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The City Manager’s Office provides the executive leadership for the City, and policy guidance to the Mayor and Council. The City Manager is responsible for the overall management of the City’s departments, the support services necessary to maintain them, and the presentation of the City’s budget.

The Office is comprised of the City Manager, Assistant City Manager and Executive Secretary, as well as the following divisions:

  • Connect – oversees the City’s communications, marketing and community engagement programs (see the Connect section under Services)

  • Human Resources – performs all personnel functions for the City (see Human Resources section)

  • Economic Development – provides a wide range of services to attract new businesses and to help existing business stay and grow in UA (see Economic Development section)






The Council/Manager form of government is a system of representative democracy that combines the strong political leadership of elected officials with the strong managerial experience of an appointed manager. In this form of government, citizens vote to elect a City Council and that Council then hires a professional City Manager to run the City’s day to day operations and implement any changes in policy that the Council passes. Elected officials and appointed managers must reach out to citizens via community surveys and interaction with residents across the community to ensure that all enacted policies represent the betterment of the community as a whole. Citizen involvement is often widespread in communities that have adopted this form of government through processes such as visioning and community-oriented local services.

City Council

  • Functions as a parliamentary system whereby all power is concentrated within the elected Council with a principal elected official, usually the Mayor, assuming a symbolic, coordinating and activist leadership role.
  • Members of City Council do not perform this function on a full time basis and typically receive little or no compensation for what is considered volunteer service to the community.
  • The number of members on a City Council can range from six to 13 members, depending on the size of the community.
  • Often, some or all members of City Council are elected to represent specific areas – known as wards or districts – within a community.
  • The Mayor is still perceived as the most visible leader for a community under this form of government.
  • The Mayor fulfills two vital functions: Consensus building among members of Council and their representatives, and in guiding the development and implementation of policies.

City Manager

  • The appointed professional manager functions like a business organization’s chief executive – administering the daily operations for the City under the guidance of City Council.
  • The City Manager has a professional staff that, under his/her guidance, provides the services and implements the policies adopted by the elected Council.
  • This appointee is responsible for preparing the community’s budget, directing day-to-day operations, hiring and firing personnel, and provides complete and objective information to Council on issues as they arise.
  • The City Manager is selected by the City Council based on his/her education, training and relevant managerial experience.
  • City Managers serve at the pleasure of the City Council, must respond to citizens, and are dedicated to the highest ideals of honesty and integrity.
State Of City-2018
State Of City-2018
State Of City-2018
State Of City-2018
State Of City-2018
State Of City-2018
State Of City-2018
State Of City-2018
State Of City-2018
State Of City-2018
State Of City-2018

Early in the New Year, the City hosts its Annual State of the City Address, at which time the City Manager and members of City Council present an update to the community on the activities and accomplishments of the previous 12 months, while also sharing a look ahead to the coming year. The Community Fair features exhibits from City departments, civic groups and service organizations, showcasing their work and providing an opportunity for residents to network with community leaders. Last but not least, a series of Community Awards are presented in the categories of: Business, Community Enrichment, Safety, Senior and Youth.

Plans for the 2019 State of the City Address will be shared as 2018—our Centennial Year—draws to a close, so please check back. In the meantime, we share here some highlights from the 2018 Address:

Details of past-year State of the City Addresses can be found through our Archives Portal – City Manager search.

Ted Staton

Theodore J. Staton (Ted) joined the City of Upper Arlington, Ohio in October of 2011. He joined the City at an important time in its history. Economic challenges were center stage at the State and national level, with the trickle down effect becoming ever more apparent for local governments.

In Ted’s initial time with the City, the groundwork was laid to position Upper Arlington for a successful future. Significant work with both City Council and the Administration set forth a series of goals and implementation steps to address the City’s fiscal challenges, begin a detailed exploration of service priorities, and consider options for expanding its capital improvements program.

The organization streamlined operations, reduced its workforce primarily through attrition, and secured several shared services arrangements with other entities. A 10-year capital plan was developed to address a backlog of deferred maintenance and position the City to stay on pace with future needs. At Ted’s suggestion, a citizen-led task force was formed to study the City’s financial situation to check that all appropriate cost saving measures had been explored and to develop a set of recommendations for maintaining service levels into the future while also addressing the funding necessary for the City’s capital needs. A pivotal recommendation from this work was to seek voter approval of an increase in the income tax rate. In the lead up to a November 2014 ballot issue, Ted led an extensive community education and engagement process to share the needs driving this request of Upper Arlington residents. The issue was a success, with 64% of voters supporting a .5% increase in the income tax rate to fund capital improvements.

Since expanding the City’s Capital Improvement Program to 10 years, from 2014 through 2017 more than $45 million has been invested in the community’s streets, bridges and underground infrastructure, with additional grant monies secured to help fund approximately 10% of the entire 10-year plan. Included in this was the reconstruction of Tremont Road, the City’s first “complete street,” which greatly enhanced the City’s most central business district. In a partnership project with the Schools and Library, a fiber optic network was completed in 2016, connecting the facilities of all three entities with noticeably enhanced Internet connectivity. The City’s parks and the facilities within them are also benefitting from the expanded capital plan, with a replacement pool and other improvements completed at Northam Park in 2017, and a comprehensive study of the community’s entire park system in process from mid-2017 through mid-2018.

Significant progress has been made in the economic development arena, with completion of the City’s first true mixed-use project and first hotel, as well as several notable medical/professional office projects, including OSU’s Wexner Medical Center Outpatient Care Upper Arlington facility and OhioHealth’s Neurological Surgery Rehabilitation Center. The positive, cumulative impact on income tax revenues is evident, with many of the economic development incentives used to support business expansion already paid back in full from the new revenues they helped generate. With income projections looking strong into the future, it will be possible to continue investing in economic development while maintaining an aggressive investment in capital improvements.

Under Ted’s leadership, the study of two significant service areas reached a successful conclusion. First, the City consolidated its 911/dispatching services with the Northwest Regional Emergency Communications Center housed at the City of Dublin, with the transition completed early in 2018. As a result, the City’s emergency responders are positioned to benefit from the services of an agency that can adapt within a rapidly evolving technological and regulatory environment, while also realizing cost efficiencies for the City over the long term. The second involved an overhaul of the City’s Solid Waste Program, shifting from a cumbersome “pay as you throw” system to a modern, streamlined approach that took effect early in 2018

As Upper Arlington celebrates its Centennial in 2018, Ted is working to ensure that that the City, our community partners and citizens alike have a keen eye to the future, a shared belief that Upper Arlington will continue to go from strength to strength, and a commitment to all do our part to take us to that future.

Under Ted’s leadership, the City has maintained its place as a premier Central Ohio community. Each year, the City has successfully retained Triple A financial ratings from two national ratings agencies. Upper Arlington was named the Best Place to Live in Ohio and Best Central Ohio Suburb by in 2016, a Top 10 Best Community for Families by Family Circle Magazine (August 2013), and the Third Best Town in Ohio for Young Families by (October 2013). Additionally, Upper Arlington has been repeatedly named one of the Top 100 Safest Cities in America by (Spring 2013, May 2016) and a top Safest City in Ohio by (January 2014, July 2015).

Prior to Ted’s arrival in Upper Arlington, he served for 16 years as East Lansing, Michigan’s city manager. During his tenure there, the community saw its land area increase by nearly a third, land and property values more than double, and in 2010 the City attained its first ever Triple A financial rating. In 2009, East Lansing was named a top college town for business startups by Entrepreneur Magazine and in 2011 a top 20 city in the nation for job growth by Forbes, with its downtown area experiencing significant new private investment. East Lansing came to be beloved by many in the region for its art and music festivals, and for its commitment to expanding recreation and park facilities.

Previously, Ted served in several positions at the City of Dayton, Ohio, including Assistant City Manager, Director of Office Management and Budget, and Director of Public Works. He has a Master of Arts in Public Management and a Bachelor of Arts in Political Science, both from Wright State University in Dayton. He also has completed the Program for Senior Executives in State and Local Government at the Harvard University, John F. Kennedy School of Government.

Throughout his career, Ted has been actively involved in professional and civic organizations:

  • He has been designated a Legacy Leader and a Credentialed Manager by the International City/County Management Association;
  • He is a member of the Upper Arlington Rotary Club, Mid-Ohio Regional Planning Commission, Central Ohio Mayors and Managers Association, Upper Arlington Community Foundation Board of Trustees, and Upper Arlington Community Improvement Corporation;
  • He serves on the Executive Board of the League of Women in Government – an organization dedicated to increasing gender equity in municipal management and served on the Board of Directors – including as President – for the Michigan City Management Association, is a Past President of the Leadership Dayton Association, and was a member of the Michigan Municipal League and the East Lansing Kiwanis Club.

Ted is a recipient of the John L. Patriarche Distinguished Service Award for career achievement from the Michigan Local Government Management Association, and received the Vocational Excellence Award from the Rotary Club of East Lansing for “demonstrating vocational excellence and the practice of high ethical standards in the workplace.” He has shared his experiences internationally in Malawi, Nigeria and Romania and has lectured on local government issues to Humphrey Fellows from over 50 nations and members of the British Parliament.

Ted and his wife, Carol, are both Ohio natives. They have two sons – Paul, who is in college at the University of Cincinnati, and Ben, who is a student at the Upper Arlington High School.

To Ted, public service is a vocation and a passion. He is a firm believer in the value of good governance, and the provision of core services to assure a high quality of life for the members of any given community. As the appointed head of the City’s administration, he is committed to upholding the highest standards of ethics, accountability and transparency in fulfilling the City of Upper Arlington’s pledge of service to its citizens.



Permit HolderValid Until
Youth Achievement of America, Candy BardJuly 21, 2018
Remax Premiere Choice Realtors John KostJuly 28, 2018
College Works PaintingJuly 29, 2018
Aptive EnvironmentalJuly 29, 2018
Edward Jones, Steven RockwellJuly 29, 2018
Insight Pest SolutionsAugust 10, 2018
Southwestern Advantage Educational BooksAugust 12, 2018
A Boy and His Pet ServicesAugust 17, 2018
Moxie Pest ControlSeptember 18, 2018
Last UpdatedJuly 10, 2018


  1. Is a Peddling/Solicitation Permit required?
    • Any organization that is going door-to-door at private residences within the City of Upper Arlington in order to sell a good or service or solicit donations of any kind or size is required to obtain a Peddling/Solicitation Permit. Only one Permit is required per organization.
    • Canvassers who are going door-to-door with the sole purpose of distributing information are not required to obtain a Peddling/Solicitation Permit. If an organization does not obtain a Permit they are not allowed to solicit for donations at any time.
    • The permit does not provide permission to solicit where notice of No Solicitation or No Trespass has been provided by the property owner. This also applies to canvassing organizations not required to receive a permit.
  2. Application fee
    • There is a $50.00 application fee for a Peddling/Solicitation Permit. This must only be paid once per organization.
    • The application fee is waived for charitable, non-profit, or religious solicitation, with proof of non-profit status pursuant to Internal Revenue Code §501(C)(3).
    • If you are completing the application online via Viewpoint Cloud, this fee must be submitted in person at the time of the background check.
  3. Background check fees
    1. Background checks are required for any organization selling goods or services or soliciting donations of any kind.
    2. Every individual who will be going door-to-door must complete a background check.
    3. There is a background check fee for each individual who needs a background check. This fee is not waived for charitable, non-profit, or religious organizations that are soliciting donations or money for membership. This fee will need to be paid in person at the time of the background check. Amount of fee is dependent on residency.
  4. Documentation required
    1. Proof of non-profit status for fee waiver, if applicable.
    2. Copy of current, valid driver’s license and other current, valid, government-issued identification that includes your picture.
    3. Completed Application for Peddling/Solicitation Permit with accurate information and signature.
  5. Application procedures
    1. Submit an application online
      • Attach proof of non-profit status, if applicable. $50 fee must be paid at time of application.
    2. All individuals who will be going door-to-door must come in person to complete a background check. Each will be required to pay a background check fee with the submission of a background check application.
      • Application must be submitted no later than 30 days prior to the commencement of business.
      • Permit expires 60 days after date of issuance.
  6. Municipal Code Sections
    1. Chapter 767 – Peddlers, Solicitors and Canvassers

No Solicitation Stickers

The City has made available free-of-charge two versions of a decal for use by residents. One states “No Solicitors/Peddlers” and is designed to dissuade individuals or entities wishing to sell a product or service. The second states “No Canvassers/Trespassers/Solicitors/Peddlers” and is designed to dissuade all such door-to-door activities. The decals can be obtained from the City Manager’s Office or the Police Division.


The City of Upper Arlington has five meeting spaces available for rental at the Municipal Services Center, 3600 Tremont Road, subject to availability. Reservations may be made up to 18 months in advance, with additional policies and regulations outlined on our Facility Rental Page. Reservation fees are non-refundable (unless your reservation is cancelled by the City).

Contact the City Manager’s Office for availability using the form below.


I am interested in reserving a room at the Municipal Services Center.

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