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07-94 Resolution ,l RECORD OF RESOLUTIONS Dayton legal Blenk Co, Farm No 30045 Reso 111 t i () 1l,)-~~.Cj1=_CZ~ n =:_-~=-===u_ Passed 19 _. ___ - ____ __ _____. '.____._u..._ . ___ __... _. __.....~_.__..._.____ .-..----- ...- -.---.-----------..---.. -..-.--- A RESOLUTION ACCEPI'ING AN ECONOMIC DEVELOPMENT STRATEGY FOR THE CITY OF DUBLIN WHEREAS, the Dublin City Council has established the development and implementation of an Economic Development Strategy as one of its highest priorities; and WHEREAS, the City has commissioned the firms of Mt. Auburn Associates and David Dixon/Goody Clancy to establish and work with an Economic Development Partnership Committee (representing a broad cross-section of local economic development interests) to prepare such a strategy (see Attachment "A"); and WHEREAS, the Land Use Committee of Council has reviewed the report and the recommendations for implementation contained therein; and WHEREAS, it is deemed to be of extreme importance to the public health, safety and welfare of the citizens of Dublin to implement the recommendations contained within said strategy; NOW, THE~FORE, BE IT RESOLVED by the Council of the City of Dublin, State of Ohio, of its elected members concurring: Section 1. That Dublin City Council hereby accepts the Economic Development Strategy as prepared by Mt. Auburn Associates and David Dixon/Goody Clancy subject to incorporation of various clarifications and minor modifications enumerated, in part, in Attachment "B"; and Section 2. That Dublin City Council hereby endorses and accepts the recommended implementation strategy contained within Section 5 of the strategy and authorizes staff to bring before Council such additional legislation as may be necessary to carry-out the recommendations contained therein. Section 3. That this Resolution shall take effect and be in force from and after the earliest period allowed by law. Passed this ;? 0 --rh day of ~~ , 1994. ~~ Officer Attest: ~cL~ Clerk of Council .... . th' lffll1nttnctlResolution were pO,sted in the \ hereby (OII\\Y that cop!es of. IS , 731 2S of the ~io ReVised Code 'my of Dublin in accordance With Seef;On . ()/)1~f1f1~~~ - Clerk of CoundL u'lhlon, 01,,0 . . . . ATTACHMENT B Areas of additional clarification or modification: 5,2 Emphasize greater City involvement in helping to shape regional growth policy. 5,2.2 (3) In this section, and throughout the report, reference should be made to the three school districts within the City's boundaries - Dublin, Hilliard and Jonathan Alder - as well as the joint vocational school district. 5.2.2 (5) Should include efforts to coordinate with both Delaware and Union Counties' Planning Commissions and Economic Development Programs. 5.2.3 Streamlining the commercial development process should be made a top priority. 5.2.3 (5) For high-impact development projects, design review should be assigned to professional staff. Establishment of a separate design review panel should be revisited at a future date. Throughout the report, increase the emphasis upon the importance and urgency of the north 1- 270 widening as a matter of major economic development implications. Include an executive summary that will summarize the report's recommendations. i Mt. Auburn Associates ~ono~~ Development Strategy: City of Dublin FINAL DRAFT Submitted to: 1 City of Dublin, Department of Development; The Dublin Economic Development Partnership Submitted by: 1, NIt. Auburn Associates and David Dixonl~oody Clancy 408 Highland Avenue, Somerville, MA 02144 Telephone: (617) 625-7770 March 11,1994 j Table of Contents Chapter One: Introduction 1-1 1,1 Dublin at the Crossroads 1-1 1, 2 The Need for an Economic Development S trategy 1-4 1.3 Key Questions 1-~ 1.4 Methodolo gy 1 `7 Chapter Two: Overview of Dublin and the Columbus MSA Economy 2-1 2.1 Dublin -- Profile of the Population 2-1 2.2 Dublin -- Economic Structure 2-3 2.3 Dublin -- Journey to Work 2-5 2.4 Dublin -- Commercial Development 2-b 2.5 Dublin -- Fiscal Structure 2-10 2.6 overview of the Columbus MSA Economy 2-14 Chapter Three: The Demand far Dublin Locations by 3-1 Businesses and Developers 3.1 How Competitive is Dublin for Attracting and Retaining 3-1 Business? 3.2 What Types of Business Activity have Potential for 3-~ Grown and Expansion in the Northwest Columbus Metro Area? 1 Final Mt. Aubura Associates Chapter Four: Dublin's Preferences for Economic Development 41 4,1 How Much Growth Does Dublin Want and How Much Can 4-1 it Absorb? 4.2 What Type of Commercial Property Development is Desirable? 4-7 4.3 How Much Land is Required for New Commercial Development 4-11 and Where Should it be Located? Chapter Five: How Does Dublin Promote Additional 5-1 Commercial Business Activity? 5.1 Introduction 5-1 5.2 Management of the Development Process 5-3 5.3 Promotion of Business Development and Expansion 5-12 5.4 Enhancement of Dublin's Attractiveness as a Place 5-ZZ to do Business 5.5 Priorities and Implementation 5-Zb 5. b Canclusian 5-28 11 Final Mt. Auburn Associates 1 Chapter One: Introduction 1.1 Dublin at a Crossroads The 19$Os were a boom time far the City of Dublin. Population increases and land annexations transformed it from a village with rural roots to a healthy and prosperous residential suburban community. Simultaneous with the jump in population, Dublin experienced enormous growth in commercial development. The City became one of the remier corporate addresses in the greater Columbus area. This growth in business activity P ., . had enormous positive fiscal impact. Through the revenue-rasing benefits of the City income tax, the influx of a large, well-paid workforce to these new Dublin offices allowed the City to provide its residents with a high level of services and public works. The transformation of Dublin was primarily due to two factors. The first was the health of the greater Columbus economy, Powered by large increases in service-producing 'obs, the regional economy proved to be one of the strongest in the country over the decade. J Secondl ,Dublin was able to position itself as one of the most sought after locations for both Y hi h-end residential housing and commercial activity. ~n the high-end part of both markets, g Dublin had little competition, Since 19$9, Dublin's rate of commercial property development has declined si nificantly, Dublin has not been alone in this -- across the U. S. , similar declines have been g ex rienced due to the recession, overbuilding, and the change in tax shelter laws. In the near-term, ~t ~s not likely that the decline rn commercial development will reverse itself. Factors include a relatively slow national recovery, corporate downsizing, and a large amount of vacant commercial space in the Columbus MSA, In addition, Dublin now faces competition for both high-end residential and commercial development from neighboring cities, which have become much more aggressive in pursuing the markets Dublin once had almost to itself. 1 ' 1-1 Final Draft Mt Auburn Associates f_I n Cl f Dublin's services to its residents, therefore its quality of life, are supported in large part by its income tax on residents and those who work in Dublin. When tax revenues are risin extraordinarily fast, the City can easily support significant residential growth. Even g . with the economic downturn and relatively little commercial development in the 1990s, Dublin's income tax revenues have been on the rise. Since 1989, annual income tax revenues have increased between 9 and 13 percent a year. They were up 10 percent dust this st ear. while a vrtion of each yearly increase is attributable to salary raises, much is due Pa Y P to new em to ment. Dublin has enough vacant space to continue to absorb new businesses PY coming into the City -- so new development has been minimal. Thus it a ears the slower national growth of the 1990s has not yet significantly PP ~ . h rmed Dublin in a fiscal sense. To the contrary -- fiscally, the City is doing quite well. a ver because of factors such as corporate downsizing, slow growth, and increased Howe , com etition from nei hboring communities, the City can not take for granted that Its income p g tax revenues derived rimarily from business activity in the City, will continue to Increase P as uickl as the have to date. In a new economic world, the City no longer can expect q Y Y . matic redominantl hi h-end, commercial growth to finance services and capital nearly auto , p Y g ' cts for waves of similarl hi h-end residential development. New businesses keep probe Y g .. min to the Cit but it is not safe to assume this flow will continue on its own. And it is co g y, uite clear that far fewer commercial developers are banging on Dublin's door. q ile future rowth from revenues derived from business activity can not be taken Wh g nted Dublin is an extremel desirable residential community and therefore faces for gra , Y . res for further housin develo ment. Dublin has far more residential land than pressu g P . rcial land available for develo ment -- over 4,500 acres available for residential, comme P to 2 000 acres available for commercial development. In the face of substantial compared , re for new residential develo ment, any significant decline in the rate of increase in the pressu P . ' base has the tential to ut the City in a position its residents do not desire. If City s wage po P residential Bevel ment si nificantly outpaces growth in the local wage base, it will be future op g . ' It for the Cit to maintain the high level of services it has been able to provide difficu y residents, and to which they are becoming accustomed. However the ossible imbalance between residential and commercial development P be s a lar er uestion. In the mid-1990s, Dublin finds itself at a crossroads, facing an array g g q h f choices about "who it wants to be when it grows up," as one observer put it. T e 0 ivel effortless rowth of the 1980s, taking the cream of an expanding metro area, is no relat y g 1 n er the eas o tion. Toda ,Dublin has bath the opportunity and the responsibility to og Y P Y hoices with re and to the full range of dimensions of city life. Dublin now must do make c g het a of lannin re wired of more established commercial cities; it is no longer a t YP P g q "startup." The City's dimensions of choice include: Final Draft 1-2 Mt. Auburn Associates L~ 1 ! ultimate population size; ! amount of additional land area to incorporate; ! the rate at which growth occurs; ! desired range of housing and associated socioeconomic classes; ! level and type of services to residents and businesses; ! sources of funding for services; and ! the s atial distribution and density of land uses -- residential, commercial, P and open space -- in light of the effect on property and income tax revenues, traffic congestion, aesthetics, and overall quality of life. Clearl a dialo ue is necessary to bring to the fore facts, options, the valuation of Y~ g , , . various o Lions b the various parties, and a process for making decisions and choices. Such P y a dialo ue is com lex, and as with much of democracy, usually not pretty. But when done g P . ri ht the end result is far more satisfying than the alternative of not having any dialogue at g~ ... . all. Dublin's overnment fully realizes the opportunity and the respons~b~l~ty ~t faces. g Conse uentl it is uttin in place a community planning effort that wrll provide the q Y3 P g framework for the t e of dialogue, goal-setting, decision-making, and implementation YP mentioned above. A ke element of the community planning process is determining the appropriate y t es of and a roach to economic development. Economic development has twin YP PP dimensions -- the facilitation of the development of commercial property and the attraction of businesses to the Cit t4 fill such roperty, old and new. Sometimes, these two aspects of y P develo ment are combined, as when businesses build and occupy their own facilities. In any P , case the sha a of the future Dublin is inextricably linked to the dynamics of the City s P .. rowth in commercial ro er development and business act~v~ty, by vutue of their fiscal g P P ~ im rtance which brin s us back to the issue of growing the income tax base to support City po ~ g . services to a rowin o ulation. In fact, there are several questions that must be addressed g gPP -- how much and what t of economic development does Dublin want, and how does it YPe brin such develo ment about? Addressing these issues can not be separated from a larger g P communit lanning process, and this document aims to provide background and options to YP ,' the community planning process that will soon take place. Dubhn s need for an economic development strategy is explored in more detail in the next section. r~ I_~ 1-3 Final Draft Mt. Auburn Associates 1 iJ CJ i C~ 1.2 The Need for an Economic Development Strategy The need for revenue, the enhancement of the City's overall tax base, is an important com onent of, and constraint on, various choices in the community planning process. The p ., Cit 's income tax, a 2 percent levy on income and business profits earned w~thxn Dublin s y . boundaries and by Dublin residents who work in jurlsdlct~ons without an income tax, rovides ever two-thirds of the City's revenues -- $16.4 million of $23.9 million in 1992. p Dublin-based businesses ay $11 million of the income tax revenues, 46 percent of City total p revenues.1 In contrast to the income tax, commercial property tax revenues are not critical to the v erations of the Cit .However, they are an important funding source for the Dublin school P y .. district rovidin over a third of its revenues.Z Population growth brings add~t~onal demand ~p g for school services, and the accompanying increase in residential property tax revenues is not sufficient to fund the additional demand for such services. Consequently, the school district is de endent on commercial development to meet its fiscal needs. Adequate school revenues p are doubl im rtant as Dublin residential property values are closely linked to the perceived y Po ualit of school services. Hence, it is in the City's interest to be cognizant of school district q Y revenue needs. tIn 1992 Dublin received a total of $16.4 million in income tax revenues -- $13.2 million withheld b em to ers, $1.1 million paid on profits of Dublin-based businesses, and y p y. ~ he Cit estimates that $2.1 million paid by Dublin residents working outside the C1ty. T .. y three- uarters of revenues throu h withholding x$9.9 million} were paid by Dublin-based q ~ ~~ g ~~ ~ ers of Dublin em to ers, with the rest being courtesy withholdings by non-Dublin employ P y Thus total income tax from Dublin-based residents, such as the Honda plant in Marysville, , employment and businesses was $11 million. If a Dublin resident works in a city without an income tax, Dublin receives the full 2 rcent• if he or she works in a city with an income tax of less than 2 percent, the resident pe s Dublin the difference between the other city's tax rate and the 2 percent. ~y ZThe Dublin school district indicates that 78 percent of its revenues come from ro ert taxes. The distribution of property taxes by source is as follows: residential, 49.6 p p y ' 1 9.2 rcent• and ublic utilit , 6.1 percent; commerciallindustrial, 35.1 percent; tangib e, pe p y rcent. Tan ible property essentially is inventory and fixtures within commercial property. 1~ g For u oses of the anal sis, tangible property tax revenues are included when commercial p ~ y ~ i riot's tax revenues ro erty tax revenues are discussed. So 44.3 percent of the school d st p p come from commerciallindustrialbulldings and their contents. Final Draft l-4 Mt. Auburn Associates 1 -~ r, By all accounts, Dublin residents enjoy and demand a high level of services provided by the City -- a significant decline in these services, including school service, is not acceptable. Consequently, it is clear that growth in the City's nonresidential tax base -- the wage base and the commercial and industrial property base -- needs to accompany any growth in the City's population. The City has commissioned the consulting team of Mt. Auburn Associates and David Dixonl Goody Clancy to prepare this economic development strategy to address ways and means to promote growth of business activity in the City, and thus the income and commercial property tax base. Specifically, the purpose of this planning effort is to prepare a strafe for promoting, guiding, and sustaining commercial business activity in Dubin as a gy .. . means o enhancing the City's tax base. Commercial business activity is defined to include f office, research and development, retail trade, industrial, and warehousing and d~stnbutzon. The strate seeks to promote business activity through a variety of means -- the retention gY and ex ansion of existing Dublin employers, the attraction of new employers to the City, and p the encouragement of new business startups. This aim of this document is to provide a framework for determining the City's needs with regard to the development of its income tax base and to identify commercial property and business development options for meeting these needs. It should always be remembered that the u se of the document is one of guidance. The final decisions regarding needs and p~ bons will be made by the City and its residents as part of the community planning process. In economic development planning, fiscal, land use, and quality of life considerations are intertwined. Therefore, it is important to have clear goals in mind for each of these dimensions. We suggest that the City's economic development effort be structured by three principles: i Achieve City incame tax revenue and school district property tax revenue suf,~cient to maintain the ~eveZ of existing services. With regard to the City, by ~ existing level of services, " we mean direct services to residents and businesses and capital improvement projects. The rationale for this goal has been discussed above. + ~Vlaximize the revenue stream to the City per acre of hand developed. For several reasons, it is in the City's interest to maximize the revenue stream per acre, i.e., seek business operations that offer greater densities per acre of high-paying jobs. The first reason is opportunity costs. Land in the City appropriate for commercial development is a scarce and nonrenewable commodity. Gnce slow-payoff type of development is placed, it is Final Draft 1-5 Mt. Auburn Associates J difficult to displace. The City then must seek the development of additional land to make up for low revenues. When payoff per acre is high, land not required for economic development then can be used for residential purposes, open space, or "warehoused" for future commercial use. Second, high payoff development reduces the need for further development, saving the City time and resources, providing more cost-effective service delivery, and reducing uncertainty about future revenue streams. Finally, the reduced need for further land development can be a boon to quality of life. More open space and less widespread congestion will enhance residents' quality of life, which also will be reflected in stronger residential real estate prices. ~ ~ramote the high quality of physical environment that residents desire. Above and beyond promoting economic development that maximizes revenue stream per acre, attention should be paid to maintaining and enhancing the quality of Dublin's physical environment -- the aesthetics of the built environment and the flow of the transportation system. Again, these are important quality of life considerations that often get translated into the demand for, and price of, both residential and commercial properties. 1.3 Key questions In preparing this economic development plan, the consulting team sought to answer three sets of questions -- those concerning the nature of the demand for Dublin sites by commercial developers and businesses; those concerning the City's goals with regard to the amount, type, and location of business activity it wants to attract; and those concerning the City's policy and strategy to achieve its goals. These sets of questions follow: Business and Develo er Demand for Dublin Sites: f What types of business ac~vity have potential for growth and expansion in the northwest Columbus MSA in the near future? • How competitive is Dublin in attracting and retaining business and in encouraging development? ' 1-6 Final Draft Mt. Auburn Associates _~ ~-- ~I,I L~ 1 li J ~J Cit 's Economic Develo ment Goals: ~ How much growth in business activity does Dublin want and how much can it absorb? f Given the City's development goals, what type of business activity is desirable' f How much land is required for new business development and where should it be located? Cit 's Polic and Strate ~ How can the City, the Dublin Chamber of Commerce, and other entities best work together to foster economic development? i What tools should Dublin use to promote the desired type of grawth in business activity`? • How does the development strategy link with the community planning process? This economic development plan is structured by the three groups of questions outlined above. Chapter Twv sets the stage for the analysis -- an overview of Dublin in terms of its population, economic and fiscal structure, and physical development, as well as an overview of the Columbus MSA economy. Chapter Three examines developer and business demand for Dublin locations. Chapter Four compares various development op~ons for the City in terms of their ability to meet the three principles stated above. Chapter Five makes recommendations for policies and strategies to achieve the City's economic development aims. 1.4 Methodology In the preparation of this economic development plan, the consultants utilized a variety of methodologies, including: + analysis of federal and state economic and Census data for Dublin and the Columbus MSA; Final Draft 1-7 Mt. Auburn Associates f management and analysis of a mail survey, with telephone followup, of Dublin businesses yielding 95 complete responses -- this survey covered about 10 percent of the City's employers, whose firms provide about 23 percent of the jobs in the City; f analysis of the City's tax, fiscal, and land use data and information; i in-person and telephone interviews with over 30 major employers, developers, realtors, City and school district officials, representatives of the Dublin Chamber of Commerce and regional planning organizations, and state development officials; and ~ a telephone survey of a sample of 200 businesses that withhold Dublin income taxes to determine their location, in order to estimate the number of withholding firms actually located in Dublin and the number of persons working in Dublin. All withholding employers with over 40 employees and a sample of smaller firms were contacted. } 1-8 Final Draft Mt. Auburn Associates ~~ ' T Chapter wo ' Overview of Dublin and the Columbus MSA Economy A critical prerequisite to determining the City's needs for economic development and the appropriate means to meet them is having an in-depth understanding of the City's current situation alon a number of dimensions -- population size and characteristics, economic g structure, fiscal structure, and commercial development. In addition, it is important to understand the structure and trends of the Columbus MSA economy, which gives shape to bath opportunities and constraints for business development in Dublin. Z.1 Dublin -- Profile of the Population The key characteristics of Dublin's population are as follows: • Exploding sire -- In terms of population, Dublin jumped from 3,855 residents in 1980 to approximately 19,500 at present. See Exhibit 2-1.} This rate of growth X405 percent} is far beyond that for the Columbus MSA X27.5 percent} and the state X2.1 percent}. Dublin was the fastest growing city in Ohio in the 1980-1990 period, and the sixth fastest growing in the 1990-1992 period. ~ High income ZeveZs -- Dublin residents are relatively wealthy. In 1989, 72 percent of Dublin households had over $50,000 in income, compared to just 23 percent of the households in the Columbus MSA, Nearly 12 percent had incomes above $150,000, compared to just 1 percent for the MSA as a whole. See Exhibit 2-2. } C~ In 1989, Dublin per capita income x$30,737} was twice that for Columbus ($14,51G} and the state ~$13,b45}. In real anon-inflated} dollars, Dublin's per capita income jumped about 22 percent between 1979 and 1989, suggesting that the newcomers tended to have higher incomes than those in the City in 1979. See Exhibit 2-3. } This is evidence that the City has attracted an increasingly affluent population. Final Draft 2-1 Mt. Auburn Associates ~J In 19$9, the City's poverty rate was 1 percent, compared to 12 percent for the MSA and the state as a whole. f Highly educated professionals -- In 1989, almost all Dublin's adult residents had a high school diploma and 5 8 percent had a bachelor' s degree or higher. In comparison, only 23 percent of Columbus MSA adults and 17 percent of Dhio adults had a college degree, Consistent with their educational attainment, Dublin residents are primarily em to ed in white-collar professional occupations. In 1990, 56 percent of PY . em loyed Dublin residents were in executive, managerial, or professional P capacities, compared to 28 percent for the Columbus MSA and 25 percent } See Exhibit 2-4 r Dhio as a whole f . . o f Low employment -- At the beginning of the last recession, just 1,3 percent of Dublin adults in the lobar force were unemployed, compared to over 5.1 ercent for the Columbus MSA and b. b percent for all of Ohio. It would P a ear that the high education and skill levels of the adults make them PP eminently employable. • Transient -- Anecdotally, Dublin is viewed as home to a large number of transient families, ones whose breadwinners move to Dublin for a specific 'ob and often for a period of time. Realtors say that transient households J an estimate that is confirmed by ulation o rcent of the 30 25 ri , p p pe - se com P •~ the 1990 Census. According to the Census, the percentage of Dublrn s ulation that is transient is far higher than that for the Columbus MSA PoP and Dhio as a whole. See Exhibit 2-5. } i ~l i The im lications of this profile of Dublin residents for Dublin's future economic P develo ment are several. First, it would seem that this high-Income profile is consistent with P relativel high expectations far City and school distract services. Second, the transient nature y of the Cit 's o ulation results in a high turnover in housing stock, which in turn means that y PP Dublin needs to be consistently competitive in attracting well-paid professionals and their families. Dnce we are told, Dublin had dominated the high-end residential market and had to do little to attract well- aid professionals. However, with the emergence of other high-end P residential areas, such as New Albany, Powell, and southern Delaware County, Dublin will have to be more roactive in maintaining competitiveness. Failure to do so will have P ne ative ramifications for the ability to attract home buyers and to maintain housing prices, g Final Draft 2-2 Mt. Auburn Associates 1 Dublin can be competitive in the high-end market only by maintaining a high quality of life, including the delivery of excellent City services and maintaining and enhancing an attractively built environment. 2.2 Dublin -- Economic Structure The ~Dubtin ecanornic base is signr;~cant in sire. Based on City 1992 tax records and a tele hone survey of 200 businesses, the consultants estimate that in 1992, approximately p .. 1 29,000 ersons worked in Dublin in nearly 1,000 establishments. See Exhibit 2-6. } It is p . further estimated that this translates into roughly 20, 000 to 23, 000 full-time-equivalent sitions. ~ Total wa es and salaries of Dublin-based employers are estimated to be over half ~ g a billion dollars.3 The average wage per full-time-equivalent worker was $22,000-26,000. his fi ure covers many low-paid retail employees as well as highly paid professionals.} ~ g tExhibit 2-6 was developed through a combination of Dublin 1992 income tax data and a tele hone survey of a sample of those on the database. The income tax database lists p the amount of the each company that withholds Dublin income tax for its employees, withholdin ,and the number of employees. However, it does not identify the location of the g em to ees far wham the taxes are withheld. As noted, a substantial part of Dublin's income p y location not sub' ect to an tax revenues come from Dublin residents who are employed in a ~ income tax. The database indicates that over 3 S, 000 persons paid income tax to the City in 1992. To estimate the number of persons actually employed within Dublin city limits, the consultants took several steps, First, the tax database was sorted by employee size category. See Exhibit 2-6 for categories. } Every employer with 41 or more employees was called to identi whether or not they were operating in Dublin, For those establishments under 40, a fy sam le of 20 within each size category was called to determine their location. For each p n in the database to estimate category, percentage results were applied to the total employme t the number of employees in Dublin. ZThis was a rough estimate, but seems in line with the understanding of City officials. Sources for this estimate are two -- the consultant's survey of 95 Dublin businesses, and a review of major employers to identify those that appear to have a large number of part-~me workers, such as McDonalds. Survey respondents identified 5,716 full-time jobs and 936 -time jobs. The survey captured about 23 percent of employment in the City. 3Total income tax withheld in 1992 was $13.2 million, 2 percent of a base of $671 million in taxable wages and salaries. Approximately three-quarters of the jobs for which income tax is withheld are located in Dublin, according to Mt. Auburn's telephone survey. If it is assumed that the average pay per an employee paying income tax and located in Dublin is the same as the average pay of a Dublin resident working in a non-tax jurisdiction, then it is estimated that the wage and salary base of Dublin employers is about $515 million. 2-3 Final Draft Mt. Auburn Associates Ernployrnent in individual businesses has expanded in the last few years. Based on the survey of 95 Dublin businesses, it appears that existing employers in the City have been expanding their employment base. The number of personnel employed by the respondents grew 8 percent between 1990 and 1993 -- a significant achievement in a time of overall national recession. Moreover, these businesses expect this expansion to continue into the future. Respondents project that their total employment in 199b will be 20 percent above that for 1993. In the survey, expected growth appears roughly evenly split between firms below and firm above 100 employees. 1 ~~ i Recent employer growth and the projected high rate of expansion demand attention -- they indicate that existing employers can be a significant source of new income tax revenue, and the City would do well to assist existing employers to stay and expand in Dublin. While the consulting team recognizes that employers are likely to be overly optimistic about future growth, it thinks the direction and magnitude of the projection are very positive. The majority of companies responding to the survey are o, face operations. Two-thirds of companies responding to the survey have executive offices, sales offices, and service offices in Dublin. This statistic is approximately the same as the percentage of Dublin commercial square footage that is office space.4 The percentage of jobs that are office-based is likely to be even higher, as most of the major employers are office operations, and offices tend to have a higher employee density per-square-foot than industrial or retail. A signi;~cant proportion of survey respondents serve markets outside of the Columbus NlSA. About 40 percent of the survey respondents indicated that they serve a market area that oes beyond the Columbus MSA. For the most part, these companies serve markets that T extend well beyond Dhio. Aga1n, as these are larger companies, such as Wendy s International and Ashland Chemical, at least half of Dublin's workforce is likely serving markets outside the region. The fact that a large percentage of firms serve multi-state markets further confirms what many know -- that access to the airport is an important consideration for many firms and executives considering where to locate in the Columbus MSA.) The average pay per employee varies greatly by type of employer -- o, face and technical jobs tend to pay far better than retail jobs. Exhibit 2-7 indicates a random sample of Dublin employers' payroll, payroll tax, and pay per worker. The exhibit indicates that 4It should be kept in mind that the survey is not statistically significant. The actual percentage of companies that are office operations may be higher or lower than the figure derived from the survey. 2-4 Final Draft Mt. Auburn Associates e ~I i { average pay per worker in large office operations significantly exceeds that in other forms of employment. It should be kept in mind that some jobs for restaurants, stores, and temporary agencies are not full-time. Even so, the differences are striking. A comparison of Executive office C with Hotel A shows two establishments with the same number of employees, yet the former pays six times the payroll tax of the latter. The implication of this exhibit is clear -- office and technical work tend to pay the best wages, and, therefore, provide the highest tax revenues per fu11-time employee to the City. A relative handful of Dublin employers provide a significant amount of the City's income tax revenue. In 192, Dublin's eight largest employers provided $4 million in withheld income tax, about a quarter of total income tax revenues and about a sixth of all City nonenterprise revenues. These employers are Ashland Chemical, Wendy's International, DCLC, AT&T, White Consolidated, Dublin Local Schools, Pharmacia-Adria, and Roche Biomedical. The top 15 employers collectively paid $5 million, or half of the withheld income tax paid by Dublin employers. See Exhibit 2-8. } Clearly, it is beneficial to the City's fiscal interests when large, well-paying em io ers can add significantly to the City's coffers. At the same, dependency on a few pY lar a em loyers creates a vulnerability if any one of them cuts back employment. The goad g p news is that Dublin's large emplayers are a very diverse group, so ~t zs unlikely that economic difficulties will harm them all simultaneously. Their commonality is that most of them rovide a large number of well-paying professional jobs. These employers bother than p the school system} chose to be in Dublin in large part because of the quality, image, and access the Cit rovides for such operations. Dublin's vulnerability to a small number of YP large employers will greatly increase if it can not maintain this competitive position. It should be pointed out that in recent years, new arrivals to the City have tended to be smaller firms, so the trend regarding lowering dependence on a few employers is in the right direction. 2.3 Dublin -- Journey to Work As part of a far larger metropolitan area, Dublin residents find many job opportunities outside of the City and, conversely, Dublin employers draw on residents outside the City to fill many of their jabs. It is useful to know the nature of the intraregional commuting relationships, to better understand two patterns -- first, the degree of economic interde ndence between Dublin and the rest of the Columbus MSA and, second, the modes Pe ' 2-5 Final Draft Mt. Auburn Associates b which eople go to and from work, which in turn have major implications for traffic Y P con estion. Exhibits 2-9 and 2-10 set out these relationships, as determined by the 1990 g U.S. Census. Key findings are as follows: fiver 80 ercent of employed Dublin residents work outside the City, and over half p work in Columbus. Nineteen percent work in Dublin. Primary destinations outside the City include Columbus X53 percent} and other Franklin County destinations X17 percent}. Just 11 percent work outside of Dublin and Franklin County. Nine ercent o employees of Dublin businesses reside outside the City. Just 10 ~' p f rcent of em to ees at Dublin locations also live in Dublin. The most frequently mentioned Pe P y towns for em to ees of Dublin businesses include Columbus X53 percent}, other Franklin Py Count locations X21 percent}. lust 1 b percent come from outside Dublin and Franklin y County. Thus, it is clear that there is a significant amount of cross-commuting taking place. Persons who work and live in Dublin are very much the exception, not the rule. Given the si nificant amount of crosstown traveling taking place, the next question concerns the means g by which working people get back and forth. Almost ever working person who lives in Dublin and works elsewhere, lives y elsewhere and works in Dublin, ar lives and works in Dublin, travels to work in a car alone. Ninet five rcent of working Dublin residents drive to work alone; just 5 percent carpool, y Pe no one uses the bus, and 0.1 percent walk to work. Ninety-one percent of people who work in Dublin drive to work alone; $ percent carpool, and less than 1 percent take the bus. As we will see the business community's most frequent complaint about a Dublin Location is traffic con estion. The Census' picture of how people choose to get to work is consistent g with, and is likely one major cause of, traffic congestion. 2.4 Dublin -- Commercial Development Dublin has absorbed a larger amount of commercial development than any other suburban communit in the Central Ghio region over the last decade. This growth has y rvvided the Cit with the revenues to support a relatively high level of public services for P y those who live and work in Dublin, The two sections below discuss commercial develo ment to date and land available for further commercial development, in detail. P i~ Final Draft 2-6 Mt. Auburn Associates CSI Z.4.1 Development to Date Currently the City has approximately seven million square feet of commercial building space on about 1,400 acres. Existing commercial development square footage includes: 4,4 million square feet (63 percent} of officelR&D, 1.9 million square feet X27 percent} of retail, and 0.7 million square feet (10 percent) of industrial. Dublin has been unusually fortunate to attract a significant amount of Class Alfirst tier office space, including a high percentage of relatively well-paying research and service businesses. As a result, both rent levels and average salaries for office and R&D space are among the highest in the Columbus area. DfficelR&D development has taken place primarily as a series of low density, extensively landscaped office parks occupied by low-to- mid-rise signature buildings. As of 1993, the City included approximately 1,400 developed acres of commercial and industrial development: 920 acres X65 percent} of officelR&D, 340 acres X24 percent} of retail, and 160 acres ~ 11 percent} of industrial. The average density of commercial development is approximately 5,000 square feetlacre. This varies somewhat by type of use. Avera a density for office development is approximately 4, 800 square feetlacre; for retail, g a roximately 5, 700 square feetlacre; and for industry, approximately 4, 500 square pp feetlacre. Despite the fact that Dublin now accommodates almost half as much for-rent office s ace as downtown Columbus, these low densities have enabled the City to maintain p an attractive suburban character in keeping with the City's position as a desirable suburban residential community. During the 1980s, Dublin's ability to provide a high quality of local services to an ex loding population was enabled by a significant boom in commercial development. p Businesses flocked to the City to fill the newly developed buildings, and generated ever increasin amounts of income tax. Exhibit 2-11 illustrates the annual volume of cammercial g development for the City of Dublin. The mayor growth spurt in commercial development occurred between 1985 and 1988. A slowdown in the rate of commercial development, reflecting both regional and national trends, began in 1989 and has continued to the present. Even though the rate has declined significantly, the amount of commercial development in 1992, a roximately 100,000 square feet, is still considerable for a suburban community of Pp , Dublin's size, particularly in light of the very slow pace of commercial development in the Columbus area. Dublin is comprised of a series of planning areas, each of which has signa;~cantly different physical characteristics, different types and rates of development, and different patterns of land use. Exhibit 2-12 identifies the five geographically distinct planning areas 2-7 Final Draft Mt. Auburn Associates that have been used by the City of Dublin in the past. Exhibit 2-13 illustrates the percentage of the Cit 's total commercial development by planning area. (Appendix A provides further Y lannin area detail -- distribution of commercial development by type, and an inventory of P g individual sites.} The breakdown for non-residential land uses within each area is discussed below. Central Plannin Area. Approximately half of the City's commercial property, 3.6 million s ware feet on 690 acres, is in the Central Planning Area. The large majority of the q . Cit 's office space is located here. Access to I-270, which provides excellent connections Y throw bout the reater Columbus MSA, has been a mayor factor in determining this type of g g use. The develo ment of Frantz Road as a signature address has contributed to further high P ualit office develo ment. As Exhibit 2-14 shows, commercial development in the Central q Y P Plannin Area is 85 ercent office development. The rate of commercial development of this g P area Baked in 1985, dropped sharply, and has continued tv slowly decline. See Exhibit 2- P 15. } i~ i J Southwest Plannin Area. Existing commercial development in this area provides about 1.3 million s ware feet over approximately 420 acres. The Southwest Planning Area q contains 90 ercent of the City's industrial development, 20 percent of the office P . develo ment and 17 rcent of the retail development. The predominant industrial uses of p ~ Pe this area are the result of more limited access from I-270 and the character of pre-exis~ng develo ment atterns, which limits appeal to signature office buildings. Large portions of P P this area were annexed over the last two decades. As Exhibit 2-16 shows, development in this area is evenly split between industry and office with a small amount of retail. The rate of development has fluctuated a great deal over time, with 1985 and 1988 being the peak years. (See Exhibit 2-17. } Southeast Plannin Area. This area contains approximately 1.7 million square feet of develo ment on 290 acres, primarily devoted to retail uses. See Exhibit 2-18. } About two- P .. .. thirds of the City's total retail development is located here X1.2 million out of 1.9 million s ware feet}. Sawmill Road is an area of retail concentration in Columbus as well as in q Dublin. Some office and no industrial development have occurred in this area. The mayor slowdown in the rate of development, as illustrated in Exhibit 2-19, did not occur here until the 1990s. Northwest Plannin Area. Approximately 370,400 square feet of commercial develo ment, on about 40 acres of land, have occurred in this area. fiver half the P .. develo ment has been office, with industry having over a quarter. See Exhibit 2-20. } The P Final Draft 2-8 Mt. Auburn Associates ~j ~~ ~~ ~~ re onderance of office use has resulted from access to I-270 and U. S. 33. There is no P P .. heav industr located in this lanning area. As illustrated in Exhibit 2-21, an unusually y y P large amount of development took place in 1985. Northeast Plannin Area. This area has historically been, and continues to be, largely ' ~ a si nificant amount of the area remains undeveloped, and is not provided with residential, g . li water and sewer. It still contains a significant amount of undeveloped land, due in pub c 1 ck of water and sewer service. Daly four acres of land have been developed here part to a r ial ur oses. However, an additional 37.8 acres have been approved for for comme c p p commercial development X21 for retail and 16.8 for office}. Z.4.Z Additional Land Available for Development ' Cit there area roximately 2,Od~ acres that are undeveloped and Wrthin the y, pP ' r commercial develo meat. This land area is 140 percent greater than the appropriate fo P mount of commerciall used land in the City. However, in fact, it is sufficient to current a Y e a several hundred ercent increase in the City's stock of commercial buildings accommodat P ndenc for officelR&D densities to increase as markets mature, This process is due to the to y ' nversations with local develo rs who foresee future development at a density of evident in co ~ rou hl 10 000 s uare feet er acre for officelR&D, more than twice current levels. g Y ~ q P Exhibit 2-22 illustrates the rcentage of total land available in each planning area. A Pe r of subarea studies identified in Exhibit 2-23, have been done for individual parcels. numbe entral Plannin Area. A si nificant portion of the City's commercially zoned sites, C g roximatel 440 acres is available in this area. Much of this represents the City's most app y ' 've land far office and research use, because of visibility and accessibility to I-270, competiti v nient access to a wide ran a of services and amenities such as restaurants and and cone g . This area is likel to be the site of further high-end development because of its hotels. y es of ood access and visibilit ,and an existing concentration of high-quality office advantag g y meet. As this area has an existing base of infrastructure broads, utilities}, infill develop develo ment will be more cost-effective than development in areas where .this infrastructure P is nvt present. uthwest Plannin Area. The largest amount of commercially zoned land, So roximatel 730 acres is here. Absorption rates in this area have been historically low, as app y ~ . r cult of relativel limited visibility and access to I-270. A great deal of planning work, ae y .. ublished in the Southwest Area Plan of 1993, has focused here. Major land use decisions P . for this area should be considered in the upcoming Community Plan. Sites in this area are less cam etitive far office and R&D uses. The area is more appropriate for less P Final Draft 2-9 Mt. Auburn Associates em to ment-intensive uses, such as light industry, assembly, and manufacturing. As P y develo meet roceeds, a key issue will be buffering residential districts from commercial P P activity. Southeast Plannin Area. The second smallest amount of commercially zoned land, a roximatel 175 acres, is in this area. A number of the vacant sites here are already PP y committed to, or are ex ected to be used for, retail development. The future of a few P si nificant arcels is still uncertain, as there are competing demands for residential and g P commercial uses. Resolving the future of these parcels will require the involvement of area neighbors in determining desired and appropriate uses. Northwest Planning Area. This area contains the second largest amount of vacant, commerciall a ro riate land -- approximately b50 acres. Due to the large amount of YPPP undevelo ed land appropriate for further commercial uses, a great deal of planning work has P . focused on this area, and land use decisions for this area should also be a focus ~n the u comin Communit Plan. While the development potential for officelR&D of the land P g Y immediatel west and north of I-270 will be significantly enhanced by the proposed extension y .. of Coffman Road, other commercially zones sites will not be highly competitive. Access will be provided to sites that are very desirable due to their visibility from I-270. Northeast Plannin Area. The smallest amount of commercially appropriate land, a roximatel 130 acres, is in this primarily residential area. Dne particular area, north of I- PP Y 270 and south of Bright Road, has been the subject of same concern. The future of the four ad'acent arcels comprising the 130 acres is still undetermined. Competing demands for J P . residential and commercial development will require extensive community involvement to be successfully resolved. ~l ~'~i i~ ~. In summary, Dublin has a significant amount of vacant land available for commercial develo ment. The City's task is to identify and promote uses that are compatible with the P character of the immediate planning area and, which, in particular, do not infringe on residential neighborhoods. 2.5 Dublin -- Fiscal Structure Growth in Dublin's tax revenues has kept step with growth in population and commercial activity. Exhibit 2-24 indicates the growth in Dublin general revenues since 1983 -- these hit a high of over $19 million in the last calendar year. This exhibit does not include revenues dedicated to City capital expenditures, which in 1992 amounted to $4.8 million. ~Qne-quarter of the City's income tax is dedicated to capital projects.} Total City Final Draft 2-10 Mt. Auburn Associates revenues for 1992, excluding enterprise operations, totaled $23.9 million. aver the last decade, the peak years of increases in general revenues were 1987 throw h 1989. (See Exhibit 2-25. ~ These peaks follow by one year the peaks in commercial g develo merit ~ 1986W 1985}. They also bracket a doubling of the City income tax from 1 P rcent to 2 ercent, effective January 1988. Half of the increase is dedicated to capital Pe P . ro'ects, and so is not counted as part of general revenues. ~ The largest single year of P J .. . increase was 1989, when general revenues climbed $4.2 million, a 44 percent increase from the ear before. After a slowdown in 199D, general revenue growth has picked up, climbing Y $2.7 million in 1992 from the year prior, up 17 percent. Since it was doubled in 1989, Dublin's income tax revenue has shown a healthy annual increase -- from between 9 percent and 13 percent per yeas. Income tax revenues in 1993 were 10 ercent above the year before. While a portion of the annual rise can be P attributed to increases in workers' wage and salary levels, a major portion is due to the addition of new workers in Dublin, A review of individual corporate tax withholdings su ests that major co orations raised employment levels, wage levels, ar both, within their gg J rP existin facilities. Commercial development has lagged as firms fill vacant space ar increase g worker densities in existing space. ~n a er resident basis, Dubin takes in a high amount of revenue, and purchases a p .. far a amount o ubric goods and services, when compared to other ~h~o crtres. In 1991, g fP Dublin's revenues from all sources equaled $1,277 per resident. Across the state, the was 795 er resident. Dublin ranked 30th of 238 cities in Ohio in this regard.5 In average $ p . other words, Dublin's government had available for use 6I percent more dollars per City resident than did the average Ohio city. i1 J In 1991, Dublin spent $1,210 per capita -- $659 per capita for operating expenses, $455 for capital projects, and $96 for debt retirement. These figures are well above those for the average Ohio city, which in 1991 spent an average of $837 per capita. In other words, Dublin s nt 45 percent more per capita resident than the average Ohio city, Dublin ranked Pe 43rd among all cities in expenditures per capita. SAll comparative revenue data are taken from Ohio City Finance, published by the Ohio Public Ex enditure Council in Januar 1993. Information in this report is taken from P y . each cit 's 1991 Combined Statement of Revenues, Expenditures, and Changes in Fund Y . Balances for all governmental funds, similar trust funds, and enterprise funds. 2-11 Final Draft Mt. Auburn Associates 1 Moreover, these figures understate the relative level of service that Dublin provides to its residents, in that a number of cities charge for and provide a significant portion of electric, gas, sewer, and water utility services to their residents, which Dublin does nvt. Gas and electric are provided and billed by a private utility and, until recently, virtually all sanitary sewer and water fees for Dublin residents were paid directly to the City of Columbus. In 1991, Dublin spent about 6 percent of its expenditures for utilities, compared to 20 percent for the average Ghio city. Removing utility expenditures from the analysis, Dublin's expenditure per capita is $1,139, compared to $670 per capita for the average Ghio city. In other words, Dublin spends 70 percent more per resident on public goads and services, exclusive of utilities, than the average Ohio city. With utilities excluded, Dublin ranks 21st among all Ghio cities in expenditures per capita. Dublin ranks particularly high in expenditures for capital projects and community environment, ninth and seventh respectively. In general, it is these very high levels of municipal service that Dublin would like to maintain as it grows. The City income tax is responsible for over two-thirds of City total revenue; through income tax payments, Dublin employers provide almost half of alt City revenues, As noted in Chapter Gne, in 1992 the income tax provided $16.4 million of the City's total revenues of $23.9 million. Dublin businesses, through withholding for their employees and the a lication of the income tax on their profits, paid $11 million of the income tax revenues. PP i ~~ ,~ Dublin collects far more income tax per resident than most Ghio cities. In 1991, Dublin collected income tax from employees and businesses at a level equal to $S93 for each City resident. The statewide average is $260 per capita. In 1991, Dublin ranked fifth among 238 cities in Ghio in income tax collected per capita. This large disparity between Dublin and other cities is due to the facts that, first, about twice as many people pay Dublin income tax as live there; second, both the people who live in Dublin and those who work in Dublin tend to earn relatively high salaries, comparatively speaking; and third, Dublin's 2 percent tax rate is higher than many cities. In other words, Dublin is able to finance its government in large part from the incomes of well- paid people who do not live there. Compared to the income tax, other sources of City revenue are far smaller, As Exhibit 2-26 shows, grants from the state and the U. S. government x$109 per capita} and the City's share of the property tax x$90} are the next largest saurces of revenue. Charges for 6The City's income tax has contributed to the maintenance of a healthy operating reserve, which, with sound debt management practices, resulted in the upgrade of the City's credit rating from Al to Aa in 1992, according to the City Director of Finance. 2-12 Final Draft Mt. Auburn Associates r~ L 0 1 City services are the smallest source of revenue x$50}. The relatively small amount of service fee revenue is due in large part to the fact that Dublin does not operate, and so does not charge for, public utilities. Compared to nearby cities and Dhio cities in general, Dublin relies more on the income tax and less on charges for City services. The differences among the cities is illustrated in Exhibit 2-~7. The chart gives a somewhat distorted picture in that Columbus and Westerville operate and charge for an electric utility. However, compared to Hilliard, Upper Arlington, and Worthington fall without their own utility}, Dublin collects far less for services per capita and collects far more from the income tax. With utility service charges excluded, Dhio cities raise 43 percent of their revenue from income tax, compared to 69 percent for Dublin. Dn the other hand, Dhio cities raise 14 percent of their income from service charges (again with utilities excluded}, compared to 3 percent for Dublin. The City believes that reliance on the income tax allows for mare flexibility in uses of revenues. Commercial real estate property taxes are an important contributor to the Dublin school district. Doer bfl rcent of the local property tax revenue goes to the Dublin school district; conversely, the Dublin school district relies on the property tax for 7S percent of its total revenue. Dn the other hand, the City receives less than 4 percent of the local property tax revenue. The distribution of the property tax among local government entities is shown in Exhibit 2-25. The assessed value of commercial real and tangible property in Dublin comprises 37 percent of all taxable property in the City. While this figure includes multi-family dwellings, the property valuation of such dwellings is minimal in comparison with that for commercial real estate. Thus, commercial property taxes are an important contributor to the school district, roviding about one-quarter of the district's total revenues. ~ p The Dublin school district indicates that the average new home in the district pays $2,$87 to the district in property taxes, which is $2,1471ess than the per student cost of $4, 994 (based an a studentlhome ratio of 0. $}. Consequently, property taxes from commercial property are critical to district fiscal health. It should be noted that the Dublin school district includes Dublin and a portion of Columbus. In 1991, the total value of real property and tangible personal property in Dublin was $l.S billion. For property tax purposes, real property is assessed at 35 percent of true value, and tangible personal property at 25 percent. Final Draft 2-13 Mt. Auburn Associates The toca~ commercial ro erty tax rate is in the midrange of those for surrounding P~ ities. As Exhibit 2-29 shows, the predominant rate in Dublin, $62.08 per thousand dollars c . essed value is bounded b Columbus on the low end, and Worthington on the high. The ass y . s ecific tax rate for any particular property is the sum of the tax rates for various taxing P , cities such as the school district, the county, the township, and so forth. As Dublin s autho , orate boundaries straddle a number of other jurisdictions for example, it is in three core counties the commercial tax rate will vary slightly across the City. Approximate current }, values for office are $SOIs uare foot; for R&D, $401square foot; for industrial, assessed q e foot for retail $251s uare foot; and for mixed use, $401square foot. Assessed $101squar q $ values for land are t ically between $.101square foot and $.SOlsquare foot.} YP In summar because of local reliance on the income tax and commercial property y~ . es rowth in commercial em loyment and property valuations is important if revenues are ~ ~g P lotion rowth and Dublin residents are to continue to receive the high level of to match pope g , City services they desire. 2.6 Overview of the Columbus MSA Economy The Columbus VISA is one o the healthiest economic regions in the U. S. Over .the f evade-and-a-half the Columbus MSA economy has outperformed the state and the U.S. last d , Exhibits 2-30 and 2-31. } Between 1982 and 1992, employment in the Columbus MSA See . 'um ed from 544 000 to 727,500, a 33 percent increase. This compares to a 15 percent J P limb for the rest of Qhio and a 21 percent change for the U. S . as a whole. The Columbus c A was res onsible for 25 rcent of Dhio's job growth over the 1982-1992 period, while MS p pe even toda it only provides 15 percent of the state' s employment. Y Historicall unem to ment rates in the region tend to be below those for the state y~ P Y the nation even in the worst economic times. See Exhibit 2-32.} As of September and , 1 93 the re ion's unem to ment rate was 5.5 percent, compared to 6.4 percent for both 9 g P y Ohio and the U.S. The rate o rowth in the NlSA has stowed considerably in the I990s. From 1983 fg throu h 1990 the MSA was picking up between 20,000 and 30,000 new jobs a year. g wever 'ob levels actuall declined slightly in 1991, grew only by 8,000 in 1992, and Ho ,~ y remained about the same in 1993. $These figures are extrapolated from data provided by the City. Final Draft 2-14 Mt. Auburn Associates I~ ~~ '~ ~~ C ~''~ ~, ~'~ 2'he economic growth in the region was powered by job creation in the service- roducin industries. Between 1982 and 1992, service-producing industries provided 94 P g . rcent of the net new jobs in the MSA. See Exhibits 2-33 and 2-34.) Sectors that provided Pe the bulk of the new jobs included trucking; wholesale trade; retail trade across the board fie.., restaurants, apparel, food, hardware, general merchandise, furniture); insurance g carriers; real estate; bank holding companies; business services; engineering and management services health services; social services; and government.9 This growth in service- roducin 'obs outpaced that for the rest of Ghio and the U.S. as a whole. See Exhibit 2- P gJ 35 . ) Com ared to the U.S. as a whole, the Columbus MSA has relatively greater emphasis P on the service- roducing sector. Exhibit 2-36 indicates that the Columbus MSA tends to P have a neater emphasis than the rest of Ghio and the U. S . on finance particularly insurance g carriers), business services, engineering and management services, government, and retail trade. Data from other sources also show a significantly larger-than-average presence in administrative operations ~i.e., headquarters} and computer and data processing services ~a subset of business services).10 The region has relatively less emphasis on manufacturing, construction, transportation, and wholesale trade operations. A recent analysis of the Columbus MSA economy identr;~es a number of knowl~dge- based industries as the best candidates ,for future regional growth. The Columbus Area Chamber of Commerce recently commissioned an economic development strategy for the Columbus MSA, The Columbus Area Economic Develo ment Strate ,authored by GSG, Inc., indicates that the Columbus MSA should pursue its existing competitive advantage in a number of knowledge- and information-based sectors that are growing nationally and internationally. These sectors include information, data and publishing services, medical e uipment, electronic instruments, software, research and development pertinent to the q previous areas, insurance carriers, and back office operations. The acknowledgement that the Columbus MSA is a leading region for knowledge- based industries has been corroborated in a fundamental way by a recent Fo~ magazine surve . This article noted the strong presence of information technology industry in the y re ion, ranked the region fifth nationally ~n the presence of lnnavat~ve firms, and ranked it g 19th in the number of research centers. 9These observations are based on data from Chart 2-13 and other sources not illustrated in this document, such as U.S, Count Business Patterns. toThis source is U. S . Count Business Patterns, which gives greater detail regarding the economy, but is not strictly compatible with the GBES data series. 2-15 Final Draft Mt. Auburn Associates ~~~ C] ', The Columbus MSA office market is relatively healthy, particularly in suburban areas. The total market of rental office space is approximately ~5 million square feet, one-third of which is downtown, and two-thirds of which is suburban. The Columbus suburban vacancy rate of 13 ercent which has fallen steadily since 1989} compares very favorably with the P national suburban vacancy rate of 19 percent ~wh~ch has risen steadily since X989}. See Exhibit 2-37. } Suburban Columbus has the seventh healthiest of the 5~ largest suburban office markets -- the Class A vacancy rate is below l~ percent. It is likely that the jump in the number of service-producing jobs in the region had a direct impact on the jump in office development, and the relatively low vacancy rate. In a sense, the Columbus MSA is in a position similar to Dublin's. Because growth has slowed considerably, the region needs to be more proactive in its development efforts. Because o its strengths, Dublin is well positioned to take advantage a, f re~ionat development f e,~`orts in knowledge-based industries. Re Tonal development officials recognize the necessity of .proactive efforts, as g demonstrated by the commissioning of a regional development strategy. It would be to Dublin's benefit to be an increasing part of these efforts, since Dublin is likely to continue to m titive in the strop re Tonal econom . In articular, the metro area's substantial be co pe g g y P com etitive stren th in knowledge-based ~ndustr~es meshes very well with Dublin s P g competitive strength as a location for such firms. 2-16 Final Draft Mt. Auburn Associates Exhibit 2-1 Population Growth, 1982-1993 City of Dubiin 25,000 ao,ooo 15,000 10,000 5,000 0 1982 1984 1986 1988 1990 1992 1983 1985 1987 1459 1991 1943 Source: City of Dublin, Depaztment of Development Exhibit 2-2 Distribution of Household Income,1989 Dublin, Columbus MSA, Ohio Dublin Columbus MSA Dhio Households 100.0% 100.0% 100.0% 5 000 Less than $ , 0.6% 5.8% 6.6% $5 000 to $9,999 0.$% 7.8% 9.5% $10 000 to $14 999 1.1% S.4% 9.0% $15 000 to $24 999 4.5 % 18.2% 15.4% 25 004 to $34 999 $ , 7.0% 16.9% 16.8% 35 000 to $49 999 $ , 14.3% 19.4% 18.8% 50 000 to $74 999 i 1 24.4% 15.3% 14.1% 75 000 to $99 999 $ , 18.7% 4.7% 4.0% 100 000 to $149 999 17.0% 2.2% 1.9% $150 000 or more s 11.8% 1.2% 1.1 0 Source: Bureau of the Census, 1990 Note: Data refer to resident population. i 1 1 1 1 1 1 1 1 1 1 i i 1 1 Exhibit 2-3 Per Capita Income, 1979 and 1989 In Constant 1989 Dollars Dublin, Columbus MSA, Ohio $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $~ ~ ....~._.. ~..T.. Dublin ~~Iumbu~ I~I~A - 1 ~'~~ .w 1989 Saurce: ~ur~au of the Csu~,199Q No~~: Dada refers to the r~~d~n~ popu~atian. on~a i 1 Exhibif 2.4 Occupational Profile of Residents As a Percentage of Total Employed, 1990 Dublin, Columbus MSA, Ohio 100% 80% 60% 40% ?A% 0% Dublin Columbus MSA Ohio .. E~cudva, adrnfufttr~t~~n, ~d Frot~ttional:paci~lty Sslat ~ ~dminittr~tdve tuppart ~d tec#~ical man at ~ Farming, $arettry, gad Pracician production, cry, ar-d M~c~.~ia opar~tcrt, ~ssam~~n, ~ ~, air t: a+~tport~tic~n, l~borar: fsh ~ ~ Source; Eureau of ~e Census,1~90 Note; Data refers to the resident po~uiation. Exhibit 2-5 Migration Patterns, 1990 Dublin, Columbus MSA, Ohio SO% 40% 30% 2A% 10% ono Dublin Columbus MSA -=`...>__- °lo of 1940 residents who lived -- =- =-= == un in 1985 _- -: outside their co ty % of 1990 residents who lived outside Ohio in 1985 Source: bureau of the Census,1990 ot~o L Exhibit 2-6 Estimate of the Number of Companies and Jobs in Dublin By the Size of Company, 1992 Size of Company Companies Employees Number of Employees} Number Percent Number Percent 1 141 14.7%a 141 0.5% Z-5 292 30.4% 952 3.3% 6-10 156 16.2% 1,209 4.1% 11-15 85 8.8% 1,089 3.7% 16 - 20 5Z 5.4% 929 3.2% 21-25 39 4.1% 878 3.0% 26-30 24 2.5% 667 2.3% 31- 40 40 4.2% 1,366 4.7% 41-100 70 7.3% 4,482 15.3% 101-250 39 4.1% 5,963 20.4% Z51-500 13 1.4% 3,828 13.1% fiver 500 10 1.0% 7,779 26.6% Total 961 100.0% 29,283 100.0% Source:199Z Dublin income tax data, Mt. Auburn telephone survey Note: Company employment figures refer only to jobs in Dublin. Some companies employ additional people at establishments outside of Dublin. Again for the purposes of analysis, the consulting team will assume that to maintain current levels of City service to residents, Dublin wilt need to have growth in business activity match growth in population in a manner that yields $31,Q00 of taxable earnings within the Ci ar each new resident. With a 2 percent income tax, collecting an extra $825 requires tY f that there be another $41,250 in the taxable wage base. If the assumption is made that the ratio of Dublin-based earnings to earnings by Dublin residents outside the City stays at its current 3:1, then for the purposes of analysis, the consultant will assume that for every new Dublin resident, the City will require the creation of $31,000 more in taxable earnings within the City. In the anal sis, it is also assumed that the Dublin School District needs commercial y ro er tax revenues of $2, 22I per student to maintain existing levels of service. The Pp~' Dublin School District informs us that each new student requires about $6,150 in new revenues for services and capital costs. About 3b percent of the District's revenues come from taxes on commercial prvperty.4 The relationship between commercial development and educational costs is less clear cut than the relationship between commercial development and City services for a series of reasons: • the commercial real estate tax base accounts for only 35 percent of the total real estate tax base; • an increase in the number of school age children outside of Dublin's city limits that is not matched by equivalent new real estate tax revenue from outside these limits will generate further pressure for commercial andlor high-end residential development within Dublin; and f must communities that experience explosive growth comparable to Dublin's "mature" over time -- the number of school age children drops steadily as the roportion of new families to existing families drops and existing p . facilities are adequate to accommodate additional students. As a direct result, most communities experience a sharp drop in the marginal cost per additional student and, therefore, reduced pressure to use real estate tax ' ______ revenues to fund school department expenses. ------------------------- Property taxes account for 78 percent of the School District's revenues. Taxes on commercial property provide 35.1 percent of property tax revenues and taxes on tangible property another 9.2 percent. 4-4 Final Draft Mt. Auburn Associates n ~~ Projecting future commercial land requirements is, therefore, a function of both City services and education costs. While it is clear that the City's commercial tax base must ex nd to accommodate increased school system population, and the funding needs of the school system must be carefully monitored, the relationship between new commercial development and maintenance of City services provides a more accurate gauge of future commercial land use requirements. Clearly, these projections represent a guide and not scientifically derived exact figures. The following zoning and land use recommendations are based on the amount of commercial land required to support City services for various ulation levels, plus a margin of safety roughly equivalent to the amount of additional land lip currently needed to support the school system. J i~1 Assuming a cornmercia~ land use mix sirnitar to today, avairable land is not a imitation. Currentl the Cit has about 2,000 acres of undeveloped land appropriate for l y~ Y commercial develo meat. In order to maintain current Levels of City services supported by p revenues from employee income taxes, and assuming a mix of types of commercial land uses similar to that currently existing, the estimated capacity population figure of 40,000 to 50 000 would re uire roughly 800 to 1,100 additional acres of mixed-use commercial q develo ment to su ort the current level of City services. Such an expansion would bring p pp total Dublin commercial facilities to approximately 14 to 18 million square feet fat current ro'ected densities), a 100 to 150 percent increase over the current total development of pJ seven million s uare feet. ~It is useful to note that the office component alone of this q . commercial s ace would exceed the amount of "for rent" office space now found in p downtown Columbus. } A ulation of 32,000, as projected in the 1988 Comprehensive Plan, would require lip . about 500 additional acres of mixed-use commercial development, adding another four to six million s uare feet of commercial space to the City. Such an increase would bring Dublin's q . total office space to roughly two-thirds the amount of "for rent" office space in downtown Columbus. However, the impacts of extensive commercial deve~Opment wouid be high. With 14 to 18 million square feet of total commercial development, total employment would rise to between 50,000 and 75,000. The accompanying increases in peak hour traffic would also be si nificant. In traffic studies done as part of the 1988 Community Plan, a number of major g roadwa s and intersections were indicated as being at capacity. Unless capacity is increased, y con estion at these intersections will either limit commercial investment or channel traffic g alon new routes, possibly impacting residential quality of life. The impact of traffic g increases that could result from new commercial uses should be carefully studied in the Community Pian update. 4-5 Final Draft Mt. Auburn Associates Such extensive commercial development would require a major upgrading of local roadway networks, particularly an increase in the number of major arterial roads leading to I- 270 and U.S. 331SR 161. Exhibit 4-2, based on information contained in the 198$ Community Plan, indicates those intersections currently at capacity. Accommodating additional commercial development would necessitate major investments in infrastructure. As a rough gauge, approximately every 500,000 square feet of new officelR&D development will require an additional lane of access ramp capacity to I-2?0, in additional to related roadway improvements within Dublin. Infrastructure studies, conducted as part of the Community Plan update, will indicate the level of investment required for various upgrades. The revenues re wired for these improvements will be one aspect of overall fiscal q considerations. 4.1.2 Pro j ections f or Local Commercial Development The near-term projected growth in commercial development is less than that of the recent decade and will not support major increases in population at the current level of services.5 The current market is fairly slow and demand is soft. Doer the last 20 years, Dublin experienced average annual new commercial development of over 300,000 square feet, peaking at almost 1.2 million square feet in 1986. Absorption was 100,000 square feet in 1992. The consensus of the development community is that commercial development in Dublin is projected to occur in the range of 100,000 to 250,000 square feet per year over the next five to 10 years. At this rate, the City would have a total of 8-9.5 million square feet of commercial development in 2003. Clearly, this rate of increase is significantly below that projected in terms of employment by existing employers. This disparity could be in large part due to over optimism by employers, greater planned densities in existing space, or that developers are too ssimistic regarding the market. From experience, the consulting team thinks the latter is least likely. While Dublin-based employers appear more optimistic regarding future fob owth, for most of these businesses their projections have not as yet been translated into major expansions of space. In any case, a rate of development of 100,000 to 250,000 square feet per year should generate sufficient new employment to add 240 to 600 new residents per year and maintain the $825 income tax per capita goal. This level of population increase is well below the 5 All information in this section is based o~ interviews with developers familiar with the Central Dhio area. 4-6 Final Draft Mt. Auburn Associates 1 1 avers a of 1,250 new residents absorbed each year since 1980.6 This conclusion assumes g that new development is primarily office-oriented, reflecting the current mix of commercial uses. If the bulk of this development is retail or industrial, a far smaller increase in population could be supported, as such industries generate smaller revenues per square foot. Such a reduced rate of growth would result in the City having a population of a roximately 22,000 tv 25,500 by 2003. This reduced rate of supportable population PP rowth may require that the City adept new policies and strategies regarding the approval of g residential subdivisions in order to manage residential growth. Given the large amount of undeveloped land available within Dublin, it is not likely that annexation will substantially add to the income tax base in the near future. Inco orating new land probably will not contribute substantially to enhancing the City's rP commercial tax base -- and, therefore, capacity for additional residential growth -- because most of the desirable undeveloped commercial land is located near existing developed areas, which are already incorporated into Dublin or nearby cities. Even sv, detailed land use studies undertaken as art of the Community Plan update can help to identify possible P annexation opportunities. 4.2 What Type of Commercial Property Development is Desirable? 4,2.1 Analysis _, ~, i~ Dublin has choices to make regarding the type of commercial property development it wishes to ursue -- of,~ce, research and develapment, retail, industrial, and warehousing. p Priorities for the type of commercial property development pursued should be made in hght of the resultin benefits, chiefly revenue-generating characteristics, and the impacts on the g attractiveness of the community to both businesses and homeowners, particularly concerning the issues of quality of life and traffic. various types of commercial uses generate very different net benefits to the City and the school district tax income minus cost of services 6These figures are derived as follows, Currently, the average annual wage per square foot in Dublin is $74 -- $515 million in annual wages divided by seven million square feet. If the current mix of uses stays the same, then an additional 100,000 square feet annually would enerate $7.4 million in new taxable wages, and 250,000 square feet, $18.5 million. ~ ~ maintained $31000 Earlier it was noted that if the current distribution of revenue sources is , . in annual taxable wages are needed to support each new resident. Therefore, $7.4 million divided by $31,000 yields 240; an increase in $18.5 million in wages will support 600 new residents. 4-7 Final Draft Mt. Auburn Associates ~~ i J~ ~~ i~ i ~_ and infrastructure}, from both property taxes and employee income taxes. Identifying the consequences of different amounts of land uses, as well as of different mixes of uses, is critical to defining the future physical character of the City, and to determining the population that can be supported at a given level of services. Rased on a review of Dublin's tax revenues, of,~ce and R&D operations generate signi;~cantly mare income tax per acre of development than do other types of operations. This is not surprising given the higher incomes and greater density of employees. Exhibit 4- 3illustrates typical taxable salaries per employee by type of business. Average office and R&D wages are roughly twice as high as those for retail. Moreover, office and R&D buildings have significantly higher employment density than do industrial, distribution, or retail uses. Exhibit 4-4 illustrates income tax per acre. Consequently, supporting the cost of City services for a population of 32,000 would require substantially less additional land for office or R&D than for industrial or retail development. Exhibit 4-5 illustrates, for each type of land use, the additional acreage re wired tv support City services for a population of 32, 000. For development that is q . exclusively officelR&D, about 400 acres would be required; for exclusively industrial and distribution, just over 1,200 acres; and for exclusively retail, just under 1,200 acres. For a ulation of 50,000, total new acreage required for exclusive officelR&D would be 1,100 1~P acres. In fact, new development will result in a mix of uses, and the City will need to make decisions regarding the relative representation of different uses in this mix. Exhibits 4-6, 4- 7 and 4-$ illustrate the total acres e r aired to su rt City services for 32,000 to 50,000 g ~ PPo eo le for an emphasis on officelR&D development, industrial development, and retail P P . development, respectively. It should be noted that a mixed useloffice and R&D scenario will require approximately 500 additional acres of commercial development to support a pulation of 32,000 and approximately 1,100 new acres to support a population of 50,000. Po In contrast, an industrial or a retail emphasis will require 1,300 new acres to support a pulation of 32,000 and 3,100 new acres to support a population of 50,000. Assumptions Po and detailed data supporting these projections are provided in Appendices 4A and 4B. } ~It is also important to note that distinctions between these types of uses are becoming increasingly blurred; emerging technologies are closing the gap between some industrial and R&D uses. Increasingly, research and development operations need close proximity to startup manufacturing facilities. 4-$ Final Draft Mt. Auburn Associates ire The above anal sis indicates that it is clearly in Dublin's interest to continue to y 1 em hasize office and R&D development. To date, Dublin's development has been strong y p -thirds officelR&D and one-third retail and industrial. In the mixed use scenario about two i h an officelR&D em basis, the consulting team assumes three-quarters officelR~iD to wt P relative maturin of the retail sector as well as the fiscal attractions of reflect the g officelR&D. A imilar attern -- the realer attractiveness of af,~ice and ~&D buildings -- hods s p g . ro er taxes as well. As noted, roperty taxes are important in funding the Dublin true for p p ty P ' Exhibit 4-9 illustrates the a raised values for different land uses. Exhibit School District. PP ' trates for each t e of land use, the additional acreage required to provide 4 10 illus yP ' 1 ro er revenues sufficient to support 3 b percent of the educational costs for commercia p p ty o ulatian of 32 000 that is, to maintain the current proportional level of support}, For app ~ ~ officelR&D about 250-300 acres would be required, for Industrial and distribution more OD acres and for retail about 650 acres. Perhaps of most importance, a mixed use than 3,5 . i with an officelR&D em basis, reflective of the current pattern of commercial scenar o P ment in Dublin would re wire about 350 acres of development. A population of develop q . 0 000 would r wire 600-700 additional acres for exclusive officelR&D, and approximately 5 , eq res for a mixed use scenario with an emphasis on officelR&D. Assumptions and $50 ac detailed data supporting these projections are in Appendix 4C. } This anal sis indicates that the new acreage required to support the school system for Y . iven o ulation is considerabl less than that required to support City services. The ag PP y anal sis assumes that the avera a number of school age children per household will remain y g .. the same as toda . However, ex erience in other cities shows that as cities mature, the y P avera a number of school age children per family tends to decrease. The consulting team g . does not build such an assum tion into its analysis, but such a trend would also reduce the P r uirements for commercial development as far as the school system is concerned. ~ ce/R~D uses enerate considerably less traffic congestion, noise, and aesthetic ~ g roblerns than do industrial and retail uses, The City's commercial areas are already p ex eriencin traffic can estion, for example, at the Intersection of PostlFrantz Roads and p g g .S. 33. In addition the I-270 interchange at U.S. 33 reportedly has no additional capacity. U , Therefore the Cit needs to be articularly concerned about additional traffic, In this y P context it is im rtant to note that additional traffic impacts are significantly lower for office Po and R&D than for other uses. Exhibit 4-11 illustrates the traffic impacts generated by 100 000 uare feet of various types of commercial development. This formula suggests that if the new acrea e r uired to enerate income taxes to support a population of 32,000 would g ~! g come entirel from office development, fewer than 7,000 new peak hour trips would be Y enerated. For exclusive R&D, the figure would be fewer than 5,000 new peak hour trips; g Final Draft 4-9 Mt. Auburn Associates ~ j' for exclusive industrial and distribution, about 9,000 new peak hour trips; and for exclusive retail over 100,000 new peak hour trips, twhile retail trips have a different peak hour enerall Saturday or evening, this level of traffic would overwhelm the capacity of ~g y local streets and I-270 interchanges. ~ In addition, industry and extensive retail are far less compatible in terms of physical ualit and character with Dublin's desire to maintain high-quality, residential q y .. . nei hborhoods. For example, industry requires extensive truck servicing to the site, retail g re wires ver lar a amounts of surface parking and trash and loading areas; and building q y g es for industz and retail would generally reduce the overall aesthetic quality of the area. tYp y It should be noted that while of,~ce and Rc~D develaprnent clearly have the highest bene is and the lowest negative impacts, parts of Dublin are appropriate for other .~ commercial uses. For exam le, the western por~on of U.S. 33 is an ideal location for light p manufacturin assembl ,and warehouse uses. This type of manufacturing is compatible g~ y with and can often enerate more, office development. where to locate what types of uses g will be examined in more detail in the next section. 4.2.2 Conclusions The Ci should romote a mixed use approach to the growth of commercial business tY p activi with a articular) strap emphasis on of,~ce and RB~D development. This form of ty, p y ~ mixed use would a roximate 75 ercent office and R&D, 15 percent industrial, and 10 PP P . ercent retail. This distribution represents a considerable reduction in retail, and a p comes ndin increase in industrial and officelR&D, from the present distribution. The mix Po g . . has been shifted awa from retail as a reflection of the large stock of existtng and planned y . retail s ace in Dublin and nearb ,and the minimal fiscal benefits to the City of new retail P y s .ace. Additional retail s ace should be based on need rather than on direct fiscal benefit. A P p .. retire determination of the amount of retail needed to serve additional residential and p commercial develo ment are important components of the Community Plan update. A mix P . of land uses is crucial because of the need for local retail services to conveniently serve the Cit 's residential and commercial development, the. preference of some officelR&D uses for Y nearb manufacturin andlor distribu~.on space, and the fact that not all commercially-zoned y g land is a propriate for office -- for some areas, industrial is the highest and best use. P Si ni rcant attention should be paid to the expansion of existing of,~ce and RED g~ aerations in Dublin. The benefits to the City of working with existing employers are p . achieved more quickly and with lower cost than are the benefits from attraction efforts. J i 4-10 Final Draft Mt. Auburn Associates ~~ ?'raditional es of manufacturing industry should be viewed as a minor source of ~p Ci revenue, a ro riate for sites that are not competitive in the long-term for office and tY PP P R&D develo ment, and can be buffered from residential neighborhoods. Higher-tech P manufacturin is an exception, as it zs more fiscally attractive and tends to fit ~n better g aesthetically. Retail services should be developed to the extent they are needed to serve growth in the dotal o ulation, .and should not be perceived as a major source of City revenue. Retail Pp services enerate relativel low tax revenues per acre and significant traffic volume. In ether g y words retail develo ment should be romoted only to the extent it enhances the quality of P P life for Dublin residents and businesses. 4.3 How Much Land is Required for New Commercial Development and Where Should it be Located? 4.3.1 Introduction A roximatel 2 000 acres in Dublin are undeveloped and appropriate for commercial PP Y ~ . use. A ro riateness is based on access to the highway system, location ~n generally ~ PP P nonresidential areas, and visibility from nonresidential roads, } Below, land use recommendations are made for these 2,000 acres.8 I Dublin ursues mixed use commercial development with a strong emphasis on .~ P .. . a ce/R&D, the Ci ossesses more than enough competxt~ve saes to meet ats o, f~cel~BzD ~ ~p develo ment needs or the oreseeable future. Dublin will need to hold aside about 1,100 p f f acres for commercial develo ment to support a population of 50,000. Assuming another 25 P rcent to allow for less efficient use of land ~e.g., lower densities, remnant parcels}, 1,400 Pe acres should be designated for commercial use. This figure should be analyzed 1n more detail durin the Community Plan update. Even so, it seems fairly clear that Dublin will not g need about one-third of the land currently zoned for commercial use. gThe followin acrea a requirements are based on similar densities to those achieved g g ~ ~ In fact as in recent development in Dublin ~appraxlmately for office, industry, and retail}. , land becomes more scarce, density levels should rise -- Dublin could ma~nta~n Its suburban character at densit levels for office and R&D at roughly twice current levels. For this y i wed as ti ht but in reason, the acreage requirements identified in this report should not be v e g , fact contain a considerable amount of safety. Final Draft 4-11 Mt. Auburn Associates a i 4.3.2 ~fficelR&D Sites Dublin's rst riarity should be to preserve the availability of its competitive of ice .~ p and RB~D sites. These sites total approximately 1,000 acres, which would be sufficient to su ort a Cit o elation of 50,000. Through discussions with City planners, Dublin's pp Y p p tential office sites have been identified and categorized as being of high, moderate, or low ~ ,. com etitiveness. See Exhibit 4-12.) Criteria for determining the appropriateness of a site p .. .. for officelR&D include: access to regional highways, visibility from the regional highways first or rominent local commercial streets second}, proximity to business services, and ( } p reasonable site develo ment costs. Sites categorized as high or moderate are considered p riori sites. These sites are generally clustered near I-270 and along U.S. 33, and all have hi h economic develo ment potential and the ability to contribute positively to Dublin s g p quality of life and character. Dublin assesses more than enough competitive sites to meet its vfficelR~iD P develo ment needs. To support a population of 32,040, Dublin would need at most p a rvximatel 250-300 acres of officelR&D-developed land. To support a population of pp Y . 50 000 at must a roximately 900 acres for officelR&D would be required. These pp ro'ections assume that densities increase tv approximately 10,000 square feet of building per p J .. acre. In fact should Dublin begin to grow into a mayor national market, densities would undoubtedl increase substantiall with the introduction of structured parking so that it is Y Y ver unlikel that mere than 1,000 acres would ever be required for office and R&D Y Y develo ment. Even at relatively aggressive absorption rates of 250,000 square feet per year, p the Cit 's su 1 of 1,000 acres should accommodate commercial development for 40 years Y pp Y and would su rt an office economy approximately twice the size of downtown Columbus ply at 5 to 10 percent of the density found in downtown Columbus. The Cit can take advantage of new development to strengthen the quality and Y character of Dublin's urban design. The urban design goals of marking key gateways to Dublin, reinforcing the quality of existing commercial "address streets" such as Frantz Road and creatin a critical mass to support the enhancement of existing commercial areas, }~ g are described in Exhibit 4-13. A number of the priority sites are important for then potential to meet these urban design goals. 4.3.3 Industrial and Distribution Zones At least I50 acres, and probabry not more than 400 acres, should be designated for industrial and distribution uses. This land should be in areas that do not have high potential for office and RED, that possess good truck access to highways, and that do not draw truck traffic throe h residential neighborhoods. As illustrated in Exhibit 4-14, the most g Final Draft 4-12 Mt. Auburn Associates appropriate sites fvr these uses are generally clustered along U.S. 33 east of Avery Road. The connection of this road to Marysville further enhances its potential as an area for warehousing and distribution. If more than 400 acres are developed for industrial and distribu~on uses, these uses will probably begin to occupy priority sites that are appropriate fvr higher value officelR&D uses. Siting industry in areas away from 331270 could hurt the surrounding residential area. Wherever siting industry and distribution activities, it is important to ensure that measures are taken to minimize the potential to negatively impact surrounding residential or undevelo ed areas. Strategies to protect residential and undeveloped areas from possible P adverse influences should be carefully reviewed as part of the Community Plan update. 4.3.4 Retail Services The develo ment of additional large retail malls in Dublin is neither likely nor P desirable. Accordin to developers familiar with the region, the market for this type of g develo ment will be saturated when on-line projects, particularly at Sawmill Road and Tuttle P Crossin ,are completed. Large retail malls are also relatively undesirable from an income g tax eneratin oint of view. To illustrate differences ~n revenue generating character~st~cs, g gp 10 acres of retail enerate a roximately $50,000 in annual income tax revenue, as opposed g pP tQ 10 acres of R&D, which enerate approximately $200,000. As malls require some of the g same site characteristics as office and R&D -- high visibility and easy accessibility -- they have an o portunity cost as they may potentially displace future office and R&D uses. p In eneral, rather than establishing exclusive areas for retail use, retail should be an g as-a -ri ht use in appropriate areas in con~unctian with other camrnerczal uses. For f g exam le u to 20 ercent of total square feet on a given commercial site could be used for P ~ P P retail develo ment. This is especially true north of Tuttle Road and east of I~270. P dew retail develo went should include additional in,~ll in existing retail areas and P creation o small "village clusters" to serve new residential neighborhoods. ~It takes about f 1000 households to su ort a small convenience store. } As the population grows, retail pp demand by the local population will increase accordingly, but should be met within ex~st~ng retail areas and b these small clusters. Priority office and R&D sites should not be available Y ~ for exclusive retail use. The most appropriate sites for new, locally-serving retail development are along U . S . 33 east of I-270, along the Coffman Road Extension, and on Avery Road south of U. S. 33. See Exhibit 4-15.} A few infill sites are available along Sawmill Road. Small scale retail 4-13 Final Draft Mt. Auburn Associates will be needed to serve expanded population in the Southwest. All of these areas, as well as measures to concentrate retail development and minimize strip development, need to be looked at more closely in the Community Plan update. 4,3.5 Final Note Usin the above estimates, about a quarter to a third of the land currently zoned commercial will robably not be required for commercial development. The consulting team p . noted earlier that the 1988 Community Plan indicated a residential holding capacity for the Cit of about 50,000 eople; that annexing additional land likely would not improve the Y p Cit 's abilit to collect revenues to service its population; and that the City would hit a Y Y "traffic wall" with about 50,000 residents. Conse uentl ,the Ci should consider removing low priority o,,~ce sites, and a goad ~' Y tY rtion a the industrial sites, from commercial zoning as part of its Community Plan update Po f e,~j`ort, Furthermore, the City does not need to add additional commercially zoned sites unless a site is highly competitive for o,~ce and RED development. i 1 I~~ Final Draft 4-14 Mt. Auburn Associates Exhibit 4-1 Dublin Revenue and Expenditure Per Capita, 1992 By Source and Use Revenues Income Tax $884 Property $73 Intergovernmental Revenue $130 Interest Income $58 Fines, licenses, permits $51 Service charges $36 Hotel Tax $32 Other $11 ......................... . Total ~1,Z75 Expenditures Current $584 Capital Outlay $477 Debt Service $108 Total _ $1,-:170 Surplus $105:: Note: These fi res are derived by dividing revenue and expenditure line items by the 1992 population figure of 18,750. Source: Dublin Financial Report ~l 1 Exhibit 4-2 Traffic Assessment at Major Intersections City of Dubiin ipzcity -needs to cloverleaf far additional N Not to Scale l~v~~ Exhibit 4-3 Typical Taxable Salaries per Employee City of Dublin ~ao,ooo $35,OQ0 ~o,ooo ~~7~ $20,000 $15,000 $10,0(?0 ~,~ ~o ,~ ,~~ . ~~:~ ~: ti x ~ . r ti v ~. ex.• "~ . ~ S{ 1Y •1 s i f . , r ti{ { s . 'i ti ti • ti • N { i ti r ~L ~ ~, . $ S ti ' ti ~ .l ` \Y.~ 4 {' ~~. ,• .~' ti t S1 L t.Y. ~ S , .~ .y Y ~~ .\ ~ ' .S y a .ti ti .r F i r .ti ti a . ~ ~ ~.{ . r ~ ti r ~' ~~} ;y • •S ~: -. ~ ~~ ~ •\ ti ti• ti A ti ~ ti . L ti• i. S ~~ • ~. ;• titi •~ ~ ~ ti t . • .•.,r. . i ~~~ w: { ~ ~; Kr}v ti ~ A ' •{ ~ z V ~'~ ~ti. { .. y • ~~ '. ~ tt Y ~ .~ti' .1 '~ - C~{~ '. ~ .\ .~Y. 1. y ' ~ ti. ~,( y ~ L ti .. y ~\ ~ ~' ~ ~• ~A y . Y . 1~ t .~'. l ~ ~ S\~ Y •• Y . :'ti tit . ti •ti ... ~ ~ tip' } , ~qq :4' ~' 1 y S .{ ~; ~~ 1• fY 7g L y : 'S ~y y. ~~~ . .SS 5ti ~` • • • L ~~ h ..1' .ti ~~ ~ ~ 4 ~ L ~ ~~ LYl O ~~ • S ~ ti'ti Q3S 5 ~.~ •. .t ~ ~ h1' 1' 1:.V •. S .;.'. ti .4 ti ~•: tip. . .;. •: . ~y. \tiy h Office R&D Industrial Retail Mixed-use (Off celR&D y Exhibit 4-4 Typical Income Tax Collected per Acre City of Dublin 40000 . 350th ::~ti•. ~:. }• y t ~~ S • S • i 1 . Ql 30000 L ~~ ~. ,~.~.. wsiL~S Y. 's s s 's' . ,~ s, • .~ 25000 ~~ ~ : , :~~ :: : • . :: ~t. .~,L tiff .. (tLJ~:~ _~ by ~~{:~ .Y.~Y. 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T. . rtil: •: office R&D In rial Re~ai~ 1V~xed-use d~s~ ~fficelR&D . ~ Emp~asis~ Exhibit 4-5 Additional Acres Required to Provide Existing per Capita Income Tax Revenue for a Population of 32,000 pity of Dublin I,4D0 x,200 x,000 S00 X00 400 200 D ~ 2 3 [~f~~elR&~ Emphasis Industrial Emphasis Retail Emphasis Exhibit 4~b Option A Mixed-Use Development: Office/R&D Emphasis City of Dublin Retail 14% Industri~ 15% 25% office ~4°Ia Additional Land Area Required to Support City Services for 3~,~0 People: Approximately 450 Acres; for So,oQO People, Approximately 1, loo Acres Ii _J Exhibit 4-7 Optid~ ~ Mixed-Use Development Industrial Emphasis City of Dublin Retail 1~% u~uu~~~-~~u b~% R&D 14%a Additional Land Area Required to Support City Services far 32,Q~Q People: Approximately 1,34 Acres; far 50,E People: Approximately 3,14 Acres office ~n% ~- Exhibi# 4-8 Opfion C Mixed-Use Development: Retail Emphasis City of Dublin office ~n~, Retail 55% R&D 14°Io trim 15% Additional Land Area Required to Support City Services for 32,00o People: Approximately 450 Acres; for 50,404 People: Approximately 1,10(3 Acres 1 1 1 1 i 1 1 1 1 1 1 1 Exhibit 4-9 Approximate Current Assessed Value of Different Land Uses per Square Foot City of Dublin b0.00 50.00 40.00 30.00 ZO.oo ~o.oa o.oa office R&.D Indus~ial Retail Mixed use Exhibit4-10 Comparison of Land Uses: Additional Acres ' Required of Each Development Type to Support School System for Population of 32,000 City of Dublin 4(~0 SS a •.} }~ r. ::4\y.~A • 's • 4 ~• ~ s : Ls ~ ~ .. . . ~ ~;~~ : . i~t\'~ L ~~r::~'~ ~~ ~~ 350D ' {~vnp r: s''i': r L •S •~ • • • } t~ . 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S1Y tiS. ~:ti• ff :'::ti ':.Y::~ `:\.Y~{L'~J. : } •{r :Y:titi{y\~':4tiy /1 •S 5} ~ y:S Yll:S';\S. 4. dtiJ: .L' .Y tiY. ..}•: :.}}•. ti: ti.:ti{. .l ..'{: . . .. .1• .} .4 '•rti• : {' .ti :Yrti ;Y.•. 1'::•.':r' ..\ \ ti~~ .1 ,'{r{.:::5:~ ~ \ U ~f~ice R&D Industrial Retail Mixed use 1 [~ 1 Exhibit4-11 Typical Peak Hour Traffic Generation per 100,000 sf pity of Dublin 700 fioD 4~ ~~ ~~ L ~ 4~ ~~ ,~ ° 300 ~$ ~ ~ 200 ~, a ~. ~~00 v ~ 0 Peak hours for retail reflect weekend/evening use. Peak hours for all other uses reflect weekday ann/pm use. office R&D Industrial Retail N~ixed•use 1 1 1 Exhibifi 4-12 Ranking of PotenEial Office/R&D Sites 1. High Priority 2. Moderate Priority 3. Low Priority • require no major infrastructure • require infrastructure improvements, • long team development sites; improvements particularly construction of roads less appropriate due to: • excellent access and Jar visibility ~ access and /or visibility is moderate - relatively remote locations • total :4(10 acres • total: 720 acres - poor visibility and/or access -potentially more appropriate far residential These areas are recommended as possible development sites, but do not necessarily reflect City of Dublin zoning policy City of Dublin - i 1 1 1 1 Exhibit 4x14 Appropriate Areas for Industrial Activify City of Dublin 33 Not to Scate These areas are recommended as possible development sites, but do not necessarily reflect City of Dublin zoning policy Exhibit 415 Appropriate Areas for Refail Acfivify City of Dubiin Not to Scale These areas are recommended as possible development sites, but do not necessarily reflect City of Dublin Zoning policy T e of Firm Executive Off ices Executive Office A Executive Off ice B Executive Office C White Collar Technical Lab A Lab B R&D Software Development Engineering Systems Technical Consulting Manufacturing Manufacturing A Manufacturing B Manufacturing C U~ 4 W V r r u a a Slt-DOWn B Sit--Down C Fast Food Retail Mass Merchandiser A Mass Merchandiser B Mass Merchandiser C Auto Retailer __ i it Yr+ a s Hotel B Hotel C Hotel D 1178 $969,006 $48,450,318 ~ $41,129 g94 $766,567 $38,328,342 $35,560 262 $240,109 $12,005,431 $45,822 531 $223,363 $11,168,151 $21,032 107 $45,065 $2,253,273 $21,059 45 $27,029 $1,351,426 $30,032 172 $118,568 $5,92S,4o1 $34,467 20 $19,015 $950,750 $47,538 926 $543,029 $27,151,45D $29,321 361 148 750 $ , $7,437,510 $2D,6D3 31Q $121,026 $6,451,277 $19,520 50 $13,315 $665,733 $13,315 251 $24,530 $1,226,507 $4,886 208 $15,800 $789,981 $3,798 74 $5,581 $279,D25 $3,771 80 $4,918 $245,592 $3,D74 113 $19,D78 $953,SS0 $8,441 117 $20,872 $1,043,605 $5,920 267 $13,445 $672,251 $2,518 lOS $26,143 $1,307,170 $12,103 262 $42,248 $2,112,397 $8,063 165 $21,199 $1,059,972 $ 6,424 109 $10,186 $509,297 $4,672 142 $16,992 $849,595 $8,329 Bank A 189 Bank B 87 Bank C 56 Temp Agencies Temp Agency A 694 Tem A enc B 44 Source: Dublin income tax database Nate: Sample is drawn from a limited, ran dom survey. Exhibit 2-7 Annual Payroll, Employment, and Average Pay By Type of Company for Selected Dublin Firms, 1992 Emnlovment 92 Payroll TaY Est. Pa roll Av : Pa $70,112 $3,505,581 $18,548 $26,272 $1,313,619 $15,099 $15,071 $753,551 $13,456 I $17,714 $ 585,705 $1,276 $2,446 $122,286 $2,779 Exhibit 2-8 Fifteen Largest Dublin Employers By Size of Payro11,1992 Emvlaver 1 Ashland Chemical Inc. 2 Wendy's International Inc. 3 DCLC Inc. 4 American Telephone & Telegraph 5 Dublin Local Schools 6 Frigidaire 7 Pharmacia - Adria S Roche Biomedical Labs Inc. Tvae of Dneration Product or Service Headquarters Chemical distributor Headquarters Fast food restaurants Offices Computer services Offices Education & training center Public schools Education Offices Produce major appliances Laboratory Pharmaceuticals Laboratory Medical ~ environmental testing Total Income Tax withheld from Tap Eight Employers in 1992 $3,983,Q11 9 John Alden Life Ins. Back office Insurance 14 Cardinal Distribution Headquarters Drug wholesaler 11 Access Energy Corp. Offices Market natural gas 12 Medex Inc. Manufacturing Medical equipment 13 PAYCO-General American Credits Offices Collection agency 14 The Borrvr Corp. Offices Residential developer 15 Acceleration National Service offices Insurance Total Income Tax withheld from Top Fifteen Employers in 1992 $5,043,G81 Source: City of Dublin ~J Exhibit 2-9 Commuting Patterns of Dublin Residents, 1990 Columbus 53.0% Drive A1an~ 95~~% ~tlier 0.1% 3+ person carpoo10.3% 2-person Carpool 4.b% How Residents Commute to Work ouxce;1990 state Element, ~TP~ Dublin 19,2% ~~yond 1'~etro 3,8% Other Metro Area 23.9% Where Residents Work EXhlblt 2-1 ~ Commuting Patterns of Dublin Workers, 1990 Columbus 52.7% ~~ ~,~~~ Beyand h~etrv 3,8% Other Metro Area 33.6% Where Dublin Workers Live ~t1V8 ~Of1~ ~1,~°~0 Qther Q.7% 3+ person Carpoo10.8% 2-person Carpool 7.0%a How Dublin Workers Commute ~~u~ce~ 1990 ~tat~ El~rnent, ~T~P' 1,200,000 1,DDD,oDo soo,0o0 ~oo,ooo 400,000 zoo,ooo 0 Exhibit 2-11 Commercial Development over Time City of Dublin ° ~ ~ ~ ~ ° ~ ~ ~ °~° a°o ago ` o`DO oho v°r ~ o~ ar o, ~ v~ ~ o~ a~ v~ ~ ~ o~ v~ cr rn a~ rn dear Exhibit 2-12 Plannin AxeaS City ofDublin - ~ ~. ~ i~ • t ~~` # ~- ~ ~~ ~ ~ ~ ~r ~ ~~ .~~ ~ :r ~ ~ ~~ ~ ~ ~ ~ ~ ~~ ~ ~ :i ~ ~ ~ f~ ~ ~~ ~ ~ ~ NORTHEAST E ~~ E ~ ~ PLANNING ~ ~ i AREA ~, r ~ ,~.~~~ ~ # ,„NORTHWEST PLANNING AREA ~ .~..w..~...~.,~.~ • ~ ~ ~ ~ ~ r ~ ~: f~.~srn.^.r~..irr ~ ~ ~ ~ ~~~ •~r~ ~ • ~ ~~ ~ ~ I' •' ~ ~ ~ ~ SOUTHEAST ~ • 4! ~t ~~ ~ .: i ~ ~~ ~ ~ V~ ~ .~ ~ PLANNING ~ ~~'~..~ • `• .•' ~ ~ ~ AREA ~.~ E ~• ~~~ +~ wwwwr~~~rr~• 4 ~ 1 ~ ~ 3 ~ , CENTRAL ~ - ~ ~ ~ ~ PLANNING ~ ~~~~~~.~...,~,~ t ~~ ~ ........AREA ~ r So ST PLANNING AREA ~ ~ ; ~~ ~ ~ #f ~ ~w ~ r ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~~~~w~~~~~~~ t ~ ~ t ~.. # ~ ~ ~ ~"~ ~1 ~ S 4-• 1 ~ # ~ ~ ~ ~~ ~ ~ ~ ~ ~ • .,~::• 1 ~M M4 M 'r - --ti f ~ 1 ~.~,~. ~ ~ t 1 ~ i ~ t / ~ ..:ti * , '}' ~ l ~' ~ ;.. 1 ` ' j ~~~ N Not to Scale 1 Exhibit ~-13 Geographic Distribution of Commercial Development City of Dublin Northwest 5% Southea: 24% 5 Central 52% Central ~ Southwest Southeast Northwest Total Development: ? minion sf Central: 3,b00,000 sf; Southwest:1,300,000 sf; Southeast: 1,?OO,o00 sf; Northwest: 370,000 sf; Northeast: X0,000 sf 1 Exhibit ~-14 Central Planning Area Commercial Development by Use City of Dublin Industty Retail ~% 1 d%, vmce $~%a Total Development: 3.b million sf office: 3,000,000 sf; Retail:l,~oo,ooo sf; Industry: 40,000 sf ~~200,000 ~~,ooo ~ SOD~DO bO~,Q~D 40D~OD ~00~ 0 Exhibif 2-15 Central Planning Area Commercial Development over Time City of Dublin ° ~ tom. ~ ~ ~ °ti° ~ ~ o ~ ~ ~ oS a a~ o ~ o ~ ~ o~ o, ~ o, o~ o~ a~ o~ a~ o, o~ ~ v~ v~ v~ o~ a~ a~ v, o~ ~ ~ year • Exlub~t 2-1 b Southwest Planning Area Commercial Development by Use City of Dublin industry 42% Retail lf% Office 42% Total Deve~oprnent:l.3 million sf Qf~ce: 5b0,DD0 sf; Retai1:170,D00 sf; industry: 580,000 sf ~o~,ooo 18a;D00 1b4;DOD ~ 140pOD w w e~ ~ ~~~ as 10~p00 5,000 60,000 40AOD ZD,000 0 Exhibit ~-17 Southwest Planning Area Commercial Development over Time .City of Dublin r r~ r e-+ r• ,-+ ,-y e-~ r r~ e-~ ,rK r r ry r^ ~ r+ r+ r~ r+ ,~ ~ r+ r ~~ Exhibit 2-18 Southeast Planning Area Commercial Development by Use City of Dublin ~iC@ 33% Reta~ 67% Tofial Development:l.7 million sf Office: 58a,~04 sf; Retail:1,1b0,~04 sf; 300,000 ~A~ 20000 01 ~150~00 100,000 50,000 0 Exhibit 2-19 Southeast Planning Area Commercial Development over Time City of Dublin ~, ~, ~ ~ ~ .~ y~ EXh~blt 2-20 Northwest Planning Area Commercial Development by Use City of Dublin Indust 29% R~ 1 Office 55°l0 Tofiai Developmenfi: 370,00o sf office: 210,000 sf; Refiail: ~o,aao sf; Industry: lla,ooo 1 f] 1 160,400 140,400 120,000 100,000 a~ ~ s0,o0v 60,400 40,040 20,000 0 Exhibit 2-21 Northwest Planning Area Commercial Development over Time City of Dublin 1986 1987 1988 1990 1991 1992 1993 year Exhibit Z-~ Total Land Available for Commercial Development City of Dublin Northeast 2°/0 Central ~ 8°I° S) Northwest 34°I° X144 acre Southeast 9% (180 acres) WBSt (750 acres) -r rthwest ~~~ Northeast =~ Southeast No Southwest ^ Central 1 Exhibit 2-23 Inventory Areas City of Dublin ~• a r • • ~~R~~~dq~t/~1~~~~s. 'N Not to Scale Bri ht Road L~. Post Road Perimeter Center ~. g She herd / Cos ay Road ~ ~ Southwest Area Plan ~+ p ~ Detailed studies completed i_2~o Tuttle Grassing Boulevard Riverside Dublin ~. ~ e areas ~• f or each of thes 1 Exhibit 2-24 General Revenues, 1983-1992 By Major Source of Revenue City of Dublin $ millions 20 15 ld c r overnental Fines licenses, ern~its Inte ~ a ~ Source; Dublin Audited Finanaal Report, X992 Note; Does not include revenues dedicated to capital pro jaGts fund, 1~~:i 1~~4 l~~J 1~~0 1~~ ~ 1~~~ l~+a~ l~~U ~~~~ ~~~~ Income Tapes Pro ~ Taxes Total Revenue ~ ........... r - - r r w 1 ~J EXhlblt ~~~5 Growth in City Revenues, 1984-1992 City of Dublin ($ mill) Increase over Previous Year S 4 3 z 1 0 1984 1985 1986 1987 1988 1989 1990 1991 1992 Source: Dublia Audited Finaacial Statement 1992 Exhibit 2-26 Sources of Total Revenue, 1992 City of Dublin $: $~1~ 0.9% $~93 2.~% 4 4.0°0 ~~6%© $ 2,43' 10.2% e Taxes Inter ov't Revenue Properly Taxes ..... interest Income incom S ..,~:.:.::: ether ~~; Fines ~ Lscenses ~µs:~~-:~,.: charges for Services ~ Hoteil~fotel taxes Nate; Revenue figures are in ~hvusands. ~aurce; Dublin Audited Fnaanaa~ Repvrt,1992 Exhibit 2-Z7 Comparison of Per Capita Revenue by Source of Revenue Dublin and Selected Cities in Columbus MSA,1992 Char es for g lncvme Property Shared Licenses Towns Services Tax Tax Revenue & Permits Dther Total ' Dublin 50 $ $893 $90 $109 $68 $65 $1,277 Columbus 38Z* 384 134 41 66 Z7 1,035 .. Hillard 135 389 178 30 45 ZZ 766 ' Upper Arlington 106 196 168 1Z6 58 1Z 66? ' Westerville 811* Z16 145 143 160 1Z 1,488 • Worthington 77 417 131 68 56 ZO 768 * These Lawns operate their own public utilities. Source: Dhio Public Expenditure Council Exhibit 2-28 Distribution of Property Tax Revenue Paid by Dublin Residents, 1992 ~y'TIV ~ i i ~ ~ rr ~~haal Jaunty Tansh~p - Fire Dept ~~w._ ~~... ~ aI ...... ~' Library ~~r~.~~. Vacat~a~a~ Scha 1ty ~~~: :: Nate; Tax rates are per $1'DQO of assessed va~uatian, ~aurce: Dub~u~ Audited F~ani~a~ Repart,l~9~ ~~ ~, ~~~ Exhibit 2-29 Comparison of Income and Property Tax Rates Dublin and Selected Cities in Columbus MSA,1992 Income Commercial Property City Tax Rate Tax Rate* • Dublin ~.o% $62.08 ti}~v •;~Y N•{?'•':°?}?W r y ~; Y ti,.:~`i t :7~ f r'~y yyyy~' V.'i;.f'.~i' `y~ by ?: P y :,•~•:••?:ryk ~;.;r ~?. ~ r;r ~'•' '~aCay"~~.~'$~''?.•Y ' Y..d'yp,''d.1LWT:Mr?iP:{'fy'y ? '? :ti?:°'•??Y, : ye yy, .:?~ sy ~ ti :'~. ?ti~.r ~ tih • Asti ~~~• vr •k~' yy fir. ~' • 4yy.~~r d•:y.• 4 . A'•'~ . r.; W.•:?~"~.~?.'i?i•O: •.. ~,,,, r ~:':~:•:'?:•.'.ri':•.'. Nr.M'.rPTi •V' 1'tir::1~' .~C~:~i• :ti?;~ 'i?y;:.;.tiw..~s~: Y.}'y".'ryr':<'w:ry};yr .rir'i4'v: f~}}';~?,tiL~~9yd' r:•,., Syr r.?,~.;"•?"rrr., - ,ti'.' ~•r • }7afir?'~~~+'•~ { ~~• C•r.•. ~r rf'r v ~Cv :rr~.a'~?d.4aC:~Y9vr?:wC;?a1a• a'r:~r. .~ ~ ~A~Pd.~l'.".Y. e~'r} Wv.r Columbus 2.0% $56.23 .. H~Iliard 2.0% $62.27 ' V~esterv~lle 1.0% $60.59 ' Worthington 1.0%a $69.08 • ' steel real rate er $1y000 of property valuation. * Commercial ro erty tax rate ~s the ad~u p pp Source: Franklin County Auditor Exhibit 2-34 Total Employment, 1979-1992 Columbus MSA ~ooog~ Aso goo 650 600 550 500 1979 1481 1983 1985 1987 1984 1991 1980 1982 1484 1986 1988 1990 1992 Source: Ohio Bureau of Employment Services, 790 series i 1 1 1 1 Exhibit 2-31 Growth in Total Employment,1979-1992 Columbus MSA, Other Ohio, United States Index: 1979=1.0 1.4 1.3 1.2 1.1 1 0.9 n4 ........ ..............~...... .......................................... ............................................ . .~ .'••• ......~...~...~......~.. r...... ~ ,~• ..~ ~~ ~~• ..• ........; y'.~.................................................... .~~ ~ r ~ r ~'• ~ r ~ ~ ~ .r ,' .' ~ r ~ • ~ ~ ~ ~ ~ ~ ~ \ ~ ~ • r ~ ~ ~ . ~ • ~ ~ ...t.~.~.~.~.~.~.~.~.~ • ~ ~ .~ .... .............~.......~............. • ~ y ... .1t ............. ...~......~ ••yr ~ r ~ r ........• ................•.....................~~............... ... * w ~ ~ ~ ~ ~ ~ ~ • w ~ ~ • ~ 1 ~ r v.U 1979 1981 1983 1985 1987 1989 1991 1980 1982 1984 1986 1988 1990 1492 Columbus MSA ether (Jhio United States Source: Ohio Buzeau of Employment Services, U.S. Dept. of Labar~ Bureau of Labor Statistics, 740 seriss Note: "Other Ohio is defined as a state~~ide employment figures less the employment figures for tZie Columbus MSA. Exhibit ~-3~ Unemployment Rates, 1979-1992 Columbus MSA, Ohio, United States 14% 12% 10% 8% 6% 4% a% ~, ........................................ ~r........~..~.~................. ,........................................................................................................................... , .. r ~ ~ ~ r s ~ ~ r ~ r ............................................................................................... ................. ............................. ...........,, ..................1................... J ~ ~ ~ ~ ~ ~ ~ ^ r ~ i r ~ `.... ..................................................................................... .............r .............. ...................................~, ......................... ................. f ~ r ~ ~ ~ •. , ~ .• ~. ~ ''~• ~ ' •.. ~ ~. ~ • .• •. ~ . , ~ „' ' ~ ~' '. ~ ,` r I ~ ~ ~' ..~ . ~' ~ ~~. ~ '~ ~ ~ • ~ ~ ~ ~ ~ ~' ~ ~ ~ ~ f ~ ~ ~ ~ ~ ~ 1979 1981 1983 1985 1987 1989 1991 1493 1980 1982 1984 1986 1988 1990 1992 Columbus MSA Ohio United States Soures: Oluo Bureau of Employment Services Exhibit 2-33 Nonagricultural Wage and Salary Employment, Columbus MSA New Jobs Created Befween 1982 and 1989 ' % of Total Indust • Goods -- Produc~n Industries New Jobs Created ll,ooo New Jobs Created ~.0% • Construction 11,600 6.3°x° • 100 0.1% Manufacturxn ~ . ~:::}. ~~~}~~.~•~ .•.v v Y:hyv • Y: v. y • Y• • ,1'•}}::4•x•'r •:•'•a:i•:4y'r5'tir: ~::~ y:~tiy ti;yd;r :;:;:{fi;•:ti•}{}~ {:Y}}:~4ti: ~r ~:;'.y: ~5;~ r~ ~ titi',Sy,.~i. •„': h.. yy~~ ~~ ~. 55 • 4•: hY d.tiYY 4Y; •• i:'~C, ••$:...•}• d••1 . . •}4~ .} r~f al. {4 . d•:: rr• ..}. '.:y :':M . •••}r '.};•:ti$:•:•:h~dYd: i•:Y.4hh{•. :Y'rY •.YYY.Y.yY Y; d..:. r i•7}i i.~.:.....::4.. ••.41 .. r~ •.1.......1. rr.. . •'~•rrP}:4: •~• 0' ' Ll.•.4••l} }:Yh•:4~.h. d}r • 1:Yh•.': ' .Y.'.` Y' YP Y•' • .:7. • • .. } :{'. . r . 1.:.. • ..... :::y; flrY •; i : ••;Lld...... }}}.•}}:h44 N. dd. YY' •i .YY••'••.Y. •t•'..:.Y :4.. ..14di....{riti•..ti ..h..6Y,:..... :. A ,., ...L:::1Y:::: }1 •~:Vd~'~":•}:tiY •.: ':•;tir •:S':•.•r:• ~{~ {;}:•:;4{•~5~.....:. ~l.{Y }F~: Y".}.•: r4.. •,•::: •.":. ~{.}. •..•. •. : ri4d::.•::,.}:::•:}:•:ti•}:•}}y.};r•:titi.~ •}:v:;}: tivr;:::..•.r, •' r }} :V :?~ ti .;r •: r:{;.;.; y4 ~~4'ri.; .•..V;t .?,i'j• ~ {:;Yp::~:~:•~drr~{•'•d:•:tititi4•:•::•:r':M.Mi'i•}: r •} :':•:4•}:hy:~}::'}d:'.d.Yddw: d.•..d. r.'~ :.4ti:::}•:;:M ~.Y ;.;.ti;;.~.}ti;.;.;:; f ~ fa :•:'.tii'.Y::.h•:'.v::.':•. }.....4 .... r.4 ..4 . ~ 172,500 X4.0% Service--Produc~n Industries 5,100 4.4% wholesale Trade • ~ Retail Trade . Finance, Insurance, and Real Estate 47,900 16,140 26.1% 8.8% • Services 71700 ' 39.1% 2~~800 12.4% Government 44•r. 4 Y •r. S 4}• Y rdn};m•:•;~44;:~• e-~:"~~'.'' 4,~a4tiv1;:}{;:w ~,C~S;P.r4~r;{y',;Y•a4• :.r•,; ;. .V};•;.YN•Y•4Y d:.Yh 4; ti;r,.;A04;.; , • Y.;rah;, j M •r04 Y.4 r • , ~. ti i~, L .};r1: h., , r r i~.,~,• ~'•~. •'.4:'a • 4~:;::"~X'76~~ ~ f •}4'•' d. 4 .Wrd• h R}}}s4;.}•r4Y~4;.;~;r.} S;:dr' ;~: . d..; } ~•• •~r~'}•• ,• .h :eti. ;,.r yes, •:•ryL.tir.;: rr. ;}. {,r;4,..4~ ti4•.Y'ryy'~:}~'•'r r,: d:. a r5 ,~,~~•; ~ Yti• .Md: y4V •d 4Y: 44•{•'rY.Ydh•4}hh:Y.'dd.~4Y•'~:'~h~hi'i;~:,~. ,y},:~ %Y•V .;~ . ,J. M ; •J.Y"A: '. A'. '•'%'•'4•}d. ~•: i'}:4' r. i • ti r~.,.: i'i{:V.. a..:;i.;:i~ 4Y ~d d:•; ' i :S•4}4Yi` 4 f4, ~,Y.Y. Yy ~' •'J:r d}~iA. • •V4.h~•~:4.!w~Ah4..;.}:S'l ,;.; ~: d::::tihh44'.•:r x44} 4..4•.;}ti .ti S .~•d 44....44.4x•. 4 4 d ~.,., .4•.1.4 •ti; ~ x •. f4 y.44y- - 4 .d}. •..Y 4 • Y~ a~d~9~:ra4.ry{.:{.g~•d•4'.~A.•:4Nd14hyN.f4415h•41L~d.MA':•J}.{~•,dd.~~.RY..•d:ti•l1tih~Nr.•.4M:'M.•.•.•Nd~44h~1d.44N..W.4.M: .W. • r .ti •4•{ • ~4 4Y. ~ • ~ ti xti{ d.... y 4.4y~.'.. • ~ 4~AFdtiP: r} tiV7G%•N:ti4tih~l~4Pdy'}.4'd.'4•:h~.:dd:.:.A~d:4~44•.~ Total Employment 183 500 100.0% Source: Dhio Bureau of Employment Services U.S. De t. of Labor, Bureau of Labor Statistics, p 790 series 1 1 0~0 °~ 0~4 !~ ~ q ~ ~ a ~ G 0 N ~ ~ W '~t ~ ~ ~ ~ ~` ~01b N q ~+, ~ ~ ~ ~ ~ b~4 ~ r"'' N W ~ ~ ,a ~ v ~4 a, ~ ~ ~ ~ +~ ~ ~ V V . ~ ~ ~ !~ Q ~ 0 p~ ,~Nc~rr,pjoCO~~N~~^~~~~~ N NN p~''~ ~'"~ rr'~ ~ ~ ~ ~ ~ ~ 00 i~ G [~ f~ CT ~t ~p ,..~ M, ..~ C~ Q +~ 00 0~ [~ ~ ~ N ~ ~ Q1 Cr, OQ ~ ~ Yrl ~ ['1''r ~ q r•..~ sir Y ~ ~ ~ ~ ~N pgNDO~D[~~~N~D~tiDv',G~OO~o r-I ~' ~ d' 1D 01 Mr Gti 01 01 ~ ~,'~ OQ O t'r",~ ~C ~ ~ *M'~N ©~ ~. o~r~ ooa~o~v;oa~M-~ooo~~aaoa.~ o ~,N o`° ~ to ~DN ~GC~OM-ri~~D001~~0~'~t00~i00~'? O n10~ N~Ocr,Cti00iN~'rt~~t*'-O~v~ ~ ~,N ~~ p o0 ~ o o [~ p o4 00 ~t N l! N O N oo N oo N 00 .-~~t ~C~pe'!'Q~G~D~OOd'~ON`,~~D~ ~; MrN o~D ~ `"~ '"~ [! n p ~q ~ V: ~t p0 [~ Or C7 ~D N d; Gti ~ [~ © ~ o ©d' -r~~^~b'ootio+r~~t~DCTt*",O~t~~ ,,a o~, ,-.~~oo~~c-c*,~ooMr~oO~~v~,-.~ v NN ©~,.., ~,~~~.., cam, ~ ~ ~ tip ~;0~ d'TN~"-~-++~~~y~D~ ~ ~ ~ C~oO t~~~D~D~oO[~~NG~Nc*';I~G~G~~ 00 ~o~o aor~,~v~ov~oo~nr;~oc~roo~o~ V; ~ o r~-o ov~ao+~ ~nN~coa* ~ ~~o~ ooo~- • '* 04E~~ ' oO~D r-id'~y~ C*~~DO~ ~ ~DC~ ~~ p~C~ ~~~ Mr-'i ~; ~ ~ Cti ~ ,~M+ NNN04~ ~ ~ ~ ~ ~ ,x, N NN ~pp~o+~ ~povv~ ~ t~N~ NNO ~ ~ ~ ~ CT d` ~ pp ,~ 00 C~ vi ~ ~ ~ b +~ ~ ~ ' v y Q C ~ ~ U 0 ~ ~ aa~~~ ~~~ ~ ~~ ~ ~ G ~ ~ ~ ~"`~ ~ ~ ~ ~ ~ ~.~ ~ ,~ p ~ .~..~ ~~ ~~ ~ ~ '~ ~ ~ ~ ~ +~~ ~ ~~ 0 ~ ~~ 0 .,.. ~ ~ ~ ~ rwl I~ 1 ~ ~I Q fp,~f ~•i ~ M~1 F o o ~p ~ C~ U ~ ~.p.~c+',~~,.~CG ~C~ODN QpriDOMh1~~ ~cVetc~", GOtr'~~~~ rr,N ~ ~, 00 O N O 04 O 00 c*'- O rte, ~C ~-+ 00 c^~', N 00 ~' ~D M ~^, ti~o~raM.~~n vo 0 ~poo~~~~ ~N ~r ~; oG o Od M N ~D ~p ~ a• ~D ~~~~~~~ c~,N ~ NN~ho0o0v^,cr', 0;00 `'"~ NNr+~~ t~',N ~f o~ l~ ~ v! l' 1 N `' 1 o,~u;c~~~ N~ vN~~~ tr;ty ''"'~ `p©~D~~M~ NN ~ . . M.,~~yetCTOQ~ MM; C~ d' o4[~©N~E~p X00 t*', c~;N~~~~C:~ N~ MG~* ~* * ~p* ~ ~ l ,1 1, ~ 04 Q~ ~ 0~ +~ * ~D ~ ~t' ~ ~ di . ~ ~ ~ '"" 0 .,.., y ~ ~ r~ahh ~ ~ b ~ ~ 0~ ~ ~~,0 b~ ~~ ~ Adz ~ ~~ r.~'ti ~ ~ 0 ~ U Q. c] 'v ~ ~ b p va .b ~ ~ ~ ~" ~ ~J ~ ~ ~ ~ ~" ~ ~ vs } 0 Q' ~ "" U ~~ U J ,~ ~ ~~ oVw ~,~~~ U ~~ ~ ~~ ~~ ~ ~ ~N N~v~o .... ~n~M,~nc~,~ ...... ~ow~aM,M,oo~no~N~~o~n . ...... ~c~*'~d' ~~ ~ ~r,d or; cr~~D~c'~',C7`o ~ ~N~~ ~ ~N~~NN D~Oet~''t ~ N ~~ M~~v~N~Qt'r', ~ ~ ~ ~ v; ~ N E~ OQ [~ 40 [~ v~, ~D o p4 ~ N +~-~ N i~ w-+ ~ ~ D k~ ,..~ ~ ~~~Nd'DOvti~~Mvi ~r, tip 04 ~ D ~ ~+tiD~Dt+`,OOet ~ ~..~ ~ ~, ,-~ u~ N ~n c~r", 0~ ~ ~ e~O~~TC CT OC G~ ~ [~ ~DC~ N NCNOr"''~ M O ~ ~otiDtit ~N~~ G ~p Carr, NN r+ 04 `p '~ ~"~ N om, N~~N~K ", ~ . ~ ~ ,~ p ~, ,~ , DO ~ ~? V : r 01 D ~' d' 1D O cry ~t [~ N CO ,--r ~~ '~ r", . ~ ~ ~ ~ ~ ~y ~ ~ ~ ~ r , N N C ~ d' N ~ ~ r-+ v~ N V~ M ~ ~ ~ to ~ D0 ~D C M 0 ~ [~ o0 •-{ N ~, O ry M; v~ ~ 0; oo ~ !! ~ Q~ ~D ~t oO N ~n cf', cV rr, rr N u^ N ~ ~ ~ ~ 0 cr, N ~+ ,~ v- N N ~ '~'r *~ ~-+ , , ; ~ ~ "~ ~ [~ c~^,NC~G '~iu^,t+; O ~ ~ oQ ~ N ~ d' N ~ ~D ~ "~ v'rM ~~ "~ ~t~C~N©~ ~~~N~~ ~ ~; N ,-~ ~ ~, N ~ M * +~ ~p 000 ~~O~DC~N ~N ~~ ~ ~ Y,oOrr,N r; ~ N ~; ~ 0 ~N q ~ N ~"~ ~ •'~ ~r, ~, '"'~ 4 ~ ~ ~ p +~ ~ `D . O p p~ ~+ ~ et N ©~G N '~ ty v~ Oi C o0 a0 0 ~% op~D~N ~ ~ ~ ~ ~ M ~ ~~ •-4~+etNerN a N 00 Dr ~ ~~~~ d' ~ M ~ ~ A ~ w ~ ~ ~ ~ ~ ' ~ ~ ~ oQ ~ ~ v~ oC o0 CT ~ oo O ~C N p ~N~t I ~ ~ ~ M ~ ^ cd cn ~ ~ ~ ~orr;~~o v ~ ~ ~ ~ . ~ ~~ ~ tr, oo t~ ~ o0 o~taoc-c-a , ~ , N p~v, ~ ~ ~ ~ ~ ~ ~ ~ .~ 4a b~4 ~.,+ ~ ~p ~. et ~r * '* * pet o4 Or C~ n N ~d ~ or r*, u`a N 0Q ~ ~ ~ N ~ ~ ~ ~ * * ~ * ~ ~ tiD ~D cM^, ~ M ~ p~ pi Qi 00 ~ ~ ~ ~ p~~~ ~ ~ ~ ~ ~ ~ ,~ * ~~~+~titN ,~ ~ ~ ~ ~ ~ o oa ~n r;, ~ ~ ~ ~r, ,~ o, o v o0 ~ ~ ,.~ ~ ~ O o ~, ~ ~ * * rt * ~ ,-i et N to N ~ ~ ~ o et ,~ q G rr~ ~ oo e~ M ~ ~. ~ * ~ o,~oo~n~ao /~/~ ~ ,..~ ~ ~; rr DO am ~. `D ~ o0 ~ ~ ~ ,.,~ ~ ~ ~ 4t N ~ p ~ ~ ,-~ c , ~ ~-+ ~ ~ cn ~ ~ ..,, ~ V a ,o +.+ y •~ ~ ~ ~ ~"" 4? •V ~ ~ ... ~~~ ~ ~ ~ ~ a q ~ V'ti ~ c ,o ~ ~ ~ w ~ ~ y ~ ~ ~ ~+ ~ ~ V ~ v ,~ ~ ~ •~ U ~ ~ ~ ~ .~~1 ~ ~ ~ T h+~l V ~.~ L w.l til ~ ~ ~.I ~ O - 1 V A1 ~ ~ ~ V y ~..i ~ C3 ~ j q ~ ~ ~ _ U ~ y '~ G r ~+ ~ ~ ~L '~ ~ ~ ~ ~ ~ y H ~ ~ ~ ~ '~ M ~ ~ rJ ~ ~ J ~ v ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ' ~ p~ •~'p~ . Ln ~ ~ U C ~ ^~ ~ ~ ..~ r" ~ .,.y ~ ~ ~ v ~ . ~ o ~ ~~U~~ ,~ ~~~ ,~ ~~~ ~ ~ ~~ C7:~d ~ ~ ~ ~ ~ ~..aWrr~ w ~ . ;, ~ ~ ~ ~ 1 Exhibit 235 Growth in Service-Producing Employment, 1979-1992 Columbus MSA, Other Ohio, United States Index: 1979=1.0 1.5 1.4 1.3 1.2 1.1 ~~9 1979 1981 19$3 1985 1987 1989 1991 1480 1982 1984 1986 1988 1990 1992 Columbus MSA other Ohio United States Source: Ohio Bureau of Employment Services, U.S. Dept. of Labor Bureau of Lobar Statistics, 790 series Exhibit 2-36 Employment in Major Industries, 1992 Columbus MSA and United States Indust MSA Columbus MSA ether Ohio Location U.S. Number Percent Percent Quotient Percent Total Employment 728 100.D% 100.0% 1.OD 1D0.0% 1.00 • Goods-Producing Industries 129 17.8% 25.7% 0.69 21.7% 0.82 ' Construction 2$ 3.8% 3.7% 1.02 4.2% 0.90 • Manufacturing 101 13.9% 21.7% 0.64 16.8% 0.83 • - ' s Service Producing Industr~e 59$ 82.2% 74.3% 1.11. 78.4% 1.05 . " 'es Transportation and Public Ut~l~t~ 31 4.3% 4.4% 0.98 5.3% 0.$1 Wholesale Trade 37 5.4% 5.3% 0.94 5.5% 0.91 • Retail Trade 14$ 20.4% 1$.6% 1.09 17.6% 1.15 ' tare Finance, Insurance, and Real Es 60 8.2% 5.3% 1.55 6.2% 1.33 Insurance 26 3.6% 1.9% 1.94 2.0% 1.$3 • Services 1$9 26.0% 25.5% 1.02 26.7% 0.98 • Business Services 41 5.6% 4.5% 1.25 4.9% .1.16 • Services Engineering & Management 17 2.4% 1.7% 1.35 2.2% 1.05 Government 134 18.4% 15.2% 1.21 1?.1% 1.07 ' es the concentration of em to ment of an industry in the Columbus MSA Nate: Loeat~on quotient measur p Y relative to the state or nation. Concentration refers to the percent each industry ' o total em to meet. If the index is greater than one, the Columbus MSA has a contributes t p y 'on of em to ment neater than the national or state average in the given industry. concentrate p y g Source: Ohio Bureau of Employment Services, U.S. Department of Labor- - - ~-Bureau of Labor Statistics, 79D series data MSA Location Quotient 1 Exhibit ~-37 Office Vacancy Rate, 1988-1993 Downtown and Suburban Areas, Columbus and United Stakes Percent 25 2A 15 10 5 0 Columbus -- Downtown National Avg. Downtown Columbus -- Suburban National Avg. Suburban Source: CB Commercial Real Estate Group, Inc. Note: Fourth quarter data for each year. 1488 1989 1990 1491 1992 1993 m A a 0 ti o~ A o~ Q .,.. v o~ 0 U 0 N x .~ d a ~a rr N ~ ~ 'd+ N ~ M D a~ ~ ~ "" ~ iv~yy ~+ ~ N ~ ~ o ~ ~ e ~ 0 h w'' ~ ~ ~ N ~ v h~ v $ ~ ~ ° ~ ~ ~ ~ o v ~ o ~ c ~ n 4 ~ v H cri rw H M ~ ~ V ~ o N © o o ~ H v $ o ~ c N ~ '~ ~ v ° v c°v ~ ~ n u ~ o 0 ~ $ o ~ ~ ~ , H ~ v 8 . ~ ° g N * Q ~ ° ~ ~ N r-~ r ~ ~ ~` H ~H G u 0 ~888N~ ~ .~ H v ~ S .$~ ~ ~ ~ o ~ v ~ to N '"'~ M d+ ~ . Q ~ ~ ~ a o ~ 3 ~ 3 d ~ ~ ~ ~ ~~ ~ o o ~ ~ c u u v~ v~ z z h v ~ ~ ~ OC? ~V ~ . .~ ~, ~ ~ ~ u ~ ~ ~ ~ '~ ~ ~ .,.~ td ° y ~ o ~ ~ ~ .~ Ri .u ~, ° c~ ~ u a ~ ° •w ~ a ~ ~ ~ ~ ~ ~ ~ e~ L~ u ~ ~ N ~ ~ ~ ~ ~ ~~ • ~~~ ~." ~ •~ ~ ~ ~~ ° a ~~A a ~ • cad ~+ ~ ~ • o .~ y ~ ~ ~' ~ ~ fli~.r ~ ~ w ' ~' ~ ,~ ~~~ ~~ ~~~ ~~~ ~ ~ ~ ~ a•~ ~ •~~ ~~.~ ~~~ o~~ ~~~ ~~°u ~ `~ as ~ ~ ~~ u~ ~~~ ~~~ u ~~.~ v ~ ;~~~ ~u~ ~o Q~ ~ ~ ~ ~ ~~ ~ N ~ ~ . ~ 4i RS ~ V ~ ~ .~ ~~o y ~ v`~~ ~~~ ~~~ ~~ V ~ ~ ~ ~ ~ ~ ~ ~ ~ ~aN ~~~ a~° ~~~ o ~ ~' . ~ ~'C~,~, o ~ ~ ,.,N ~ ~ Q .--r ~ ~ • ~ '~ • + ~ ~ ~ ~uu ~ i ~~•4 y 0 ~ ~ vi ~.~ .~ H Oi ~ ~° a~~N o~~ ~ ~~'~ Z.~~ cn c~n~ A endix ~~A pp Existing De~veiopment - City of Dublin,1993 Planning D~#ric# Business Develo men# Map # Year on Line Land Use Totai sf Acres FAR Central OCLC-Midvo 85 1979 Office 295,829 84.1.9 0.08 The Body Shop 86 1971 LI 28,875 5.48 0.12 D&j Automotive/Marsh Anti que 87 1977 LI 7,685 2.94 0.06 Marriott Courtyard 88 1986 Retail 80,552 6.39 0.29 Paycv 89 1984 Office 48,545 2.89 0.39 Red Roof Inn 90 1985 Retail 32,256 3.29 0.23 Chi-Chi's 91 1984 Retail 10,008 2.50 0.09 Bab Evans 92 1985 Retail 5,032 I.40 0.08 Cellular One 93 1992 Retail 5,000 1.40 0.08 Midwest BMW Bldg 1 94 19$5 Retail 16,532 1.83 0.21 Midwest BMW Bldg 2 95 1980 Retail 7,802 2.27 0.08 Bank One Metro Center 96 1983 Retail 3,589 1.89 0.04 Linclay - Phase I Metro Center 97 1986 office 130,576 5.60 0.54 Management Horizons Metro Center 98 1985 Office 30,875 3.03 0.23 Stouffers Metro Center 99 1981 Retail 39,560 6.20 0.15 Metro V Metro Center 100 1985 Office 194,539 15.00 0.30 Metro I Metro Center 101 1979 Office 108,000 5.64 0.44 Metro II Metro Center I02 19?9 Office 80,000 6.01 0.31 Metro III Metro Center 103 1980 Qf Iice 80,000 5.91 0.31 Metro IV Metre Center 104 1981 office 108,000 6.33 0.39 Max & Erma's Metro Center 105 1989 Retail 6,452 1.83 0.08 Fifth-Third Mariot Residence Inn Metro Center Metro Center 106 107 1988 1990 Retail Retail 6,385 44,379 1.43 4.08 0.10 0.25 Ohio CPA'a Metro Center 108 1980 Office 13,400 2.90 0.11 Metro Lakes Metro Center 109 1988 ~f fice 102,800 7.03 0.34 Federal Express Metro Center 110 1988 Retail 596 1.43 0.01 Dublin Techmart 118 1985 office 125,772 13.67 0.21 Metro Medical Building 119 1986 office 16,143 2.04 0.18 Parkway Professional Plaza 120 1985 Office 32,670 Crisp Automation/Square D 121 1983 O/LI 85,310 10.00 0.20 Ashland ail, Inc. 122 Office .121.98 Office Ashland Oil, Inc. Lot 3 ~ 123 1985 Office 220,000 23.26 0.22 Ashland Oil, Inc. Lat 4 ~ 124 1985 Office 10$,000 33.25 0.07 Ashland ail, Inc. Lot 2 125 1985 Office 250,000 30.52 0.19 Ashland Oil, Inc. Lot 1 126 Office 12.94 Office Ashland ail & Refining 127 Office 22.01 .Office ATT Training Center 128 1975 Office 152,100 95.97 .0.04 Sherex-Witco 129 1980 office 74,010 17.34 0.10 Fanning & Hvwey Bldg. Llewelyn West 134 1991 Office 19,926 2.09 0.22 Frank Gates Bldg, Llewelyn West 131 1988 office 66,212 5.27 0.29 Section 10 Llewelyn West 132 1988 Qffice 12,623 1.65 0.18 Section 11 Llewelyn West 133 1988 Office 8,282 1.20 0.16 Daimler Bldg. Llewelyn West 134 1990 Office 30,052 2.69 0.26 American Cancer Society 135 1987 Office 26,136 3.10 0.19 Children's World Tuttle Crossing 136 1993 Retail 8,600 1.11 0.18 aBT -Switching Facility 1994 LI 3,600 0.94 Shumate Carp. Tuttle Crossing 138 1993 Office 10,900 1.10 0.23 Information Dimensions, Inc. Tuttle Grassing 139 1990 Office 114,360 7.51 0.35 C ' A endix 2-A pp ' Existing Development -City of Dublin, 1993 Planning istrict Business D Develo went Map # Year on Line Land Use Total of Aces FAR Xerox Bld g Tuttle Crossing 140 1991 Office 8?,390 5.24 0.38 Horror Cor . P 141 1987 Office 39,368 11.40 0.08 Trammell Crow -1 Llewelyn Farms 142 1986 Office 57,068 7.58 O.I7 Pa co American Y Llewelyn Farms 143 1986 Office 43,384 6.63 0.15 ezernac En 'neerin Sr g Frantz Road Corp Ctr 144 1986 Office 13,OOb 1.32 0.23 Micro Resources Frantz Road Cvrp Ctr 145 198b Office 11,050 1.90 D.13 Sec. b -Frantz Rd Office Grp Frantz Road Corp Ctr 146 1988 Office 5,972 0.80 0.17 Sec. 5 -Frantz Rd Office G rP Frantz Road Corp Ctr 147 1988 Office 5,972 0.80 0.17 o land Preschool Jy Frantz Road Corp Ctr 148 1987 Retail 4,300 0.83 ~. g Frantz Road Corp C#r 149 office 4,000 I.10 ~ g Frantz Road Corp Ctr 150 1987 Office 3,956 0.73 0.12 , Y pa Llewell n I - Nat'1 De sit G ~ Frantz Road Corp Ctr 151 1986 office 10,576 1.55 O.lb Llewell n 2 - Gunder, Stephen Frantz Road Corp Ctr Y 152 1986 Office 10,57b 1.12 0.22 Llewel n 3 Y Frantz Rvad Corp Ctr 153 1992 Office 12,998 1.32 0•~ Continental Real Estate Cramer Creek Corp 154 1985 Office 29,758 2.50 0.27 Cramer Creek Corp 155 1990 Office 21,272 2.54 0.19 ~~ Cramer Creek Corp 156 1990 Office 21,272 2.54 0.19 ~~ Cramer Creek Corp 157 1987 Office 39,128 3.70 0.24 EBMC Cramer Creek Corp 158 1977 Office 31,012 3.30 0.22 NBD Bank 159 1987 Retail 2,520 0.62 0.09 Household Bank 1b0 1987 Retail 3,DI2 0.75 0.09 Hunan on Bank $t 161 1980 Retail 2,418 1.11 0.05 J.T.'s Restaurant 162 1983 Retail 5,4b5 1.01 0.12 Dublin Medical Mall lb3 1983 RID 19,982 580 2 2.94 Ob 1 0.16 0 27 Headlee/Dublin Business Systems i64 1984 R/LI , 1 . . Cross Coun inn 165 1983 Retail 33,456 2.62 0•~ Dublin Plaza Dublin Plaza 166 19?8 Retail 115,648 11.68 D.23 r National Ci Bank Dublin Plaza 167 1979 Retail 3,249 1.06 0.07 McDonald's Dublin Plaza 168 19$0 Retail 3,442 0.47 0.17 Heartland Bank Dublin Plaza 169 1970 Retail 4,5b0 0.91 0.12 Of fice Bld . g 170 198b Office 9,056 0.9b 0.22 Professional Bld . g 171 I9?6 Office 12,482 2.24 0.13 Office Bld . g 172 1978 Office 5,773 0.86 0.15 Kin -Thum son ~ p 173 1973 Office 13,143 1.05 0.29 B.P. Pro Care 174 1993 Retail 5,100 1.17 0.10 State Savings Bank 175 1983 Retail 1,990 0,72 D.06 Dublin Car Wash 17b 1983 Retail 1,990 0.72 0.06 B.P. 177 1965 Retail 3,374 1.20 0.06 Sunacv 178 1988 Retail 1,200 0.92 0.03 omega Mart 179 1976 Retail 384 Total 3,5f 44,875 689.50 D.12 Southwest Adria Labs I 1988 Office 55,425 bB.QD 0.02 Nano Labs 2 1990 Of dice 34,858 8.66 0.09 Su hen Cor oration tP P 5 19b4 LI 41,760 9,Ib 0,10 Midwest G nasfics Ym NW Dbin Commerce Pr 6 1993 Rec. 20,500 2.00 0.24 Chill Facilify NW Dbin Commerce Pr 7 1993 Rec. 7.44 Kiehbroth. Lat 1 NW Dbin Commerce Pr 8 1992 Rec. 1.47 u F- .~ Appendix 2-A Existing Development -City of Dublin, 1993 planning Year on Land District Business Develo went Map ~ Line Use Total sf Acres FAR Kiehbroth. Lot 2 NW Dbin Commerce Pr 9 1992 Rec. 5.D4 0.00 ~ Group 10 1975 Office 17,744 13.68 O.D3 McCoy & Jude Nursery 11 Retail 4,000 8.I8 Retail Dublin School District 12 1989 LI 17,360 28.12 Dublin Service Center 13 1989 LI 19,070 Geupel Construction 14 19?0 LI 16,80D 8.27 0.05 Eagle Transportafion 15 1969 LI 28,914 7.00 0.09 Anderson Concrete Avery Rd Ind Park 16 1986 LI 14,4DD 3.37 0.10 StorageStar Avery Rd Ind Park 17 1988 Retail 5,750 4.62 0.03 Hilliard Furniture Avery Rd Ind Park 18 1953{72 Retail 11,520 1.77 0.15 Grinnell Pure Systems Avery Rd Ind Park 19 1972 Office 9,884 2.14 0.11 Office Bldg. B Avery Rd Ind Park 20 1988 Office 9,4(10 0.85 0.25 Office Bldg. A Avery Rd Ind Park 21 1987 Office 8,400 0.85 0.23 Southeast Equipment Co. 22 1968 Retail 18,511 4.36 0.10 Vincent Graphics 23 1973 LI 22,300 2.37 0.22 Dublin Bldg. Systems 24 1981 Office 6,845 1.5$ 4.10 Ashland Oil 25 1958 Office 0.55 Whalen Insurance 26 1991 Retail 2,831 0.85 D.OS Amish Country Antiques 27 1910 Retail 2,872 1.10 0.06 Medex 28 1971 Office 97,792 22.60 0.10 Dolan Business Park Shamrock Indus Park 29 1986 Office 5,054 2.23 0.05 Ohio Seed Shamrock Indus Park 30 1977 Office 7,D00 2.27 0.07 Gordon-Scherer Shamrock Indus Park 31 1950 Office 17,304 1.48 4.27 Garnmatronix Shamrock Indus Park 32 1977 LI 27,000 6,10 0.10 OEDA Farm & Power Equip . Shamrock Indus Park 33 1979 Office 4,52D 0.82 0.13 Alice V. Young Shamrock Indus Park 34 Office 13,600 I.I6 Kinetic Noise Shamrock Indus Park 35 1977 LI 59,916 6.56 0.21 Connelly & DeLouise Shamrock Indus Park 36 1984 Office 5,35$ 1.41 0.09 Westover Properties Shamrock Indus Park 37 1977 Office ~ 4,892 1.32 D.09 Parks Drilling 38 1987 Office 6,$72 5.20 0.03 Avery Raad Florist 39 1960 Retail 1,230 0.92 O.D3 Mid-State's Development 40 1987 Office 7,928 Columbia Gas 41 1967 LI 14,496 4.37 0.08 Shamrock Lane Development 42 1965 O{LI 45,367 3.10 0.34 Autobahn of Dublin 43 1981 Office 7,414 1.00 0.17 Mid-States Dev. Corp. Northwest Cvrp. Ctr 44 1989 Office 13,668 20.00 0.02 TecMec, Inc Northwest Corp. Ctr 44 1988 office $,122 DdviS, Marilyn & Robert Northwest Cvrp. Ctr 44 1988 ~{LI 12,231 Dublin Clubhouse & Picnic 45 1990 Rec. 7,500 37.34 Avery Rd Farm Market 46 1965 Retail 2,304 23.15 0.00 Roche Biomedical Bldg 47 1969 LI 25,600 3.00 0.20 Roche Expansion 48 1988 Li 32,000 10.D0 D.07 Hidaka 49 1990 LI 22,890 22.15 0.02 Guy Investments 50 1973 Office 12,920 3.OI 0.10 Air Force One 51 1985 Office 3,70D Romanoff 52 1988 office 30,000 3.89 0.18 T.K.S. 53 1968 LI 51,516 Stanley Steemer Flex 54 1985 LI 187,5oD Dublin Research Park 55 1973 O/Li 12,644 Dublin Research Park Dublin Research Park 56 57 1974 1981 O{LI O/LI 19,630. 20,692 Stanley Steemer 58 19$0 Office 30,414 Dublin Equity Corp Park of Dublin 59 1982 Retail 116,200 11.40 O.ID 18.D0 0.24 1.34 0.22 1.57 0.29 1.71 o.2s 5.03 0.14 11.27 0.24 C Appendix 2-A Existing Development - Cify of Dublin,1993 Planning istrict Business D Develo went Map # Year on Line Land Use Total sf Acres FAR ey B ueprint Corp Par o Du lin 60 1988 Re ' Homedo Corp Park of Dublin 61 1991 Retail Stanley Steemer Corp Park of Dublin 62 1982 Retail Dublin Tech Corp Park of Dublin 63 1988 Retail Ohio Credit Union Corp Park of Dublin 64 1985 Retail Columbus State College Corp Park of Dublin 65 1988 Retail Made from Scratch Corp Park of Dublin 66 1988 Retail Columbus Southern Power 67 1971 Pub. Ut 47,703 17.71 0.06 Columbus Southern Power 68 Pub. Utility 14.73 0.00 M & P Products 69 1991 O/LI 3,960 1.24 0.07 Perio Products, Inc. 70 19~ O/LI 8,196 1.52 0.12 BBC&M En 'neerin ~ S Dublin Commerce Prk 71 1991 office 13,440 I.47 D.21 Total 1,377,717 462 4.07 Southeast Office Park at Quarry Place River's Edge 1 Wendy's Dublin Auto Sales & Leasing River's Edge 3 River Ridge Office Condo Rax Restaurant Village Square Shopping Center Fifth Third Bank Mark Pi's Riverside Physiaan's Ctr. Touch of Class Touch of Class Partnership Bash Recreation Abner's Country Restaurant BVH Assoc. immke Honda Accura Dealership Wendy's World HQ Tommy`s Dublin Ctr Frank's Nursery La Scala Stone Ridge Center Designer Shoe Warehouse Dept, of Medecine Germaine Lexus Natural Nibbles DSC Properties Nims 8~ Bolen Law Bldg Speedway State Savings Buon Gustaiv 180 1988 Df fice Z8,On0 8.80 0.07 181 1986 Office 22,014 2.31 0.?.2 182 1977 Retail 2,682 2.37 0.03 1g3 Retail 1,720 Retail 184 1988 Df fice 0.76 185 19$0 Office 2.89 Village Square 186 1981 Retail 1,500 1.13 O.D5 Village Square 187 1978 Retail 70,137 15.00 0.11 Village Square 188 1991 Retail 15,000 2.00 0.17 Village Square 189 1985 Retail 3,806 1.82 D.05 Village Square 1~ 1992 Retail 3,359 0.84 0.09 Village Square 191 1992 Office 16,316 7.40 0.05 192 1991 Retail 8,208 1.44 0.13 193 1986 Retail 8,032 1.68 0.11 195 1988 Retail 4,510 34.17 0.00 196 1987 Retail 197 Retail 1.50 Retail 198 1979 Retail 1$,658 4.08 0.10 199 1990 Retail 20,430 4.08 0.11 200 1975 Office 208,675 37.22 0.13 201 1985 Retail 12,513 1.56 0.18 202 1966 Retail 24,971 3.89 0.15 203 1975 Retail 17,610 3.25 0.12 204 1986 Retail 32,541 3.75 0.20 205 1987 Retail 12,528 1.53 0.19 206 1992 Office 30,OD0 3.51 0.20 207 1989 Retail 21,161 1.23 0.39 ZQ8 1954 Retail 5,812 1.88 0.07 Sawmill Center 209 1985 Retail 71,240 8.78 0.19 Sawmill Center 2I0 1977 Retail 2,195 0.96 0'05 21I 1989 Retail 2,700 0.81 0.08 212 1981 RIO 32,000 6.81 0.11 213 1992 Retail 2,000 0.48 0.10 1 A endix Z~A p~ Existing De~eiopment - City o~ Dublin,1993 Planning District Business Devely went Map # Year an Line Land Use Total s# Acres FAR Water Beds & Stuff 214 1987 Retail 5,6(10 0,48 0.27 Arsallan oriental Rug 215 1987 Retail 4,195 0.48 D.20 Database Inc. 216 1991 Retail 8,280 1.35 0.14 B ers chevrvlet/Dublin Dodge Y 217 1989 Retail 93,684 10.00 0.22 Infini Dealership ~ 220 1989 Retail 23,840 3.59 0.15 Hampton Inn 221 1988 Retail 61,600 2.60 0.54 New En and Suites ~ 222 1988 Retail 12,683 1.47 0,20 Waodfin Suites ~ 9 198 Retail 3•~ S ectrum Commerce Ctr. P 224 1985 Office 128,063 ID.88 D.27 Brickstone Commons 225 1980 Office Ohio Bell 226 1975 Office 17,633 3.06 0.13 Cam uServe - Bldg.1 P 227 1977 Office 25,986 1.94 0.31 Com uServe -Bldg, 2 P 228 1982 Office 1.94 0.00 Tuller Ridge Corporate Ctr. 229 1986 Office 102,620 8.60 0.27 Bab Evans 230 1987 Retail 4,992 1.60 0.07 Banc One 231 1987 Retail 8,000 1.84 0.10 Huntin an Bank St Dublin Village Ctr 232 1988 Retail 6,739 1.23 0.13 A lebees PP Dublin Village Ctr 233 1990 Retail 4,462 1.50 0.07 KFC Dublin Village Ctr 234 1985 Retail 2,744 0.92 0.07 Sun T.V. Dublin Village Ctr 235 1989 Retail 26,324 3.30 4.18 To s R Us Y Dublin Village Ctr 236 1988 Retail 66,373 6.77 0.23 Rite Ru Dublin Village Ctr 237 1989 Retail 26,598 3.26 0.19 Crestview Cadillac Dublin Village Ctr 238 1976 Retail 49,631 8.33 0.14 Krei er Lincoln g Dublin Village Ctr 239 1981 Retail 36,494 D.91 0.92 Sunoco Dublin Village Ctr 240 1972 Retail 2,178 D.92 0.05 Phase 1 Dublin Village Ctr 241 1988 Retail 127,539 13.55 0.22 Phase 2 Dublin Village Ctr 242 1989 Retail 62,400 8.38 0.17 p~~ 3 Dublin Village Ctr 243 1991 Retail 21,500 3.46 D.14 Phase 4 Dublin Village Ctr 244 1993 Retail 41,000 4.80 0.20 AMC Then#ers Dublin Village Ctr 245 1987 Retail 42,486 10.92 0.09 Charles Penzone Dublin Village Ctr 246 1991 Retail 20,703 1.71 0.28 Total 1,735,665 291.09 0.14 Northwest Conni-NW Conduit Corp. Remarks Dublin Justice Center Metro North Business Park Deluxe Check Printing Camberlane Offices Frigidaire A Place to Grow Discovery Systems Ohio Credit Union Perimeter Veterinary Hosp. Margarita's Crown Eurocar State Savings Bank Bank One Total 3 LI ~ 4 LI 64,000 LI 72 1992 31,274 6.?5 0.11 73 1987 Office 26,176 2.72 0.22 Perimeter Center 74 1990 O/LI 22,414 4.30 0.12 75 1990 Office 5,520 1.71 0.08 Perimeter Center 76 1988 Office 151,300 13.4b 0.26 Perimeter Center 77 1988 Retail 4,900 1.43 0.08 Perimeter Center 78 1986 LI 43,604 7.10 0.14 Perimeter Center 79 1991 Retail 10,800 1.10 0.23 Perimeter Center 80 1990 Retail 2,972 0,70 0.10 Perimeter Center 81 1993 Retail 4,100 1.00 0.09 Perimeter Center 82 1991 Retail 30,534 5.00 0.14 Perimeter Center 83 1.992 Retail 2,850 2,00 0.03 Perimeter Center 84 1991 Retail 1 1 •~ 0.00 440,745 48.60 0.19 A endix 2-A pp ' Existing Development -City of Dublin, 1993 Planning District Business Develo ment Year on Land Map ~ Line Use Total sf Acres FAR Northeast Inverness Offices Village at Inverness 218 198b Office 19,200 2.87 0.15 R.I.C. Properties Village at Inverness 219 1985 Retail 5,165 0,70 0.17 Total 24,365 3.57 0.16 Other Chemical Mortgage Co 1~,~ 10•~ 0.23 Financial Group Bldg 31,750 Financial Group Accessory Bldg 3,200 Dublin of fice Bldg 12,988 1.32 0.23 Llewelyn IV 11,OD0 1.90 0.13 Millenium (Aggregate} office 74,732 7.72 Total 239,670 21 0.26 All Plann ing Districts 7,318,672 1,512 Chapter Three: i The Demand for Dublin Locations by Businesses and Developers 3.1 How Competitive is Dublin in Attracting and Retaining Business? 3.1.1 How Competitive has Dublin been to Date and Why? Dublin has been very competitive in the Columbus MSA in attracting ,first-class commercial development and tenants. Dublin has quickly amassed one of the largest cvncen~ations of office space in the Columbus area -- a quarter of the region's total for-rent office space X4.4 million out of 17 million square feet. Moreover, while the City has grown rapidly, very high quality building standards have been maintained. Dublin's competitive advantage can be summed up as quality, image, and access. Accordin to the results of the consulting team's survey of Dublin businesses, the most g im ortant reasons that businesses locate in Dublin include access to highways, qualzty of p businessloffice space, suburban setting, community Image, quality of life, proximity to em to ees' residences, and proximity to other executive office sites. See Exhibit 3-1.} py Direct re Tonal highway access is essential for significant officelR&D and retail g develo ment: to minimize travel times for employees and customers, to reach other P . businesses both in downtown Columbus and scattered across the region, to receive shipments, and to rovide convenient access to the airport. Commercial development has been ded to p the roadway system in a different way as well: higher rent officelR&D buildings and larger scale retail r wire ood visibility from the regional highway system. Dublin's basic physical ~1 g Ian, re Tonal highways lined with commercial and industrial development, has maximized P g .. .. the City's potential for creating competitive, highly visible commercial sites. In interviews with realtors, the attractive quality of life was further defined. Residents are attracted to Dublin because of the high quality of new housing stock, the high uality of public schools, excellent community ameniries, low taxes, stable property values, q . and the "manicured" look of the community. The sizable transient population particularly likes the new housing stock because it requires relatively little renovation, The availability of hi h- uality housing is of critical importance. With such housing, Dublin becomes attractive gq to companies with a significant number of well-paying professional jobs. 3-1 Final Draft Mt. Auburn Associates Dublin businesses see many more positive reasons for doing business in Dublin than ne alive ones. Dn the positive side, businesses continue to cite quality and access as the key g positive factors. Dn the negative side, they have problems with highway congestion, access to the airport, taxes, and regulation. ~'raf,~c congestion appears connected to the fact that nearly everyone who commutes to or from Dublin for work drives alone. Exhibit 3-2 sets out the views of businesses responding tv the survey with regard to a lon list of factors of doing business in Dublin, As the exhibit shows, businesses tend to g . have uite a positive view of doing business in Dublin. The factors most often cued as q sitive are quality of life X79 percent}, highway access X77 percent), quality of residential hausin X72 ercent}, quality of commercial space X67 percent}, police and fire services X66 g p . rcent}, and access to markets ~b4 percent}. Quality of life, quality of residential housing, police and fire services, and telecommunications all received no negatives. Factors most often viewed as negative include roadway capacity X42 percent), access to air transportation 35 rcent}, ro rty taxes X32 percent}, zoning X26 percent}, income and business taxes X24 ~ ~ p ~ and 23 ercent, respectively}, and worker's compensation X22 percent). As discussed in the p . rior cha ter, it is likely that the almost universal choice to drive alone to and from work is a P P key cause of traffic congestion and the concerns it brings. In eneral, businesses report few dz; f,~culties in recruiting professional personnel. However, a number of restaurants and hotels note difficulties in recruiting staff. Moreover, several lar a offices say it is often hard to recruit adequate numbers of clerical staff. g Com anies with part-time, lower-paid workers say they have trouble finding such workers p because they tend not to live near Dublin, and access to public transportation is not adequate. iJ A corn arative review of leasing costs around the metro area indicates that Dublin p o ce developments appear to command a significant rent "premium " aver developments in non ;first tier suburban areas such as Hilliard and parts of Columbus .outside the downtown, an the order of $3 per-square-foot. Willingness to pay this premium reflects Dublin's relative comparative advantage. Dublin rents are comparable to other first tier areas such as Westerville, Worthington, and Northeast Columbus. 3,1.2 'What is the Competitive Context for Dublin in the Near Future? For several reasons, it is unlikely that the rate of new commercial development in the near-term will equal the rate of development experienced in the late I980s. There are both long- and short-term factors for this decrease ingrowth, factors that mirror national trends. 3-2 Final Draft Mt. Auburn Associates CJ ~J IJ Dver the long-term, several trends should slow the growth of commercial development compared to the 19SOs. First, large corporations continue to look for ways and means to achieve efficiencies in white-collar settings, resulting in fewer hirings and more cutbacks. As a result of technological advances, a decreasing number of employees are re wired to support the same level of business activity. Second, companies are seeking q reater densities of office workers, again for cost savings' sake. Third, the permanent loss of g the tax shelter advantages of real estate development has put a halt to speculative building projects. aver the short-term, the region has much existing vacant commercial space to absorb. Approximately four million square feet of commercial space is currently vacant throughout the Columbus MSA. At projected average annual absorption rates, this will be adequate for demand created by job growth for the next three to five years. As a result of this available space, additional construction during this period will be relatively slow, though same com anies will continue to need new space that meets special needs such as large floor p later}. After this period, future employment increases will again translate into demand for p new space. However, a decline in commercial development does not necessarily translate into a decline in new business activity. In 1993, Dublin's income tax revenues climbed 10 percent from the ear prior, despite very little building activity. About 200 new firms opened tax Y accounts with the City. The divergence of trends in commercial development and income tax revenue can be laid to three factors --arise in salaries, absorbing unused inventory, and reater densities. Thus, though not much building is going on, Dublin appears to continue to g .. be attracfive to new business operations. As Hated above, commercial development ac~.vity should turn up once existing inventory is absorbed. I~ ~~~ While Dublin is very competitive in attracting new business activity, the competition around reater Columbus is heating up -- Dublin can Hat take its competitive position for g ranted. Dublin maintains substantial advantages related to quality, image, and access. g However, the competition is gaining strength. Dublin now faces more competitors than it did durin the 19SOs. Key competitors of Dublin include first tier markets opening up in the g North and Northeast portions of the region, such as Polaris, Morse Road, and New Albany; more a ressive competition by the City of Columbus; and lower costs in neighboring gg communities such as Hilliard. In particular, the Northeast region of the MSA is becoming increasingly. competitive for the high-end office market, with an increasing share of nationally-oriented new development locating in this area. For some companies, the advantage of this area vis-a-vis Dublin is its closer proximity to downtown Columbus and the Columbus International 3-3 Final Draft Mt. Auburn Associates Airport. Northwest congestion on I-270 increases the Northeast's convenience to the airport, relative to the Northwest. These factors are particularly significant to national companies seeking to establish Columbus-area operations. While the lack of "executive" housing and high-quality office parks previously blocked formation of a significant first tier office market in the Northeast, these obstacles are being removed. According to developers, a significant share of expensive new houses are now being built in the Northeast. Such residential development strengthens the appeal to executive-heav com anies, those that have favored Dublin in the past. y p Within the Northeast, Westerville, Worthington, and portions of Columbus are exam les of already developed areas that have potential for additional office development P . near existing interchanges. The Northeast also has a good supply of high-end housing. North of Westerville, Polaris is currently being developed, ultimately to include 1,200-1,400 acres. Polaris has the locational advantages of the Northeast, with the additional advantage of more direct access to Cleveland ~ 110 miles. Development to date in Polaris has been almost entirel commercial, primarily for warehousing and light industrial uses. Planning Y for retail is currently underway. ~' While Polaris has a great deal of potential due to the availability of land and good access, development will happen slowly and over the very long-term. Developers we interviewed have suggested that the market for office space in this area will not develop until earl in the 21st century. A number of problems, including a lack of housing and Y . infrastructure inadequacies, are evident. Moreover, the development of industrial and warehouse uses has some potential to limit the area's attractiveness for high end office. While New Albany has also seen some development activity, a number of factors are currentl limiting that city's ability to compete. Developers indicate that building standards Y have not been as high as in Dublin and the residential component is quite small ~a roximately 150 houses). However, housing units could expand with the completion of pP an interchan a that is currently under development. Still, New Albany has an undeveloped g tax base that will slow its growth. Hilliard and suburban Columbus compete in a different sense, by providing aggressive tax breaks, which, when combined with lower land costs, can significantly reduce the costs of doing business. Triple net rents the best comparison standards are often 25 percent or more lower in these communities. For companies that are particularly sensitive to cost, for exam le, lower-wage office uses, these markets are attractive. As these communities p continue to compete with Dublin on the basis of cost, the City will need to determine the extent to which it wants to compete for "back office" uses, for which rent is a major locational determinant. Final Draft 3-4 Mt. Auburn Associates Dublin has not generally been afirst-tier location for manufacturing or distribution uses due to the relatively high cost of land and lack of a significant industrial presence; industrial users have tended to locate south of Columbus. However, one locational advantage that Dublin has over its industrial competitors is proximity to Honda facilities in Marysville. As a result of Honda's presence, the demand for auto-related suppliers and services along Route 33 should increase. These uses represent a potentially important market and should be accommodated in western portions of Dublin that are not highly competitive for officelR&D space. Elsewhere in Dublin, industrial uses are not likely to represent a significant source of demand except for lower-cost sites. The Sawmill Road area remains highly competitive for regional retail uses that have to date been less affected by shifts in the retail market. However, there is the consensus among real estate investors that the Dublin area will be saturated with retail space following the opening of the new Wexner mall, thus, caution regarding significant retail growth is ' warranted. Dublin's strongest market will likely continue to be office and RED space, particularly for uses that are relatively less dependent on airport access and more dependent on good regional access. Dublin's competitive advantages continue to be quality, image, and access. Quality and image, of course, depend to some degree on appropriate oversight of the development pracess for both first tier commercial and high-end residential properties, while adequate oversight is critical, developers, rightly or wrongly, perceive that Dublin is a complicated City in which to develop -- requiring more time and cost and offering less predictability. In interviews, developers indicate the perception of Dublin as a time- consuming place to develop, believe guidelines to be unclear, perceive decisions to be arbitrary and contradictory and turnaround times to be long, and complain that there are multiple offices with which to work. These perceptions may be due, in large part, to developers' experiences with residential and retail development. The City is well aware of these issues and is working to correct them. The trick will be to balance sufficient quality control with a reasonable development review process. one issue in the development process that needs to continually be addressed is the adequate buffering of commercial from residential areas. With much of existing commercial development along regional highways, residential areas .currently are well protected for the most part. However, if commercial development shifts to land away from highways, or if it overloads commercial streets that residents use for shopping, the residential quality of life will be diminished. Residents may consequently seek to slow or block commercial investment as they have in many other communities where residential areas have not been adequately shielded from traffic and other impacts of commercial uses. ~' Final Draft 3-5 Mt. Auburn Associates ~~' With the presence of I-274, Dublin has excellent highway access. However, that access is countered by the headache of inadequate roadway capacity to reach I-270 and lack of adequate capacity on I-270 itself east of Dublin. As the survey noted, businesses perceive that local traffic congestion is one of the negative factors in a Dublin location. Perceptions of lost time and unpredictability due to highway congestion could harm the City's development efforts. one competitive advantage Dublin has for job development is its existing business base. It should not be forgotten that development not only covers attraction, but includes expansion as well. As noted earlier, over half of Dublin businesses surveyed expressed their intentions to expand their operations at their current locations. See Exhibit 3-3. } Comments such as these indicate that, in the face of competitive pressures, existing businesses are likely to be an important source of new jobs. Dublin will need tv understand and address the needs of these businesses -- quality, image, access, and the ability to expand -- if it is to facilitate their expansion. At the same time, while it is encouraging that many companies now in Dublin project expansion, those projections are likely biased by the optimism of the respondents, and should be recognized as representing a tendency and a direction, not hard numbers. In summary, in light of reduced demand and increased competition for commercial space, it is very likely that Dublin will have a lower absorption rate than in the ~ 9~Os. The local real estate industry estimates demand for 100,000-250,000 square feet of additional Dublin office space per year in Dublin in the near-term; they are unable to predict retail and industrial development. However, it should be noted that, as discussed in the next section, officelR&D is a much more significant source of local revenues to Dublin than retail or industrial uses.) The decline in absorption will not represent a failing, because of the uniqueness of the level of prior demand and the uniqueness of Dublin's competitive position at that time. The question facing Dublin concerns how, within the competitive context in which it finds itself, the City can maximize growth in its wage and commercial property base. 3.2 What Types of Business Activity have Potential for Growth and Expansion in the Northwest Columbus Metro Area? A significant portion of future employment growth in Dublin should come from existing Dublin businesses. Dver three-quarters of Dublin businesses surveyed say they expect to grow at some location, and over half say that they expect to grow in Dublin. In the 3-6 Final Draft Mt. Auburn .Associates aggregate, surveyed firms expect total jobs numbers to rise by 20 percent between 1993 and 199b. with the caveats noted above, to the extent these predictions come to pass, expansion will create demand for additional commercial space. However, several businesses are dissatisfied with their Dublin location, and will be looking elsewhere. Four percent of the firms responding to the survey are planning to relocate operations elsewhere in the Columbus MSA. Reasons provided include taxes, cheaper property elsewhere, and at least one firm's perception that Dublin was not responsive to small businesses. See Exhibit 3-4. } The Columbus MSA's comparative advantages in the knowledge-based industries targeted by the Columbus Area Chamber study fct well with Dublin's comparative advantages regarding location. The economic development strategy commissioned by the Greater Columbus Chamber of Commerce suggested that the region has competitive strengths in knowledge-based businesses such as information and publishing services, software, and high- tech RED. Dublin currently is the most competitive part of the region to attract such businesses. This is because such businesses seek the attributes of quality, image, and access that Dublin can offer. ~~ Moreover, it should be noted, the type of businesses targeted by the Columbus Area Chamber, for the most part, have multi-state or national markets. Again, these are precisely the t es of large businesses, with well-paying salary structures, that currently are in the Yp City. 2'he l~orthwest metro area also should bene,~t from continued growth in demand for business services and retail trade. As new businesses with national markets come to the re ion, and as existing businesses expand, there will be the need for additional operations to g rovide business services to the new and expanding establishments, such as legal and p accountin services, restaurants, and interior designers. Moreover, as the population of the g re ion rows there will be additional demand for retail services and health services. g g i 3-7 Final Draft Mt. Auburn Associates [~ E~chibit 3-1 Serve of Dublin tom anies 1993 y p Reasons for Lo~afin in Dublin N=95 Frequency with which Factors were Listed as Key Reasons for Locatin g 'Why Company Located in Dublin: 1n Dublin: Access to highways $1.1% Quality of officelbusinessspoce 54.7% Suburban setting 4b.3% Community image 35.$% Quality of life 32.G% Proximity of residence of employees 2$.4% Proximity to other executive sites ~ 22.1% Land cost 1$,9% Quality of workforce 13.7% Availability of workforce 12.b% Access to recreational areas 1D.5% Proximity of universities 6.3% Service~amenities 5.3% Quality of school system 5.3% Source: NIt. Auburn Associates Survey,1993 1 I l Exhibit 3-2 Survey of Dublin Companies, 1993 Evaluation of Factors of Doing Business Factors: Positive Neutral Negative Quality of life 78.5% 21.3% 0.0% Highway access 76.7% 14.D% 9.3 % Quality of residential housing 72.D% 25.0% D.D% Quality of camrnerical space 67.1% 31.7% 1.2% Police and fire services 65,5% 34.5% 0.0% Access to markets 63.8% 32.5% 3.8% Quality of schools 5S.D% 34.8% 7.2% Availability of land, buildings 53.4% 38.4% 8.2% Telecommunications capacity 51.4% 48.6% 0.0% Road maintenance 46.3% 38.5% 15.0% Access to suppliers 42.9% 54.5% 2.6% Access to higher education 39.1% 59.4% 1.4% Availability of Labor 37.4% 53.1% 9.9% Labor force skills 36.3% 6D.D% 3.5% Availability of bank loans 25.8% 66.7% 4.5% honing 25.0% 48.6% 26.4% Air transportation 24.6% 4D.4% 35.1% Roadway capacity 24.4% 34.1% 41.5% Cost of labor 23.8%a 66.3% 10.0% Housing costs 23.2% 64.9% 15.9% Energy supply, 22.5% 73.2% 4.2% Availability ot'risk capital 21.0% 71.0% 5.1% Utilities -- -- cost 15.3% 75.6% 6.1% Utilities -- -~ capacity 16.7% 76.9% 6.4% Energy costs 16.7% 76.4% 6.9% Worker's compensation 1D.1% 65.1% 21.7% Sales taxes S.S% 83.5% 7.4% Income taxes 6.6% 69.7% 23.7% Business taxes 5.3% 72.4% 22.7% Property taxes 4.D% 64.D% 32.0% ** Response rate varies far individual questions because respondents found certain Factors not applicable. The response rate varies t'rom 57-86. Exhibit 3-3 Survey of Dublin Companies, 1993 Future Plans of Dublin Firms Finns Planning to Expand operations ' .~ e Next Five Years 77.3% ~n h N=$$ where Firms are Most Likely to Expand: At current site At new site in Dublin At new site outside of Dublin, but in Columbus MSA Relocate outside Columbus MSA, but in ahio Relocate outside Dhio N=79*'" 53.2% 19.0% 15.2% 3.8% 8.9% * * N has been adjusted to reflect the fact that some respondents did not answer the question and others chose more than one answer. ' Exhibit 3-4 Survey of Dublin Companies, 1993 Sample of Reasons Why Business Plan To Expand ' Outside Dublin ' Representative Sample of Comments from the Survey: ' •- "We found a property in Hilliard at a reasonable price." - -computer consultant ' " " Too many local tomes. •~ - -computer consultant leaving the region ' ,^- ..Taxes." - - salesman •~- "I don't end this community responsive to new businesses, ' especially small ones." bli h - -pu s er [~ r- J Chapter Four: Dublin's Preferences for Economic Development In Cha ter one, the consulting team set forth three principles that it suggested should p guide Dublin's economic development choices. In summary, these principles are: ~ achieve City income tax revenue and school district property tax revenue suf,~cient to maintain the level of existing services; • maximize the revenue stream to the City per acre of lam developed; and f promote the high quality of physical environment that residents desire. In the anal sis below, the consulting team identifies, examines, and compares various Y scenarios for growth in light of these principles. 4.1 How Much Growth Does Dublin Want and How Much can it Absorb? 4.1.1 The Relation Between Business Development, Tax Revenues, City Services, and Population Growth Cne ke actor in determining the appropriate level of new business development is the yf . desired or ro 'ected level of residential development. A primary aim of promoting business P .l . develo ment is to increase the City's revenue stxeam as the popula~on grows in order to p maintain the hi h level of City services and infrastructure development. Put simply, the g r wired amount of new business development is tied to increases in population. Therefore, it is uite important to establish parameters for future residential growth -- how much is q desired and how much is expected. 4-1 Final Draft Mt. Auburn Associates Currently, the population of the City is 19,500. In light of available land and Dublin's attractive residential character, the City expects that its residential population will grow considerably by the year 2000. The 1988 Community Plan estimated that the City's population would grow to approximately 32, 000 by that time. In the same document, a land use capacity analysis estimated that the total number of households possible under existing zoning was 1 b,210, or between 40,000 and 50,000 residents. The following section examines the amount and type of commercial property development required to maintain the current level of services for a City population of 32,000 and 50,000. This analysis does not imply that such increases will or should occur; rather, it reflects the most recent projections contained in citywide planning efforts. The methodology discussed below can be used to determine the need for commercial development to support a population increase of any size. Desired population is one decision that must arise from the community planning process. Clearly, one criterion far population size is fiscal revenue stream and desired level of service provision, but issues of density, open space, and infrastructure requirements must be considered as well. Far the purposes of this analysis, the cansultants wilt assume an income tax revenue goad of $825 per capita. The $825 per capita figure is arrived at as follows: Exhibit 4-1 sets out the City of Dublin's revenues by source and expenditures by type of use on a er capita basis for 1992, According to City officials, expenditures per capita for P direct services and for capital expenditures are desired and expected to stay at the same level over time. With regard to capital expenditures, the City indicates that it expects to need to ex end a proximately the current level of capital outlays per capita to provide the P P infrastructure for a growing population well into the next century. Because of recent large ca ital rojects, debt service is expected to rise about 25 percent per capita in the near future, P P to about $130. In the support of maintaining the current per capita expenditure levels and an increased debt service level, the consultants assume that the City will seek to maintain its current reliance on the income tax for generating two-thirds of its revenues, and it will not shift reliance to other forms of income. t In 1992, the City generated $884 in income tax per ~l 1The cost of services study recently completed by the Management Services institute may alter this assumption. If users fees are significantly raised, dependence on the income tax will decline. Currently, one-quarter of income tax revenues are dedicated to capital projects. Two- thirds of the dedicated tax revenues are used to retire song-term debt and one-third pays for projects on a cash basis. In addition, excess operating revenues over operating costs have historically been dedicated to paying for capital projects on a cash basis. For purposes of analysis, it is assumed that these patterns will continue. 4-2 Final Draft Mt. Auburn Associates resident, The City did generate a surplus in 1992 of $105 per capita. However, a portion of that, about $30, can be attributed to extraordinary revenues from state government. once the surplus and the various expected changes in expenses and revenues are accounted for, it is estimated that the City will need about $825 of income tax per capita to fund desired expenditures. The consulting team needs to reiterate that this per capita revenue figure is a goal, for the purposes of its analysis -- reflecting the desired relationship between population and income taxes in light of the City's desire to maintain the high quality of services. The figure does not represent the actual fiscal impact of adding one more resident. (Moreover, it should be remembered that new commercial activity increases City service costs as well.} Actual fiscal impacts will be examined in detail as part of the upcoming community planning process. ~ ~~~~~~~~~~~~~.rtr.~~...~.rrr.r rr rrr~r~rrr~~~rr~~wwrw~rr~~~~w~wwr-r-.~~ww.w r~~~~~ ZThe arithmetic is as follows; $884 per capita collected, less the surplus of $105, plus the loss of $20 in intergovernmental revenues such revenues will drop about $30 per person and the income tax, responsible for two-thirds of the budget, should make up $20 of that}, plus the addition of $25 in new debt service yields $825. 3The consulting team used 1992 figures to determine target per capita revenue because 1992 is the latest year for which a complete set of financial data 1s available. However, to illustrate the importance of careful financial planning and analysis to guide economic development, the per capita income tax figure is anything but stable -- its general tendency is u wards. The trend is as follows: 1990, $803; 1991, $867; 1992, $884; and preliminary .p income tax figures for 1993 indicate a y~e1d of $920 per capita x$17.9 m~ll~on for a population of 19,500}. It should further be noted that the team's analysis of 1992 per capita revenues and expenditures is based on an estimated Dublin population of 18,750 in 1992, a figure derived by the City by looking at housing construction between the census years 1990 and 1992. This past month, the U.S. Census Bureau released its estimate of Dublin's 1992 population, 1$,076. The Census Bureau bases its estimates primarily on IRS tax returns. The Census Bureau analyst suggests that in the case of afast-growing city such as Dublin, geacoding errors are not unusual, and so an undercount is quite possible. He notes that his experience is that counting new housing often yields as good, if not better, results for cities such as Dublin. Therefore, the consulting team has decided to use the City's figure. If the Census Bureau's population figure were used, income tax collected per capita xn 1992 would have been $917, and our suggested target per capita collection would have been $850. It also should be noted that using the lower Census figure results in uite a lift in per capita income tax collections, from $803 in 1990, to $917 in 1992, to about 955 in 1993. This discussion emphasizes the need for accurate population data. ' 4-3 Final Draft Mt. Auburn Associates y Q ...i r..+ a 8 y h Q b ~ i'~ a a a~ ~ a; ~ ~A i F c~ ~ a~ 'v ~, a O ~ a" v a ,~ Q ~ O ~U ~~ 0 ~ a ~~ E~ ~ v a a v U 43 it ~~~N~noo~ ~~~~~~ W H ~w H~ oooNoo ~ ~-~+ N ~ M p~lc~icyr+GN ~~~~~~ a W ~ ~ ~ ~ 0 ~ ~ w ~ ~ w ~~ 0 ~, o •N O +"'r ~ W~ N~ N~ m ~ „r • o~ a ~~~~~ ~ b ~ ~ ~ ~ ,,,~ CCysG ~ c~ ~ N .~ .p ~ b ~~, ~~ o ~ ~p ~S~ S ~ 0 obi •~ ~ ,~ ~ p *„~ t. 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'n ~ r U .~ «~ J Q b A b Q ~ ~ .~ b~ ,~ Q ,~ J .o ~~ ~ 0 oa o~ ~~ ~ ~ w ~H b ,, ~~ .~ y 0 w z .~ 0 H ,~ ~~ ?~- ~., L c~ N V"r O ~D p ~'wc~v ~ r' ~' 0 ~ ~ ~ ~ N ~ N A~ a ~~ ~ ~ x ~ ~ ~ o~ ° ~ ,~ o o °o o G o ~ c~, o ~ 0 G cr- v~ o~ ~° o ~ a ~U~ ~ ~; ~ cam, ~+ ~ ~~ r~~ ~~ ~~ ~ ~ ~ ~~ ~ ~ ~~ rr~~yy Aw^ U N ~~ ~.b ~ r ~ ~ o~ o' o o~ ¢ r m~ c .~ ~ ti ~ ~o d ~, ~ c~G N ~ ~ ~ 0 ~ ~ ~+ ~ q,f [r'i ~ r o ~ ~ w ~ ~ ~ ~ ~ ~, 7oa~ ~U ~ o F N ~ 0 .0 ~ ~ p~ V ~ N G 0 ~ ~ boo N o c*~ ~ ~~ "D (~ ,~ ~ ~ t*, ~ ~+ ~ er ~ ~~ 00 ~hc~ a ~ ~ o~ ro ~ ~U N ~ ,....~ v-, ~t cv V r o ~, o ,~ u~ N r ~~ b I ~ Q ~~ ~+ ~ N ~ ~ N ~ ~ ~~x~ -~ ~ x ~ ~ o ~ o r -+~ ~ I~ , ~ [' 1 ~ J p ~ ~ '7 ~ ~ ~ .,~ ~ w ,r.~ O N ~ ~ ~ ~ , 64 ~ ~; ~ o ~, h ~~ ~ o ~ ~~ ~ 0 ~ ~ .-. N ~ N ... ,_., ,TJ • ~ o a ~ ~ o ~.. .- ~ o •,. b.~%" ~~ N M ~ ~ Q :~ ~ ~ '~ cr, d~ • ~_ ~ ~ "'~ ~ ~' .~ ~ ~ ~ .! ~ ... ~ [ ~ ~ o H ~~ ~~ c~ ~ ~ ~ ~ ~ T ; ~ ~j l ^ ++ 4~I ~, ~~ ~ o ~~ ~ ~ ~~ ~~ ~ ~ y U Qr +~ 0 w ~ ~ 0 0 ~ Q U ~ ~ ~ W °oo ~. ~~o, a o 0 ~~~ ...~ ~~ ~~ i 1 r f•0 W ~ y ~ y ~ ~ 5 a 0 U I U '~ a r ~ i ~ '' U r„r ~+ q H ~ ~~ rrt c~ ~~ ~A ~~ ~~ w .. ~ d w~ oa ~~ N «+ h y v ..vi 4 V/ v w a rr~w VI l ' F ~ ~ ~ ~ ~ ~ ~ y "" ~ N &N4 H9 &~4 ~ b4 ,.,~ ~ ~, ~ ~ j ~ '~ ~ ~ ~ ~ a ~ ~ ~~ ~ ~ ~, N [~ V~~ r+ ~D ~ Q~~r ~ N w ('~" b~ (V 4f~ O iA ~ 49 N b4 v ~ ~ DA U~ a~ b~ ~. i' ;~ ~*~' i.d ~ ~. ~ ., ,,, L ~ ~ j a~ ~~ ~~ ~ S ~ N ~ . ~ a~ . n ~ ~ ~ ~ o M y 4? ~ ~ c, ~ ~ ~ ~ ~ ~ ~ ~ ~ i ~~ ~ ~ ~ I ~~ ~ ~~ ~ b y D ,~ ~ ~+ ~+ ~ ~~ `' ,., b ~a ~~~ ~~~~ "Q < f ~- ,.. I ~ ~ ' ~ ~., v U ! ~ a " ~ ~ ^~ U ~ ~ ~ ~+'~ r" r ~ J ~ ~ E"'" ~, ;,,~ ,~ ~ ~ ~ .. 4. r ~ ~~~ ..r~~ ~ ~ g p ~ •p V ~ O ~ .., ~ ~; o U «~ ~ ~' ' " , ,, C3 ~ ~ ~ ~ ~ 1 ~ f`i ~ O ~}''~ M^ ~ 4W WVW~// M Vd L~ ~ ~ M' A l~'' nlf 1~+ ~.r~ !~ o b w ~ • ~ ~ ~ ~~ ~ ~ ~; ~ ~ . ~ ~ ~' ~ r ~ 'w 0 . ~"' J ~ ~ ~ a w ~.~ v N a ~; ~ o ~ ~; a ~ ~ ,. N ~ ~ .~ N N ~ ~ ~ ~0 ~~ M ~ tr'~ .~, G ,D ~ ~ ~ ~ ~ 'r' o y N ~; c*'~ ~ N ~ t+"~ ~ ~ ~° ~ N a .~ ~~ ~ ~ ~ ~ M N ,~ ~ ~ M, ~ ~r tw'~ ~ q ~~ ~ o ~ o 0~ ,~ a~~f i~ ~ °~ ~ ~ ~ " S -+ } U ~~ 0 ~ ~ 0 U Q ~ "Q .~ ~. ~ ~~ -- I ~ ~~ ~ ~, o ~ ~ o U A ~ ~ U ~U ~+ '~ C Z ~ ~ ~ ; ~ ~ c~ ~ W P U n I V ,/ W .y w~ ~ ~ ~ ~ r. ~ ~ ~ L~ Chapter Five: How Does Dublin Promote Additional Commercial Business Activity? 5.1 Introduction Dublin faces a number of fundamental choices about what type of city it wants to e -- choices re ardin its size, its physical and socioeconomic character, and the nature of the g g service relationshi between the City government and its residents. The analysis carried out P herein, which examines the links between development, land use, revenue, and City services, h 1 establish a frame of reference for makin these choices. And the Community Plan e ps g u ate will rovide a rocess for actually making them. Qnce these choices -- community Pd P P develo ment rinci les and goals -- are determined, the City can move forward with their P P P implementation. The romotion of commercial business activity is a critical aspect of the .community P ~t tannin process in two respects. First is the fiscal relationship -- because of the City s P g de ndence on the income tax, commercial business growth is necessary to fund the services Pe r wired b residential growth. Second is the relationship to community character -- because e9 Y . . commercial activity is an integral part of the City, attention must be paid to how that acttvity impacts, for good and for bad, the quality of life of the City's residents. ~ At the be inning of this report, several principles were outlined that framed the g anal sis: maintaining the current level of City and school district services; maximizing the y .. revenue enerated per acre of commercial property; and maintaining a high quality physical g environment. The consulting team suggested that the City's economic development efforts have two dimensions -- facilitating the development of commercial property, and attracting businesses to fill such property.. The last chapter focused on the land use aspects of commercial ro err develo ment rovidin a series of recommendations indicating how P P y P ~P g much land Dublin will need for commercial development, the mix of uses, the sites most a ro riate for which types of uses, and priorities among these. The aim of this chapter is PP P i Final Draft 5-1 Mt. Auburn Associates 1 1 LEI i~ 1 rovide olic and ro ram recommendations regarding steps the City can pursue to bring p P y p g about ro rt develo ment and business development in a manner that meets its fiscal needs P Pe Y p and community development goals. The recommended strategies far pursuing and achieving the City's economic develo ment oals can divided into three categories. The first concerns management of the p g develo rnent racess. ~t basically focuses on how the City should organize rtself to promote p P property and business development. Strategies include: ~ structurin the community planning process in a manner that results in a g clear set of goals, objectives, and principles far the future of the Cary in eneral and ar the promotion of commercial business activity in the City in g f particular; i siren thening the capacity of the City to promote economic development g thrau h increasin ublic and private resources devoted to this effort, and g gp or m strop links between the City and entities in the region with a stake fgg g in promoting development; and ~ streamlinin and rationalizing the City's development process in order to g more effectively attract development to the City. The second rou of strate ies concerns effective approaches to the promotion of g P g business development and expansion in the City. Strategies include: • a ressivel promoting the retention and expansion of Dublin's existing gg ~' business base; f a ressivel romoting Dublin as a place to locate new and relocate gg y p existin commercial activity, with a significant emphasis on of,~ce g operations; and ~ facilitating the start up of new businesses in Dublin. while the second rou of strategies focuses on means of direct business outreach, the g p third rou of strate ies em hasizes a more indirect approach -- the enhancement of Dublin's g p g p ss as a lace to do business. tt is that attractiveness -- measured in quality, attractzvene p ima a travel time and costs -- that ultimately will determine how well the other strategies g~ will work. Strategies include: Final Draft 5-2 Mt. Auburn Associates ~ aggressively addressing issues of traffic congestion; ~ promoting community amenities that enhance Dublin as a place to work and to live; and + maintaining Dublin's high quality standards for commercial and residential development. These strategies are discussed in detail below. 5.2 Management of the Development Process How the City of Dublin organizes itself to promote commercial property and business develo meet is a very critical determinant of its ability to achieve its revenue and service P delivery goals. There are three components to the management of the development process. The first concerns goat setting, through the Community Plan update. The second concerns develo in the internal capacity to carry out effective economic development. The third Pg concerns the management of the property development process in the City. 5.2.1 Use the Community Planning Process to Guide and Promote Economic Development The forthcomin community planning process is crucial to Dublin's future. It also is g crucial to Dublin's economic development effort. The process needs to identify the nature and size of the community that development can and should support, and identify the appropriate types of and sites for development. 1, Clearl identif the desired size. and character of Dublin and a timeframe for its future develo ment. As noted at the beginning of the document, Dubliners need tv make choices regarding their City, such as: f population size; • amount of incorporated land area; f type of housing and associated socioeconomic classes; 5-3 Final Draft Mt. Auburn Associates • level and o services to residents; tYPe .f r • sources of funding for services; ~ the physical character of the City; • acceptable rates of growth; and ~ e s atial distribution, and density of commercial, residential, and open ~p ~ p space land uses. It of these choices will be a vision of what Dublin's residents want the City to The resu ' ears and a timeframe for achieving that vision. This vision should be in the coming y , r vide s ecific direction and Dols for the City's economic development efforts. po p g 2. Provide clear criteria for choosin riorit sites for future develo ment. ni tannin rocess should come a more detailed identifica~on of but of the commu ty p g p which arcels of property are appropriate for which specific purposes. P ' he im ortance of economic develo ment to the future of the Ci . 3. Clean ~ndlcate t s ecific numerical uidelines to indicate the relationshi between generate commercial develo ment revenue eneration and Cit services. munit Plan u date should clearly indicate the City's commitment to The Com y p ' e economic develo ment to finance achieving many of the City's long-term proactively pursu p he economic develo ment effort to have clear targets, it is important that goals. In order fort p ' ' n rocess s ecificall identify the dollar amount per resident the City the community plann~ g p p Y ' e from Dublin-based businesses through the income tax. This dollar would like to general ' he desired size of the resident population, will provide the overall figure, matched with t hat the Ci needs to raise. As shown above, the target population figure amount of revenue t ty ' f the amount and t e of land available to support development. Thus, itself ~s a funct~an o Yp ' rocess the Cit should be able to come up with a population goal, a through an iterative p Y ' al an estimate of the amount of land needed to fund future growth, and revenue generation go , to meet riorities. There also should be a projected timetable. All these a set of land deve p p ' ' r oration of an economic development plan with clear and time-ordered are cnt~cal to the p ep fiscal targets. ~~ 5-4 Final Draft Mt. Auburn Associates 1 ~~ ~~ 4. Idenrif means for mana in ulation rowth. For the economic development process to achieve .its aims, the City must be able to manage population growth so that population is consistent with the ability of the tax base to enerate revenues. The Community Plan update process should identify such means of g growth management. For that process, the following are provided for cons~deraaon: ~ The City needs to monitor on a continual basis its current ability to provide services to its population, and its projected ability to provide such services, and adjust its residential development policies accordingly. ~In the next section, the creation of indicators to allow such monitoring is recommended.) In monitoring, the City should look primarily at trends over two to three years. As there is much volatility in both the residential and commercial development processes, acting on yearly trends may be misguided. ~ If there appears to be a gap between tax base and population growth, the City may need to consider a variety of actions, such as reducing the number of permitted units, shifting the housing mix to higher cost residential units, and developing an impact fee program wherein developers make a contribution to City for capital improvements to offset fiscal burden. + A moratorium on residential development is not likely to be a desirable or viable option. The consultants have often heard that City residents and government members have discussed the possibility of a moratorium on residential development. We believe our fiscal data show that such a step is not appropriate at present. However, even if population growth were to greatly outpace commercial development, we think that it is unrealistic to assume that Dublin would be in a position to impose a literal moratorium on residential growth. As we understand it, a moratorium requires clear demonstration of a fundamental threat to the City's welfare, which could be hard to demonstrate. ~ The City should give very careful consideration to its annexation policy. The anal sis indicates that the Cit currently has sufficient available land to Y Y support significant growth in population and commercial activity. Of the land available for annexation, almost all is appropriate for residential -- very lisle is attractive for commercial purposes, with the exception of land along 161133. It may be that, given the available pool of annexable land, the City may be better off pursuing growth within current boundaries for Final Draft 5-5 Mt. Auburn Associates C' n the foreseeable future. 5,2,2 Strengthen Capacity for Economic Development Planning and Implementation Facilitating the achievement of the City's vision through economic development r uires that the City build and maintain the internal capacity to monitor movement towards the City's goals, to prepare and implement strategies for achieving its goals, and to leverage existing resources outside City government. 1. Pre are a memorandum of a reement with the Dublin Chamber of Commerce that the Cit and the Chamber will activel coordinate and coo er to in the economic develo ment of Dublin. As art of that memorandum the Cit and the Chamb r should a ree to co-s onsor the Dublin Economic Dev to ment Partnershi which will serve as the rimar ublic forum for develo in uidin and im lementin the City's economic development strategies. Both the Cit and the Chamber have mutual interests in seeing that property and y business Bevel ment occur in the City. And, together, they have access t4 resources and ~ . siren the to see that such development occurs. City and Chamber staff, comnuttees, and g volunteers have and can find innovative and effective ways to work together to carry out a number of the efforts described below. Consequently, the consulting team strongly suggests that the Cit and the Chamber prepare and sign a memorandum of agreement that indicates y . the s ecific interests each has in economic development, states that working together ~s an P . effective means for achiev~n both mutual and individual interests, and outilnes the forms of g coo eration and the division of roles and responsibilities between the two entities. P The consultin team also strongly suggests that, as part of the memorandum, the City g and the Chamber agree to ca-sponsor and co-convene on a regular bans the Dublin Econonuc Devela ment Partnership. The Partnership was formed for the purposes of providing p . feedback to the consultants and the City on this document, and generally engaging the larger siness and overnment cammuni in Dublin's economic development effort. Currently, bu g tY re resentatives of over 20 organizations have attended meetings of the Partnership, including P Dublin Cit mono ement, City Council, Planning and Zoning Commission, Chamber of Y g Commerce, School District, Dublin Convention and Visitors Bureau, bend counsel, local utilities, realtors, re Tonal planning organizations, Dhiv Department of Development, Qhiv g State University, and local businesses. Throu h the memorandum, the City and the Chamber would agree to utilize the g . Partnershi on an ongoing basis in the general economic development effort. The functions p of the Partnership would be several. First, the Partnership would provide feedback to the Final Draft 5-b Mt. Auburn Associates 0 ~J i r-, ~J Cit and the Chamber with regard to current development needs and efforts as well as efforts y ro osed for the future. The Partnership would help the City and the Chamber iden~fy P P .. develo ment goals and means for achieving them consistent with the City s overall vision, as P developed in the Community Plan update, Second, through the workings of the Partnership, members -- such as utilities and re Tonal planning agencies -- would become integral parts of economic development g im lementation efforts. Third, the workings of the Partnership would allow key members to P become educated re arding the City's economic development needs and efforts, and to g communicate that knowledge to other members of the community. For instance, re resentatives of the School District would be in a position to apprise that organization's P . constituenc with re and to development efforts and their fiscal implications. Finally, y g throe h rovidin feedback and assistance in implementation, members of the Partnership gP g would feel some "ownership" of the overall development effort and provide further le itimac to such efforts in the eyes of the public. In light of these functions, the City and g Y .. the Chamber shauld review the current Partnership membership list, and make any additions they see necessary, 2. Provide ad uate staf f to undertake roactive economic develo inept. At a minimum, the City should hire one highly-skilled, full-time economic develo ment coordinator whose responsibilities are to oversee and coordinate all aspects of P ... . economic develo meat. He or she would have direct responsibility for overseeing the P . s ific efforts re arding attraction, retention and expansion, and startups. The coordinator P~ g would seek to levera a the efforts of the Chamber committees, City officials and agencies, g ., . re ionai a encies, and members of the Partnership for the purposes of Dubbin s economic g g develo ment. To ensure that their efforts are in line with the economic development P strate the coordinator would work with City departments involved with such functions as gy ~ .. develo meet re elation, community amenities, community planning, traffic, and P g communications, The coordinator would serve as primary staff to the Partnership. We su est that the coordinator be given one or two staff to assist in the performance of these gg various functions. 3. Pre are and annuall u date a Dublin economic develo ment lap that iden~fies commercial and business evelo ment tar ets and the means for achievin them. The economic development coordinator should coordinate the preparation and annual u date of a Cit economic development plan that identifies the commercial and business P y , develo meet targets needed to achieve the City's income tax and the School District s P roe tax oals, and the steps that the City, the Chamber, and members of the Partnership P P ~y g Final Draft 5-7 Mt. Auburn Associates r I ~ ' e tar ets. The Cit and the Chamber, with the advice of the will take to achieve thos g y ' e the develo meat and implementation of the plan. Given the Partnership, would overse p ' ~ it would be involved in setting commercial property tax goals. School District s interests, Elements of the plan would include: f five- ear income and commercial property tax revenue goals; Y - to ment tar ets to reach these goals, measured in terms of ~ five year deve p g base and commercial roperty tax base growth, job growth by overall wage P f industr and ro rt develapment in terms of type of land use; type v y, P Pe Y • identification of riority parcels of land for development, by use; P ' i n of the Cit 's five- ear capital improvement program that ~ incorporat o y Y it s endin on infrastructure will support reaching economic reflects how C y p g development targets; of Dublin's com etitive position with regard to issues such as ~ assessment P traffic, education, services, taxes, and housing; ' ification of the olio , rogram, and staff actions for reaching targets f ident P Y P and dealing with critical issues; and ' and res onsibilities for implementation of those actions. • assignment of roles p ' ilize and build on the consultant's document, which is a strategy This plan would ut , . ' lan as it comes out rior to the City's setting of its goals and priorities. piece -- it is not a p P . ' e a refinement and ex ansion of the strategy document, tied The first plan essentially would b P to s ific owls set through the Community Plan effort. P~ g ' eries of vital economic indicators for Dublin. With Cit 4. Create and monitor a s ' these indicators to i enti s ecific income and commercial ro er tax officials use revenue oafs for the comin ears. link between economic development and the fiscal health of the Because of the close ' coordinator should oversee the creation of a series of vital City, the economic development ' t would shave trends in income and property tax revenues on the one economic indicators tha rid for Cit services on the other, Of course, both trends, but hand, and expected dema y ' sha b the community planning process that is about to take particularly the latter, will be ped y ' h these trends are in or out of synchronization would define the place. The extent to whit 5-8 Final Draft Mt. Auburn Associates economic develo ment agenda. The indicators and achievement of the targets should be P monitored on a monthly basis. The appropriateness of the targets should be checked uarterl and the tar ets should be reset annually. City Leadership would be involved in the q y~ g settin of fiscal tar ets. These economic indicators also would be used to adjust City goals g g and policies with regard to the pace and type of residential development. 5, work closel with re Tonal develo ment a encies and nei hborin communities, There are a number of regional organizations with a mission to promote, in one way or another, the development of the Columbus MSA. These organizations include: ~ The Columbus Area Chamber of Commerce. This Chamber recently commissioned a strategic development plan for the metro area, and will be in the process of organizing regional business and community leaders to im lement the lan, which focuses primarily on business attraction. one of p p the re ort's key recommendations is that the Chamber's Economic P Development Committee and staff should open d~scuss~ons with econonuc develo ment staff throughout the Columbus MSA with the objective of p creatin a regional consortium of economic development organLZat~ons that g . will 'ointl market the region and share information on prospects. Dublin J Y should be a art of such conversations and efforts. Generally, regional p attraction efforts are far more effective, both in terms of results and cost, than are local efforts. h Columbus Chamber is carr in out an aggressive retention and Te y g ex ansivn effort, again of which Dublin can take advantage. The Chamber p also o erases the regional Small Business Development Center network, and p has a number of other business development initiatives with which the new Dublin economic development staff should be actively involved. • The Mid Dhia Regional Punning Commission. MORPC is an association of local overnments with a mission to carry out regional planning, with a g .. focus on substantive areas such as transportation, utilities, and infrastructure. MGRPC recently completed along-range mass transit plan for the region. Clearly, numerous economic development issues are significantly affected by the actions of this commission. ~ The Devero~ment Cammi~tee for Central Uhia. The Development Committee is an organization of business members with an aim of romoting the development of Central Ghio's infrastructure and facilitating P economic development. 5-9 Final Draft Mt. Auburn Associates At present, observers say Dublin is not maximizing its participation with these or anizations. It is in Dublin's interest to be an active player -- to help shape the regional g . a ends, partake in the benefits of the implementation of that agenda, and establish better g working relationships with other communities. A common perception is that Dublin is isolated from other communities and projects an image of arrogance. It is important to overcome this isolation and the negative feelings. Greater trust with other communities can sure) benefit the other communities as well as Dublin, and provide more cohesive efforts to y promote the Central Ohio region. Dublin should ut particular effort to maintaining and enhancing a good relationship p ., .., with the Cit of Columbus. As the largest political subdivision in the region, Columbus y .. develo ment efforts can have a major positive impact on surrounding communities. For P . instance, that city's mayor has sponsored the Greater Columbus Inland Port Commission, a rou stud in the means for enhancing greater Columbus' competitive position for the g P y g trans nation of oods. Dublin's support of such efforts can rebound to its benefit in terms Po g of increased business activity. It is natural that Dublin will have, at a minimum, a friendly rivalry with neighboring cities articular) communities like Hilliard and Columbus. The Chamber-commissioned ~P Y strate is re ort notes that "some of the tension between Columbus and neighboring g p communities has been fostered by along-standing Columbus policy of using Its water and sewer s stems ca aci as a carrot and stick in pursuing an annexation and growth corridors y P tY rotection strate that enabled it tv maintain a sound tax base. "~ However, to the extent p gy .. ossible, it is su Bested that Dublin attempt to minimize competition and maximize P g , coo eration. The Columbus Chamber, other regional organizations, and the Chamber s p . ro osed regional economic development consortium are all vehicles for such cooperation. PP 5.Z,3 Simplify, Rationalize, and Personalize the Commercial Development Process To romote additional business activity in the City, it is imperative that the City p establish a commercial development process that, on the one hand, does not discourage develo ers from approaching the City and, on the other, maintains high development P standards. Efforts recently undertaken by the Land Use Committee of the Dublin City Council should continue to be actively pursued, and the recommendations of this group should be im lemented as uickl as ssible. As suggested by the Land Use Committee, p Q y ~ the develo ment rocess should be simplified, rationalized, and personalized. Below, several p p su estions are offered to achieve such a commercial development process. The consulting gg team was not char ed with examining the residential development process; the team would g su Best that such an examination be part of the Community Plan update effort. g Final Draft 5 -1~ Mt. Auburn Associates r ~~. 1. Publish and adhere to clear commercial develo ment uidelines. The City should prepare clear commercial development guidelines that announce ahead what the Cit expects from developers. These would include design guidelines that y focus on issues such as height, visibility, landscaping, and location of parking. Traffic uidelines would include acceptable traffic levels, means for accommodating traffic, and g acre table methodolo ies for projecting traffic impacts. The development guidelines should P g be referenced in zoning regulations. The City should consistently adhere to its own uidelines. Failure to do so will recreate the uncertainty and unpredictability of the system at g its worst. The Cit should use the guidelines as an educational tool for community and y tential developers, so all have a common expectations on development issues.. Po The uidelines should maintain Dublin's high quality standards. The purpose of g ad'ustin the review process is to increase predictability, save time, and lower costs, not J g decrease ualit . As was noted, high quality is an important element in the value added q y that allows buildin ownersldevelopers to charge higher rents and the City to collect taxes g . from hi hl - id professionals. High quality protects developers as well as the C1ty. g y Pa 2. Create aone-stop center for development. Commercial ro rt developers have complained about having to deal with multiple P Pe Y offices and multi le ersonnel when going through the development process. The City P P should create aone-sto center in which all development matters can be handled. Further, P far hi h impact projects, the City should assign each potential development project to one g "case officer "whose res onsibility would be to coordinate aspects of the process for that P ro'ect and be the rimary person with whom the developer deals. Essentially, the case PJ P officer would assist the developer in "walking through the red tape." Having a case officer will streamline the development process. The Cit should rovide a definition of high impact projects. For example, high Y P . im act ro'ects mi ht include any commercial project over 50,OOO square feet, or any other P P J g project that Dublin deems of high impact due to special circumstances. 3. Establish a desi n review as an inte ral art of the rocess to ensure that uali is maintained. Provide a sin le clear-cut forum for resolvin desi n differences. For hi h im act development projects, the City should convene a design review panel g P to assess the relationshi between the proposed project and the design guidelines. The panel P would also rovide a forum to resolve design differences. Such design panels would have P volunteer members who are prominent designers in the region. Many cities have such panels -- members typically consider appointment an honor and a community service. 5-11 Final Draft Mt. Auburn Associates 4. Issue a review rotocol that clearl .sets out a fixed number of reviews and time eriods for review. To increase the predictability of the review process for developers of high impact projects, the City should prepare a clear description of the development review process. The rocess should outline each step clearly and identify the number of times for review, the p urpose of each review, and the amount of time allotted for each review. Again, the Clty p must adhere to its own guidelines. 5. Pre area tannin document that identifies riorit sites for various t es of commercial business uses and also outlines alternative uses for various sites in uni ue circumstances. Havin a set of maps that identifies priority sites will be an important help in guiding g develo ers, the development process, and the annual economic development plan, The P ma s rovided in Chapter Four are intended to be used as a startrng point. } Cntena for p p .. . choosin sites should be clear. Examples of criteria on which to prioritize sites for different g uses are included in the prior chapter. Developing criteria for prioritization should be an integral part of the community planning process. 5.3 Promotion of Business Development and Expansion The Cit should take athree-pronged approach in its business development efforts -- y ex~nsion and retention of existing Dublin businesses, attraction of new business operations to Dublin, and promotion of business startups in the City. A theme throughout this section is the creation of a sense of teamwork between the Cit and the Chamber, and between the public and private sectors in general. James Y .. Atkinson of the Governor's Economic Development Outreach Office observes that in cities with a city manager form of government, businesses often do not see city government as a source of assistance. In comparison, in cities with mayors, both prospective and existing businesses seem more apt to call on the mayor. He notes that in manager-run cities, it is critical that the public and private sectors work together to provide known and accessible points of personal contact for both prospective and existing businesses. Final Draft 5-12 Mt. Auburn Associates J 1 __.__~ ~, 0 C L 5,3.1 Aggressively Seek the Retention and Expansion of Existing Employers In terms of ob development, Dublin should place highest priority on the reten~on and i n of existi em to ers. Dublin's most precious economic development resource is expans o g p y its existin em to ment base. It is far easier and more cost-effective to keep existing g P "customers" ha and to hel them grow, than it is to find new ones. Moreover, half of the PPy P businesses serve sa the expect to expand in Dublin, and it behooves the City and the Y y y Chamber to antici to and facilitate their expansion needs. In addition, a good retention and ex ansion ro ra is critical to a good attraction program, because happy "customers" are P Pg the best form of ad ertising Dublin to potential prospects. The Cit a d Chamber should jointly develop a Dublin retention and expansion y ro ram. Eleme is of such a program would include the actions discussed below. ~An P g excellent source f ideas for business retention and expansion ~s the National Council for rban Economic evelo ment, which recently held a conference on the topic. CUED has U P information packet available. 1. Reaularl s licit and res and to the needs and concerns of Dublin businesses. The Cit a the Chamber through its Retention and Expansion Committee} should: y • re are n inventory of all businesses in the City, including information by PP . rinci ,type of business, number of employees, products, and services; P P ~ annuall serve Dublin businesses, both to gather additional information for Y . the inv ntor such as work hours and traffic flows} and to identify Y percepti ns, concerns, and needs of businesses; ~ call on businesses that move to the City to ascertain and address their specific needs and concerns; • conduct focus roups with business operators to hear first-hand issues and g concerns; f re ularl call on all major employers and sample small employers to hear g Y needs and concerns; ~ link with the calling program being run by the Greater Columbus Chamber; and Final Draft 5-13 Mt. Auburn Associates n f utilize the expertise of Ghio State University's Ghio Business Retention and Expansion Program on business visitations. The importance of listening and responding to Dublin's businesses can not be overem hasized. Exhibit 5-1 lists a sample of comments from the survey in response to the P question: What can Dublin do to improve conditions for local employers? 2. Create a database of buildin s for rent and sale available to ex andin businesses. while some businesses can add more jobs in existing space, many can not. Those that need more s ace have the option of moving outside of Dublin, so it is in Dublin's P interest to facilitate a move to new space within the City. One critical component of this rocess is to have accurate and up-to-date information regarding available office space. The p economic development coordinator should work with local realty firms and property owners to create and maintain such a database. The database would best be linked to the City's Geo ra hic Information System ~GIS}. In this way, building-specific information would be gp available in map form. Such information also will be quite useful in efforts to attract businesses seeking existing space. 3. Establish an information and assistance service for Dublin businesses. The economic development coordinator's office should provide an information service to assist Dublin businesses on a variety of issues. Such information could include: t A list of local resources that can assist businesses in ,finding training ro rams for new employees, accessing financing, developing business and Pg marketing plans, creating commuting pragrams, locating business services, etc. This list could include contractors, architects, lawyers, state programs, bankers, accountants, and marketing firms, The Chamber would play a major role in preparing and updating the list. f Information on key City departments. The coordinator's office could rovide information and assistance to individual Dublin businesses that need p to gain access to City services or to address a particular problem with the City. f Ombudsman. The coordinator also would be the Local business ombudsman -- an advocate for efficient and effective response by City agencies to particular issues. 5-14 Final Draft Mt. Auburn Associates The Cit and Chamber should widely advertise the availability of this "point of y ., service" to existin Dublin businesses. After providing service, the coordinator should ~nv~te g feedback so service may be improved. 4. Visit com anies contem latin ex andin elsewhere and seek to address their needs and concerns. In the surve ,some businesses were contemplating relocating to other ciries. If it y a ors that a articular com any is contemplating a move, the coordinator works with the PPe P P Dublin Chamber's Retention and Expansion Committee to assess the issues or difficulties the com any has in Dublin and attempts to find the means to address them. P 5.3.2 Promote the Attraction of New Business Operations to Dublin While retention and ex ansion deserve primary attention, significant effort should be P made to attract new businesses to Dublin as well. Recommendations include: re ularl u date a database of develo able sites in Dublin. 1. Pre are and An im ortant tool for encouraging interest in development in Dublin would be an up- P . to-date inventor of develo ble sites in the City, containing pertinent ~nfarmation such as y Pa zonin unlit access, an easements, ownership, and so forth. The economic development g~ y y coordinator should oversee the development and management of such a database. The database would best be linked to the City's Geographic Information System ~GIS}. In this wa arcel-s ecific information would be available in map form, Such a database would Y~ P P complement the building database discussed earlier. 2. Take an active role in the Greater Columbus Chamber's attraction efforts. Create a ~hostin "committee to work with develo ers and com anies that want to locate a business in the Cit .Pre are Dublin-s ecific marketin materials as well. The Greater Columbus Chamber of Commerce is planning to carry out a major effort to attract knowled a-based businesses to the Columbus area. As one of the premier sites far g such businesses Dublin should be involved in the planning and Implementation of this activit . The Chamber's effort is very timely, and Dublin can greatly benefit by Y rtici atin in this effort. The costs would be lower and the impact higher than ~f Dub11n Pa P g acted on its own. At the same time Dublin should have its attraction mechanisms in readiness for ros cts develo ed throu h the regional effort, The two key mechanisms are people and P Pe P g information. With re and to eople, the economic coordinator should work with the g P 5-15 Final Draft Mt. Auburn Associates 1 r Chamber the Cit and the Partnership to create a "hosting committee" with a mission of Y~ workin with develo rs and companies contemplating locating in Dublin, The committee g ~ would have re resentation from the Chamber, the City, commercial and residential realtors, P attorne s, bankers, and utilities. Each of the committee members would bang expertise or Y resources to make it eas for a new company or developer to get information quickly and y accurately. With re and to information and marketing materials, the consulting team .has several g ideas. The Cit should repare a fact book that provides a clear picture of Dublin economic Y P and residential life. And it should prepare a glossy brochure aimed at officelR&D operations extollin the virtues of commercial life in Dublin. Such a brochure would have descriptions g . of various advanta eons characteristics of a Dublin location, characteristics related to quality, g image, and access as described in detail in Chapter Three. Then the Cit also should build the capacity to "custom publish" marketing booklets y for ros ective businesses. Based on its assessment of the needs of a particular prospect, it p p . ould ut to ether an attractive re rt that combines GIS site maps and site photographs with c p g p° .. . information articularl ertinent to the prospect, such as availability of a certain type of P Yp labor housin for executives, availability of particular types of services desired by the g business hi hwa access information specific to prospective sites, and so faith. The g Y economic develo ment coordinator would oversee the preparation of a database and short p . writeu s on various characteristics of the City and its districts, and have these available on P computer. The custom publishing effort would draw on these in-computer resources. Part of the Cit 's marketin campaign should promote Dublin as a place to both live Y g and work. The fact is that Dublin is somewhat less attractive to those who must commute i nificant distances than it is to those who live and work in the City. Through the marketing sg .. terial and the hasten committee, the City should seek to create a positive image of Dublin ma g as a lace to live and work. The hosting committee effort should include realtors who can P . show the Dublin residential areas to their best advantage to businesses contemplating a move to Dublin. 3. Use financial incentives rudentl and in a clear consistent and tar eted fashion. Primaril rel on tax increment financin s IFs . Use ro tax abatements if the s to continues to allow them to be av 'fable onl as a last resort. Most communities use incentives of one form or another to encourage developers and businesses. These incentives may involve direct financial incentives, but they also may include nonfinancial incentives such as expediting permit review, zoning changes, and other benefits of a re Mato nature. In this section, the use of financial incentives by Dublin is g rY examen . Final Draft 5-16 Mt. Auburn Associates CJ f Currentl ,under state law, Dublin has at its disposal four types of tax-related Y . financial incentives that it may use to attract businesses. These are: enterprise zones, communit reinvestment areas ~CRAs}, tax increment financing ~TIFs}, and industrial Y develo merit bonds ~IDBs}. State law enables localities to use the first three. IDBs are p . allowed under federal law. The City also can provide a financial incentive unrelated tv tax law -- offerin to a for certain infrastructure improvements that ordinarily are the g pY res ansibilit of the develo er. Each of these tools is described in order and then Dublin's P Y p approach to financial incentives is suggested. Ente rise zone le islation was first passed in the state in 1952. Legislation in 1988 ~ g allowed the creation of a zone in almost any circumstance by a city, township, or county. In an enter rise zone into orated areas are allowed to abate up to 100 percent of real and p ~ rP rsonal ro ert tax for u to ten years. There currently are 246 enterprise zones in the pe p P Y p state. However le islation amending the law is being considered by the state legislature. g Observers sir est that local overnments' ability to abate taxes under the law will be gg g restricted. Dne much discussed otential restriction is that abatements would only be allowed p to be iven to tom anies choosin between an Ohio site and a site in another state, the goal g p g bein to eliminate intro-flhio tax abatement competition. ~Dhio is at somewhat of a g . disadvanta a with other states because its governments tax tangible property. ) g ahio communities also are allowed to abate property taxes through creating mmunit reinvestment areas ~CRAs}. The CRA program was primarily intended to co y address housin needs, but has a tax abatement component. A CRA must have a g .. . r onderance of low- and moderate-income housing and is eligible for various forms of pep 100 housin ro ram assistance. Communities also are allowed to abate real property taxes gP g rcent for 10 to 15 ears. This rogram has had the unintended effect of encouraging pe Y p communities to "err mand" slow-income housing area to set up a tax abatement district. g Y . For instance we are told, Hilliard has structured a CRA around one low-income house to wit to abate taxes for businesses in the vicinity. Dublin has two CRAs -- a ten-year 100 allo ercent abatement CRA for the northeast quadrant of Tuttle Crossing essentially, a p ' h has inducement to be annexed by Dublin} and athree-year CRA far Westinghouse ~whic ex fired . Amendments to the CRA program will be considered by the legislature in the near p } future. Tax increment financing is a tool by which a developer' s infrastructure costs for and utilities are si nificantl reduced. Needed infrastructure is initially funded, in roadways } g Y full or in part, by local government, rather than by the developer. The property owner pays the unabated ro erty tax, but the government is permitted to collect the increase in taxes on Pp the im roved site to reimburse itself for paying for the infrastructure costs. Typically, the ~. P 5-17 Final Draft Mt. Auburn Associates vernment is aid off in less than five ears. Because infrastructure costs are paid out of go P y the ro er taxes, school districts forgo a portion of the real property tax during the payback PptY eriod. However, they continue tv receive tangible property tax revenues, which can be p ._ . substantial. And after the locality is paid back for infrastructure costs, the school district will receive the full increase in real property taxes. industrial develo merit bonds IDBs} are issued by or on behalf of the state or local P overnments to rovide money for capital faciliries to be used by a private business. IDBs g p are revenue bonds, payable solely from the government's receipts from the business. Interest on IDBs are normall exempt of federal taxes. Tax-exempt IDBs bear a rate of interest one- Y . third below the taxable rate, as the lender does not have to pay taxes on the interest. In Ohio communities a rove IDBs through community improvement corporations. Typically, pp IDBs do not cost local overnments tax funds. Hawever, while once popular, IDBs are little g used toda as lower rates of financing are available from other sources, such as the state Y~ government. L e t Currentl a number of communities competing with Dublin for commercial y~ develo merit are usin some form of property tax abatement through creation of an enterprise p g zone or CRA. However for several reasons, Dublin should not rely on such tools. First of all as noted in a matter of weeks the legislature may significantly restrict the use of ente rise zones as a tool for intercity competition within Ohio. Restrictions on the use of ~ .. CRA iven how uses of the law have not matched its original purpose, will very likely ~g follow. Second Dublin does not seem to be an appropriate site for the creation of a CRA. it could choose to be as crafty as Hilliard in creating a CRA, but such an approach subverts the urpose of the law and so may be restricted by the state in the future. p Third and most im ortantly, evidence from state officials suggests that office and p R&D facilities of the t e Dublin will pursue do not find property tax abatements the yp decidin factor in site location. Last year, according to the Ohio Department of g Develo merit over 604 businesses decided to move large scale operations to Ohio or p si nificantl ex and o erations in the state. Less than a third of these companies received g Y P p an form of tax incentive. The evidence suggests that tax incentives are sought primarily by y heav manufacturing industries, which are particularly subject to the tangible property tax. y For other industries articularly office and R~iD, deciding factors are quality of life and ~p roximity to a qualified workforce. Tax incentives rank low as a factor. p A review of the literature supports this conclusion. Decades of surveys and interviews on the role of ro rty tax abatements on locational decisions indicate that such p pe incentives are not the critical factor in locational decisions. They come into play only when Final Draft 5-18 Mt. Auburn Associates more im ortant factors are equally present in two or more competitive sites. See The Role P of Taxation in State Business Climate, prepared by Mt. Auburn for the Corporation for Enterprise Development. } Fourth, with regard to developers of rental office space, the rent premiums they can command in Dublin compared to the communities aggressively using tax incentives well outwei h an fiscal benefits they could accrue from getting a tax abatement in Dublin. The g y . Cit does not need to use abatements to be competitive in most cases. It does need to sustain Y . its characteristics of quality, image, and access to maintain its rent advantage. Finally, use of tax abatements has the ability tv generate resentment on the part of the large majority of businesses that pay their full share of property taxes. The Cit 's primary tax incentive tool should be TIFs, one that it has been recently y .. usin with some success. TIFs should not be used for competing with commun~tles in which g . the develo er could not achieve nearly the same rent levels that could be achieved ~n Dubhn. P In such cases, TIFs are unnecessary, as the developer could easily see that the loss of ' ' mium would be far reater than a writedown in development costs. TIFs Dubhn s rent pre g should be used onl in cases involving high payoff projects choosing between Dublin and Y another first tier commercial location. The Cit also can choose to contribute infrastructure to a proposed project, that is not y ask for aback through property taxes. There is no cost difference to the developer between Py a TIF and direct Cit financin of infrastructure -- property taxes are the same in both cases. y g The difference concerns which governmental organization bears the cost, the School District or the City. For reasons stated earlier, IDBs do not appear to be a primary tool for development an mare. Other low interest loans are available at the state level. Still, Dublin should be Y repared to offer IDBs if need be. Again, the cost is borne by the federal government. P In conclusion, in light of the City's competitive advantages, the consulting team rml believes that the Cit should s arin 1 use financial incentives and do so in a clear, fi y y P gy consistent and tar eted fashion. The City should prepare an internal document that sets forth g the rinci les for using financial incentives and the situations in which such incentives should P P . be used. The primary financial ~ncent~ve should be public financing of infrastructure, throw h TIFs or direct contribution by the City. The City should communicate to developers g . that the Cit can not be pressured into using Incentives that are not ~n the best interest of the y ., Cit ,and that tradxt~onal tax abatements w111 be an unusual exception. The. key pr~nc~ple is y .. that Dublin should use financial ~ncent~ves only when competlt~on demands it. In other wards, there should be a clear return on investment to the City. The City should confinue to closel monitor changes in state law and adjust its approach accordingly. y 5-19 Final Draft Mt. Auburn Associates I~ The economic development coordinator should frequently monitor the type and level of financial incentives offered by competing communities, assess Dublin's ability to be tom etitive for the types of development it wants, and adjust the City's use of incentives P accordingly. The City's bond counsel keeps it apprised of changes in state law and their implications. 4. Im rove accessibili to rime develo ment ,sites articularl ones alon I-270. As a rind le s end infrastructure dollars on enhancin and ex ndin areas of current commercial activit rather than on o enin u whole new areas for commercial develo meat. Im roved accessibility will improve marketability. The Coffman Road extension will P markedl increase the potential of many sites for commercial development. Financing Y mechanisms for im rovements should be investigated and, if financing is feasible, public P su rt for such improvements should be actively sought. Desired capital improvements to PPo en u and enhance prime commercial land should be incorporated into the City's five-year oP P ca ital im rovements rogram and, by extension, its economic development plan. In other P P P words, fanned capital improvements should be consistent with the City s economic P development goals. It is critical to avoid the cycles of overbuilding that can result in sharply depressed real estate rites and foreclosures on buildings. To avoid these problems and to maintain the P Cit 's ro rt tax revenues, Dublin must maintain the current value of its commercial land Y P Pe Y and buildin s. Dublin should focus infrastructure and other public investment to support and ex nd existin areas of commercial development. This will discourage overbuilding and Pa g . take maximum advantage of public and private infrastructure investments already in place. 5. Use incentives to encoura a hi her densit commercial develo meet in areas where there is a concentration of hi h and moderate riorit sites. As land rites increase, there will also be a tendency for commercial square footage P r acre and employees per square foot to rise. The City can take a number of steps to Pe .. facilitate this rocess and to ensure that higher commercial densities occur in the desired P . areas and in the most successful manner. First, the City should clearly promote a policy stressin the desirability of higher commercial densities. It should use new site planning and g Iandsca in standards that encourage shared parking lots, thereby reducing the number of Pg total spaces required, and encourage shared open spaces that could be developed as semi- ublic arks. Second, specific areas that are intended for higher densities should be P P identified and standards applied in these areas. Fostering Infrastructure improvements in i J Final Draft 5-20 Mt. Auburn Associates 1 r~ I ,_..J these areas, which increase development capacity, will facilitate more intensive development. or exam le, improving traffic capacity and flow in the Central Planning Area will increase ~ P land values and allow additional traffic and, therefore, densities to be accommodated. } The Cit should also take ste s to foster the character of a mature business center. As discussed Y P .. . , in recommendation 7, steps taken to attract additional services to Dublin s commercial areas will facilitate such development. ~; Make s ecific efforts to attract firms that can rovide services to other Dublin businesses. Earlier it was recommended that Dublin identify the types of services that are needed b Dublin businesses but not currently or sufficiently available in the City: for example, Y ~ . co in and rint sho s. The survey also indicated a desire for more restaurants. The PY g P P economic develo meet coordinator should incorporate this "service gap ~ in hislher attraction P strategy. 7 Examine the feasibili of creatin a telecommutin center in Dublin. Throe hoot the country, telecommuting centers are being established as a means to g . create local jobs and provide cost savings for private businesses. Telecommuting centers are office buildin s e ui ed with the latest in computer and telecommunications equipment. g q PP The are intended to allow co orate employees who normally would be face-to-face with Y ~ ... their collea ues to avoid the time and dollar costs of commuting by utilizing the ever- g increasing developments of modern telecommunications. The economic develo ment coordinator should assess the interest that major P Columbus area em Io ers outside of Dublin would have in placing their Northwest-based P Y . em Io ees in a telecommuting center. The coordinator also could identify the interest in a PY telecommutin center b an small offices in the Columbus area that have need ,for g Y Y telecommunicatin on a re ular basis with home offices yr customers beyond the MSA. g g These small offices which could be branch sales offices or consulting firms, may find the costs of urchasin their own state-of theWart telecommunications equipment daunting, but the P g sharin of this overhead with other small operations both reasonable and attractive. g LJ ' S-21 Final Draft Mk.:Auburn Associates ~~ ~~ 5.3.3 Promote the Creation of Startup Businesses in Dublin 1, Take ste s to romote and facilitate local entre reneurshi -- new business startu s in Dublin. 'chile retention, expansion, and attraction deserve the most attention, the City should not overlook the job development possibilities of startup firms. The following steps are recommended: ~ riodically obtaining a list of new incorporations within Dublin from the state, and contacting the entrepreneurs to inquire about their needs; ~ linking would-be entrepreneurs with the Greater Columbus Chamber's Small Business ~evelapment Centers to assist them with market research and business planning; • becoming familiar with state and private ,financial resources for new and small businesses; and f encouraging the develapment of mutual support networks for new startups -- an incubator without walls as it were. ~~ 5.4 Enhancement of Dublin's Attractiveness as a Place to do Business Dublin's ke competitive advantage is the widely-held perception of the high quality Y . of the community as a place to work and live. Metaphorically, these perceptions are ' "ewels "the resource from which all else derives. Care and keeping of Dublin s crown ~ , these crown 'ewels re wire managing both the perception and the reality of community J q unlit of life and work. The consulting team suggests three strategies -- addressing traffic q y .. con estion romotin Dublin's attractiveness as a place to do business, and ma~nta~ning the g ~P g City's high quality standards for both commercial and residential development. 5.4.1 Address Issues of Traffic Congestion As noted earlier, traffic congestion is a fundamental drawback to many businesses in Dublin articularl those that need quick access to the airport. Journey-to-work patterns, ~p Y with rima reliance on solo commuting by car, exacerbate the problem. Moreover, a bad p rY rvblem could even get worse, as the Mid-Chin Regional Planning Council projects that the p number of erson trips in the Northwest Corridor will increase 21 percent between 198b and P 201D. Consequently, addressing the traffic issue is fundamental. Final Draft 5 - 22 Mt. Auburn Associates 1 1. A int one staff rson to have overall res onsibilit for addressee issues of traffic con estion. The issue of traffic congestion is critical enough that the City should appoint one staff erson to have rimary responsibility on issues of traffic management. Essentially, this P p rson would have the role of advocate -- through program development, through seeing that ~ .. . issues of traffic are ode uately addressed in the planning of specific projects, through q workin with individual employers, and through working with other City staff whose work g ... im acts on traffic control. This staff person would have responslb1l~ty for ~mplement~ng or p coordinating the recommendations below. 2. Work with develo ers to minimize traffic im acts. The Cit should work with developers to ensure that they adequately plan for and Y contribute to road improvements related to their projects. 3. Seek needed im rovements in ma'or re Tonal arterial hi hwa s. The Cit should work closely and aggressively with state and regional transportation Y lannin a envies to communicate its needs regarding improvements ~n mayor arterial p gg highways. 4. V~ork with the North Duterbelt Trans ortation Mana ement As ociation and Dublin em to ers to reduce traffic con estion. The North Duterbelt Transportation Management Association NDTMA} is a key or anization with which Dublin can work on issues of traffic congestion and management. g . NDTMA is a rivate nonprofit organization founded by local businesses to address p trans nation issues in Dublin, Worthington, and V~esterville through nde sharing, staggered Po hours and other voluntar transportation control measures. The nonprofit has a board. Y com riled of rivate businesses and is awaiting seed money from the federal government so p p it can hire an executive director. NDTMA will work closely with MDRPC. In articular, NDTMA will be working closely with MDRPC to implement a ride p sharin ro ram. Currently, MDRPC promotes this program ~n downtown Columbus, and ~s gP g awairin the activation of NDTMA to proceed north of Columbus. Elements of MDRPC s g ro ram include assistance in matching commuters with others, van leasing, and a form of p g .. commuter insurance that allows 1nd~viduals ~nvvlved ~n the van-pooling or ride sharing program a guaranteed ride home in the case of emergency. Final Draft 5 - 23 Mt. Auburn Associates 5. Promote mass transit impr,~ ovements. The City should take an active part in the ongoing planning and promotion of mass transit im rovements in greater Columbus -- both to see that Dublin is better and more p fr uentl served by bus and also to see that the region's mass transit system, including the ~...y ss~b~l~ty of light rail, is substantially improved. The latter is as important, ~f not more ~ . im orta,nt, than the former in that the fewer cars on the highways throughout the region, the p less con ested will be the major highways that connect to Dublin. Recently, the Mid-~h~o g . Re Tonal Plannin Commission prepared along-range system plan for the Central ~h1v g g Transit Authori ,and soon the voters will have the choice of approving a small increase in the local sales tax to fund these improvements. 5.4.2 Promote Dublin's Attractiveness to Business For the Cit 's economic development efforts to be effective, existing and prospective y businesses need to see the City as an attractive place to work. This means addressing issues of concern and maintaining the City's attractive characteristics. It also means promoting these characteristics to the business community, and the City's population. Elements of the retention and expansion efforts discussed above are clearly quite important. 1. Fr uentl monitor Dublin businesses re ardin the communi amenities the v ue and identi the means for securin those amenities. The Cit and the Chamber should seek to understand those amenities that Dublin Y . businesses value through the surveys, focus groups, and calling program discussed earlier. From our surve , it is clear that businesses desire a wide range of community amenities, y .. from ima e, to o en s ace, to more restaurants and business services. See Exhibit 5-2.} g p P 0n the basis of such an ongoing monitoring effort, the economic development coordinator should identify priority amenities for business and the means for achieving and sustainin them, For some amenities, such as grass cutting, the City has direct control. For g others such as the character of the downtown, the City has some control, but needs to work a with the Chamber and other groups. And for others, such as the availability of business services the Cit 's control is much less direct. For these amenities, the City and the y Chamber can at best be facilitators. ~~ The ver act of City and Chamber outreach to business to gather information and y . address concerns should not be underestimated as a tool for promoting a sense that Dublin cares about business. Consequently, such outreach needs to be carried out with enthusiasm, thoughtfulness, and tact. Final Draft 5-24 Mt. Auburn Associates i 2, Develo a communications theme aimed at business and roduce communications in the context of that theme. Dublin needs to create and communicate a theme, with a tag line, that positively resonates with businesses currently in the City and those thinking of coming, and brings to mind Dublin's ositive characteristics. An example of a thematic tag line would be "Dublin p is Home to Business. " The City and Chamber should work with the City s public relations consultant to develo such a theme and a means for incorporating it into business-directed p publications. 3. Pre are a bimonthl newsletter to be rovided to existin businesses in Dublin.. A riodic newsletter mailed free of charge to Dublin businesses can be an excellent 1~ . . means of rovidin news and information that business will appreciate receiving, and p g simultaneous) communicating by the very fact of the newsletter that Dublin cares about y . business. Essential) , such a newsletter would be the sister organ to Inside Dublin, the Y , Cit 's uarterl newsletter to residents. A business newsletter could contain: Information on Y q y new r rt and infrastructure developments in the City, profiles of various businesses and P~ Y business ownerslmana ers, updates on changes in City policies and regulations pertinent to g business oints of contact within City government, and profiles of City, Chamber, state, and ~p universi resources available to businesses. The newsletter also could be used as the means to survey businesses about various issues. 5.4.3 Maintain Dublin's High Standards for Commercial and Residential Development As noted reviously, image and quality are two characteristics critical to Dublin's P attractiveness. Conse uentl ,the City should make every effort to continue to demand the q Y hi h standards for commercial and residential development that have been achieved to date. g . Recommendations have already been provided for a design review process for high impact commercial development. The following additional recommendations are offered: 1. Conscious) use zonin and land use olic to continue to foster an attractive communit . As has been noted, commercial land use policy has an enormous impact, for good or for bad on the attractiveness of the community. Further use of the PUD approach, which has been so successful to date, should be considered when areas are being considered for rezoning. 5-25 Final Draft Mt. Auburn Associates r~ i L.... 2. Foster further develo ment of hi h-end residential housin . There is a synergistic relationship between housing and commercial development in the City. An image of high quality in bath housing and commercial property becomes self reinforcing -- both housing and commercial developers who seek to market high-end properties want to come to Dublin. Moreover, well-paid executives who want to live i~n Dublin like the idea of working in the community as well. 5.5 Priorities and Implementation The preceding sections of this chapter have laid out an extensive and ambitious ' ro ram for the City's economic development. Clearly, some elements of the strategy need Pg . to be in place before others can be implemented. And some elements should receive more immediate attention than others. The aim of this section is to provide recommendations regarding priorities and a timetable for implementation. To successfully implement the full strategy, several key actions discussed under mans ement of the development process need to be in place. First, the City's capacity for g economic development needs to be put in place. As soon as possible, the City and the Chamber should develop a memorandum of understanding and formalize the Dublin Economic Development Partnership. In addition, the City needs to create and fill the sition of economic development coordinator, as well as one or two assistant positions. Po Second, a completed Community Plan update is needed to provide the overall goals and framework for the City's economic development efforts. The update process is moving forward, and a Request for Proposals from consultants will be released in several months. A finished plan is not expected until early 1995. while a completed plan is critical to structuring the direction and magnitude of develo ment efforts, by no means should the City and the Chamber wait until the plan is p ... com leted. To the contrary, there are a number of important act~v~t~es that should be carved P . out once the City-Chamber agreement and economic development staff are zn place. Specifically, the City and the Chamber should; f immediately begin to develop and implement the elements of the proposed retention and expansion program the recommendations in 5.3.1 and recommendation # 1 of 5.4.2} -- the program should be fully operational within a year; 5-26 Final Draft Mt. Auburn Associates ~ become more interactive with regional development organizations, and in articular seek to become an integral part of the Greater Columbus P Chamber's regional marketing effort; ~ create and activate the "hosting" committee for developer and business prospects; ~ in the next year, oversee the preparation of the various marketing and communications materials suggested -- including a fact book, standard marketing materials, the system to custom prepare marketing booklets for individual prospects, a newsletter for Dublin businesses, and an overall communications theme and tagline; and ~ as soon as N4TMA is organized, work with that organization on issues of traffic development and control. There are a number of recommendations for which the City has primary responsibility and that should be addressed in the year after the hiring of the economic development staff. Specifically, the City should: f initiate development of economic indicators section 5.2.2, recommendation #4}; f formalize the adoption of the City's approach to the use financial incentives; and f create the site and building databases recommended, with the assistance of relevant private sector actors section 5.3.1, recommendation #2 and section 5.3.2, recommendation # 1 }. Many recommendations deal with subjects that will be addressed in the Community Plan update. However, as the completion of that effort is about two years off, the City has a res nsibility to create interim policy, which will then be defined in the community planning process. Recommendations of this nature include: f emphasis on attraction of office and R&D operations; f identification of priority parcels for commercial development, by type; • revising the City's development process section 5.2.3}; 5-27 Final Draft Mt. Auburn Associates ~ the use of the capital improvements program to open up specific areas and to promote economic development; ~ the use of zoning and land use policy to fester an attractive community; and ~ promotion of high-end housing section 5.4.3, recommendation #2}. For these recommendations, while we say that the City has primary responsibility, the Chamber and the Partnership should be informed and provide feedback on the City's efforts. As noted, the Community Plan update will result in refining policy on the topics just named. Dnce the update is completed, the City should immediately pursue the preparation of the City's economic development plan, The purpose of this plan is to link the City's economic development strategies to specific goals and objectives concerning population size, service levels, sources of revenue, community character, and location of commercial activity. The plan will be a substantial refinement of existing strategies, reflecting specific principles and direction produced through the community planning process and indicating a level of effort consistent with the goals and objectives identified. Three recommendarions da not require immediate attention and can be addressed after the above efforts are firmly underway. This is not to say that these recommendations are not important, They include; ~ targeted attraction strategy aimed at firms providing business services to Dublin businesses; • implementation of efforts to assist business startups in Dublin; and ~ examination of feasibility of telecommuting center. The consultin team strop l su ests that, soon after the signing of a memo of g g Y gg agreement with the Chamber, the City and the Chamber prepare a work program that outlines the above steps in greater detail, with assignment of responsibilities. 5.6 Conclusion The consulting team began this report with the image of the crossroads, for indeed Dublin is faced with a variety of choices in regard to where it wants to go and how it wants to get there. Dublin is the beneficiary of an extraordinarily large exis~.ng commercial base 5-28 Final Draft Mt. Auburn Associates ~ 9 L~ 0 0 and of a fiscal system that allows it to tax nonresidents for a very large part of its revenues. The price of these benefits is that Dublin must continue to generate commercial development at a rate sufficient to support services to a continually expanding local population, or reduce services, or raise revenues in other ways. Dublin is in an enviable situation. It is a very competitive, first tier location far commercial operations, particularly research and development. While changes in the econom co orate culture, and the competitive position of other .communities make it Y~ rP unlikel that Dublin can revisit the heights of development activity seen in the 1980s, the y Cit is in excellent position to continue to grow its commercial base. Particularly heartening y is existing businesses' plans to expand in the near future. The consultin team has recommended an approach to realizing the potential for g further develo ment that is consistent with three principles: maintaining the current level of P . Cit and School District services; maximizing the revenue generated per acre of commercial y ro rt • and maintainin a high quality physical environment. The recommended approach p ~ Y~ g has three thrusts -- managing the community growth and development process, promoting the location and ex ansion of individual businesses in the City, and enhancing the City's p attractiveness to the business community. It is clear that the attractiveness of Dublin as a place to do business provides the City with the wherewithal to fund its dreams, The City's leadership has shown substantial initiarive in commissionin this re ort, well in advance of any economic distress or fiscal g p hardship. Leadership's next task is to take on the challenge of implementation, Final Draft 5-29 Mt. Auburn Associates C Exhibit 5-1 Survey of Dublin Companies, 1993 Ways to Make Dublin a More Attractive Place in Which to Locate or Expand % of Firms Suggesting the Following Types of Improvements Mare restaurants Retail stores Business services More hotels An enhanced "downtown" More protected open spaces Trans ortation Local roadway improvements Intersection improvements Public transit Government incentives 27.4% 20.0% 17.9% 9.5% 30.5% 20.0% 32.6% 27.4% 17.9% 10.5% Exhibit 5-2 Survey of Dublin Companies, 1993 What Can Dublin Do To Improve Conditions for Local Employers ^~ Complete your master plan and stick to it. •- Improve highway traffic at business hours; better traffic control; improve the flow of traffic. ~ A royal process for anything is too long and cumbersome. City bureaucrats not Pp responsive enough. Certain sign lunitations are silly. •~ Lighten up on sign ordinances. ^- Cut taxes. ~ Cut the red tape! •- Speed up zoning decisions. •- Slow development. Stop taxing us to death. ~ Allow more restaurants. •- Like Dublin the way it is. r •~ Give tax abatements for small businesses. •~ Take steps to embrace new small business owners. •~ , Give us decent signage rules. ~ Help the 41de Dublin area. •~ Be more reasonable with zoning. •~ Reduce the hassle in building department. ~ Encourage more communication between businesses. ~ The approval process drives us nuts. ~ Be more responsive to small businesses. ~ Kee historic and quaint aspects of the town. p