Introduction | Summary | Master Plan Document | Annual Reports | Implementation Strategies
2001 Master Plan Annual Report
Introduction
2001 Annual Report | Land Use | Economic Development | Community Appearance | Community Facilities and Services | Housing | Transportation | Implementation
Upper Arlington’s new Master Plan was adopted March 26, 2001, following three years of planning and participation from numerous community members.
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 revenue source and, as such, infrastructure maintenance and City service demands are outpacing the City’s funding capacity. Wishing to address these issues, Upper Arlington City Council initiated an update to the City’s 1962 Master Plan.
Eight goals helped direct development of the new Master Plan:
· Land Use - Recognize the City’s residential nature while enhancing redevelopment and revitalization.
· Economy - Place emphasis on creating a stronger, more diverse economy.
· Community Appearance - Preserve and enhance neighborhoods, natural surroundings and architectural amenities.
· Community Facilities - Maintain/expand community facilities for recreational, social and cultural opportunities.
· Community Services - Provide high-quality, cost-effective community services.
· Housing - Facilitate provision of a range of well-built housing to accommodate all ages.
· Transportation - Provide a comprehensive, safe and convenient network.
· Implementation - Emphasize accountability, fiscal soundness, monitoring and appropriate regulations, while fostering citizen and business involvement.
From these goals, 184 specific strategies for implementation were developed, falling within four key actions the City must undertake to realize the overall goals of the Plan:
· Undertake redevelopment using the Study Areas as the framework - Several key areas are identified for potential redevelopment to create a mix of office, retail, residential and civic use. These 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 - Develop tools to enhance and protect the City’s character while giving guidance and control for redevelopment. Update the City’s Planning and Zoning Code and create a series of development standards and guidelines to permit and encourage mixed-use development.
· Provide incentives to encourage desirable change - To stay competitive in the region and attract desirable development, consider a combination of economic and zoning incentives.
· Improve the City’s fiscal capacity - To ensure the community has adequate, stable funding, redevelopment strategies should encourage intensified land use in existing commercial areas and emphasize office development to generate new revenues.
Key Achievements in 2001/early 2002
Two major initiatives were triggered by adoption of the Master Plan to lay the foundation toward achieving many of the goals and strategies within it.
Unified Development Ordinance
A major review of the City’s Planning and Zoning Code was undertaken in 2001, coordinated by the Department of Development. Upper Arlington City Council adopted the Unified Development Ordinance (UDO) on April 22, 2002, making Upper Arlington one of the first communities in the Midwest to implement this form of Zoning Code.
A UDO merges the zoning, subdivision and related development provisions into a single ordinance. The end result is a simplified development approval process, streamlined administrative procedures and practices, and a more user-friendly process for developers and residents.
Upper Arlington’s UDO addresses all development regulation strategies recommended in the Master Plan, including:
· Overlay zoning districts for the commercial study areas
· Residential conservation guidelines
· Street and walkway connectivity and pedestrian orientation
· Commercial design standards and guidelines
· Zoning incentives
· Multi-family design standards
· Increased landscaping and screening standards for commercial development
Transportation Plan
Addressing the City’s short- and long-term transportation and infrastructure needs is a major Master Plan priority, initiating an update to the Transportation Plan in 2001, coordinated by the Department of Public Services.
A three-day Community Charrette was held in the summer to generate ideas and showcase potential traffic solutions. Members of the Transportation Advisory Committee and approximately 200 Charrette participants helped develop five key desires the Transportation Plan should address:
· Slow down traffic
· Divert through traffic
· Build safe crosswalks for pedestrians
· Build sidewalks and bike paths
· Mix land uses and plant more trees
The proposed Transportation Plan recommends the City adopt a Traditional Community Strategy which focuses on moving people efficiently through the community, via a variety of means that include automobiles, bicycles, walking and public transportation, while supporting a healthy community.
Proposed treatments for the City’s primary streets would incorporate various traffic calming elements such as roundabouts, separate bike and walking paths, raised middle lanes at turns/intersections and more. Combined, the proposed improvements have been proven in other communities in Europe and elsewhere to reduce speeds, maintain steady traffic, reduce noise and provide more pedestrian- and bicycle-friendly thoroughfares.
The proposed Transportation Plan will serve as the guiding document for the City’s infrastructure needs in the coming decades. It is currently under review by City Council, with anticipated adoption in the spring/early summer of 2002.
Proposed Community Center
Following the work of the original 2000 Community Center Task Force (CCTF), which made the recommendation to City Council that the City should pursue the development of a community center, a CCTF successor group was formed March 2001 to continue its advisory role.
Community Survey - A random telephone survey of approximately 400 homes was undertaken in the summer. A majority of respondents believed a community center should cater to all ages, feature community space dedicated to youth/teens, seniors, meetings, and arts and crafts activities, as well as recreational space such as a jogging/walking track, fitness area, multipurpose gymnasium, aerobics studio, and indoor pools. Many respondents stated they would use such facilities once a week or more and considered the Kingsdale Shopping Center a good location for a community center. Sixty percent of respondents were “very” or “somewhat supportive” of using taxes to pay the operating costs for a community center not covered by user fees and 54 percent “very” or “somewhat supportive” of a property tax increase of $10-$12 per month to build a community center.
Capital Campaign Feasibility Study - It is hoped a portion of the funding necessary to develop a community center might come from private donations. Recently, a non-profit organization contracted with Hodge, Cramer & Associates Inc. to conduct a capital campaign feasibility study. Hodge, Cramer’s assessment concluded that, in its professional opinion, $10,000,000 in private donations was an achievable fundraising goal.
Hodge Cramer used a variety of methods to conduct its research: benchmarking against other publicly/privately funded projects; professional research; and interviews. Interviews were conducted with 35 individuals or families in the community who have demonstrated a history of philanthropy, a commitment to Upper Arlington, who have business or civic leadership experience, are affluent or influential members of the community, and who have a long-standing history or legacy in the community. These interviewees represented a variety of ages and stages of life, from seniors to empty nesters and young families.
Hodge Cramer suggested that extensive work be undertaken to address numerous issues attached with the proposed community center, before bringing the ballot issue to residents in November. These items include:
· Further analyze and bring to resolution the location for a proposed community center.
· Identify and recruit appropriate professionals (developers, construction, financial, etc.) to ensure the project would be designed and implemented in a fiscally responsible manner.
· Share how a community center would fit into long-term redevelopment plans identified within the City’s Master Plan.
· Initiate a fundraising campaign immediately, with the expectation it would continue through at least December 2002.
· Recruit leadership and volunteers to spearhead the private fundraising campaign.
· Develop a list of commemorative opportunities and naming opportunities as part of the private fundraising campaign.
In summary, Hodge Cramer concluded that, in its professional opinion, the results of the research were very positive. The community is fortunate to have numerous supporters for a private fund raising campaign and who believe a community center would be an asset for the community.
The next steps are to address those items listed above, with the goal of providing residents with an extensive overview of the proposed project prior to the November ballot issue, so that the community is fully informed of all the issues when it determines whether or not the City should move forward. Residents can expect to see a variety of communications detailing the proposed location, scope and cost of the project as these details are flushed out, and updates on the private funding campaign as it progresses. An overview of the anticipated public costs will also be provided, detailing the proposed levy and proposed property tax costs per household.
Conclusion
Just as it took many decades for the City to grow and prosper since its inception at the turn of the last century, the interpretation and implementation of the Master Plan will take many decades, dependent on changing market forces as redevelopment opportunities arise, and as the needs and desires of the citizenry evolves. The Master Plan must remain a flexible, living, breathing document that is reviewed over time to keep it current, realistic and attainable.
To that end, City Staff, City Council and Community Leaders are committed to incorporating the strategies and goals of the Master Plan into everyday service delivery, the planning and implementation of new programs and facilities, as well as long-term planning to ensure the City’s continued success.
The 2001 Master Plan Annual Report provides a summary of activities to date for each of the strategies within the Master Plan. Preparing an annual report is a strategy identified within the Master Plan to providing a convenient means to monitor progress over the short-term, as well as to identify unexpected issues and developments that may necessitate adjustments to elements within the Master Plan, as a prelude to a complete review and update in 2011.
City Manager's Office
City of Upper Arlington
3600 Tremont Road
Upper Arlington, OH 43221
Phone: 614-583-5040
Fax: 614-457-662-
www.ua-ohio.net
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