2015 City of Westerville Annual Report

CITY OF WESTERVILLE

ANNUAL REPORT an d Re s id e n t G u id e

2015

CONTACT US

WESTERVILLE CITY COUNCIL

TABLE OF CONTENTS 3 4 5 6-8 9 10-11 12-13 14-16 17 18-19 20-21 22 23 24-26 27 28-29 30 31

Message from the City Manager About Westerville Highlight Reel Financial Performance Part I Municipal Income Tax Property Tax Financial Performance Part II Major Projects Community Partner News Economic Development City Departments Special Funds PROS Fund Public Safety New Residents Utilities Service Requests Connect With Us

Pictured in Photo (Left to Right) Mike Heyeck | John Bokros | Tim Davey | Diane Fosselman

Vice Mayor Craig Treneff | Kathy Cocuzzi | Larry Jenkins Chair

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Mayor

Vice Chair

ATTEND A MEETING. Westerville City Council meets the first and third Tuesday of every month. Work sessions may be scheduled the second and fourth Tuesday of each month. All meetings occur at Westerville City Hall in Council Chambers (unless otherwise posted in advance) at 21 S. State St. SEND A MESSAGE. You may reach all members of Westerville City Council via email at CityCouncil@westerville.org. Please also visit the website at www.westerville.org/council.

LEAVE A MESSAGE. Please contact Mary Johnston, Westerville Clerk of Council, to leave your contact information, as well as questions, comments or feedback: (614) 901-6410.

WRITE TO US. Mail may be sent to any individual Councilmember or all seven members of Council. Address correspondence to the recipient(s) at Westerville City Hall, 21 S. State St., Westerville, OH 43081.

A MESSAGE FROM THE CITY MANAGER DAVID A. COLLINSWORTH Good things are happening in Westerville, and last year was an important one for laying the foundation for things on the horizon.

Our year was punctuated with a historical milestone: the 100th anniversary of Westerville’s adoption of the Council-Manager form of government (see next page). Generations later, Westerville is still thriving from thoughtful decision making that supports successful outcomes in our community.

Part of that success comes with temporary inconvenience. Yes, the start of the State/ Schrock Improvement Project has and will continue to be difficult, but the end result will match the classic upgrades at the I-270 interchange to the south, with practical and important improvements of buried utility lines, safer pedestrian access and better street navigation for motorists. Infrastructure improvements continued in our neighborhoods and other major arterial roadways, all evidence of the City’s promise more than eight years ago to reconstruct, rebuild and improve streets and infrastructure.

Upgrades to the City’s infrastructure support the attraction and retention of business, which benefits everyone in our community. Westar Place is taking shape, with the Marriott Renaissance and associated development underway. And, the S. State St. corridor will soon be home to one of the region’s only Aloft Hotels at the site of the former Knights Inn on Heatherdown. Of course, Uptown continues to do well, with new eateries bringing residents and visitors back to the district on a regular basis.

We spent a good portion of 2015 talking about public safety. I’m very pleased to report the Westerville Division of Fire received an upgraded rating from the Insurance Services Office, Inc., rising from a “class 3” to a prestigious “class 2” designation. The details on page 27 illustrate how a better rating ultimately translates into cost-savings for residents and businesses.

Yet, we also had to talk to residents about the next six years of fire protection and emergency medical services. A 2.8 mill levy for fire and EMS was required to help ensure our department’s excellent service and adequate funding for the future. Thank you to the voters for passing this critical issue, which will help keep Westerville safe and deliver the quality of service to which our residents and businesses are accustomed.

None of our achievements and accolades would be possible without the City’s outstanding financial performance. In this publication, we highlight our Aaa credit rating for the last five years, and Certificate of Achievement for Excellence in Financial Reporting for the 31st consecutive year. We take great pride in exercising prudent financial stewardship and work as hard as we can to account for each and every public dollar that we spend.

Just like our forefathers a century ago, we are committed to finding new and better ways to provide exemplary City services. It is our hope and intention that you will recognize Westerville as a community and become inspired and engaged as you learn more about what’s happening in Westerville.

Your City Council and administration welcome your comments, questions or concerns.

Visit www.westerville.org or contact us by phone at (614) 901-6400.

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th

100

ABOUT WESTERVILLE G CELEBRATIN 100 YEARS

of COUNCIL/MANAGER GOVERNMENT

Celebrating a century of strong civic-minded action and community pride.

More than one hundred years ago, on July 31, 1915, Westerville voters decided Westerville’s future.

With the success of a two-to-one vote in favor, Westerville would become the first village in the state of Ohio to adopt the Council-Manager form of government.

In that day, our Westerville had struggled for decades with dysfunction and political discord.

Poor city utilities, conflicts over infrastructure improvements and ineffective management were issues of profound frustration.

Three years previously, in 1912, James M. Cox was elected governor of Ohio and introduced an era of progressive reform for local governance. Among the most meaningful reforms was the newfound ability of municipalities to adopt home rule and the Council-Manager form of government. (The Council-Manager government is one in which City Council serves as the legislative body and provides for professional management through an appointed, trained municipal administrator.

Oversight and management of day-to-day operations are the responsibilities of the City Manager, a professional position authorized to serve as the City’s chief executive.)

During and leading up to the time a century ago, proponents of reform argued it was a critical step to eradicate years of political machinations and abuses of power. There was more than a

year of public debate as the merits of CouncilManager governance were considered in both the community and local media. From eliminating party politics to promoting a more businessoriented approach to governance and saving public dollars by eliminating waste and enhancing accountability, advocates of this new system won over Westerville voters by touting advantages of reform.

So it was, on January 1, 1916, Westerville became the first in the region and the nation to adopt the form of government widely used today by communities our size.

“The City Manager form of government is like a business,” said Westerville City Councilmember Mike Heyeck. “Like a CEO ensures continuity in the private sector, the City Manager helps assure a long-term continuity in the business of running a city. When you’re building roads that last decades and when you’re looking to attract employers that we hope will be here for decades, it’s much better to have that long-view, and the Council-Manager form of government ensures that continuity.”

Current Westerville City Manager, David Collinsworth, is the 15th City Manager to serve in the role. Hired in 2007 to replace Dave Lindimore, Collinsworth previously served the cities of Tipp City and Miamisburg in Southwest Ohio.

Learn more online at www.westerville.org/100.

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HIGHLIGHT REEL

The City of Westerville and its community partners annually deliver a State of the Community address at the end of February. On February 23, 2016, the City was joined by Westerville City Schools, Westerville Area Chamber of Commerce, Westerville Public Library and Otterbein University to announce our respective achievements in 2015 and preview major initiatives ahead.

LIBRARY

CITY • $35,806,083 invested in public infrastructure. (2015)

• Five-star rating, an honor bestowed upon only 85 of 7,000 public libraries.

• Construction of Westerville Water Treatment Plant.

• More than 500,000 visitors, circulating more than 2 million items.

• 31st consecutive year for Certificate of Achievement for Excellence in Financial Reporting.

• More than 1,000 young readers and 400 adults enrolled in the Super Hero summer reading program.

• ISO rating upgrade from “3” to “2” earned by the Westerville Division of Fire.

SCHOOLS • 6,000 Chromebooks made available to students and teachers.

• 444 students in all-day kindergarten classes, almost half of total kindergarten enrollment.

• $300: family cap to participate on sports teams and extracurricular activities.

CHAMBER

OTTERBEIN • STEAM Innovation Center, a community public-private partnership advancing science, technology, engineering, arts and mathematics in Westerville business and academia.

- Expected to create 200 jobs in five years totaling $16 million in payroll.

- State and local tax impact of $3.6 million over five years.

• 23 networking events annually. (2015) • 16,700 employees in Chamber-member businesses.

• Chamber Election Academy: course conducted for those interested in elected office.

• 50 Westerville high school students enrolled in Otterbein’s Collegiate Institute.

• $6.5 million dedicated to supporting student access and affordability.

5

FINANCIAL PERFORMANCE

A YEAR OF HONORS FOR THE CITY OF WESTERVILLE FINANCES The City of Westerville Finance Department continued its tradition of award-winning financial stewardship last year, earning the top awards and recognitions in categories for public finance reporting as well as top-tier credit rankings.

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

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

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

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AAA CREDIT RANKING Last October, Standard & Poor’s (S&P) and Moody’s Investor Services reassigned Aaa long-term credit rankings for Westerville.

The Aaa is the highest in the credit ranking scale, representing an “investment grade” category reserved for the best quality companies and organizations that are considered reliable and stable.

According to S&P, Westerville’s rating reflects the City’s sound financial management practices and positive operating results, which have contributed to exceptional reserve levels and significant financial flexibility. S&P’s assessment of the City’s financial health was highlighted by a strong local economy and what S&P termed as “very strong management, with strong financial policies and practices under our Financial Management Assessment methodology.”

S&P also recognized Westerville for strong budgetary performance and flexibility, adequate debt and “very strong” liquidity (cash availability).

The Moody’s report echoed the strong fiscal management principles in its decision, citing strengths including the tax base (in association with the Columbus metro area) and low unemployment.

CERTIFICATE OF ACHIEVEMENT FOR EXCELLENCE IN FINANCIAL REPORTING A factor playing a large role in the City’s bond rating is the quality of its audited annual financial statements. Also in October, and for the 31st consecutive year, the Government Finance Officers Association (GFOA) again awarded the City its Certificate of Achievement for Excellence in Financial Reporting for the 2014 comprehensive annual financial report. The Certificate of Achievement is the highest form of recognition in the area of government accounting and financial reporting, representing a significant accomplishment by a government and its management.

GENERAL FUND OPERATING RECEIPTS $45,000,000

$40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0

2011 Receipts

2012

2013

2014

2015

General Fund Balance (% of receipts)

7

FINANCIAL PERFORMANCE FUNDING CITY SERVICES: A FIVE-YEAR PLAN The City’s fiscal health remained strong in 2015, continuing into 2016. This is due to conservative spending policies and long-term planning to anticipate the impact of state and federal policy making, as well as revenue and expenditure requirements in a five-year timespan.

Each year, Westerville City Council adopts a fiveyear financial plan, which officially acts as a oneyear budget and a four-year financial projection.

This process involves the entire City management team assessing revenue trends, operating needs, capital projects and major initiatives that form the City’s core priorities for spending.

That plan is premised on balancing the General Fund. The General Fund includes the City’s major general government revenue sources (illustrated in the table to the right), expenditures and other financing sources and uses. Each year presents known and unknown challenges and evolving conditions with the City budget, including state legislation modifying or eliminating revenue sources (tangible personal property and estate tax) and a significant reduction of Local Government Funds. Westerville adjusts spending to maintain its fiscal policy concerning adequate reserves.

Read our fiscal policy online at www.westerville.org/finance.

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MAJOR REVENUE SOURCES (2015 General Fund) Source

Amount

Percent of Total

MUNICIPAL INCOME TAX

$29,123,275

74.90%

* PROPERTY TAXES

$3,337,128

8.58%

INTERGOVERNMENTAL REVENUES

$4,149,076

10.67%

CHARGES for SERVICES

$893,308

2.30%

FINES and FORFEITURES

$498,832

1.28%

INTEREST and FISCAL CHARGES

$806,248

2.07%

MISCELLANEOUS

$76,774

0.20%

GRAND TOTAL

$38,884,641

*Property taxes associated with Fire and EMS services are accounted for separately in the Fire Fund.

Municipality or Village of Residence

Base Tax Rate City of Residence

Total Effective Rate if Working in a 2% Entity*

Credit Allowance

Effective Dates

DELAWARE

1.85%

2.95%

50% (max 0.925)

1999 1.40% 2009 0.15% 2011 0.30%

BEXLEY

2.50%

2.875%

65% (max 1.625)

1998 2.0% 2012 0.50%

PICKERINGTON

1.00%

2.50%

50% (max 0.50)

1994

COLUMBUS

2.50%

2.50%

Up to 2.50

1983 2.00% 2009 0.50%

UPPER ARLINGTON

2.50%

2.50%

Up to 2.50

1983 2.0% 2015 0.50%

WORTHINGTON

2.50%

2.50%

Up to 2.50

2004 2.0% 2010 0.50%

GAHANNA

1.50%

2.25%

83.33% (max 1.25)

1972

DUBLIN

2.00%

2.00%

Up to 2.00

1986

CANAL WINCHESTER

2.00%

2.00%

Up to 2.00

1998

GROVE CITY

2.00%

2.00%

Up to 2.00

1984 2.00%

HILLIARD

2.00%

2.00%

Up to 2.00

1983

NEW ALBANY

2.00%

2.00%

Up to 2.00

2003

WESTERVILLE

2.00%

2.00%

Up to 2.00

1983 1.00% 1999 0.25% 2009 0.75%

REYNOLDSBURG

1.50%

2.00%

Up to 2.00

1982 1.50%

MUNICIPAL INCOME TAX The collection of municipal income tax is the largest source of income for cities, accounting for nearly 75% of revenue. Westerville collects income tax at a rate of 2.0%, which is very competitive with most other cities in Central Ohio (see chart). In Westerville, income tax consists of 1.75%, which goes to the General Fund, and 0.25%, which goes to the dedicated Parks, Recreation and Open Spaces (PROS) Income Tax fund for the development and maintenance of parks and recreation facilities. This special funding was set to expire in 2020, but was renewed by Westerville voters for another 20year term in 2014.

Since 2011, it has been the City’s policy to allocate between 20-25% of the General Fund income tax collections to the General Capital Improvement Fund.

This funds major infrastructure projects and helps sustain a healthy economic environment. The largest single component of the Capital Improvement Plan is road improvements, which account for roughly $4 of every $5 expended. In the five-year financial plan, income tax revenue projections are based on various growth rates for each of the segments from which the City collects: individuals, employee withholding and businesses. For more information, or to review the budget and/or Comprehensive Financial Annual Report in full detail, please visit www.westerville.org for easy links to documents (PDF format).

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

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FINANCIAL PERFORMANCE

FRANKLIN COUNTY

WESTERVILLE PUBLIC LIBRARY $0.02

PROPERTY TAXES Property taxes are those levied on real property and based on the assessed value of the property. In addition to municipal income tax, property tax is another revenue source for the City. These tax dollars are collected by Franklin and Delaware Counties and based on the estimated value of an individual’s property.

Property tax dollars are then distributed by the counties to schools, municipalities, libraries and other qualifying entities.

In 2015, the City of Westerville received $14.3 million in property tax disbursements from Franklin and Delaware Counties. The largest portion of property tax dollars are deposited within the City’s Fire Fund. The remaining portion is deposited into the General Fund and in Tax Increment Financing (TIF) Funds for economic development initiatives.

WESTERVILLE CITY SCHOOLS $0.64

FRANKLIN COUNTY $0.20 CITY OF WESTERVILLE $0.14

DELAWARE COUNTY

WESTERVILLE PUBLIC LIBRARY $0.03

2015 PROPERTY TAX As represented in the graphics to the right, the vast majority of property taxes paid by residents of Westerville go to other political subdivisions such as the schools, the library or the County. The City receives no more than $0.14 or $0.16 of every property tax dollar paid by residents.

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WESTERVILLE CITY SCHOOLS $0.73

CITY OF WESTERVILLE $0.16 DELAWARE COUNTY $0.08

PROPERTY TAX USE BY TYPE WHAT’S A “TIF ?”

Additional funds for Fire and EMS are provided

by Blendon Township and EMS billing fees.

FIRE FUND $9,390,316 (65.83%)

On occasion, Westerville residents may hear or read about administration and Council considering a “TIF” as an economic development initiative. TIF stands for Tax Increment Financing. TIFs are economic development tools adopted and regulated by many states, including Ohio, to help finance public infrastructure projects through the creation of a special district. Schools and other community partners in these districts continue to receive all existing property tax revenues they would normally receive.

NEW property tax dollars generated in a TIF from the INCREASE in the property valuation as a result of the new development are collected and redirected in accordance with the local legislation establishing the district. These TIF revenues must be used for public infrastructure projects -- such as roads, utilities and multi-use trails -- to benefit the area included in the TIF district.

In Westerville, TIF districts have been instrumental in advancing public infrastructure projects.

Examples of projects completed using TIFs include the improvements to S. State St., Worthington Road connector to Polaris Parkway, Westar Place road network, the pedestrian bridge over County Line Road and the acquisition of parkland.

TAX INCREMENT FINANCING (TIF) DISTRICT SERVICE PAYMENT GENERAL OPERATING FUND $1,757,422 $2,935,544 (12.32%) (20.58%)

GENERAL BOND RETIREMENT $181,515 (1.27%)

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FINANCIAL PERFORMANCE

ISSUE 54:

Getting Here The landscape of Westerville has literally changed eight years into Westerville’s income tax restructuring initiative. In 2008, voters approved “Issue 54,” raising Westerville’s rate to 2.0% while giving full credit for taxes paid elsewhere. The increase brought Westerville in line with our counterpart communities, most of which operate at 2.0% or higher.

Issue 54 was a promise to Westerville residents and businesses. If approved, Westerville’s aging infrastructure would be addressed. Many neighborhood streets and roadways were in poor or failing condition.

The revenue from Issue 54 was directly applied to remedy these issues, preparing infrastructure for the next generation. Prior to the passage of this initiative, the City spent about $3 million annually in infrastructure improvements. Now, an average of $8 million is reinvested in community infrastructure each year.

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PROGRAMS

SAVE PUBLIC DOLLARS

The City of Westerville works both internally and externally to find opportunities and integrate practices to save public dollars. Strong fiscal management is key, while staff is charged with seeking grant funding, supplementing services with volunteers and initiating competitive measures for the same or similar services.

In 2015, some of the highlights in these collective endeavors included:

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

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

COMPETITIVE BIDDING In 2015, nearly $2.5 million was saved through the City’s formal competitive procurement efforts. This process requires quotes and estimates from a number of service providers in order to determine the best price. Contracts and services are awarded to providers who meet the City’s “lowest and best” award criteria. Additionally, nearly $1.5 million in savings was achieved through the use of cooperative purchasing opportunities with other government entities.

COMMUNITY

PARTNER NEWS

REIMBURSEMENTS

COTA “CMAX” BUS RAPID TRANSIT

The City has a variety of programs to collect reimbursements for the utilization of public resources. The use of police cruisers is one example where costs are recovered when reserved for private events requiring special duty police coverage. In 2015, the Westerville Division of Police (WPD) was reimbursed more than $11,000 for the rental and utilization of cruisers required to close roads, direct traffic or otherwise cover a private special event. For their work with other public safety agencies on a variety of specialized, tactical task forces, WPD was reimbursed more than $53,000 last year.

CMAX, the Central Ohio Transit Authority’s (COTA) Cleveland Avenue Bus Rapid Transit (BRT), will transport riders between downtown Columbus and Polaris Parkway and Africa Road, connecting regional commuters to major employment centers, medical facilities and educational institutions. The new BRT will complement the existing Local Line 1 Cleveland, currently COTA’s second busiest line, and travel by 64 designated stops in both directions along the route. Enhanced public transportation facilitating travel from Westerville to downtown Columbus improves mobility, transit time and reliability, promotes access and opportunities for economic development initiatives and provides additional options for people looking to reduce commute times.

STEAM INNOVATION CENTER Otterbein University leads the City, Columbus State Community College, Ikove Capital Partners, PolymerOhio and other leading organizations from the private and public sectors in Central Ohio in the creation of a new science, technology, engineering, arts and math (STEAM) Innovation Center. STEAM brings together educators, business, industry and regional economic planning and development partners all in one location, creating a unique resource for students, entrepreneurs and the Westerville community. Conservative estimates of the project indicate the creation of 200 jobs in five years totaling $16 million in payroll. The state and local tax impact over five years is projected at $3.6 million.

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MAJOR PROJECTS 2015

Each year, in addition to the five-year financial plan, the City publishes a Capital Improvement Plan (CIP). This separate but complementary budgeting process focusing on major projects, like infrastructure improvements, recreational path system expansions, building requirements (roof replacements, HVAC, etc) or regional initiatives like roadway extensions.

Capital improvement planning may include projects related to major road work, park development or utility programs. The projects detailed below were among the most visible in 2015.

For more information on capital projects, please visit www.westerville.org/construction.

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WATER TREATMENT PLANT The $12 million facility upgrade and expansion to the Westerville Water Treatment Plant was designed to comply with two new Environmental Protection Agency (EPA) regulations, as well as maintain and improve the quality of water service provided to Westerville customers. Now operational, the Plant upgrades include an additional filtration step, Granular Activated Carbon, to augment the existing water treatment processes.While the average residential water bill is projected to increase by about $2 per month each of the next five years, Westerville water rates remain the lowest in Central Ohio.

WORTHINGTON RD. Connector and Business District The new connector joining Polaris Parkway and County Line Road opened to traffic in March 2015.

Featuring the City’s first roundabout, the extended roadway is meeting its design expectations to better facilitate traffic flow in the community’s northwest quadrant, while opening up 120 acres of prime acreage for mixed-use development such as the Westar Retail Center. The area is also home to the Ravines at Westar, luxury apartments now available for those who prefer to rent.

UPTOWN PARKING In 2015, the City completed construction of the City Hall Parking Lot Improvement Project, offering additional parking spaces, a new alley for Uptown circulation and improved pedestrian access to State Street. New on-street parking is also available in front of Hanby Elementary, and the lots at State and Home Streets have been resurfaced to improve both the quality and quantity of spaces.

Construction is underway to expand public parking at the Westerville Public Library, adding approximately 60 more spaces at the south end of Uptown. The Uptown Master Plan, which studied Uptown parking conditions and was approved by Westerville City Council in 2014, estimated the current need for parking spaces at 977.

A total of 1,570 spaces are already in place.

SOUTH STATE STREET Phase 2

Phase 2 of South State Street improvements has started, extending the improvement project north. Known as the “coffee shop to coffee shop� phase (Tim Hortons to Starbucks), Phase 2 carries forward roadway improvements, including utility line underground relocation and pedestrian-friendly features.

The completion of the intersection improvements at State Street and Schrock Road will include new sidewalks, crosswalks, street trees, streetlights and traffic signals. Schrock Road will also have bicycle lanes.

ALOFT HOTEL Construction begins soon on two new hotels: a 224-room Marriott Renaissance Hotel and Conference Center anchoring new development at Westar Place and a 101-room Aloft Hotel that will rise at the site formerly occupied by Knights Inn on Heatherdown Drive.

The Aloft, a Starwood Hotel and Resorts brand, is expanding in the state of Ohio with two current properties (Beachwood, Cleveland) and three sites under construction (Columbus, North Olmsted and Westerville). The boutique hotel is currently expected to open January 2018.

Photo: Rendering of Westerville Aloft.

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CAPITAL PROJECTS

Improvements are planned for Sunbury Road from County Line to Maxtown Roads as part of a $9.3 million project for which the City secured $7 million in grant funding. The project includes a modified intersection at County Line Road with additional lanes to improve safety and reduce congestion.

A new storm sewer and street lighting, a sidewalk on the west side of Sunbury Road and a multi-use trail to the east are part of the project. Construction is expected to begin this fall and conclude in 2017.

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Powell Rd realignment

Worthington Rd realignment

Road B Road A

Polaris Parkway

Hoover Reservoir

SUNBURY ROAD

Sunbury Rd

PREVIEW

Windsor Bay Shopping Center

County Line Rd

New Rec Path location New Sidewalk

CLEVELAND AVENUE

GEMINI EXTENSION

The transformation of Cleveland Avenue continues in late 2016/early 2017 with additional traffic lanes between I-270 and Mount Carmel St. Ann’s Hospital, a multiyear project totaling $14 million, of which $13.1 million will be paid for by state and federal funds. Additional northbound and southbound lanes along Cleveland Avenue and an additional turn lane to northbound Cleveland from Schrock Road will enhance traffic flow and safety in this highlytraveled corridor. This work builds upon the improved interchange and expanded bridge at I-270 that reopened in October 2015.

The Worthington Road Connector/ Vesper Way will soon be complemented by a $10 million Ohio Department of Transportation project to extend Gemini Place from Orion Place to Worthington Road. Work on the new five-lane roadway extension begins this year and is anticipated to further reduce rush hour traffic congestion on Polaris Parkway.

The City has collaborated with ODOT, Delaware County, the Mid-Ohio Regional Planning Commission and the City of Columbus to help finance this project.

NEWS YOU CAN USE

IMAGINE WESTERVILLE

PUBLIC SERVICE PROGRAMS

After more than two years of planning and thousands of hours of citizen engagement, the Planning and Development Department has presented Westerville’s long-range plan, “Imagine Westerville,” to Westerville City Council. This community plan considers Westerville’s most preferred future state, including housing options, job growth and transportation development.

You may know them as Road (Snow) Warriors or the Leaf Crew, but it’s the City of Westerville Public Service Department that helps keep Westerville clean, safe and beautiful.

Community Plan

The plan presents recommendations in categories including Community (public safety, community partnerships, parks, historic preservation); Development (zoning, neighborhoods, housing choices, utilities); Mobility (transportation, bicycle/pedestrian systems, parking) and Economic Vitality (investment, innovation). Read the full plan online at www.westerville.org/compplan.

Due to a mild winter, the department was able to conserve resources (salt and personnel hours). The 2015 leaf collection program included five collections for each neighborhood zone, providing at least one pick up every other week in all sections of the City.

Each summer, the department manages the City’s mosquito control program with Frankin County Public Health (FCPH).

Report mosquito-related issues to Franklin County Public Health at (614) 525-BITE (2483) or online at myfcph.org/ mosq under “Request Service.” Residents may also contact the Public Service Department at (614) 901-6740.

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ECONOMIC DEVELOPMENT IDEALLY SUITED FOR COMMERCE & GROWTH

INDUSTRY SECTORS Manufacturing

11%

Retail Trade

11%

5%

Finance & Insurance

13%

Prof/Scientific/Tech Srv

Westerville is a full-service community with convenient access to a robust and capable workforce to meet the needs of new and growing businesses. Major employers continue to choose Westerville as a place to expand, including recently announced projects at DASCO, Exceptional Innovation and inVentive Health, all of which retain and create 854 jobs.

Work begins this year on two new hotels, a welcome amenity for businesses and residents looking to accommodate guests within the City’s borders. A 224-room Marriott Renaissance Hotel and Conference Center will anchor development at Westar Place, while a 101-room Aloft Hotel will be constructed on the south site of town on Heatherdown Drive.

The Medical Mile – Cleveland Ave at 270 to Polaris Parkway - continues its tradition as a regional health care destination with the addition of a HealthSouth rehabilitation hospital at Cleveland and Polaris, bringing a 50,000 square-foot, 60-bed facility to Westerville.

New business has opened on the northwest side of the City, with Fresh Thyme market, BW3 and others near the newly constructed Ravines at Westar luxury apartment complex.

In Uptown, new businesses are joining established community favorites, further advancing the district’s coveted reputation as a charming shopping and dining destination. In the past year, Uptown Deli and Brew, Koblé Grill, Whit’s Frozen Custard, Shirley’s Gourmet Popcorn, 8 State Bistro and Asterisk Supper Club have opened. Northstar Cafe and Cucinova are making progress in being Uptown’s next-new eateries.

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27%

Educational Services

6%

Health Care / Social Assist

7%

Accommodations/Food Services

20%

Other

JOB CREATION Westerville businesses supported with incentives last year committed to creating 458 and retaining 698 jobs (1,156 total) totaling $100.87 million in annual payroll. The average salary for the 1,156 employees is $78,814.

1,000 750 500 250

create 8 5 4 6 9ine8 $78,814 d d

reta

0 These projects are expected to generate $1,845,299 in income tax.

TOP 10 EMPLOYERS IN WESTERVILLE Company

Product or Service

Employment

JP MORGAN CHASE BANK NA

FINANCE

4,200

MOUNT CARMEL ST. ANN’S

HEALTH CARE

2,000

WESTERVILLE CITY SCHOOLS

EDUCATION

1,587

ALLIANCE DATA SYSTEMS

PROFESSIONAL

760

EXEL LOGISTICS

LOGISTICS

660

OTTERBEIN UNIVERSITY

HIGHER ED

655

INVENTIV / GSW

ADVERTISING

588

AFFINION GROUP

PROFESSIONAL

550

CITY OF WESTERVILLE

GOVERNMENT

431

NATIONWIDE INSURANCE

PROFESSIONAL

423

19

DEPARTMENTS AT A GLANCE

Westerville is a community known for progressive amenities and excellent resident services.

Residents have rated City programs and service well in the biennial Community Survey.

In fact, 91% OF RESIDENTS say they are "very satisfied" with the quality of City services (2014). City services are provided by 10 departments, representing administration, utilities, public safety and more.

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

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

CITY MANAGER’S OFFICE • City Administration • Economic Development • Community Affairs DEPARTMENT OF ADMINISTRATIVE SERVICES (DAS) • • • •

Human Resources Procurement Buildings and Grounds Risk and Safety

WESTERVILLE ELECTRIC DIVISION • Public Power (Residential + Commercial) • Install, Maintain Electric Lines • Meters and Street Lighting • Tree Trimming • Public Education and Outreach FINANCE DEPARTMENT • • • •

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Financial Management Income Tax Administration Utility Billing Payroll

INFORMATION SYSTEMS • • • • • •

Network Resources Application/Desktop Support GIS Mapping Telecommunications Professional Services WēConnect Data Center

WESTERVILLE DIVISION OF FIRE • • • •

•

Fire Protection and Prevention Emergency Medical Services Commercial Fire Inspection Public Education (e.g., Child Car Seat Installation) Community Engagement (e.g., Citizen’s Fire Academy)

PARKS & RECREATION • • • • • •

Parks Maintenance Recreation Programming Fitness/Wellness Environmental Stewardship Westerville Senior Center Urban Forestry

PLANNING & DEVELOPMENT • • • • • • •

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

WESTERVILLE DIVISION OF POLICE • • • • • •

Public Safety Patrol Investigations Crime Prevention Home and Business Security Community Outreach (e.g., Cops & Kids Day, Serving our Seniors) • Animal Control • Records WESTERVILLE WESTERVILLE PUBLIC PUBLIC SERVICES SERVICES • Street Maintenance (e.g., snow removal, leaf collection) • Utilities (e.g., water, sanitary sewer and storm water system maintenance) • Fleet Maintenance • Environmental Services (e.g., refuse/recycling, cemetery maintenance, street sweeping, mosquito control) WESTERVILLE WATER DIVISION • Water Treatment • Water Distribution

CONNECT WITH US.

CITY SPENDING BY FUNCTION 2015

WESTERVILLE CITY COUNCIL Email all members of City Council online at www.westerville.org/council or contact Mary Johnston, Clerk of Council.

CITY MANAGER'S OFFICE David Collinsworth, City Manager Julie Colley, Assistant City Manager Jason Bechtold, Economic Development Christa Dickey, Community Affairs MAYOR’S COURT Marisa Akamine, Clerk of Court DEPARTMENT OF ADMINISTRATIVE SERVICES Adam Maxwell, Director WESTERVILLE ELECTRIC DIVISION Chris Monacelli, Interim Electric Utility Manager FINANCE DEPARTMENT Lee Ann Shortland, Director FIRE DIVISION Brian Miller, Fire Chief INFORMATION SYSTEMS Todd Jackson, Director PARKS & RECREATION Randy Auler, Director

Fire* Police Parks & Recreation Planning & Development Public Service/Street Maintenance

15 3,1 $1 784 , 2 $1 04 $9,6 7 $3,65 $3,482

Finance-Admin / Utilities / Tax

$2,632

Management Information Systems

$2,152

City Manager’s Office

$2,134

Water

Emergency Communications

$1,837

Sewer

Electric

Economic Development**

$1,061

Refuse

Administrative Services

$1,028

Community Data Center

Mayor’s Court Buildings and Grounds Maintenance Law Administration City Council

4 7.6 ,69 79 8,5 7 .9 $4 3 3 26,9 3 $9,2 76.4 86,7 $6,7 1 .8 4 8,91 $2,21 7 ,429.0 $2,008

$945 $813 $ 65 0 $27 4

General Government Enterprise Funds

PLANNING & DEVELOPMENT Karl Craven, Director POLICE DIVISION Joseph Morbitzer, Police Chief PUBLIC SERVICE DEPARTMENT Kevin Weaver, Director

The following chart illustrates the cash-basis operating expenditures by department as of December 31, 2015 in the governmental funds. Graph represents expenditures in 000’s * The Fire Department provides service to Blendon Township, and the township reimburses the City through property taxes collected on the tax levy for Fire/EMS paid to Blendon by its residents.

WESTERVILLE WATER DIVISION Richard Lorenz, Water Utility Manager

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SPECIAL FUNDS PARKS, RECREATION AND OPEN SPACES (PROS) The City of Westerville practices fund accounting to record revenues and expenditures that have been set aside for specific purposes. Funding for our nationally recognized parks and recreation system is known as Parks, Recreation and Open Spaces (PROS), which represents one quarter of one percent of the 2.0% income tax collected and allocated specifically for use for park and facility development and improvements.

This fund annually provides for transfers as needed (and approved in the annual Appropriation Ordinance by City Council) to the Parks and Recreation Capital Improvement Fund, the Parks and Recreation Replacement and Reserve Fund, the Debt Service Fund (payments on debt associated with the Westerville Community Center and Highlands Park Aquatic Center) and the Parks and Recreation Operating Fund.

Approved by voters in 2014 for a 20-year extension (beginning in 2020, when current funding expires), this special funding fulfills projects outlined in the PROS Master Plan. These projects include: PATHWAYS: Expand the Westerville Bike & Walkway (B&W) Recreational Trail System.

ADVENTURE RECREATION: Create adventure recreation opportunities along the Alum Creek waterway.

SPORTS FIELDS: Develop additional and improve current sports fields.

NEIGHBORHOOD PARKS: Improve and enhance existing neighborhood parks.

COMMUNITY CENTER: Expand the Community Center, integrating the Westerville Senior Center and expanding space for fitness/wellness and recreational programming.

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*

“ WHAT ARE OTHER

SPECIAL FUNDS?�

The Fire Special Revenue Fund receives real estate tax collected by Franklin and Delaware counties, from Westerville and Blendon Township property owners, as well as emergency medical service (EMS) billings.

Debt Service Funds exist to pay down debt and include the General Bond Retirement Fund and the W eConnect Community Data Center Debt Service Fund.

Capital Improvement Funds are active funds that help pay for major improvement projects.

A significant portion of the General Capital Improvement Fund is annually applied to street rehabilitation and maintenance.

Five enterprise funds are distinct from the General Fund. These include the Electric, Sewer, Water, Refuse a nd Community Data Center funds. These are operated separately with revenues from fees for service. Their debt service is also paid through their respective funds.

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

PROS FUND

Parks, Recreation, and Open Space With the approval of Westerville voters, the vision in the PROS master plan is beginning to take shape. Because planning and development can take several years, some projects are already moving into their earliest stages of design. But the impact of PROS is notable in our community every day. Watch the progress happening now in Westerville parks.

WESTERVILLE B&W RECREATIONAL TRAIL SYSTEM: New signage has been installed to help walkers, cyclists and other path users better navigate the network of nearly 30 miles of trails in the community. The Westerville B&W bridge over County Line Road has been a great addition, especially for cycling enthusiasts riding along the 285-mile Ohio-to-Erie Trail.

HOFF WOODS PARK: The Parks and Recreation Department has designed a park expansion along 15 acres of property adjacent to Hoff Woods Park that features additional sports fields and youth programming, as well as a second entrance from Westdale Ave. Conceptual plans for the site are now available on www.westerville.org/parks.

HANBY PARK: The play structure at Hanby Park by the Westerville Public Library was removed for parking lot construction. During construction— throughout most of 2016—Westerville Parks and Recreation is working to meet the goal of creating a new signature play space on the site. As always, the public will be invited to participate by voting on their favorite option.

In partnership with the Westerville Sunrise Rotary, the City donated the old play structure to “Kids Around the World,” a nonprofit organization that accepts used equipment that cannot be re-installed in the U.S. (due to strict safety guidelines), and refurbishes structures for installation in other locations in need. This structure will be reassembled by the organization to serve the children at Casa Hogar Los Angelitos Orphanage in Manzanilla, Mexico.

EVERAL BARN AT HERITAGE PARK: While the historic Everal Barn is not changing, the popular destination for special events has a new offering in catered beer and wine service. Approved by Westerville City Council this year, beer and wine may now be served at the barn at registered events within certain guidelines. For more information, please contact Parks and Recreation at (614) 901-6500.

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PUBLIC SAFETY

POLICE

EMERGENCY 9-1-1 NON-EMERGENCY (614) 882-7444

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

INCIDENT ACTIVITY (TIME/DAY OF WEEK)

CALLS FOR SERVICE / INCIDENT ACTIVITY The Westerville Division of Police responded to more than 31,000 calls for service in 2015. Approximately 56% of the calls were officer-initiated.

The remaining data represents service calls from other sources.

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2013 2013

2014 2014

Calls for Service Calls for Service

17,498 13,755

19,945

2012 2012

Officer OfficerInitiated Initiated

14,285

2011 2011

14,289

00

18,602

5,000 5000

17,057

10,000 10,000

14,997

115,000 5,000

16,553

25,000 25,000 20,000 20,000

15,791

35,000 35,000 30,000 30,000

2015 2015

This chart depicts the number of incidents occurring during a specific time and day of the week. Officerinitiated activity is also included in these totals.

Red depicts the highest volume of calls for service and self-initiated activity.

TIME 12 a.m.

1 a.m.

2 a.m.

3 a.m.

4 a.m.

5 a.m.

6 a.m.

7 a.m.

8 a.m.

9 a.m.

10 a.m.

11 a.m.

12 p.m.

1 p.m.

2 p.m.

3 p.m.

4 p.m.

5 p.m.

6 p.m.

7 p.m.

8 p.m.

9 p.m.

10 p.m.

11 p.m.

SUN MON TUE WED THU FRI 289 201 200 179 162 194 212 141 131 164 121 156 194 128 105 102 139 94 127 78 77 91 83 83 43 57 50 54 29 53 30 34 35 28 29 42 44 98 93 95 72 79 136 209 211 239 206 216 161 246 246 291 240 281 183 174 234 211 200 228 175 212 202 224 192 221 187 198 218 203 207 235 178 197 232 199 221 254 153 173 186 169 169 212 164 232 232 269 218 246 189 270 301 285 280 263 224 258 267 264 236 266 212 262 262 236 237 266 202 223 208 238 184 225 162 226 214 214 226 230 206 206 212 242 228 276 143 166 158 203 181 209 162 145 138 181 199 244 215 190 195 257 324 212

SAT 298 259 226 138 76 31 59 138 205 194 188 198 177 174 193 275 254 201 225 227 253 233 208 295

COMMUNITY SERVICES BUREAU WESTERVILLE CITY SCHOOLS RESOURCE PROGRAMMING SCHOOL RESOURCE OFFICERS D.A.R.E. - DRUG EDUCATION PROGRAM SAFETY CITY

COMMON CALL FOR SERVICE (2015 Data as Classified by Dispatch)

PUBLIC EDUCATION ACTIVE SHOOTER PLAN OF ACTION TRAINING RAISING AWARENESS: HEROIN IN OUR COMMUNITY COMMUNITY SERVICE

BURGLARY ALARM

Tuesday, August 2, 2016

NATIONAL NIGHT OUT PATH WATCH NEIGHBORHOOD WATCH / NEXTDOOR

NON-INJURY AUTO

YOUTH DEVELOPMENT

!

SUSPICIOUS PERSON

$

Monday, July 11 - Saturday, July 16, 2016 YOUTH POLICE ACADEMY WESTERVILLE POLICE EXPLORER POST 29

!!

SPECIAL EVENTS and PROGRAMS COPS and KIDS DAY

TRAFFIC COMPLAINTS

!!

Sunday, September 11, 2016

CHIEF FOR A DAY SERVING OUR SENIORS DAY CITIZEN’S POLICE ACADEMY

!

PUBLIC SAFETY

3323

3569

30,000 3,000 25,000 2,500 20,000 2,000

1 ,500 15,000 1,000 10,000 5000 500 00

2010 2010

2,971

Part II Offenses: There were 2,188 Part II offenses reported in 2015; an 8% decrease from 2,391 Part II offenses reported in 2014.

3,500 35,000

3,569

Part I Offenses: There were 783 Part I offenses reported in 2015; a 16% decrease from 932 Part I offenses reported in 2014.

4,000 40,000

3,323

SUSPICIOUS VEHICLE

A total of 2,971 offenses were reported in 2015. For reporting purposes, these crimes are divided into two groups: Part I offenses and Part II offenses. Part I offenses are considered serious while Part II offenses are less severe.

3,195

TRAFFIC STOPS

?

3,467

INCIDENTS and RESPONSE ?

3195

3548

DISTURBANCE

3,548

THEFT

3467

PROJECT LIFESAVER SELF DEFENSE FOR WOMEN

2011

2012 2012

2013 2013

2014 2014

2015 2015

2011

Total Criminal Offenses

Total Criminal Offenses

2525

PUBLIC SAFETY WESTERVILLE DIVISION OF FIRE

2015 F

IRE ST ATS

K THAN YOU,

Westerville!

On March 15, 2016 Westerville voters had a say in the future of their fire and emergency medical services (EMS), approving a 2.8 mill levy to address the Westerville Fire Division’s (WFD) operating and capital needs for at least the next six years. Thank you for your commitment to helping WFD meet the demands of the changing face of the fire service.

This funding allows WFD to maintain the service levels Westerville residents have come to know and expect.

Maintain rapid response. In 2015, emergency response averaged just seconds over four minutes.

Meet service demands of increased EMS calls.

In Westerville and Blendon Township, calls grew 12% between 2008 and 2014. In 2015 alone, calls increased another 7%, marking an eight-year high.

Meet increased demand for fire inspection services.

In 2015, WFD conducted nearly 2,500 commercial building inspections, a number expected to continually rise as new business enters the community.

Enhance disaster planning, preparation and training.

3,80 othe 7 eme r

ns

rgen cy r uns RESP O

4:02 m i n NSE

Ill Pers on 986

TIME

S

utes fireations ig s e t inv

Injure

d fro m fall 570 Diffic u

lty Bre athin g 510

5

Vehic le

Accid ent 491

Ches t Pain 456

Address aged equipment and facilities. WFD will make critical replacements of some equipment in poor condition and begin needed repairs on some facilities.

2015 average response time for Fire and EMS calls from time of dispatch.

26

5,592

ems ru

Did you know

ISO RATING IMPROVEMENT: WFD AMONG TOP 2% IN NATION Earlier this year, WFD received an upgrade in its rating from the Insurance Services Office, Inc. (ISO) to class “2.” ISO rates fire departments/districts on a 10-point scale, with class 1 being the best possible rating and class 10 being the worst. The announcement upgrades WFD’s rating from a class 3, which it has held for about two decades.

ISO is a standardized, national rating system that evaluates and assigns a number on its scale regarding the condition of the community’s fire protection systems. Only 1,060 of more than 48,000 fire departments across the nation have earned a class 2 designation. Violet Township is the only other fire district in Central Ohio to receive the class 2 rating.

ISO ratings provide guidance to insurance underwriters related to property risks associated with fire protection services. In addition to validating the quality of the department, this rating goes directly to the property insurance premiums insurers charge residential and commercial customers. ISO’s analysis considers suppression capabilities (staffing, equipment and station locations), fire prevention and code enforcement, training, emergency communications, building codes and the quality of the water distribution system.

The rating became effective April 1, 2016.

New Residents

??

?

?

INCOME TAX The Westerville Income Tax Division collects, audits and enforces the City of Westerville’s 2.0% municipal income tax. The Income Tax office, located at 64 E. Walnut Street, is open Monday through Friday, 8 a.m. - 5 p.m, with walk-in assistance available from 8 a.m - 4:45 p.m. Call (614) 901-6420 with any filing or reporting questions.

HOW TO REGISTER A UTILITY BILLING ACCOUNT Contact Utility Billing staff at (614) 901-6430, or visit the offices at 64 E. Walnut Street, two to three business days before the date on which you wish to initiate service. On your service initiation date, a meter reader will obtain the readings at the property.

Please have the following information available when establishing utility services: Property address Account holder name and billing address.

Social Security or Tax ID number.

Phone number E-mail address Name of landlord or owner, if applicable.

Start date for utility services Electronic billing and bank drafting options are available at www.westerville.org/utilitybilling.

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UTILITIES The City of Westerville is among the few municipalities in Central Ohio to own and maintain its own utilities, including water and electric service. Doing so allows the City to provide both technical and service support to the residents and businesses we serve, as well as maintain quality and cost control that historically has been among the most competitive in the region.

The “average electric bill” graph below illustrates just how little change residents typically experience in their utility bills, with very little change from 2014 to today (see rate chart, next page).

The Westerville Electric Division is currently working on the advanced meter initiative. Nearly 5,800 meters, or 40% of Westerville homes, have been exchanged. The project is expected to be complete by the end of 2018. Learn more online at www. westerville.org/AMI.

RELIABILITY OF POWER: WESTERVILLE ELECTRIC DIVISION The Westerville Electric Division has a reputation for reliability. Statistics in 2015 demonstrate that Westerville power customers experienced minimal disruptions, with short outage/interruption times throughout the year.

There were no major events in 2015 causing major disruptions of service.

CUSTOMER AVERAGE INTERRUPTION DURATION 56.24 minutes 2015 MINUTES OUTAGE Excluding Major Events

AVERAGE ELECTRIC BILL (MONTH) Typical Non-Electric Heated Home

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

WED is a Reliable Power Public Provider (RP3), a designation from the American Public Power Association (APPA) for providing consumers with the highest degree of reliable and safe electric service. Westerville is one of 219 of the nation’s more than 2,000 public power utilities to earn the RP3 recognition.

$180 $160 $140 $120 $100 $80 $60 $40 $20

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

$0

2014 (2013)

(2014)

Westerville Average Bill (2014) Westerville Average Bill (2015) AEP Average Monthly Bill

2015

(AEP)

AEP

Westerville Rate: Residential AEP Rate: RR Bundled

AVERAGE RESIDENTIAL WATER BILL (MONTH)

WATER

HUBER RIDGE

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

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

GAHANNA* DELAWARE (CITY) HILLIARD* UPPER ARLINGTON

DUBLIN* GROVE CITY

7 ccf

WORTHINGTON NEW ALBANY REYNOLDSBURG DELAWARE (COUNTY)

COLUMBUS* PICKERINGTON WESTERVILLE

$0

$10

$20

$30

$40

$50

$60

$70

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

ELECTRIC STATISTICS AVG. RESIDENTIAL RATE $0.12 cents/kilowatt-hour STREET LIGHTS 4,110 UTILITY POLES 3,195 ELECTRICITY SALES $51,341,378 PEAK DEMAND 107 MW ELECTRIC SYSTEM VALUE $146.8 M KILOWATT-HOURS SOLD 479,668,173 TRANSFORMERS IN USE 3,643 BANKS and 3,841 CANS MILES OF ELECTRIC LINES 286.6 MILES OVERHEAD PRIMARY CONDUCTOR 91.19 MILES UNDERGROUND PRIMARY CONDUCTOR 182.34 MILES OH TRANSMISSION 8.6 MILES UG TRANSMISSION 4.5 MILES

2016 MONTHLY AVERAGE CUSTOMER BILL (ESTIMATED) WATER $25.70 SEWER $48.55 ELECTRIC $129.53 REFUSE $18

2015 WATER PUMPING DATA TOTAL 1,035,960,000 GALLONS AVERAGE DAY 2,857,000 GALLONS MAXIMUM DAY 4,996,000 GALLONS GALLONS PER CAPITA PER DAY 84.2

The Westerville Water Treatment Plant started a major quality improvement project in 2013 to keep pace with new regulations, meet the community’s growth and best serve its residents and businesses.

Moving forward with plans to add a second water filtration process to the existing treatment regimen, the $12 million project included the construction of a new water treatment facility to house granular activated carbon, or GAC, filtration.

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

The project was financed by a low-interest rate loan from the Ohio EPA and a revised water rate structure. Westerville water rates remain among the most affordable in the region. The average residential water bill increased by about $2 per month in 2015.

For more information on this project, please visit www.westerville.org.

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“MY WESTERVILLE”

Puts Service Requests in Your Hands Your guide to City services is now just a download away on your smartphone.

The City of Westerville has a mobile application now available for Android devices and iPhone through Google Play and the Apple App Store, respectively.

Titled “My Westerville,” the app was improved last year for visibility on tablets, smartphones and other mobile devices. The app works with the City’s mobile website to keep information, alerts and news from the City up-to-date and user friendly.

An enhanced Service Request function allows users to launch the app from a mobile device to report an issue, make a request or alert City staff to a problem. To help describe the situation, users can take a photo as part of the submission. The request is electronically dispatched to the appropriate department and users can follow its progress to a speedy resolution.

City news, community events, staff contacts and building locations, as well as construction updates and sites of parks and trails is easily accessible. The app also features shortcuts to subscribe to the weekly e-newsletter, access permits and forms and follow social media networks.

For more information, or to send feedback to staff, please email communityaffairs@westerville.org.

You’re Invited !

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Coming Soon: 2016 Community Survey Look for a postcard invitation later this year to participate in the 2016 Community Survey, the City’s biennial survey to measure resident satisfaction levels. As in previous years, the Web-based survey will be available for approximately four to six weeks. Results from the survey will be analyzed and made public in early 2017.

OUR STRATEGIC PRIORITIES

SPEND A FEW WEEKS WITH US.

The City abides by its mission, vision and core values (below). Collectively, these define how we deliver public services and care for the physical assets of the community.

Westerville’s strategic plan is oriented around four key strategic themes: Citizen Service and Relationships, Economic Development, Infrastructure and Financial Stability. Each theme carries a number of goals, along with action plans for their execution. A summary of our goals appears below.

CITIZEN’S ACADEMY

The annual Westerville Citizen’s Academy runs every spring for eight weeks from AprilJune. Sign up next season to go behind-the-scenes with all City departments. www.westerville.org/WCA.

OUR GOALS CITIZEN SERVICE AND RELATIONSHIPS Provide excellent programs and services while remaining accessible, reliable and accountable to Westerville citizens, visitors and businesses.

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

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

WEB westerville.org BLOG acitywithinapark.com FACEBOOK cityofwesterville YOUTUBE tellwesterville

TWITTER @tellwesterville @WvilleElectric @WestervillePark @WestervillePD @WestervilleFire INSTAGRAM cityofwesterville

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

MISSION

VISION

VALUES

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

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

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

PUBLIC SAFETY COMMUNITY ENGAGEMENT EMPLOYEE ENRICHMENT

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21 S. State St Westerville, Ohio 43081

AWARDS & RECOGNITIONS “Best City for Ohio Families” (#13) City of Westerville - Wallethub.com 2016 “America’s Happiest Cities” (#7) City of Westerville - Movoto Real Estate 2014 “#1 Suburb in America” City of Westerville - Movoto Real Estate 2013 National Gold Medal Winner, Parks & Recreation Department National Recreation & Parks Association (1974, 2001, 2007, 2013) Healthy Ohioans Healthy Community Platinum Award 2012-2014 Gold Award 2006-2011 City of Westerville - Ohio Department of Health “America’s Friendliest Towns” (#5) City of Westerville - Forbes Magazine – 2012 “Bicycle Friendly Community” City of Westerville - League of American Bicyclists 2012 “Tree City USA Community” City of Westerville – Arbor Day Foundation 1974-2016 “Best Places to Live in America” City of Westerville - Money Magazine 2007, 2009 “Sportstown Ohio”- City of Westerville National Recreation and Parks Association (NRPA) Sports Illustrated 2003