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2007 Upper Arlington Annual Report
The following links are pdf files from the original 2007 Annual Report
City Manager Message | City Council | Solid Waste Assessment | Parks & Recreation Strategic Plan | Business & Development | Other Highlights | Awards & Achievements | Financial Report
City Manager's Message
A community as strong as Upper Arlington does not need to reinvent itself. The foundation of our community, laid at the turn of the last century, remains intact, and our residents make known their appreciation for our values and way of life. Yet we all do recognize that a community must be tended to constantly, and some change must occur to ensure a stable, healthy and liveable community long into the future. With a responsive government, solid financial footing, and an active citizenry, we are positioned to address the challenges and embrace the opportunities before us to assure our continued success.
Acknowledgement must be given to those among us who choose to take on the lion’s share of the work. Our elected officials are willing to make the hard decisions for the good of us all, putting in countless hours of volunteer work to be sure they are fully informed as they set policy and direction for the community.
One of the more difficult decisions before Council in 2007, included exploring and setting direction for providing our residents with a cost effective approach to refuse collection, while maintaining a high level of service and continuing to encourage recycling. Throughout this process, Council remained focused on exploring its options in detail to reach a final decision that best met a broad combination of its goals.
Council addressed other important community issues, reconsidering options for historic preservation, exploring an opportunity to expand indoor recreation space for the community, and more, all while performing its routine role of ensuring our organization never fails to meet the community’s service requirements, remains responsive to its citizenry, and continues to be mindful of important fiscal considerations.
Over the course of 2007, our community benefitted from many projects made possible through forward- thinking partnerships. As a direct result of the Parks & Recreation Strategic Plan, energized stakeholders have come together to begin considering how to make the most of our shared facilities, and to explore and implement beautification projects. We already are seeing the results of these partnerships across our community.
It is heartening to look back at 2007 and see that once again, our community experienced unprecedented levels of reinvestment. Residents continue to renovate and expand their homes to meet modern-day standards. Business owners and developers continue to seek ways to create or enhance commercial space so that they can have a presence here. As a fully-built out community, this reinvestment is always a challenge, but obviously not an insurmountable one as we witness so many new projects replacing facilities that have outlived their useful life. It also tells us we are wise to call Upper Arlington our home – while many of our outerbelt communities are beginning to feel the impact of recent national challenges to the economy and housing market, our demographics remain strong and an investment in Upper Arlington is a sound choice.
Today more than ever, we must encourage visionary leadership, and understand that an innovative, open-minded approach to many facets of community life is both necessary and desired. As Central Ohio and the world beyond our borders change, so must we.
It can be a challenge to find the right balance between preserving the attributes that define our community and incorporating new technologies, meeting ever-changing standard-of-living expectations.
As I look forward to 2008, it is easy to be optimistic. So many opportunities are before us for strengthening our City and maintaining our place as a premier community.
Sincerely,
Virginia Barney
City Manager
City Council
Upper Arlington’s City Council is comprised of seven residents elected at-large 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.
City Council works hard for the community, providing strong leadership and clear direction on the many projects that touch us all. It is in no small part a reflection of their diligence that the City organization enjoys healthy finances and stability, and remains an excellent place to work.
The November 2007 election of City Council members marked a change in both the body’s makeup and its leadership for the 2008-2009 term.
Term-limited Tim Rankin was not eligible for re-election. Ed Seidel and Mary Ann Krauss were both re-elected to serve second terms, and newcomer Erik Yassenoff was elected to fill the position vacated by Rankin.
Special Projects
Historic Preservation
The issue of historic preservation has been a community topic for many years, with some residents desiring a process to protect and preserve approximately 1,000 homes listed on the National Register of Historic Places, within the Historic District south of Lane Avenue. However, it has proven a challenging issue for the community to address, with varying opinions on what would be appropriate.
Most recently, in 2007 City Council considered narrowly-focused legislation requiring a review and approval process for the demolition of these historic homes. Council had hoped to reach a decision on the proposed legislation by the close of 2007, but decided to postpone its final reading until early February 2008 to allow for further public discussion.
Over Council's holiday recess, the task of finding a way forward was taken on by Council member Linda Mauger and outgoing Council member Tim Rankin. The two met with representatives of the Upper Arlington Historical Society, other involved residents on both sides of the issue, and a local expert in historic preservation issues. The group agreed it would be appropriate to form a resident Task Force, guided by a facilitator, to reconsider the issues surrounding the protection of existing historic homes.
A report was given to City Council in January 2008, with a request to postpone acting on the proposed legislation and create a Task Force to explore the issue further, a recommendation that was duly accepted by City Council. It is hoped the Task Force can accomplish its work over the spring of 2008, with a report back to City Council in the summer.
Proposed Purchase of Christian Apostolic Church
Subsequent to adoption of the Parks & Recreation Strategic Plan by City Council in April of 2007, the City explored purchase of the Christian Apostolic Church on Kenny Road, to expand the community’s indoor recreation space. This issue was fast tracked over the summer when another entity also expressed interest in the property.
In July, City Council authorized the purchase of the Church for $1.85 million. Shortly after, a referendum petition effort was begun by some residents to place the issue on the November ballot. This petition was filed with the City in early August, with sufficient signatures to meet ballot requirements.
In late August, Council repealed the purchase legislation, so that community effort was not spent on an issue that could have been rendered meaningless had the Church secured a different buyer prior to the election.
The proposed purchase had been a timely opportunity for the City as it seeks to implement goals of the community-driven Parks & Recreation Strategic Plan. Both tangible and evidential research show a need for space for recreation, sporting and leisure programs. With no vacant land available, UA is in a challenging position as it seeks ways to enhance and expand public facilities. When opportunities such as obtaining the Church arise, it is the City's duty to explore them fully.
City Council remains committed to supporting the goals and objectives outlined by the Parks & Recreation Strategic Plan, with many projects proceeding to that end (see page 8 for a report on 2007 implementation activities).
Kingsdale Shopping Center
A primary community issue for many years has been the desire for positive change at Kingsdale. This is an important topic for UA, since Kingsdale has a central location, and is identified as a key player in Master Plan goals for maximizing our commercial districts to meet fiscal and quality of life needs for long-term health and vitality.
It’s also proven a challenge, with complex and costly factors tied to redevelopment projects such as this. Changing marketplace conditions, matching interests of property owners with developer partners, and the level of public participation needed are a few of the issues to be pieced together in a mutually beneficial fashion.
In the summer of 2007, discussions between the City and Regency Centers, LLC, the primary owner of Kingsdale, took on a renewed intensity. In October, Regency filed a preliminary redevelopment plan with the Development Department, which was informally reviewed by the Board of Zoning and Planning in early November.
In essence, the plan proposed razing existing structures on the Northwest Bouleveard side to house an approximately 133,000 square foot retailer and surface parking. On the Tremont Road side, the plan called for expanding the Giant Eagle, maintaining most of the shop frontage and parking, and adding a new retail outbuilding. Feedback from BZAP to Regency’s representatives focused on the desire for office and/or residential uses within the proposal, as well as fiscal and quality of life goals for the community as set forth by the Master Plan.
Upon reflection and further discussion with City representatives, Regency chose to delay a formal hearing, so that mutually beneficial options for the site could be explored in further detail. It is hoped by all that issue will be back before the community in 2008, and both Regency and the City are committed to continue working together to find a win-win solution for the site.
Police and Fire Pension Levy
Results of the 2006 Community Survey confirmed the importance of safety to residents, highlighting their confidence in the exceptional services provided by our Police and Fire divisions. However, costs for providing such services represent approximately half the City’s annual budget. The City has funded its Police and Fire pensions through property tax for 30 years, with voters approving six, five-year ballot issues. The first five levies were set at 1 mill each, with the 2002 levy approved at 1.2 mills and due to expire at the close of 2007. It was determined a replacement levy of .94 mills would be sufficient to fund the state-mandated retirement and disability fund for the City’s police and fire personnel. At the May 8 ballot, 77 percent of voters supported the pension-fund payments.
Sexual Offender Legislation Enacted
In April, the City enacted legislation pertaining to convicted sexual offenders, requiring that they register with the City’s Police Division if they live and/or work within the City’s boundaries. It also prohibits sexual offenders from living or working within 1,000 feet of any school premises, licensed day care facility, preschool, public park, swimming pool, library or playground. While this step was intended by Council to protect families, it is not the sole solution. Parents should always be aware of and take proactive steps to protect their children from such dangers.
Boards and Commissions Review Process Begun
The City is fortunate to have active citizens who care about their community and play a role in how it is shaped by serving on the Boards and Commissions of City Council. Roles vary, but all make a positive difference, ensuring we enjoy a safe built environment, enriching our lives with arts activities, and monitoring and making recommendations on community health issues.
These Boards and Commissions have been created over the course of many years, without a focus on the best way to structure the program as a whole. As a result, term lengths and transition dates vary, citizens are unsure when to apply to serve, and it has proven challenging to provide an orientation
program that clearly defines roles and expectations of members.
Recognizing this, City Council and Staff began revisiting the Boards and Commissions programs in 2007. This transition will likely take several months to ensure all stakeholders have a chance for input and to allow ample time for implementing any necessary adjustments in approach. It is hoped this process will be complete for the close of 2008/early 2009.
2007 Solid Waste Assessment
Whenever there’s a substantial community change that impacts all residents, the accompanying issues can be complex and opinions varied on the best way forward. This has been the case with the issue of Solid Waste, as the City took a detailed look at its best options for continuing this core City service. The following summary of the review process and subsequent direction from City Council is an attempt to capture the steps involved, and the many issues and ideas given due consideration as this process unfolded over a period of many months.
For many years, Upper Arlington's "pay-as-you-throw" refuse collection and free recycling program has provided excellent service, enabling residents to manage costs while encouraging recycling. Residents gave these services high marks in the 2006 Community Survey – recycling received a mean of 6.4 and refuse collection 6.2 (7 = very high quality).
However, the costs for providing Solid Waste services have outpaced revenues in recent years. With the program designed to be self-funded, at City Council's direction, the City undertook an extensive review process in 2006 and 2007.
Assessment Goals
A volunteer Staff Advisory Group was formed to assist, comprised of residents with professional expertise beneficial to the review process. Goals included:
• To continue to provide exceptional, cost effective and environmentally friendly Solid Waste Services;
• To evaluate existing services and explore alternative options to identify an approach that best meets the community’s needs;
• To undertake a process that includes community and organizational stakeholder involvement;
• To recommend to City Council a cost effective Solid Waste delivery system.
Community Outreach
There were many opportunities for community input:
• Three fall 2006 Town Meetings;
• Three spring 2007 Town Meetings;
• Following the Solid Waste Assessment Report to City Council, three Public Meetings were held June 2008. Council and Staff members presented report results, and sought input on the best way forward.
• Numerous public discussions at Council Conference Sessions and City Council Meetings throughout the process.
• Additional opportunities for input through the City’s Web site, and at community events.
A mix of preferences emerged from this feedback, including:
• A desire to maintain the high quality of service.
• Recognition that households purchasing Solid Waste stickers were subsidizing those that only used recycling services.
• A predominate preference for the pay-as-you-throw approach.
• Openness by some to contracting out services to realize cost savings, versus a desire by others to retain in-house services.
• An even split between retaining at-the-door collection versus moving to at-the-curb, once it was clear curbside collection would result in a reduced sticker price.
Staff Advisory Group Recommendations
The Staff Advisory Group presented recommendations to Staff in April 2007. Community feedback was a key factor as the group tried to balance cost efficiencies, customer service, new technologies and environmental concerns. Report highlights included:
• Due to the complex nature of Solid Waste, the City should closely evaluate the program annually, making incremental adjustments over time to explore which areas could be enhanced to meet service, cost and environmental goals.
• It was suggested the City initially maintain at the door collection and the “pay-as-you-throw” program, as part of its recommended incremental change approach.
• Recognizing that some households recycle but don’t purchase Solid Waste stickers, an annual “environmental/service” fee was proposed to offset basic costs, and spread them more fairly among all households allowing for a reduced sticker price.
• A change to recycling service was recommended, whereby all households would receive one larger, lidded container on wheels, with residents placing co-mingled recycling at the curb. Uniform containers would reduce worker injury and reduce collection time, with residents asked to only put containers out when full.
Financial Analysis
The group’s findings were well reasoned however, as Staff considered financial ramifications it was clear both startup and ongoing program costs would not meet fiscal goals for the City or its residents. The logical next step was to research and present to City Council options that incorporated components of the Staff Advisory Group’s recommendations while providing alternatives that also realized important financial goals.
Solid Waste Assessment Report
The Solid Waste Assessment Report was presented to City Council May 7, 2007. Since no one approach met all the City’s goals, the report provided three basic scenarios, within which components could be further adjusted. In broad terms, these options were:
• Phase in Automated Service. This scenario proposed a move toward automated service over a number of years, beginning with recycling, much as was proposed by the Staff Advisory Group. Benefits would include streamlined collection with fewer worker injuries, however startup costs would be excessive to provide recycling containers and new collection equipment.
• Maintain the current approach. Knowing many residents had expressed satisfaction with the existing service, it was appropriate to consider maintaining the current approach. Under this scenario however, sticker price increases were anticipated in 2008 and beyond, in part due to rising costs associated with providing the service, but also the projected decline in refuse output which historically occurs each time the price increases.
• Privatize Solid Waste Services. Seeking an outside contractor that specializes in Solid Waste removal was put forth as the third primary option, recognized as the most cost effective approach, following the trend of many other communities that successfully utilize private providers. A plus to this approach would be the City’s ability to quickly benefit from new cost saving technologies and approaches through its contractor as they came available within the industry.
The report also suggested City Council consider various smaller service components to be incorporated into any of the given primary options, including:
• Implementing an annual fee, in addition to the Solid Waste sticker approach to offset the basic costs for providing services, to be charged to all households;
• Considering a four-day workweek with refuse, recycling and yard waste all collected on the same day.
The Report acknowledged the complexities and divergent opinions involved in this issue, recommending that members of City Council participate in one final series of public meetings to present and discuss the three primary options and obtain first-hand feedback from residents. These meetings were held in June 2007.
Next Steps
Members of City Council take seriously their role as stewards of the community. In fulfilling that responsibility, Council must balance complex financial considerations, service and infrastructure improvement needs, special projects and community issues. In an ever-changing world, Council is charged with seeking out and embracing new opportunities for providing residents with innovative and responsive local government services in a cost efficient manner. Considering options for providing Solid Waste services must therefore be looked at within the bigger picture and what makes financial sense for the community as a whole.
Faced with the three primary options, Council felt it should have a complete picture of these options prior to making a final decision. As a result, shortly before Council’s summer recess, Staff was directed to seek bids from private contractors.
Taking into account the primary options mapped out by the Assessment Report, over the summer and early fall Staff developed a set of service scenarios for inclusion within its Request for Proposals.
In November of 2007, initial results of the bid process were presented to City Council. Following discussion and further exploration of the options and associated costs, Staff presented its final set of financial and service recommendations to City Council on December 3. Inland Service Corporation emerged as the preferred contractor, and the recommendation included some changes in service delivery.
At Council’s direction, legislation was prepared authorizing the City Manager to enter into contract with Inland. Council approved the legislation December 10 (Ordinance 124-2007). As a result of some housekeeping issues, this first Ordinance was repealed and Ordinance 126-2007 adopted at a Special City Council Meeting on December 14, 2007. This step was taken to capture all intended items: Language was added to enable the City Manager to take the steps necessary to ensure the continued high level of Solid Waste services, such as potential shortfall in staffing; reaching a fair and considerate compensation agreement with Solid Waste employees’ bargaining unit; resident education activities; and other unforeseen items that may need to be addressed in preparation for the transition. It also allowed for additional language to clarify that the City intends to continue at-the-door service at no additional cost for residents who are physically unable to bring refuse containers to the curb. This legislation was effective upon passage, with an emergency clause, enabling City Staff to immediately begin its preparations for the April 7 transition date while guaranteeing the continued high level of service in the interim period.
Goals Achieved
The new approach meets many of City Council’s goals for continuing to provide exceptional, cost effective and environmentally friendly Solid Waste services for the community. Highlights include:
• It provides resident choice for service delivery;
• It results in cost savings for the average household;
• It preserves Upper Arlington’s commitment to the environment by encouraging recycling;
• It spreads the basic cost of providing all components of Solid Waste services across the community through a nominal annual service fee;
• It allows the City to incorporate new technologies and approaches over time by using a specialized service provider.
The Changes Summarized
The transition to privatized services is scheduled to take effect the week of Monday, April 7, 2008. Highlights of the new approach are as follows:
• Inland Service Corporation will begin its role as the City’s Solid Waste services provider.
• All households will be charged a nominal $30 annual service fee.
• Residents will be required to bring their refuse to the curb UNLESS they request Premium "at the door" Service for an additional fee or qualify for a Medical Exemption.
• With both of these provisions in place, the cost of Solid Waste stickers will be reduced to $2.40.
Conclusion
Whenever a community undergoes a significant shift in its service delivery, there is an element of uncertainty associated with the changes. As the New Year began, City Staff were already working hard to prepare for the shift in Solid Waste services, to minimize confusion and maintain the City’s commitment to providing the community with superior service. With residents’ cooperation and understanding as the transition occurs, the community will make this switch with relative ease, and will soon see the issue of Solid Waste collection an efficient, but background component of the many exceptional City services provided to the community year-round.
Parks & Recreation Strategic Plan
Following completion of the Reed Road Water Park in 2005, City Council’s Pools Committee and Council as a whole decided the City should develop a plan for all parks, facilities and programs. The Parks & Recreation Advisory Board (PRAB) was charged with this undertaking. In early 2006, PRAB created the “Focus on the Future” Parks & Recreation Strategic Plan Task Force, comprised of three City Council members, all PRAB members and nine at-large residents. Throughout 2006, the Task Force gathered input from residents and stakeholders, hosting town meetings and user group interviews, and conducting numerous surveys.
The final report, presented to and adopted by City Council in the spring of 2007, provides a visioning guide for the community, versus mapping out specific improvement projects, costs and timelines for achieving them.
A set of guiding principles provide a decision-making framework to assure fiscal accountability, environmental stewardship, encourage partnerships, provide diverse facilities and programs that serve community interests, and maintain responsiveness with the community.
A series of nine primary goals address existing and desired facilities and programming. Under each, a set of detailed objectives identify more specific action steps to help further each goal. The Strategic Plan also mapped out some first critical implementation steps:
• Creation of an annual reporting and work plan process for consideration by Council prior to the fall budgeting process. The first such workplan was presented to Council in June, with a list of suggested uses for $100,000 set aside by Council for 2007 projects (see inset for details of these projects).
• Create a Field Sports Advisory Committee. This group of stakeholders was formed in the summer of 2007, to begin facilitating field programming and development.
• Form a community group of stakeholders to undertake a Northam Park hub feasibility study. Representatives from the City, UA Schools, UA Library and St. Agatha, all land and facility owners/stakeholders in and around Northam Park, began meeting in the fall to consider options for sharing resources and maximizing how this central park can most benefit the community, with a public meeting held in December to garner resident ideas.
• Develop a master plan for the Sunny 95/Langston Park. The Parks & Recreation Department hosted a public meeting in October to gather input and ideas for how to develop the park from both immediate neighbors and the community as a whole. While plans are still being finalized, work should begin to prepare the park for development in the fall of 2008.
Business & Development
Development Highlights
Development processed a total of 357 residential and commercial permits in 2007, with a construction value of approximately $61.2 million, continuing the high level of activity experienced in recent years.
While slightly lower than the previous year’s record level of activity, residential construction remained high, reaching $38.6 million in value, reflective of the continued reinvestment homeowners are making in single-family homes. Permits were issued for 23 new single-family homes along with 155 additions and 117 remodeling/renovation permits to improve the City’s existing residential housing stock.
Commercial activity continued to indicate a substantial level of development. Projects leading the way included:
• Continued redevelopment of First Community Village, with the start of the multi-family Manor homes;
• Completion of a mixed-use building on Tremont Road, which now houses a Walgreens on the first floor, with office space above;
• Groundbreaking for a mixed-use project on Tremont Road known as Tremont Place;
• Construction of the fourth of five office condominiums at Arlington Falls, with the first three buildings already full;
• Site preparation for the construction of a new Chase Bank at the corner of Lane Avenue and North Star Road;
• Building facade and parking lot improvements at the Scioto View Shopping Center on Fishinger Road;
• Work continued on the Arlington Crossing 56-unit condominium project on Tremont Road;
• Construction of a medical office complex on Henderson Road that is now home to the Central Ohio Medicine Group;
• Completion of the Arlington Pointe Plaza mixed-use gateway project at the corner of Reed and Henderson roads.
Economic Development
Economic development efforts continued to have a high profile in 2007. Since their inception in 1999, the City’s economic development incentives and programs have cumulatively guaranteed approximately $16.5 million net proceeds to the City. In 2007 alone, $1.4 million of our income tax revenue stream was generated as a result of these agreements. Return on investment projections through 2016 for economic development is 5.56:1, a clear indicator these programs are putting our money to work for our community’s future.
Other Highlights
Kenny Road
The section of Kenny Road running north from McCoy Road was reconstructed in 2007. The project included roadway removal and replacement, curb and gutter replacement, driveway approach replacement, new light poles, and a new sidewalk along the west side of the road. In addition, light poles were installed on the section of Kenny south of McCoy Road to Fishinger Road.
IED Training Exercise
Upper Arlington participated in the first Franklin County Improvised Explosive Device (IED) Exercise in September. This exercise was designed to test how a multi-jurisdictional event might transpire, to gauge how the area’s first responders and specialty emergency response teams would function both independently and as teams to address the needs of a variety of emergency situations. Upper Arlington hosted two events that day, one at Thompson Park early in the morning based on a hostage/IED situation, and another at the High School involving mass casualties. Many community members also volunteered during this effort, enabling our safety forces and management team to gain hands on experience of a variety of emergency situations.
Emerald Ash Borer Update
The Emerald Ash Borer (EAB) continued to expand its range in Ohio. In 2007, all of Franklin County was added to the state EAB quarantine list. Union and Fairfield counties were also added. The City continued to remove ash trees along public streets, with a goal of removing all of them within the next eight years. This action will not stop the borer from reaching and killing trees in UA, it allows the City to spread the costs of removal/replacement over a decade. All trees are being replaced with other species, and residents who wish to treat their street trees can request exemption from the remove and replace program.
Police Division Celebrates 80th Anniversary
The year 2007 marked a significant milestone for the City’s Police Division, as it celebrated 80 years of exceptional service to the community. Over the years, the division has grown from a staff of one, to 49 sworn officers supported by auxilliary officers, administrative staff and radio room/communications personnel. Likewise, the vehicles, equipment, technologies and training have evolved to keep pace with an increased population and ever changing safety threats and criminal activity.
As testament to the division’s exceptional service to Upper Arlington residents, it has been an accredited agency since 1993.
In celebration of its anniversary, and as a nod to tradition, the division began to phase in newly designed black and white police cruisers.
Volunteer UA
The first Volunteer UA Expo was hosted at the City’s Municipal Services Center in September, designed to promote and cultivate the many volunteer needs and opportunities that support and enrich the community. Volunteer UA is made possible through a partnership effort of the UA Commission on Aging, TriVillage Mentor League, UA Library, Northwest Counseling Services and the City. The team hopes to expand its activities further in 2008.
2007 Awards & Achievements
City Manager's Office
• City Manager Virginia Barney received the William H. Anderson Award from the Mid-Ohio Regional Planning Commission (MORPC) in recognition of her leadership and visionary contributions to MORPC and the Central Ohio community during her two-term role as Board Chair, and tenure on the MORPC Board.
• Deputy City Manager – Economic Development Patty Dalton accepted MORPC’s William C. Habig Collaborative Achievement Award as President of the Mid-Ohio Development Exchange (MODE). MODE was created by various communities’ economic development staff to enhance the region’s appeal to new businesses and explore mutually beneficial partnerships.
Fire Division
• Firefighter Stacey Moore was recipient of the Dr. Mary E. Fontana EMS Distinguished Service Award.
Parks & Recreation
• The 2006 Parks & Recreation Strategic Plan community process and resulting Strategic Plan document received a Silver Circle Award from the City-County Communications and Marketing Association.
• The Strategic Plan also received a Citizen Participation Award from the Ohio City Managers’ Association.
• Parks & Forestry received its 18th Tree City USA Award and its second annual “Growth Award.”
• Parks & Recreation was ranked a “Silver” Healthy Ohioan Community from the Ohio Parks and Recreation Association (OPRA).
• The Senior Center’s Studio 55 Grand Opening received OPRA’s Meritorious Award.
• The Earthwork: Emerging Rangoli arts/landscape project at the Tremont Library received an Honorable Mention from OPRA’s annual awards.
Police
• The Police Division was reaccredited by the Commission on Law Enforcement Agencies (CALEA) for the fifth consecutive time.
• Officer Greg Ellifritz was named Police Officer of the Year, and Tracey Moore as Civilian of the Year.
2007 Community Awards
Business of the Year
Long & Wilcox
Bob has been a leading catalyst in recent UA redevelopment. It started by headquartering one of Central Ohio's most successful condominium developers, Long & Wilcox, in an owner-occupied building in Kingsdale. Knowing quality housing is key to mixed-use redevelopments, and embracing core values of the Master Plan, Bob championed the cause by launching his Arlington Crossing project in the Kingsdale redevelopment area. Bob's love for the community is not just about business, he commits his time and energy to good causes, recently completing a three-year term as president of the TriVillage Mentor League, as an active Leadership UA alum, and member of the UA Rotary.
Community Enrichment
Cool UA
Cool UA is a citizen group whose mission is to encourage local officials and individuals to adopt energy efficiencies. The group encourages sustainable building practices such as purchasing energy star equipment and appliances, retrofitting facilities with energy efficient lighting and increasing the fuel efficiency of vehicles.
Community Safety
John Monaghan
Volunteers helped the largest emergency exercise ever conducted in Franklin County run smoothly. John recruited others, participated in the first scenario at Thompson Park, another in Sharon Township, and at the UA High School. He has also proven a leader of the first Citizen Police Academy class, coordinating volunteer efforts at community events, serving as ambassadors for the Police Division.
Super Senior
Jake Will
Jake is a lifelong UA resident who continues to give back to his community. He serves on the Community Improvement Corporation (10 years), Northam Park Tennis Advisory Board (four years), UA Historical Society (four years), UA Board of Education Finance Advisory Group (six years), Northwest Kiwanis Club (49 years), and Saint Agatha Parish Administration Committee (nine years). Jake is an advocate for business, involved in guiding companies who want to re-locate to UA.
Youth Award
Jeff Sale
Jeff’s desire to help others through service sets an amazing example for youth. During the summer, Jeff spent time tutoring middle school students. He also completed a service project making triangular frames for flags awarded to families of military personnel, donated to local funeral homes. At the High School, Jeff serves volunteers in the office, works as a high school counselor at sixth grade camp, and leads the Frisbee Club. Jeff has been a guest speaker in health classes, has planned an assembly for eighth graders and is planning club activities to promote DARE concepts.
2007 Distinguished Service Award Winners
Each year, the City encourages employees to nominate fellow co-workers who have gone above and beyond to serve the Upper Arlington community to the best of their ability. In 2007, the following individuals received Distinguished Service Awards: Emily Cable, Cultural Arts; Chuck Dillard, Parks & Forestry; Chad Gibson, Development.
Financial Report
Upper Arlington’s fiscal health remains strong, thanks to sound financial policies, a commitment to a balanced budget set within conservative revenue projections, and an astute awareness of present and pending challenges to various revenue sources and the steps necessary to prepare for these changes.
The City’s income tax revenue was 1.3 percent greater than projected but six percent higher than the previous year, realizing a significant rebound from a lackluster 2006.
The City collected $3.4 million in estate tax revenue, with the $1.3 million overage above the City’s conservative annual projection directed to the Estate Tax Improvement Fund to support capital improvement projects.
The most significant revenue increase was investment revenue. A rise in short-term interest rates in 2007 contributed significantly to the approximately 30 percent increase in investment earnings.
Solid Waste sticker sales dropped significantly in 2007, following a large jump in purchases at the close of 2006 before the new price of $3.10 per sticker went into effect January 1 2007.
The City’s operating expenses came in under budget by approximately four percent.
Summary of 2007 Budget Activity (unaudited)
RECEIPTS
Operating Revenues:
Income Tax $13,725,325
Property Tax $10,005,788
Estate Tax $3,411,846
Local Government Fund $2,484,685
Gas Tax & Motor Vehicle License $1,545,088
Water, Sewer, & Stormwater Fees $1,542,624
Solid Waste Stickers $1,584,860
Swimming Pool Fees $642,857
Investment Earnings $2,466,955
Charges for Services $1,782,832
Other Revenue $3,634,592
Total Operating Revenues $42,827,452
Expenditures
Operating Expenditures
Public Safety $14,455,446
Parks & Recreation $3,563,175
Public Service $5,391,240
Development $935,977
Administrative Direction $2,280,479
Administrative Support $4,048,110
General Administration $1,414,972
Total Operating Expenditures $32,089,399
Capital Expenditures
Capital Equipment $973,765
Capital Improvements $7,118,980
Total Capital Expenditures $8,092,745
Debt Service Payments $6,687,708
Total Expenditures $46,869,852
Excess of Revenues over Expenditures ($4,042,400)
Other Resources
Sale of Notes* $7,983,870
Excess of Revenues and Other Resources over Expenditures and Other Uses $3,941,470
* Notes were issued in December 2007 in the amount of $3.9 million to retire notes of the same amount due in January 2008. The excess of revenue over expenditures reflects this amount.
Updated 5/08
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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