR IMPLEMENTATION PHASE
GOAL OBJECTIVE STRATEGY I ACTIONS
Action 1.6.2b: Consider developing a
GOAL 1 Technical Assistance Program to aid
REVENUE local business. (EDD)
ENHANCEMENT
Increase tax resources
within the Dublin Action 1.6.2d: Consider creating a
community by business incubator for ventures that
supporting existing Isupport Dublin's targeted industry
business, local OBJECTIVE 1.6: Promote the diversification and Strategy 1.6.2: Promote the growth of small sectors. (EDD, City)
entrepreneurs and optimization of Dublin's tax base. businesses
attracting new targeted
employers that provide Action 1.6.2e: Consider developing short-
sustainable term assistance programs directly
employment applicable to the needs of the small
opportunities, Ibusiness. (EDD)
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5+ YEAR IMPLEMENTATION PHASE
GOAL OBJECTIVE STRATEGY ACTIONS
OBJECTIVE 1.3: Retain and expand Dublin's existing \ Strategy 1.3.3: Enhance local workforce Action 1.3.3b: Evaluate and consider the
businesses. development of a "wage insurance"
program. (City, EDD)
\ . Protects wage of Dublin residents during
time of unemployment or re-training.
GOAL 1
REVENUE
ENHANCEMENT
Increase tax resources \
within the Dublin
community by 1
supporting existing
business, local OBJECTIVE 1.6: Promote the diversification and Strategy 1.6.4: Diversify revenue stream (sources). Action 1.6.4a: Re-examine fees and tax
entrepreneurs and optimization of Dublin's tax base. structures to determine alternative
attracting new targeted sources to, or increase proportions of,
employers that provide revenues other than income tax. (City)
sustainable
employment
opportunities. ,
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