City of Westerville 2014 Annual Report and Resident Guide

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CITY O F WE STE RVI LLE

UA L

a nd Res i d ent Gui d e

A MESSAGE FROM

AWARDS & RECOGNITIONS

WESTERVILLE CITY COUNCIL

“America’s Happiest Cities” (#7) City of Westerville - Movoto Real Estate 2014

There’s something very special about Westerville. Although we believe it’s a combination of many things, the two characteristics that stand out: our authentic charm and purposeful spirit.

“#1 Suburb in America” City of Westerville - Movoto Real Estate 2013

You’ll see in the pages that follow a thriving community, both economically and culturally.

Yet our growth and development have not weakened our hometown charm. From the streets of Uptown to our nationally recognized parks system, Westerville is a place you can feel at home and enjoy a sense of belonging.

National Gold Medal Winner, Parks & Recreation Department National Recreation & Parks Association (2013, 2007, 2001, 1974)

We consider ourselves a “City within a Park,” and it’s evident in all we do. We’re proud of how our active, inclusive lifestyle today blends with a deep sense of history, influencing American culture since the days of the Underground Railroad and Prohibition.

Healthy Ohioans Healthy Community Platinum Award 2012-2014 Gold Award 2006-2011 – City of Westerville Ohio Department of Health

Now, our purposeful spirit embraces values like efficiency, accountability, family and quality of life. We rally to support causes and plan ahead to create an environment of innovation and prosperity.

“America’s Friendliest Towns” (#5) City of Westerville - Forbes Magazine – 2012 “Bicycle Friendly Community” City of Westerville - League of American Bicyclists 2012

Never has that been more evident than in 2014, when we set out on major planning initiatives. Our first Comprehensive Plan in 50 years and a strategic economic development study were at the forefront of these projects.

“Tree City USA Community” City of Westerville – Arbor Day Foundation 1974-2012

All of this is part of Westerville’s story. When told, we believe you too will know that Westerville is where you can achieve your 21st Century American dream.

“Best Places to Live in America” City of Westerville - Money Magazine 2007, 2009 “Sportstown Ohio”- City of Westerville National Recreation and Parks Association (NRPA) Sports Illustrated 2003

READ ON to learn more about our work in making Westerville the best place to plant your roots and live your dream.

Website: westerville.org Phone: (614) 901-6400 Facebook: cityofwesterville Instagram: cityofwesterville YouTube: youtube.com/tellwesterville Pictured (Left to Right Back)

Mike Heyeck | Larry Jenkins | John Bokros | Pete Otteson

(Left to Right Front)

Kathy Cocuzzi | Diane Fosselman | Craig Treneff

Twitter: @tellwesterville

@westervillepark @wvilleelectric @westervillepd @westervillefire

Vice Chair Vice Mayor

Mayor

Chair

MISSION 2

The City of Westerville is dedicated to providing exemplary municipal services to our community and fostering prosperity while embracing our unique heritage and character.

VISION

Westerville will be a safe, friendly, vibrant, attractive and diverse community, where people and families live, learn, work and play, and where a small-town feel and quality of life is valued.

VALUES

A MESSAGE FROM

Promise is an important word to us in Westerville. It embodies what you entrust to us in delivering City services and programs, but it also speaks to the quality in which we will do so.

The City’s core values are clearly defined to guide and inspire organizational performance. For City officials and personnel, these values are the principles of organizational life that constitute the foundation of our future forward path:

This publication, a first for us, is part of our endeavor to fulfill our mission and meet that promise. When we use the words, “dedicated to providing exemplary municipal services to our community,” we mean it. We intend for this publication to showcase how we’re performing in all sectors, including our work as responsible stewards of public dollars.

INNOVATION STEWARDSHIP EXCELLENCE ACCOUNTABILITY

CITY MANAGER

How was our year in 2014? In a simple phrase, it was focused on fulfilling a promise.

INTEGRITY AND TRUST PUBLIC SAFETY COMMUNITY ENGAGEMENT EMPLOYEE ENRICHMENT

No two seasons are the same in Westerville, and that’s true of our work in local government. Yet, we strive for consistency in delivering high-quality service to our residents, businesses and visitors. In 2014, we hit milestones and celebrated many successes, including: INFRASTRUCTURE DEVELOPMENT Westerville’s piece of the state’s Ohio-to-Erie Trail improved dramatically with the addition of the new pedestrian bridge over County Line Road. This, along with enhancements along Walnut St. and Hempstead Rd., noticeably enhanced the very popular Westerville Bike & Walkway recreational path system.

PARKS, RECREATION & OPEN SPACES (PROS) RENEWAL In November, residents said “yes” to the renewal of the dedicated income tax funding for park development and recreational services, known as PROS. With this key funding source once again secured, planning begins to expand the Westerville Community Center and enhance other vital recreational assets in the community. In short, we continue our tradition as a “City within a Park.”

FACILITY IMPROVEMENTS In 2014, we dedicated a new Service Complex and broke ground on major Water Treatment Plant improvements. Both investments directly help us better serve residents. Our new Service Complex provides adequate and more efficient storage and staging of service equipment.

The upgrade of the Westerville Water Treatment Plant, which when complete, will comply with new federal drinking water quality regulations without sacrificing Westerville’s reliably low water rates.

NEW BUSINESS From the introduction of Westar Place and the announcement of a new 224-room Renaissance Hotel and Conference Center to the addition of eateries in the Uptown District, business had a healthy year in Westerville. Look for even more developments and exciting additions in the year ahead.

We believe our consistency in investment and focus provides a setting where residents can not only continue to trust the City for quality service delivery, but also achieve their personal and family goals.

In other words, running strong, responsive and accountable government services is our way of fulfilling a promise.

We hope you see that effort in the pages of this booklet.

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About Facts & Community Profile Financial Awards Funding City Services Finance Income Taxes Property Taxes Major Projects Capital Improvement Departments at a Glance Special Funding Utilities Public Safety Our Strategic Plan 2014: A Year for Planning Branding Initiative Guiding Principles

Stay connected with us throughout the year and let us know how we’re doing in fulfilling our promise to you.

- David A. Collinsworth

parks & recreation

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ABOUT WESTERVILLE

Life in Westerville is about exceptional opportunities for work, life, and play.

This is a community where you can find, and fulfill, what matters most to you.

The City of Westerville, Ohio, founded in 1858, is home to more than 37,000 residents, making it one of the largest suburban communities in the region.

Located in the northeast corner of Ohio’s fastest growing region (northeast Franklin County and southern Delaware County), Westerville is a leader in job creation and widely known for its nationally recognized parks system and award-winning city services. Situated just 10 miles from the airport and the state capital of Columbus, Westerville is also within 500 miles of more than half the United States and Canadian population.

With a rich heritage, Westerville played a central role in the Prohibition movement in the early 1900s and in 1915 became the first village in Ohio to adopt a Council/Manager form of government.

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COMMUNITY

PROFILE

NATIONAL

NATIONAL

NATIONAL NATIONAL NATIONAL

NATIONAL NATIONAL NATIONAL

NATIONAL NATIONAL NATIONAL

NATIONAL

Source: 2014 Resident Survey, 2010 Census and other resources.

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FINANCIAL HIGHLIGHTS

Strong, responsible and awarded fiscal management. It's a point of pride in Westerville. Among all City services and programs we provide, from snow removal to recreation, none would be as successful and effective if we were less committed to being good stewards of public dollars.

2014

FINANCIAL AWARDS AUDITOR OF STATE AWARD WITH DISTINCTION

FOR: State and local governments that go beyond the minimum requirements of generally accepted accounting principles.

Westerville views our financial accolades as independent acknowledgment that practices of strong community planning, developing the commercial tax base and conservative financial management serves our residents, businesses and visitors well.

FOR: Excellent financial record keeping and reporting.

In the pages that follow, you will see how Westerville's financial strategy performs, and how it is recognized through awards, certifications and ratings.

WHY IS IT IMPORTANT? Shows that Westerville meets the criteria of a “clean” audit report, including: • Filing timely financial reports with the Auditor of State’s office in the form of a Comprehensive Annual Financial Report.

The City of Westerville received this certificate again in 2014 for the 30th consecutive year.

• No findings for recovery, material citations, material weaknesses, significant deficiencies, Single Audit findings or questioned costs.

AAA BOND RATING

WHO GIVES IT? Auditor of State Office (www.ohioauditor.gov)

• No comments related to ethics referrals, questioned costs less than $10,000, lack of timely report submission, reconciliation, failure to obtain a timely Single Audit, findings for recovery less than $100 or public meetings or public records.

Only about 7% of local governments and/or municipalities in the state of Ohio achieve this award.

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CERTIFICATE OF EXCELLENCE IN FINANCIAL REPORTING

WHO GIVES IT? Government Finance Officers Association WHY IS IT IMPORTANT? Westerville's report is reviewed by select members of GFOA professional staff and the GFOA Special Review Committee (SRC), meeting the spirit of transparency and full disclosure in financial reporting.

FOR: Highest grade bond rating for sound financial management practices and positive operating results, contributing to exceptional reserve levels and significant financial flexibility.

WHO GIVES IT? Standard & Poor's and Moody's Investor Services WHY IS IT IMPORTANT? The category is reserved for the best quality companies and organizations that are considered reliable and stable. It’s a major factor determining the amount of interest paid by the City when it comes to debt issues.

FUNDING CITY SERVICES Each day, City staff work to meet the expectations of Westerville residents and businesses. Our financial security helps us do that in a number of ways.

In 2014 and into 2015, the City’s fiscal health remained strong. We attribute this to extensive planning and conservative spending policies that are hallmarks of Westerville’s financial performance.

The City operates annually from a five-year financial plan, which previews both revenue and expenditures in a longer-range increment. Although adopted as a five-year financial plan each year, it officially acts as a one-year budget and a four-year financial projection. This process involves the entire City management team assessing revenue trends, operating needs, capital projects and major initiatives that form the City’s core priorities for spending.

Ultimately, the development of a five-year financial plan begins and ends with balancing the General Fund. The General Fund includes the City’s major general government revenue sources (illustrated in the graph to the right), expenditures and other financing sources and uses.

Expected revenue and expenditures drive our planning efforts much like they do in any home/business budgeting effort. Despite challenges and evolving conditions with state legislation, including the elimination of several revenue sources (tangible personal property and estate tax) and a significant reduction of Local Government Funds, Westerville adjusted spending to maintain its fiscal policy concerning adequate reserves. Read the fiscal policy online at www.westerville.org/finance.

The collection of municipal income tax is the largest source of income, more than 73% of revenue (pg 11). In the five-year financial plan, income tax revenue projections are based upon various growth rates for each of the segments from which the City collects: individuals, employee withholding and businesses. A healthy economic environment (pgs 8, 9) is a good indicator of condition. In 2014, the City saw steady growth in withholding taxes from those working in Westerville and minor growth in residents’ income tax.

For more information, or to review the budget and/or Comprehensive Financial Annual Report in full detail, please visit www.westerville.org for easy links to documents (PDF format).

MAJOR REVENUE SOURCES (2014 General Fund) Source

Amount

Percent of Total

MUNICIPAL INCOME TAX

$26,999,562

73.80%

PROPERTY TAXES

$3,304,281

9.03%

INTERGOVERNMENTAL REVENUES

$4,178,419

11.42%

CHARGES for SERVICES/MISC.

$743,103

2.03%

FINES and FORFEITURES

$469,693

1.28%

INTEREST and FISCAL CHARGES

$888,982

2.43%

GRAND TOTAL

$36,584,040

GENERAL FUND OPERATING RECEIPTS $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0

2011 Receipts

2012

2013

2014

General Fund Balance (% of receipts)

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FINANCE TOP 10 BUSINESSES IN WESTERVILLE

SENSIBLE GOVERNMENT AND THE ROLE OF ECONOMIC DEVELOPMENT In order to excel as a full-service community, strong fiscal management is required to ensure financial obligations are met while anticipating future demands that may have an impact on City programs and services. Tax dollars collected by the City translate into services—delivered to provide citizens with the exceptional quality of life that makes Westerville a nationally renowned destination to live and do business.

Business investment is a key component to whether a community thrives or fails. Our economic development efforts are directed to attract and retain business, which make up a significant portion of our income tax base.

Providing high-quality infrastructure and services to attract jobs is the heart of our economic development strategy.

Find out more about a variety of Westerville business and site selection services, incentive programs and other resources at www.business.westerville.org.

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Company

Product or Service

Employment

JP MORGAN CHASE BANK NA

FINANCE

4,200

MOUNT CARMEL ST. ANN’S

HEALTH CARE

2,000

WESTERVILLE CITY SCHOOLS

EDUCATION

1,587

ALLIANCE DATA SYSTEMS

PROFESSIONAL

760

OTTERBEIN UNIVERSITY

HIGHER ED

655

INVENTIV / GSW

ADVERTISING

600

EXEL LOGISTICS

LOGISTICS

556

AFFINION GROUP

PROFESSIONAL

550

PROGRESSIVE MEDICAL / HELIOS

PROFESSIONAL

470

CITY OF WESTERVILLE

GOVERNMENT

431

EMERSON NETWORK POWER (Liebert)

ELECTRONICS

410

WESTERVILLE:

Ideally Suited for Commerce and Growth Economic conditions nationally and regionally continue to improve as we move further from the economic recession of 2007-2009. Years later, comebacks in job growth and consumer confidence are having positive effects in Westerville.

Because Westerville maintains a diverse industry sector base, the City is able to act as a full-service community when it comes to attracting business and offering the talent and workforce to fulfill their needs. As a municipal utility provider, Westerville maintains competitive power and water rates for commercial users. Since 2012, Westerville has also offered connectivity to the nation’s first municipal data center, WeConnect. An innovative public (infrastructure) and private (managed services) partnership, WeConnect offers technology benefits from the City’s fiber perimeter, including co-location, disaster recovery, storage and other data services.

These factors together inspired development interest and activity in 2014 that’s evident and in motion today. Westar Place (pg 14) and the announcement of a Renaissance hotel was among Westerville’s biggest announcements last December, fulfilling a long-time need for hotel and conference space in the northern quadrant of the City. Other projects took off, including the Daimler office tower (Westar V along Polaris Parkway), the Cheryl’s Cookies expansion (McCorkle Blvd at Hoff Rd) and several new eateries in Uptown. Other developments along Polaris Parkway (in the area known as the Taylor-Zumstein tract) include an upcoming Volkswagen dealership, specialty grocer and new restaurants.

Westerville has many great amenities to offer its residents, and this success in development offers even more in the years to come.

INDUSTRY SECTORS Manufacturing

11%

Retail Trade

11%

5%

Finance & Insurance

14%

Prof/Scientific/Tech Srv

26%

Educational Services

6%

Health Care / Social Assist

7%

Accommodations/Food Services

20%

Other

JOB CREATION Westerville businesses supported with incentives last year committed to creating 457 and retaining 611 jobs (1,068 total) totaling $100.87 million in annual payroll. The average salary for the 1,068 employees is $90,234.

1,000 750 500 250

457 cre 1in1ed 6 ta re

ated

$90,234

0 These projects are expected to generate $1,927,400 in income tax.

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FINANCE

TAXONOMY OF LOCAL DOLLARS The principle of strong fiscal management in Westerville has three parts. One, maximize financial resources.

Two, support and deliver quality services. Three, ensure accountability. The City’s desire to perform with excellence in these areas requires that financial obligations are met while anticipating future demands inside a universe of possibilities and opportunities.

To measure and monitor its financial resources, the City utilizes fund accounting to track revenues and expenditures as they relate to the delivery of programs and services. Although there are several types of funds that differ in terms of purpose, size and revenue sources, all funds operate as an extension of the same checkbook a resident uses at home: the balance of a fund is determined by adding revenues and subtracting expenditures from the existing balance. Westerville City Council controls expenditures through the appropriation process.

The General Fund is used to account for all financial resources except those legally required to be accounted for in a different fund. Dollars make their way into the General Fund from various sources (pg 7), with municipal income tax comprising the largest source.

Each City in the region has an established rate of income tax collection, which is approved by voters. In 2008, Westerville proposed an income tax restructuring initiative to bring us in line with our regional counterpart communities by raising Westerville’s rate to 2.0% while giving full credit for taxes paid elsewhere. Approved by the voters, this funding has been largely directed in major infrastructure improvement projects, including the South State Street Improvement Project.

The City also works hard to save public dollars whenever possible and supplement funding in many proactive ways.

The list to the right highlights a few successes in 2014.

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PROGRAMS

SAVE PUBLIC DOLLARS

VOLUNTEERS More than 1,000 volunteers donated approximately 22,500 hours to help deliver key services in 2014. From the nine-member public safety chaplain corps to hundreds of Parks & Recreation volunteers, these invaluable donations of time and talent help us meet our goals and keep program costs down.

GRANTS AND DONATIONS Many City departments pursue both state and federal grants for projects small and large. The Planning & Development Department, for example, secured nearly $31 million in grants for major infrastructure projects last year. Because of the work seeking grant dollars, the Cleveland Ave. Improvement Project will be almost entirely funded by grants from the Ohio Department of Transportation, the Mid-Ohio Regional Planning Commission (MORPC) and the Ohio Public Works Commission (OPWC). Other significant grant awards include the Schrock and State Phase II Improvement Project (OPWC grant [$2.28 million] and low-interest loan [$6.2 million]) and the Sunbury Road Improvement Project (MORPC grant [$7.65 million]).

INSURANCE Through an innovative self-insurance plan in 2011 for workers compensation, the City has saved $1.1 million (to date). These savings reflect a commitment to seeking reliable, costsaving options while providing essential services to employees.

COMPETITIVE BIDDING In 2014, $1.4 million was saved through the City’s formal competitive procurement efforts.

This process requires quotes and estimates from a number of service providers in order to determine the best price. Contracts and services are awarded to providers who meet the City’s lowest and best award criteria.

REIMBURSEMENTS The City has a variety of programs to collect reimbursements when possible for the utilization of public resources. The fleet of police cruisers is one example where costs are recovered annually when reserved for private events requiring special duty police coverage.

In 2014, the Westerville Division of Police was reimbursed more than $25,000 for the rental and utilization of cruisers required to close roads, direct traffic or otherwise cover a private special event.

FUNDING Municipality or Village of Residence

Base Tax Rate of Residence

Total Effective Rate if Working in a 2% Entity*

Credit Allowance

Effective Dates

DELAWARE

1.85%

2.95%

50% (max 0.925)

1999 1.40% 2009 0.15% 2011 0.30%

BEXLEY

2.50%

2.875%

65% (max 1.625)

1998 2.0% 2012 0.50%

PICKERINGTON

1.00%

2.50%

50% (max 0.50)

1994

COLUMBUS

2.50%

2.50%

Up to 2.50

1983 2.00% 2009 0.50%

UPPER ARLINGTON

2.50%

2.50%

Up to 2.50

1983 2.0% 2015 0.50%

WORTHINGTON

2.50%

2.50%

Up to 2.50

2004 2.0% 2010 0.50%

GAHANNA

1.50%

2.25%

83.33% (max 1.25)

1972

DUBLIN

2.00%

2.00%

Up to 2.00

1986

CANAL WINCHESTER

2.00%

2.00%

Up to 2.00

1998

GROVE CITY

2.00%

2.00%

Up to 2.00

1984 2.00%

HILLIARD

2.00%

2.00%

Up to 2.00

1983

NEW ALBANY

2.00%

2.00%

Up to 2.00

2003

WESTERVILLE

2.00%

2.00%

Up to 2.00

1983 1.00% 1999 0.25% 2009 0.75%

REYNOLDSBURG

1.50%

2.00%

Up to 2.00

1982 1.50%

MUNICIPAL INCOME TAXES The 2.0% income tax is the largest source of revenue of the City, representing more than 73% of income in 2014. In November 2008, the Westerville voters approved an income tax restructuring which included an increase to the City’s income tax from 1.25% to 2.0% and allowed full credit to residents working in cities with a 2% income tax. The increase became effective in 2009. Meeting the same tax level as most other communities has since reduced the City’s tax burden on most Westerville residents.

The City’s income tax consists of 1.75%, which goes to the General Fund, and 0.25% originally passed by voters in 1999, which goes to the Parks, Recreation and Open Spaces (PROS) Income Tax fund for the development of parks and recreation projects. This special funding was set to expire in 2020, but recently renewed

by Westerville voters for another 20-year term.

Since 2011, the City allocates approximately 20% of the General Fund income tax collections to the General Capital Improvement Fund. Read more about this process on page 15.

*Assumes resident of community works in another Central Ohio community with a 2.00% income tax rate.

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FUNDING

FRANKLIN COUNTY

PROPERTY TAXES Property taxes are those levied on real property and based on the assessed value of the property. In addition to municipal income tax, property tax is another significant revenue source for the City.

These tax dollars are collected by Franklin and Delaware Counties and based on the estimated value of an individual’s property. Property tax dollars are then distributed by the counties to schools, municipalities, libraries and other qualifying entities.

In 2014, the City of Westerville received $13.6 million in property tax disbursements from Franklin and Delaware Counties. The majority of property tax dollars are appropriated to the Fire Division and General Fund, in addition to economic development initiatives and resolving outstanding financial obligations.

WESTERVILLE PUBLIC LIBRARY $0.02

WESTERVILLE CITY SCHOOLS $0.64

FRANKLIN COUNTY $0.20 CITY OF WESTERVILLE $0.14

DELAWARE COUNTY

WESTERVILLE PUBLIC LIBRARY $0.02

2014 PROPERTY TAX As represented in the graphic to the right, the vast majority of property taxes paid by residents of Westerville go to other political subdivisions such as the schools, the library or the County. The City receives no more than $0.14 or $0.16 of every property tax dollar.

WESTERVILLE CITY SCHOOLS $0.73

CITY OF WESTERVILLE $0.16 DELAWARE COUNTY $0.09

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PROPERTY TAX USE BY TYPE Additional funds for Fire and EMS are provided

by Blendon Township and EMS billing fees.

FIRE FUND $9,187,526.51 (67.55%)

GENERAL BOND RETIREMENT $176,250.12 (1.295%)

GENERAL FUND $2,855,248.91 (20.99%)

TAX INCREMENT FINANCING (TIF) DISTRICT SERVICE PAYMENTS $1,381,897.42 (10.16%)

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MAJOR PROJECTS

2014

SOUTH STATE STREETSCAPE AND GATEWAY Westerville’s primary gateway is welcoming in a whole new way with the completion of this project. With widened sidewalks, pedestrianfriendly features, buried utility lines, and landscaping, the southern entrance to Westerville has been renewed and improved for both foot and vehicular traffic.

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Last year, the City continued to make progress in fulfilling our promise (2008 voterapproved income tax restructuring initiative) to maintain and repair our aging infrastructure.

Construction projects and street maintenance programs were active all year, with these select projects making a major visible impact on the function and aesthetics of our roadways. Other highlighted programs were major economic development initiatives and announcements. Now in construction or in development, these businesses will continue to heighten Westerville’s appeal for decades to come.

WORTHINGTON ROAD CONNECTOR With new residential and commercial development in the works, the Worthington Road Extension project introduces a new road and the City’s first roundabout in the northwestern quadrant near Polaris. This project helps facilitate improved traffic flow with new development, including upscale apartments, grocery store and a Volkswagen dealership.

WESTAR PLACE

UPTOWN

Last spring, the City acquired a tract of 61 acres situated between Cleveland Avenue and Africa Road south of Polaris Parkway, for commercial development.

Renamed Westar Place, the first major announcement was that of a 224-room Renaissance Hotel and conference center. Office space, dining and many more features are expected to call Westar Place home in the future.

The heart of our community, Westerville’s historic Uptown made news of its own last year, particularly in new dining options.

Uptown Deli and Temperance Row Brewing and Koble Greek Italian Grill have since opened, with Northstar Café and 8 State Bistro coming soon.

CAPITAL IMPROVEMENT

South State Streetscape

City Hall Parking Lot

The South State Street corridor remains Westerville’s primary gateway. Since Phase 1 was completed along and north of Huber Village Blvd/State St. intersection, plans have been underway to begin Phase 2, which extends the improvement project north. Known as the “coffee shop to coffee shop phase” (Tim Hortons to Starbucks), Phase 2 will carry forward the roadway improvements, including utility line underground relocation and pedestrianfriendly features. Work now underway at the intersection of State and Schrock Rd. will end with new street trees, bike lanes on Schrock and improved street lights, traffic signal and traffic signs, The history of the South State St. corridor—from its condition and use in the 1960s to today—is on the City website under the “Services,” and “Planning & Development” tabs.

Westerville’s historic Uptown district is an attraction for residents and visitors. Since adopting the Uptown Master Plan (read it online at www.westerville.org/uptown), the City has been engaged in a process to improve parking and accessibility for residents, businesses and visitors. After first improving the lot at Home and State Streets, the City addressed one of the larger public parking lots in the area behind City Hall. The project, which began in February 2015 and is expected to be complete in October, adds parking spaces and pedestrian walkways. The Parks & Recreation Department is pursuing plans to extend the improvement project with a “Via” walkway along the north side of City Hall to better connect the lot to State Street. The project will add public seating and greenspace features to visitors who park and walk to shop, dine or attend events.

Phase 2

Improvement Project

BUDGET & PROJECTS Each year, in addition to the five-year financial plan, the City publishes a Capital Improvement Plan (CIP). This separate but complementary initiative takes into account major projects on the horizon and presents options for both funding mechanisms and prioritization.

Capital Improvement projects are typically related to infrastructure improvements and may entail those related to major road work, park development or utility programs. In 2014, many of the projects were visible along South State Street (Phase 1 road improvements, sidewalks, buried utility lines, pedestrian features) and Polaris Parkway (gateway entry features, Worthington Road extension).

Several others were completed in neighborhoods and as enhancements to existing infrastructure, like the Westerville Bike & Walkway (B&W) recreational path system. The pathway at Hempstead Road was rebuilt, with a new bridge just south of McVay Elementary and street tree replacements between the new path and the roadway. For more information on this or other completed construction projects, please visit www.westerville.org/ construction.

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DEPARTMENTS

AT A GLANCE

Westerville is a community known for progressive amenities and excellent resident services. In 2014, residents rated City programs and service well in the biennial Community Survey. In fact, 91% OF RESIDENTS say they are "very satisfied" with the quality of City services. City services are provided by 10 departments, representing administration, utilities, public safety and much more.

CITY MANAGER’S OFFICE In 1915, Westerville became one of the first municipalities in the United States and the first village in the state of Ohio to adopt the Council-Manager form of government, a system in which City Council serves as the legislative body, and an appointed chief executive, the city manager, manages day-to-day operations.

Westerville Citizen’s Academy / Economic Development / Community Affairs Budget Preparation / Capital Improvement Project / Hire, Promote and Evaluate Staff

WESTERVILLE ELECTRIC DIVISION Established in 1898, it remains the only municipally owned and operated suburban electrical provider in Central Ohio, serving Westerville residents and 2,100 businesses. The Electric Division is staffed 24/7 to provide immediate assistance and offers the lowest rates in Central Ohio to its customers.

Install and Maintain Electric Lines / Meters and Street Lighting Tree Trimming / Public Education / Outreach Programs

FINANCE DEPARTMENT Manages operations to conform to generally accepted financial accounting and management principles. The City’s strong and prudent fiscal philosophy has earned repeated accolades from numerous third-party organizations, including Moody’s Investor Services, Standard & Poor’s (S&P), Fitch Rating Services, the Auditor of State and the Government Finance Officers Association.

Cash Management / Income Tax Administration / Utility Billing / Payroll

INFORMATION SYSTEMS 0versees the City’s computing environment by providing reliable, secure and efficient access to the City’s technological tools, as well as the protection and control of information, electronic assets and resources.

Network Resources / Application Support / Desktop Support / GIS Mapping Telecommunications / Professional Services

WESTERVILLE FIRE DIVISION Serves Westerville and Blendon Township, an area of 18.77 square miles and an evening population of more than 48,000. The Division also hosts dozens of public education programs annually and maintains three fire stations strategically positioned throughout the City.

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Fire Suppression / Emergency Medical Services / Fire Prevention Services Child Car Seat Installation and Inspection / Citizen’s Fire Academy

PARKS & RECREATION With nearly 600 acres of park lands in 46 locations, 12,000 street trees, more than 29 miles of paths and bike trails, a modern 96,600 square foot Community Center and some of the most active seniors anywhere, Westerville truly is a city within a park. The Parks & Recreation Department is a four-time National Gold Medal winner and the first City to win the award three times consecutively since 1996.

Fitness and Wellness / Parks Maintenance / Environmental Stewardship Community Recreation Guide / Senior Center / Urban Forestry

PLANNING & DEVELOPMENT This department is responsible for all aspects of development of the physical environment within the City of Westerville. This includes everything from building permits on individual lots to the conversion of vacant land for office parks, residences, or commercial sites to the construction of new roads.

Building / Engineering / Planning and Zoning / Code Enforcement Planning Commission / Uptown Review Board / Board of Zoning Appeals

WESTERVILLE DIVISION OF POLICE Provide service to the public by diligently responding to the needs of citizens, working to prevent crimes, and evolving to maintain the highest standards of service. A dedicated staff and strong community participation empower the Division to meet its goals and mission on a daily basis.

Crime Prevention / Home and Business Security / Patrol Investigations Community Outreach / Animal Control / Records

WESTERVILLE PUBLIC SERVICES The Westerville Public Service Department maintains infrastructure through the coordinated efforts of four divisions: Street Maintenance; Utilities; Fleet Maintenance; and Environmental Maintenance.

Street Maintenance (snow removal, leaf collection) / Utilities (water, sanitary sewer and storm water system maintenance) / Fleet Maintenance / Environmental (refuse/recycling, cemetery maintenance, street sweeping, mosquito control)

WESTERVILLE WATER DIVISION Operates a 7.5 million gallon per day water treatment facility, serving more than 15,000 homes and businesses. The high quality drinking water produced by the Water Division consistently meets all water quality regulations and has received the Outstanding Public Water System award from the Ohio Environmental Protection Agency (EPA).

Water Supply / Water Treatment / Water Distribution

DEPARTMENT OF ADMINISTRATIVE SERVICES (DAS) Works closely with every city department to maximize efficiency in the procurement, risk management and human resource functions on a citywide scale.

Human Resources / Procurement / Buildings and Grounds / Risk and Safety

CITY SPENDING BY FUNCTION

$ 12

,80 9

$12 ,377

*Fire Fire Police Police & Rec ParksParks & Recreation Planning & Development Public Service & Street Maintenance Public Service/Street Planning & Maintenance Development Finance/Utilities/Tax Finance-Admin / Utilities / Tax Information Technology Management Information Systems Emergency Communications Communications Administrative AdministrativeServices Services City City Manager Manager * * Economic EconomicDevelopment Development Mayor’s Mayor’sCourt Court Buildings & Grounds Buildings and Grounds Maintenance Law Administration Law Administration City CityCouncil Council

$9,6

57

$51, 347

$3,390 $3,375 $2,546 $1,970 $1,780 $1,255

Electric Electric ** *Water Sewer Sewer Water Refuse Refuse Data Center Data Center

$7,336

$3,787

$2,427 $1,505

$1,179 $1,102 $872 $783 $674 $248

The following chart illustrates the cash-basis operating expenditures by department as of December 31, 2014 in the governmental funds. Graph represents expenditures in 000’s

General Government

Enterprise Funds

* The Fire Department provides service to Blendon Township, and the township reimburses the City through property taxes collected on the tax levy for Fire/EMS paid to Blendon by its residents. ** Excludes land acquisition costs associated with 2014 purchase of Westar Place. *** Does not include capital expense for Water Treatment Plant upgrade.

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SPECIAL FUNDING Dedicated Funds Support City Operations The City of Westerville practices fund accounting to apply revenue sources and allocations that have been set aside for specific purposes. Many in Westerville may know the Parks, Recreation and Open Spaces (PROS) fund, which represents one quarter of one percent of the income tax collection allocated specifically for use for park and facility development and improvements. This fund annually provides for transfers as needed (and approved in the annual Appropriation Ordinance by City Council) to the Parks & Recreation Capital Improvement Fund, the Parks & Recreation Replacement and Reserve Fund, the Debt Service Fund (payments on debt associated with the Westerville Community Center and Highlands Park Aquatic Center) and the Parks & Recreation Operating Fund.

The Fire Special Revenue Fund is funded by real estate property tax collected

by Franklin and Delaware counties, from Westerville and Blendon Township property owners, as well as EMS billings (pg 12, 13). Debt Service Funds exist to pay down debt and include the General Bond Retirement Fund and the WeConnect Community Data Center Debt Service Fund. Capital Improvement Funds are active funds that help pay for major improvement projects. A significant portion of this fund’s spending is annually applied to street rehabilitation and maintenance.

Five enterprise funds are distinct from the General Fund. These include the Electric, Sewer, Water, Refuse and Community Data Center funds. These are operated separately with revenues from fees for service. Their debt service is also paid through their respective funds. (These funds are noted in orange, pg 15).

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Other funds include Internal Services (self-insurance fund, employee health insurance), Agency Fund (to administer the Blendon Township Joint Economic Development Zone [JEDZ] income tax) and Expendable Trust Funds (to administer endowments, such as the McVay Fire Endowment, McVay Police Endowment and McVay Senior Center Endowment).

A CITY WITHIN A PARK In Westerville, residents and visitors discover themselves in our parks, and we wouldn’t have it any other way. From a day spent with family in our fully-accessible playground to quiet reflection in a moment with nature, there’s something for everyone in a Westerville park. It’s why we say we’re “A City within a Park.”

In our community, families come together to support and enjoy more than 40 parks and open spaces, a state-of-the-art Community Center and aquatic center and more than 1,000 recreational programs annually. With nearly a million guests a year using our facilities and more than 596 acres of parkland, it’s not hard to find your neighbors in Westerville.

The parks system has helped Westerville become known nationally as a desirable place to live and visit. Parks and recreation prominently appears in Westerville’s two Money magazine recognitions on its “Best Places to Live” list, as well as a nod from Forbes as one of “Friendliest Towns in America.” Our historic Uptown district features old-generation charm with new-generation dining, retail and entertainment. It is one site of many where public art is admired in our “Art in Public Spaces” program.

A snapshot of Westerville is not complete without a view of more than 29 miles of bikeways and leisure paths that meander through parks, neighborhoods and as part of our complete streets program. Walkers, joggers and cyclists have connections throughout the community to pursue the department value of healthy, active lifestyles. And, it’s a central connection on the 453-mile Ohio to Erie bike and leisure trail system that will eventually run from Cleveland to Cincinnati. Simply put, parks and recreation is the heartbeat of our community.

PARKS, RECREATION, AND OPEN SPACE (PROS) FUND In 1999, Westerville voters first approved the addition of one quarter of one percent of the local income tax dedicated for parks and recreation. With that 20-year funding, the City has developed our locally cherished and nationally recognized amenities, including: WESTERVILLE COMMUNITY CENTER HIGHLANDS PARK AQUATIC CENTER MILLSTONE CREEK PARK FIRST RESPONDERS PARK On Tuesday, November 4, 2014, Westerville voters said YES to priorities established for the next 20 years (beginning in 2020, when current funding retires), as defined in the updated PROS Master Plan. These projects include: PATHWAYS: Expand the Bike & Walkway (B&W) Recreational Pathway System ADVENTURE RECREATION: Create adventure recreation opportunities

along Alum Creek Waterway SPORTS FIELDS: Develop additional and improve current sports fields NEIGHBORHOOD PARKS: Improve and enhance existing neighborhood parks COMMUNITY CENTER: Expand the Community Center: Space to include a relocated older adult center (Senior Center) Warm-water therapy pool Fitness and program space Additional gymnasium Track expansion

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UTILITIES

RELIABILITY OF POWER: WESTERVILLE ELECTRIC DIVISION

The City of Westerville is among the few municipalities in Central Ohio to own and maintain its own utilities, including water and electric service.

Doing so allows the City to provide both technical and service support to the residents and businesses we serve, as well as maintain quality and cost control that historically has been among the most competitive in the region. The graph below illustrates just how little change residents have experienced in their utility bills in the last three years. This demonstrates a reliability in both service and rate structures.

The Westerville Electric Division has a reputation for reliability. Statistics in 2014 demonstrate that Westerville power customers experienced minimal disruptions, with short outage/interruption times throughout the year.

CUSTOMER AVERAGE INTERRUPTION DURATION 42.39 minutes CUSTOMER AVERAGE INTERRUPTION DURATION 69.79 minutes

$250.00 $225 $200.00 $200 Water Sewer Electric Refuse

2014 MINUTES OUTAGE Including Major Events Excluding Major Events

$150.00 $150 $100.00 $100

AVERAGE ELECTRIC BILL (MONTH)

$50.00 $50

ELECTRIC

Typical Non-Electric Heated Home

$0 0 Electric

2013 2013

Sewer

2014 2014

Water

2015 2015

Westerville offers among the most reliable and cost effective power service in Central Ohio. Since 1898, the Westerville Electric Division has offered low-cost, reliable power, along with a variety of programs and services focused on energy conservation, community engagement and customer service.

WED is a Reliable Power Public Provider (RP3), a designation from the American Public Power Association (APPA) for providing consumers with the highest degree of reliable and safe electric service. Westerville is one of 176 of the nation’s more than 2,000 public power utilities to earn the RP3 recognition.

DID YOU KNOW? Customer service is available 24/7/365 to report power outages, downed power lines/trees or other issues requiring attention from the Westerville Electric Division. Call (614) 901-6700.

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$160

Refuse

$140 $120 $100 $80 $60 $40 $20 $0

2013 (2013)

(2014)

Westerville Average Bill (2013) Westerville Average Bill (2014) AEP Average Monthly Bill

2014

(AEP)

AEP

Westerville Rate: Residential AEP Rate: RR Bundled

AVERAGE RESIDENTIAL WATER BILL (MONTH)

WATER

HUBER RIDGE GAHANNA* DELAWARE

(CITY)

HILLIARD* UPPER ARLINGTON

DUBLIN* GROVE CITY

7 ccf

DELAWARE (COUNTY)

Each year in May, Westerville residents receive the annual water quality analysis in their utility bill. The report titled “Consumer Confidence Report” comes from the Westerville Water Division and includes information about your drinking water; where it comes from, how it is treated, what it contains, and how it compares to the Environmental Protection Agency’s (EPA) drinking water quality standards.

To access the full report online, visit www.westerville.org/water.

In 2014, the Westerville Water Treatment Plant started a major capacity and quality improvement project to keep pace with new regulations, meet the community’s growth and best serve its residents and businesses. Moving forward with plans to add a second water filtration process to the existing treatment regimen, the $10 million project funds the construction of a new water treatment facility to house granular activated carbon, or GAC, filtration.

WORTHINGTON NEW ALBANY REYNOLDSBURG COLUMBUS* PICKERINGTON WESTERVILLE

$0

$10

$20

$30

$40

$50

$60

*City of Columbus water with applicable surcharges. ccf = centum cubic feet, or one hundred cubic feet of water

ELECTRIC STATISTICS AVG. RESIDENTIAL RATE $0.1141 cents/kilowatt-hour STREET LIGHTS 4,071 UTILITY POLES 3,014 ELECTRICITY SALES $48.6 M PEAK DEMAND 99.943 MW ELECTRIC SYSTEM VALUE $80.4 M KILOWATT-HOURS SOLD 480 M TRANSFORMERS IN USE 3,636 BANKS MILES OF ELECTRIC LINES 286 MILES OVERHEAD PRIMARY CONDUCTOR 92.3 MILES UNDERGROUND PRIMARY CONDUCTOR 180.81 MILES OH TRANSMISSION 8.6 MILES UG TRANSMISSION 4.5 MILES

2015 MONTHLY AVERAGE CUSTOMER BILL (ESTIMATED) WATER $18.74 SEWER $41.04 ELECTRIC $125.58 REFUSE $18

2014 WATER PUMPING DATA TOTAL 1,155,320,000 GALLONS AVERAGE DAY 3,165,000 GALLONS MAXIMUM DAY 4,440,000 GALLONS GALLONS PER CAPITA PER DAY 93.1

GAC is a water filtration process similar to many of the home charcoal-filtration devices equipped to remove a variety of potential contaminants that exist at extremely low levels, if at all. Plant improvements have been implemented to comply with two new federal EPA drinking water regulations, as well as maintain and improve water service that Westerville customers have come to expect and enjoy.

The project was financed by a low-interest rate loan from the Ohio EPA and a revised water rate structure, which remains among the most affordable in the region (the average residential water bill increased by about $2 per month in 2014). For more information on this project, please visit www.westerville.org.

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PUBLIC SAFETY COMMUNITY SERVICES BUREAU

POLICE

WESTERVILLE CITY SCHOOLS RESOURCE PROGRAMMING

The Westerville Division of Police is built upon the core values of integrity, responsibility, loyalty and honesty. These principles guide the department’s mission: serve the public with the highest possible standard of service. In local law enforcement and public safety, that is achieved through a three-bureau organizational structure consisting of Patrol, Investigations and Community Services. WPD also manages the Communications (i.e., Emergency Dispatch) and Records divisions, as well as positions in administration, animal control and court liaison.

SCHOOL RESOURCE OFFICERS D.A.R.E. DRUG EDUCATION PROGRAM SAFETY CITY PUBLIC EDUCATION

WPD’s organization and program development and delivery demonstrates a philosophy known as “Total Resource Policing.” Officers and staff have authority and responsibility to build relationships, pursue partnerships and address issues that lead to a safe and vibrant Westerville.

CRISIS SCENARIO TRAINING RUN, HIDE, FIGHT; A.L.I.C.E. COMMUNITY SERVICE

Each year, there are dozens of crime prevention programs and public safety services delivered and endorsed by the Division expressly to benefit the community. The WPD story is online at www.westerville.org/police. Please visit the website to learn more about resources, funding and special opportunities for community interaction.

NATIONAL NIGHT OUT PATH WATCH NEIGHBORHOOD WATCH / NEXTDOOR YOUTH DEVELOPMENT

35,000 35,000

40,000 40,000

30,000 30,000

35,000 35,000

25,000 25,000

30,000 30,000

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Officer Initiated Officer Initiated

2013 2013

2014 2014

Calls for Service Calls for Service

3323

3569

3323

2012 2012

3569

SELF DEFENSE FOR WOMEN

00

2011 2011

SERVING OUR SENIORS DAY

PUBLIC SAFETY

3195

00

COPS and KIDS DAY

PROJECT LIFESAVER

10,000 10,000 5,000 5000

5,000 5000

CHIEF FOR A DAY

20,000 20,000 15,000 15,000

10,000 10,000

WESTERVILLE POLICE EXPLORER POST 29 SPECIAL EVENTS and PROGRAMS

25,000 25,000

3467

15,000 15,000

YOUTH POLICE ACADEMY

CITIZEN’S POLICE ACADEMY

3548

20,000 20,000

3195

A total of 3,323 offenses were reported this year. For state and national reporting purposes, these crimes are divided into two groups: Part I offenses and Part II offenses. Part I offenses are most often felonies that may result in serious harm or death. These include violent acts and property crimes. Part II offenses are typically misdemeanor such as criminal damaging, drug abuse, OVI and disorderly conduct.

These represent the bulk of WPD calls for service.

3467

INCIDENTS and RESPONSE

The Westerville Division of Police responded to more than 34,000 calls for service in 2014. Approximately 58% of the calls were officer-initiated. The remaining data represents service calls from other sources.

3548

CALLS FOR SERVICE / INCIDENT ACTIVITY

2010 2010

2011 2011

2012 2012

2013 2013

2014 2014

Total Criminal Offenses

Total Criminal Offenses

FIRE

3:56 minutes

The Westerville Division of Fire has been “answering the call” since 1860. For 155 years, WFD has established a legacy of excellence in fire protection and emergency medical services (EMS), serving both Westerville and Blendon Township.

WFD is not funded through the City’s General Fund. In fact, funding for fire and EMS is obtained primarily from property tax (see pages 12, 13). EMS billing accounts for roughly 10% of Division revenues. Residents of Westerville and Blendon Township currently pay approximately $342.62 per $100,000 of property valuation annually for fire protection.

The Fire Division works diligently to make the most of the funds appropriated for its use. For example, refurbishing of large apparatus (in lieu of purchasing new equipment) extends the useful life of this expensive equipment years longer than projected.

Property value is a consideration for property insurance rates. Your property benefits from a responsive and innovative fire department. The Westerville/ Blendon service district (16.5 square miles) enjoys a favorable rating by the insurance industry as a result.

RESPONSE TIMES 2014 average response time for Fire and EMS calls from time of dispatch.

2014 EMS PRIMARY IMPRESSION Most common conditions Westerville EMS responds to when called.

Musculoskeletal

Chest

Difficulty Breathing

Falls

Please visit www.westerville.org/fire to read more about the Division or download the quarterly public newsletter, “Frontline.”

vs.

FIRE PREVENTION INVESTIGATIONS/ACTIVITY

REFURBISHMENT COST SAVINGS Cost Savings: Refurbishing Engine 113 cost $299,486 vs the cost of a new Engine at $550,000.

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WESTERVILLE CITY COUNCIL Email all members of City Council online at www.westerville.org/council or contact Mary Johnston, Clerk of Council CITY MANAGER'S OFFICE David Collinsworth, City Manager Julie Colley, Assistant City Manager Jason Bechtold, Economic Development Christa Dickey, Community Affairs MAYOR’S COURT Marisa Akamine, Clerk of Court DEPARTMENT OF ADMINISTRATIVE SERVICES Adam Maxwell, Director WESTERVILLE ELECTRIC DIVISION Andrew Boatright, Electric Utility Manager FINANCE DEPARTMENT Lee Shortland, Director FIRE DIVISION Brian Miller, Fire Chief INFORMATION SYSTEMS Todd Jackson, Director PARKS & RECREATION Randy Auler, Director PLANNING & DEVELOPMENT Karl Craven, Director POLICE DIVISION Joseph Morbitzer, Police Chief PUBLIC SERVICE DEPARTMENT Kevin Weaver, Director WESTERVILLE WATER DIVISION Richard Lorenz, Water Utility Manager

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City staff works hard to be accessible to our residents. If you have a question, comment or compliment, you can email your City leadership and department heads directly.

Use first name.last name@westerville.org to reach any of the staff listed to the left.

CONNECT. ENGAGE.

OUR STRATEGIC PRIORITIES Westerville has a long history of good planning, and community leaders over time have been diligent in looking out on the horizon to identify opportunities and develop programs and initiatives around them to best leverage our preferred future state.

That in essence is ongoing strategic planning processes we undertake to help guide and direct our efforts for the next several years.

The City abides by its mission, vision and core values, which are printed at the front of this booklet. Collectively, these define what we intend to be about day in and day out in delivering public services and caring for the physical assets of the community.

Our plan is oriented around four key strategic themes: Citizen Service & Relationships, Economic Development, Infrastructure and Financial Stability.

Each theme carries a number of goals, along with action plans for their execution.

OUR GOALS CITIZEN SERVICE AND RELATIONSHIPS

Provide excellent programs and services while remaining accessible, reliable and accountable to Westerville citizens, visitors and businesses.

ECONOMIC DEVELOPMENT

Promote and protect the quality of life and the economic health of our community.

INFRASTRUCTURE

Manage public assets such as utilities, transportation systems, parks and public buildings as an integral element of everyday life in the City.

FINANCIAL STABILITY

Promote the long-term financial health and stability of the City as responsible and accountable stewards of the community’s fiscal resources.

IMMEDIATE OPPORTUNITIES

2014: A YEAR FOR PLANNING

CORPORATE & REGIONAL HEADQUARTERS

Westerville's heritage dating back to 1809, natural beauty, and careful planning make it a special place to call home. While there are many characteristics and amenities that make Westerville special, City staff undertakes a significant amount of planning each year to ensure delivery of reliable services, including municipal utilities and excellent public safety resources and other programs that keep Westerville safe and beautiful.

FINANCE AND INSURANCE HEALTH CARE LOGISTICS SERVICES

Last year, three major initiatives were launched to support long-term community planning and engagement in economic and brand development as well as an extensive process to produce the first Community (Comprehensive) Plan in more than 50 years.

These three plans will be the basis from which staff will work for many months and years to come in order to maximize our communication, service delivery, attraction efforts and planning and development.

QUALITY OF PLACE

ASPIRATIONAL OPPORTUNITIES ECONOMIC DEVELOPMENT STRATEGY

ELECTRONIC INSTRUMENTS AND CONTROLS

INFRASTRUCTURE

ECONOMIC DEVELOPMENT STRATEGIC PLAN Westerville is a leader in job creation in Central Ohio, and a desirable community for business. With an aggressive and successful economic development program, Westerville has become well positioned in the region to attract and retain businesses who benefit by close proximity to Columbus. Yet, the environment overall is highly competitive. With several other neighboring cities in a similar position, this study focused on key opportunities, job generators and revenue growth scenarios.

TECHNICAL SUPPORT CENTERS

BUSINESS DEVELOPMENT

MEDICAL DEVICES MANUFACTURING

KEY FINDINGS ECONOMIC DEVELOPMENT STRATEGY CHARACTERISTICS

MARKETING & COMM

BUSINESS RETENTION & EXPANSION ENTREPRENEURSHIP TALENT RECRUITMENT & EDUCATION

Quality of Place Marketing and Communication Entrepreneurship Talent Recruitment and Education Business Retention and Expansion Business Development Economic Development Infrastructure

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BRANDING INITIATIVE Westerville pursued a branding initiative for the first time in its history in order to better understand and gain consensus on the collection of attributes that define Westerville in our minds. Branding is vitally important to our efforts to position Westerville for continued growth and prosperity. By sharing a consistent and exciting way to promote Westerville, we can build a stronger community identity that bolsters economic development and resident satisfaction for years to come. The process brought together local government, business and community leaders as well as residents to steer toward a narrative that provides a concise, compelling story for all Westerville stakeholders to communicate about our community. Overall, this initiative is central to our efforts to promote Westerville as a great place to live, grow a business, raise a family and whatever else our residents have in mind as part of their 21st Century American dreams.

KEY FINDINGS Through a series of brand concept workshops and focus groups with City officials, residents and business leaders, three inter-related themes were identified as Westerville’s brand essence: Purposeful Spirit, Promise and Authentic Charm.

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AUTHENTIC CHARM From the streets of Uptown to its network of bike trails and parks, Westerville has an authentic hometown charm that is all its own. Uptown is alive with culture, independent commerce and heritage. Events from 4th Fridays to the 4th of July parade and many others reflect a strong community spirit. It’s a place where you can feel at home and enjoy a sense of belonging.

PROMISE Westerville is a place where 21st Century American dreams can come true. Whatever your stage of life, Westerville allows you to focus on what matters most to you. Westerville is invested in the quality of life for residents and businesses. This investment and focus provide a setting where people can achieve their personal and professional goals.

PURPOSEFUL SPIRIT The visionary spirit that landed Westerville in the pages of American history has never left. Today, a new generation of pioneers call Westerville home.

They value efficiency, technology, family and quality of life. Many Americans share these values, but in Westerville these beliefs are put into action.

A City Within a Park Friendly Welcoming Down to Earth Vibe

Family Friendly Affordable Excellent City/School Services Active Lifestyles

Careful Planning Efficient Prosperous Charitable Innovation Blended with History

Purposeful Spirit You are here

Authentic Charm

Promise

Guiding Principles COMMUNITY PLAN Uphold a strong sense of community.

By continuing a high level of services and exciting events that encourage a community of caring people.

IMAGINE WESTERVILLE COMMUNITY PLAN Imagine Westerville was coined as the name for the community’s new plan that will chart the future of our Westerville. This extensive planning project has invited everyone who cares about the community to assess it today, understand choices for the future, and create policies to match the vision.

The outcome of Imagine Westerville will be the publication of a comprehensive community plan, a strategic guide that expresses the values and aspirations of a community. It is the broadest public policy document our community can create and will set forth the long-range vision for development, housing, environment, economic development, transportation, and related topics. This document gives a universal view of the whole city, is a tool to prepare for change, and acts as both a business plan and guidebook for decision-makers, particularly with respect to land-use matters.

Follow more on the plan development and public presentation by visiting www.imaginewesterville.org.

Ensure economic vibrancy and fiscal stability.

With a diverse financial base, quality educational opportunities and desirable place-making.

Promote connectivity of people, places and ideas.

With extensive parks and trail system, easy access for bikers, walkers and bus-riders, smart parking, creative business growth, and cultural awareness that celebrates diversity.

Westerville is a City within a Park.

With an attractive and well-maintained natural and built environment developed by a commitment to quality design and materials.

Balance development opportunities with effective long-range land use preferences.

Allow the long-range vision to guide opportunities for the greatest public return on investment.

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www.westerville.org