2017 Final Council Retreat Agenda - Dublin,...

CityofDublin‐2017CouncilRetreatSession

February2‐3,2017

Where: Ohio University, Dublin Integrated Education Center (DIEC) 6805 Bobcat Way, Dublin, Ohio

When: Thursday,February 2 5:30 p.m. – 8:30 p.m. Friday, February 3 8:30 a.m. – 4:00 p.m. CouncilRetreatSessionObjectives:

Discuss governance roles and how the governing body can enhance its effectiveness.

Develop a shared understanding of the current and future context of local government – both in Dublin and nationally.

Discuss issues of strategic importance to the City of Dublin in the context of the City’s Strategic Focus Areas.

Establish consensus regarding any additional areas of focus needed in 2017 and beyond in the context of the City’s Strategic Focus Areas.

The Novak Consulting Group Strengthening Organizations From The Inside Out

AgendaDayOne:5:30PM‐8:30PM

(Dinner)

Introductions(5:45‐6:00) Welcome and Introductions

Agenda Review

Norms and Expectations for the Council Planning Session Agenda Item Outcome: Create a safe environment for honest exchange of ideas.

SuccessandSetbacks(6:00–6:30) Reflecting on 2016 – Each Council Member will present his/her answer to the

following questions: o When were you most proud of the Dublin City government? What was

the accomplishment, who was involved, what role did staff play, what role did the Council play?

o When were you disappointed in the City? What happened, who was involved, what could staff or the Council have done differently to avoid this disappointment?

Agenda Item Outcome: An honest reflection on the trials and tribulations of serving our community.

GoverningBodyRolesandEffectiveness(6:30–7:30) We will debrief the pre‐Planning Session survey and discuss how the Council can focus

its energy to maximize effectiveness. o What is working well and how can the Council govern even more effectively?

Agenda Item Outcome: Identify strategies to raise awareness and improve governance.

SWOTAnalysis‐SettingtheStage(7:30‐8:30)(astimeallows–mightneedtostartnextday)

The group will engage in a SWOT discussion. Strengths and Weaknesses will be focused on City government; and the conversation around Opportunities and Threats will be focused on the community.

Agenda Item Outcome: Developed a shared understanding of where the City is today and related implications/impacts for the future.

Adjourn–(8:30)

The Novak Consulting Group Strengthening Organizations From The Inside Out

AgendaDayTwo:8:30AM‐4:00PM

Introductions(8:45–9:00) Welcome additional staff members to the retreat, identify their expectations

Process review of agenda Agenda Item Outcome: Welcome additional staff and prepare for a productive day.

SWOTAnalysis‐SettingtheStage–Revisited(9:00–10:00) Council will review progress on the initial SWOT discussion and enrichen the

conversation by hearing the staff’s perspective on these same questions. o Strengths and Weaknesses will be focused on City government (internal) o Opportunities and Threats will be focused on the community (external)

Agenda Item Outcome: Developed a shared understanding of where the City is today and related implications/impacts for the future.

TrendingNOW!(10:00–11:00) Staff will share trends they have identified facing local governments

Council will discuss the trends and identify emerging trends they see as elected officials

Agenda Item Outcome: Understand the context of both local service delivery, governance and issues and trends the community needs to be prepared for in the future.

StrategicFocusAreas–2017andBeyond(11:00–1:30)–WorkingLunch

The City has operated with a framework of Strategic Focus areas – as new trends emerge it is important to review this list and identify emerging areas of focus.

o Staff will share initiatives they feel are important in the context of the strategic focus areas and solicit Council direction and feedback on those issues.

o Council will identify additional issues/opportunities they are interested in preparing for in the future.

Agenda item Outcome: Council buy‐in and direction on long‐term strategic issues and opportunities facing the City of Dublin.

Closing/NextSteps(1:30‐1:45)

AdjournintoExecutiveSession(2:00–4:00) Conferences with an attorney for the public body concerning disputes involving

the public body that are the subject of pending or imminent court action

Reconveneandformallyadjourn.

To: Members of Dublin City Council

From: Dana McDaniel, City Manager

Date: January 27, 2017

Initiated By: Michelle L. Crandall, Assistant City Manager

Re: Council Retreat – Packet Materials

Background

To assist Council in preparing for the upcoming February 2-3 Retreat, Staff has prepared an informational packet containing the following documents:

Strategic Plan Framework (in binder) – This document is updated and streamlined from last year. The first several sections include the City’s purpose, vision and mission statements; core values and leadership philosophy; and our customer service standards. The remaining sections contain the Strategic Focus Areas. Each Strategic Focus Area is organized in the following manner:

o Priorities o Strategies (for each priority) o 2016 Progress Highlights

Please note that some portions of this document contain “red” text. This denotes a new area of emphasis that the City staff is suggesting being focused on in 2017 and beyond. Additionally, “Fiscal Health and Economic Vitality” was previously one Strategic Focus Area. This has been separated into “Fiscal Health” and “Economic Vitality” as separate Strategic Focus Areas to better distinguish the priorities and strategies for each.

Trends Overview – This contains the following two items: o A literature review of global megatrend studies and articles. While each offers a

differing perspective, there are some areas of clear consensus regarding global trends and the resulting challenges/opportunities.

o Overview of a Management Team retreat activity that was completed during a December quarterly retreat with our department/division directors. This activity allowed small groups to discuss trends and disruptions that will be affecting local governments and how to prepare and respond to them proactively. The activity description and a summary of the results are included.

Both of these documents are intended to help Council as you complete a SWOTs analysis of the City, discuss trends and formulate future areas of focus.

Recommendation For information only. Should you have questions regarding any of this material, please contact me or Michelle Crandall, Assistant City Manager, at 614-410-4403 (desk) or 614-206-4886 (mobile).

Office of the City Manager 5200 Emerald Parkway • Dublin, OH 43017-1090 Phone: 614.410.4400 • Fax: 614.410.4490 Memo

Literature Review of Global Megatrends Excerpts of Publications

Megatrends 2015: Making Sense of a World in Motion Published by EYGM Limited, a global leader in assurance, tax, transaction and advisory services http://www.ey.com/publication/vwluassets/ey‐megatrends‐report‐2015/$file/ey‐megatrends‐report‐2015.pdf 1. Digital future ‐ Technology is disrupting all areas of enterprise, driving myriad opportunities and

challenges

2. Entrepreneurship rising ‐ Entrepreneurship around the world is growing, driving the need for more

supportive ecosystems

3. Global marketplace ‐ Economic power continues to shift east and south, driving new patterns of trade

and investment

4. Urban world ‐ Effective infrastructure investment and sound planning will make future cities

competitive and resilient

5. Resourceful planet ‐ Growing demand and shifting supply are driving innovation in the energy and

resources space

6. Health reimagined ‐ Technology and demographics converge to drive a once‐in‐a‐lifetime

transformation

The Six Global Trends You Must Be Prepared For: Make Sure Your Organizations and Your People Are Ready for the Future Published by the Hay Group http://www.haygroup.com/en/campaigns/the‐six‐global‐megatrends‐you‐must‐be‐prepared‐for/ Our world is changing. A study by Hay Group and Z_Punkt shows six long‐lasting, fundamental shifts in the global business world are shaping our future and will be firmly established by 2030. 1. Globalization 2.0 – a new world order is emerging as economic power shifts to Asia

2. Environmental crisis – leaders must embed sustainable cultures as critical natural resources run out 3. Individualism – smart employers will design ways of working to suit individuals in order to retain

talent 4. Digitization ‐ in a climate of transparency, leaders must display high standards of integrity and

sincerity 5. Demographic change ‐ an aging population means a shrinking global workforce, chronic skills

shortages and a fierce war for talent 6. Technological convergence ‐ the convergence of nano, bio, information and cognitive sciences will

generate untold new product markets, and make others obsolete.

Six Megatrends that Will Shape the Future of Cities Published by the World Economic Forum https://www.weforum.org/agenda/2014/08/six‐megatrends‐will‐shape‐future‐cities 1. Urbanization, demographics and the emerging middle class People have moved from the countryside to cities for millennia, but never before have urban spaces grown at the speed and scale they are today. As of 2010, for the first time in history, more than half of the world’s population lives in cities. Cities account for over 80% of global GDP. According to the UN, an extra 2.4 billion people will live in cities by 2050, bringing the global sum of city dwellers to 6.3 billion – 67% of the world’s population. For the foreseeable future, rapid urbanization will be almost exclusively a non‐Western affair: about 94% of those who move to cities in the next few decades will come from the developing world. The emerging‐market middle class will double its share of global consumption (from a third to two‐thirds) by 2050. Aging will also be a key trend in global demographics. By 2050, one in every five people will be at least 60 years old. The overall ratio of old to young is set to almost double from current levels. 2. Rising inequality Cities are affected by rising inequality and, in some instances, may help cause it. Rapid urbanization in the developing world inevitably increases the gap between cities and small towns/rural areas. Will a city‐based global economy “pull up” non‐urban hinterlands, or will cities become rich enclaves surrounded by marginalized backwaters? 3. Sustainability Given their concentrations of people and economic activity, cities are especially intensive in their use of energy, food and water. They are responsible for more than half of global greenhouse gas emissions. Their challenge, especially in the developing world, is to fuse technology and markets to become much more efficient in their use of available resources. 4. Technological change Technological change is “disruptive”. Automation and globalization have shifted a lot of manufacturing (and the jobs related to it) to developing countries. This is now happening with clerical jobs in many services industries. Cities remain best placed to take advantage of technological change, whether incremental or disruptive, which allows them to access global markets, discover new opportunities in education and training, improve healthcare, store and use big data, and much else besides. 5. Clusters and global value chains Multinational companies are the “system integrators” of global value chains. Cities compete to host corporations of this sort – for global headquarters operations, regional HQ operations and as foreign subsidiaries. In future, there will be more next‐generation large companies looking to locate their HQs and subsidiary operations. Many of these will come from China and other emerging markets, and offer opportunities for cities to become more important in global value chains. 6. Governance In stark contrast to dynamic economic, social and technological forces, the world of politics and governance seems static. The Westphalian system of nation states still predominates, almost five centuries on. But global governance remains weak. This creates a window of opportunity for provincial and city governments to rise and shine. Led by urbanization, they condition the environment for cities around the world. It is up to cities to take advantage of these megatrends, as well as to mitigate negative forces such as rising inequality, pressure on natural resources and the environment, and a diminution of trust in public authorities. The question now is how cities can adapt to these challenges and continue to prosper.

The 10 Social And Tech Trends That Could Shape The Next Decade Published by Forbes (based on a recently completed Frost & Sullivan analysis titled, “World’s Top Global Mega Trends To 2025 and Implications to Business, Society and Cultures (2014 Edition).”) http://www.forbes.com/sites/sarwantsingh/2014/05/12/the‐top‐10‐mega‐trends‐of‐the‐decade/2/#19d102ea5eae 1. Connectivity and Convergence ‐ By 2020, there will be over 5 billion internet users, with over half of them accessing the internet over handheld tablet devices and 80 billion connected devices worldwide. This connectivity will spread to our daily lives bringing the three silos of work, home and our surrounding environment into one seamless experience termed by Frost & Sullivan as “connected living.” Connected living will involve digital assistants that guide our everyday lives, music that seamlessly moves from our homes to cars as soon as we shut the house door to our house to start our commute as everything will sit in a cloud that we can access anywhere anytime. A new range of technology enabled services such as smart lighting, mobile working solutions, and smart governance will define and shape our everyday experiences. This connectivity will push other sub trends, like big data to create market opportunities for new products and services; some that already here today, like social sentiment analysis, open innovation, new insurance business models and micro personalized marketing and medicines. 2. “Bricks and Clicks” will become the retailing norm of the future, with every retailer expected to have an online identity as well as a brick and mortar presence by 2020. Nearly 19 percent of global B2C retail will happen online, with online retail sales expected to reach $4.3 trillion by 2025, resulting in the emergence of virtual stores, virtual hypermarkets, interactive stores, and “Click and Collect” retailing models. B2B e‐Retailing which has lagged so far is now ready to take off and we will see more IPOs from e‐Commerce companies than from brick stores. Even car companies will start offering digital urban stores and selling more cars online, perhaps more in the developing world as protective policies and lobbyists will hold back this market’s potential in some developed countries, like the United States. A key micro impact of this will be the focus by businesses on creating a seamless online/off‐line customer journey and a unique and personalized customer experience throughout the life cycle of the product/service. 3. Future of Mobility ‐ In the future, people and organizations will want personal mobility (not necessarily cars or trucks) to travel from A to B, as journeys will become integrated with intelligent and smart technologies, enabled by a single ticket or membership to provide seamless travel on multi‐modal transport systems with the car becoming an integral part of a wider transport network. Car companies will measure mobility share and not market share, as they move away from not just selling cars to also providing corporate mobility solutions, thus integrating all travel needs. Car sharing will become a commonplace model and they will become autonomous, as first pilots will be trialled by car and technology companies in a closed environment like at an airport or small community. Ordering and sharing cars with Apps will be a commonplace and legislators might need to start thinking whether they need to remove drunk driving laws or not, as the cars will ultimately drive you home on their own. 4. Urbanization – City as a Customer ‐ Mahatma Gandhi once said, “India is to be found not in its cities, but in its 700,000 villages.” Though it might have been true in the 19th century, this will not be the case in the 21st century, as we will see cities expanding to form mega cities, mega regions and even mega corridors, such as the Boston to Washington, DC (BosWash) corridor, which will have a population of 58.2 million and account for 20 percent of United States GDP in 2025. These “mega districts” will be so large that businesses will increasingly regard them as key focus centers for investment and put “city as a customer” as a central piece of their strategy, as opposed to nations. Some city mayors might even ask for UN seats, as they will contribute more to their overall country’s wealth currently seen through cities like Bogota, Seoul and Brussels.

5. Social Trends Changing ‐ Social trends in Generation‐Y, rise of middle class, an aging population, reverse brain drain, Halal economy, a heterogeneous society, generational political change in nations like India, abolition of single child policy and hukou system in China, aging population and women’s empowerment will usher in some deep socioeconomic changes in our future society. 6. Health, Wellness and Well‐being ‐ If we follow the logic of the Kondratieff cycle, this is the next biggest mega cycle stretching all the way to the 2050 and beyond. The definition of healthcare will change as economies struggle to afford healthcare costs, which will affect 20 percent of a nation’s GDP in a developed world. Focus will shift to mass prevention and diagnoses and to wellness aspects of the mind, body and soul. 7. “Innovating to Zero” is the mega vision of a “Zero Concept” world where we will shift focus and develop products and technologies that “Innovate to Zero” in real life, thereby bringing social innovation to the forefront. We will have cars with zero emissions, zero accidents and zero fatalities. Cities and buildings will want to be carbon neutral, just like Copenhagen wants to be first carbon neutral capital of the world where one could even have a carbon neutral beer in a carbon neutral brewery, and spend a night in a carbon neutral hotel. Organizations are already taking this as a key vision for business as seen by Atos developing a “zero email” or “zero inbox” strategy (which will be great for when you are back from a long holiday)! 8. Smart is the New Green ‐ “Green” was a mega trend of the last decade and while it will continue to be important, there will be a shift towards “smart” products, which are intelligent, connected and have the ability to sense, process, report, and take corrective action. Smart products will be everywhere around us from smart clothing, watches, phones, to smart buildings and smart cities. The smart city market in particular will take off with the industry expected to be worth $1.5 trillion by 2020. Smart city market participants will assume one or more of the four main roles in the ecosystem: integrators (the end‐to‐end service provider); network operators (the M2M and connectivity providers); product vendors (hardware and asset providers); and managed service providers (overseeing management/operation) 9. Value for Many ‐ The emergence of a global middle class of 4 billion people and a connected community on the internet of 5 billion will allow entrepreneurs and businesses to “make one, sell many,” a concept that will be ever more important and usher in a new business model of “value for many.” The concept implies that businesses can produce and sell the same product or service to the masses in both the developing and developed worlds using either a platform like the internet or through developing an affordable products strategy. The most interesting feature of the “value for many” business model is that it drives innovation across a whole spectrum of industries, from low‐cost flights to low‐cost affordable healthcare products for the masses, to selling and scaling your business to the global market from day one. 10. Future of Energy ‐The energy industry will converge with several related industries to develop efficient and environment friendly solutions. Key trends we will see in this area will be the Smart Grid, the future 'Energy Internet', the contribution of shale gas in the U.S. gas supply to surpass 40 percent in the 2030s, deep sea drilling for oil to become 20 percent of global oil production and technology for deep sea exploration to expand to deep sea mining. We will see more micro grids and energy storage technologies leveraging electric car batteries second life, and possibly also, for the first time, space‐based solar power satellites that beam electricity to the earth.

Management Team Retreat – December 2, 2016 Continuing Toward Our Vision

A global community of choice. Vibrant. Innovative. Engaged.

What do we need to think about today that will affect us tomorrow --- 5, 10, 15 years from now? What disruptions are ahead that we must proactively prepare for now and thrive within?

Strategic Focus Areas

Fiscal Health and Economic Vitality - The City ensures its financial strength through the implementation and coordination of sound fiscal policies; carefully balanced land planning reflecting sound land use principles; forward investing in infrastructure; continuous focus on innovative economic development programs to compete regionally, nationally, and globally.

Smart Customer-Focused Government - The City is accountable and responsive to the needs and desires of the community by employing outcome-based management systems; evaluating best practices of other high-performing organizations; and working collaboratively with other public entities to provide efficient, responsive and innovative local government, including, when appropriate, a focus on shared-service delivery and strategic partnerships. We see our employees as our most valuable resource and are committed to their training and development to deliver best in class services to our residents.

Activity Instructions – Please Prepare Ahead of Time for This! Considering the City’s Strategic Focus Areas (see below), individually (in advance of the retreat) and in small groups (during the retreat) we will be answering the following questions:

What are the trends and disruptions that will change what we do and how

we do it?

Because of these trends and disruptions, what will we be doing differently in the future?

What do we need to start doing now to prepare and to be a thriving, global

community of choice tomorrow?

Community Engagement - The City is an exemplary local democracy that expects and encourages the participation of its residents and community stakeholders by promoting: proactive and ongoing communication; opportunities for citizens to utilize their time, talents and skills to benefit the community; honors our diverse cultures, ages and abilities; and encourages citizen education and interactions with the City and other organizations in order to foster pride and ownership in the community.

Safe and Resilient Community of Choice - The City supports a safe, resilient, community of choice by encouraging community pride and facilitating a high level of quality of life for citizens by planning and emphasizing public safety, innovative programs, community wellness and extraordinary amenities.

Examples of what we might begin thinking differently about…

Revenue Sources - Are the revenue resources we have today, what we will have in the future? What if income tax as established today is challenged?

Changing Demographics - Is our population aging? If so, what services may we need to provide in the future that we aren’t providing now? What other demographics may change social service needs?

Sustainability - Do we need to be more concerned about depleting natural

resources and rising energy costs? Can we become an energy independent organization or community?

Nature of Work - How and from where will people work in 20 years? How will

this impact our corporate office space and tax base?

Transportation - What is the future of transportation? How will technology infrastructure and mobility be different?

Citizen Engagement - How is interaction and engagement with residents

changing? How do we continue to deliver on democracy within these changing dynamics?

Service Consolidation - Will the layers of government and numbers of

jurisdictions remain the same? What role will local government and the City of Dublin play as consolidation of services evolves in central Ohio?

Smart Cities Technology - What will smart cities technology mean to us? Are we in a position to take advantage of technology opportunities to meet the needs/demands of future residents?

The list goes on…

Management Team Retreat Small Group Summary and Detailed Feedback

Summarized Comments

Trends and Disruptions

Technology Demographic Shifts/Evolving Population – Aging population shifts, increased cultural diversity, Aging infrastructure Pedestrian and bicycle centered housing Mobility/Transit Smart Cities – Mobility, policing, Volatile revenue stream – Income Tax

How to respond

Strategic Planning Embrace Technology Continued community engagement of All residents -- Include citizens in decision making Partnerships/Shared Services Innovate – Adapt – Stay ahead of the trends

Management Staff Retreat Cumulative Comments

From All Four Small Groups (by color)

What are the trends and disruptions that will change what we do and how we do it?

Technology … AI, mobility, etc. Evolving population Rethinking of transportation/mobility Neighborhoods redevelop with amenities within walk/bike Changes in ways of working – Home, café, open space, co-working Technology competency, skills Smart lighting, traffic, building, refuse collection, cars Pedestrian and bicycle centered housing Co-working facilities Aging population/disabled Policing -- New technology, Facial recognition, Surveillance, Trending to regional policing, Body Cams, Lone wolf terrorism Change in Federal Administration – Executive orders, legislation, etc. State threat to home rule Income tax formula Cultural divides & Demographic shifts Aging Infrastructure Aging infrastructure Technology Changing demographics Trust/perception of government Legacy office building/neighborhoods Economic cycles Trends/disruptions Develop new financial model, revenue sources – Tax on independent contractors, resident vs workplace community, people working from home, what is the future of income tax in Ohio?

o Tie resiliency into financial discussion – Plan : (subsidy level, core services Erosion of home rule: DEFEND Partnership continuation Changing perceptions on control (i.e. Rec facilities) Proving the end result Social programs – Knowing, promoting, diversity appreciation, communication interaction Diversity | Religious, cultural, educational, income, age, race, gender

o Public safety o Service delivery

Because of these trends and disruptions, what will we be doing differently in the future?

Aging/evolving population Partnership with other organizations Community involvement/engagement Voting --> Constant communication with residents Transparency Consolidation of government organizations Regional approach --> Burden sharing Embrace Technology Succession planning/Shaping skill sets --> Adapting the organization Proactive legislative engagement Involve citizens more in decision making Continue to refine strategic planning Explore more shared service opportunities Engage consultants and academics to help identify (SWOT) Invest in our assets, maintenance Cost/benefit analysis – Know your audience Continue to provide best-in-class services Communication platforms, establish objective benchmarks of success, best practices Flexible designs Recognize, talk & plan Disaster exercise – Not your normal disaster exercise

What do we need to start doing now to prepare and to be a thriving, global community of choice tomorrow?

Evaluate & prioritize needs/proactive World view: engaging globally – Staying ahead of the trends Being aware of populations we're serving (schools, HOAs, seniors) Transparency, communication, interaction, customer service Outside box solutions Financial modeling/diversification of economy (all sizes/types of businesses) Enduring vs Fad

City of Dublin, OhioStrategic Plan

Table of Contents• Purpose Statement• Vision Statement• Mission Statement• Values• Leadership Philosophy• Core Customer Service Standards• Strategic Focus Areas – Definitions• Strategic Focus Areas – Priorities, Strategies and Progress

Strategic Plan

“The City of Dublin, Ohio secures the benefits of home rule and exercises the powers of local self-governance as conferred by its Charter, the Constitution, and the laws of the State of Ohio for

the governing of our City.”

- Preamble, Revised Charter of Dublin, Ohio

Purpose – the fundamental reason that an organization exists. The primary role of purpose is to inspire an organization and guide its setting of values. Purpose is generally broad and enduring.

Purpose

A global city of choice.Vibrant. Innovative. Engaged.

Vision – the desired future state of the organization. The vision describes where the organization is headed, what it intends to be, or how it wishes to be perceived.

Vision

We are and always have been a proud local democracy. In our service, we strive to provide the best quality of life and environment in which our residents and businesses can thrive.

We seek to ally our proud traditions with the best innovations of the future.

Mission – the overall function of an organization. The mission answers the question, “What’s this organization attempting to accomplish?” The mission might define customers or markets served, distinctive or core competencies, or technologies.

Mission

• Integrity• Respect• Communication• Teamwork• Accountability• Positive Attitude• Dedication to Service

Values

We are members of an organization that succeeds because of teamwork, dedication, diversity and the innovative spirit of all of

our members. Together we build a culture of trust, service, mutual respect, inclusion and open communication. We hold

ourselves mutually accountable to promote and sustain continuous learning and to develop the learning potential that

exists in every member of our team.

All in, all the time!

Leadership Philosophy

1. Environment• Safe, Clean, Organized

2. Phone• Answer within 3 rings, greet customer properly, provide correct

information3. Mail (E-mail, Voice mail, Correspondence)

• Respond within 2 business days, voice mail and reply standards4. Face-to-Face Customer Interaction

• Acknowledge customer and offer to help, greet with a smile

The standards apply to every work unit to ensure that all customers receive consistent service excellence in our day-to-day interactions.

Core Customer Service Standards

1. Fiscal Health and Economic Vitality: The City ensures its financial health through the implementation and coordination of sound fiscal policies.

2. Economic Vitality: The City ensures its economic vitality through sound land use planning; forward investing in infrastructure; and continuous focus on innovative economic development programs to compete regionally, nationally, and globally.

3. Smart Customer-Focused Government: The City is a high-performing organization that is accountable and responsive to the needs and desires of the community and continuously improving on its best-in-class services.

4. Community Engagement: The City secures home rule powers and local self-governance for its residents through proactive communication and a focus on public input, volunteerism, diversity, and inclusion.

5. Safe and Resilient Community of Choice: The City provides a secure and stable environment and continuously prepares to respond to, withstand and recover from adverse situations.

Strategic Focus Areas

Priorities1. Maintain high bond ratings2. Provide accurate and reliable revenue and expenditure

forecasting3. Prioritize capital and funding plans for critical

infrastructure4. Maintain a transparent financial environment, free of

fraud, waste and abuse

Fiscal Health

Priority #1: Maintain high bond ratings – A measure of the credit quality of the city.

Strategies: • Maintain a General Fund Balance of at least 50% of operating costs.• Comply with the city’s debt ratio policy. • Continually assess the city’s bond rating position with the assistance of

appropriate experts. • Maximize revenues by taking steps to ensure collection of established taxes,

rates, fees and fines.• Maintain an accurate and up-to-date cost of services analysis and

recommendations for cost recovery.• Assess the long term future of City revenues.

Fiscal Health

Priority #2: Provide accurate and reliable revenue and expenditure forecasting –Provide accurate and reliable forecasts of revenues and expenditures to ensure available resources are allocated to the highest priorities and expenditures are effectively monitored and managed by the city’s administration.

Strategies: • Maintain a conservative approach to budgeting (i.e., estimating revenues low

and expenditures high).• Ensure compliance with the city’s general fund balance and debt ratio policies. • Provide an expenditure forecast that aligns with the city’s strategic priorities. • Develop systems to assist managers and employees with maintaining

discipline in managing expenditures. • Develop and utilize performance measures and benchmarks in partnership

with the city’s departments/divisions to monitor financial effectiveness. • Seek a balance between capital and operating budgets to maximize a robust

and well maintained infrastructure and best in class services.

Fiscal Health

Priority #3 - Prioritize capital and funding plans for critical infrastructure – Adopt a capital improvement program that provides an appropriate balance of maintenance of existing infrastructure and forward investing in new infrastructure.

Strategies:• Allocate 25% of the 2% income tax for capital projects, at a minimum.• Adopt a 5-Year Capital Improvement Program (CIP) – annually.• Execute the 5-Year CIP within budget and on time. • Seek partnerships and additional funding sources for the CIP.• Protect the City’s funding sources for capital investment and seek other

funding sources. • Assess the impacts of TIFs on Washington Township

Fiscal Health

Priority #4 - Maintain a transparent financial environment, free of fraud, waste and abuse - Earn and maintain the trust of the public, business community, investors and rating agencies by ensuring systems and processes are in place to prevent fraud, waste, and abuse of public funds.

Strategies:• Manage public funds in accordance with Federal, State and Local laws/requirements. • Maintain transparency and accountability to the public of all funds, transactions, and

approvals of expenditures and fund accounting.• Maintain comprehensive third-party audits and conduct internal audits as needed. • Implement strong city-wide policies, practices and training that promote ethical behavior

and alignment to the city’s values.• Provide accurate financial information/reports to City Council’s Finance Committee on a

routine basis.• Continue to ensure all steps are taken to receive financial excellence awards for

budgeting and financial reporting from the Governmental and Financial Officers Assoc.• Highlight financial successes and educate residents on the importance of high-quality

credit ratings, sources of funding, revenues and expenditures.

Fiscal Health

2016 Progress Highlights• Formal adoption of a General Fund Balance Policy.• Formal adoption of a Debt Policy.• Informal adoption of a Hotel/Motel Tax fund balance policy.• Maintained highest bond ratings from Fitch and Moody’s.• Revised CIP and Operating Budgets to ensure better

understanding by Council and the public.

Fiscal Health

Priorities: 1. Sound land use planning2. Investing in infrastructure3. Innovative economic development programs to compete

regionally, nationally, and globally4. Innovation eco-system

Economic Vitality

Priority #1 – Sound land use planning – Apply sound land use policies that maintain the City’s balance of residential and commercial mix and to keep the City relevant, competitive and vibrant.

Strategies: • Continually update subareas within the Community Plan and

transportation systems.• Provide professional support to the City’s Boards and Commissions. • Pro-actively engage the community in the planning process.• Continuously improve the efficiency of zoning and building processes. • Assess competitiveness and vitality of specified commercial areas.• Address trending issues proactively that affect quality of life & economic

vitality. • Assess, Update and modernize existing codes on a systematic basis.• Enforce land use and zoning codes to maintain property values.

Economic Vitality

Priority #2 - Investing in infrastructure – Focus on maintaining existing infrastructure to a high standard must be balanced with the need for new infrastructure.

Strategies: • Anticipate the opportunities for infrastructure-based economic

development.• Inventory, assess and maintain the city’s current infrastructure

to a high standard.• Seek partnership opportunities to invest in infrastructure.

Economic Vitality

Priority #3 - Innovative economic development programs to compete regionally, nationally, and globally – The future of the city’s revenues and its residents quality of life is dependent on the presence of jobs in the city.

Strategies: • Engage and know our business, real estate and development communities.• Increase the competitiveness of existing office spaces.• Maintain office vacancy rates at no less than 15%• Promote the development of new office spaces.• Diversify the City’s economic base/businesses.• Engage and promote the City regionally, nationally, and globally. • Grow Dublin’s key business clusters.• Continually attract, retain and develop the workforce.• Compete with appropriate incentive programs.• Leverage regional and state assets/resources.• Leverage the Intelligent Community Forum’s six indicators.

Economic Vitality

Priority #4 – Develop an Innovation Ecosystem – Providing an environment that promotes the synergy of a diverse set of participants and resources seeking to grow the modern innovation economy. One which generates new ideas, information, products, technologies and jobs.

Strategies: • Promote entrepreneurship and create new businesses and jobs. • Leverage the city’s broadband infrastructure and knowledge. • Leverage the opportunity to be a leader in the development of smart mobility

technologies.• Lead the Intelligent Community Movement in Ohio.• Promote and develop the city’s growing technology cluster to include research

and development.

Economic Vitality

2016 Progress Highlights• Vacancy Rates

• Office vacancy of 8.9% (828,320 SF of 9,285,124 SF)• Industrial vacancy of 4.6% (84,103 of 1,837,159 SF)• Medical vacancy of 12.4% (125,515 SF of 1,012,613 SF)

• Company retention – EDA’s totaling 2,148 jobs retained, 25 new created (Includes Cardinal Health)

• 370 business outreach meetings conducted• 253 entrepreneurial trainings/workshops held at DEC• Studies – completed or in-progress

• Legacy Office• West Innovation District and OU Master Plan• Sawmill Road Corridor• West Bridge Street Framework• Mobility Study

• Smart Mobility Corridor funding secured and COG established• US 33 Corridor Discussions

Economic Vitality

Priorities1. Employ outcome-based management systems 2. Seek shared service and partnership opportunities3. Develop employees4. Best in class services5. Extraordinary Amenities

Smart Customer-Focused Government

Priority #1 – Employ outcome-based management systems – Develop and sustain a culture of continuous improvement throughout the organization.

Strategies: • Implement Lean/Six Sigma principals; certify employee “black belts”; and use

Kaizen events. • Apply data analytics (Pursue Smart Cities Initiatives). • Obtain and maintain agency specific accreditation.• Benchmark against best practices and performance measurements. • Participate in professional associations.• Survey residents/businesses to assess satisfaction and needed areas of

improvement. • Leverage new HRIS software to provide decisive workforce metrics.• Seek recognition from professional organizations which validate the City’s

services and procedures and/or provide recommendations for improvements.


Priority #2 – Seek shared service and partnership opportunities –The City has a tradition of leveraging these for innovative approaches to new and growing services and investments resulting in cost savings.

Strategies: • Pursue shared service opportunities within the city and region.

• Continue to pursue joint dispatching services as may be beneficial. • Assess consolidated IT services with other public organizations.

• Seek partnerships for funding and cost savings. • Discuss the future of Washington Township revenues.

• Leverage public-private, public-public, and public-not-for-profit partnerships. • Determine how to leverage private sector recreation/wellness assets and

programs for expanded community recreation opportunities and wellness benefits.

• Determine how to leverage the evolving Dublin Foundation.


Priority #3 – Attract, retain and develop employees – Our employees are our most precious resource. Invest in our employees to continually increase technical and leadership skills.

Strategies: • Provide a positive work environment and one which employees want to be a part of. • Seek employee input and understand their concerns and needs.• Provide competitive wages and benefits. • Ensure employees are properly licensed, certified and otherwise trained to perform their

assigned duties with safety as a priority.• Implement the Dublin Leadership Academy and provide follow-up development/coaching.• Provide executive coaching to the senior leadership team members. • Pro-actively communicate with, engage and include employees.• Employ HRIS software to track and anticipate employee training and needs. • Build employee bench strength to increase employee skill base, potential job shares and

succession planning.• Conduct an employee survey every two years.• Seek diversity on staff to be reflective of the community.• Provide diversity, inclusion and global fluency training throughout the organization.


Priority #4 - Best in class services – Provide the highest quality services possible within the confines of the resources provided.

Strategies: • Continuously assess the relevance and efficiency of services.• Keep current on best practices among the various professions. • Appropriately staff and equip.• Survey residents/businesses to assess satisfaction. • Survey residents/businesses to assess desired services and amenities.• Seek recognition.• Celebrate and communicate “best of” services to better understand how

we compare.


Priority #5 - Extraordinary Amenities – Develop community amenities that make Dublin a special place to live and work as provided by the City, philanthropy, or through partnerships.

Strategies: • High quality parks and open space (acquisition, development and maintenance).• Ensure well-landscaped right of ways.• Continue to support the Art in Public Places program.• Engage, enrich and unify the community, and showcase Dublin’s amenities to

visitors/residents by producing high-quality, safe and family-friendly signature events. • Partner with CML on the development of a new Dublin branch library.• Pursue the potential for a Performing Arts/Cultural Center.• Provide high quality recreational and wellness programs to residents and corporations for

all interests and ages. • Develop and implement comprehensive park asset management plan to ensure amenities

are well maintained, safe and of highest quality. • Continually assess the need for public facilities to serve the public and seek cost effective

means to provide them.


2016 Progress Highlights• Process Improvement/Lean Six Sigma

• 20 process improvements completed or underway• Black Belt training completed (6 employees)• Black Belt certification (5 employees)

• MUNIS Implementation – integrated Finance, Payroll and HR• Staffing analyses and organizational changes made in several divisions• Facility Renovations/Expansions – Justice Center and Service Center• Established a comprehensive infrastructure asset management program• Joint Services – renewed and expanded services regional dispatching• Employee learning and development

• Hired new Talent Manager• Leadership Development (LEAD program) for all supervisors• Senior Leadership – Executive Coach

Smart Customer- Focused Government

Priorities1. Ensure exemplary local democracy2. Proactive and sustained communications3. Involve the community 4. Honor our diversity, diverse cultures and engage globally

Community Engagement

Priority #1 - Ensure exemplary local democracy – The city is a proud local democracy responsible for self-governance.

Strategies: • Actively engage and accommodate the community at open meetings.• Uphold the Revised Charter of Dublin, Ohio.• Defend municipal Home-Rule.• Make available numerous avenues for dialogue with residents to understand their

individual and collective “voices”.• Promote understanding of local governance, community involvement/leadership, and other

aspects of our local government (Leadership NextGen, Leadership Dublin, Dublin Police Academy, Citizen U, WT Citizens Fire Academy, Dublin Schools Academy, etc.)

• Continually update local codes.


Priority #2 - Proactive and sustained communications – Keep the public and employees informed.

Strategies: • Ensure that the message, messenger, method and metrics are focused and

understood.• Proactively engage the community face-to-face and with web based and

social media tools.• Proactively engage neighborhoods. • Proactively engage the business community. • Be an active participant throughout the community at events, ribbon-cuttings,

etc.• Tell the Dublin story(ies) locally, regionally, nationally and globally.• Pro-actively communicate with City Council. • Proactively communicate with other elected officials, other local governments

and inter-governmental agencies.


Priority #3 - Involve the community – Resident involvement and active participation of residents and businesses help to root people to and to invest in their community.

Strategies: • Recruit resident participation on Boards, Commissions, Committees, etc. • Continue to build upon the Learn, Serve and Engage philosophy of

volunteerism.• Develop and promote volunteer opportunities for both citizens and

businesses.• Engage, increase awareness of and partner with local service

organizations. • Celebrate community accomplishments.• Celebrate community organizations.


Priority #4 - Honor our diversity, diverse cultures and engage globally – Dublin’s cultural diversity is growing and its global presence must grow along with it.

Strategies: • Increase the awareness of diversity and inclusion throughout the community. • Increase global fluency throughout the community. • Engage Consul Generals.• Engage international business communities.• Establish Friendship City(ies).

• Mashiko Town, Japan - Friendship City• Dublin, Ireland• India?

• Develop a Public Art/Cultural Arts Plan that includes visual and performing arts, special events, and other cultural activities.


2016 Progress Highlights• Council – attendance at numerous events, meetings, public appearances

and speaking engagements.• City Manager – numerous speaking engagements and planned informal

public engagement events.• Citizen Academies

• hosted 2nd Citizen U with 24 class members• hosted 5th Citizens Police Academy• Community Service Officer Program in 4th year

• Community Volunteer Engagements/Initiatives• Dublin Bike Ambassadors reach membership of 50 residents• Doubled service learning opportunities with the Schools• Implemented Yard Squad• Re-launched Dublin Teen Corps• Awarded 51 Presidential Service Awards• Expanded Corporate Volunteerism• Kids in Dublin Service expanded and partnered with NCR


2016 Progress Highlights (continued)• Growth in digital/on-line engagement (% increase from 2015)

• E-news - 4% increase with 4,175 subscribers• Facebook - 31% increase with 12,755 followers• Twitter - 15% increase with 12,575 followers• Instagram - 57% increase with 3,878 followers• LinkedIn - 11% increase with 1,494 followers• Nextdoor - 61% increase with 8,549 followers

• Business Engagement – Economic Development staff attended, presented at and/or sponsored 102 business events and 55 international business events/meetings

• Global Engagement • Established a Friendship City relationship with Mashiko, Japan• Pursuing a Friendship City relationship with Dublin, Ireland • Established the Dublin Friendship Association


Priorities1. Safety2. Emergency preparedness and management3. Sustainability4. Community wellness

Safe and Resilient Community of Choice

Priority #1 – Public and employee safety – Safety is our highest priority!

Strategies: • Police

• Enhance PD’s readiness and demonstrate ability to effectively respond to and successfully resolve critical incidents, major crimes, and/or issues of significant community concern.

• Hazard assessment/Training & AAR reports/debriefings• Reduce theft offenses throughout the City.

• Crime Analysis, Suspect ID/Tracking, Traffic Enforcement/Criminal Interdiction, Drug Enforcement-Follow up and Public Education, Theft Prevention/Public Education, Hotel Interdiction

• Improve overall traffic safety in the City.• Traffic Analysis, Traffic Enforcement – Alternative Route Enforcement, Traffic Education, Traffic

Safety Committee, Traffic Complain Investigation, “Quick Clear” Crashes, Increased Partnerships• Sustain our positive relationship and support of Fire/EMS services.• Train, certify, license and otherwise develop employees with a focus on employee safety.• Effective management of construction zones/traffic.• Analyze and take pro-active risk management efforts regarding infrastructure, facilities,

transportation systems, equipment, and events.


Priority #2 - Emergency preparedness and management – City conducts hazard analysis and applies the four phases of emergency management: mitigation, preparedness, response, and recovery.

Strategies: • Perform all-hazards analysis. • All employees complete designated levels of FEMA training. • Maintain a plan that applies the four phases of emergency management: mitigate,

prepare, respond and recover. Exercise the Emergency Operations Center.• Participate in regional exercises.• Conduct table top exercises for: active shooter response/recovery; tornado; fiscal

crisis.• Assist other communities when in need during emergency or significant event

response.


Priority #3 – Sustainability – As humanity pushes up against the limits of the ecosystem to provide resources and absorb waste, we need to find ways to continue growth while reducing the environmental impact of that growth (Intelligent Community Forum).

Strategies: Develop a comprehensive Sustainability Plan that incorporates the MORPC Regional Sustainability Agenda (formerly Central Ohio Green Pact): • Reduce per capita energy consumption and promote alternative fuel resources to

increase affordability and resilience of regional energy supplies.• Protect natural resources and mitigate infrastructure vulnerabilities to maintain a

healthy ecosystem and community.• Position central Ohio to attract and retain economic opportunity to prosper as a

region and compete globally through sustainable practices and solutions.• Create sustainable neighborhoods to improve residents’ quality of life.• Increase regional collaboration and educational opportunities to advance innovative

sustainability solutions.


Priority #4 – Community wellness – Promote and support the health/wellness of our residents and corporate residents through innovative partnerships and programs.

Strategy:• Healthy Dublin (community)• Healthy by Choice (employee wellness program)• Support partnerships that deliver:

• Medically Integrated Health/Wellness Center(s)• Community Wellness/Education (Healthy Dublin)• Corporate Wellness

• Adoption of an Aging in Place Plan with an emphasis on health & wellness.


2016 Progress Highlights• Community Safety

• Crime reduction percentages compared to 2015• 4.4% thefts from vehicles• 19% Part I violent crimes• 6.8 % burglary/B&Es

• Improved traffic safety• Crashes increased 1.5%• Injury crashes reduced 12.6%• OVI arrests increased 25.6%

• Enhanced ability to address drug offenses that affect crime• 190 drug-related arrests• 305 drug charges filed

• Workplace Safety• Self-insurance savings exceed $5.6 million since 2006 implementation• Passed Ohio BWC level 3 audit with auditors complimentary of program• Lowest self insurance costs on record of $146,620

• 7.5% reduction over 2015• Estimated 12 month savings of $551,750 compared to purchase of coverage through State of Ohio


2016 Progress Highlights (continued)• Sustainability

• Initiated e-SIDS (PACE) program for businesses• Renewed Bicycle Friendly City Bronze Status• Re-established internal Eco-Dublin team• Inventoried “green” projects• Dublin Irish Festival sustainability committee formed• Council assigned CSAC Sustainability Plan development/review

• Aging in Place Strategic Plan under review by CSAC• Community Health/Wellness

• Budget position to focus on corporate and community recreational fitness/wellness opportunities• Continued partnership with Ohio University toward the establishment of a more comprehensive corporate and

community health/wellness program• Ohio University/Ohio Health Wellness Center

• Feasibility study completed by Ohio University and Business Plan underway• Innovation Grant submitted by Ohio University

• Examining potential for expanded fitness center partnerships• Art/Culture

• Support to Tantrum Theater for roll-out of first summer season• Performing/Cultural Arts Center

• Site visits conducted• Ohio University engaging a theater design company for programming/space needs analysis• City engaging a project representative

• Philanthropy• Staff met with Columbus Foundation• Staff met with and in discussions with the Dublin Foundation to explore possible partnership


2017 Final Council Retreat Agenda - Dublin,...

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