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Ben Espy Columbus needs to start a program, modeled after ARC Industries, to train and place ex-inmates into productive employment. This would allow them to support themselves and their families. It would also have a substantial impact on the reduction of crime in the community. Columbus needs a marketing brand that attracts people to the city. I suggest “Discover Yourself in Columbus.” Columbus provides many venues that a person can utilize to broaden their horizons and improve their potential human growth. We have some of the greatest educational institutions, art and cultural facilities, physical-fitness programs and social organizations in the country. I discovered a part of myself three years ago when I found that the Ohio State University offered music lessons for adults. Columbus and Franklin County should form an education consortium to determine how the numerous school districts can work together to share resources. BACK
TO THE LIST OF RESPONDENTS Terry Foegler Columbus (the region) needs to effectively manage the region’s growth and development. Urbanization continues to move outward, in an uncoordinated and unplanned fashion, driven far too much by sanitary sewer extension policies, roadway projects and many uncoordinated decisions by suburbs, townships and counties (all of whom want a piece of the perceived economic pie and who believe they need to control such growth and planning issues at the most local level). In addition to the extraordinary unfunded infrastructure needs that are being created by this outward growth, the cost of delivering the full range of needed public services (which will surely be demanded by the new residents of these areas) are not being evaluated. The problem is compounded by the many extremely low-density developments in this fringe development which only ensure that the delivery of public infrastructure and public services will be extremely inefficient. No regional entity has clearly made the public aware of the costs it will have to eventually incur as a result of the continuous unplanned development around the urban fringe. Wouldn’t the public be more receptive to a greater level of regional growth management if it had good information regarding the future costs and consequences of the status quo? The public will ultimately pay for the public infrastructure and public services that will be demanded by this sprawling, unplanned development, and our public officials owe this cost information to its citizens. As the ultimate funding source for these services, the public should retain the rights to plan and establish the location of urban service areas, where urban development can be efficiently served, where all of the region’s needs for the full range of needed land uses are accommodated and where capital improvements and public services can be delivered in a far more rational, cost effective and responsive manner. Sometimes ignorance is bliss, but sometimes it can be very expensive to future generations. BACK
TO THE LIST OF RESPONDENTS Mark Froehlich Implementation of light rail transit. More downtown riverfront development. Encouraging bold and artistic downtown building architecture. BACK
TO THE LIST OF RESPONDENTS Alyson Gledhill Better alternatives to transportation—streetcar, light rail, bikeway system, sidewalks, leisure trails and greenways. Add a light rail system to aid in traffic flow and encourage more folks from the burbs to enjoy our city’s nightlife. Improve public open space—dedicate efforts to maintaining and improving public open space (streets, sidewalks, parks, plazas, trails) as well as identifying and developing new public parks and green spaces as part of a regularly funded public program to increase the pride and civic value in downtown and all neighborhoods. The number of residential living accommodations has increased in downtown. That’s great! However, the retail shopping has basically closed. In order to ensure new housing is filled, new retail needs to be grown in this area. BACK
TO THE LIST OF RESPONDENTS Denny Griffith A sense of self. The community still suffers from insecurity and poor “brand” recognition (ugh). But it is a problem—one that we struggle with as we seek to recruit the country’s top design and art students to attend CCAD. Part of what we sell is the Columbus experience: its business, culture and neighborhoods. It’s still a hard sell out there. A vision for our future that is compelling and quotable. We have phenomenal people, incredible quality of life and the potential to become an epicenter of great design, powerful retail, seamless logistics, transformative health services and meaningful R&D. Risk tolerance. From coaches to CEOs, both for profit and nonprofit, we rush to punish and frequently expel those who “fail.” Too often this means a single error or a short episode of mediocre performance. Risk tolerance, and a longer view of what constitutes success. BACK
TO THE LIST OF RESPONDENTS Matt Habash Comprehensive
approach to poverty Access
to healthcare Concentrated
and collaborative effort
on a research corridor BACK
TO THE LIST OF RESPONDENTS Harland Hale The city should make plans to develop the waterfront along the river downtown. Both Cincinnati and Cleveland have done this and attracted visitors and business with restaurants, bars, casinos and concert venues, all with beautiful views along the river. The city should improve public transportation and/or the availability of parking. Improvement in these two areas would increase the attractiveness to potential visitors to the downtown area both during the week and on weekends. Along this line as well, the city should develop incentives to help make Columbus more “green” by replacing unused lots with parks, encouraging consumers to buy hybrid cars and making plans for availability in the future of alternative fuels. The city has made great progress in improving the previously “rundown” areas of Ohio State campus. Perhaps similar plans could be made for the City Center building and surrounding areas on High Street and Front Street. The German Village area and the Arena District seem to be popular at night, but everything in between seems to have been left out. In general, the city should continue to rebuild/improve blighted houses and areas around Columbus. BACK
TO THE LIST OF RESPONDENTS Jack Hanna Columbus needs to be a city with a major airline presence. When America West pulled out of Port Columbus, it was much harder for me to get where I needed to go. I spend more time in airports than ever before—and to have more options from Port Columbus would surely help attract businesses and even visitors to Columbus. Columbus has a number of attractions, educational institutions, medical facilities and conferences that bring visitors to our city. However, most activities in Columbus only require day trips and not extended stays. I would love for Columbus to become a vacation destination. Columbus needs a unique destination, perhaps something like Busch Gardens, SeaWorld, Hershey Park or Cedar Point—a place that attracts families for more than just an afternoon. My hope is that our very own zoo can move in this direction. We have 580 acres to play with and exciting plans for the future! Columbus needs more professional sports teams so we can compete for sports fans and national exposure with Cincinnati (Reds, Bengals) and Cleveland (Cavs, Indians, Browns). I am grateful that Mr. McConnell brought the Blue Jackets to Columbus and I am looking forward to the new Clippers stadium. BACK
TO THE LIST OF RESPONDENTS Lisa Hinson A plan for the arts that is sustainable. Community leadership seems to understand our city needs a healthy arts sector, yet no one has presented answers on how we might all work together to ensure the future of the arts in Central Ohio. We are not alone in this challenge. Many other cities are facing the same issues and perhaps we might learn from them. From my vantage point I see a lot of patrons and boards of the arts groups working diligently on behalf of their own specific institutions. It would be interesting to see what might happen if there was a coordinated plan that had all of these groups—patrons, boards and funders—working together to stabilize the arts into the future. BACK
TO THE LIST OF RESPONDENTS Tom Hoaglin Stronger job creation (and ability to retain younger people—age 25-44). Vibrant, thriving downtown. Stronger public education system. Safer neighborhoods. Thriving, well-supported arts community. |
