Introduction | Summary | Master Plan Document | Annual Reports | Implementation Strategies
2005 Master Plan Annual Report
Community Facilities & Services
2005 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 & Services Meeting Summary
From Meeting Dated Friday, March 10, 2006
In Attendance
- Brian Quinn (Police Division), Moderator
- Dan Kochensparger (Fire Division), Recorder
- Cindy Bitter (Clerk of Courts), Tim Moloney, Jennifer Woodman, Lynette Santoro-Au, Dave Staats, Lisa Huddy, Sally Gard, Ginny Houghton (Parks & Recreation Department), Holly Bricker (City Clerk’s Office), Joe Valentino, Aaron Miller (City Manager’s Office), Chad Gibson (Development Department), Larry Helscel, Jim Wood, Doug Green, Rodney Parker (Public Services Department), Jeff Nelson (Information Technology Department), Mitch Ross (Fire Division)
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.
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 within existing staffing and financial resources. Likewise Staff must be sure that City Council and the community are made aware of any impacts arising from decisions made. A broad-based means to help prioritize projects and identify funding to support them would be invaluable. 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.
The City experienced several important successes in 2005 that fall within the scope of Community Facilities and Services.
The transformation of the former Hastings Pool into the new, state-of-the-art Reed Road Water Park was completed on time and on budget, with the facility opening June 2005. As a result, pool attendance and pass sales increased significantly in 2005.
In addition, the success of this project served as the trigger for a 2006 Parks & Recreation Strategic Plan process. The Council’s Pools Committee considered next steps for renovating the community’s outdoor pool facilities, with Tremont Pool the logical next step. Subsequent discussion of Tremont Pool’s location within Northam Park and its proximity to the Northam Park Tennis Courts, Senior Center and other public facilities led the group to consider the bigger picture of parks, facilities and programming across the community. It was determined by the Pools Subcommittee and later affirmed by City Council that the Parks & Recreation Advisory Board should be the entity charged with leading this endeavor.
The City obtained ownership of 10 additional acres of parkland in 2005, thanks to a combined purchase/gift agreement with Franklin Communications. Located adjacent to Langston Park in the northeast quadrant of the community, programming for Sunny 95 Park will be considered as part of the 2006 Parks & Recreation Strategic Plan process.
A partnership with the Schools evolving from the transfer of the community’s outdoor pools to City ownership also triggered the combined development of athletic fields at Burbank Park, adjacent to Northwest Park. This project is scheduled for completion in 2006.
The Mallway Park, located in the community’s oldest commercial district, was renovated in 2005. New pathways, enhanced landscaping, the installation of park benches and a public art project all combined to greatly improve the park.
The question of whether all objectives within this section still are relevant to our current situation, pertinent to the 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.
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 2005 Older Adults Needs Assessment has helped shed light on the issues facing this segment of the community’s population, and plans for the 2006 Parks & Recreation Strategic Plan will likely address a broad range of issues and needs with regard to existing and desired parks and facilities, programs and more.
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.
- A surveying of Upper Arlington businesses was begun in 2005 as part of Economic Development’s Business Retention and Expansion efforts, with the intent of collecting data over time that can help the City better understand and meet the needs of its existing business population.
- Additional surveying efforts are planned in 2006, as follows:
- Police/Safety survey, another process conducted every three years as part of the division’s certification requirements.
- Resident satisfaction with Solid Waste services, as part of a tentatively scheduled larger review process.
- Parks, facilities and recreation programs through informal surveys incorporated into the 2006 Parks & Recreation Strategic Planning process. The need for a formal survey to assist this process is yet to be determined.
- Service delivery survey additions/enhancements identified by Staff for implementation as time and resources come available include:
- Development Department customer satisfaction survey tool (date to be determined)
- General customer satisfaction survey program.
- Internal service delivery and customer service survey.
- The delivery and monitoring of various Public Services activities in the community.
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 early 2006.
- Incorporating projects that meet Master Plan and Study Area Plan recommendations continue to meet 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.
- 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 still required with regard to future infrastructure improvements following Transportation Plan guidelines. Discussions regarding the Kenny Road re-build began to address this need through the work of the 2005 Transportation Plan, with additional effort anticipated in 2006.
- 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.
- Recent short-term repairs were required at two aging City facilities – roof repairs at the Senior Center, and mold abatement at the Zollinger Road Police Division facility. Recognizing that the future of facilities such as these is in question, Staff and Council must consider the value of continuing to make repairs versus proceeding with a plan to address the long-term issues and needs of the community.
- 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?
- A significant step in this direction, the 2006 Parks & Recreation Strategic Plan will address existing conditions for the community’s parks and recreation/leisure facilities and work to develop a community wish list for improvements, with a realistic set of funding and prioritization recommendations attached for tentative implementation over the next 10 years.
- The Emergency Medical Services (EMS) Transport Billing Program, which began in the summer of 2004, has proven a successful means for supporting costly emergency services, equipment purchases and facilities. In 2006, the Fire Division intends to begin a review of its existing facilities, with tentative plans to proceed with a complete replacement of Station 72 on Reed Road.
- Adequate funding resources remain a challenge to realizing these goals and future City Council/Staff consideration and prioritization of identified projects will be required.
- A recent issue regarding abandoned-in-place utility poles has been under review by Public Services and the City Attorney, with a report back to City Council expected by mid-2006.
- Staff recommends combining Objective 3 and Objective 14, since both address public facilities, either existing or that could be created as opportunities arise.
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.
- The Public Services Department also monitors Capacity Management Operation and Maintenance (CMOM) programs and other state and federal mandates to ensure full compliance with any changing requirements. To reflect this, Staff proposes the addition of Objective 5c “Monitor all state and federal grant mandates affecting storm water and wastewater management and continue monitoring Capacity Management Operation and Maintenance (CMOM) programs.”
- 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.
- Staff recommends amending Objective 6a to reflect the need to address all stormwater management issue areas as they are identified.
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 is keeping abreast of constant changes in public safety, and funding to support necessary upgrades.
- Both divisions are seeing a trend whereby federal support funds are increasingly directed to larger cities and less so to suburb communities, a situation that could present funding challenges to the City at some point in the future.
- 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.
- Staff recommends adding Objective 7c to reflect safety forces’ efforts to enhance services to the community where appropriate, keeping up with new trends and resources, and expanding community outreach to ensure both divisions are meeting the community’s needs.
- Staff also recommends adding Objective 7d in order that the need for ongoing training and support for Fire and Police Staff on various safety aspects be acknowledged as an important component of service delivery. As emergency preparedness issues continue to evolve, it is necessary for Staff to receive the appropriate training in order to prepare appropriately to serve the community during a time of need. Recent examples include the heightened need for homeland security preparedness and the potential for a widespread health situation, such as a pandemic flu. Oftentimes, a community’s preparedness is tied to the ability to receive federal or state grant support and supplies.
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.
- A recent success for the City was the acquisition/gift of land adjacent to Langston Park thanks to a partnership with Franklin Communications, which operates three radio stations from this neighborhood location. The City purchased approximately 10 acres of land for $1.5 million. With the land value of approximately $2.2 million, Franklin Communications essentially gifted the City approximately $700,000.
- The 2006 Parks & Recreation Strategic Plan process promises to take a comprehensive look at existing conditions, community needs and desires, with the ultimate goal of providing City Council with a document that sets forth realistic funding options and implementation priorities for the coming decade and beyond. As this process is undertaken, Staff anticipates new strategies will be proposed for incorporation into Master Plan implementation efforts.
- 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, Staff has been working 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.
These efforts have been undertaken as part of the Infrastructure Policies Committee work, and will also be considered within the scope of the 2006 Parks & Recreation Strategic Plan.
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.
- As part of a recent designation as a SMART Community by the Solid Waste Authority of Central Ohio (SWACO), Staff is looking at various new ideas to enhance solid waste revenues to help support the provision of said services and continue the City’s commitment to reducing the waste stream. Examples include:
- Expanded business recycling opportunities
- Partnerships with local civic groups to expand public clean up activities
- A review of the City’s existing Solid Waste services is tentatively scheduled for 2006, to take a detailed look at what is currently provided, determine resident satisfaction with the program explore existing and potential cost recovery practices and more.
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.
- 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 would 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 and revenue sharing opportunities with the Schools and Library.
Objective 11. Support local health care, older adult care and childcare services.
- 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. Facilitate adult care services.
- To better implement this objective, Staff reassigned the primary responsibility to Parks & Recreation, with its Senior Division working closely with affiliated agencies to monitor the facilitation of appropriate services.
- In 2005, a senior needs assessment was undertaken, touching on a broad range of issues for the community’s older adults, to 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.
- The results of the study will be used in 2006 and beyond to help the City and other agencies associated with older adult care services set goals and prioritize how best to meet the needs of this growing segment of the population.
Objective 13. Serve senior citizens.
- To better implement this objective, Staff reassigned 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.
- Further review of the Senior Center facility and the programs provided will be incorporated into the 2006 Parks & Recreation Strategic Plan process.
Objective 14. Encourage development of community facilities where appropriate, to include a future town center, commercial districts, and community neighborhoods.
- This objective was amended during the 2004 update process to reflect a broader consideration of public facilities rather than a focus on one type (community center).
- The 2006 Parks & Recreation Strategic Plan will likely address the appropriate placement of community facilities relative to its charge from City Council, but this process will not consider the need and location for all types of public facilities, a consideration that may require further study at some point in the future.
- Further community discussion and direction from City Council would be required to trigger renewed Staff efforts specific to a proposed community center. Should further action be desired, Staff would request a reconsideration of the desired location of such a facility. Financial considerations and prioritization within the City’s overall objectives would also be a necessary part of any future consideration.
- It may also be beneficial to combine these objectives with Objective 3, so that consideration of existing and new facilities is undertaken in tandem.
- Staff proposes the addition of a strategy to address the lack of available meeting space in the community.
Objective 15. 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 16. 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 17. 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 18. Improve digital technologies in the City.
- To date, responses from businesses surveyed as part of the City’s Business Retention and Expansion program, indicate a satisfaction with the level of technology services available to them.
- 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
| 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. Combine with Objective 14, with the proposed language: Maintain and update existing City facilities as appropriate, and encourage the development of community facilities where appropriate to include a future town center, commercial districts and community neighborhoods.
a. 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
|
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
|
Add: c. Monitor all state and federal mandates affecting storm water and wastewater management and continue monitoring Capacity Management Operation and Maintenance Operation and Maintenance (CMOM) programs.
| Public Services
| Ongoing
|
Objective 6. Improve stormwater management.
a. Correcting the identified problems in eight locations in the southern half of the City. Change to: Correcting identified problems in all parts of the City.
| Public Services, City Council, City Manager, City Attorney
| 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
| Routine
|
c. Improving stormwater management along Turkey Run.
| Public Services, City Council, City Manager, Finance
| Ongoing
|
d. Anticipating the City’s participation in Phase II of NPDES stormwater requirements.
| Public Services, City Council, City Attorney
| 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
| Ongoing / Routine
|
Add: c. Enhance the delivery of services through community outreach, and expansion of programs and services where appropriate.
| Police, Fire
| Ongoing / Routine
|
Add: d. Continue to provide appropriate training, support and protection to City Staff in order to address various safety service needs.
| Police, Fire
| 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
| Ongoing
|
c. Improving access for bicyclists to regional bike and recreation paths.
| Parks & Recreation, Mid-Ohio Regional Planning Commission, State Agencies, Public Services, City Manager
| 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, City Manager
| 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, older adult care and childcare services
a. Attracting necessary medical professionals, offices and clinics to the City.
| Economic Development, City Council, Community Improvement Corporation, Chamber of Commerce
| Ongoing / Routine
|
b. Supporting Upper Arlington’s existing private sector resources in the areas of health care, childcare and older adult care.
| Economic Development, all
| Ongoing / Routine
|
Objective 12. Facilitate adult care services.
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 13. Serve senior citizens.
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
|
Objective 14. Encourage development of community facilities where appropriate, to include a future town center, commercial districts, and community neighborhoods. Combine with Objective 3, remove Objective 14.
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. Becomes Objective 3c
| Parks & Recreation, City Council
| Ongoing
|
b. Programming community facilities as a focal point of a town center. Becomes Objective 3d
| Parks & Recreation, City Council
| On Hold
|
c. Providing for City-owned community facilities in a town center. Becomes Objective 3e
| City Manager, City Council
| On Hold
|
Add - becomes Objective 3f. Encourage the expansion of available meeting space in the community.
| City Manager, Economic Development, Parks & Recreation, City Council
| Ongoing
|
Objective 15. 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 16. 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 17. 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 18. 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, all departments
| 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. Facilitate the enhancement of digital technologies that support businesses and residents.
| Information Technology, City Council, City Manager
| Short Term and Mid Term
|
Updated 5/30/06
City Manager's Office
City of Upper Arlington
3600 Tremont Road
Upper Arlington, OH 43221
Phone:614-583-5040
www.ua-ohio.net
|
