skip to Main Content

01 CCFTF Report COVER

The Community Center Feasibility Task Force (CCFTF) has completed its 18-month study process, concluding that it is feasible for the City of Upper Arlington to construct, operate and maintain a community center. At a Special City Council Meeting on December 16, 2020, the CCFTF Co-Chairs, Margie Pizzuti and Nick Lashutka, provided an extensive overview of the study process, their findings and recommendations, with the Task Force Report submitted to City Council and made available to the community early in the New Year.

THIS SITE CONTAINS HISTORICAL INFORMATION RELATED TO THE CCFTF AND IS NOT BEING UPDATED. CLICK HERE TO GO TO THE COMMUNITY CENTER DESIGN PROCESS SITE.

In response to the Task Force’s conclusion that it is feasible for the City to construct, operate and maintain a community center without an increase in taxes, on January 19, 2021, City Council approved legislation to bring the proposed Upper Arlington Community Center to a vote of the people on May 4, 2021, and to authorize various funding mechanisms that would enable the City to construct, a Community Center without any increase in City income or property taxes.

The final CCFTF Report to the Community is available here in its entirety, along with a full history of the work of the Task Force, including meeting minutes and videos. The Task Force encourages residents to read beyond the Executive Summary document to gain a full understanding of the opportunity before our community, so that when you complete your absentee ballot or head to the voting booth on May 4, 2021, your questions have been answered in full.

Visit upperarlingtonoh.gov to learn more about the Upper Arlington Community Center ballot issue and to contact the City with any questions that you might have on this important community issue.

2019-2020 UPPER ARLINGTON COMMUNITY CENTER FEASIBILITY STUDY

Report to the Community

01 EXECUTIVE SUMMARY

  • Letter of Transmittal
  • Acknowledgements
  • Table of Contents
  • Executive Summary Report
  • Resolution of Support for the Feasibility of a Community Center for the City of Upper Arlington
  • Letters of Support:
    • Upper Arlington Parks & Recreation Advisory Board
    • Upper Arlington Senior Advisory Council

02 ESTABLISHMENT OF TASK FORCE

  • Resolution #11-2019

03 COMMUNITY ENGAGEMENT

  • Phase I      Stakeholder Interview Summary – February 2020
    • PHASE I COMMUNITY ENGAGEMENT REPORT
      • – Stakeholder Focus Group Summary – May 2020
      • – Community Pop-up Summary – May 2020
      • – Community Meeting Summary – May 2020
    • Statistically Valid Survey Findings Report – April 2020
    • Statistically Valid Survey Crosstabulations – April 2020
  • Phase II      PHASE II COMMUNITY ENGAGEMENT REPORT
      • – Stakeholder Focus Groups and Community Meeting Summary
    • Community Center Survey Results Presentation
    • Statistically Valid Survey Results – November 2020
    • Statistically Valid Survey Cross tabulations – November 2020
    • Online Survey Results – November 2020
  • Publicity

04 MARKET ANALYSIS

  • Demographics and Trends Analysis – March 2017
  • Membership Market Information
  • Similar Provider Analysis – May 2020
  • Similar Provider Square Foot Per Capita

05 POTENTIAL PARTNERSHIPS

  • Identified Potential Partnerships – May 2020
  • Potential Partnerships by Industry – May 2020
  • Partnership Models

06 VISIONING AND PROGRAMMING

  • Core Program Spaces Description – May 2020
  • Core Building Activity Reference Images – May 2020
  • Core Building Space Program – October 2020

07 SITE EVALUATION AND ANALYSIS

  • Preliminary Potential Sites Map
  • Preliminary Site Evaluation Spreadsheet
  • Preferred Sites Map
  • Preferred Sites Evaluation Spreadsheet

08 SITE AND BUILDING ANALYSIS / PLANNING

  • Municipal Services Center (MSC) Concepts
    • Site Plan Concepts
    • Site Plan Concepts with City Engineer Comments
    • Parking Analysis
    • Preliminary Concept Plans
    • Preliminary Massing Model
  • Kingsdale Concepts
    • Existing Kngsdale Site
    • Overall Site Development Plan for Kingsdale Site
    • Parking Analysis
    • Preliminary Community Center Concept Plans
    • Preliminary Massing and Stacking Diagrams
    • Preliminary Interior Views

09 CAPITAL COST

  • Preliminary Order of Magnitude Budget Summary
  • Preliminary Capital Funding Sources

10 BUSINESS PLAN

  • Overview of City Finances
  • Assumptions & Pro Forma
  • Membership Structure
  • Preliminary Pro Forma – Full Potential
  • Preliminary Pro Forma – With Market Stress Test

THE VOTE

The ballots have been counted, and Upper Arlington’s residents have been heard – they want a community center at Kingsdale, paid for according to the plans developed by the Community Center Feasibility Task Force, following an extensive 18-month study process that included three surveys and more than 3,200 points of input from residents.  Ballots were cast after we did our best to inform residents on the question before them – through our website, emails, newsletters, brochures and social media platforms – and following wide-ranging debates throughout the community. Our voters took the time to understand the issues and tradeoffs, and they decided by almost 80% yes to 20% no that we should move forward.

This all began with a resident-led process to build a plan.  We have to start by thanking the 16 members of the Community Center Feasibility Task Force: Nick Lashutka and Margie Pizzuti who served as Co-Chairs, Dianne Albrecht, Kelly Boggs-Lape, Yanitza Brongers-Marrero, Supen Bowe, Greg Comfort, Wendy Gomez, Merry Hamilton, Chuck Manofsky, Linda Mauger, Linda Moulakis, Brian Perera, Matthew Rule, Todd Walter and Bill Westbrook.  They persevered through the pandemic, found new ways to engage with the community and were amazingly open and transparent.

Now the hard work begins.  This summer the City will hire a design team to take the Task Force’s vision, improve on it, and develop final plans.  That improvement process will focus on making sure that we have an efficient building that balances all of the uses that our residents desire.  We will make sure that the exterior of the building looks great, but our real focus will be getting the functions of the building right.  Over the next year, we will be back out in the community to explore the options and get your input.

Once we are finished with design, we will have to go through the process of construction.  We expect that it will take about two years to build the building.  Throughout this period, we will remain focused on ensuring that the construction is safe and on budget.

We recognize that a significant minority of our residents were skeptical enough to vote no.  We respect that many of you took the time to become educated, and cast your ballots based on real concerns.  While we are moving forward, we take these concerns about financial sustainability, accessibility, traffic and design seriously, and we will continue working to address them.

Finally, we want to thank our residents for committing to Upper Arlington’s future.  A new community center will help us shape a future that is healthy, welcoming and connected.  We will continue to need your help, but approval of this ballot issue was a monumental step forward.

On May 4, 2021, Upper Arlington voters resoundingly approved the Upper Arlington Community Center Ballot Issue by approximately 80%. With this strong message of support, the City is proceeding with its plans to construct a community center on the site of the former Macy’s at Kingsdale.

At the August 30 City Council Meeting, City Council approved legislation authorizing the City to enter into contract with the architecture and design team led by MSA Sport, in partnership with Perkins&Will. Both companies are very familiar with UA and excited to be involved in this historic project for our community. MSA Sport is the firm currently leading the Northam Park vision planning effort for the City, with a local office ­and team members who happen to live in Upper Arlington, and Perkins&Will partnered on the design of the new Upper Arlington High School.

This design team will take the vision of the Community Center Feasibility Task Force and turn it into final plans. We anticipate that the detailed design and community engagement process will take approximately one year to complete. Thereafter, construction of the new facility is expected to last approximately two years.

As this transformative community project moves forward, we will be providing regular updates on progress and sharing details of opportunities for resident involvement, and we encourage you to stay informed. Register to receive our City Insight e-News for the most up-to-date information.

Your Vote Counts on or Before May 4, 2021
Over the years, the City has considered building a community center on several occasions. As recreation and community centers succeeded in other communities, the City continued to hear of a desire for such a facility from our residents. The issue resurfaced again through the 2018 Parks & Recreation Comprehensive Plan study process, with 81% of residents in a survey supporting a feasibility study for a multi-generational indoor recreation facility. In response, City Council formed the Community Center Feasibility Task Force (CCFTF) in the summer of 2019 to lead a study on the issue.

The CCFTF was comprised of 16 volunteer residents charged with determining if the community wanted and needed a community center. After confirming that the desire and need existed, the Task Force was charged with drilling into details of location, what should be included, and the costs for construction, operations and ongoing maintenance.

Following an extensive 18-month study process focused on community engagement, transparency and financial analysis, the Task Force shared its findings and recommendations with City Council on December 16, 2020, with its final report following early in the New Year. The CCFTF unanimously concluded that it is feasible for the City to construct a community center without an increase in City income or property taxes.

In response to the Task Force’s conclusion that it is feasible for the City to construct, operate and maintain a community center, City Council approved legislation to bring the proposed Upper Arlington Community Center issue to a vote of the people on May 4, 2021, and to authorize various funding mechanisms that will enable the City to construct a community center without any increase in City income or property taxes.

ZOOM COMMUNITY MEETINGS
The City wanted to be sure residents had had plenty of opportunities to learn about the issue before them before casting their vote. A series of Zoom Community Meetings were held in April (5, 7, 17, 22), featuring a presentation from City Manager Steve Schoeny, with an opportunity for residents to share their thoughts and questions with both him and our Parks & Recreation Director, Debbie McLaughlin.

WHAT’S ON THE BALLOT
Should the City of Upper Arlington build a new community center on the site of the old Lazarus/Macy’s store at Kingsdale Shopping Center, using various City revenue streams but in no case from an increase in City income or property tax, as authorized by legislation of City Council, including Ordinance No. 1-2021, Ordinance No. 2-2021, and Ordinance No. 3-2021?

YES, the City should build the community center

NO, the City should not build the community center

If the Community Center Issue Passes
If the community votes in support of a community center at the Kingsdale site, it would be constructed using existing revenue streams combined with new revenues generated from the mixed-use project. Upon completion of the community center, the UA Schools would receive the land on which the current Senior Center sits, adjacent to Tremont Elementary School, plus $50,000 per year and parking improvements along Brandon Road, next to the High School. Additionally, the Schools would receive in full any new millage approved by voters in future Schools levies.

If the Community Center Issue Does Not Pass
Continental Real Estate would proceed with its alternate plan for the site, for a nine-story building with five stories of multi-family residential and two stories of office space with a two-story parking garage. The UA Schools would receive its share of additional property taxes generated from the new value of the entire development, estimated to represent between $30-$40 per average *UA home value per year.
*$400,000 average home value

THE TASK FORCE RECOMMENDATIONS
The Task Force recommendations include:

  • It is feasible for the City to construct, operate and maintain a community center.
  • The facility should include program space for seniors and replace the current Senior Center.
  • It should be more than a recreational facility, serving as a central gathering place for the whole community.
  • The former Macy’s site at Kingsdale is the preferred location.
  • The construction cost of approximately $54 million can be funded without an increase in taxes by using a combination of Tax Increment Financing (TIF) funds, excess City reserves, office lease revenues, hotel/motel taxes and private donations.
  • A business model should be pursued based on competitive market rate memberships and usage fees, with a goal of achieving a minimum cost recovery level of 85%.
  • Membership and usage fees should be tiered, with options to accommodate senior residents and the operating budget should include a scholarship fund to assist residents facing financial barriers to participation.
  • Existing Senior Center and Recreation program funds should be redirected to support the community center.
  • The community center business model should include significant annual contributions to a fund for future capital expenditures, such as maintenance and equipment replacement.

Construction Budget
The proposed construction budget for a community center is $54 million.

Built into this budget are a number of safeguard “contingencies” to make sure the final costs fall at or below this estimate:

  • 10% design contingency to account for differences between conceptual cost estimates and actual final design costs, which could include some adjustments in programming and project scope
  • 3% construction contingency to cover unforeseen issues that often arise with construction projects
  • 3% owner’s contingency, providing a cushion for any changes requested by the City during construction
  • 5% cost escalation to account for any inflationary increases in materials, etc.

Three different **firms with experience in the design and construction of buildings on this scale have reviewed the construction estimate. All three agreed that the construction estimates fair, reasonable and conservative, allowing the City to move forward with confidence that the budget would allow for a high quality facility while minimizing the risk of cost overruns.
** Williams Architects, Messer Construction, Gilbane Construction

How the City Would Pay For It
A detailed financial plan has been developed that would enable the City to construct a community center without any increase in City income or property taxes. This is made possible in large part through a partnership Development Agreement between the City, Continental Real Estate, Inc., and the Upper Arlington Schools. The resulting ***Tax Increment Financing (TIF) District has created a significant potential funding source for the community center, and the agreement allows the Schools to grow their revenue and expand parking options at both Tremont Elementary School and the UA High School.
***An explanation of TIF can be found in the Kingsdale Mixed-Use Development [link] section.

In order to pay for the construction of a community center, the City would:

  • Borrow $40 million in long-term debt through a bond issuance
  • Use $8.8 million in existing City reserves
  • Solicit and secure a minimum of $5.4 million in private funds – raised through a partnership agreement with the Upper Arlington Community Foundation

The debt service for the bond issuance/community center investment would total approximately $2.3 million per year. The CCFTF and City identified multiple revenue sources to repay the debt, with the bulk generated from the Kingsdale TIF. A full breakdown of how the debt would be repaid is as follows:

  • $1.59 million in annual TIF revenues – primarily generated by the Kingsdale development
  • $500,000 in annual hotel/motel revenues from the two hotels on Lane Avenue – revenue projections are based on performance, including the last six months of 2020 as Stay at Home orders were lifted and hotel occupancy levels rebounded
  • $210,000 to be covered by some combination of new annual revenue sources resulting directly from the community center building – new income tax revenue and lease profits are projected to total approximately $700,000 per year.

The City has additional options for covering the debt service should it prove necessary at any point in the future. These include:

  • Upon its completion, the Arlington Gateway project on Lane Avenue will generate $500,000 in new income tax revenue to the City
  • Thanks to conservative budgeting practices, the City has been consistently adding an average of $250,000 each year to its fund balance
    (this average excludes 2020, which skewed much higher due to COVID-19, as a result of reduced spending and receipt of Federal stimulus funds)
  • The community center business model projects full cost recovery, with the potential to substantially reduce or eliminate the current subsidy of $530,000 that supports Parks & Recreation programming.

The Office Space
Plans for the community center building include two floors of rentable office space above the community center, totaling approximately 50,000-60,000 square feet. This space represents several benefits:

  • It would generate new income taxes and rental income that could be used to support the construction and operations of a community center, and other vital City services.
  • It would generate new jobs and business opportunities for the Kingsdale area and our community as a whole.
  • It would provide an opportunity for the City to secure a healthcare partner that could expand the health and wellness services available at the community center.

After issuing a request for proposals concentrated on healthcare providers in December of 2020, the City is evaluating proposals and negotiating terms with potential tenants, with the goal of announcing a tenant before the May 4 election. A condition of this selection process is to establish agreement terms that would cover the costs for constructing the office space, as well as ongoing maintenance.

Any remaining leasable space would be highly marketable, since the Kingsdale site is surrounded by amenities – namely two grocery stores, three pharmacies, 12 restaurants, shops, two high schools, large park, a mix of housing options, access to ample parking – with direct access to the community center featuring rentable event/meeting space, and located in a safe, high-income, educated and desirable community.

Proposed Community Center Ballot Issue & Associated Legislation
View the January 11, 2021 Staff Report

In addition to passing legislation placing the community center issue on the May 4 ballot, in January City Council also approved legislation that lays the groundwork for instituting the necessary funding mechanisms for constructing a community center without any increase in City income or property taxes:

  • Ordinance 1-2021: Establishment of the Kingsdale Center TIF District and authorization for the City to enter into a compensation agreement with the Upper Arlington School District, which lays out two scenarios: 1) if a community center is built; 2) if no community center is built and the placeholder site is redeveloped as a nine-story building with multi-family housing and two stories of office space.
  • Ordinance 2-2021: Authorization for the City to issue income tax revenue bonds in an amount not to exceed $55 million, for the purposes of constructing an Upper Arlington Community Center, effective only upon successful passage of the ballot issue.
  • Ordinance 3-2021: Amendments to previous TIF ordinances to include Community Center in their definition of “public infrastructure improvements,” providing uniformity in all City TIF districts and flexibility should excess funds become available from existing TIFs to help pay down the City’s community center debt, effective only upon successful passage of the ballot issue.

The community center business model has been developed based on usage and pricing structures for comparable facilities in other communities. Some of the keys to success include:

  • A focus on spaces that can be used for multiple purposes
  • Incorporating senior programming as part of a larger community facility
  • Achieving staffing and operations efficiencies by bringing programs within one location
  • Providing a combination of memberships, drop-in fees, programming and facility rentals.

MEMBERSHIP & USAGE PROJECTIONS
Some key assumptions in the community center business operations model include:

Community Center Resident Membership Projections

  • 3,902 Households – which represents 28% of the number of households in UA
  • 5,840 Individuals – which represents 16% of the total population
    For comparative purposes:
  • 2019 Outdoor Pools Membership – 7,285 Resident Individuals
  • 2019 Recreation Programming Participation – 3,498 Resident Households
  • Other community resident membership percentages:
    Dublin – 14%               Westerville – 13%                   Worthington – 29%

Membership Rate Projections & Comparisons

Monthly Rate
Individual Couple Family Senior
UA Projection $27 $46 $70 $20
Westerville $26 $53 $70 $24
Worthington $22 $35 $48 $15
Dublin $21 $36 $53 $11

Visit the Kingsdale Mixed-Use Project page for additional details

Continental Real Estate, Inc. has purchased the former Lazarus/Macy’s site at Kingsdale and has plans for a mixed-use redevelopment project that places an emphasis on providing senior and multi-family housing options, reflecting current development trends and complementing the existing mix of retail, restaurant and office uses at Kingsdale. The project includes:

  • A seven-story senior housing apartment building, with 142 assisted and independent living units and a ground floor restaurant fronting Tremont Road
  • A seven-story building with 325, one- and two-bedroom apartments, two amenity courtyards and a parking garage, fronted by eight, two-story townhomes along Northwest Boulevard
  • The site plans also include a third building location that is serving as a placeholder for one of two options, subject to the outcome of the May 4, 2021 community center ballot issue:
    • The community center building, with five stories dedicated to the community center and two stories of office use
    • A nine-story building with 75 apartments, office space on the first two floors and structured parking

A Preliminary Development Plan for this project was approved by the Board of Zoning and Planning (BZAP) in October of 2019. A Final Development Plan is scheduled for BZAP review and Action on March 3 and 24, 2021 (meetings are currently held virtually on Zoom).

In November of 2020, City Council authorized a Development Agreement with Continental that has received the support of the Upper Arlington School Board. Under this agreement, the use of Tax Increment Financing (TIF) will enable the City to issue bonds for public improvements that will be repaid by the new property taxes generated from the site’s increased value once the development has been completed. The Schools’ participation in the TIF means that 100% of the increased property taxes generated by the site will be dedicated to these public improvements – representing a critical component of the funding for a community center, along with other necessary improvements such as addressing access, traffic considerations and parking needs

Community Center Ballot Issue FAQs

Why are you looking into a community center? Hasn’t this failed before?
When the City surveyed the community about our parks in 2018, over 80% of respondents told us they wanted the City to explore the feasibility of an indoor community center. In response, City Council formed a task force of residents and asked them to study the feasibility of a community center and to recommend if, how, and where a community center should be built.  The Task Force process included two additional surveys – in both cases, resident support for a community center – if it could be built without increasing taxes – remained close to 80%.

Residents last voted on a community center issue in 2002, voting against a proposal for a facility on a portion of the Kingsdale Shopping Center. It has been nearly 20 years since a community task force last studied and discussed this issue in depth, and we estimate that well over half of current voters in Upper Arlington were not voters here in 2001.

How are you going to pay to build it?
A detailed financial plan has been developed that would enable the City to construct a community center without any increase in City income or property taxes, using a combination of long-term debt that would be repaid primarily using revenues generated by the Kingsdale Mixed-Use District TIF, as well as existing City reserves and privately raised donations coordinated through the Upper Arlington Community Foundation. View the Financial Details.

How are you going to pay to operate it?
A detailed community center business model has been developed based on memberships and pricing structures for comparable facilities in other communities. A Base-case pro-forma model projects full cost recovery, based on the proposed programming, a 3% market capture for memberships and 70% program capacity. Under this model, the current $530,000 subsidy that supports Parks & Recreation programming would be greatly reduced or eliminated.

A second, “Stress Test” pro-forma was developed to account for potential down years (recession, pandemic, etc.). This model projects 75% cost recovery, resulting from reductions of 33% in memberships, 50% reduction in daily admission fees, 20% reduction in program capacity and 50% reduction in rentals. Under this model, the subsidy needed to support operations would increase by approximately $250,000.

Will it be affordable to everyone who lives in UA?
Membership and usage fees would be comparable to market rate membership and usage fees, and would be tiered – single adult, family, senior, etc. Additionally, the business model would include a dedicated scholarship fund to assist residents facing financial barriers to participation.

Will non-residents be able to use it?
We believe that in addition to residents, non-residents who work in UA and pay income taxes here should have access to the community center. This would also help make the community center a job attraction and retention tool for the City. Beyond that, we don’t know yet. By allowing non-residents/taxpayers to join at a higher cost, we may be able to help ease the financial burden on residents. However, we want to be sure that priority is placed on resident access.

If approved by voters, when would the City start construction and when would the community open?
If the voters approve a community center in May of 2021, it would likely start construction in 2022 and open in 2024. In essence, we anticipate a year for final design and two years for construction.

What would happen to the Senior Center if a community center is built?
The Senior Center would be incorporated into the new community center. This would not only provide its members with the programming they enjoy today it would also give them access to the additional facilities and programming a community center would offer, such as an indoor pool, indoor walking track and expanded health and wellness facilities. We have heard from many seniors who don’t use the current Senior Center that the facilities are unappealing and keep them from getting involved. We think that this could be a great opportunity to build the high-quality facilities that Upper Arlington seniors expect and deserve.

The existing Senior Center facilities are tired and were not built for the purpose they currently serve. If a community center is approved by voters, upon its completion, the buildings on the current Senior Center site would be razed and the Schools would assume ownership of the property, as part of a Development Agreement between the City, the Schools and the Kingsdale Mixed-Use Project developer that has been put in place to help fund the community center.

Fact Sheet to Address Misperceptions and Misinformation on the Community Center Ballot Issue (PDF 361KB)

THE CHARGE

The CCFTF was charged with determining if the Upper Arlington community wants and needs a community center, key questions to be explored in the first phase of the study process. Upon concluding that the community does want and need a facility, a second phase of the study focused on determining the types of facilities and programming that should be in a community center, possible locations, as well as funding strategies. The scope of the feasibility study included:

  • Ensuring that the study process provides extensive opportunities for community participation.
  • Assessing the community’s needs and existing conditions, including options for the replacement of the City’s existing Senior Center.
  • Reviewing the facilities and models of operation in other communities.
  • Reviewing Upper Arlington’s history relative to the community center issue.
  • Identifying possible locations, desired amenities and projected costs.
  • Exploring funding strategies for constructing, operating and maintaining a prospective facility, including consideration of public/private opportunities.

VIDEOS

MEETINGS & PRESENTATIONS

MEETINGS in 2021

PHASE II MEETINGS in 2020

    PHASE I MEETING SCHEDULE

    2019 MEETINGS

    COMMUNITY ENGAGEMENT ACTIVITIES

    PHASE II

    Surveys

    A statistically valid telephone survey of 300 randomly selected Upper Arlington voters was fielded in mid-November to gauge resident sentiment on options for a location, building program and funding options. Once the telephone survey had been completed, an online version was made available to all residents in the community, yielding 1,609 responses. While the data obtained from the online version serves only as supplemental information, the responses obtained were generally consistent with those yielded by the telephone survey.

    Community Meeting

    Thursday, October 8, via Zoom
    View the Meeting Video
    View the Meeting Presentation
    View the Meeting Poll

    At the community meeting the Task Force’s consultants shared high-level “blocking and stacking” concepts for the two locations under consideration (former Macy’s site at Kingsdale, and the Municipal Services Center), showing how the various programing components could be incorporated within the available footprint.

    PHASE I

    Community Pop Ups

    A series of Community Pop Ups were held to bring the work of the CCFTF out to the places and events frequented by residents. These pop ups featured quick, idea generating activities for residents to engage in, as well as provide information on how to stay up-to-date and involved in the process.

    Dates and locations for the Community Pop Ups:

    • UA High School boys basketball home game – January 31
    • UA High School girls basketball home game – February 7
    • Volunteer UA Expo – February 8
    • Elementary Schools Concourse Gallery Reception – February 9
    • Tremont Library – February 16
    • UA Stage Dinner – February 19
    • Giant Eagle Market District (Kingsdale) – February 21
    • UA High School Production of Cinderella – February 22
    • UA Senior Center – February 27
    • Hastings Middle School Production of Frozen – March 6
    • Middle Schools Concourse Gallery Reception – March 8
    • Additional Pop Ups: Leadership UA Class; UA High School lunch break

    Community Meeting

    February 27, UA Senior Center, 1945 Ridgeview Road
    A community meeting was held to provide residents an opportunity to learn more about the feasibility study, and to provide feedback on the primary questions being addressed in this first phase.

    Surveys

    A statistically valid survey was fielded from early March through mid-April. This type of survey process is designed to ensure that responses are reflective of the community as a whole. Three thousand randomly selected households were mailed a survey packet that included a cover letter, hard copy of the survey with a postage-paid envelope, as well as a link to complete the survey online if preferred. The survey yielded 632 responses, far exceeding the goal of 400.

    Due to the COVID-19 pandemic the timing for an online survey open to all residents was put on hold.

    Youth Engagement

    Due to the COVID-19 pandemic, a series of surveys for the community’s youth were put on hold.

    ASSOCIATED DOCUMENTS

    To view documents associated with the Community Center Feasibility Task Force, search our Archives PortalSpecial Projects, Commissions & Task Forces using the following Special Meeting Type: Community Center Feasibility Task Force

    COMMUNITY CENTER FEASIBILITY TASK FORCE TEAM

    CCFTF Group

    Front Row (from left): Chuck Manofsky, Matt Rule, Bill Westbrook, Greg Comfort, Nick Lashutka
    Back Row: Todd Walter, Kelly Boggs-Lape, Supen Bowe, Margie Pizzuti, Linda Mauger, Merry Hamilton, Linda Moulakis, Wendy Gomez, Brian Perera
    Not Pictured: Dianne Albrecht, Yanitza Brongers-Marrero

    Dianne Albrecht Kelly Boggs-Lape Yanitza Brongers-Marrero
    Supen Bowe Greg Comfort Wendy Gomez
    Merry Hamilton Nick Lashutka, Co-Chair Chuck Manofsky
    Linda Mauger Linda Moulakis Brian Perera
    Margie Pizzuti, Co-Chair Matthew Rule Todd Walter
    Bill Westbrook

    OUR CONSULTANTS

    Williams Architects
    Architect, Public Engagement

    Tom C. Poulos, AIA, Principal-in-Charge
    Nan Weir, AIA, Managing Architect

    PROS Consulting
    Business Planning, Public Engagement)

    Leon Younger, President – Project Manager
    Philip Parnin, Senior Project Manager – Recreation Needs Analyst

    OHM Advisors
    Site Land Planning & Landscape Architect, Public Engagement

    Aaron Domini, Principal

    Early in the study process, the CCFTF determined they should secure the assistance of a consultant team experienced in conducting studies of this nature. In the fall of 2019, the process of identifying a consultant was led by a CCFTF Selection Subcommittee. By mid-November, the team led by Williams Architects—with subconsultants OHM Advisors and PROS Consulting—emerged as the preferred consultant. The CCFTF unanimously voted to recommend to City Council that the City enter into contract with Williams Architects to conduct the feasibility study in partnership with the CCFTF. Council approved the recommendation on November 25.

    The reasoning behind the recommendation included:

    The Williams Architects proposal detailed extensive community engagement activities and a clear understanding of the value placed on obtaining resident input;
    Representatives of Williams Architects and OHM Advisors are local to Central Ohio, which will be beneficial to the process;
    The team has previously conducted work in Upper Arlington and already has a good understanding of the community and its expectations—for example Williams Architects assisted PROS Consulting with the 2018 Parks & Recreation Comprehensive Plan, and OHM Advisors led the design process for the new Tremont Pool and Playground at Northam Park and is currently spearheading the Lane Avenue Planning Study;
    Collectively, the team has more experience conducting community center studies;
    The proposal integrated a statistically valid survey early in the process, and emphasized the importance of obtaining objective data that is reflective of the broader community;
    The proposal broke pricing down by project components and divided the work into two phases, with the findings of the first phase framed to help determine the validity of a second phase. Additionally, the proposal was the most cost effective.

    SUBCOMMITTEES

    The CCFTF Community Engagement Subcommittee was charged with developing an extensive, open and transparent community engagement process that encouraged multiple opportunities for citizen participation and input. With the support and guidance of the professional feasibility study consultant firm, the work of this subcommittee included:

    Planning and conducting a variety of public meetings (open houses, focus groups, pop up gatherings, etc.)
    Planning and conducting citizen surveys, to include one statistically valid survey, informal online surveys as appropriate, questionnaires, etc.
    Reviewing data and resident input gathered through previous outreach (2018 Parks & Recreation Comprehensive Plan, etc.)
    Creating summaries of the feedback obtained through these processes

    Members: Dianne Albrecht, Kelly Boggs-Lape, Supen Bowe (Chair), Merry Hamilton and Linda Moulakis

    The CCFTF Facilities Subcommittee was charged with developing the parameters for a prospective community center facility that would best fulfill residents needs and desires. This included:

    Visiting/reviewing facilities in comparable communities
    Assessing the community’s needs and existing amenities and programs
    Considering potential locations for a prospective facility
    Exploring existing models of public and private partnership opportunities

    Members: Yanitza Brongers-Marrero, Greg Comfort (Chair), Wendy Gomez, Chuck Manofsky and Bill Westbrook

    The CCFTF Finance Subcommittee was charged with exploring all financial considerations associated with a prospective community center. This included:

    Identifying possible sources of capital funding
    Identifying possible sources of funding for ongoing operations, programming and maintenance
    Consideration of financial business models for facilities in comparable communities
    Developing an overarching summary of funding strategy options

    Members: Linda Mauger, Brian Perera, Matt Rule (Chair) and Todd Walter

    The Task Force determined that the feasibility study process will best be served with the professional assistance of a consultant team experienced in conducting feasibility studies of this nature. The Selection Subcommittee was charged with reviewing and making a recommendation back to the Task Force of the Whole on the preferred consultant. This subcommittee was comprised of Greg Comfort, Nick Lashutka, Linda Mauger, Margie Pizzuti, Matthew Rule and Bill Westbrook.

    Subcommittee Schedule:

    November 25 City Council Meeting – City Council voted to award the contract to Williams Architects
    November 18 Council Conference Session – Task Force representatives presented its recommendation to City Council
    November 13 Task Force of the Whole – Task Force voted to recommend Williams Architects to City Council
    November 13 – Agenda
    November 12 – Agenda, Minutes
    October 30 Task Force of the Whole Meeting – Meeting included subcommittee update on selection process
    October 16 – Agenda, Minutes
    October 1 – Agenda, Minutes
    A Request for Qualifications (RFQ) was issued by the City in early September, with a deadline of September 23
    August 27 – Minutes

    SUPPORT STAFF

    The CCFTF was supported by the following City Staff members:

    Jeff Anderson, Parks Planning & Development Manager – consultant liaison lead, schedule coordinator
    Debbie McLaughlin, Parks & Recreation Director – Facilities & Partnerships Subcommittee support lead, key stakeholder facilitator
    Dan Ralley, former Assistant City Manager – Finance Subcommittee support lead
    Steven Schoeny, City Manager – CCFTF support lead, key stakeholder facilitator
    Emma Speight, Community Affairs Director – Community Engagement Subcommittee support lead, communications & outreach

    Back To Top