| | Enon Strategic Planning (ESP)
Chapter Two
Committee’s Final Report
February 2013
Section 1.0 – INTRODUCTION
1.1 Foreword
In January 1995, the Enon Village Council approved a project known as Enon Strategic Planning (ESP). Its purpose was to examine and set a course for our community’s future. The goals that were defined by the council included five main areas:
1. Increase Community Pride
2. Modest Taxation Levels
3. Affordable Village Services and Products
4. Protection of the Area’s Water Supply
5. Downtown Stability and Viability
The long-range plan took over a year to complete and made a great effort to involve the entire "Enon community” in the project. The ESP final report was presented and adopted by the Enon Village Council in March of 1996, with the report’s final recommendations providing direction for the Village’s ensuing fifteen years. In January 2012, a review concluded that thirty-three of the final reports thirty-nine recommendations had been implemented. At that time a new strategic planning effort for the Enon community was begun. This new effort called ESP Chapter Two was envisioned to use the 1996 final report as a benchmark and build a new strategic planning document with a fifteen year focus toward 2027. To that end, a 2012 Enon Strategic Planning (ESP) committee was formed. The first effort was to completely review all recommendations in the original report and to determine if any new village goals or additional topics should be added in the 2012 effort. In addition, the six recommendations from the original report that were not completed would be included in the new review to determine if they had been over taken by events or if they were still open action items.
1.2 Topics for ESP Evaluation
The subjects examined in the original 1996 report included eight topics. A ninth topic reviewed recruitment of Fire and EMS personnel. The original eight topics were as follows:
1. Police Protection
2. Village Facilities & Equipment
3. Streets and Sidewalks
4. Community Life
5. Water Services
6. Economic Progress
7. Form of Government
8. Growth and Annexation
Of the thirty-nine recommendations made in the 1996 report, the following list includes those areas that were not totally completed to date:
1. Explore cooperative police patrols outside Village Limits
2. Backup protection of Village files and records
3. Develop a street paving plan
4. Develop an identity for Enon and a business district look
5. Completion of the Village’s well field protection program
6. Review the feasibility of annexing surrounding undeveloped land
1.3 Committee’s Direction
With these unfinished recommendations as a launch point, the new committee’s initial meeting in February 2012 explored each topic to determine their relevance in today’s Village of Enon. During this review, it was noted that technology changes made since 1996 could impact all areas of the current review, hence a new topic “Technology” was added to the original topics. In addition, “Community Life” and “Economic Progress” were combined as “Community Living” with a new goal and topic “Community Emergency Planning” emerging as a basic area that should be addressed. In addition to the new goal/topics and combining of two others, the committee noted that a Community Mission Statement and a Community Vision should be developed to help define Enon’s identity. The 1st Tuesday of each month was selected as the target meeting date. All meetings were to be open to the public and would be held at the Enon Government Center at 7:00 p.m. All subject areas were assigned a topic leader and reviewed on a specific pre-advertised date. All community members present at the sessions were encouraged to brainstorm with ideas and each topic leader was responsible to summarize the session. The intent was to make this planning document a “living” document that grew during the group review. The 2012 topics with review dates are listed as follows:
SUBJECT DATE
Technology March
Village Facilities & Equipment April
Street and Sidewalks May
Police Protection June
Growth and Annexation July
Water Services August
Emergency Planning September
Commnity Living October
Form of Government November
1.4 Mission Statement
During the committee’s initial meetings, it became clear to the members of Chapter Two ESP effort that we should attempt to capture the essence of Enon’s goals through a mission statement for the community. A mission statement generally supports organizational goals and generally defines a purpose, duty, calling or commitment. A review of other community mission statements, combined with an assessment of our community values and history yielded the following mission statement:
The Village of Enon is committed to excellent quality of life for all in our community while maintaining the “hometown qualities” that brought families to Enon.
1.5 Vision Statement
The committee also fine-tuned several ideas to define a vision statement for our community. A vision statement outlines what an organization wants to become or be perceived as in the future. It normally focuses a common idea, image of excellence, or positive overlook into a statement that supports its mission. The following appears to support Enon’s mission statement and strategic goals:
Striving for excellence, the Village of Enon will promote community, hometown pride, fiscally sound policies, efficient services, a safe environment, and ethical leadership.
SECTION 2.0 - - TOPIC DISCUSSION AND SUMMARIES
2.1 TECHNOLOGY
2.1.1 DISCUSSION
The session on technology concluded that although the Village of Enon had replaced equipment on an as-needed basis, that in fact the Village was one step beyond using typewriters. The Village Hall was operating without a network in place. Hence items typed at one location had to be often manually loaded onto another media for printing, storing or for presentation. Overhead projectors were still the only method for presenting information to the Council or for public review. Village billing and payments were manual operations and payment of bills or fees could not be done from home computers. Paper files and records storage problems discussed in the 1996 report were now compounded in a 2012 digital world.
2.1.2 BRAINSTORMING
Brainstorming sessions can be extremely creative sessions if ideas are presented without a lot of discussion on each idea. A key to success is to get all involved in the process and make sure all feel safe in presenting their ideas. After ideas are compiled, they may be evaluated and conclusions may be developed. A list of brainstormed ideas in the technology session were as follows:
Presentations from lap top through projection TV
GPS link to County/Village emergency units
WIFI or server system throughout village buildings
Cloud type data storage system
Seamless water reading-billing-payment
Data link from water treatment plant to village hall
E-Locks for Village buildings
Outside power supply keyed to power losses
Constant voltage Power Supply
Satellite phone for emergencies
2.1.3 CONCULSION
The committee noted that as we entered the digital age, that the Village of Enon had not built a seamless operation nor provided a secure method to store files and records. To do so may require the Council to make use of an outside company that specializes in developing a seamless administration, police management, and water product concept. Underlining this concept would be networked computers, printers, GPS tracking devices and projection equipment linked to an adequate secure data storage system.
2.1.2 RECOMMENDATIONS
1. The Village Council should make use of an outside company to design and install a seamless operational computer/data handling system with secure file and record storage for the Village of Enon.
2. The Village of Enon should explore the purchase of one satellite phone for emergency situations, to be used when conventional landlines and cell towers have become non-operational.
3. The Village of Enon should consider installing an electronic lock system that could be re-coded in place of today’s “change of the locks” manually. Key card type keys could be used for key entry and information could be collected to know who had entered a building with a time code.
4. The Village of Enon should purchase an external power supply for emergency use by the Enon Government Center. Internal to the Government Center, the unit should have an uninteruptable power supply to assure sensitive computer storage devices do not have a power change during changeover from commercial power to the external power source
2.2 VILLAGE FACILITIES & EQUIPMENT
2.2.1 DISCUSSION
The committee reviewed village facilities and equipment future needs through a presentation from the Village Administrator followed by a group session that attempted to extract daily replacement items from future requirements. The group realized that any list of needed facility or equipment needs might overlap items discussed in the technology section.
2.2.2 BRAINSTORMING
Utilizing the Village Administrator’s list of needs and a group brainstorming session produced viable requirements in both facility and equipment areas.
Keyless Entry – Advantages – no keys, no re-keying, simple re-coding upon employee end-of-employment & entry log generation
Property/land acquisition – future growth immediately around current village office building with expand parking capability
Relocation of Village police offices – possibly across the street if facility
growth is necessary permitting the present building use for a shelter/safe area
in emergency events with consideration of the addition of a full-sized kitchen
facility to support emergency use
Pole barn to shelter village equipment
Bucket truck – Increasing Village special event decorating may out-strip
capability of shared use of aging Township bucket truck, necessitating acquisition
Shelter house or enclosed facility for Enon Park – would permit expanded utility of the park for community functions
Expand Enon Park vehicle parking – possible paving surface in front of the
present skate facility within park boundaries
Develop Well #5 – future increased water acquisition from surrounding entities might necessitate this effort – location undetermined
Computer replacement – currently replace one computer a year.
Wireless Internet – wirelessly link equipment within the present village offices.
Texting capability – under controlled use, beneficial tool for short business-related messaging; Sprint/Verizon options
2.2.3 CONCLUSION
The items wireless internet, keyless entry and computer replacement are also listed in technology needs, hence they should be considered a part of a needed village network development. Computer replacement may be ongoing with the provision that new equipment purchased (including printers, storage devices,..etc) should be capable of network applications. The remaining items appear to be viable future needs of the village and each should be fully explored. A couple of the items (texting capability and purchase of a bucket truck) are more short term and require only a council funding decision. The
remaining items on the list of facility and equipment needs are longer-range and should be seriously assessed for future funding.
2.2.4 RECOMMENDATION
The village of Enon should use the items listed above and define a facility and equipment plan. This plan should both layout a time line for purchases and a should-cost for future budget considerations. Although, land acquisitions depend on when property become available, it is imperative that the Village Council determine which properties they wish to acquire in the future to meet community needs.
2.3 STREETS AND SIDEWALKS
2.3.1 DISCUSSION
Developing a street-paving plan was one of the six recommendations from the original report that was not fully completed. Hence, one of the first orders of business of the current effort was to develop a plan that reflects the conditions of Enon streets. This plan was developed within the Village Streets and Sidewalks Committee and presented to the Chapter Two ESP team and the Enon Village Council. This street condition report indicated streets in need of current year attention, plus could be used to formulate future out-year efforts. A yearly review by the Village Streets and Sidewalks Committee could adjust priorities as urgent needs change the order of street repair.
2.3.2 BRAINSTORMING
The brainstorming session for streets and sidewalks considered safety, traffic pattern changes, under speed vehicles, pedestrian walking paths, bike paths, and future sidewalk needs. Ideas discussed during the streets and sidewalks session included the following topics:
Sidewalks between Indian Valley School and Galloway Park would create a sidewalked path that extends from Enon Park to Galloway Park.
The Village acquired land at the end of Cardinal Dr. to construct its second water storage tower a few years ago. In doing so, the Village now owns a corridor of land along the south bank of Mud Run Creek that extends from Cardinal Dr. toward Hunter Rd. In addition, the Village and Mad River Township developed Galloway Park on the north side of this creek. The Village could develop this corridor as a walking/bike path and construct a pedestrian bridge along side the Hunter Rd. bridge to connect the walking/bike path to Galloway Park.
Rules and regulations that govern the operation of under speed vehicles or green vehicles on Enon streets are required.
The speed limit on Broadway Street is 25 MPH in both east and west directions from S. Pleasant St. to approximately 251 Broadway. Since the Enon Village boundary is down the center of Broadway St. from 251 Broadway to 420 Broadway, the speed limit going east between these addresses is 25 MPH while the speed limit going west between these two points is 55 MPH. To alleviate this unsafe/confusing condition, the Village of Enon could annex the area from the center of the street to the south edge of the street easement. The Village could then establish a speed limit for Broadway Street to make this entrance/exit to Enon consistent with all other streets entering or exiting the Village.
The Village of Enon is working with the Clark County Transportation Coordinating Committee as a public transportation system is developed to serve Clark County.
Currently, “no right turns on red” are allowed at the intersection of Main St. and Xenia St. at any time. Historically, the “no right turn on red” decision was based on the intersections close vicinity to Enon Elementary School and the angles of the intersecting streets. New technology that could display the “no right turn on red” policy for specific times to accommodate school beginning or dismissal is available.
Future improvements and new business developments at the route #444/675 interchange, at the Enon Rd./I-70 intersection, or around any other future annexed location may impact Enon’s traffic flow patterns.
Enon’s connection to a future Lower Valley bike path, future Mad River bike path, or a connection to the current Springfield - Xenia bike path would connect Enon to the major bike paths in our area.
CONCLUSION
The maintenance of Enon’s streets has always been a priority of the Village Council. With the development of the road condition summary, immediate concerns and out-year projects can be highlighted. Correcting the unusual speed limit situation on Broadway St. will remove an unsafe/confusing roadway condition. Likewise, a review of the “no right turn on red” at the Main St/Xenia Dr. intersection will either confirm the original decision or possibly make changes to utilize new technology signage. Sidewalk expansion, Mud-Run Creek walking/bike path, and Mud Run Creek pedestrian bridge would provide a walking corridor thru the Village. The Village should continue to be proactive to regulate under speed vehicles on it streets, support new bike/walking path developments that serve Enon, and manage changes in traffic flow as developments occur at the 444/675 or I-70/Enon Rd intersections or on major thruways.
2.3.4 RECOMMENDATIONS
1. Develop a sidewalk from Indian Valley School to Galloway Park.
2. Develop a walking/bike path along the south bank of Mud Run Creek from Cardinal Dr. toward Hunter Rd. and construct a pedestrian bridge to Galloway Park.
3. Define rules and regulations for operating under speed vehicles on Enon streets.
4. Initiate legal action to annex the south side of Broadway St. to the street easement line from approximately 251 Broadway to 420 Broadway and establish a 35 MPH speed limit for both north and south lanes of Broadway St. between 251 Broadway and the 420 Broadway/Village boundary. The existing/posted speed limits west of the 251 Broadway St. address will not be affected by this annexation. Within Village boundaries, Rebert Pike, Fairfield Pike, Enon Rd., Stine Rd., Xenia St., Hunter Rd. and Main St. currently have 35 MPH speed limits. By establishing the 35 MPH speed limit on this section of Broadway St., the Village would have consistent speed limits that govern all Village entrance and exit streets.
5. The Village should determine when other sidewalks are necessary to incorporate Enon Parks and Enon streets into a productive transportation system for walking, cycling or any other modes of transportation which would connect Enon with current bike paths or future bike paths.
6. Review the conditions which established the “no right turn on red” rules for the Main St. and Xenia St. intersection, assess if new technology signage might align “no right turn on red” rules with school beginning and dismissal, or confirm that the original decision establishing the “no right turn on red” at this intersection is merited considering driver visibility toward Enon Elementary School has been improved with the construction of Settlers Park and widening of Main Street.
7. Continue Enon’s participation with Clark County as public transportation is defined, bike path projects are prioritized, and changes in traffic flow effect life in Enon.
2.4 POLICE PROTECTION
2.4.1 DISCUSSION
A recommendation from the 1996 ESP report to explore cooperative police patrols outside Village limits was one of the six issues that has not been totally resolved. The Village of Enon is unique in that many families have Enon mailing addresses, “864” phone numbers, drink water from Enon’s water system, and have children who attend schools located in Enon; but they do not actually live within the village limits of Enon. Enon’s Police Officers and Clark County Sheriff’s Deputies have an excellent working relationship and often serve as backup to one another; yet Enon officers do not have the authority to respond to call outside the Village boundaries, while the Sheriff’s Deputies can respond to calls anywhere within Clark County.
2.4.2 BRAINSTORMING
The 2012 ESP effort reviewed several ideas to improve policing in our community. The following issues were highlighted during the team’s brainstorming session:
Taxpayers of Enon expect police officers to provide 24 hour/7 days a week service to assure Village safety. There are occasions when officers leave the Village to transport prisoners, assist other departments, or testify in court proceedings; and Enon is left without a patrolman in the Village.
Enon’s policy of part-time officers has saved money, yet for many years the Village has seen some very good officers leave when they find full-time jobs.
Communication/radio systems are the link that connects officers/backups with dispatchers, other officers, and management. A new generation of communications devices will greatly improve police efficiency.
Proper training of police officers is necessary to provide a community with the most professional and effective police department.
Police cruisers are the working offices of a police department. Proper maintenance, timely acquisition of new vehicles, and incorporation of efficient operational technologies into vehicles is essential.
Community outreach and continuing to improve working relationships with other agencies is necessary to build public and professional confidence in any police department.
A dedicated police building/facility with covered parking would provide shelter for the vehicles and provide space for department operations today and into the future.
2.4.3 CONCLUSION
Since the mid 1980’s, when the citizens of Enon voted its initial Police Levy, the taxpayers of our Village have expected to have a 24 hour/7 days a week police department. Police operations in Enon and throughout our nation have changed by national policy creating “Cops Fast” funding, changes following the “Oklahoma City Bombing” of the Federal Building, the “Sept 11, 2001” attack on our Country, and locally with the 1/1/2011 shooting at Enon Beach. Citizens depend on and expect policeman to be always ready to provide the services that keep them safe, plus respond to emergencies. Police Departments depend on community funding, public co-operation, and “Neighborhood Watch” type programs to be able to best help those who need their services. Mutual confidence between citizens and their police department is essential for any department to achieve excellence. A recognized measure of excellence is when a police department receives certification from the Commission on Accreditation for Law Enforcement Agencies (CALEA).2.4.4 RECOMMENDATIONS
1. The Village of Enon Police Department should establish a goal to become certified by CALEA.
2. Plans should be formulated to provide a dedicated Police Department facility
with covered parking to provide shelter for the automobile fleet.
3. The manpower allocation for the Enon Police Department should include four
or five full-time officers with support from a dependable staff of five to six part-time officers.
4. The Village of Enon should attempt to have at least one officer on duty in
Enon at all times.
5. Communication and technology initiatives should continue to be a priority for the Enon Police Department.
6. Cruiser replacement, officer training, personal protection items should remain a priority when budgets are defined.
7. Insure that the Police Department receives all consideration when any updates, modifications, remodeling or large purchases are initiated by the Village Administration in order to provide parity for the operation of the Police Department.
2.5 GROWTH AND ANNEXATION
2.5.1 DISCUSSION
One of the six recommendations from the 1996 ESP Report that has not been completed was to review the feasibility of annexing surrounding undeveloped land. The 1996 committee looked at all the ground surrounding the Village as far a Mad River to the County line, and from Fowler Rd. to Fairborn. A 2012 review of this same land yields the following: (1) Land west of the Village toward Fairborn has been mostly developed as Hunters Glen, assisted living facilities, or private business ventures. (2) Land east of the Village toward Fowler Rd. is still undeveloped. (3) Land north to the Mad River has mostly been developed as corporate headquarters. (4) Land south of Houck Meadows to N. Enon Rd. is beginning to be developed, while the land to the east of Houck Meadows has not been developed except for the Leffel Farms edition along Fowler Rd.
2.5.2 BRAINSTORMING
The brainstorming session noted that undeveloped land around Enon has been decreasing since the 1996 ESP Report. In fact, the final recommendation of that 1996 report focused mostly on the farmland north and west of Enon. That land is no longer undeveloped land. Hence the following brainstorming ideas are very limited.
Only land directly adjacent to Enon Village limits may be considered for annexation to the Village.
Farmland east of the Village bounded by Broadway Rd. to Fowler Rd. to N. Enon Rd. has only limited development.
Leffel Farms is developing lots along Fowler Rd. on both the north and south directions above and below Fairfield Pike.
A street has been developed on the eastern side of Mud Run Rd. and currently two homes have been built on that road.
2.5.3 CONCLUSION
Undeveloped land that was identified in the 1996 ESP Report has mostly been developed. The land east of the Village bounded by Broadway Rd.; Fowler Rd.; and Rebert pike, and the land directly east of Indian Valley Estates to Fowler Rd. maybe some of the last truly undeveloped farmlands around Enon. In addition, there are two smaller undeveloped land sections to the east of both Houck Meadows I and II. Lands to the south of Houck Meadows to N. Enon Rd. could develop, but probably not within the net 15 years.
2.5.4 RECOMMENDATIONS
1. Continue to monitor development of the farmland bounded by Broadway Rd., Fowler
Rd., and Rebert Pike: plus continue to monitor development of the farmland directly
east of Indian Valley Estates between Fowler Rd. and the Village limits. The owners
of these parcels do not wish to be annexed to the Village at this time. They desire to
keep those parcels operating as farmland.
2. The two parcels east of Houck Meadows will most probably be developed within the
next 15 years and could: (1) be annexed before development begins or (2) make the
annexation of such parcels a condition to the developers if they wish to connect to
the Village of Enon water supply.
2.6 WATER SERVICES
2.6.1 DISCUSSION
Completion of the Village’s well head protection program was another one of the recommendations from the 1996 ESP Report that has not been fully completed. Well head protection is a never ending task that starts the instant a community develops a well field and continues throughout the life of that field. Hence Enon’s two well fields require two well head protection programs that integrate as one when water from the fields mixes, is treated, stored, and distributed for citizens use and consumption.
2.6.2 BRAINSTORMING
Brainstormed idea suggested the following:
Enon’s wellhead protection program is essential as our Village is a provider to
not only our residents but also many Clark County customers.
Water supply lines operate most efficiently when they are looped to assure water
pressure is available to customers and for fire safety. Thirty-one stubbed water lines have been identified in Enon’s distribution system.
Reading water meters is a time consuming task that could be improved by remote sensing equipment that could both determine water use, plus isolate system leaks.
Enon operates two well fields with 7,000 residents consuming 569,000 gallons per average day. Enon’s water plant is designed for 1,500,000 gallons per day.
2.6.3 CONCULSION
Wellhead protection, looping system supply lines, and improved meter monitoring could improve water supply and assure it is efficiently provided to all customers. Water is one of Enon most important resources and its protection is essential to the quality of life we enjoy in the Village of Enon.
2.6.4 RECOMMENDATIONS
1. The Village Water Committee should prioritize water supply lines that are not looped and determine the most efficient method of looping. That information should be provided to the Village Council for future action. The current ESP effort identified thirty-one water lines that stub into dead-ends.
2 The Village should install remote meter monitoring equipment with a capability to signal the Village Water Department in a timely manner if water leaks develop at a resident or along the supply lines.
3. Enon should initiate action to develop a fifth water well adjacent to the #4 well on the 16.59 acres owned by the Village. This is a time consuming process and although capacity of the present system is excellent when compared to plant capabilities, during the next 15 years water demand will most likely increase.
4. This ESP effort suggests that the well head protection committee responsibilities, minimum meetings per year, and reporting procedures be documented in a formal manner by ordnance or other method deemed satisfactory by the Village Solicitor to assure this important function is never neglected.
5. Accomplish a vulnerability/security assessment of the total water infrastructure (personnel, water wells, treatment, storage, and distribution systems). Some of the water distribution lines of the present system have been in use for over 60 years and during the next 15 years may be approaching their useful leak free life.
6. Publicize the regional importance of the Enon Water System as the supplier of 7,000 Enon and Clark County residents. Develop awareness of the importance of Enon’s water system the area quality of life. Educating the public concerning the importance of water to both Enon’s economy and future quality of life cannot be overemphasized.
2.7 EMERGENCY PLANNING
2.7.1 DISCUSSION
Emergency planning was not discussed in the 1996 report. In 2012, it seems most appropriate to address this important subject as weather prediction capabilities have been greatly improved; we have near immediate news reports of violent acts; and the “Sept 11, 2001” attack on our Country have changed our perspective on emergency planning and disaster preparedness. Programs such as the Emergency Management Agency’s (EMA) Hyper-Reach program, NOAA Weather Radio alerts, and our communities newly installed warning sirens have helped our community and residents gain more time to prepare for pending dangers. The current ESP effort was fortunate to have the Director of Clark County’s EMA make a presentation on local emergency planning issues and preparedness.
2.7.2 BRAINSTORMING
During the presentation by the Emergency Management Agency, the ESP team brainstormed several issues the Enon’s governing body should consider as we journey into the next fifteen years.
Emergency/disaster planning is everyone responsibility. We have almost immediate information about accidents involving hazardous material, bad weather, fires, flooding, terrorism, and acts of violence that might affect our nation/state/community/family/self. Being prepared is a necessity.
Social media/Village website or notes on water bills could be used to communicate EMA disaster preparedness tips to families.
All communities have residents with functional needs (hearing problems, senior citizens, mobility, and other special needs) that will need extra help as emergency conditions emerge.
The State of Ohio has had 45 declared disasters between 1953 to 2011.
An emergency/disaster exists when needed resources exceed the resources that are available. Resources might include food, water, shelter, medical assistance, or any special requirement of individuals.
As safe drinking water is extremely important following any disaster, Enon’s 7000 customers depend upon the Village to maintain the integrity of that resource.
Clark County EMA has developed a countywide emergency management plan which covers mitigation of the impact of an emergency condition, portable power supplies for use at priority locations such as sanitary lift stations, and debris removal following the emergency if necessary.
In any community, there are critical infrastructure items that require proactive measures to assure community emergency preparedness. In Enon, these include the Village water pumping, storage, and supply elements; emergency power production for the Enon Government Center; and preservation of first responders communication capabilities.
2.7.3 CONCLUSION
Emergency preparedness is a responsibility that starts at the individual level and extends to community, to state, and to national levels. This said, “All emergencies/disasters begin and end at the local level.” Resource management at all levels is essential, and communications to warn of impending danger is of greatest importance. NOAA Radio, Hyper-Reach telephone alerts, and warning sirens exist to assure individuals and communities have adequate warnings to exercise their emergency plans. Individual and family emergency plans should be developed and practiced to assure if/when an emergency signal is received, all know what to do and where to go. Community police, fire, and other first responders need to be prepared to meet the needs of the public during the emergency and be ready to react in a positive manner in the aftermath of the emergency.
2.7.4 RECOMMENDATIONS
1. An emergency back-up power system should be installed to assure the Enon Government Center has electricity and communications capabilities to work in a positive manner with other first responders during and following an emergency. The need for a generator at the Fairfield pumping station should be evaluated.
2. The Village of Enon Administrator review the Clark Countywide Emergency Plan and determine if it should be adopted by Enon and how a sub-plan for our Village could be defined to identify Enon’s special requirements.
3. Enon’s Police Department should work with Enon Relief and Elderly United to define a list of residents who might need extra help in the event of an emergency.
4. Our Village’s water supply has an emergency generator, adequate storage of water for 24-hours of operation, and several water sampling wells in service. The Village Water Department should assess if any other equipment is needed to assure the integrity of Enon's water system during anticipated emergencies.
5. The Village of Enon should encourage its residents to develop family emergency plans. The plan should be discussed and practiced periodically to assure all know what to do, where to go, and what resources are available for emergency use.
6. The Village Administrator should work with Clark County EMA to acquire emergency planning tips that could periodically be printed on water bills or Enon’s webpage/facebook to help the residents develop their family emergency plans.
7. The Village of Enon should assure Emergency Management Agency education
material is provided to residents concerning planning, reacting, and recovery in the
event of an emergency. “Are you Ready” information packages should be available
at the Enon Government Center for residents to review.
2.8 COMMUNITY LIVING
2.8.1 DISCUSSION
To develop an identity for Enon and a business district look were recommendations from the 1996 ESP Report that were not fully completed. Ohio State University was developing a “studio” course in its City and Regional Planning Department and agreed to help Enon in the current ESP effort by developing inputs to the community living section. A professor and a team of students would make a case study of community living in Enon and document their findings and recommendations in a class report. The ESP team welcomed their interest/support, and our Chapter Two team signed an agreement with the OSU City and Regional Planning Department to assist the students in their research. The OSU student’s final report titled “COMPREHENSIVE PLAN 2013” was presented to members of the Enon Strategic Planning committee on 3 December 2012. A Copy of the Student’s final report is available for public review at the Enon Government Center.
2.8.2 BRAINSTORMING
After a review of Ohio State University student’s final report, a review of the Community Life and Economic Progress sections of the 1996 ESP report, and an open discussion with current Chapter Two team members, the following brainstormed ideas were defined as follows:
The 1996 ESP final report described Enon as a bedroom community with more and more outsiders moving into Enon. At that time, the report noted:
“There is an increase reliance on the automobile—which decentralizes life even more in Enon, which is basically a bedroom community”.
“More and more outsiders have moved into Enon, which continues to grow both as a village and as an area”.
“There is even greater orientation elsewhere for work, recreation, and shopping”.
Not anticipated in 1996, between the 2000 and 2010 US Census, Enon lost population for a first time. The majority of the population loss was isolated to a specific group who in 2000 were 15 to 19 years of age and in 2010 would have been 25 to 29 years of age. In essence, during those years between 2000 and 2010, many of our sons and daughters finished high school left home for college, military service or career opportunities and established residences in other areas.
During the 15 years since the preparation of the initial ESP report, the median age of Enon’s population has increased from below 40 years of age in 1995, to 42 years of age in 2000, and to 48 years of age in 2010. Enon’s median age maybe higher than the state median age, but that is not a real problem, as Enon now has a financially stable population that is enjoying life. The real problem is not that we are all having birthdays, it is more related to the above noted demographic trend impacted by residential decisions of many of our sons and daughters.
Finding jobs after completing college or military service may have contributed to our sons and daughters decision to not return to Enon. The OSU student report noted that of those surveyed, 72% felt that job opportunities in the Enon area were fair to poor.
The loss in the noted population group may have contributed to the 2000 to 2010 decline in Enon’s less than 5 years of age population.
Our Village has not seen a lot of retiring residents moving to Enon to cause the village’s median age to increase, we have infact lost a specific group of younger residents thus somewhat distorting the reason for the median age increase.
Prior to 2000, Air Force families were often moving into Enon. Changes in civilian employment and military assignment policies between 2000 and 2010 may have added to the reduced numbers of entry level personnel working at Wright Patterson Air Force Base and selecting or returning to live in Enon.
Gas prices, housing availability in Enon, new housing construction outside village boundaries, shopping mall locations and job opportunities may have all contributed to the 2000 to 2010 demographic changes.
The OSU students found residents helpful in giving their insight and opinions at public meeting and through surveys and questionnaires. The student report stated:
“Currently, Enon has no official logo or motto, no form of gateway or signage to welcome people to Enon, few places for community gathering events, and little to no design guidelines. A large portion of residents feel that Enon is lacking a strong sense of community pride.” Below are some of their most significant findings:
76% agree with the statement, “Enon is a good place to raise a family.”
74% felt that maintaining the “Small Town” feel was very important to the
livability and long-term well-being of Enon
72% they felt fair or poor about job opportunities
70% disagreed with the statement, “There are places to gather as a
community in Enon.”
67% felt fair or poor about recreational opportunities
65% they felt the establishment of a community identity was important to
the livability and long-term well-being of Enon
62% disagreed with the statement, “Enon has a strong sense of community
pride.”
61% of those surveyed said yes to implementing design guidelines for
future and existing buildings
42% felt fair or poor about the overall appearance of Enon
41% felt excellent about their sense of community
38% felt unsatisfied with Public Information Services
0% of those surveyed said that Enon met most of their primary shopping
needs
The OSU student report stated, “By reading through the statistics summary it can
be seen that a majority of the population feel that a sense of community, the
overall appearance, and the ability to gather as a community are issues that must
be solved."
Additionally, the OSU statistics indicate that a large majority of those participating in the surveys believe that Enon is a good place to raise a family and maintaining the “Small Town” feel was very important. Also, a large majority of those surveyed felt that job opportunity in the Enon area is fair to poor.
In addition to community character, the OSU student report addressed land use,
housing, public facilities & services, water services, natural environment, economic development funding sources, urgent care facility needs, and sewers.
2.8.3 CONCLUSION
If Enon’s median age increase, as a result of the movement of our sons and daughters
to jobs away from Enon and few new families move into the Village, then during the next 15 years, Enon will progress from the bedroom community noted in the 1996 ESP final report to a community with a significant number of retires. This in itself is not a problem as Enon will have a very financially stable population that has paid their dues for many years and deserves our thanks and respect. But, if the trend continues beyond that 2027 time frame, our village may realize a greater decline in population due to life expectancy. From the OSU report, work needs to be done to build a sense of community and community pride, improve Enon’s appearance, determine what type of community gathering site is needed, and make efforts to bring jobs to the Enon area. The OSU student report suggested that during the next 15 years, the village should address zoning, sewers, and dog walking paths, bike paths, public transportation, downtown design guidelines, and a complete street concept. Another component of community living is communication. Enon and its neighbors share many common goals. Enon’s leaders should make a defined effort to improve communications between and among local governments and within our community to make joint goals into co-operative realities.
2.8.4 RECOMMENDATIONS
1. Maintain the “Hometown Values” that enticed current residents to select to live and
raise their families in Enon. A lot of our residents followed their careers to our region and have selected the Enon area since the mid 1950s. Hence low taxes, a great water supply, a safe community, good schools, community activities, and friendly neighborhoods characterize our Enon way of life. We must work to make sure those “Hometown Values” remain in focus as we plan the next 15 years.
2. Although we cannot create jobs to attract our sons and daughters or new families to move into or stay in our area, we need to be more proactive to attract companies or businesses to see the potential of the Enon area. Likewise, we cannot legislate the success of our current businesses, we should assist our local businesses to succeed.
According to ODOT, between 50,000 and 71,000 vehicles travel on
Interstate 70 past Enon each day. Enon’s primary intersection is located less
than one mile from this highway. We might help our current business by
letting those travelers know that Enon not only exists, but it has services that
might be of interest to travelers. Enon Mound is the second largest Adena
Mound in Ohio. We are the birthplace of “Honor Flight.” We have an
Apple Butter Festival. We need to publicize our rich history.
3. Our Village should work with the responsible agency that determines which
railroad beds will be acquired to build future bike paths and work with those agencies
to assure the railbed adjacent to Enon Park is on their radar as they plan future bike
paths. Enon Park could be a natural station for parking and entrance to such a path
which would connect Enon’s bikers to almost all bike paths in the area.
4. Enon’s Planning Commission and our village staff should review the land use and
zoning codes discussed in the OSU student report, plus determine if the village
should implement design guidelines for future and existing buildings.
5. Enon needs to define a community motto and a logo that encompasses its community values. OSU students explored several options using a “word cloud” to denote most commonly used words in surveys that describe Enon as: “A quiet howntown America with a progressive future.”
6. Enon’s Village Administrator should explore the need for a community gathering
place especially since 70% of the residents surveyed disagreed with the statement,
“There are places to gather as a community in Enon.”
7. Enon needs to explore how it can improve its overall appearance. Some ideas include improved signage; trees and new lighting fixtures along major roads; increased use of special event/holiday decorations along most used roadways; and development of a parks master plan which might include special events, movie night, or park concerts.
8. Enon leaders must work to improve communication to residents and other local governing bodies by updating the village internet website and using social media when appropriate.
9. Continue to participate with the Western Clark County Business Coalition (WCCBC).
10. Establish a welcome to Enon committee to let new residents know about Enon events, public meeting schedules, websites, library hours of operation, and business/services available in the community.
11. Enon’s Village Administrator review other OSU student recommendations and
determine if/how they should influence future planning. (Examples: need for an urgent care facility, dog-walking path/park, public transportation, sewers, . . .)
2.9 FORM OF GOVERNMENT
2.9.1 DISCUSSION
In Ohio, two forms of government are in practice by communities with populations similar to Enon’s. These forms are statutory village and charter village. At present time, Enon operates under the statutory form of government. In other words, Enon operates under the Ohio Revised Codes of the State of Ohio. These codes describe form of government, legislative authority, duties of elected officials, and other standardized definitions for statutory communities. Charter villages develop specific codes of operation, which must be documented and approved by the voters. A charter form has advantages over the statutory form because of the flexibility that can be defined into the charter to reflect specific community ideas and needs and can be used whether a community is a village or a city. The specific difference between a charted village and a chartered city is population (villages become cities when populations exceed 5,000), and when that population is achieved the city is encouraged to develop a charter or modify its statutory form of government. Disadvantages of the charter form include expense, length of time to develop a charter, and approval by the voters. There was one attempt to define a charter for the Village in 1971, which was defeated by the voters. In the 1996 ESP report, the final recommendation on this topic stated:
“The Village should continue to operate under the statutory form of government unless there are problems with operations caused by the current form of government. The Committee believes that a charter form of government is not needed unless Village officials foresee that Enon will be assigned city status due to annexation. At that time, Village officials should review how the advantages of adopting a charter would outweigh the difficulty of adopting a charter. The Committee believes this recommendation is in the best interest of Enon residents.”
With the 1996 recommendation in mind the current ESP team attempted to take a fresh look at this issue. The following brainstormed idea were documented during this fresh look
2.9.2 BRAINSTORMING
Under its current statutory form of government, Enon residents elect by popular vote a Mayor, six Councilmen, and a Clerk-Treasurer for four-year terms. In addition, the Village employees a Village Administrator and a Chief of Police as described by the Ohio Revised Code. By this arrangement, a mayor is involved in supervision of departments as well as managing council business. The Clerk-Treasurer handles minutes, finances, and is accountable during state audits (a Clerk-Treasurer is an elected official not supervised by either the Mayor or Council). The Village Administrator and Chief of Police are hired by the Mayor with Council consent. They likewise may be terminated by consent of the Council. Day-to-day supervision of the Police Chief and Administrator are the responsibility of the Mayor.
Although the statutory form of government has little flexibility under Ohio Revised Codes, the codes do allow the Clerk-Treasurer position to be separated into two positions. The clerk’s position could be an elected position, while the treasurer’s position could be hired/fired by the Mayor with consent of the Council. Although financial accountability might be improved, the mayor acquires another department to supervise at the expense of Mayor’s responsibility to manage Village legislative tasks.
The primary disadvantage of operating as a statutory village is the loss of flexibility to design a government organization that is tailored to local ideas. For example, villages similar to Enon have adopted charters to employee a Village Manager to replace the Village Administrator and a Financial Officer to assume the financial duties of the Clerk-Treasurer. These villages have recognized the advantage of improved oversight over village funds and the benefit of employing a financial officer with accounting credentials. These villages either elect seven councilmen who select one of their members to serve as Mayor or those villages elect a Mayor and six Councilmen. Day-to-day supervision of the Village departments rests with a Village Manager. This organization concept focuses personnel management to the Village Manager and allows the Mayor and Council to focus on the legislative process. By adopting a Charter, these communities have maintained village status, improved financial accountability, and focused the Mayor’s effort to working community priorities rather than managing personnel.
2.9.3 CONCLUSION
Although Enon’s operation as a Statutory Village for many years has been very efficient, it may be in our Village’s best interest to explore the development of a Village Charter. This Charter could establish a Village Manager to replace the Village Administrator and a Financial Officer to assume the financial duties of the Clerk-Treasurer. Enon could retain its village status by such a charter. Reassigning day-to-day employee supervision from the Mayor’s duties, would increase financial accountability as police, water, streets, and finance departments report to the Village Manger who would be hired by mutual consent of the Mayor and Council. By this change, the Mayor and Council could concentrate on the business of managing the community not supervising employees.
2.9.4 RECOMMENDATION
The Village of Enon explore the option of establishing a Charter Committee to define a Charter for the Village of Enon. Replacing the Village Administrator with a Village Manager and establishing a Financial Officer to assume the financial duties of the Clerk-Treasurer should promote efficiency and improve financial accountability. The Mayor, six Councilmen and a Clerk would continue to be elected as they are currently selected by the majority of Enon voters utilizing alternate years to assure that all officials are not up for election during the same year. When the Charter Committee has produced a Village Charter that is acceptable to Enon’s Village Council, the proposed Charter should be placed on the appropriate ballot for voter consideration.
SECTION 3.0 - - GENERAL RECOMMENDATIONS
1. All of the open recommendations from the 1996 final report have been addressed and are now closed or have been updated to a 2013 status.
2. The Village Council accept this 2013 report and attempt to promote policies to complete this report’s recommendations.
3. The Village Council endorse both the Mission Statement and the Vision Statement for the Village of Enon.
4. The Village Council review this Strategic Plan yearly and determine goals for the following year.
5. It is imperative that this plan should remain a living document with new technologies or technology driven changes reviewed bi-annually to assure most efficient direction is being emphasized.
6. Planning for the future is sometimes a painful experience, but to not plan can be even
more painful. The last fifteen years were greatly influenced by the 1996 Enon Strategic Plan, and we the members of this 2012/2013 planning effort hope that the next fifteen years can be likewise influenced by our current efforts. We wholeheartedly recommend that when 2027 is approached, the future leaders of Enon organize a Chapter Three effort to look forward another fifteen years. After all, the members of the 1995 effort who were involved in this 2012/2013 process can testify how time passes very rapidly. To future leaders, we wish you the best. Keep the values that brought your families to Enon at the forefront of your planning and decision process and always be thankful to those who executed past plans that preserved Enon’s hometown values.
SECTION 4.0 - - CLOSING COMMENT
The Chapter Two Enon Strategic Planning (ESP) Committee wishes to thank the Village Council for giving them the opportunity to work on this project. The committee congratulates the 1995-96 ESP Committee for the sound foundation they documented in their final report. Using their 1996 final report as a benchmark from which to launch the current effort made the ESP Chapter Two team’s planning process most efficient. The members of the Chapter Two committee look forward to the report recommendations being accomplished, and anticipates involvement in a future ESP Chapter Three effort.
SECTION 5.0 - - CONTRIBUTORS:
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PUBLIC SAFETY MEETING January 24, 2013
1. Vehicles:
What are the thoughts on the next vehicle?
1. Goal is to try to get Tahoe 4 wheel drive type vehicle.
2. Financing would be lease to reduce initial outlay
3. Other options- Chevy Caprice, Charger, Ford Police Vehicle packages
What are the current conditions of the vehicles? Any major repair or modifications?
1. Crown Vic is in good shape, Charger still has electrical bugs, Explorer continues to have issues. $3k in repairs in 2012
Any other vehicle related issues:
1. Continuing repair/operational costs on Explorer
2. Explorer- Safety issue of no partition (“cage”) between passenger seat and cargo area with person secured in back seat.
2. EQUIPMENT:
RADIOS: Updates on radio situation.
1. 4 repeaters were ordered for police vehicles after last council meeting with expected install +/- 30 days. The Village is doing what “OUR VILLAGE” can do to protect our officers. We know other jurisdictions are having issues and problems with the radio system, but we are not going to wait for “the system to improve” and hope the problem will be corrected.
2. Explained base station request was to replace previous base station which was not MARCS compatible, not something new for PD. Also safety issue of no
radio at PD for officers to transmit.
Facilities- What are we doing with the space at the PD and what else is needed?
1. Heritage Room is being converted into a locker room and storage area for PD so that current PD is more efficient. Lockers were donated by Greenon Bd. Of Education. Current offices are being reorganized based on reconfiguration on Village Admin. and PD duties. Former Police “Road Room” is being reconstructed into a separate Supervisor office and secured evidence room.
Uniforms– Any changes or modifications to uniforms or badges?
1. No changes at this time
Firearms: Any thoughts on uniform weapon issue?
1. Currently we supply 5 Glock pistols to FT officers. Policy is for the PT officers to carry at least a .40 cal weapon, but no standard requirement. Future intent is to use standard weapon by all officers for uniformity. Looking into converting confiscated weapons into police arsenal and possibility of bulk trade to purchase new weapons. This is in initial stages and feasibility and weapon study prior to initiating action.
2. Ammunition is currently at acceptable levels. Anticipating future availability of .223 thru supplier even during scarce times for ammo.
3. TRAINING
Accomplished?
1. Active Shooter, Legal Update, Continuing fellowship with other departments to initiate and continue training updates
Future training or co-ops with other departments.
1. IRS scheduled to provide training. S. Charleston to have drug interdiction training. German Twp. will be having BCI’s driving simulator and we will be participating. Officer Hurst will be attending separate drug and Street Survival training. Sgt. Holler and Off. Barrett have taken/will be taking Firearms Instructor courses so we can have “in-house” certified qualifications. Goal is to have one training session per month on a county/regional basis.
4. PUBLIC RELATIONS – OUTREACH
Neighborhood watch?
1. Will consider community wishes and involvement. Contact Clark CO. to see about partnering with “Neighborhood Watch” meetings.
Senior Citizen program?
1. Flyers are in and program is work in action with Brenda Sweet
2. Recent “Shop with a Cop” was big success.
Committee discussed prior Community related activities such as gun lock, bike helmet and child seat programs and grants. We would like to see re-implementation of these activities. Ms. Voytko advised that she would provide some referrals for possible grant monies.
5. CALEA Update:
1. Contract was signed prior to current Chief’s arrival. Based on Village personnel availability, we haven’t been able to actively begin anything. Once we complete the reassignment, we will have person assigned to assist in planning and implementation of the program. Intent is to continue to move forward, but manpower and other issues have taken precedence over CALEA issues.
OTHER ISSUES:
1. Mr. Urbansok spoke of the improved design and update in signage at the crosswalk on E. Main and Harrison St (at the Library). Said visibility was greatly enhanced and much needed.
2. Mr. Vanderglas commented on the lack of sidewalks on E. Main St. and S. Xenia. Indicated that he had spoken with Mrs. Thome and understood the Village was actively trying to pursue sidewalk construction grant monies. Also, inquiry about crosswalk signage or marking at Indian Valley School, specifically on Rebert Pk. at S. Xenia and Rebert Pk. and Brunswick Dr.. Public Safety is unsure if those are “crosswalk” or “school zone” markings. Additional comment on experience with trying to pass an USV and difficulty in doing so.
3. Mrs. Ladislaw had several comments on the necessity and expense of the MARCS radio system compared to using Village resources for dispatching the PD. Inquiry into the “”Senior Registry” program and any other resources for our elders in/around the Village. The program was explained by Chief Wilcox and Mrs. McKee continued with the “Safe and Sound” program through the MRTFD. She also suggested “NO TURN ON RED” signage prior to the intersection of Main St. and Xenia Dr. This will be referred to Village to consider.
4. Mr. Clark inquired about police manpower per shift and if the Chief was providing any “back-up” or services outside of the office while “on-duty.” He was advised that the Chief has taken calls and responded as back-up assistance. He also asked if our officers and radar units are certified yearly, Chief advised that the radar units are checked on a yearly basis and certified (even though it is not a mandate) but there is no requirement to provide additional or update training for an officer to operate the radar unit. He then questioned the position, solicitation and split of job time that the administrative person would be spending as the new police administrative aide, clerk of court and other Village duties. The committee response was that work assignments were not part of our jurisdiction. Chief Wilcox added that this person would also be trained and then utilized as a property room clerk, in addition to the CALEA certification priorities.
GUESTS:
Mrs. Ladislaw, Ms. Voytko, Mr./Mrs. Clark, Jon Vanderglas
Committee:
Mrs. McKee, Mr. Urbansok, Mr. Trout, Chief Wilcox, R. Hanna
ACTION ITEMS:
1. The Village needs to check and determine if the areas on Rebert Pk. are marked as “SCHOOL ZONE” or “CROSSWALK.” If there is no “CROSSWALK” marking, then it is recommended that we have it marked as such (unless there is some legal impediment) at both Enon Rd. and Rebert Pk. and Rebert Pk. at Brunswick Dr. If it is marked as “SCHOOL ZONE”, then perhaps a “CROSSWALK” marking should be considered at “the gate” on the south side of the school property along Rebert Pk.
2. Please research the feasibility or legality of placing “NO TURN ON RED” signage prior to the intersection of Main and Xenia. The committee is unable to determine if such a sign would be functional or legal was a “warning system” before approaching the intersection.
Motion to Adjourn by Mr. Trout, Multiple 2nd’s.
Respectfully,
R. Hanna
Chair, Public Safety Committee
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