City Council's Annual Goals

2025 City Council Goals

Department	Comprehensive Plan Goal	Comprehensive Plan Action	Measure of Success	June 2025 Update
City Manager	3. H: Housing Opportunities for Everyone	H1-A4: Leverage land and other tangible assets to address  housing supply gaps by boosting inventory.	By June 2025, distribute ARPA funds to  Habitat to assist with their housing  infrastructure and help with recruitment  of families for the housing.	Habitat plan for 32 townhomes has been approved and we have entered into a development agreement.  We have yet to release ARPA funds becuase construction has not begun.
City Manager	3. H: Housing Opportunities for Everyone	H1-A5: Support developments and programs addressing supportive and transitional housing.	By April 2025, award RFP for Hester Rd housing development.	Empower Me Living and Inclusive Housing Resources have been selected as the new development partner for Hester Rd.  We are now working on an option to purcahse and development agreement with them.
City Manager	3. H: Housing Opportunities for Everyone	H1-A4: Leverage land and other tangible assets to address housing supply gaps by boosting inventory.	By May 2025, release RFP for 47 acres for mixed income, mixed types housing and include some small neighborhood business.	We are waiting to release this until the Ec Dev Strategic Plan is adopted, since a plan for the 47 acres is outlined in that Strategic Plan.
City Manager	3. H: Housing Opportunities for Everyone	Other:	By December 2025, HAC will explore ways to prevent corporate purchase of homes and report back to City Council.	Not yet researched.
City Manager	3. H: Housing Opportunities for Everyone	H2-A5: Create an ordinance to outlaw housing discrimination based on source of income.	By July 2025, HAC will research and make recommendations to City Council regarding Eviction Diversion Program, Tenant Rights Legislation, Nuisance Proprieties Legislation and income discrimination legislation.	We were awarded a $136K grant through Interact for Health to implement our proposed Eviction Diversion and Housing Stability program in partnership with TOPSS and HOME Cincy. This will allow TOPSS to hare a FT Housing Advoacy Postiion, provide a legal fund for lease disputes and provide funds for a tenant rights education campaign.
City Manager	4. E: A Thriving and Resilient Year-Round Economy	E1-A3: Develop an economic development strategic plan for Oxford.	By March 2025, present Economic Development Strategic Plan CIC for public comment and refinement. By April 2025 present the plan to City Council for approval. This plan should include a sub area plan or approach for each development area highlighted in the Comp Plan.	The Ec Dev Strategic Plan is in final draft and out for public comment through May 30. The CIC will meet June 6 to review and make a recommendation to City Council.  Will rpesent to Council for adoption on June 17.
City Manager	4. E: A Thriving and Resilient Year-Round Economy	Other:	By May 2025, present to City Council concepts and costs for uptown alley improvements and/or reuse. This should include sustainability practices, waste management, alternate use plans and beautification.	The City engaged witha student group to review alley improvemetns adn possible reuse.  They conducted research and made several recommendtations. Possible topics to advance to 2026 include improved waste management policies and beautificaition efforts.
City Manager	4. E: A Thriving and Resilient Year-Round Economy	E1-A5: Explore job creation as a result of Advanced Air Mobility programming and research.	By June 2025, define a funding source and apply for site readiness grant for OXD and possibly SR 73.	Contibued collaboration with partners at Miami, CVG, and Butler County regarding various projects at this site.  Coordinating Airport Zoning Overlay legislation alignment with City of Oxford and Butler County.  Discussions with CVG regarding immediate and long-term infrastructure needs for various projects (EV charging, box hangar development, etc.).   Continued efforts to complete annexation of full airport property as a necessary first step before City assistance on further development and funding.  Site visit to Springfield airport with Butler County.
City Manager	5. S: A Sustainable Oxford	S1-A1: Develop an energy plan to meet Oxford’s demand with renewables generated locally/regionally.	By February 2025, apply for grant for improved energy efficiently and solar install on city owned property. By April 2025, Release RFP for solar on closed landfill.	Grant application not viable due to lack of projects that met the 15 year ROI and energy reduction requirements. RFP in progress, estimated June release.
City Manager	5. S: A Sustainable Oxford	Other:	By March 2025, conduct greenhouse gas inventories for CY 2023.	Inventory for Local Government Operations is complete. Community Scale is in final stages. Worked with PCFO for technical assiance. Have had a work session with OCASC.
City Manager	5. S: A Sustainable Oxford	S1-A1: Develop an energy plan to meet Oxford’s demand with renewables generated locally/regionally.	Explore Sustainable Ohio Public Energy Council (SOPEC) membership. If found viable, join SOPEC by March 2025.	On June 17th Council agenda. Hosted info session with Environmental Commission.
City Manager	5. S: A Sustainable Oxford	S4-A2: Expand the city's urban tree canopy by supporting tree planting and urban forestry programs.	By November 2025, a student project will review approved street trees list and make recommendations for species based on sequestration potential, climate resilience, and natives.	Not started; fall 2025 capstone class.
City Manager	5. S: A Sustainable Oxford		In July and December 2025, staff will report on the progress toward regional composting facilities in collaboration with Hamilton County.	Hamilton County Fesibility Study in progress and seeking public-private partnership.
City Manager	5. S: A Sustainable Oxford	S4-A5: Revise street design guidelines to incorporate blue/green infrastructure for stormwater retention, filtration, and tree canopy goals.	By December 2025, staff will share a report on research conducted on storm water revenue funds in other communities and methods/models to revise street guidelines to incorporate green infrastructure.	Summer2025 fellow project with Green Umbrella.  Possible models/methods will be researched and shared with EC by September 2025.
City Manager	5. S: A Sustainable Oxford	Other:	By May 2025, staff will report on a Deer Management Program. This will include a needs assessment, options for management with price estimates, and provide a recommendation to Council.	City worked with a student group to research deer managemnt programs. Recommedations include: Improvemetns to our local hunting program A culling program with a 3rd party vendor. Estimated cost $40K +.
City Manager	5. S: A Sustainable Oxford	S3-A1: Require all commercial properties, including multi-unit apartment complexes, to recycle.	By June 2025, staff and the Environmental Commission will review recycling mandate legislation for multi-family and commercial properties and make a recommendation to City Council.	On July EC Agenda. Research has included student involvement (Alley project), dicussing with peer cities, and internal review of staff time nessessary for implementation.
City Manager	6. R: Celebration of the People and Places that Make Oxford Unique	R3-A2: Create incentives for private developments to include public art, including murals.	By November 2025, coordinate with PACO to implement public art project on City Garage	RFQ for muralists has gone out.  Qualifications and intial concepts are due July 10th. Public restroom is out to bid (June 2025) and will include space for a removable art panels in 2026.
City Manager	7. C: A Connected, Livable, and Equitable Community for All	C5-A4: Expand the role of the Civil Rights Commission to incorporate diversity, equity, and inclusion initiatives.	By June 2025, staff will research CRC roles and responsibilities to make a recommendation to City Council regarding CRC updates.	With the passage of an updated Title VI plan, we would like the CRC to monitor and manage adherance to that plan.  Fall 2025, we will conduct an ADA compliance review of public facilities and communications tools.
City Manager	7. C: A Connected, Livable, and Equitable Community for All	C2-A1: Ensure adequate year-round childcare services.	By May 2025, promote childcare $30K forgivable loan program through CIC Revolving Loan Fund program.	Met with Bulter County Educational Services in January 2025 to help develop FAQ section of program promotion on City website. Engaged with local property owners to identify potentil property for a commercial liscensed childcare facility. Identified suitable property for large-scale operation. In May 2025 met with Greater Miami Valley YMCA to explore possible partnership on a variety of programs including childcare, daycare, headstart, etc.
City Manager	7. C: A Connected, Livable, and Equitable Community for All	Other:	By February 2025, research event safety resources and strategies. Implement for 2025 summer event season. By June 2025, research and provide cost estimates for event security.	City staff have met repeatedly to review safety risks at events and create a draft safety plan. We will include recommendations in the 2026 CIP.  Researched best practices and drew from examples from peer communities regarding public safety and placemaking. Implemented new event safety protocols with the April 12 Oxford Bee Festival, including street barriers, fire safety measures, event staff communication, public information, wayfinding signage, etc. Efforts cooridinated and executed with help from Oxford Chamber. Met with representatives from the Oxford Chamber and Enjoy Oxford in April 2025 to review event safety policies.
City Manager	9. Essential Services	Other:	By July 2025, staff will review and develop a stronger metrics dashboard to present in conjunction with action plan updates.	On hold.
City Manager	9. Essential Services		By July 2025, conduct a survey of our community with budget questions to establish priority areas.	June budget meeting can serve an opportunity to provide input or we can develop a survey with Council direction.
City Manager	9. Essential Services	Other:	By June 2025, contract with Lexipol to implement policy tracking software by the end of 2025 for non-public safety employees.	On hold.
Community Development	1. L: Smart Growth and Quality Places	L2-A5: Inventory and recognize historic and contributing structures throughout the city.	In July and December 2025, staff will provide a status update toward the progress of updating the historic preservation guidelines and recommendations on contributing historic structures or expansion of historic districts.	As part of contracted consultant services, with McKenna and Preservation Forward, 9 sites currently outside of historic districts have been identified thus far. An additional 1,089 sites are being evaluated for significance.
Community Development	1. L: Smart Growth and Quality Places	L4-A1: Create a Joint Plan for land use & development with surrounding jurisdictions.	By December 2025, staff and Planning Commission will present a recommendation to Council of an Inter-jurisdictional urban growth / ag heritage preservation plan.	No progress on this project other than staff assisting Oxford Township Trustees in the updating of their Land Use Plan in February 2025.
Community Development	2. M: Safe and Efficient Travel for All Modes of Transportation	M3-A3: Conduct a feasibility study for connections between the Oxford Area Trail System (OATS) and business districts.	By November 2025, in coordination with OPTAB, complete a study of interior bike/ped improvements that connect to transit locations, including a review of the Main Street corridor. This route review and recommendation will be presented to City Council by December 2025.	The City has contracted with KZF design to complete a bike pedestrian plan that connects to transit stops and shows area for improvements and connections for our bike and pedestrian infrastructure.  The community survey portion is complete adn KZF will  now move into draft designs.  They aim to present the final plan by February 2026.
Community Development	3. H: Housing Opportunities for Everyone	H1-A1: Update zoning regulations to increase density and promote a diversity of residential housing types and living arrangements.	In July and December 2025, staff will provide updates to City Council on the progress on Chapter 11, Planning & Zoning Code Re-write.	3 public meetings have been held as part of the Oxford Today project. Staff is taking leadership in partnering with McKenna Associates. A new website has been created for the Unified Development Code, www.oxfordudc.com, which includes links to a draft zoning map, definitions and building types.
Community Development	3. H: Housing Opportunities for Everyone	L1-A3: Modernize the Oxford Zoning Code to include a hybrid of use-based and form-based approaches to standards.	By May 2025, staff will coordinate with the code rewrite subcontractor and discuss how to approach possible inclusionary zoning- such as, but not limited to: density bonus, set asides, fee waivers, expedited approval, no parking minimums and provide updates and recommendations to the Planning Commission.	The Unified Development Code (UDC) project has not reached this point of the code-writing yet.
Community Development	3. H: Housing Opportunities for Everyone	L1-A3: Modernize the Oxford Zoning Code to include a hybrid of use-based and form-based approaches to standards.	By May 2025, staff will coordinate with the code rewrite subcontractor and discuss how to approach possible mixed income neighborhood overlay district and provide a report to Planning Commission.	The Unified Development Code (UDC) project has not reached this point of the code-writing yet.
Community Development	4. E: A Thriving and Resilient Year-Round Economy	E2-A1: Support business startups and local entrepreneurship.	By July 2025, coordinate with the county to create an Inter-jurisdictional airport protection ordinance – response to OXD Master plan. By August 2025, staff will draft language pointing to this new county overlay district to guide our local approach with the airport.	Developed partnerships with Miami, CVG, and Butler County regarding code language development, FCC regulations, future site development, etc. Bi-weekly meetings March - May 2025 to inform legislation development and keep project on track. Developing coordinated draft language unifiying City and County regulation of airport property and surrounding areas.  Latest draft complete in May 2025.
Community Development	5. S: A Sustainable Oxford	S4-A2: Expand the city's urban tree canopy by supporting tree planting and urban forestry programs.	By December 2025, staff will provide an update of the existing Tree Ordinance in coordination with the new code rewrite and discuss possible changes to strengthen conservation of mature forests in development review.	The Unified Development Code (UDC) project has not reached this point of the code-writing yet. Initial research by an intern of 14 peer cities indicates that private property tree  preservation has very limited potential and that public tree canopy preservation is a better focus.
Community Development	7. C: A Connected, Livable, and Equitable Community for All	Other:	By July 2025, bid and construct a new public restroom and develop an operation and maintenance plan for this new facility.	Bids for new 2-room public restroom are due back June 18. A maintenance plan has been drafted.
Community Development	9. Essential Services	Other:	By March 2025, present options and budget impacts to increase code enforcement capabilities: housing, trash, sustainability and snow removal.	Housing, trash and snow removal has been researched. Sustainability has not yet. Snow enforcement has been developed into a draft operational plan. For trash, staff has visited Athens, Ohio to learn their processes, staffing and methods and will be making recommendations to Council.
Finance	9. Essential Services	Other:	By August 2025, draft new procedure manuals for accounts payable and payroll processes to incorporate our new software systems.	Payroll manual is 75% completed. Accounts payable manual is in the beginning stages of updated procedures.
Finance	9. Essential Services	Other:	By September 2025, make Oxford cemetery records digital files available to the public in a searchable format.	This project is 100% complete and went live in May 2025.
Finance	9. Essential Services	Other:	By June 2025, complete the compilation and audit of the City's 2024 Comprehensive Annual Financial Report and submit the report to the Government Finance Officers Association for the "Certificate of Achievement for Excellence in Financial Reporting" Award.	Currently waiting on the State Auditors to complete the audit in order to file our ACFR for 2024.
Finance	9. Essential Services	Other:	By August 2025, improve Move in/Move Out process for residents and update forms and optimize workflow for staff.	This project is 95% complete. Completed round one of changing processing prior to "move out" period. Additional changes realized from move out currently in process and finalizing prior to "move in".
Finance	9. Essential Services	Other:	By July 2025, research and develop a new grant tracking process and implement city wide.	We are waiting on confirmation of a training date with BS&A for the grant tracking module. They cancelled the first training day. We hope to have the training prior to the end of June to begin the implementation.
Fire	7. C: A Connected, Livable, and Equitable Community for All	Other:	By December 2025, create job descriptions and begin process to hire Assistant Chief and Deputy Chief.	Deputy Chief job description completed.
Fire	7. C: A Connected, Livable, and Equitable Community for All	Other:	By April 2025, review possible fire staffing structures and make recommendations for coverage and models with the goal of 7 on duty.	Firefighter/Paramedic candidate hiring in process. Currently staffing at 6-7 with part-time employees when possible.
Fire	7. C: A Connected, Livable, and Equitable Community for All	Other:	By July 2025, replace all mobile 800mhz in apparatus.	Equipment delivered. Installation pending.
Fire	7. C: A Connected, Livable, and Equitable Community for All	Other:	By June 2025, explore the feasibility of a consultant to help draft a SAFER grant to assist with funding fire staffing.	Contacted a grant consultantant. He recomended applying in next years process as the funding for this year has been reduced and the focus for this cycle has been placed on larger departments. We will focus on collecting the needed data to submit an application in the next process.
Parks & Recreation	6. R: Celebration of the People and Places that Make Oxford Unique	R2-A6: Construct a new dog park to meet the demands of the community.	By February 2025, open the Barkham Park / New Dog Park Facility. By April 2025, ensure shade structure(s) are complete. By December 2025, continue progress on Environmental/Naturalization plan created by Miami students and evaluate existing dog park usage as necessary for future considerations.	Barkahm Park/New Dog Park Facility is open and has seen high visitation from the community. No Shade structures have been installed as funds for this improvement has not yet been identified.
Parks & Recreation	6. R: Celebration of the People and Places that Make Oxford Unique	R1-A4: Improve or modify existing playgrounds to be more inclusive.	By October 2025, bid and replace the age 2 to 5 playground at Oxford Community Park.	Acquiring Quotes.
Parks & Recreation	6. R: Celebration of the People and Places that Make Oxford Unique	Other:	By March 2025, as part of fountain replacement and new restroom, research electric needs and determine if an electric upgrade is possible in the Uptown Parks to limit need for generators at events.	City staff has reached out to other large event coordinators to understand their utility needs during events. This information, paired with city event’s needs will help develop an updated utility request list for the Uptown parks area.
Parks & Recreation	6. R: Celebration of the People and Places that Make Oxford Unique	R3-A7: Support partnerships to create new education, recreation, and cultural opportunities for the community.	In April 2025, host the first annual Oxford Bee Fest event and O.A.T.S. & Honey 5K/10K Event. Partnership with Enjoy Oxford, Chamber, and Miami University.	In April 2025, we hosted the first annual Bee Festival and OATS & Honey race. It was an extremely successful event with X racers and over 8,000 guests in attendance the the Uptown event. Partnered with multiple entities across Oxford and Bulter County, including Oxford Chamber, Enjoy Oxford, Oxford Farmers Market, Butler County Beekeepers Association and over 50 local businesses, artisans, etc.
Police	9. Essential Services	Other:	By April 2025, promote a Lieutenant and a Sergeant.	Complete.
Police	9. Essential Services	Other:	By August 2025, make changes to Police Officer hiring and recruiting process and have a new police officer hired.	Changes complete. Written & Physcial testing completed in May. Interviews scheduled for June.
Police	9. Essential Services	Other:	By December 2025, complete parking garage fiber connection/surveillance camera project.	Search for vendor still in progress.
Service	2. M: Safe and Efficient Travel for All Modes of Transportation	M3-A2: Expand the Oxford Area Trails System by completing the perimeter loop and linking to neighborhoods and commercial areas.	By May 2025, bid out Phase 5 of the Oxford Area Trail and begin construction by fall 2025.	A $5.4M contract has been awarded for construction of Phase V.  Work will begin summer 2025 and likely take two years to complete.
Service	2. M: Safe and Efficient Travel for All Modes of Transportation	M1-A4: Establish passenger rail service to/from Oxford.	By October 2025, complete facility design and specifications; obtain CSX and SDS easements and final Amtrak contract.	Stage I plans are complete with adjustments being made to the south as we could not obtain TSD cooperation on siting.  CSCX and SDS easements are pending.
Service	2. M: Safe and Efficient Travel for All Modes of Transportation	M2-A3: Conduct a feasibility study for a grade-separated crossing over or under a railroad.	By December 2025, coordinate with Ohio Rail Development Commission to conduct a feasibility study and cost estimate for RR overpass/underpass and present findings to City Council.	The ORDC controls the funding for this study and has put the project on hold pending confirmation that the Federal grant will continue for the project.
Service	2. M: Safe and Efficient Travel for All Modes of Transportation	M3-A1: Treat pedestrian and cyclist mobility with equal importance to vehicular mobility.	By March 2025, pass an ordinance to improve snow removal on high pedestrian sidewalks. By fall 2025, purchase necessary sidewalk snow removal equipment for OATS - Ph. IV and have a contract for snow removal on non-compliant target area properties.	Updated snow ordinance was passed in March 2025. Will plan for staffing costs and implementation in the 2026 operational budget.
Service	4. E: A Thriving and Resilient Year-Round Economy	Other:	By September 2025, present to City Council options for the uptown surface lot and the courthouse with associated cost estimates.	EV fast charging stations continue to be planned for this property along with a continuation of the Farmer's Market on weekends.  Funds have not been spent on a consultant for this topic.
Service	5. S: A Sustainable Oxford	S4-A2: Expand the city's urban tree canopy by supporting tree planting and urban forestry programs.	By May 2025, staff will draft and submit a grant for Bradford Pear replacement. By June 2025, half of the uptown Bradford pear trees will be replaced.	The 2025 Tree Replacement Grant was canceled by ODNR.  50% of the Uptown District Bradford Pear Trees will be replaced in fall 2025 using local funds.
Service	5. S: A Sustainable Oxford	S1-A6: Install EV charging stations in places available for public use.	By December 2025, install 6 EV charging stations in places available for public use.	The grant has been awarded. The EV chargers are estimated to be installed by December 2025.  Four ports at the Main/Church surface lot and two ports at the Municpal Building (all Level 3 fast chargers)
Service	6. R: Celebration of the People and Places that Make Oxford Unique	Other:	By December 2025, bid and replace uptown splash pad.	City requested proposals in Q1, but received no responses to replace the Splash Pad.  Staff is evaluating replacing the existing facility like for like using primarily City forces.  Work would likely begin in September 2025.
Service	8. U: Accessible, High-Quality Infrastructure	U1-A8: Implement water softening for the public potable water supply.	By March 2025, evaluate options to include solar on the roof of the Water Softening Plant. Present options to City Council.	Entered: 2/6/2025 Cost of roof solar per Ameresco report: $417K. Direct pay incentive: $125,168 Cost to city:$291,832 Annual energy savings: $8,297 ROI in years: 35 years Feasibility report from Ameresco. Roof top solar on water softening plant not viable and ground mounted system not recommended because of flood plain.
Service	8. U: Accessible, High-Quality Infrastructure	U1-A8: Implement water softening for the public potable water supply.	By July 2025, obtain permit to install from Ohio EPA for new water softening plant and begin procurement process.	We are close to final design approval from the EPA.  Once achieved, we can bid for this project.
Service	8. U: Accessible, High-Quality Infrastructure	U1-A9: Replace lead water pipes for public health and safety.	By December 2025, begin implementation of a multi-year program to replace Lead Service Lines, on both public and private property, by agreement with, and at the cost to, the utility.	Agreement is complete and the process of replacing lead service lines has begun.  The Utility is paying for all costs assoicatied with the replacements.
Service	8. U: Accessible, High-Quality Infrastructure	S2-A4: Manage adequate water supplies and demand for projected future conditions.	By March 2025, obtain site approval from Ohio EPA for a new raw water production well at the Seven Mile well field.	OEPA has approved an additional production well at the Seven Mile well field.  All necessary easements from neighboring properties have been obtained and recorded.
Service	8. U: Accessible, High-Quality Infrastructure	M3-A2: Expand the Oxford Area Trails System by completing the perimeter loop and linking to neighborhoods and commercial areas.	By December 2025, complete rehabilitation and repair of Black Covered Bridge on OATS trail.	The City has awarded acontract for this project; work began in May 2025.  Work is expected to be complete by September 2025.
Service	8. U: Accessible, High-Quality Infrastructure	M3-A1: Treat pedestrian and cyclist mobility with equal importance to vehicular mobility.	By December 2025, complete construction of missing sidewalk segments including S. Locust St. at Spring St.	The City has awarded a contract for this project; work will begin in June and should be completed by September 2025.
Service	8. U: Accessible, High-Quality Infrastructure	S2-A4: Manage adequate water supplies and demand for projected future conditions.	By December 2025, construct a flushing point at the Seven Mile well field for the raw water transmission main.	The City has awarded a contract for this project; work will begin in June and should be complete by September 2025.

2026 City Council Action Items to Research

Board, Commission, or Staff Assigned	Comprehensive Plan Goal	Action Item/Task To Be Researched	June Staff Notes
Community Improvement Corporation	1. L: Smart Growth and Quality Places	Do focused subject area planning for transit-oriented development (Chestnut St?).	The scope of Ec Dev Strat Plan did not allow for sub area plans.  These will need to be planned and invested in as phase 2 in our Ec Dev Planning.  Not recommended for 2026.
Community Improvement Corporation	4. E: A Thriving and Resilient Year-Round Economy	Purchase BP on site of Chestnut St.	Not recommended at this time. Focus instead on tasks in new Ec Dev Strat Plan.
Community Improvement Corporation	4. E: A Thriving and Resilient Year-Round Economy	Elm St -- change to entrepreneurship/ young professional housing?	Not recommended at this time. Focus instead on tasks in new Ec Dev Strat Plan.
Community Improvement Corporation	4. E: A Thriving and Resilient Year-Round Economy	Explore brown field grant for BP parcel.	Not recommended at this time. Focus instead on tasks in new Ec Dev Strat Plan.
Community Improvement Corporation	6. R: Celebration of the People and Places that Make Oxford Unique	Identify and provide signage for "areas" e.g. garden district or uptown district.	Not recommended at this time. Focus instead on tasks in new Ec Dev Strat Plan.
Community Improvement Corporation	7. C: A Connected, Livable, and Equitable Community for All	Two generation approach at the senior center.	Not recommended at this time. Senior Center is not in support of this concept at this time.
Community Improvement Corporation	7. C: A Connected, Livable, and Equitable Community for All	Head Start for before and after school.	Recommended: Ec Dev Staff continue to work on childcare options for our community.  Most recently working with the YMCA.
Community Improvement Corporation	8. U: Accessible, High-Quality Infrastructure	Utility and street infrastructure funding for developments that align with goals. For example: assist with funding infrastructure or providing incentives or fee waivers for projects that meet city goals (commercial or residential).	Recommended:   Will work with CIC to develop incentives and rubric for how to award them.
Community Improvement Corporation	4. E: A Thriving and Resilient Year-Round Economy	Tax-incentives/increase for non-resident property owners to disincentivize outside ownership.	This will need legal review.  Can explore a Community Reinvestment Area (CRA) Program   Provides property tax abatements for improvements to residential, commercial, or industrial properties in designated areas. Who’s Eligible: Property owners making eligible improvements—this can include homeowners or developers.  Local Leverage: Cities like Oxford can set custom criteria for incentives, such as: Requiring owner-occupancy Offering higher abatements for local residents Prioritizing reuse or renovation of existing housing stock However, these must be uniformly applied to avoid discriminatory practices. 2. Tax Increment Financing (TIF) While not a direct abatement, TIF redirects future property tax increases to fund public infrastructure. It can support housing or redevelopment that aligns with community priorities, potentially making owner-occupied options more feasible.
Community Improvement Corporation and  Oxford Parking & Transportation Advisory Board	6. R: Celebration of the People and Places that Make Oxford Unique	Budget for alley place making improvements uptown.	Not recommended at this time. Focus instead on tasks in new Ec Dev Strat Plan.
Community Improvement Corporation  and Public Arts Commission of Oxford	6. R: Celebration of the People and Places that Make Oxford Unique	Incorporate cultural events (university and Juneteenth, etc.) into Red Brick Fridays.	Recommended: Ec Dev Staff continue to work with community partners to coordinate events and to plan for Red Brick Fridays.
City Manager	6. R: Celebration of the People and Places that Make Oxford Unique	Event safety plan/approach. Including vehicle barriers to protect pedestrians.	Recommended:  Extensive time has been spent researching safety approaches and costs.  $100K for barricades Use ROW fees to pay for PT staff to save on OT costs for Streets Division.
City Manager	9. Essential Services	Mental health and substance use disorder support.	More information is needed with this request.
City Manager	9. Essential Services	Find space for a "Mayor's Office" that any councilor could use.	More research needed. Staff recommends exploring possible remodel or rebuild of courthouse for public meetings. Unknown costs. Short term for Councilor/Mayor meetings: reserve conference room at Municipal Building.
City Manager	9. Essential Services	Departmental 'lunch and learn' to educate council members on essential services.	Recommended: HR staff will explore how to coordinate with departments to do this.
City Manager	9. Essential Services	Circulate volunteer opportunities to council members to help with events.	Recommended: HR staff will explore how to coordinate with departments to do this.
Community Development	3. H: Housing Opportunities for Everyone	On-staff chief building official development plan.	Will take approx. 3 years to train existing staff or $150,000 to recruit immediately.
Community Development	3. H: Housing Opportunities for Everyone	Manufactured/ mobile home regulation.	Have not been able to gain any assistance from any peer cities or the Ohio Department of Commerce. If this moves forward, it will impact 300+ dwelling units, with increased regulation and likely higher rent cost, with improved safety.
Community Development	7. C: A Connected, Livable, and Equitable Community for All	Inclusionary zoning: density bonuses, set asides, fee waivers, expedited approval, no parking minimums.	The Unified Development Code (UDC) project has not reached this point of the code-writing yet.
Community Development	7. C: A Connected, Livable, and Equitable Community for All	Hold on issuing permits with corporations with active litigations.	Could not find a precedent for this. More research required if council wants to advance this.
Economic Development	5. S: A Sustainable Oxford	Plan for carbon neutrality community scale.	Climate Action Plan adopted in 23. Largest emission sectors are energy and transportation. Recommendation: Use Climate Action Plan to guide our next steps.
Economic Development	5. S: A Sustainable Oxford	Landscape naturalization implementation.	Not recommended without investment in additional staff members: Challenges with maintenance and knowledge to care for natural plants. While natural landscapes are easier to maintain in the long run, establishing natural landscapes is labor and knowledge-intensive. Cost of FT SWI=$60K with salary and benefits.
Economic Development	5. S: A Sustainable Oxford	Additional Flare(s) on landfill.	Recommended: GV-17 has the next highest CO2e emissions behind GV 23 (GV with the current flare) and has sufficient flow to allow the ignition of its methane  GV-17 has the next highest CO2e emissions behind GV 23 (GV with the current flare) and has sufficient flow to allow the ignition of its methane   Concerns with connecting multiple GV to a single flare due to the distance between GV. Therefore only GV-17 is recommended. Estimated cost $15K- $20K.
Economic Development	5. S: A Sustainable Oxford	Solarizing WTP and WWTP.	Roof top solar on water softening plant not viable and ground mounted system at WTP and WWTP not recommended because of flood plain. Exploring solar at the Seven Mile Well Fields (Water production). RFP in draft phase. Pursuing PPA so no capital costs anticipated. Estimated technical and legal assistance cost $15K.
Economic Development	5. S: A Sustainable Oxford	Hazardous waste drop day.  Apply for grant in 2025 for 2026 implementation.	Recommended: Grant eligible activity for the Recycle Ohio Grant from the OEPA. Would apply in Dec 25 for 26 funding. 25% match for maximum award (50k) would be $12,500.
Economic Development	5. S: A Sustainable Oxford	Establish ground solar arrays in various pocket areas.	Recommended: Exploring solar at the Seven Mile Well Fields (Water production). RFP in draft phase. Revising solar at the Landfill. RFP in draft phase Estimated technical and legal assistance cost $15K.
Economic Development	5. S: A Sustainable Oxford	Biomass fuel w/ WWTP.	WWTP already uses biogas to power the boilers. Any excess gas is flared for emissions/pollution reduction.
Economic Development	5. S: A Sustainable Oxford	Food waste ban/ food rescue to get good food in the hands of people who need it.	Food rescue is occurring in our community. Active organizations include TOPSS, Kroger, Miami University, JEE Foods, etc. Staff has concerns with the enforcement of a food waste ban. Documented ineffectiveness of food waste bans without enforcement from state case studies. https://www.npr.org/2024/09/14/nx-s1-5112435/food-waste-bans-climate-change-study
Economic Development	5. S: A Sustainable Oxford	Commitment to net-neutrality in local gov. operations and planning to meet community scale demand (various strategies).	Lead by example through local government operations” in each mitigation section of CAP. Landfill RFP in draft.  Goal to utilize generation for Gov operations or Electric Agg program Explored private-public partnerships for solar installations. City Manager would like us to prioritize Seven Mile and the Landfill first. We are open to partnerships if approached.
Economic Development	5. S: A Sustainable Oxford	Solar energy expansion + heat pumps.	BREC provides member rebates for heat pumps and community solar to members Federal tax credits available for solar and heat pumps (*assuming IRA is not changed by congress) Tax credit info published on the city website .
Economic Development	5. S: A Sustainable Oxford	Curbside composting with biomass fuel.	Curbside composting was not financially viable from the previous RFP. Local capacity for compost processing has not grown significantly since 2022. Hamilton Co. Siting Study is almost complete. Hamilton Co. has shared intermediate study results publicly.
Economic Development	5. S: A Sustainable Oxford	Zero waste events on public property.	Staff concerned with enforcement and implementation  Difficulty implementing policy, even for city lead events.
Economic Development	5. S: A Sustainable Oxford	Adopt a dark sky policy (integrate with code rewrite and implement in city projects).	Revising lighting standards is within the overall rewrite. The current code has some overlap with dark sky principles (without the brand recognition). Staff concerns with the capacity to enforce outdoor lighting replacement violations.
Economic Development and Housing Advisory Commission	5. S: A Sustainable Oxford	Incentives for furnished apartments.	City could offer grants to encourage property owners to furnish apartments to decrease move out waste. Concerns about the amount of funds needed to make an impact.​  Estimated Cost: $150K for 1K beds.
Fire Division	9. Essential Services	Secure financing, spec and order new ladder truck.	Specifications have been created, pricing and leasing options have been obtained.
Fire Division	9. Essential Services	Spec and order additional ambulance to allow better use of additional staffing.	Specifications have been created and pricing obtained.
Fire Division	9. Essential Services	Hire Deputy Chief and Assistant Chief positions.	Job descriptions have been created, waiting on approval to move forward with hiring.
Fire Division	9. Essential Services	Overhaul rank structure adding a Lieutenant on each shift, change Captains to Battalion Chiefs to better match the structure of other County departments.	Draft plan created, waiting on approval to move forward.
Housing Advisory Commission	3. H: Housing Opportunities for Everyone	TOPA/COPA - right of first refusal.	Ohio generally favors property owner rights and less restrictive landlord-tenant laws, which can make it challenging for COPA/TOPA-style policies to gain traction at the local level. Local governments in Ohio cannot implement TOPA/COA unilaterally unless state law enables or allows it. Further legal review is recommended.
Housing Advisory Commission	3. H: Housing Opportunities for Everyone	Community land trust.	Land/property is deed restricted to be affordable and the management of property transfers is managed by a non profit.  Typically- communities donate blighted or properties in tax arrears to a nonprofit to who then manages it for the long term.  The City does not have a lot of blighted property or properties in tax arrears to be taken. What nonprofit could manage this?
Housing Advisory Commission	3. H: Housing Opportunities for Everyone	Purchase rental housing to provide for rent to income qualifying people/ families.	Staff concerned about where these funds could come from to purchase property.  What nonprofit would manage the rentals?
Housing Advisory Commission	4. E: A Thriving and Resilient Year-Round Economy	Commercial property rent stabilization/ control (only residential rent stabilization is pre-empted).	Ohio revised code changed in 2022 HB 430 and took away the ability for municipalities to implement commercial rent stabilization .
Housing Advisory Commission	3. H: Housing Opportunities for Everyone	Ban on source of income discrimination.	Recommended: This is a viable new policy.  If passed there will be some work arounds for property owners. Especially if we want to mandate vouchers be accepted and HUD standards, but still a doable project.
Housing Advisory Commission	3. H: Housing Opportunities for Everyone	Community land trust.	Land/property is deed restricted to be affordable and the management of property transfers is managed by a non profit.  Typically- communities donate blighted or properties in tax arrears to a nonprofit to who then manages it for the long term.  The City does not have a lot of blighted property or properties in tax arrears to be taken. What nonprofit could manage this?
Housing Advisory Commission	3. H: Housing Opportunities for Everyone	Non-congregate shelter with full time social workers and wrap around services.	Recommended: explore sheltering options.  A non-congregate shelter for homeless individuals provides private or semi-private living spaces, such as hotel rooms, tiny homes, or modular units, rather than shared, dormitory-style accommodations typical of congregate shelters. These shelters offer increased privacy, safety, and dignity, and are especially beneficial during public health emergencies or for individuals with specific needs, such as families, survivors of domestic violence, or those with medical vulnerabilities.  Worthwhile to explore. Cold sheltering in hotels very challenging. Whatever we build will be instantly full. City can maybe help with capital costs but likely not ongoing operational costs (unless we make cuts to another program) Staff questions: which nonprofit can help with this? How much staffing and security is needed?  Do we ever make people leave?
Housing Advisory Commission	3. H: Housing Opportunities for Everyone	Pathway to permanent housing.	Housing stability grant in partnership with TOPSS should help with this.
Housing Advisory Commission	3. H: Housing Opportunities for Everyone	Multi-agency collaboration.	More information is needed with this request.
Historic & Architectural Preservation Commission	6. R: Celebration of the People and Places that Make Oxford Unique	Built out home history inventory to share with realtors or renters to help people learn history of their homes.	This is a free service provided by Smith Library of Regional History upon request. No research or cost estimation was done on converting the history documents into real estate addendums or publications.
Historic & Architectural Preservation Commission	6. R: Celebration of the People and Places that Make Oxford Unique	Add veteran's day cemetery tours.
Historic & Architectural Preservation Commission	6. R: Celebration of the People and Places that Make Oxford Unique	Put October cemetery tour at Woodside Cemetery.	This is already happening in 2025, in partnership with OPRD and Smith Library, with the first three Saturdays of October being the tour dates.
Oxford Parking & Transportation Advisory Board	6. R: Celebration of the People and Places that Make Oxford Unique	Design and cost estimate for trail expansion (and rec. facilities.?) ahead of possible 2027 levy renewal.	Recommended:  Recommended for late 2026, early 2027 (levy renewal would be 2028). This could be a plan for the costs for the "interior spokes" to connect to the trail.
Oxford Parking & Transportation Advisory Board	2. M: Safe and Efficient Travel for All Modes of Transportation	Pedestrian safety lighting inventory - for mobility- equity.	Recommended:  A system for determining gaps in pedestrian lighting has not been established yet. An ambient light meter will need to be loaned or purchased. This could be a student GIS project for cost savings. It is recommended that environmental lighting glare and location near residences be considered.
Oxford Parking & Transportation Advisory Board	2. M: Safe and Efficient Travel for All Modes of Transportation	ADA crossing upgrades.	City engineer provided general information to OPTAB for OPTAB members to develop a checklist.
Oxford Parking & Transportation Advisory Board	2. M: Safe and Efficient Travel for All Modes of Transportation	Retro fit sidewalks in areas without sidewalks at time of road paving.	Work session discussions.
Oxford Parking & Transportation Advisory Board	2. M: Safe and Efficient Travel for All Modes of Transportation	Flashing beacon cross walk on Chestnut near McGuffey Ave.	Part of Habitat project?
Oxford Parking & Transportation Advisory Board	2. M: Safe and Efficient Travel for All Modes of Transportation	Install full traffic signal (or hybrid) midway on C.C.P. (West Gate) for road safety, ADA, traffic.	Staff will recommend an Engineering study in the CIP. Estimated $25K for initial study.
Oxford Parking & Transportation Advisory Board	2. M: Safe and Efficient Travel for All Modes of Transportation	Plan for pedestrian access from Kehr Rd. to Locust St.	Would require a feasibility study and cost estimate. Estimated cost: $50K for that segment.
Oxford Parking & Transportation Advisory Board	2. M: Safe and Efficient Travel for All Modes of Transportation	The City commits to assuring safe and equitable access on streets part of the 2025 repaving program as part of the adopted Complete Streets Policy, including by installing new improvements (e.g. sidewalks) where necessary by: The reallocation of existing repaving fund to make necessary improvements; or The commitment to make necessary improvements as separate capital improvements within two years of paving.	Recommendation:  Staff developed a 19 point Complete Street analysis which was implemented in February for the Summer 2025 paving. Staff believes this method captures the spirit of the 2019 Complete Street policy without burdening Council with block-by-block detailed re-design of each street, thereby capturing the most mileage of re-paving and the greatest increase of Complete Street design, simultaneously.
Oxford Parking & Transportation Advisory Board	2. M: Safe and Efficient Travel for All Modes of Transportation	The City should create a new or revised line item in the Capital Improvement Plan and Budget for Complete Street improvements (e.g. new sidewalks, bike lanes, etc.) that is equitably proportional to the repaving schedule (i.e. 10-20%).	10% of paving costs would be between $50K and $70K a year.  This would be in addition to the $50K we have in pedestrian safety improvements in the capital budget each year.
Oxford Parking & Transportation Advisory Board and Economic Development	5. S: A Sustainable Oxford	Revising parking structure and fees to support alternative transit. Decrease parking and raising parking fees.	Not recommended until the garage is paid off (2029). Parking fund is a special revenue fund, changes to it would require approval for from Council and the State. Current language: “to account for the operation of parking control activities within the city”.  2 parking passes per household restriction already in effect. Since 2023, $50k annually has been allocated and utilized for bike and ped safety, supporting alternative transit.
Public Arts Commission of Oxford	6. R: Celebration of the People and Places that Make Oxford Unique	Public art along trail e.g. blue barn by dog park, concrete well along phase 2 OATS.	Staff recommendation: Duke substation will likely occur in 2026.  If Council wants another large art project, we will need funding for it. Parking garage  mural estimate $50K. Trail mural $12K.
Planning Commission	1. L: Smart Growth and Quality Places	Inter-jurisdictional urban growth/ ag heritage preservation plan.	No progress since the Oxford Township Land Use Plan adoption in April 2025.
Planning Commission	7. C: A Connected, Livable, and Equitable Community for All	Ease restrictions on zoning for daycares.	The Unified Development Code (UDC) project has not reached this point of the code-writing yet.
Police Division	7. C: A Connected, Livable, and Equitable Community for All	Free parking meter periods used for charitable donation to city goals, like TOPSS.	Not Recommend:  Using revenue for charity during holiday parking​ Will counter the reduced workload benefits during light staffing times​ Credit card fees will still cost the City money if people make donation​ Alternatives – SSL Fund; IPS report can give estimate for budgeting; canned food drive for ticket amnesty.
Police Division	9. Essential Services	Allowing 2+ hours and cheaper rate on side streets for parking.	Recommended:  Increasing the allowable time on side streets to 4 hours maximum​ Involves 4 blocks – N. Beech, S. Beech, N. Poplar, S. Poplar (zero blocks)​ Current rate was reduced to $.50/hour by Council in 2023​ Implementation through a traffic order memo and reprogramming of meter​.
Police Division	9. Essential Services	Hire public safety technology specialist to manage growing tech needs.	Staff Recommend a new staff position "Public Safety Technical Specialist" that serves both Police & Fire Division​ Position will be housed in and supervised by Police Division Similar to prior position that Police had up until 2013​ Off-load work by sworn personnel to a civilian position​ Can address growing technological needs of public safety​ $65,000 salary range plus benefits, $100K​.
Recreation Board	6. R: Celebration of the People and Places that Make Oxford Unique	Parks and Rec master plan: pickleball, skatepark, indoor comm center (TRI), park areas along OATS.	Quote for Comprehensive Master Plan obtained, Third party assessing Skate Park, TRI Board Meeting with Consultant. Submitted by C. Smith, June 2025
Recreation Board	7. C: A Connected, Livable, and Equitable Community for All	OATS half marathon (trial pending).
Service Department	9. Essential Services	Construct a larger meeting room in the Municipal Building.	Discussed with CDD director to evaluate scope and possible costs.  Will plan for an estimate to be included in the next CIP cycle.
Service Department and Parks & Recreation Department	8. U: Accessible, High-Quality Infrastructure	More water fountains along OATS (hot summers).	Recommended if funding allows in current project or via grants. Additional drinking fountains may be added to OATS Phase V construction contract as funding allows (and in proximity to existing water mains).   Same for additional park benches as OCF continues accept donations for these items.
Service Department and Parks & Recreation Department	8. U: Accessible, High-Quality Infrastructure	Permanent restroom at Leonard Howell Park that serves the park, dog park, and trail.	Staff is evaluating costs and existing utility infrastructure to include a permanent structure in the next CIP planning cycle.  To extend a sanitary sewer main to the site will be relatively expensive.