Miamisburg Strategic Plan by OHM Planning

g r u b 4 s 1 i 0 2 Plan am

i M

c i g e Strat

Prepared for:

Prepared by:

10 North First Street Miamisburg, Ohio 45342

3739 Easton Way Columbus, Ohio 43219

CITY OF MIAMISBURG

AIMPOINT

OHM ADVISORS

101 Mill Street, Ste. 200 Gahanna, Ohio 43230

SOURCE: TED - FLICKR

CONTENTS

01 INTRODUCTION 1.1 1.2 1.3

ABOUT THE PLAN PLANNING PROCESS PLAN ELEMENTS

02 WHAT DID WE LEARN 2.1 2.2 2.3

2.4

EXISTING CONDITIONS MARKET TRENDS COMMUNITY INPUT • COMMUNITY SURVEY • SWOT ANALYSIS CREATING THE PLAN - STRATEGIC PLANNING RETREAT

03 PLAN RECOMMENDATIONS 3.1 3.2

OVERVIEW ACTIONS AND OBJECTIVES CA-1 THE DOWNTOWN CA-2 LAND USE AND AREA PLANNING CA-3 ECONOMIC DEVELOPMENT CA-4 FISCAL MANAGEMENT CA-5 HEALTHY LIFESTYLE CA-6 COMMUNICATION CA-7 INFRASTRUCTURE

04 NEXT STEPS 4.1

APPENDIX 1 2 3

HOW TO USE THE PLAN

COMMUNITY SURVEY WEB SURVEY OF COUNCIL WEB SURVEY OF STAKEHOLDERS

SOURCE: FLICKR

INTRODUCTION

introduction

1.1 ABOUT THE PLAN In 2014, the City of Miamisburg initiated a process to create a framework for the short- to medium-term future of the community. This framework, referred to as the Miamisburg 2014 Strategic Plan, was informed by a unique planning process that paired community and stakeholder input. As a whole, this Plan outlines a path to guide future public and private improvements that will elevate the economic competitiveness of the City and enhance the overall quality of life for Miamisburg residents. This Plan is intended to be a blueprint for community success that will continue to transform the City of Miamisburg into a first class local and regional destination in Ohio.

PURPOSE OF THE PLAN

GUIDE...

...the community in evaluating proposed public, private, or public/private projects to continue enhancing the overall quality of life.

1.2 PLANNING PROCESS The process to prepare the Plan was based on a balanced approach that integrated a telephonic community survey, existing conditions analysis, and a strategic planning retreat with City staff and officials. The telephonic survey was designed to be a statistically valid means of gauging the public's attitudes toward current and future conditions in the community. The process also included participation from a broad array of community stakeholders, including key property owners and city officials to ensure it embodies the communityâ&#x20AC;&#x2122;s ideas and earns broad-based support. In summary, a truly comprehensive approach was followed to create a plan for the City; one that fully integrates community values and guides the growth and competitiveness of Miamisburg.

1.3

PLAN ELEMENTS

The Plan first outlines the findings that guide and inform the remainder of the Plan. This includes the results from an existing conditions and market trends analysis, as well as input from City leaders and staff and

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

INFORM...

...stakeholders and guide property owners, prospective property owners, and developers as to what is needed, desired, and acceptable to the City .

MEASURE...

...progress and effectiveness in the development and redevelopment of Miamisburg to ensure such efforts have synergistic qualities that strengthen the community as a whole.

the community at large. Generated from this process, the Plan outlines seven core areas for the City to focus its efforts, as well as principles that define the desired outcome within these core areas. Supporting each principle statement is a series of objectives and strategies to help achieve the implementation of each core area.

1.31 CHAPTERS OF THE PLAN

Chapter 1 â&#x20AC;&#x201C; Introduction This chapter outlines the background and purpose of the Plan. It also outlines how the Plan will inform future growth, development, and policy decisions in Miamisburg. In addition, it includes a summary of the planning process, including the steps that led up to the creation of the Plan. Chapter 2 - What Did We Learn The purpose of Chapter 2 is to provide the context, process, and findings by which the Plan recommendations were created. The chapter is divided into three sections; existing conditions (demographics, housing, and economy), market trends, and community engagement. A combination of technical research and intuitive knowledge from public input provided a solid foundation to inform the development of the recommendations within this Plan. Chapter 3 - Plan Recommendations In evaluating the challenges and opportunities within Miamisburg, a set of core areas were identified during the Planning Retreat. These core areas are intended to guide future community initiatives and local decision making processes. Each core area is defined by a principle statement, followed by a set of objectives necessary to realize the principle. Each objective is then supported by a series of strategies that provide specific actionable steps to complete the objective. These objectives and strategies are organized within a matrix which include

the cost, timeframe, revenue, and parties responsible for each core area. Chapter 4 - Next Steps This chapter describes how the Plan can be used by elected officials, City staff, stakeholders, or the general public to implement the objectives and strategies outlined in Chapter 3. Appendix Detailed reports outlining the findings from the telephonic community survey and the stakeholder / elected official web survey are included at the end of this document. Figure 1.1: Policy Hierarchy

CORE AREA

Core Area - One of the planning categories that is the focus of this Plan.

Principle Statement

Principle Statement - The desired outcome expressed in simple terms.

Objective

strategy strategy strategy

Objective - Statements of purpose that describe the desired direction of future growth, serving as the framework for future decision making and planning. Strategy - Program, policy, action, or plan intended to achieve the objectives.

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

SOURCE: FLICKR

WHAT DID WE LEARN

what did we learn 2.1 EXISTING CONDITIONS EXISTING CONDITIONS KEY FINDINGS • From 2000 to 2010, Miamisburg had a relatively high population growth rate (+3.55%) compared to the State of Ohio (+1.62%) and Montgomery County (-4.28%). • The two largest demographic groups within Miamisburg are school-aged children and residents in the 35-45 age group. • The Millennial and Baby Boomer generations are not as well represented in Miamisburg (45.92% of the population) as they are in the Montgomery County (50.69% of the population) and the State of Ohio (50.41% of the population). • From 2000 to 2012, the percentage of individuals living in poverty in Miamisburg has doubled from 6.1% to 12.2%. Although the rate has seen an increase, the poverty rate is currently lower than Montgomery County (16.8%) and the State of Ohio (15.4%). • Owner occupied housing units have decreased slightly from 71.7% in 2000 to approximately 66% in 2010. • Median household income in Miamisburg is $52,689, which is 9.21% higher than the State of Ohio and 20% higher than Montgomery County.

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

The existing conditions analysis focused on three categories: demographic trends, housing trends, and economic trends. Establishing a baseline and understanding the trends within the City, County, and State is necessary to understand the direction that the City is heading.

2.11 DEMOGRAPHIC TRENDS

A variety of sources were used to evaluate demographic trends, including population trends, housing trends, and economic trends, and includes data for Montgomery County and the State of Ohio. These larger regions are shown in comparison to Miamisburg to provide perspective and show whether the trends are particular to the City or are part of larger trends seen within the County or State. Analyzing the City's population is an important step in developing an understanding of the community. Figure 2.1 shows the demographic indicators within the City of Miamisburg. Population Trends From 2000 to 2010, Miamisburg experienced a population increase of 3.55%, gaining an additional 692 residents, resulting in a population of 20,181. In comparison, Montgomery County experienced a population loss of 4.28%, while Ohio experienced a gain of 1.62% residents for the same time period. This data shows that Miamisburg has been growing at a higher rate than the State, but also experiencing steady growth within a County that has lost almost 24,000 residents.

2.12 AGE DISTRIBUTION

Figure 2.1: Demographic Indicators 2000

2010

PERCENT CHANGE

Population

19,489

20,181

+3.55%

Households

7,449

7,948

+6.70%

Avg. Household Size

2.53

2.50

-1.19%

Avg. Family Size

3.00

2.98

-0.67%

MIAMISBURG

2000

2010

PERCENT CHANGE

Total Housing Units

7,905

8,604

+8.84%

Units Vacant (%)

5.8

7.6

+31.03%

Owner Occupied (%)

71.7

71.4

-0.42%

Renter Occupied (%)

28.3

28.6

+1.06%

HOUSING

POPULATION

MIAMISBURG

Median Home Value

ECONOMY

MIAMISBURG

$ $ $$

$ $ $ $ $ $ $

$$ $$ $$

$116,400 $145,300* +24.83% 2000

2010

PERCENT CHANGE

Median Household Income

$48,316 $52,689*

+9.05%

Median Family Income

$56,996 $69,748*

+22.37%

Income per Capita

$22,504 $26,916*

+19.61%

Individuals in Poverty (%)

6.10%

12.20%*

Source: U.S. Census Bureau *2008-2012 American Community Survey 5-Year Estimates *See Data Source Overview on Page 13

+100%

The age distribution within Miamisburg differs from the County and State in several key ways. Primarily, the Baby Boomer and Millennial generations are slightly underrepresented in the City. Figure 2.3 shows the percentage of age groups per the population for each of these areas, with the red outlines indicating the age cohorts that make up both the Millennial and the Baby Boomer populations. Starting at age 20, the population share experienced a drop, most likely attributable to residents leaving to attend college or seeking employment or housing outside the area. Unlike the State and County, the two largest age cohorts are school-aged children and working-aged adults. This indicates a community that is likely populated heavily by families with children over five years of age. The absence of a peak for children under five indicates that families might be moving into Miamisburg once children are ready for school. As these populations age, the demand for different housing types, community services and amenities may require some modifications of current City services to better serve this demographic group.

Figure 2.2: Population Comparison LOCATION

2000

2010

PERCENT CHANGE

Miamisburg

19,489

20,181

3.55%

Montgomery Co.

559,062

535,153

-4.28%

11,353,140

11,536,504

1.62%

Ohio

Source: U.S. Census Bureau

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

what did we learn 2.13 HOUSING

Figure 2.3: Population by Age Group 9%

Trends in the housing market can offer a snapshot of how well a commuinity is doing economically and indicate the types of housing that the market is demanding.

Baby Boomer Cohort

Millennial Cohort

Housing Value Median home values in Miamisburg ($145,300) are higher than the County ($115,800) and State ($133,700), according to ACS estimates (2008-2012 5-year).

0% >5

5-9

1014

1519

2024

2529

3034

3539

Miamisburg

4044

4549

5054

Montgomery

5559

6064

6569

7074

7579

8084

8589

90+

Ohio

Source: U.S. Census Bureau, 2008-2012 ACS 5-Year Estimates Figure 2.4: Economic Overview MIAMISBURG

MONTGOMERY COUNTY

OHIO

Median household income (dollars)

$52,689.00

$43,895.00

$48,246.00

Per capita income

$26,916.00

$24,909.00

$25,857.00

Percentage below poverty level

7.40%

12.50%

11.20%

Source: U.S. Census Bureau, 2008-2012 ACS 5-Year Estimates

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

Housing Status Overall, the owner-occupied housing value has decreased at a slower rate locally (-0.42%) than compared to the County (-2.63%) and State (-2.17%), while the total households have increased at a higher rate, 6.7% in Miamisburg compared to -2.31% in Montgomery County and 3.55% in the State of Ohio. The majority of housing in Miamisburg is owner-occupied (71.4%) with a renter-occupied percentage of 28.6% and a housing vacancy of 7.6%, according to the 2010 Census. Miamisburg has a higher percentage of owner-occupied housing units (71.4%) than the County (63.0%) and the State (67.6%).

2.14 ECONOMY

Overall, the economic and income indicators are better than both the State and the County. Miamisburg has a median household income of $52,698, which is approximately $9,000 greater than Montgomery County and over $4,000 more than the State of Ohio. In addition, the percentage of people below the poverty level is only 12.2%, which is significantly lower than the 16.8% at the County and 15.4% at the State level. Employment by Industry Figure 2.5 shows the employment breakdown for Miamisburg in comparison with the County and the State. As indicated within this figure, Miamisburg is well ahead of the State and County for retail trade.

In comparison to County and State data, Miamisburg employs more citizens in the "professional, scientific, and management, and administrative and waste management services" industry. On the other hand, Miamisburg is behind the County and State in "educational services, and health care and social assistance" sectors. Figure 2.5: Employment by Industry

DATA SOURCE OVERVIEW The United States Census Bureau conducts two types of large scale data gathering, the Decennial Census and the American Community Survey. Decennial Census – Every ten years, the Census Bureau conducts a nationwide count of the country’s population, usually with a comprehensive survey of critical indicators of the population, such as income, housing value, educational attainment, etc. Starting in 2010, the United States Congress substantially reduced the number of questions on the census. While many data are still available, some critical indicators are not available for 2010. American Community Survey (ACS) – Unlike the Census, the ACS does not perform an actual count of the country’s population. Instead, the ACS uses statistical analysis to determine estimates of population and other critical indicators within a community. The ACS is typically available in three types: 1-year, 3-year, and 5-year estimates. A City’s size determines what types of estimates are available. Cities below 20,000 residents will only have a 5-year, cities below 65,000 residents will get a 3-year estimate, and cities over 65,000 residents will have an estimate performed every year. The Census Bureau continuously collects data on the population throughout these timetables. For instance, a 5-year ACS population estimate will provide the analysis on the surveys returned within that 5-year period, resulting in a number representative of the average of those surveys. Where available, Decennial Census data has been used within this document. Other datasets only available through the ACS have been used in this document where Dicennial Census data is not available. Because ACS data is an estimate, and the time increment is usually different than the Decennial Census, the two data sets are used together as an approximate estimate for comparison purposes.

Source: U.S. Census Bureau, 2008-2012 ACS 5-Year Estimates

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

what did we learn

2.2 MARKET TRENDS Millennials + Boomers Millennials (1981-1999) and Baby Boomers (1946-1964) make up the largest share of the nationâ&#x20AC;&#x2122;s population (53% total). As a result, the trends for each of these generation groups have a large impact on the market. Baby Boomers value housing that is close to entertainment, retail, and medical services while Millennials looks for locations that are diverse, walkable, and offer plentiful entertainment and employment opportunities. Both generations tend to prefer housing that is lower maintenance and will sacrifice large living spaces for better access to amenities.

Place First Current national trends indicate a swing in how individuals choose where to live. A growing number of millennials choose where they want to live first and then resolve the logistics of finding employment and housing in their desired location. Millennials seek destinations that offer a superior quality of life and ample amenities. They have a preference for in-town areas and inner suburbs that feature diversity and walkability in close proximity to jobs and entertainment. This is drastically different than past generations that first sought jobs and then moved to the location of their job. The result of this change is more competition for jobs and housing in popular urban areas that offer the desired amenities. A subsequent decrease in the desire to live in outlying suburbs, small towns, and rural areas follows as these locations lack the sought-after amenities and have less abundant opportunities for employment.

Figure 2.6: Generation Cohorts

Figure 2.7: Living preferences by age group

Generation

Born

2010 Age

2010 Population

2010 Percent of Nation

Before 1946

64+

41 million

13%

Baby Boomers

1946-1964

45-64

80 million

26%

Gen X

1965-1980

29-45

62 million

20%

39%

38%

Gen Y (Millenials)

1981-1999

11-28

85 million

27%

14%

15%

14%

18%

60+

50-59

40-49

30-39

2000 and After

0-10

42 million

14%

Eisenhowers

Gen Z (?)

47%

25%

34%

42% 47%

31%

Source: 2011 National Community Preference Survey, National Association of Realtors, March 2011

46%

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

City

Suburban

18-29

Small Town/Rural

Source: 2011 National Community Preference Survey, National Association of Realtors, March 2011

Lending Environment Lending regulations have become markedly stricter allowing only the most qualified applicants access to financial resources, thus making it difficult to procure the financial resources needed to purchase and maintain a property. Buying vs. Renting While owning a home may be desired by some, current trends indicate that many individuals are more inclined to rent instead. Buying can offer a greater return on investment over time, but carries a significant amount of financial risk as well as maintenance over time. Renting often does not carry the financial risk or maintenance of owning property. Longevity is also an important factor in determining whether to buy or rent. While owning typically involves a long-term commitment from the buyer, renting can offer short or long term living solutions and allows tenants the flexibility to move when desired or needed. Household Structure As household population and structure evolve over time, subsequent changes in housing needs become apparent. The average family size in 2010 was 2.39 individuals per household. This number has decreased over time due to the large percentage of the population made up of Baby Boomers and Millennials that have smaller households than past generations. Many Baby Boomers are within the age range that they no longer have dependents living with them and many Millennials have not yet established families. This decrease in family size decreases the desire for large single-family homes that can accommodate a larger family and drives up the need for smaller, more versatile housing. Large singlefamily homes more prevalent in suburbs where an abundance of land is available are no longer the norm and there is a need for a variety of

housing sizes and types to accommodate forward trends in household structure. Healthy and Sustainable Healthy and sustainable initiatives can enhance the overall quality of life in a community and will attract talented individuals and high-quality investment. Such initiatives may include investment in park space, trails, and community amenities that promote a healthy lifestyle. Passive and active greenspaces can spur economic development not only by enhancing the quality of life for residents, but also by attracting regional visitors to signature outdoor parks and amenities. Walkability + Connectivity An emphasis on a complete transportation system allows people to easily travel by foot, bicycle, transit, or car. Factors that influence walkability include pedestrian facilities such as sidewalks, cross walks, and wayfinding and signage. Bicycle connectivity is influenced by bike lanes and/or on-street sharrows, multi-use paths, and bicycle storage facilities. Public transit allows individuals to connect to both local and regional destinations. Communities that are easily navigable on foot are desired as more Millennials want to live in close proximity to employment and entertainment options and the ease and convenience of walkable and well-connected communities is preferred.

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

what did we learn

2.3 COMMUNITY ENGAGEMENT Several public engagement activities were conducted by the City and planning team to generate ideas and develop the core areas of focus for the community. Tools for engagement included a community survey conducted telephonically and an online web survey of local leaders and select stakeholders. These tools identified ideas, values, and aspirations that provided the foundation from which the core areas, principles, objectives, and strategies were crafted. The following section summarizes the process for engaging the community and local leaders, along with the results from the process. A full report from the community engagement process can be found in the Appendix.

2.31 PUBLIC OUTREACH TOOLS

This outreach process aimed to engage the community on multiple levels by using a variety of tools and formats. The following techniques were used to complete this process. Community Survey The survey of residents was designed to gain citizen feedback on a wide-range of important issues and priorities. Registered voters within Miamisburg city limits were randomly selected and interviewed telephonically. A total of 300 interviews were completed over four days, generating statistically sound results within a 5.60% margin of error with 95% confidence. The survey was 40 questions in length and took the average respondent 16 minutes to complete. Web Survey The web-based survey conducted from May 20-25, 2014 was designed to gain feedback from both pre-identified stakeholders and City Councilmembers in the Miamisburg community on important issues and priorities being considered in the City’s ongoing comprehensive strategic plan process. The survey also provides baseline metrics upon

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

which city officials can measure future performance related to city services, policies, plans, and initiatives. The survey questions were developed by Aimpoint Research in collaboration with representatives from OHM Advisors, as well as City staff. In general, surveys of this type are intended to take a snapshot of stakeholder opinion at a specific time and on specific issues. The survey provides a conduit for community stakeholder opinion to be considered in planning and communication initiatives. It is important to note that respondents react to questions with top-of-mind responses and are not privy to in-depth supporting information nor do they have the luxury of debating the questions with experts. Therefore the survey results provide general guidance for planning purposes, but should not be interpreted as a referendum on complex policy and planning decisions.

2.32 COMMUNITY SURVEY - RESULTS

The telephonic survey targeted feedback from citizens that provided strategic insight into their attitudes and beliefs, as well as their level of satisfaction with specific city services. Overall City Perception • Majority (71%) of respondents believe the City of Miamisburg is headed in the “Right Direction.” • The small-town feel and the friendly people are what respondents like the most about living in Miamisburg. • High taxes were one factor that respondents don’t like about living in Miamisburg. • The most significant challenges facing the City of Miamisburg in the mind of the respondents are growth, high taxes, road infrastructure, budget management, and schools. The Council also agrees that road infrastructure is an issue. • Respondents rated their quality of life in Miamisburg very high with

a rating of 7.88 out of 10. * Lower ratings »» Ward 1 rated it significantly lower than the other wards at 7.61 out of 10. »» 18-24 age group gave a rating 7 out of 10. * Higher ratings »» Ward 3 rated it significantly higher than the other wards at 8.22 out of 10. »» The 25-34 and 65+ year old age groups both gave a rating of 8.16 out of 10. • A strong majority (84.9%) of respondents approve of the job that city leaders are doing running the city. Improvements, Safety, and the Downtown • Respondents believe the priority areas for development and improvement efforts are Downtown (37%), followed by Miamisburg Plaza area (17.2%), the Dayton Mall area (12.8%) and the Austin Interchange / Byers Road (12.4%). • Over half of respondents (52.9%) said that they visit downtown a couple times a week or more. • Nearly half of respondents (49.9%) said the primary reason they visit downtown is for the restaurants, followed by community events (14.1%) and retail stores (10.3%). • More retail stores (30%), community events (25.7%) and additional restaurants (18.1%) would encourage respondents to come downtown. • Almost all respondents (94.8%) feel safe and secure in the City.

City Spending • Respondents gave City government a 6.43 out of 10 with regards to spending tax dollars wisely, showing a positive but slightly skeptical view of how the government manages the budget. The most skeptical groups were the 18-24 year olds, Ward 1, and people that lived in Miamisburg under 5 years. • Related to responsiveness, respondents rated that the City government is responsive to my needs 6.65 out of 10, showing again a positive yet skeptical sentiment. Again the 18-24 year old age group was the most skeptical with a rating of 5 out of 10. • If the City of Miamisburg were to face a revenue shortfall, consolidating or privatizing services that were feasible was the most preferred action to manage financial constraints, followed by reduced city financial support to community special events, reduced maintenance of public grounds and parks, and eliminated leaf collection. • If the City of Miamisburg were to face a revenue shortfall, the least preferred action would be to establish or increase taxes followed by reduced snow removal efforts and reduced city financial support to parks and recreation programs. Communication • The primary sources for residents to obtain information regarding activities, initiatives, and programs going on in the City of Miamisburg is the Civic Focus newsletter (48%) followed by word of mouth (10.8%) and newspapers (10.3%).

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

what did we learn

2.33 WEB SURVEY - RESULTS

A web-based survey was conducted to gain feedback from Miamisburg elected officials and stakeholders on important issues within the community. The survey also provides baseline metrics upon which city officials can measure future performance and the impact of plans and initiatives.

STRENGTHS - STAKEHOLDERS

This survey prompted participants to acknowledge the most desirable characteristics and features in Miamisburg, as well as their vision for the future of the City. Participants also noted what they believe are the strengths, weaknesses, opportunities, and threats they felt could challenge and/or support their vision for the City. The results are presented in a word cloud, with the largest words representing responses mentioned with the highest frequency. What weaknesses must we overcome as a city government if we are to exploit the opportunities and WEAKNESSES - STAKEHOLDERS avoid the threats listed above?

What are the biggest threats that would keep Miamisburg from achieving your vision?

What weaknesses must we overcome as a city government if we are to exploit the opportunities and avoid the threats listed above?

STRENGTHS - COUNCIL

What strengths do we have as a city government to take advantage of those opportunities and overcome the challenges listed above?

WEAKNESS - COUNCIL

Please rate how well Miamisburg is accomplishing these tasks (with 0 being poorly and 10 being excellent)

2014 City of Miamisburg Research Report

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What weaknesses must we overcome as a city government if we are to exploit the opportunities and avoid the threats listed above? 2014 City of Miamisburg Research Report

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Please rate how well Miamisburg is accomplishing these tasks (with 0 being poorly and 10 being excellent) Externally collaborating with other governmentalâ&#x20AC;Ś

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

9.25

Attracting new businesses to Miamisburg

9.25

Internally collaborating with members of the staff

9.17

OPPORTUNITIES - STAKEHOLDERS

THREATS - STAKEHOLDERS

What are the key opportunities Miamisburg must take advantage of to achieve your vision?

What are the biggest threats that would keep Miamisburg from achieving your vision?

What are the biggest threats that would keep Miamisburg from achieving your vision? What strengths do we have as a city government to take advantage of those opportunities and

OPPORTUNITIES - COUNCIL

THREATS - COUNCIL overcome the challenges listed above?

What are the biggest threats that would keep Miamisburg from achieving your vision? 2014 City of Miamisburg Research Report

Page 76

What strengths do we have as a city government to take advantage of those opportunities and overcome the challenges listed above?

2014 City of Miamisburg Research Report

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What are the biggest threats that would keep Miamisburg from achieving your vision?

What strengths do we have as a city government to take advantage of those opportunities and overcome the challenges listed above?

What weaknesses must we overcome as a city government if we are to exploit the opportunities and avoid the threats listed above? CITY OF MIAMISBURG | 2014 STRATEGIC PLAN 2014 City of Miamisburg Research Report

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what did we learn

2.4 CREATING THE PLAN The engagement process involved City leaders and staff taking part in a two day meeting, titled the strategic planning retreat. During the retreat, participants reviewed the results from the community survey, SWOT analysis, and existing conditions analysis in order to identify key themes which would substantially inform the objectives and actions of the Plan. The goals of the retreat were to: • • • • •

Define the short-to medium-term goals of Miamisburg Develop a blueprint for achieving these goals Guide future growth and development Create consensus among local leaders Initiate dialogue about important topics within the City

The planning retreat involved multiple activities to gain feedback from elected officials, including: • • • •

Big Idea Exercise (Section 2.41) R-3 Map (Section 2.42) Focus Area Identification (Section 2.43) Core Area Identification (Section 2.44)

2.41 BIG IDEA EXERCISE

Participants were asked to consider the question: "What can we do to make Miamisburg the best it can be over the next 10-20 years?" Participants were asked to write down ideas on their own, then share them with the group. The responses to the "Big Idea Exercise" are listed below: • Finish Riverfront Park • More residential development • Unify river and bikeways

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

Concentrate on public input Connectivity to Austin Landing Synergy with Southern Montgomery County Continue economic development Shared services Promote variety of housing choices Downtown 2.0 Continue regional cooperation Maintain a strong identity Focused/Coordinated growth west of Downtown Holistic plan for the community Quality/Affordable housing options Reinvest in existing neighborhoods Expand the Downtown Increase code enforcement Maintain/Expand quality education system More opportunities for youth Maintain stable political leadership and staff Keep the community informed Upgrade website, technology and social media Support planning for future of the Mound Plan for development of a Recreation Center Work to retain existing businesses Upgrade codes to support current trends Address drug use problem Maintain/improve infrastructure Maintain excellent parks and recreation Keep/expand local quality of life Payoff PipeStone golf course Work w/ State on financial issues (i.e. annexation & taxation)

Figure 2.8: R-3 Map

2.42 "R-3" MAPPING The R-3 map exercise is an activity designed to allow participants to visually communicate locations that are currently successful, need some help, or need to be completely rethought. Participants were each given dots and asked to consider what places they would retain, renew, and reimagine. A description of the dots is below:

Manning Rd.

N. Heincke Rd.

Orchard Hill Dr.

N. 12th St.

Maue Rd .

Rd.

S.R. 725

S. Gebhart Church

am i

Riv er

e. S. Linden Av

S. Alex Rd.

N. 9th St.

E. Central Ave.

Mound Rd.

I- 75

den A ve.

E. Pearl St.

S. Heincke Rd.

S. Lin

d Pkw King Richar

Lawrence Ave.

N. 1st St

iam

M per Up

St.

S. 6th St.

in Ma

. Rd

N. 4th St.

urg isb

Alexandersville Rd.

Richard St.

Miam

isburg

Cente rville

Rd.

• Retain - Places that should remain as they are, and reflect positively on the community.

d. dR

un Mo

• Renew - Places that should be enhanced. These places add value to the community but some reinvestment may benefit the area.

Day

Benner Rd.

Cin ton e

ik ati P

cinn

Byers Rd.

Benner Rd .

• Reimagine - Places that should be completely transformed. Generally reflect negatively on the community. retain renew

reimagine

RETAIN | RENEW | REIMAGINE

Miamisburg | MIAMISBURG, OHIO 5.28.2014

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

what did we learn

2.43 FOCUS AREAS

The results of the R-3 exercise led to the identification of five focus areas within Miamisburg that were selected to be retained, renewed, or reimagined. The bullet list below illustrates each focus area identified by the feedback from participants and includes the reasons why they were selected as focus areas. These areas can be the focus of future planning initiatives, and should indicate what amenities or areas can be leveraged, refreshed, or completely transformed.

1. PIPESTONE (RETAIN) • • • • •

QUALITY DEVELOPMENT / UPSCALE GOLF COURSE NEW / UPDATED QUALITY CONSTRUCTION GOOD COMMUNITY AMENITY

2. DOWNTOWN (REIMAGINE) • NEIGHBORHOOD AROUND DOWNTOWN NEEDS IMPROVEMENT • POOR GATEWAYS • IMPROVE HOME OWNERSHIP • STILL HARD TO ACHIEVE THE VISION

3. • • • • •

DPL STATION (REIMAGINE) PLAN FOR REDEVELOPMENT ENVIRONMENTAL ISSUES / CLEANUP DIFFICULT ACCESS RECREATIONAL OPPORTUNITIES POOR GATEWAY

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

4. • • • •

5. • • • • • •

NORTHERN IND. AREA (RENEW / REIMAGINE) POOR GATEWAY AGING BUILDING STOCK UNDERUTILIZED AREA POOR IMAGE

DAYTON MALL AREA (RENEW / REIMAGINE) COMMERCIAL AROUND MALL IS TIRED POOR / NONEXISTING PEDESTRIAN ACCESS AT LOWEST USE GROWING VACANCY ISSUES LACK OF IDENTITY NEEDS MASTER PLAN

Figure 2.9: Focus Area Map

1 3

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

what did we learn

2.44 DEVELOPING THE CORE AREAS

The final activity of the retreat involved participants creating the framework of the Plan. Multiple ingredients went into creating the framework. Participants reviewed the results of the following activities to create the framework. • Existing conditions • Community survey • Stakeholder and community leader surveys (SWOT) • Big Idea Exercise • R-3 Exercise The Plan Framework consists of four main elements (see Figure 1.1). The Core Area, principle statement, objectives, and strategies. The first step in developing the Plan framework was to identify core areas of focus which served as the organizing elements of the Plan. Reviewing the above information/results participants were asked to identify and record key themes from the existing conditions and public input. The core areas were identified by the participants and planning team collectively reviewing and validating the key themes, and each core area was identified as a key theme (core area) within the existing conditions and/or public input results. After the core areas were identified, participants developed principle statements for each core area. The principle statements, or vision statements, is the desired outcome for each core area expressed in simple terms. Once the principle statements were developed, participants went through a process to create objectives for each core area. The objectives are statements of what must be achieved in order to accomplish the corresponding principle. A total of 46 objectives were developed to support the seven core areas.

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

The next step in the retreat involved participants creating a series of strategies to support each objective. Strategies include projects, programs or policies that will help achieve each objective. These are the action statements that will lead to the successful implementation of the Plan. A total of 110 actions were developed. The final portion of the retreat involved participants prioritizing the objectives. The objectives were prioritized by placing 20 stars with five different colors next to objectives. The color of the stars corresponded to the five different priority levels/values (1-5). The highest weighted stars indicated that that particular objective should be of higher priority. The process was a quantifiable way to understand the priority levels of the objectives, and the Plan as a whole. Figure 2.10: Strategic planning retreat

2.5 CORE AREAS

FISCAL MANAGEMENT

The core areas developed for this Plan were created through the culmination of community engagement and strategic planning retreat. At the heart of each core area is a principle statement that is meant to express the desired outcome for that core area in simple terms. These principles were used to guide the objectives and strategies for each of the core areas.

PRINCIPLE STATEMENT: Balance the resources necessary to meet current and future needs.

THE DOWNTOWN

HEALTHY LIFESTYLE

PRINCIPLE STATEMENT: Promote the downtown as a local and regional center for living, entertainment, and commerce.

PRINCIPLE STATEMENT: Grow and promote a clean, healthy, active community.

LAND USE AND AREA PLANNING

COMMUNICATION

PRINCIPLE STATEMENT: Grow and reinvest in the community efficiently and effectively.

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PRINCIPLE STATEMENT: Informed and engaged citizenry.

www.ci.miamisburg.oh.us

Miamisburg attracting new business projects C o m m e r c i a l

ECONOMIC DEVELOPMENT PRINCIPLE STATEMENT: Maximize quality jobs in Miamisburg.

a c t i v i t y

Promising and diverse development projects continue to dot the Miamisburg landscape in 2013. With the year just past the halfway point, several examples of new business activity demonstrate that this community remains an attractive location for commerce. Importantly, these projects are taking place in areas considered the most promising for future economic growth.

l o c a t e d

when complete. The park developer is BW Partners, a joint venture of Fornes Realty and Construction Managers of Ohio. This is the same group that has built and leased three facilities in the Byers Business Park near Belvo Road.

Developments like the following are bringing jobs to Miamisburg, adding vitality to the community and expanding the local tax base:

“The City of Miamisburg is a great place to grow companies and add jobs,” said Mark Fornes. “The strategic location near the Austin interchange provides great highway access and amenities for businesses. We’re very excited about developing commercial facilities here.”

Think Patented

Peerless Mill Inn

i n

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a r e a s

Voters to consider charter revisions Miamisburg voters will consider 10 revisions to the City charter on Election Day. A citizen-led Charter Review Commission studied the City’s governing document this year, as required by the charter itself, and forwarded its recommendations to City Council in July. Council accepted those recommendations and voted unanimously to place them on the ballot for voter consideration on Nov. 5. All of the Commission’s recommendations are considered to ■ Story continued on page 8

This printing, marketing and communications company consolidated existing operations at two facilities in the region into a new 75,000-square-foot building in the SouthPoint Business Park off Alexandersville Road. The growing company brought nearly 115 new jobs to the City. Austin Business Park The first new building in the Austin Business Park on Byers Road was completed this summer and welcomed Mark Fornes Realty as its initial tenant. Recently, a firm called Electripack also moved into the facility. Electripack manufactures, assembles and sells electrical wire harnesses for industrial clients. Several buildings are planned for the 80-acre light industrial/office park site, which could accommodate over 1,200 jobs

The local landmark on Second Street is scheduled to reopen later this fall as a microbrewery. Star City Brewing will focus on the production of several craft beers made from recipes created by the local entrepreneurs spearheading the project. There will be a tasting room where patrons can buy beer by the glass, and the owners hope to eventually distribute their products to area restaurants and bars.

I N S I D E:

INFRASTRUCTURE PRINCIPLE STATEMENT: Provide adequate infrastructure to meet the needs of existing and future development and services.

• Learn on page 4 why Miamisburg and other

cities across Ohio strongly oppose state legislation currently under consideration.

• The Public Safety Report is provided on

BOI Solutions This Miamisburg firm became the first private business to purchase property on the site of the former Mound Laboratory. A developer of integrated audio, visual and data technology systems, BOI brought 24 employees to the 2,000-square-foot building at 955 Mound Road and plans to

page 5.

• Information about this fall’s leaf pickup service is provided on page 6.

• Summer may be over, but Parks and

Recreation fun is never out of season. All new programming information for fall begins on page 10.

■ Story continued on page 4

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

SOURCE: CITY OF MIAMISBURG

PLAN RECOMMENDATIONS

plan recommendations

3.1 OVERVIEW Following the identification of the seven core areas and planning principles, a series of objectives and actions were created that are intended to support the realization of the principles (see Section 2.44). In addition, a number of objectives were identified through the planning process as having the highest priority. These twenty objectives listed below are seen as having the greatest impact on the implementation of the Plan and should be the among the first items addressed by City officials.

The Plan Recommendations section should be used daily by policymakers and staff alike to confirm that the policies and budgetary decisions they make are furthering the principles and objectives within each core area. In addition, this plan provides policymakers and staff with a specific set of actions to measure the progress of the responsible parties, giving a clear metric for gauging the overall progress of implementation.

PRIORITY OBJECTIVES (SCORE) DOWNTOWN AREA 1.6 Reevaluate Riverfront Park Master Plan and maintain momentum (74) 1.2 Create and support residential development east and west of river (57) 1.3 Create and support retail development (29) LAND USE AND AREA PLANNING 2.4 Revitalize older neighborhoods (66) 2.2 Enhance City gateways (47) 2.1 Enhance the Miamisburg Plaza area (28) ECONOMIC DEVELOPMENT 3.1 Retain and expand existing businesses (59) 3.2 Attract new business (50) FISCAL MANAGEMENT 4.7 Maintain reserve fund balance (52) 4.1 Identify alternative revenue sources (38) 4.2 Review and update city fee structures (32) 4.5 Explore public/private partnerships (28)

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

HEALTHY LIFESTYLE 5.1 Increase enforcement activity in neighborhoods (55) 5.5 Promote healthy lifestyles initiatives (36) 5.3 Expand drug awareness & prevention program (27) COMMUNICATION 6.2 Develop new conduits for communication (63) 6.4 Website improvements (41) INFRASTRUCTURE 7.1 Maintain and improve existing streets and bridges (78) 7.2 Implement Water and Sewer Master Plan (27) 7.9 Maintain and improve rights-of-way beautification (26)

3.2 OBJECTIVES AND ACTIONS The objectives and actions within this section are organized by core areas (see policy hierarchy, figure 1.1), with each action assigned a time frame of implementation, projected cost, and a determination of what type of revenue it will generate (direct vs. indirect). Actions were also assigned to a party who is responsible for championing or completing the action. The following is a list of responsible parties as they are identified in the actions and objectives:

The following definitions and explanations apply to the matrices found on the following pages: â&#x2013; Priority Objective

Priority objectives, shown in red, are identified as those that the general public, stakeholders, and elected and appointed officials have prioritized the highest within the strategic plan.

Score

Stakeholders and city officials were asked to prioritize the key strategies within each Core Area (see Section 2.44). The scores to the right of each strategy indicate the priority score.

RESPONSIBLE PARTIES

MAYOR

CITY COUNCIL

TIMEFRAME

CMO

CITY MANAGERS OFFICE

Medium (M)

DEV

DEVELOPMENT DEPARTMENT ENGINEERING

$ P

Short (S)

0-1 years 1-3 years 3+ years Continuous

Long (L) Ongoing (O) COST Low Cost ($)

FINANCE DEPARTMENT

Medium Cost ($$)

PARKS AND RECREATION

REVENUE

POLICE DEPARTMENT PUBLIC WORKS AND PUBLIC UTILITIES LOCAL ORGANIZATIONS (SCHOOLS, TOWNSHIP MMA, BUSINESSES, DEVELOPERS, CITY BOARDS, AND SPECIAL COMMITTEES)

High Cost ($$$) Direct Revenue (DR) Indirect Revenue (IR)

$0-100k $100-500k $500k+ The action would directly generate new City revenue. The action would support economic development in the City, but may not directly generate new revenue.

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CA-1 THE DOWNTOWN PRINCIPLE STATEMENT: Promote the downtown as a local and regional center for living, entertainment, and commerce.

RESPONSIBLE PARTY

Objective 1.1

Update Downtown Master Plan

Strategy 1.1.1

Develop scope and budget

DEV

Strategy 1.1.2

Identify funding options

DEV

Strategy 1.1.3

Present recommendations to Council

DEV

■Objective 1.2 Create and support residential development east and west of river (57) Strategy 1.2.1

Inventory existing and identify future residential development

DEV

Strategy 1.2.2

Identify funding options

DEV

■Objective 1.3 Create and support retail development (29)

■Priority Objective

Score

Priority objectives, shown in red, are identified as those that the general public, stakeholders, and elected and appointed officials have prioritized the highest within the strategic plan. Stakeholders and city officials were asked to prioritize the key strategies within each Core Area (see Section 2.44). The scores to the right of each strategy indicate the priority score.

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

Strategy 1.3.1

Identify and develop public /private partnerships

DEV

Strategy 1.3.2

Develop retail market study

DEV

Objective 1.4

Maintain and enhance the downtown aesthetics (9)

Strategy 1.4.1

Promote façade improvements

DEV

Strategy 1.4.2

Identify funding options

DEV

Strategy 1.4.3

Maintain existing and identify future aesthetic and amenity needs

$$$ IR

DEV

Objective 1.5

Create economic development support system for downtown (13)

Strategy 1.5.1

Identify economic development programs

DR/ DEV IR

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â&#x2013; Objective 1.6 Reevaluate Riverfront Park Master Plan and maintain momentum (74) Strategy 1.6.1

Audit existing plan elements

Identify and implement short term infrastructure improvements

Strategy 1.6.3

Coordinate short term improvements with Bicentenial Celebration

Strategy 1.6.4

Promote and support outdoor recreation and events

Objective 1.7

Expand art and entertainment options (3)

Strategy 1.7.1

Support redevelopment of the theatre

DEV

Strategy 1.7.2

Support the creation of an Arts Council

DEV

Strategy 1.6.2

$$$ IR

DEV CMO

RESPONSIBLE PARTIES

$ $

MAYOR

CITY COUNCIL

CMO

CITY MANAGERS OFFICE

DEV

DEVELOPMENT DEPARTMENT ENGINEERING

CMO

FINANCE DEPARTMENT PARKS AND RECREATION

POLICE DEPARTMENT PUBLIC WORKS AND PUBLIC UTILITIES LOCAL ORGANIZATIONS (SCHOOLS, TOWNSHIP MMA, BUSINESSES, DEVELOPERS, CITY BOARDS, AND SPECIAL COMMITTEES)

TIMEFRAME Short (S)

0-1 years

Medium (M) Long (L)

1-3 years 3+ years

Ongoing (O)

Continuous

COST Low Cost ($) Medium Cost ($$) High Cost ($$$)

$0-100k $100-500k $500k+

REVENUE Direct Revenue (DR) Indirect Revenue (IR)

The action would directly generate new City revenue. The action would support economic development in the City, but may not directly generate new revenue.

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

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CA-2 LAND USE AND AREA PLANNING PRINCIPLE STATEMENT: Grow and reinvest in the community efficiently and effectively.

RESPONSIBLE PARTY

■Objective 2.1 Enhance the Miamisburg Plaza area (28) Strategy 2.1.1

Upgrade pedestrian access

Strategy 2.1.2

Coordinate with property owner on building improvements

M/L

Strategy 2.1.3

Coordinate with property owner on property maintenance

Strategy 2.1.4

Coordinate with property owner on signage improvements and landscaping

DEV DEV DEV

■Objective 2.2 Enhance City gateways (47)

■Priority Objective

Score

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

Strategy 2.2.1

Identify funding options to create a gateway/ wayfinding plan

Strategy 2.2.2

Create the plan

Objective 2.3

Develop a master plan for the Dayton Mall area (23)

Strategy 2.3.1

Participate in Miami Township master plan process

Strategy 2.3.2

Identify funding options to expand the Dayton Mall Master Planning into city (Phase 2)

Strategy 2.3.3

Conduct Phase 2 of Dayton Mall area plan

DEV DEV

DEV DEV DEV

■Objective 2.4 Revitalize older neighborhoods (66) Strategy 2.4.1

Conduct ongoing property maintenance education

Strategy 2.4.2

Create a property maintenance program w/ tools and incentives

Strategy 2.4.3

Identify and create grant programs to assist with rehab

DEV CMO DEV DEV

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Proactive property code maintenance enforcement

Strategy 2.4.5

Update city regulations as needed

RESPONSIBLE PARTY

DEV

RESPONSIBLE PARTIES

MAYOR

CITY COUNCIL

Objective 2.5

Enhance northern industrial area (21)

Strategy 2.5.1

Evaluate land use and zoning

Strategy 2.5.2

Identify and create incentive programs to assist with redevelopment

Strategy 2.5.3

Improve existing signage

Strategy 2.5.4

Update city regulations as needed

Objective 2.6

Coordinate with DP&L on Hutchings area for clean up and future plans (15)

PUBLIC WORKS AND PUBLIC UTILITIES

Strategy 2.6.1

Coordinate with DP&L on clean up of site

LOCAL ORGANIZATIONS (SCHOOLS, TOWNSHIP MMA, BUSINESSES, DEVELOPERS, CITY BOARDS, AND SPECIAL COMMITTEES)

Strategy 2.6.2

Determine future of the dam

Strategy 2.6.3

Explore future public use of property

Objective 2.7

Update Land Use Plan for western portion of city (22)

Strategy 2.7.1

Initiate joint planning process

DEV DEV DEV DEV

CMO

CITY MANAGERS OFFICE

DEV

DEVELOPMENT DEPARTMENT ENGINEERING

PARKS AND RECREATION

CMO CMO CMO

DEV

FINANCE DEPARTMENT

POLICE DEPARTMENT

TIMEFRAME Short (S)

0-1 years

Medium (M) Long (L)

1-3 years 3+ years

Ongoing (O)

Continuous

COST Low Cost ($) Medium Cost ($$) High Cost ($$$)

$0-100k $100-500k $500k+

REVENUE Direct Revenue (DR) Indirect Revenue (IR)

The action would directly generate new City revenue. The action would support economic development in the City, but may not directly generate new revenue.

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

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CA-3 ECONOMIC DEVELOPMENT PRINCIPLE STATEMENT: Maximize quality jobs in Miamisburg.

RESPONSIBLE PARTY

■Objective 3.1 Retain and expand existing businesses (59) Strategy 3.1.1

Develop database of businesses

Strategy 3.1.2

Expand use of Business First!

Strategy 3.1.3

Target key businesses for routine outreach

DEV DEV DEV

■Objective 3.2 Attract new business (50)

■Priority Objective

Score

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

Strategy 3.2.1

Develop marketing strategy

Strategy 3.2.2

Establish a developer/realtor outreach program

Strategy 3.2.3

Expand existing and identifying new development incentive programs

DEV DEV DEV

Objective 3.3

Explore local workforce development initiatives (4)

Strategy 3.3.1

Evaluate current training programs available

Strategy 3.3.2

Evaluate current business needs

Strategy 3.3.3

Coordinate strategies 1 & 2

Strategy 3.3.4

Identify workforce development niche

Objective 3.4

Customize economic development plans for specific areas (21)

Strategy 3.4.1

Develop area plans

Strategy 3.4.2

Identify opportunities for mixed use/density development

DEV DEV DEV DEV

DEV DEV

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Objective 3.5

Increase engagement of business community (18)

Strategy 3.5.1

Develop economic development council concept

Strategy 3.5.2

Keep invitation list for mayor's business lunch current

DEV CMO

MAYOR

CITY COUNCIL

DEV CMO CMO

CITY MANAGERS OFFICE

DEV

DEVELOPMENT DEPARTMENT ENGINEERING

FINANCE DEPARTMENT PARKS AND RECREATION

POLICE DEPARTMENT PUBLIC WORKS AND PUBLIC UTILITIES LOCAL ORGANIZATIONS (SCHOOLS, TOWNSHIP MMA, BUSINESSES, DEVELOPERS, CITY BOARDS, AND SPECIAL COMMITTEES)

TIMEFRAME Short (S)

0-1 years

Medium (M) Long (L)

1-3 years 3+ years

Ongoing (O)

Continuous

COST Low Cost ($) Medium Cost ($$) High Cost ($$$)

$0-100k $100-500k $500k+

REVENUE Direct Revenue (DR) Indirect Revenue (IR)

The action would directly generate new City revenue. The action would support economic development in the City, but may not directly generate new revenue.

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

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CA-4 FISCAL MANAGEMENT PRINCIPLE STATEMENT: Balance the resources necessary to meet current and future needs.

■Objective 4.1 Identify alternative revenue sources (38) Strategy 4.1.1

Inventory revenue sources

Strategy 4.1.2

Consult GFOA or other expert bodies

RESPONSIBLE PARTY

$ $

■Objective 4.2 Review and update city fee structures (32)

■Priority Objective

Score

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

Strategy 4.2.1

Evaluate current fee structures

Strategy 4.2.2

Evaluate centralizing fees in one ordinance

Strategy 4.2.3

Evaluate fee structure as part of budget process

Strategy 4.2.4

Identify and define cost recovery objectives for all city services

Strategy 4.2.5

Reevaluate residency policy related to fees

Objective 4.3

Identify alternative options to provide services (15)

Strategy 4.3.1

Identify best practices

Strategy 4.3.2

Identify possible shared services

Strategy 4.3.3

Identify possible services for privitization

Objective 4.4

Streamline internal processes (7)

Strategy 4.4.1

Department reorganizations

Strategy 4.4.2

Better use of technology

Strategy 4.4.3

Move to more paperless operation

CMO

CMO CMO CMO

$ $ $ $ $

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RESPONSIBLE PARTY

■Objective 4.5 Explore public/private partnerships (28)

RESPONSIBLE PARTIES

Strategy 4.5.1

Identify the opportunties for private partnerships

Strategy 4.5.2

Develop creative mechanisms to encourage private partnerships

Objective 4.6

Develop methodology to prioritize projects and services (19)

Strategy 4.6.1

Investigate and develop methodology and criteria M

CMO

Evaluate the creation of a formal policy

Strategy 4.7.2

Develop criteria for use of reserve fund

Objective 4.8

Leverage regional purchasing power (5)

Strategy 4.8.1

Identify existing purchasing co-ops

Strategy 4.8.2

Take advantage of opportunities for regional purchasing

Objective 4.9

Develop centralized payment options (2)

Strategy 4.9.1

Identify city services where revenue is received

Strategy 4.9.2

Identify technology requirements

M O

$ $

IR IR

MAYOR

CITY COUNCIL

CMO

■Objective 4.7 Maintain reserve fund balance (52) Strategy 4.7.1

CMO

CMO CMO

$ $

CMO

CITY MANAGERS OFFICE

DEV

DEVELOPMENT DEPARTMENT ENGINEERING

$ $

FINANCE DEPARTMENT PARKS AND RECREATION

POLICE DEPARTMENT PUBLIC WORKS AND PUBLIC UTILITIES LOCAL ORGANIZATIONS (SCHOOLS, TOWNSHIP MMA, BUSINESSES, DEVELOPERS, CITY BOARDS, AND SPECIAL COMMITTEES)

TIMEFRAME Short (S)

0-1 years

Medium (M) Long (L)

1-3 years 3+ years

Ongoing (O)

Continuous

COST Low Cost ($) Medium Cost ($$) High Cost ($$$)

$0-100k $100-500k $500k+

REVENUE Direct Revenue (DR) Indirect Revenue (IR)

The action would directly generate new City revenue. The action would support economic development in the City, but may not directly generate new revenue.

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

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PRINCIPLE STATEMENT: Grow and promote a clean, healthy, active community.

■Priority Objective

Score

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

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CA-5 HEALTHY LIFESTYLE

RESPONSIBLE PARTY

■Objective 5.1 Increase enforcement activity in neighborhoods (55) Strategy 5.1.1

Identify problem neighborhoods

Strategy 5.1.2

Involve prosecutor on code enforcement issues

Strategy 5.1.3

Identify public information opportunities

Strategy 5.1.4

Coordinate police department and code enforcement activities

Objective 5.2

Expand/promote indoor & outdoor recreation opportunities (9)

Strategy 5.2.1

Explore recreation center funding options

Strategy 5.2.2

Assess programs and events offered and identify future needs

Strategy 5.2.3

Assess active and passive recreation amenities and identify future needs

Strategy 5.2.4

Explore partnerships for programming and facility use

Strategy 5.2.5

Explore dog park locations

DEV

DEV CMO

DEV

■Objective 5.3 Expand drug awareness & prevention program (27) Strategy 5.3.1

Create drug awareness public information

Strategy 5.3.2

Explore regional opportunities

CMO

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RESPONSIBLE PARTY RESPONSIBLE PARTIES

Objective 5.4

Identify new recreation opportunities for youth programming and outreach (16)

Strategy 5.4.1

Targeted mobile outreach in problem areas

MAYOR

Strategy 5.4.2

Expand partnerships for sponsored recreation programs

CITY COUNCIL

Strategy 5.4.3

Expand recreation opportunities for youth and young adults to combat drug abuse

CMO

CITY MANAGERS OFFICE

DEV

DEVELOPMENT DEPARTMENT

â&#x2013; Objective 5.5 Promote healthy lifestyles initiatives (36)

ENGINEERING

Strategy 5.5.1

Expand regional and neighborhood bike/walk opportunities

Strategy 5.5.2

Explore community garden locations

Strategy 5.5.3

Explore partnerships for future opportunities

FINANCE DEPARTMENT PARKS AND RECREATION

POLICE DEPARTMENT PUBLIC WORKS AND PUBLIC UTILITIES LOCAL ORGANIZATIONS (SCHOOLS, TOWNSHIP MMA, BUSINESSES, DEVELOPERS, CITY BOARDS, AND SPECIAL COMMITTEES)

TIMEFRAME Short (S)

0-1 years

Medium (M) Long (L)

1-3 years 3+ years

Ongoing (O)

Continuous

COST Low Cost ($) Medium Cost ($$) High Cost ($$$)

$0-100k $100-500k $500k+

REVENUE Direct Revenue (DR) Indirect Revenue (IR)

The action would directly generate new City revenue. The action would support economic development in the City, but may not directly generate new revenue.

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

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CA-6 COMMUNICATION PRINCIPLE STATEMENT: Informed and engaged citizenry.

F a l l

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Objective 6.1

Utilize social media to provide effective communication (19)

Strategy 6.1.1

Identify best practices

Strategy 6.1.2

Establish social media guidelines

Strategy 6.1.3

Identify authorized communicators

Strategy 6.1.4

Establish content calendar

Strategy 6.1.5

Consider unification of platforms

Strategy 6.2.1

a c t i v i t y

Promising and diverse development projects continue to dot the Miamisburg landscape in 2013. With the year just past the halfway point,■several examples of new business Priority Objective activity demonstrate that this community remains an attractive location for commerce. Importantly, these projects are taking place in areas considered the most promising for future economic growth. Developments like the following are bringing jobs to Miamisburg, adding vitality to the community and expanding the local tax base:

Score

Think Patented

i n

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a r e a Strategy s 6.2.2

Voters to consider

Strategy 6.2.3 Priority objectives, shown charter in red, arerevisions identified as those that theMiamisburg general voters public, will consider “The City of Miamisburg is a great place 10 revisions to the City charter on Strategy 6.2.4 stakeholders, and elected and appointed to grow companies and add jobs,” said Mark Election Day. Fornes. “The strategic location near the officials have prioritized theAhighest citizen-led within Charter Review Austin interchange provides great highway Commission studied the City’s accessthe and amenities for businesses. strategic plan. We’re governing document this year, as Strategy 6.2.5 very excited about developing commercial facilities here.”

Peerless Mill Inn

required by the charter itself, and forwarded its recommendations to City Council in July. Council accepted those recommendations and voted unanimously to place them on the ballot for voter consideration on Nov. 5.

Stakeholders and city officials were asked Strategy 6.2.6 to prioritize the key strategies within each Core Area (see Section 2.44). A l l The o f t hscores e Commission’s recommendations are considered to Objective 6.3 to the right of each strategy indicate the ■ Story continued on page 8 Strategy 6.3.1 priority score.

l o c a t e d

I N S I D E:

• Learn on page 4 why Miamisburg and other

cities across Ohio strongly oppose state legislation currently under consideration.

• The Public Safety Report is provided on page 5.

This Miamisburg firm became the first CITY OF MIAMISBURG | 2014 PLAN •STRATEGIC Information about this fall’s leaf pickup private business to purchase property on the site of the former Mound Laboratory. A developer of integrated audio, visual and data technology systems, BOI brought 24 employees to the 2,000-square-foot

CMO CMO CMO CMO CMO

■Objective 6.2 Develop new conduits for communication (63)

www.ci.miamisburg.oh.us

Miamisburg attracting new business projects C o m m e r c i a l

RESPONSIBLE PARTY

service is provided on page 6.

• Summer may be over, but Parks and

Recreation fun is never out of season. All new programming information for fall

Identify key audiences

Match appropriate communication paths to audiences

Research city "app"

Evaluate current commmunication efforts

Develop intranet

Evaluate public wi-fi

CMO CMO CMO CMO CMO CMO

Establish our desired brand (23) Conduct RFQ for branding process

CMO

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Utilize consultant to conduct process

Strategy 6.3.3

Present findings to council

Strategy 6.3.4

Implement branding process

RESPONSIBLE PARTY

CMO CMO CMO

â&#x2013; Objective 6.4 Website improvements (41) Strategy 6.4.1

Examine alternatives for website design

Strategy 6.4.2

Coordinate with website designer to develop a process

Strategy 6.4.3

Present findings and recommendations to council M

CMO CMO CMO

RESPONSIBLE PARTIES

MAYOR

CITY COUNCIL

CMO

CITY MANAGERS OFFICE

DEV

DEVELOPMENT DEPARTMENT ENGINEERING

FINANCE DEPARTMENT PARKS AND RECREATION

POLICE DEPARTMENT PUBLIC WORKS AND PUBLIC UTILITIES LOCAL ORGANIZATIONS (SCHOOLS, TOWNSHIP MMA, BUSINESSES, DEVELOPERS, CITY BOARDS, AND SPECIAL COMMITTEES)

TIMEFRAME Short (S)

0-1 years

Medium (M) Long (L)

1-3 years 3+ years

Ongoing (O)

Continuous

COST Low Cost ($) Medium Cost ($$) High Cost ($$$)

$0-100k $100-500k $500k+

REVENUE Direct Revenue (DR) Indirect Revenue (IR)

The action would directly generate new City revenue. The action would support economic development in the City, but may not directly generate new revenue.

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

plan recommendations EF RA ME CO ST RE VE NU E

TIM

CA-7 INFRASTRUCTURE PRINCIPLE STATEMENT: Provide adequate infrastructure to meet the needs of existing and future development and services.

RESPONSIBLE PARTY

■Objective 7.1 Maintain and improve existing streets and bridges (78) Strategy 7.1.1

Revisit condition ratings

Strategy 7.1.2

Develop "catchup" plan

Strategy 7.1.3

Seek alternative funding

Strategy 7.1.4

Implement improvement plan

$$$

■Objective 7.2 Implement Water and Sewer Master Plan (27)

■Priority Objective

Score

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

Strategy 7.2.1

Obtain project funding

Strategy 7.2.2

Provide project management design and construction

$$$

Strategy 7.2.3

Integrate completed projects into department operations

$$$

Objective 7.3

Expand infrastructure to meet future development (19)

Strategy 7.3.1

Identify priorities

Strategy 7.3.2

Develop infrastructure plan for Austin Interchange Area

Strategy 7.3.3

Develop infrastructure plan for Mound Business Park/Connector

$$$

Strategy 7.3.4

Seek alternative funding sources

Strategy 7.3.5

Develop infrastructure plan for western portion of city

$$$

Objective 7.4

Maintain fleet and related equipment (19)

Strategy 7.4.1

Evaluate fleet maintenance services

Strategy 7.4.2

Revisit condition ratings

Strategy 7.4.3

Develop "catchup" plan

Strategy 7.4.4

Identify alternative funding sources

Strategy 7.4.5

Update fleet management system

Strategy 7.4.6

Implement plan

$$$

EF RA ME CO ST RE VE NU E

TIM

RESPONSIBLE PARTY RESPONSIBLE PARTIES

Objective 7.5

Enhance operations and maintenance of city owned facilities (22)

Strategy 7.5.1

Assess current conditions

MAYOR

Strategy 7.5.2

Evaluate and update facilities maintenance standards

CITY COUNCIL

Strategy 7.5.3

Develop "catchup" and ADA compliance plan

CMO

CITY MANAGERS OFFICE

Strategy 7.5.4

Assess facility use and develop plan

DEV

DEVELOPMENT DEPARTMENT

Strategy 7.5.5

Seek operating efficiencies to reduce costs

Strategy 7.5.6

Identify alternative funding sources

Strategy 7.5.7

Implement plan

$$$

Objective 7.6

Address existing and future stormwater requirements (10)

Strategy 7.6.1

Develop stormwater utility management plan

Objective 7.7

Improve and expand community bikeway and pedestrian connectivity (6)

Strategy 7.7.1

Identify needs

DEV

Strategy 7.7.2

Identify alternative funding sources

DEV

Strategy 7.7.3

Consider connectivity in development plans

DEV

ENGINEERING

FINANCE DEPARTMENT PARKS AND RECREATION

POLICE DEPARTMENT PUBLIC WORKS AND PUBLIC UTILITIES LOCAL ORGANIZATIONS (SCHOOLS, TOWNSHIP MMA, BUSINESSES, DEVELOPERS, CITY BOARDS, AND SPECIAL COMMITTEES)

TIMEFRAME Short (S)

0-1 years

Medium (M) Long (L)

1-3 years 3+ years

Ongoing (O)

Continuous

Objective 7.8

Promote sustainable planning (5)

Strategy 7.8.1

Support green initiatives

DEV

Strategy 7.8.2

Identify best practices

DEV

Low Cost ($)

Strategy 7.8.3

Adopt green policies as appropriate

DEV

High Cost ($$$)

COST Medium Cost ($$)

$0-100k $100-500k $500k+

REVENUE

â&#x2013; Objective 7.9 Maintain and improve rights-of-way beautification (26)

Direct Revenue (DR)

Strategy 7.9.1

Establish typical cross-section standards

DEV

Strategy 7.9.2

Identify alternative funding sources

DEV

Strategy 7.9.3

Consider "Adopt a Highway" type programs

DEV

Strategy 7.9.4

Develop tree replacement program

DEV

Indirect Revenue (IR)

The action would directly generate new City revenue. The action would support economic development in the City, but may not directly generate new revenue.

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

SOURCE: CITY OF MIAMISBURG

NEXT STEPS

next steps

4.1 HOW TO USE THE PLAN The Plan is intended to be referenced regularly as public and private decisions are made concerning new development, redevelopment, capital improvements, economic development incentives, and other matters affecting Miamisburg. The following is a summary of how this Plan can guide and direct various decisions and processes. 1.Annual Work Programs and Budgets Individual City departments and administrators should be cognizant of the contents of the Plan when preparing annual work programs and budgets. 2. Development Approvals Administrative and legislative approvals of development proposals, including rezoning and subdivision plats, should be a central means of implementing the Plan. Decisions by elected and appointed officials should reference relevant Plan recommendations and policies. City plans and codes should also reflect and support the recommendations in the Plan. 3. Capital Improvement Program The City’s Capital Improvement Program (CIP) should be prepared consistent with the Plan’s land use policies and infrastructure recommendations. New improvements that are not reflected in the Plan, which could dramatically impact the Plan’s land use recommendations, should necessitate a minor update to the Plan. 4. Economic Development Incentives Economic development incentives should be reviewed to ensure consistency with the recommendations of the Plan.

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

5. Private Development Decisions Property owners and developers should consider the goals and strategies of the Plan in their land planning and investment decisions. Public decision-makers will be using the Plan as a guide in their development deliberations such as zoning matters and infrastructure requests. This Plan should be used as a tool by the City to clearly communicate to property owners and developers the overall intention of Miamisburg. 6. Be Flexible The Plan is intended to serve as a guide to help the City, development community, and local residents plan for the future of Miamisburg. It is designed to be flexible and fluid, and should be updated and amended as appropriate. As projects, policies, and programs develop over time they may not look exactly like the objectives in the document, but they should address the intent of the Plan. The strategies and objectives herein provide a broad sense of how particular projects may function within specific sites and provide a sense of what is acceptable to the City and its residents from a development standpoint.

ELECTED/ APPOINTED OFFICIALS

Refer to the Plan during decision making processes.

CITY STAFF

Consult with the Plan in order to carry out duties and make decisions.

GENERAL PUBLIC

Obtain an understanding of the City’s strategies and the projects, programs and policies necessary to achieve the vision.

SOURCE: MICHAEL LANGDAM - FLICKR

CITY OF MIAMISBURG | 2014 STRATEGIC PLAN

Prepared By:

AIMPOINT

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