200 South Hamilton Road

Gahanna, Ohio 43230

City of Gahanna

Meeting Minutes

Committee of the Whole

Trenton I. Weaver, Chair

Merisa K. Bowers

Jamille Jones

Nancy R. McGregor

Kaylee Padova

Stephen A. Renner

Michael Schnetzer

Jeremy A. VanMeter, Clerk of Council

Monday, March 10, 2025

7:00 PM

City Hall, Council Chambers

CALL TO ORDER:

Gahanna City Council met for Committee of the Whole on Monday, March

10, 2025, in Council Chambers. President of Council Merisa K. Bowers,

Chair, called the meeting to order at 7:02 p.m. The agenda was published on

March 7, 2025. Councilmember Michael Schnetzer was absent from the

meeting. Vice President of Council Trenton I. Weaver arrived at 7:17 p.m. All

other members were present for the meeting.

ADDITIONS/CORRECTIONS:

President Bowers noted one item to add to the evening’s agenda. She

referenced an email circulated by the Ohio Municipal League regarding

Senate Bill 104. Bowers explained that Senate Bill 104 was recently

reintroduced to regulate short-term rentals and restrict municipalities from

regulating them. She recommended adding the discussion of Senate Bill 104

to the bottom of Section B, Discussions.

DISCUSSIONS:

1. Department of Administrative Services Update

2025-0057

Department of Administrative Services Update to Council 3.10.2025

Miranda Vollmer, Senior Director of Administrative Services, provided an

update from the Department of Administrative Services as part of a series of

departmental updates scheduled for the year. Vollmer explained that Senior

Deputy Director Wybensinger and she would present information about the

Department of Administrative Services and its ongoing work, while other

departments would provide updates at future meetings. Vollmer began by

highlighting a slide showing a group photo from the 2024 Citizens Academy,

an Open Gov award the department won, and images from safety training

and the in-house Commercial Drivers License (CDL) program established by

the Department of Administrative Services. She gave an overview of the

department, explaining that it functions as an internal-facing department

reporting to her, as the Senior Director of Administrative Services. The

Department of Finance, Information Technology, Human Resources, and the

Mayor's Court fall under this section. Senior Deputy Director Wybensinger

directly oversees the risk and safety administrator, an administrative

coordinator, and two management analysts who perform various functions

for the city.

Vollmer noted that Administrative Services, in coordination with the Mayor's

Office, handles community engagement for the city. She referenced the

ongoing Strategic and Economic Development Plan, stating that the next

public engagement round, known as the "Our Gahanna" Vision Festival, was

scheduled for the first week of May. Information about this event will be

shared on social media, the city’s website, and at the State of the City

address. Vollmer also mentioned that the next Council update on the

strategic plan was scheduled for April 21, 2025, when staff would present the

proposed vision and values and discuss the strategic plan framework.

Vollmer then provided an update on the Citizens Academy program. She

reported that 18 people completed the 2024 program, and the 2025 program

would begin on March 20, 2025. Based on feedback from last year, the

program has expanded to include additional sessions and greater

involvement from other branches of government. Week two of the program

will feature a deeper discussion on fund accounting, the budget process, and

the Capital Improvement Plan (CIP) process. Director Bury also developed a

public engagement exercise where participants will role-play as

councilmembers, managing a limited budget to complete various projects.

Vollmer stated that the Citizens Academy will conclude in mid-May and that

Councilmembers would receive an invitation to the graduation ceremony.

Risk & Safety

Senior Deputy Director Corey Wybensinger provided an update on the city’s

risk and management process, which falls under the Department of

Administrative Services (DAS). He reported that the city moved the annual

insurance renewal process from the Department of Public Service to DAS to

improve oversight and ensure the city maintained appropriate insurance

coverage. Wybensinger stated that Director Vollmer, Melissa Jackson, and

he held seats on the CORMA Board, giving them greater awareness of the

current insurance environment. DAS worked with the CORMA Association

and an insurance broker to stay current on appraisals and ensure accurate

reporting. Jackson also led efforts to roll out new appraisal software,

providing real-time data and analysis to help estimate future insurance costs

more accurately compared to other entities in the pool. Wybensinger

explained that DAS managed claims related to city property damage, such

as traffic cabinet or guardrail damage. DAS coordinated with insurance

companies to recover costs. He reported that the department recently

conducted a security and vulnerability assessment of city facilities with

Director Tim Becker to identify and address areas needing improvement.

Wybensinger stressed that minimizing the city's risk and liability remained a

priority. DAS also worked on a crisis communication plan, prompted by

issues that arose in December of 2024. The updated plan aimed to improve

the city's ability to communicate accurately and appropriately during crises,

minimizing liability. Wybensinger highlighted the department’s focus on

safety enhancements. Over the past year, DAS added seven new employee

safety training programs. For 2025, the department planned to add 40 more

training sessions and track employee compliance with training requirements.

Wybensinger noted that DAS updated all Automated External Defibrillators

(AEDs) in the park system and city vehicles, ensuring consistent technology

and proper placement. The department required safety training on all newly

acquired specialty equipment. For example, when the city purchased a wood

chipper, DAS mandated that expert trainers provide on-site instruction to

staff. Wybensinger reported that the city’s in-house CDL program, initiated

as a cost-saving measure, had proven successful. Outsourcing the program

would have cost between $7,500 and $8,000 per participant. Last year, five

employees completed the program, and another five to six employees were

expected to begin this year. The program increased control over training

quality and better prepared participants for the CDL exam. One graduate

had already won the Mayor’s Rodeo, demonstrating the program’s

effectiveness. Wybensinger credited Melissa Jackson with revitalizing the

city’s Safety Committee. The committee, which included employees from

various departments, met quarterly to review statewide and local insurance

trends, discuss safety concerns, and recommend training. DAS also

expanded cardiopulmonary resuscitation (CPR), first aid, and AED training

beyond seasonal staff to all city employees.

Technology

Wybensinger outlined DAS’s work on technology projects, including the

OpenGov platform, which streamlined building, zoning, and permitting

processes and improved property claims management. The department also

implemented TrueComp, a labor cost software that facilitated real-time cost

analysis during labor negotiations with the Fraternal Order of Police (FOP)

and Fraternal Order of Police, Ohio Labor Council (FOP-OLC), improving

efficiency and reducing delays. DAS supported the rollout of TeleStaff, a

time and attendance system for police and communications technicians,

allowing electronic tracking of time off and shift changes. The Workforce

Ready system handled time and attendance for unclassified employees,

using geofencing to ensure accurate clock-ins for seasonal staff.

Wybensinger described Centurisk, the city’s new appraisal software, as a

tool for managing real-time appraisals. DAS also supported the Munis

system for human resources and finance, migrating data to a secure cloud

environment to centralize and protect sensitive information. Wybensinger

reported that DAS had nearly completed a paperless onboarding system,

which would improve efficiency by allowing seasonal employees to submit

paperwork electronically rather than visiting City Hall. NeoGov Learn, the

city’s new learning management system, would allow for personalized

training plans, better tracking, and consistent training through recorded video

and voiceover presentations.

Professional Development:

Senior Deputy Director Wybensinger reported on professional development

activities. Wybensinger stated that the city prioritized professional

development as part of its employee retention strategy, ensuring that

employees felt supported in their professional growth. The Department of

Administrative Services assumed responsibility for tracking and overseeing

professional development to ensure accuracy and consistency. The

department revised travel and training policies, established clear regulations,

and provided training to all staff on proper form completion to minimize

errors and delays. Wybensinger noted that government travel often involved

complex regulations, and DAS aimed to simplify the process while

maintaining oversight. He anticipated that the expansion of the NeoGov

Learn platform would create additional professional development

opportunities within the city. He explained that offering in-house training

programs would reduce costs and increase the reliability of training.

Grant Management

Wybensinger provided an update on grant management. He explained that

the city adopted a more centralized approach to improve oversight and

accuracy in reporting. He referenced his end-of-year 2024 report, where he

provided an overview of the city’s grants program. Wybensinger clarified that

"grants" referred broadly to various funding sources, including zero-interest

loans, technical assistance grants, and tax credits. The city onboarded a new

management analyst in August 2024, who recently completed the

probationary period. Wybensinger expressed confidence that this addition

would help the city gain traction in securing funding. The city currently

managed around 20 active projects involving grants, loans, and tax credits.

He highlighted the city’s work with the Engineering Department to close out

the Ohio Public Works Commission (OPWC) grant and loan for the Taylor

and Claycraft roundabout project. Wybensinger reported that the city

pursued five grants last year but did not receive them. Four of the

unsuccessful applications were for water and wastewater infrastructure

projects, which were highly competitive. The city also supported the

Mid-Ohio Regional Planning Commission’s (MORPC) Charging and Fueling

Infrastructure (CFI) program, which ultimately did not receive funding.

Despite the setbacks, the city finalized six grants last year and planned to

pursue new opportunities. He acknowledged uncertainty surrounding some

federal funding sources, including Inflation Reduction Act (IRA) tax credits.

Since these tax credits were not included as project revenue in the budget,

they would reduce overall project costs rather than generate direct income.

Wybensinger mentioned that the city was closely monitoring the potential

impact on projects, particularly infrastructure and electrification upgrades at

the 825 Tech Center. Wybensinger highlighted several active grant projects.

The city received a Boat Safety Education Grant, supported by the Parks

and Recreation Department and staff member Chelsea Heppert. The grant

would allow the city to update educational materials and offset costs for

canoe and kayak operations on Big Walnut Creek. The city also secured a

technical assistance grant for Geographic Information System (GIS)

updates, with Project Manager Catherine Eichel playing a key role in the

application process. Finally, Wybensinger reported that the city applied for a

body-worn camera grant. After receiving approximately $100,000 from the

same program last year, the city applied for a $111,000 reimbursement this

year and awaited the final award decision.

Inter-departmental Support

Senior Director Vollmer presented a slide summarizing various

interdepartmental support projects managed by the Department of

Administrative Services (DAS). She explained that internal support functions

played a critical role in enabling the city’s outward-facing operations. Vollmer

noted that she would not go through each project in detail due to time

constraints but highlighted a few key items. She mentioned that Senior

Deputy Director Wybensinger and his team had actively worked on the

Sustainable 2050 initiative and electric vehicle (EV) programs. Vollmer also

reported that she was overseeing health benefits improvement with the

Human Resources team to ensure that city employees had the best possible

benefits. She added that DAS managed collective bargaining agreements

and prioritized employee engagement and well-being. Vollmer invited

questions from the Council.

Questions from Council

Councilmember Renner thanked Wybensinger and Vollmer for the thorough

review of departmental responsibilities and asked about the management of

certificates of liability insurance (COIs). He inquired whether DAS managed

COIs for general contracting services and whether COIs were included as

part of the procurement process. Senior Deputy Director Wybensinger

confirmed that COIs naming the city as an additional insured were included

in the procurement packets. However, he clarified that the responsibility for

managing COIs rested at the department level, as most projects were bid out

by individual departments. DAS ensured compliance with standard

procedures and acted as a liaison with the city’s insurance company if any

variations from standard requirements occurred. Renner asked whether the

departments followed a checklist for COI limits as part of the bid process.

Wybensinger confirmed that they did and explained that if a project required

deviations from the city’s standard rules, DAS would work with the insurance

company to ensure proper coverage based on the project’s specific

variables.

Vice President Weaver asked about the city’s grant tracking process. He

wanted to know if the city had a system for tracking recurring grants,

including application timelines, eligibility, and award status. Wybensinger

acknowledged that the city was working to improve grant tracking but

admitted that the process remained a work in progress. He explained that

recurring funding often lacked formal commitment until officially awarded,

making it difficult to rely on previous awards. The city monitored potential

funding opportunities through the Mid-Ohio Regional Planning Commission

(MORPC) Grant Finder system, which generated daily notifications about

available funding. Wybensinger noted that increased competition for federal

funding had made the grant environment more challenging. He provided an

example involving the Violence Reduction Act and the city’s Flock camera

system. The grant opportunity was advertised three months earlier but was

only recently opened for applications with a two-week submission window.

He stressed the importance of maintaining readiness to respond quickly to

such opportunities without overcommitting resources. Weaver expressed

appreciation for the city’s proactive approach to pursuing external funding

and acknowledged the difficulty of relying on uncertain grant funding. He

thanked Wybensinger and the administration for continuing to seek outside

funding to support city projects.

Councilmember Padova asked why the crisis communication plan fell under

the Department of Administrative Services rather than the Communications

Department. Senior Deputy Director Wybensinger explained that DAS was

leading the development of the crisis communication plan to ensure that it

became an efficient and actionable document rather than one that would be

ignored. He stated that the plan involved multiple departments, including

Marketing and Communications. DAS worked with Risk Management LLC,

the city’s vendor, to coordinate and develop the plan. Once finalized, DAS

would hand off the plan to the Communications Department for ongoing

management and implementation. Mayor Jadwin added that the plan

covered both internal and external communications. She explained that in

the event of a crisis, such as a tornado, communication would need to flow

between city departments, fire and EMS partners, and the public. The plan

established a high-level framework for managing those communications,

which the Communications and Marketing team would then translate into

specific actions and messaging. Padova thanked Wybensinger and noted

that the connection to risk management clarified the department’s

involvement.

Councilmember Jones asked whether the crisis communication plan also

applied to incident response. Wybensinger clarified that the plan focused on

managing crises rather than routine incidents. He stated that the goal was to

prevent incidents from escalating into crises. He noted that communication

often broke down during emergencies, leading to misinformation and

confusion. The crisis communication plan aimed to establish a clear strategy

for handling high-pressure situations and maintaining consistent messaging.

President Bowers asked whether DAS had seen any reductions in injuries,

workers’ compensation claims, or other quantifiable improvements as a

result of increased risk management activities. Senior Director Vollmer

responded that the city did not have a high volume of workers’ compensation

claims, so identifying a direct correlation between safety initiatives and

claims reduction would be difficult. However, she noted that new safety

training programs introduced under DAS addressed gaps in previous training

efforts. Bowers suggested that tracking quantifiable reductions in loss would

help put the department’s expanded work into context. Senior Deputy

Director Wybensinger stated that the city’s approach was primarily proactive,

focusing on minimizing liability and financial exposure. He noted that the cost

of providing training was minimal compared to the potential financial impact

of an incident. Bowers asked whether the city had seen any reduction in

insurance premiums as a result of these efforts. Wybensinger explained that

the city participated in an insurance pool, which helped stabilize costs. He

reported that the pool supported training initiatives such as distracted driver

training and chainsaw safety training at no cost to the city. Gahanna also

hosted chainsaw training for other entities within the pool. Wybensinger

noted that while these efforts might not reduce overall costs, they helped

control cost increases by reducing overall risk. Bowers asked whether the

insurance pool had identified other areas of increased risk for municipalities.

Wybensinger responded that the city maintained ongoing conversations with

the pool about potential risks. He noted that the city planned to offer

approximately 40 additional training sessions in the coming year, including

confined space training, heat exposure protocols, noise safety, chemical

handling, and respirator use. He emphasized that some of the training

opportunities would not apply to all entities but were tailored to Gahanna’s

specific operational needs. Bowers thanked Vollmer and Wybensinger for

the update and the detailed discussion. She then turned the meeting over to

Chair Weaver to continue with the agenda.

2. Gahanna Civic Center - 825 Tech Center Drive Update

2025-0058

Gahanna Civic Center (825 Tech Center Drive) Construction Update

3.10.2025

Kevin Schultz, Senior Director of Operations, provided an update on the 825

Tech Center Drive project. He stated that he would continue to present

updates at the first Committee of the Whole meeting each month, until the

ribbon-cutting ceremony for the project. Schultz explained that future

presentations would include more detailed information as the project

progressed. Schultz began by reviewing construction activities that took

place in February. He noted that the curtain wall installation on the western

facade was completed and that work continued on the second and third

floors of the east-west wing. Masonry work on the sally port was underway,

and the multipurpose room was fully enclosed and dried in. Roofing over the

expansion area of the police department was largely completed. Schultz

reported that slab pours had taken place, including in the area that Council

President Bowers and Councilmember McGregor recently toured. Framing

work started on the first floor, and the holding facility had begun to take

shape. He announced that the Request for Proposals (RFP) for furniture

procurement and moving logistics was published that day. He anticipated

that the furniture package would come before the Council for approval in

May or June.

Schultz noted that he had not yet updated the completion timeline because

the project manager’s monthly report was slightly out of sync with his

presentation schedule. However, he confirmed that no weather delays

occurred through February 28, 2025. Schultz shared interior photos of the

project site, highlighting red dots on the slides that corresponded to the

location where each photo was taken. He explained that the multipurpose

room at the senior center had not yet received brick or facade but was fully

enclosed. He also showed images of the detention area, noting that slab

pours were completed on the police department side. Schultz mentioned that

material samples, including stone, glass, and brick, were available at the

construction site for review. He stated that these samples allowed the team

to evaluate how the materials would appear and function on the building.

Regarding the project budget, Schultz reported no changes to the invoiced

amounts as of February 28, 2025, but anticipated that the March pay

application would reflect some adjustments. He noted an increase in

contingency and allowances, which stood at approximately 18% or $867,000.

Schultz explained that the increase was largely due to the addition of

rough-ins for electric vehicle (EV) chargers. The rough-ins covered the entire

parking island and an additional area at the back of the property. While the

city did not plan to electrify the chargers immediately, installing the conduit

during construction would avoid the need for future excavation and electrical

work. Schultz concluded by stating that the next portion of his presentation

would cover updates on the senior center.

Senior Center Construction

Senior Director Schultz provided updates on the Senior Center construction

progress. Schultz emphasized the importance of the project objectives,

highlighting five key goals for the Senior Center. He explained that the new

Senior Center, located in the northern portion of the site, aimed to improve

the way senior and community programming was conducted. He reviewed

the Senior Center’s space program, noting that the new facility included

several features that the current Senior Center lacked. While the existing

facility had a kitchen, the new Senior Center would include a demonstration

kitchen for cooking classes and a separate working kitchen for catering. The

current facility had a large great room for programming, but the new Senior

Center would add a pre-function area and a lounge, allowing seniors to

engage in smaller, more casual gatherings. Schultz highlighted the overall

floor plan. He pointed out that the senior lounge, measuring approximately

1,640 square feet, included a smaller adjacent lounge and a library desk.

The pre-function area, which could serve as a flexible event space, was

located near the entrance. Two large program rooms could be set up in

various styles, such as banquet or classroom configurations, and could be

divided into smaller spaces. The demonstration kitchen featured a separate

catering area to support events. Schultz noted that the art room and kiln

room were sized based on senior input, with space to accommodate two

kilns instead of one. He also pointed out multiple storage areas, allowing the

facility to clear out furniture for exercise classes or other activities. Centrally

located restrooms were accessible from both the pre-function area and the

senior lounge.

Schultz explained that the staff space would include a reception desk and a

supervisor’s office, similar to the current facility’s setup. He reported that the

new Senior Center would increase overall program space by 119%

compared to the current facility. While the physical size of the Senior Center

would grow by 40%, the improved layout and design would allow the center

to host up to six simultaneous events, compared to a maximum of two

events at the current location. Schultz referenced a recent senior event,

"Sauce and Song," which occupied the entire existing facility. He noted that

the new design would allow multiple events to occur simultaneously without

crowding or interference. Schultz presented construction photos alongside

architectural renderings to illustrate progress. He explained that the red dots

on the slides indicated the location where each photo was taken. He showed

the multipurpose room, the art room, the pre-function area, and the

demonstration kitchen. He pointed out the temporary barrier used for heating

and described how the room will appear once construction is completed.

Questions from Council

Councilmember McGregor asked whether the number of restrooms planned

for the Senior Center would be sufficient for the expected number of

attendees, noting that the women’s restroom seemed inadequate. Senior

Director Schultz responded that the fixture count met code requirements.

McGregor suggested that the city consider exceeding code requirements, as

the number of restrooms still seemed low for the size of the facility.

President Bowers asked if there were additional single-occupancy restrooms

beyond the main restroom bank. Schultz confirmed that the design included

a single-occupancy restroom, a women’s restroom on the left side, and a

men’s restroom on the right side.

Mayor Jadwin noted that Jefferson Golf and Country Club, which

accommodates more people than the Senior Center, had fewer restrooms in

the women’s room than the planned Senior Center. McGregor asked if

Jefferson had more than four fixtures. Jadwin replied that she believed

Jefferson’s restroom had three fixtures but was not certain.

Councilmember Padova asked for clarification about the construction photo

showing the brick wall, confirming that the brick wall was part of the original

building and that the new construction extended beyond that point. Schultz

confirmed that the brick wall was part of the original building and that the

new construction extended beyond it. Padova then asked about marked

parking spots near the Senior Center, specifically whether those spots were

designated for Senior Center use only. Schultz explained that those spots

were marked for limited mobility but were not enforceable, similar to veteran

or expecting mother parking spots at grocery stores. He added that the

facility would have a members-only rear entrance accessible through a

secure badge system for Senior Center members. Seniors could park near

the back entrance and access the facility directly, while general visitors will

need to enter through the front entrance. Schultz noted that additional limited

mobility and handicap spots would be available closer to the building but

were not shown on the site plan. Padova asked if the gated staff parking

area would accommodate all city staff vehicles. Schultz confirmed that staff

could park in the gated lot or in the front lot. Padova inquired whether the city

discussed marking the rear lot specifically for Senior Center parking. Schultz

stated that the city had not discussed that option. He explained that without a

badge to access the back door, the general public would be unlikely to park

there since they would need to walk around the entire building to enter. He

also mentioned that a monument sign would direct staff, members, and

delivery vehicles to the correct entrances. Padova agreed that general

visitors would likely park in the front lot and stated that Senior Center

members would know to use the back entrance. Schultz confirmed that staff

who used the back entrance would park farther away from the limited

mobility spots to keep those spaces available for seniors.

Councilmember Padova asked whether the city evaluated the need for a

covered entrance at the Senior Center, noting that this issue was raised by

seniors. Schultz reported that the city had previously evaluated the need for

a covered entrance but decided against it due to budget and design

constraints. However, following feedback from the senior community and a

recent request from Mayor Jadwin, the city asked the project’s architect to

reevaluate the possibility of adding a covered entrance. Schultz stated that

any covered structure would need to avoid obstructing emergency vehicle

access. He explained that a proposed design would extend the canopy to the

curb line, covering the entrance door but not extending far enough to protect

the driver’s side of a vehicle. Padova asked if seniors or senior living facilities

had been consulted about the need for a covered entrance. Schultz

confirmed that he presented to senior groups and the Gahanna Active

Seniors Advisory Committee multiple times. He noted that the issue was

raised frequently and that the city was working with the architect to explore

feasible solutions. Padova expressed her hope that the city could

accommodate the seniors’ request for a covered entrance. She thanked

Schultz for the detailed presentation and stated that the Senior Center would

be a valuable community asset. Schultz agreed, noting that the new Senior

Center would provide a significant improvement in both size and quality

compared to the current facility. He emphasized that the design would

support multiple simultaneous events and offer a comfortable, high-quality

environment for seniors and the broader community. Schultz highlighted that

the facility could also host events such as graduation parties, weddings, and

banquets, and could accommodate city meetings and other public

gatherings.

Councilmember Jones inquired about staffing considerations for the new

Senior Center. She recalled previous discussions regarding the need for

increased maintenance and cleaning staff and asked if additional staffing

would also be necessary given the expanded use of the facility for events

such as banquets. Senior Director Schultz acknowledged that the

operational model for the new Senior Center would change from the current

setup. He explained that currently, renters who use the Senior Center or

clubhouse receive a badge, enter the facility independently, and set up their

own event spaces. In the new facility, staff would be on-site during rentals,

and room setup would be handled by city staff as part of the rental

agreement. Schultz added that the Recreation Department was currently

evaluating changes to the senior programming model, including the potential

for evening programs. He also noted that staffing plans for the entire facility,

including custodial services, were still under review. Schultz mentioned that

Administrative Services was assessing whether new staff roles should focus

solely on janitorial duties or also include responsibilities for room setup and

event turnover. He explained that this assessment would guide future

staffing recommendations.

Vice President Weaver expressed support for a covered entrance at the

Senior Center, aligning with earlier comments from Councilmember Padova.

Weaver requested information about potential alternative solutions for the

covered entrance and asked for clarification on the process for funding such

a project. He inquired whether funding would come from contingency funds

or require a supplemental budget request. Schultz explained that the design

and cost of the covered entrance was not fully determined. He stated that

the project would likely cost six figures, though the exact amount remained

uncertain. Schultz noted that the design would need to complement the

overall aesthetic of the building, which would increase costs. He mentioned

that elements such as steel footers, lighting, and safety bollards would

contribute to the project's expense. Weaver requested that Council be given

an opportunity to review potential design options and costs before a final

decision was made. Schultz confirmed that he would provide updates as

more information became available.

3. Senate Bill 104 - Regarding Local Regulation, Taxing of Short-Term

Rental Properties

President Bowers reported that the Ohio Municipal League issued a call to

action late the previous week, requesting testimony in opposition to Senate

Bill 104. The bill, proposed by a state senator who does not represent the

district covering Gahanna, aimed to preempt local regulation of short-term

rental properties. Bowers explained that the bill would limit the ability of local

governments to develop tailored solutions for housing issues. She stated

that Vice President Weaver and she discussed testifying against the bill at

the Local Government Committee hearing, scheduled for Wednesday, March

12, 2025, at approximately 2:30 p.m. She also noted that Mayor Jadwin

planned to testify in opposition to the bill in collaboration with the Central

Ohio Mayors and Managers Association (COMMA). Bowers stated that the

testimony would focus on the importance of allowing local governments to

create community-specific regulations. She expressed concern about the

bill's disparate treatment of short-term rentals compared to the city’s existing

rental registration framework. She also voiced concerns about the potential

impact on housing availability for middle-income and working families, noting

that commoditizing housing could reduce the supply of available housing

stock. Bowers invited feedback from Councilmembers and encouraged them

to email her, Weaver, or Mayor Jadwin with any additional points they

wanted included in the testimony.

Vice President Weaver thanked President Bowers and Mayor Jadwin for

their advocacy on the issue. He expressed concern about the ongoing

challenges faced by local governments and appreciated their efforts to

protect local authority.

ITEMS FROM THE DEPARTMENT OF ENGINEERING:

RES-0011-2025

RESOLUTION DECLARING THE

OFFICIAL

INTENT

AND

REASONABLE EXPECTATION OF THE CITY OF GAHANNA ON

BEHALF OF THE STATE OF OHIO (THE BORROWER) TO

REIMBURSE ITS 3230-OPWC FUND FOR THE CC17AA / CC18AA,

TAYLOR STATION ROAD AND CLAYCRAFT ROAD ROUNDABOUT

WITH THE PROCEEDS OF TAX-EXEMPT DEBT OF THE STATE OF

OHIO

Tom Komlanc, Director of Engineering, reported that the city was working

toward financial closeout of the Taylor Station-Claycraft roundabout project,

which was funded through a grant and loan from the Ohio Public Works

Commission (OPWC). He stated that the city applied for the funding in 2022,

received confirmation of the award in 2023, and completed construction in

2024. Komlanc explained that the loan portion of the funding totaled

$751,000 and carried a 0% interest rate over a 10-year period. He noted that

finalizing the loan would secure the funding terms for the project.

Vice President Weaver remarked that securing a 0% interest loan was

unusual and expressed appreciation for the favorable terms. Seeing no

further questions or discussion, Weaver confirmed that the item would

proceed to the consent agenda for the meeting on March 17, 2025.

Recommendation: Introduction/Adoption on Consent Agenda on 3/17/2025.

ORD-0008-2025 AN ORDINANCE TO REPEAL AND REPLACE THE CITY OF

GAHANNA CODIFIED ORDINANCES CHAPTER 903 - SIDEWALK

CONSTRUCTION,

MAINTENANCE,

AND

RENEWAL;

AND

DECLARING AN EMERGENCY

Director Komlanc presented a request to repeal and replace Chapter 903 of

the city code, which addresses sidewalk maintenance and repair. Komlanc

explained that under Ohio Revised Code Chapter 729, adjoining property

owners are responsible for sidewalk maintenance, upkeep, and repair. The

city previously passed several sidewalk ordinances, most recently in July and

August of 2023. Those ordinances modified the criteria for sidewalk

maintenance and established a cost-share program to provide financial relief

for low-income and fixed-income homeowners, as well as property owners

with corner or double-wide lots. Komlanc stated that as the city implemented

the updated ordinance, issues arose related to development and

redevelopment activity. Specifically, small residential projects like home

additions or backyard improvements, such as decks or sheds, were

triggering requirements for sidewalk repairs, which was not the intent of the

original ordinance. The proposed repeal and replacement aimed to reduce

that burden and clarify the sidewalk maintenance requirements.

Vice President Weaver raised a question about Section 903.3(d), which

addressed the replacement of driveway aprons and adjacent sidewalk

panels. He asked whether the city or the property owner would bear the cost

of repairing adjacent sidewalk panels if city-initiated work impacted the

apron. Komlanc clarified that if a homeowner replaced a driveway or apron,

they would be responsible for ensuring the adjacent sidewalk panels were

compliant with ADA and PROWAG (Public Rights of Way Accessibility

Guidelines) standards. If city-initiated work, such as a water line repair,

affected the apron or adjacent sidewalk panels, the city would cover the cost

of those repairs.

President Bowers asked whether a permit would require an evaluation of the

sidewalk and apron if a homeowner stopped driveway work at the sidewalk

line. Komlanc explained that the public right-of-way typically extends one foot

behind the sidewalk, so work performed on the driveway up to the sidewalk

would trigger a permit requirement. If the sidewalk was in disrepair, the

homeowner would be responsible for fixing it as part of the permit process.

Bowers asked whether this requirement represented a departure from

current practice. Komlanc confirmed that it was consistent with the existing

code, but the new provision would clarify when sidewalk repairs were

required. Senior Director Schultz added that the provision ensured sidewalks

were in good working order. He explained that if a homeowner repaired a

driveway and the sidewalk panels through the driveway were in poor

condition, the city would require the homeowner to fix them at the same time.

However, if a homeowner was only making backyard improvements,

sidewalk repairs would not be required.

Vice President Weaver sought clarification on whether homeowners would

have to fix the entire sidewalk or just the panels within the driveway.

Komlanc explained that the city followed Columbus’s guidelines, which

required the repair of the two adjacent panels, as vehicles tend to put

additional stress on those sections.

Councilmember McGregor asked if driveway panels were poured differently

from standard sidewalk panels to account for vehicle weight. Komlanc

confirmed that driveway panels were thicker to handle the load from

vehicles.

Vice President Weaver asked whether the city would assume the cost of

repairing driveway aprons and adjacent panels if city-initiated work, such as

street maintenance or water line repair, affected them. Komlanc confirmed

that if the city performed work that impacted the apron or adjacent sidewalk

panels, the city would cover the cost of the repairs.

Councilmember Padova sought clarification on whether homeowners would

need to repair all sidewalk panels in front of their property or just the panels

within the driveway. Komlanc explained that the requirement would apply

only to the two adjacent panels within the driveway unless the entire

sidewalk was in disrepair.

President Bowers asked whether the city would notify contractors who

regularly work on residential projects about the changes to the ordinance.

Schultz stated that the new ordinance would primarily affect property owners

making improvements to their homes rather than contractors focused solely

on concrete work. He noted that the city would notify applicants of sidewalk

repair requirements during the permit review process. Bowers commented

that the revised ordinance would likely increase the cost of driveway projects

by 20% to 25%, since homeowners would need to budget for adjacent

sidewalk repairs. Schultz expressed reservations with the assertion.

Councilmember McGregor asked whether a permit for a backyard

improvement like a shed would require a sidewalk inspection. Komlanc

clarified that the current code triggered a sidewalk inspection for any

improvement, including backyard work. The revised ordinance would remove

that requirement, limiting the sidewalk repair trigger to front-of-house

improvements such as driveway replacement or apron repairs. Schultz noted

that this change would address complaints from homeowners who had been

required to fix sidewalks while making unrelated backyard improvements.

Vice President Weaver noted that the request included an emergency clause

and asked about the rationale for that designation. Komlanc explained that

the emergency clause was necessary due to pending right-of-way permit

applications and the upcoming construction season.

President Bowers asked if any current driveway permits would be affected by

the updated ordinance or if the city would continue to apply the existing code

until the new ordinance was enacted. Komlanc anticipated that new permits

would begin to reflect the updated ordinance once it was enacted.

Recommendation: Introduction/First Reading on Regular Agenda on 3/17/2025;

Second Reading/Adoption with Emergency on Consent Agenda on 4/7/2025.

ITEMS FROM THE CITY ATTORNEY:

ORD-0009-2025 AN ORDINANCE TO AMEND THE CODIFIED ORDINANCES OF THE

CITY OF GAHANNA CHAPTER 147 - BOARD OF ZONING AND

BUILDING

APPEALS,

CHAPTER

770 -

PROPERTY

APPEALS

BOARD, AND CHAPTER SECTION 1117.09 - APPEALS

City Attorney Tamilarasan presented an ordinance to address

inconsistencies in the city code related to appeals processes and filing fees.

Tamilarasan explained that the ordinance targeted three different sections of

the code, all of which governed procedural aspects of appeals. She stated

that the proposed changes aimed to create consistency in the timelines,

standards of proof, and expectations for appellants and appellees when

cases were referred to the Property Appeals Board and the Board of Zoning

and Building Appeals. Tamilarasan noted that the current code contained

variations in language and procedure depending on which board handled the

case. The proposed ordinance would standardize these processes to align

them with current practices and ensure consistency across all sections of the

code. She added that the ordinance was being introduced alongside the

Chapter 903 changes because the 903 section referenced the appeal

process. Tamilarasan indicated that the ordinance would resolve any

conflicts between the two sections and improve procedural clarity.

There were no questions from Council.

Recommendation: Introduction/First Reading on Regular Agenda on 3/17/2025;

Second Reading/Adoption on Consent Agenda on 4/7/2025.

Returning for further discussion:

RES-0005-2025

RESOLUTION

POPULATION AND SELECTION OF SUCCESSOR MEMBERS OF

THE BOARD OF TRUSTEES FOR THE GAHANNA NEW

COMMUNITY AUTHORITY

DETERMINING

THE

PROJECTED

TOTAL

City Attorney Tamilarasan presented the item, explaining that the resolution

was updated following previous Council feedback about aligning more

closely with statutory residency requirements. Council expressed a desire to

ensure that board members would consist of residents from the district. After

consulting with the New Community Authority

(NCA) board counsel and the developer, Tamilarasan reported that concerns

was raised about the capacity of residents to manage board responsibilities

during the construction phase. Until the board becomes fully operational with

a clear understanding of expenses and income, the developer and Council

appointments should not be restricted to district residents. Tamilarasan

proposed adding a sunset clause to revisit the resolution in approximately 12

to 18 months, allowing Council to reassess the appropriateness of the

residency requirement once construction is complete.

Councilmember McGregor asked who would pay the NCA fees - the property

owners or the residents. Tamilarasan clarified that property owners would

bear the cost. McGregor then questioned why property owners, rather than

residents, would serve on the board. Tamilarasan explained that the statute

anticipates a gradual transition where board members would be replaced

with residents as residency increases in the community. During the initial

phase, developer-appointed members with subject matter expertise would

guide the process to ensure stability and informed decision-making.

President Bowers supported the sunset clause, agreeing that Council should

reevaluate the board’s composition once the district’s development reaches

completion. Bowers noted that while tenants would not directly pay the NCA

fee, it would likely be passed down through rent, giving tenants a stake in

how those funds are managed. She suggested that a hybrid model involving

both tenants and property owners could be appropriate once the project is

fully operational.

Vice President Weaver agreed that revisiting the resolution within 12 to 18

months seemed reasonable, deferring to Tamilarasan’s judgment. Weaver

confirmed that the resolution would be included on the consent agenda for

the March 17, 2025, meeting, though it would require a slight amendment to

incorporate the sunset clause. Tamilarasan stated that the revised language

would be circulated the following day, March 11, 2025.

President Bowers noted that Council would need to reappoint two NCA

appointees at the March 17, 2025 meeting since their terms were expiring.

She suggested aligning those terms with the interim resolution period of 18

months. Tamilarasan clarified that current appointments were staggered,

with initial terms of one or two years to ensure continuity. Moving forward, all

appointments would be for two years. Bowers recommended revisiting the

resolution within 12 months rather than 18 months to align with the expiration

of the current terms. Tamilarasan supported this adjustment, noting that it

would allow Council to reassess the board’s composition more promptly.

Councilmember Jones asked when residents would begin to occupy the

district and become eligible for board membership. Tamilarasan explained

that this depended on the progress of construction and committed to

following up with the developer for more information.

Vice President Weaver confirmed that the resolution would remain on the

consent agenda unless further clarification was needed. Tamilarasan stated

that the updated language would be circulated promptly.

Recommendation: Introduction/Adoption on Consent Agenda on 3/17/2025.

ITEMS FROM COUNCILMEMBERS:

Councilmembers Padova and Bowers:

RES-0008-2025

JOINT

RESOLUTION

ACTION

AND

WEEK,

PROCLAMATION

MARCH 17-23,

RECOGNIZING

2025, AND

FOOD WASTE

ENCOURAGING COMMUNITY PARTICIPATION IN FOOD WASTE

REDUCTION EFFORTS IN THE CITY OF GAHANNA

Councilmember Padova introduced a joint resolution and proclamation

recognizing Food Waste Action Week from March 17 through March 23,

2025. The resolution encouraged the community to participate in food waste

reduction efforts within the city, including using the compost bins at

Friendship Park and taking simple steps to reduce food waste. Padova

emphasized the importance of maximizing the nutrients from food to support

future growth and invited questions from Council.

Councilmember McGregor shared an example from Belgium, where the city

of Antwerp provided free chickens to residents - two or three per family -

along with educational materials on chicken care. Residents were required to

keep the chickens for at least two years to produce eggs rather than

harvesting them. The chickens helped reduce food waste by consuming food

scraps, which in turn decreased the amount of waste sent to landfills. The

chicken manure also served as effective fertilizer, and the chickens helped

control pests by eating bugs. McGregor noted that similar programs were

implemented in other Belgian cities, and she found the idea interesting in the

context of food waste reduction.

Councilmember Padova acknowledged McGregor’s comments but clarified

that the resolution did not involve chickens, focusing solely on food waste

reduction and composting.

Mayor Jadwin expressed her support for the resolution and thanked Council

for the opportunity to participate in the joint proclamation. She announced

that Joe Lombardi, Executive Director of SWACO (Solid Waste Authority of

Central Ohio), would attend the next meeting to receive the joint

proclamation. Jadwin praised SWACO’s leadership and partnership in

helping the city advance its food waste reduction efforts.

Councilmember McGregor added that she and her family practiced home

composting for about 45 years. She described how their compost bin, which

stands about five feet tall, fills up with leaves and vegetable matter during

the winter and then decomposes significantly by spring. She emphasized

that home composting is an effective way to reduce waste and create

beneficial soil nutrients.

Councilmember Renner thanked McGregor for her comments, especially

about chickens, noting that he shared her enthusiasm for the topic. He

supported home composting and explained that his family also composts at

home, using a compost spreader on their lawn. He reported that composting

helped maintain a green, healthy lawn without the use of synthetic fertilizers.

Renner emphasized the benefits of composting for both gardens and lawns.

Recommendation: Introduction/Adoption on Consent Agenda on 3/17/2025.

Councilmember Renner:

RES-0009-2025

JOINT

RESOLUTION

AND

PROCLAMATION

RECOGNIZING

TROOP 7456 AS THE FIRST GIRLS TROOP OF BOY SCOUTS OF

AMERICA (BSA) IN THE CITY OF GAHANNA

Councilmember Renner introduced a joint resolution and proclamation

recognizing the first girls' troop of the Boy Scouts of America in Gahanna.

Renner explained that a constituent from the west side had informed him

about the troop’s formation. He admitted that he was not aware that the Boy

Scouts had begun accepting girls and appreciated the opportunity to learn

more about the program. Renner noted that Ike Engel was leading the troop,

with the support of another individual. While the troop was not exclusively

composed of Gahanna girls, the majority of the members were from

Gahanna. Renner announced that Troop 7456 and Ike Engel would attend

the next meeting on Monday for formal recognition.

Vice President Weaver praised the timing of the recognition, noting that it

aligned well with the city's ongoing Women’s History Month celebrations.

Weaver thanked Renner for bringing the resolution forward.

Recommendation: Introduction/Adoption on Consent Agenda on 3/17/2025.

RES-0010-2025 A RESOLUTION RECOGNIZING WORLD WATER DAY MARCH 22,

2025 AND EVERY YEAR THEREAFTER IN THE CITY OF GAHANNA

Councilmember Renner introduced a resolution recognizing World Water

Day, an annual United Nations observance focused on the importance of

freshwater. Renner explained that the resolution was a natural fit for

Gahanna, given the city’s deep connection to water. He noted that the name

"Gahanna" is a Native American word meaning "three in one," representing

the confluence of the Big Walnut, Rocky Fork, and Sycamore Run. Renner

highlighted the city's ongoing efforts in stormwater management and

conservation, including partnerships with Franklin Soil and Water and the

implementation of best management practices. He stressed that climate

change is increasing the frequency and intensity of storms, making it critical

to infiltrate stormwater above minimum standards to reduce flooding and

improve water quality. Renner pointed out that runoff from buildings and

streets introduces pollutants like oil and debris into waterways, underscoring

the need for more advanced stormwater management. The resolution aimed

to recognize stormwater management as a crucial tool for protecting water

quality, reaffirm the city’s commitment to sustainable water policies,

conservation efforts, and community engagement in water protection

initiatives, and encourage residents, businesses, and organizations to

participate in activities that promote water conservation and pollution

prevention. Renner stated that passing the resolution would make Gahanna

the first city in Central Ohio to formally recognize water issues in this way.

He noted that both the Ohio Environmental Council and Franklin Soil and

Water supported the resolution and expected representatives to attend the

next meeting. He emphasized that the resolution would also support the

city’s ongoing environmental initiatives and create opportunities for new

partnerships with local, regional, and state organizations. Renner expressed

hope that the resolution would lead to a green infrastructure project,

particularly on the west side, to help address flooding issues.

Councilmember McGregor supported the resolution and suggested including

an article in the Uniquely Gahanna publication or a city water bill insert to

educate residents on the differences between sanitary and storm sewers.

McGregor noted that many residents mistakenly believe all sewer water is

treated, while storm sewer runoff flows directly into local waterways. She

referenced a former mural at Creekside that illustrated this concept.

McGregor also highlighted Design Outreach, a Gahanna-based company at

Johnstown and Stygler. The company designs water wells for communities in

Africa and East Asia. The wells, which cost around $15,000 each, use a

bicycle-powered mechanism to draw groundwater, providing clean water to

underserved areas.

Councilmember Renner agreed with McGregor's comments and expressed

frustration over residents blowing leaves and grass clippings into storm

drains. He emphasized that such behavior contributes to pollution and clogs

stormwater systems.

President Bowers thanked Renner for bringing the resolution forward, calling

it a significant and timely initiative for Gahanna. She agreed that stormwater

management is essential for protecting local water quality and reducing

flooding. Bowers supported McGregor's recommendation for a public

education campaign on the topic. Bowers also recommended that the city’s

economic development team incorporate environmental standards into

development agreements. She emphasized that developers should align with

the city’s sustainability goals, encouraging incentives for green infrastructure

and stormwater management in future projects.

Vice President Weaver praised Renner’s leadership and passion for the

issue, thanking him for raising awareness and advancing the resolution.

Recommendation: Introduction/Adoption on Consent Agenda on 3/17/2025.

ADJOURNMENT:

With no further business before the Committee of the Whole, Chair Weaver