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2000 Upper Arlington Annual Report
The following links are pdf files from the original 2000 Annual Report:
City Manager Letter | City Council | Community Vision Partnership | Community Center Task Force | Department Updates
Letter From the City Manager
There’s a sense of anticipation in the air in Upper Arlington. I’ve been aware of it as a resident in recent months but now, as City Manager for this fine community, I have come to appreciate how widespread this sense is as the City prepares to change for the better in the coming decades.
The year 2000 represented the culmination of many months of hard work laying the foundation for our future. Thanks to the foresight and dedication of City Council, community leaders and many willing residents, Upper Arlington has developed a road map for success in the proposed new Master Plan. The document promises to preserve and enhance the residential nature of Upper Arlington, while encouraging the re-development of existing commercial areas as mixed-use centers. This vision for Upper Arlington meets the growing fiscal needs of the community, enhances the overall quality of life for residents, and provides an appropriate decision-making framework for a broad range of City issues.
Plans for the Community Center promise to fulfill a key component identified in the proposed Master Plan – a town center and major community gathering point that balances a myriad of recreational opportunities for residents with income-tax-revenue producing offices and diverse residential housing. With the work of the Community Center Task Force complete, City Council and Staff must now take the necessary steps to make this goal a reality.
While exciting plans for our future took shape, City Staff continued to provide exemplary services to the community. A series of park improvements, the Perma-liner sewer repair program to extend the life of our sewers, installation of Geographic Information System (GIS) software to help locate and repair infrastructure, and upgrades to the police and fire dispatching system, are a few examples of the innovative projects undertaken in 2000.
An emphasis on economic development has been reaping positive results for our community in recent months. Efforts to keep existing businesses and attract new companies to Upper Arlington in 2000 resulted in approximately 1,000 jobs or $51 million in payroll retained or added to our community.
Financially, the City is in great shape having slowed the growth of expenditures while holding down operating costs, freeing additional dollars for capital improvement projects dedicated to the community’s infrastructure.
Upper Arlington can be proud of its success in years past, reaching and maintaining its position as one of the premier communities in Central Ohio. Strong leadership, community involvement and a guiding vision will enable us to meet and exceed the hopes we all share for Upper Arlington.
I am both excited and honored to have joined Upper Arlington as City Manager, and for this opportunity to help guide our City toward its promising future.
Sincerely,
Virginia Barney
City Manager
City Council
Upper Arlington’s City Council is comprised of seven citizens who are elected at-large by residents to serve a maximum of two four-year terms. The Council selects a President and Vice President from among its ranks to serve two-year terms. The President of Council presides over City Council meetings and serves as Mayor for ceremonial and judicial duties. The Vice President assumes the duties of the President in his/her absence.
Council’s responsibilities include establishing local laws, setting policy, approving programs and generally overseeing the operations of the City. The Council appoints the City Manager, City Attorney and Clerk of Council.
Unable to complete her term due to relocation out of state, Council Member Lynne C. Brown was replaced by Linda Mauger in August of 2000.
Notable legislation enacted by City Council in 2000 included:
•Adopted the 2001-2002 Municipal Services Program budget to provide operating funds for City Staff, programs and services.
•Endorsed economic development through the adoption of various tools and grants to support the City’s efforts to retain and expand its economic base.
•Approved the purchase of Geographic Information System (GIS) software, upgrades to the City’s police and fire computer dispatching system, and new financial software.
•Directed Staff to move forward with the City’s Municipal Electrical Aggregation Program following the success of Issue 29 at the November ballot and the State of Ohio’s adoption of electric deregulation effective January 2001.
•Expanded the Capital Improvement Program budget to $5 million annually and extended the program from five to seven years. The Capital Improvement Program is primarily dedicated to various infrastructure improvements such as street maintenance and repairs, sanitary sewer improvements, and street lighting projects, as well as park improvements.
•Adopted a new sign ordinance to provide a better balance between adequate commercial exposure for area businesses and citywide aesthetics.
•Amended City code so that the City assumes responsibility for repairs to sidewalks on public streets made necessary by tree root damage.
•Raised the sanitary sewer surcharge and trash sticker fee (implemented January 2001) to ensure each program remains self-sustaining.
•Approved the Teamsters and Communications Officers contracts.
•Approved a contract that produces revenues from recycling.
•Approved the installation of street lighting at the Mallway.
Community Attitude Survey
Initiated by City Council in 2000, the Community Attitude Survey was undertaken by the Strategic Research Group who randomly interviewed approximately 500 adult residents by telephone. Based on the results, the following themes emerged:
•The City’s location and school system were cited as community features that residents liked the most.
•Residents feel very safe in the community as a whole.
•A primary problem facing the community was identified as a weak economic base with many residents supporting a focus on retaining existing and attracting new business.
•City services ranked high with most residents, especially emergency medical and fire services, followed closely by police services and public schools.
•The majority of residents believed that the City is doing a good job managing finances, that City Staff are responsive to residents’ needs and that City Council represents the views of the majority of the City’s residents.
•A majority of the residents surveyed make use of the City’s parks, believing the parks are well maintained. Only a small percentage use the outdoor pools during the summer months.
•It was widely believed that a community recreation center would be a valuable addition to the City, providing a gathering point and helping to strengthen the community.
Community Vision Partnership
Following almost three years of planning and the willing participation of many Upper Arlington residents, the Community Vision Partnership (CVP) completed the proposed new Master Plan for the City in 2000. This important document marks the first time in approximately 40 years that Upper Arlington has prepared a comprehensive master plan.
Landlocked and fully developed, less than five percent of the City’s land use is dedicated to commercial activities and, of this, only 1.1 percent is in office use. Local income tax is a key source of revenue for the City and, as such, infrastructure maintenance and City service demands are outpacing the City’s funding capacity. Recognizing and wishing to address these issues through an update to the City’s Master Plan, Upper Arlington City Council initiated the formation of the CVP in February 1998 consisting of 35 members of the community, representing residents, businesses, schools and other stakeholders.
Following a presentation to City Council and the Board of Zoning and Planning by the CVP in January 2001, the proposed new Master Plan will be reviewed by both entities and ultimately adopted by City Council. Once adopted, the new Master Plan will serve as a policy document for City leaders and staff over the next two decades.
Early in the process, the CVP presented and City Council accepted eight goals to assist in development of the new Master Plan:
•Land Use - Recognize the City’s residential nature while enhancing community redevelopment and revitalization.
•Economy - Place an emphasis on creating a stronger, more diverse economy while respecting the residential nature of the community.
•Community Appearance - Preserve and enhance the beauty of neighborhoods, natural surroundings and architectural amenities.
•Community Facilities - Maintain and expand community facilities to provide diverse recreational, social and cultural opportunities for residents.
•Community Services - Provide diverse, high-quality, cost-effective community services.
•Housing - Facilitate in the provision of a full-range of well-built housing using old and new housing stock to accommodate people of all ages.
•Transportation - Provide a comprehensive, safe and convenient network.
•Implementation - Place emphasis on accountability, fiscal soundness, monitoring and appropriate regulations while fostering citizen and business involvement in the effective implementation of the Master Plan.
These broad policy statements are supported by 184 specific strategies for implementation in the proposed Master Plan document. These recommendations fall within four key actions that the City must undertake to realize the overall goals of the Plan:
•Undertake redevelopment using the Study Area Plans as the framework - Several key areas currently comprised of primarily commercial land use have been identified for potential redevelopment. Under the Plan, recommended actions have been developed based on each area’s physical qualities and economic potential. Through redevelopment, it is desirable to create places that have a mix of use – office, retail, residential and civic – organized in a more traditional development pattern with high design quality and a pedestrian-friendly setting. The key identified areas are: Kingsdale Shopping Center; Tremont Center; Henderson Road corridor; Lane Avenue corridor; Northwest Boulevard (south of Zollinger); the Mallway; and commercial areas along SR 33.
•Create land use tools - Improved tools are needed to enhance and protect the character of the City’s physical environment while giving specific guidance and control for redevelopment. The City’s zoning code will be updated and a series of development standards and guidelines put in place to permit and encourage mixed-use development that is responsive to the community’s character.
•Provide incentives to encourage desirable change - To stay competitive in the region and to attract desirable development, the City must consider providing a combination of economic and zoning incentives.
•Improve the City’s fiscal capacity - The City needs to ensure the community has adequate, stable funding. Redevelopment strategies included in the Master Plan are designed to encourage greater intensity of land use in existing commercial areas and emphasize more office development to generate new revenues.
The completion of the new Master Plan marks the beginning of a major endeavor to revitalize and realize the community’s vision for the City. It preserves and enhances the quintessential residential nature of Upper Arlington, while encouraging the development of existing commercial areas as higher-density mixed-use centers. As elements of the Master Plan are implemented and used as guiding principals, the Master Plan will meet the growing fiscal needs of the community, enhance the overall quality of life for residents and corporate citizens, and provide an appropriate decision-making framework for a broad range of City issues.
Community Vision Partnership Members
The City of Upper Arlington extends its heartfelt thanks to the members of our community who spent countless hours over a three-year period, working to bring us a new Master Plan:
Edward Seidel, Chair
Sam Adams
Michael Burkey
Corey Columbo
Ida Copenhaver Ginter
Keith Devoe
Thomas Dobies
Cynthia Flaherty
Barbara Gaddis
Nina Hoppes
David Hughes
James Jennings
Mary Ann Krauss
Terry Leach
Linda Mauger
Joseph W. Ray
Thomas Riley
Kevin Sheriff
John Simpson
Robert Tullett
Brigitte Wanner
William Wershing
Christopher Widing
Melissa Widner
Jake Will
James R. Winfree
Richard Wood
FORMER MEMBERS
Lynne Brown
Tim Collins
Harry Hobson
Brett Miller
Mary Richards Oakley
Jack Odachowski
Robin Schmidt
Mark Sheriff
Thomas Wilson
Community Center Task Force
Over a five-month period in 2000, the Community Center Task Force (CCTF) was charged by City Council to investigate the feasibility of building a community center in Upper Arlington. The CCTF, consisting of residents that represented a broad range of community interests and a member of City Council, supported by City Staff, secured the professional services of Moody/Nolan, Ltd. to guide the group through the process.
The final CCTF report to City Council recommends the development of a community center at one of two central locations. This approximately 120,000 square foot facility would consist of either a five-story project costing approximately $31 – 34 million or a two-story facility costing approximately $28 million at either Kingsdale Center or Reed Road Park.
Based on extensive research, visits to existing centers, as well feedback from numerous public meetings and two public presentations, the CCTF proposed the following amenities be included within the community center:
•Natatorium with leisure and lap pools
•Gymnasium to house two full-size basketball courts
•Multi-purpose gymnasium for aerobics, dances, etc.
•Fitness and exercise area
•Community hall for events, weddings, seminars, etc.
•Running/walking track
•Arts facilities and classrooms
•Support facilities such as a kitchen, lobby, locker and shower rooms, and offices
•Senior center with separate parking and entrance
•Additional meeting space
In 2001, at the recommendation of the CCTF, the City plans to undertake a survey to determine the community’s response to the proposal. It was also recommended that the City initiate a feasibility study to raise private funds to use in combination with public financing to make the vision a reality. The recommendation to build such a facility fulfills a major component identified within the City’s proposed Master Plan to have a community gathering point that brings people together to enjoy a variety of activities and events, further enhancing and defining Upper Arlington’s quality of life.
Community Center Task Force Members
The following community members are to be commended for their participation in the Community Center Task Force:
Andy Geiger, Chair
Bob Murray, Vice Chair
Nan Barnum
Elliott Bonnie
Bill Catalano
Herb Johnston
Vicki Linville
Clark Pritchett
Duke Thomas
Graydon Webb
Thomas Westfall
Department Updates
Office of the City Manager
Following more than 16 successful years as City Manager, Rich King resigned from his position in the summer of 2000. City Council and Staff were pleased to welcome Virginia Barney as the new City Manager in October. A former Mayor and City Council member, she brings with her many years of volunteer leadership, strong business and managerial skills, as well as a keen sense of the Upper Arlington community.
The Office of the City Manager is charged with overseeing the administration of all professional staff in the provision of services and implementation of policies as directed by City Council. Several City functions operate from this office:
•Community Affairs - Oversees the City’s media relations, internal and external communications and community marketing activities.
•Human Resources – Performs all personnel functions for the City.
•Division of Information Technology – Responsible for the planning, implementation and maintenance of the City’s technological needs.
Economic Development
Housed within the Office of the City Manager, Staff continued efforts to retain and expand the City’s economic base to enhance its fiscal strength, with significant results in 2000. Work with eight companies resulted in the retention of 526 jobs and the addition of 465 new jobs, with a combined total payroll of approximately $51 million. The City created an Enterprise Zone throughout the City in 2000 as well as a Municipal Job Creation Tax Credit Program, both economic development incentive tools. The success of Issue 29 in November’s election enabled the City to move forward with its Municipal Electric Aggregation Program, working with several other Central Ohio communities to negotiate prices for electricity on behalf of all City residents. The Community Improvement Corporation purchased the CV Perry property, providing the City better control over future development on the property.
Department of Development
The Department of Development coordinates the many aspects involved in the City’s growth and development including extensive involvement with the new Master Plan process. Staff provides assistance to residents, developers and contractors who wish to build or remodel structures within the City. The department guides its customers through the necessary zoning, permitting and inspection processes that have been put in place to enhance the aesthetic appearance of the community as well as maintain state-regulated health and safety standards.
The Department of Development is comprised of four divisions:
•Administration – Oversees the budget and provides customer service assistance for all operating divisions within the department.
•Planning – Directs the development/re-development of the community to preserve the quality of life.
•Building – Reviews plans for and inspects construction of all new or modified residential and commercial structures.
•Code Compliance – Ensures that completed facilities and community attributes are maintained over time.
The City continued to experience substantial investments in the community through residential and commercial developments. The department issued 2,037 construction permits in 2000. Residential construction values followed the trend of recent years, totaling approximately $30 million, however, the commercial construction value more than doubled from 1999, totaling more than $17 million.
Department of Safety
Division of Fire
The Division of Fire provides exceptional fire fighting and emergency medical services to the community, as well as a variety of programs to educate the public on fire and emergency prevention measures. Crews responded to more than 4,800 calls including 58 building and vehicle fires. In 2000, the division purchased a thermal imaging camera to help locate victims in a fire, atmospheric monitors to detect dangerous levels of various gases, and automatic external defibrillators, housed at the Senior Center and Municipal Services Center. Staff underwent various fire, structural collapse, and search and rescue training exercises at two donated homes and the former Fiesta Lanes bowling alley on Lane Avenue. As hosts of the regional Firefighter Combat Challenge, the Upper Arlington team had the added distinction of placing first against 14 teams from the US and Canada.
Division of Police
Much credit goes to the Staff of the Division of Police for Upper Arlington’s continued status as one of Central Ohio’s safest communities. In keeping with national trends, crime statistics were reduced by five percent from the previous year and driving under the influence arrests decreased significantly. New education and community-building programs included the joint sponsorship with the Youth and Family Council of the first annual Super Games event, geared to high school freshmen. A series of women’s self defense classes taught more than 80 women how to recognize and avoid potentially dangerous situations as well as learn how to defend themselves if necessary.
Department of Parks & Recreation
The Department of Parks & Recreation fulfills the recreational, cultural and educational needs of the community through an exciting array of programs and activities, as well as maintaining the City’s beautiful parks. The department consists of five divisions:
•Recreation – Oversees and coordinates special events for youth, a variety of sports teams, open volleyball and basketball activities and tennis memberships, as well as shelter house and ball field reservations. A highlight of youth programming in 2000 was the first annual Harry Potter Halloween Party filled to the brim with children enjoying crafts and tasty treats with a spooky theme.
•Parks and Forestry – Maintains 33 parks covering 170 acres of land, more than 17,000 park and street trees, and countless active and passive recreational facilities within the parks. In 2000, several notable improvements were undertaken, including new playground equipment at Fancyburg and Lane Road parks, installation of two Bocce courts at the Senior Center, and the commencement of shelter house renovations. Thanks to the efforts of the Upper Arlington Tree Commission, a grant from the Ohio Department of Natural Resources enabled staff to begin planting 265 new street trees in the community.
•Cultural Arts Commission – For 28 years, the Cultural Arts Commission has provided exceptional programming to the community, from the nationally acclaimed Labor Day Arts Festival to monthly exhibits at the City’s Concourse Gallery, free summer concerts to artists-in-schools programming. In 2000, the City became the first suburb to feature art classes from staff at the Columbus College of Art and Design (CCAD) and offered a very successful summer art program for children.
Lifelong Learning and Leisure – Recognized as the largest program of its kind in Central Ohio, the division coordinates more than 600 fun and educational classes to the community per year. Funded by the programs it provides, the division introduced some successful new programs in 2000 such as expanded computer training, and forged partnerships with local businesses and organizations to further enhance programming.
•Senior Center – Provides a diverse array of programs and facilities to satisfy the active senior community in Upper Arlington. With continued improvements to the Senior Center and a commitment to enhancing programming, seniors enjoyed a busy schedule in 2000 including the group’s Silver Celebration (25 years), numerous social events, health care services, and more. The Center wishes to thank its community partners who donated more than $17,000 in cash and in-kind services to programs in 2000.
Swimming Pools – Under City direction, three outdoor pools are operated each season, located at Jones Middle (Devon Pool), Tremont Elementary and Hastings Middle schools.
Department of Public Services
The Department of Public Services works to provide a high standard of City services within the following divisions:
•Solid Waste – Responsible for the pick up of trash, yard waste and recycling from residences.
Engineering & Construction – Oversees the City’s street maintenance program, inspection and engineering design assistance for City projects and new commercial or residential developments.
•Streets – Responsible for the manufacture and maintenance of City signage, street surface repairs and painting, street sweeping, fall leaf collection, snow and ice removal, and assistance with special events.
•Traffic – Maintains the City’s street and traffic lights, and performs traffic studies at the request of the Traffic Safety Coordinating Committee.
•Fleet Management – Maintains City vehicles and equipment, cleaning and HVAC systems for City buildings and the City’s fuel supply.
•Utility Division – Oversees the monitoring and maintenance of the City’s sanitary sewer system, storm sewer system, and the water distribution system including the City’s fire hydrants.
Mayor’s Court
Serving as the judicial branch of the City of Upper Arlington, staff also oversees the collection of payments for violations that do not require a court appearance. In 2000, staff processed 4,540 traffic and 206 criminal cases, collecting $374,132 in fines/costs for the City of Upper Arlington, more than $84,000 for the State of Ohio and $1,275 for the City of Columbus.
City Attorney’s Office
Responsible for all the City’s legal needs, serving as general counsel to City Council, the City Manager and various boards and commissions.
Department of Finance
Responsible for maintaining a fiscally sound government that conforms to legal and generally accepted accounting and management principles, the Department of Finance prepares an annual Comprehensive Financial Report that details the City’s budget, internal financing controls and treasury management. The City has been nationally honored for excellence in accounting and constructive spirit of financial disclosure for its Comprehensive Financial Report and the Municipal Services Operating Budget by the Government Finance Officer’s Association.
Revenues:Income Tax $11,974,081
Property Tax $7,064,547
Estate Tax $6,514,578
Intergovermental Revenue $2,597,547
Gas Tax & Motor Vehicle Licenses $934,974
Water & Sewer surcharges $1,145.938
Stormwater Management Fees $545,555
Solid Waste Stickers $1,447,674
Investment Earnings $1,845,253
Other Revenue $2,447,281
Total Revenues $36,517,428
Operating Expenditures:
Public Safety $10,641,075
Parks & Recreation $2,161,572
Public Services $4,140,893
Development $520,348
Administrative Direction $2,090,362
Administrative Support $3,008,622
General Administration $2,371,996
Other Operating Expenses $290,887
Total Operating Expenditures $25,225,755
Capital Expenditures:
Capital Equipment $2,342,089
Capital Improvements $1,865,488
Total Capital Outlay $4,207,577
Debt Service $2,573,311
Total Expenditures $32,006,643
Excess of Revenues over expenditures $4,510,785
Awards/Achievements
Parks & Recreation
•The City received its 10th consecutive Tree City USA Award.
•On Arbor Day, the Upper Arlington Tree Commission announced the winner of the oldest tree in the City – a sycamore located at 2140 Cambridge Boulevard, estimated to be 315 years old.
Fire
•Dr. Mary E. Fontana received the EMS Distinguished Service Award for her long-time participation on the Medical Advisory Board
•Captain Scott Koloff received the Liberty Mutual Firefighter of the Year Award
•Captain Daniel Strohl received the 1999 Ohio Fire Official of the Year Award from the Ohio Building Officials Association
•Medic 17, Unit 1 received a Fire Service Award of Merit for assisting Columbus crews with a fire emergency
City Manager's Office
City of Upper Arlington
3600 Tremont Road
Upper Arlington, Ohio 43221
Phone: 614-583-5040
Fax: 614-457-6620
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