A Vision Statement for Mariemont: Part 1

A Vision Statement for Mariemont

 Vision 2021 Redux

“Dr. Emmett Brown: You’ve got to come back with me!
Marty McFly: Where?
Dr. Emmett Brown: Back to the future!”

 By Mike Lemon and Richard Wendel

                In November 2008, the Mariemont Preservation Foundation (MPF) undertook crafting a bold plan called Vision 2021 to act as a guide for steering Mariemont into the next decade. MPF methodically collected input from hundreds of interested parties representing the entire spectrum of opinion. This included businesses, social organizations, boards and commissions, school officials, elected officials, Village employees and students

            The MPF Vision 2021 Committee was composed of respected leaders including Richard Adams, Don Keyes, Frank Raeon, Millard Rogers, Jr. and David Zack. Working as a team, they compiled a 50 page document containing their findings. In January 2011, the Vision Plan 2021 was referred by the Mayor to the Economic Development and Planning Committee for a report and recommendation. After no report was made by the committee for months, in September 2011 MPF’s leadership attended a council meeting and recommended that the Village’s elected officials appoint a broad based Vision Commission. Specifically, the Mayor was encouraged to spearhead the effort to assemble a Vision Committee comprised of 15 respected volunteers.

            Council debated elements of the plan. However, neither the Mayor nor Council moved forward on the Vision 2021 Plan proposal, nor did they modify it or develop an alternative plan. After many additional months with no report or action taken by the Economic Development and Planning Committee or the Mayor, the topic was unceremoniously dropped from the Council Agenda after April 2012.

          In this first installment of a four-part series, let’s examine the potential financial benefits to the Village had the Mariemont Vision 2021 Plan been adopted in 2012 and used as a blueprint for future developments in Mariemont:

Let’s assume that the Mariemont council adopted the MPF Vision 2021 Plan to use as a guideline for the future and that an ad hoc Vision 2021 Commission with 15 members was selected and entrusted with the task of implementation.

            As a first step, several full-day retreats with councilmembers, the mayor and commission members were held to condense, prioritize and financially analyze the recommendations in Vision 2021. A mission statement and strategic plan emerged on the final day of the meetings. Basically, the mission statement stated a goal “to sustain and improve upon the quality of life enjoyed by Mariemont residents and engage the community in every phase of the planning and implementation process.”

One recommendation to jump start and sustain the process was the hiring of a full time Village Administrator. Council contracted with a major consulting firm to thoroughly vet qualified candidates for this position and aid in the process of refining and implementing a strategic plan for economic development, improved services and cultural enhancements.A.   

Fiscal Sustainability

With the continued loss of revenues from the State of Ohio and inheritance taxes, the long term threat to a balanced budget was quickly recognized and, unfortunately, this downward pressure on revenues was compounded by the shrinkage of the employment base in the Westover industrial park with the closing of a major business.

It was obvious to the Council and Vision 2012 Committee that alternate pathways to fulfill budgetary needs were imperative.

1. The opportunity to partner in JEDZs (Joint Economic Development Zones) with surrounding communities was seized upon as one available means to fill some of the funding gaps. These partnerships with local townships generated hundreds of thousands of dollars yearly in unfettered revenue. This permitted the Village to move forward on infrastructure improvements and cover the increasing cost of services without increasing taxes to residents and businesses.
2. After being schooled in available public financing options, the Economic Development and Planning Committee of Council identified types of businesses needed for the community and pursued recruitment strategies. To stimulate economic development, incentives and tools such as the Community Reinvestment Area (CRA), Tax Increment Financing (TIFs) , and Community Investment Corporation (CIC) were considered as pathways to clean up contaminated sites, revitalize the Westover industrial park and attract new businesses. These incentive programs enabled public-private partnerships to attract new businesses and retain and grow existing ones. They had the effect of revitalizing the business community that enabled commercial property owners to improve their rents and maintenance while increasing the number of employees and customers.
3. Council also realized that additional savings could be achieved by shared services with surrounding communities. This eliminated duplication of expensive equipment and services without compromising safety while reducing costs. A cultural shift in governance from structured independence to an atmosphere of cooperation, sharing and coordination resulted in improved relationships that leveraged mutual interests and directions.

The new financial position from these three initiatives was consistent with no new taxes even as the Village could proceed with needed improvements in infrastructure.

As part of this series, the authors invite you to consider the following questions: 

• Should Council adopt the Vision 2021 Plan or develop and communicate its own Vision Plan?
• Should Council investigate and make a recommendation on whether to hire a qualified professional Village Administrator and rely on outside Consultants?
• Should the Economic Development and Planning Committee proactively develop a strategic plan for business development, business retention and recruitment?
• Would collaboration and shared services with other communities benefit the Village and lower operating costs?
• Should Village officials reach out to other communities and begin a conversation on topics of mutual interest?

To view the entire Vision 2021 Plan click here