Introduction | Summary | Master Plan Document | Annual Reports | Implementation Strategies
2004 Master Plan Annual Report
Community Facilities & Services
2004 Annual Report | Land Use | Economy | Community Appearance | Community Facilities & Services | Housing | Transportation | Implementation
Click here to view/download a pdf version of the Community Facilities and Services Section.
Community Facilities and Services Meeting Summary
From Meeting Dated Friday, March 4, 2005
In Attendance
- Mitch Ross (Fire Division), Moderator
- Dan Kochensparger (Fire Division), Recorder
- Cindy Bitter (Clerk of Courts), Joe Valentino, Jennifer Woodman, Lynette Santoro-Au, Dave Staats, Lisa Huddy, Sally Gard, Ginny Houghton (Parks & Recreation Department), Dianne Spires, Holly Bricker (City Clerk’s Office), Emma Bramley, Patty Dalton, Gerald Smith (City Manager’s Office), Larry Helscel, Dean Sivinski, Chad Gibson (Development Department), Jim Severance, Jim Wood, Doug Green, Rodney Parker (Public Services Department)
Goals
1. Community Facilities: Maintain and develop existing and proposed community facilities that meet the population’s health, recreation, social, cultural and other needs and are safe, attractive, well maintained and emphasize integration and accessibility to all ages.
2. Community Services: Provide high quality, cost-effective community services – from infrastructure maintenance to leisure opportunities – that are responsive to needs of a diverse, multigenerational population, delivered within a safe environment.
Executive Summary
The Community Facilities and Community Services objectives are essentially the cornerstones of the overall goal of the Master Plan. By continuing to provide excellent community services and facilities, we are able to enhance the overall quality of life in Upper Arlington.
This section also reaches across and involves most areas of the City organization and involved the largest group of Staff participants during the review and update process.
Limited funding presents an issue with many areas. Regular City Council and community input is vital to give good direction to Staff on how to prioritize projects, likewise Staff must be sure that City Council and the community are made aware of any impacts arising from decisions made.
The City must operate within a finite set of financial resources, and to realize all areas of the Master Plan would be cost prohibitive. Staff is therefore recommending an effort be undertaken to help prioritize projects and identify funding to support them. Perhaps the creation of a series of conditions that must be met before a project moves forward or is given incentives would help facilitate such a process.
Examples of significant projects operating under the constraints of available funds or that cannot proceed due to a lack of identified available funding at this time include:
- Upgrading and maintaining existing City facilities.
- Adding new public facilities to meet the community’s existing and evolving needs.
- Expanding infrastructure improvement efforts (Capital Improvements Program) – roads, water system, wastewater system, resolving stormwater issues.
- Burying utility lines.
Four years after the Master Plan’s adoption by City Council, the question of whether all objectives within this section still are relevant to our current situation, needs and desires for the future arises. Should certain items be recognized as unattainable at this time and put on hold until further notice? Examples for possible consideration include:
- Elements that pertain to Transportation Plan recommendations.
- Burying utility lines.
It is clear that further study and discussion will be beneficial in setting direction for existing and future public facilities – to identify the needs of differing segments of the population, and to determine where new facilities might be located and what they might consist of if deemed necessary. The senior needs assessment scheduled in 2005 will certainly help address this segment of the population, but efforts must be broadened to encompass the needs of the community as a whole.
During the 2004 Master Plan Annual Report review process, Staff was able to identify the community’s lack of meeting space as an area that could be formally incorporated into the Master Plan as a new objective.
Many of the objectives and strategies set forth in this section can be categorized as routine City business and have been marked as such for future Master Plan Annual Report updates. As such, they will only contain update information in future reports as projects or items of note occur.
Objective Highlights
Objective 1. Continue to maintain a high standard for the delivery of City services.
Each department monitors customer satisfaction and service delivery in varying ways, as a matter of routine business. These include specific program evaluations and random customer surveys.
A community-wide survey is undertaken every three years to address overall customer satisfaction and to help prioritize service delivery goals and special projects. Last conducted in 2003, the next survey date is 2006.
Service delivery survey additions/enhancements identified by Staff for implementation in the coming months include:
- Solid Waste Program survey (2005)
- Survey of UA businesses by Economic Development (2005)
- Development Department customer satisfaction survey tool (date to be determined)
- Survey community’s desire/need for parks/recreation services (date to be determined)
- Senior Center and next phase of pools coordinated by Parks & Recreation (date to be determined)
- General customer satisfaction survey program coordinated by Community Affairs (date to be determined)
- Internal service delivery and customer service survey coordinated by Community Affairs (date to be determined)
Objective 2. Update Capital Improvements Plan (CIP).
In recent years, the City has been able to consistently maintain funding levels for a seven-year CIP, with approximately $5 million allocated annually, using a combination of debt financing and cash funding. Achieving similar funding levels in the future could be a major challenge, resulting from the risk of Local Government Fund and Estate Tax reductions. It is anticipated a review of these issues and challenges will occur when the Council Finance Committee reconvenes January 2006.
Preparations for 2005 CIP implementation were expanded to include park improvements, providing a more comprehensive overview of the City’s inventory and the resulting infrastructure and facility reinvestment required to maintain and enhance overall quality of life.
Incorporating projects that meet Master Plan and Study Area Plan recommendations have met with roadblocks in several areas:
- Changes/improvements to infrastructure within the City’s commercial districts is primarily dependent on the occurrence of redevelopment.
- Should opportunities for such redevelopment occur, the associated costs could be prohibitive for the City and developers, effectively dissuading developers from proceeding with such projects.
- Several surface infrastructure improvements have occurred counter to Master Plan and Transportation Plan recommendations. In most cases, projects are rebuilding “as is” versus working to realize the Master Plan vision.
As also discussed within the Transportation section, further discussion and direction is requested with regard to future infrastructure improvements following Transportation Plan guidelines. It is anticipated that plans for the Kenny Road re-build will be a key portion of this discussion.
City Council direction is desired regarding funding priorities for necessary infrastructure improvements as Study Area redevelopment projects arise.
Objective 3. Maintain and update existing City facilities as appropriate.
The City has made much progress in this area in recent years, ensuring existing facilities are current and meet appropriate building codes and standards, with highlights including:
- Municipal Services Center renovations
- Extensive park improvements
- Reed Road Water Park
Emergency/medical services and facilities require a significant portion of City resources. In an effort to secure an additional revenue stream to support these needs, an EMS Transport billing program was implemented in 2004.
Further study of all pending facility upgrades and needs for the community is recommended, for example:
- As population demographics change, does/will the City have adequate facilities and services to meet future needs?
- If new facilities are required, where should they be located?
Adequate funding resources remain a challenge to realizing these goals and future City Council/Staff consideration and prioritization of identified projects will be required.
Staff is requesting further discussion regarding the Master Plan desire to bury overhead infrastructure. Realities of costs (to the City, residents and utility companies), whether all infrastructures can realistically be buried, etc. must be considered.
A relatively new issue regarding abandoned in place utility poles has arisen that is currently being addressed by Public Services and the City Attorney.
Objective 4. Maintain the water system.
Essentially a routine activity/consideration, water lines are being replaced as major street reconstruction occurs, and are upgraded or replaced as new construction occurs in the City.
Challenges include:
- Several areas have fire hydrant flow problems.
- New code requires 8” lines, many waterlines in the City are 6.”
- Funding considerations and staffing limitations.
Objective 5. Maintain the wastewater system.
Work to maintain the City’s wastewater system is considered a routine activity.
The City’s ongoing manhole reconstruction project is helping to improve rainwater infiltration.
The Public Services Department monitors erosion control measures of construction contractors to minimize impact.
Ongoing challenges are funding and staffing needs to achieve the necessary work.
Objective 6. Improve stormwater management.
The specific areas identified for improvements are all being addressed and considered routine.
Work is under way to comply with NPDES stormwater requirements.
Funding to support improvements continue to be an issue.
A further challenge is finding the balance between meeting engineering improvement requirements and maintaining/preserving natural environments.
Objective 7. Maintain the safety of residents, businesses and institutions.
Both the Fire and Police divisions continue their excellent work to ensure Upper Arlington is a safe community, as part of routine functions.
Both divisions work regionally to ensure the availability of vital but infrequently required services such as the Franklin County Terrorism Task Force, and Hazardous Materials response.
A challenge for both entities is keeping abreast of constant changes in public safety, and funding to support necessary upgrades.
Exploratory work continues regarding service consolidation with other communities. Challenges in this area include the complexities of working across different political subdivisions, maintaining the level of service, and a potential loss of control to gain efficiency.
Objective 8. Provide parks and recreation facilities and programs.
Much of the City’s efforts to protect and preserve parkland are part of the regular course of business. Expanding parkland is limited by cost and availability of suitable sites. In the coming months Staff will work to identify park improvement projects and seek grants to help support their implementation.
An issue that has recently become apparent and must be addressed is the infringement of surrounding households onto parkland – fencing, landscaping, even some outbuildings from backyards have been placed on public land. In the coming months, Staff hopes to undertake a survey of all its public spaces to identify any additional issues in this area.
From a regional perspective, consideration of a “Quarry” Metro Park on the west side of the Scioto River is of extreme interest to Upper Arlington for its potential to serve residents. Staff is monitoring this issue to determine if any City involvement is required to facilitate the park’s development.
The relationship between Economic Development and Parks & Recreation is solid with constant dialogue regarding maintaining and improving parkland.
Expanding the community’s bike paths and access to regional bike paths is dependent on financing and tied to further Council direction on the pursuance of Transportation Plan recommendations.
To help move plans for bike path expansion forward, in the coming months Staff intends to:
- Prioritize key locations for bike paths in relation to the region.
- Revisit existing/identified bike path routes and signage needs.
- Seek direction from City Council on how the prioritization of bike paths and funding needs fit within the bigger picture.
- Seek grant monies for identified bike path projects.
Objective 9. Maintain solid waste management services.
The provision of solid waste management services is a routine part of City business, recognized as among the best in the region, in particular for the recycling program.
In the coming months, Staff is looking at various new ideas to enhance solid waste revenues to help support the provision of said services. Examples include:
- Renting out roll-off dumpster units to homeowners.
- Mulch delivery program.
- Expanded business recycling opportunities.
An ongoing challenge is the prevention and clean up of litter in parks, along public streets and other areas of the community. Staff plans to explore partnership opportunities with local scout troops and service organizations to adopt specific areas.
Objective 10. Support an outstanding education system.
The City maintains positive working relationships with both the Schools and Library and continues to provide a variety of lifelong learning opportunities for the community through regular programming.
A constant challenge is finding space for events and programs, and ensuring coordination efforts run smoothly.
As Parks & Recreation’s lead division in cost recovery practices, LifeLong Learning is exploring new revenue enhancement opportunities, such as private bookings for groups.
A discussion on how far to go with cost recovery and alternative funding efforts, and a possible infringement on what are perceived as private sector services may be of value at some point in the future.
Opportunities for further improving relations, partnership opportunities and communications between the City, Schools and Library are:
- Consideration of enhanced representation/communication at both the leadership and functional levels.
- Exploring partnership opportunities or regular communications with the Library regarding the type of lifelong learning classes offered by each entity.
Objective 11. Support local health care.
Staff is recommending further discussion of this objective and its intent. The “promotion” of health care services is open to interpretation – is this to attract new residents and businesses by promoting what is here, or to essentially market these facilities to the community which logically, is a private sector role?
Staff recommends consideration of a broader objective to “support” all private sector services of a social nature that benefit the community and would include health care, childcare, senior facilities, etc. therefore possibly combining some/all elements of Objectives 11, 12, 13 and 14.
In the coming months, Staff will investigate if there are national “standards” for the numbers and types of health care services recommended for different sized communities.
Staff also wishes to further explore how the Chamber of Commerce might be able to play a suitable role in furthering these objectives.
Objective 12. Promote childcare services.
Staff is recommending further discussion of this objective and its intent. The “promotion” of childcare services is open to interpretation, as with Objective 11.
Staff recommends consideration of a broader objective to “support” all private sector services of a social nature that benefit the community and would include health care, childcare, senior facilities, etc. therefore possibly combining some/all elements of Objectives 11, 12, 13 and 14.
Staff also wishes to further explore how the Chamber of Commerce might be able to play a suitable role in furthering these objectives.
Objective 13. Facilitate adult care services.
To better implement this objective, Staff is reassigning the primary responsibility to Parks & Recreation, with its Senior Division working closely with affiliated agencies.
In 2005, a senior needs assessment will be undertaken at City Council’s request. This assessment will touch on a broad range of issues for the community’s older adults, and will help the City better understand:
- Its role supporting the older adult community.
- The work of the Upper Arlington Commission on Aging and Northwest Counseling Services and what level of financial support from the City is appropriate.
- Existing and future needs of the population as baby boomers reach “senior” status.
This study will be an expanded version of one undertaken in the 1990s. It is recommended this issue be revisited every 10 years.
Staff recommends consideration of a broader objective to “support” all private sector services of a social nature that benefit the community and would include health care, childcare, senior facilities, etc. therefore possibly combining some/all elements of Objectives 11, 12, 13 and 14.
Objective 14. Serve senior citizens.
To better implement this objective, Staff is reassigning the primary responsibility to Parks & Recreation, with its Senior Division working closely with affiliated agencies.
Many issues surround the existing Senior Center:
- The facility is aging and a major overhaul or complete rebuild will be necessary in the foreseeable future.
- In its current configuration, demands on the Senior Center exceed capacity.
- The perception of a typical senior center is not appealing to the next generation of older adults (an interesting statistic: the average age of Senior Center members is 74 years; the average age of LifeLong Learning participants is 62 years).
- Serving one specific segment of the population through such a facility is problematic when many other recreational and programming needs are not being fulfilled. In recent months, Parks & Recreation has expanded “after hours” use of the facility for LifeLong and Recreation division programs, to make more effective use of the space.
Staff requests further discussion and direction from City Council, with opportunity for community feedback, on how to proceed with addressing present and future needs of recreational facilities for older adults. A primary component of this discussion will be funding needs and how to prioritize this area within the City’s overall needs.
Supporting the expansion of senior housing is dependent on the private sector, therefore continues to prove a challenge for implementing change. Options are currently available, however the quality of housing may not be satisfactory to older adults. Staff recommends removing Strategy C, and incorporating it within Housing Objective 3.
Staff recommends consideration of a broader objective to “support” all private sector services of a social nature that benefit the community and would include health care, childcare, senior facilities, etc. therefore possibly combining some/all elements of Objectives 11, 12, 13 and 14.
Objective 15. Explore the feasibility of a community center.
Staff recommends this objective be combined with Objective 16 (see below) as part of a broader community facilities objective. Further community discussion and direction from City Council would be required to trigger renewed efforts from Staff to work on further implementation efforts specific to a community center.
Should further action be desired to implement this objective at a future date, Staff would request a reconsideration of the desired location relative to property ownership. Financial considerations and prioritization within the City’s overall objectives would also be a necessary part of any future consideration.
Objective 16. Encourage community facilities to be located in a town center.
Staff recommends combining Objectives 15 and 16, and adjusting the language, such as: “Encourage development of community facilities where appropriate, to include a future town center, commercial districts, and community neighborhoods.” The objective could also be broadened to include the various facility types that may not be immediately apparent – parks, public art, picnic benches, etc.
It may also be beneficial to combine these objectives with Objective 3, so that consideration of existing and new facilities is undertaken in tandem.
Objective 17. Promote cultural opportunities.
The strategies in this objective are considered routine. The City continues to serve as the lead agency on numerous cultural events and activities, and provides extensive support to those entities responsible for additional activities that enrich the community.
Objective 18. Enhance intergenerational interaction.
Activities undertaken to implement this objective are considered routine.
Limitations include existing space and facility needs that if fulfilled would naturally facilitate more cross-generational activities.
Objective 19. Enhance cultural diversity.
Parks & Recreation events and programs that incorporate/encourage cultural diversity are considered routine.
Staff questions if consideration should be given to broadening Objective 19 to embrace ethnic, socioeconomic, and age diversities.
Objective 20. Improve digital technologies in the City.
In 2005, Staff intends to survey Upper Arlington businesses on a number of issues, including the availability of existing technology, future needs, etc.
Further consideration and guidance from City Council may be required to consider costs, logistics and the realities of the changing technological marketplace, to determine whether it’s the City’s role or the private sector that should drive new technology in UA.
Meanwhile, the City can continue to lobby telecommunications providers to serve UA residents and businesses with state-of-the-art technologies.
Community Services and Facilities
Strategy Responsibilities / Recommended Amendments
Objective 1. Continue to maintain a high standard for the delivery of City services.
a. Continuing to monitor customer satisfaction and adjusting service delivery priorities as appropriate.
| City Manager, City Council & ALL departments
| Ongoing / Routine
|
b. Reviewing service delivery in conjunction with an annual status report of Master Plan implementation activities.
| City Manager, City Council & ALL departments
| Short- Mid- & Long-Term / Ongoing Routine
|
Objective 2. Update Capital Improvement Plan (CIP).
a. Updating the CIP to incorporate the infrastructure and facility recommendations of the Master Plan and Study Area Plans.
| Public Services, City Council, City Manager, Finance
| Ongoing / Routine
|
b. Ensuring that capital improvements have adequate and stable funding sources, especially for infrastructure maintenance and replacement.
| Finance, City Council, City Manager, Public Services
| Ongoing / Routine
|
Objective 3. Maintain and update existing City facilities as appropriate.
a. Continuing to maintain City facilities to ensure services are provided in a professional and efficient manner. CHANGE TO: Continue to maintain and update City facilities to enhance and support professional, efficient service delivery, and provide for expanding services as necessary.
| City Manager, City Council, Development, Information Technology
| Ongoing / Routine Combine with 3b
|
b. Updating City facilities to enhance service delivery and provide for expanding services as necessary.
| City Manager, City Council, appropriate departments
| Ongoing / Combine with 3a Remove
|
c. b. Working with utility companies to place utilities underground.
| Public Services, City Council, City Manager, Community Affairs, Development
| Long Term / Further direction required
|
Objective 4. Maintain the water system.
a. Continuing to replace aging water lines as necessary.
| Public Services, City Council, Information Technology, Fire
| Ongoing / Routine
|
Objective 5. Maintain the wastewater system.
a. Initiating ongoing monitoring and systematic upgrading of the wastewater collection system.
| Public Services, City Council, Development, Information Technology
| Ongoing / Routine
|
b. Continuing to address inflow/infiltration issues.
| Public Services, City Council
| Ongoing / Routine
|
Objective 6. Improve stormwater management.
a. Correcting the identified problems in eight locations in the southern half of the City.
| Public Services, City Council, City Manager, City Attorney
| Immediate and Short Term / Ongoing / Routine
|
b. Monitoring development north of Henderson Road to anticipate potential stormwater problems, including working with the City of Columbus to jointly address such concerns.
| Public Services, City Council, City Manager, BZAP, Development
| Immediate and Short Term / Routine
|
c. Improving stormwater management along Turkey Run.
| Public Services, City Council, City Manager, Finance
| Immediate and Short Term / Ongoing
|
d. Anticipating the City’s participation in Phase II of NPDES stormwater requirements.
| Public Services, City Council, City Attorney
| Short Term / Ongoing
|
Objective 7. Maintain the safety of residents, businesses and institutions.
a. Continuing to provide outstanding police, fire and emergency medical services.
| Fire, City Council, City Manager, Human Resources, Police
| Ongoing / Routine
|
b. Consolidating such services where appropriate to improve cost efficiencies.
| Fire, City Council, City Manager, Police
| Immediate and Short Term / Ongoing / Routine
|
Objective 8. Provide parks and recreation facilities and programs.
a. Safeguarding parkland from intrusion from non-recreational uses and buildings.
| Parks & Recreation, City Council, BZAP, Development
| Ongoing / Routine
|
b. Improving safe access at key points to the Scioto River corridor for pedestrians and bicyclists.
| Public Services, City Council, City Manager, Traffic Safety Committee, and State Highway Officials
| Long Term / Ongoing
|
c. Improving access for bicyclists to regional bike and recreation paths.
| Parks & Recreation, Mid-Ohio Regional Planning Commission, State Agencies, Public Services
| Mid Term / Ongoing
|
d. Maintaining natural areas in an undeveloped state, where appropriate.
| Parks & Recreation, City Council
| Ongoing / Routine
|
Objective 9. Maintain solid waste management services.
a. Monitoring solid waste management services, especially recycling.
| Public Services, City Council
| Short Term / Routine
|
b. Continuing to provide litter control in parks, sidewalks, public gathering areas, commercial districts, and residential neighborhoods.
| Public Services, City Council, Parks & Recreation
| Ongoing / Routine
|
Objective 10. Support an outstanding educational system.
a. Continuing to support the Upper Arlington School District.
| City Manager, City Council, all departments
| Ongoing / Routine
|
b. Continuing coordination of City Council and Board of Education on economic development issues.
| Economic Development, City Council, Board of Education
| Ongoing / Routine
|
c. Continuing to support the Upper Arlington Library.
| City Manager, City Council, all departments
| Ongoing / Routine
|
d. Facilitating lifelong learning opportunities for all City residents.
| Parks & Recreation, City Council, Lifelong Learning,
| Ongoing / Routine
|
Objective 11. Support local health care.Combine Elements of Objectives 11, 12, 13, 14
a. Attracting necessary medical professionals, offices and clinics to the City.
| Economic Development, City Council, Community Improvement Corporation, Chamber of Commerce
| Ongoing / Routine
|
| b. Promoting Upper Arlington’s existing health care resources. CHANGE TO: Supporting Upper Arlington’s existing private sector resources in the areas of health care, childcare and older adult care.
| Economic Development, all
| Immediate and Short Term / Routine
|
c. Maintaining good access to Riverside and University hospitals.
| Public Services, City Council, City Manager
| Ongoing / Incorporate into Transportation
|
Objective 12. Promote childcare services.Combine Elements of Objectives 11, 12, 13, 14
a. Supporting the delivery of childcare services in convenient locations.
| Development, City Council, Board of Zoning and Planning
| Ongoing / Combine with 11b and Remove
|
b. Promoting the provision of childcare services to working families.
| Community Affairs, City Council, Economic Development, Community Improvement Corporation, UA Library
| Ongoing / Combine with 11b and Remove
|
Objective 13. Facilitate adult care services.Combine Elements of Objectives 11, 12, 13, 14
a. Facilitating the provision and expansion of adult care services as necessary within the community.
| Parks & Recreation, City Council, Commission on Aging, Northwest Counseling Services, City Clerk
| Short Term
|
b. Promoting the provision of adult care services to families with responsibility for caring for older parents.
| Parks & Recreation, City Council, Commission on Aging, UA Library, Northwest Counseling Services, City Clerk
| Ongoing
|
Objective 14. Serve senior citizens.Combine Elements of Objectives 11, 12, 13, 14
a. Continuing to maintain a senior center and its programs; studying expansion as senior population increases.
| Parks & Recreation Department, City Council, Commission on Aging, Northwest Counseling Services
| Immediate and Ongoing
|
b. Studying citywide service delivery relative to senior needs.
| Parks & Recreation, City Council, Commission on Aging, City Clerk
| Short Term
|
c. Supporting expanded alternative housing choices for seniors.
| City Council, Board of Zoning & Planning, Development, City Attorney, Commission on Aging, City Clerk
| Short Term / Incorporate into Housing 3 Remove
|
Objective 15. Explore the feasibility of a community center. Combine with Objective 16 and remove.
a. Developing a community center if community support has been established.
| Economic Development, City Council, Development
| Immediate / Complete, further direction required to reactivate
|
b. Continuing to focus on Kingsdale as the preferred location for the community center.
| Economic Development, City Council, Community Center Committee, Development
| Immediate / Remove
|
Objective 16. 15. Encourage community facilities to be located in a town center. CHANGE TO: Encourage development of community facilities where appropriate, to include a future town center, commercial districts, and community neighborhoods.
ADD: a. Monitor existing conditions to determine current or future needs for a variety of public facilities to include indoor and outdoor recreation and leisure facilities, parks, and meeting space that meet the needs of residents of diverse ages and interests.
| Parks & Recreation, City Council
| Ongoing
|
a. b. Programming community facilities as a focal point of a town center.
| Parks & Recreation, City Council
| Mid Term and Long Term / On Hold
|
b. c. Providing for City-owned community facilities in a town center.
| City Manager, City Council
| Mid Term and Long Term / On Hold
|
Objective 17. 16. Promote cultural opportunities.
a. Continuing to support the Cultural Arts Commission.
| Cultural Arts
| Ongoing / Routine
|
b. Continuing to support the City’s major cultural events.
| Cultural Arts, all
| Ongoing / Routine
|
Objective 18. 17. Enhance intergenerational interaction.
a. Fostering programs and activities that provide for intergenerational interaction.
| Parks & Recreation, City Council, Commission on Aging, UA Schools
| Ongoing / Routine
|
b. Encouraging businesses, institutions, and other organizations to become sponsors of such programs.
| Parks & Recreation, City Council, Chamber of Commerce
| Ongoing / Routine
|
Objective 19. 18. Enhance cultural diversity. Change to: Enhance cultural, socio-economic and age diversities.
a. Sponsoring festivals and other community events that celebrate cultural diversity.
| Parks & Recreation, Chamber of Commerce, UA Schools, UA Library, community organizations
| Ongoing / Routine
|
b. Supporting educational programs that promote cultural diversity.
| Parks & Recreation, UA Schools, UA Library
| Ongoing / Routine
|
c. Participating in regional activities that promote diversity.
| Parks & Recreation, Chamber of Commerce, UA Schools, UA Library, community organizations,
| Ongoing / Routine
|
Objective 20. 19. Improve digital technologies in the City.
a. Expanding the use of new technologies to deliver City services more efficiently and effectively.
| Information Technology, City Council, City Manager
| Short Term, Mid Term, and Long Term / Ongoing / Routine
|
b. Using new technologies to improve communication between the City and its residents and businesses.
| Information Technology, City Council, City Manager
| Ongoing
|
| c. Supporting the enhancement of Internet access that supports both businesses and residents. CHANGE TO: Facilitate the enhancement of digital technologies that support businesses and residents.
| Information Technology, City Council, City Manager
| Short Term and Mid Term
|
City Manager's Office
City of Upper Arlington
3600 Tremont Road
Upper Arlington, OH 43221
Phone:614-583-5040
www.ua-ohio.net
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