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HomeMy WebLinkAboutState of the City Annual Report 2019 ocr ti G HI Andy Schor, Mayor 2019 State of the City Report January 28, 2019 INDEX OF REPORTS From the Mayor 3 DEPARTMENTS Department of Economic Development and Planning 4 Department of Finance 16 *Includes Assessing Department and City Treasurer Lansing Fire Department 20 Department of Human Relations and Community Services 27 Department of Human Resources 29 Department of Information Technology 32 Department of Neighborhood Development and Community Engagement 34 Department of Parks and Recreation 43 Lansing Police Department 45 Department of Public Service 61 Office of the City Attorney 96 AGENCIES Board of Water and Light 98 Lansing Entertainment and Public Facilities Authority (LEPFA) 100 Downtown Lansing Inc. 107 Lansing Economic Development Corporation 113 2 We were very busy in the first year of my administration, and I am incredibly proud of all of our accomplishments.This report focuses on our work in 2018 including substantial economic development projects, increased outreach and support to neighborhoods, improvements to infrastructure, and strengthened ties with the Lansing School District. I look forward to continuing to work with our City Council partners in 2019 as we continue to grow Lansing and improve services to our residents. Many exciting economic development projects were announced in 2018, totaling almost$1 billion in investments in the City of Lansing. Lansing's downtown will soon have a grocery store, hotel, and new housing. In addition, a brand new McLaren Hospital, and major investments into GM's Lansing Grand River Assembly Plant and Loc Performance Manufacturing Center will keep and create new jobs here in Lansing. Lansing is full of talented, diverse people who have a wide set of skills and expertise which is why I have focused on keeping our existing boards and commissions filled as creating some advisory commissions to aid the direction of the City. In 2018, 1 created the Mayor's Diversity and Inclusion Advisory Council as well as the Mayor's Arts and Culture Commission in order to bring together experts on these two important subjects. We also faced and addressed some major challenges in 2018, including a 20-year flood in February.The LFD Emergency Management Office in conjunction with Public Services successfully executed flood mitigation, resulting in the prevention of an estimated $1.3 million in damage to homes in the Urbandale Neighborhood. In June, a tragic fire at LaRoy Froh housing complex took the lives of 2 Lansing citizens and uncovered many code issues in Lansing Housing Commission properties.The Office of Economic Development and Planning worked with LHC to successfully bring properties into compliance and make them safe for residents. Lansing's time is still now. We have great momentum going into 2019 and look forward to another productive and successful year! Following is the annual reports for the city's departments and agencies. Andy Schor Mayor January 24, 2019 3 DEPARTMENT OF ECONOMIC DEVELOPMENT AND PLANNING Brian McGrain, Director Department Description The primary objective of the Department of Economic Development and Planning (EDP) has been to stabilize the City's economic base and,through continued planned and directed development, "grow" that base to a level capable of providing continuous support for the City's services and infrastructure. The Department consists of six separate divisions: • Administration; • Building Safety; • Code Enforcement; • Parking Services; • Planning; and • Development Office. Additionally, DLI, LEAP, and LEPFA report indirectly through EDP. The Building Safety Office is operated as a Special Revenue Fund, per State Law. Building safety interacts with commercial structures in the city and ensures the safety of such structures in our city,whether they be new, existing, or at the end of their useful life. Code Enforcement serves to protect the health, safety and welfare of Lansing residents through the preservation and improvement of the housing stock by assuring safe, decent and sanitary housing while preserving the integrity of Lansing neighborhoods. The Parking Services Office encompasses the operation of the municipal fee-based parking system. Parking Services Office provides economical parking options for downtown workers and visitors. Planning has a broad role in facilitating orderly development and growth across the city. This division oversees development, implementation, and review of the city's Master Plan. Planning functions include comprehensive planning, site plan review,flood plain review, zoning review, historic preservation, public infrastructure, and review of economic development projects. Coordination of housing and neighborhood improvement activities are primarily handled under the City's Community Development Block Grant(CDBG) or various federal and state housing assistance programs.The traditional allocation of CDBG, HOME, and the Emergency Solutions Grant Program are federally funded programs,administered by the Development Office. In addition to these programs,the Development Office administers various grants, such as, Floodplain Abatement FEMA, Lead Based Paint Abatement, and Blight Elimination—Hardest Hit Funds programs. Overall,the Department supports the following boards or commissions: • Planning Board; • Zoning Board of Appeals; • Historic District Commission; • Demolition Board; 4 • Plumbing Board; • Mechanical Board and Electrical Board; and • Building Board of Appeals. The Department has worked closely with additional agencies to facilitate development in the City, such as: • Ingham County Land Bank Fast Track Authority • LEAP • Tri-County Regional Planning Commission • Neighborhood-based nonprofits We are pleased to share with you information from each division of the department at this time. BUILDING SAFETY DIVISION The staff of the Building Safety Office (BSO) are responsible for enforcement of the STILLE-DEROSSETT- HALE-SINGLE STATE CONSTRUCTION CODE ACT,Act 230 of 1972, known as the Michigan Building Code 2015, which includes reviewing construction documents,the issuance of electrical, mechanical, plumbing, and building permits, and performing all required inspections.The purpose of the Building Code is to establish the minimum requirements to safeguard the public health, safety and general welfare by ensuring the structural strength, means of egress facilities, stability, sanitation, adequate light and ventilation, energy conservation, and safety to life and property from fire and other hazards attributed to the built environment and to provide a reasonable level of safety to fire fighters and emergency responders during emergency operations. The BSO utilizes online permit applications for the majority of permits along with requests for inspections and electronic plan reviews. This process is intended to better serve the public, contractors and design professionals through the City's AccessMyGov web portal. Our accomplishments for 2018 include: Permits—the BSO has issued 7,204 permits. Electrical Permits: 1,554 Mechanical Permits: 2,064 Plumbing Permits: 1,487 Building Permits: 1,908 Plan Reviews—the BSO has conducted 1,885 plan reviews. Commercial Building Plan Reviews: 233 Commercial Electrical Plan Reviews: 210 Commercial Mechanical Plan Reviews: 198 Commercial Plumbing Plan Reviews: 197 Residential Plan Reviews: 1,047 Demolition Permits—the BSO has issued 122 demolition permits. 5 Commercial: 12 Residential: 110 Sign Permits—the BSO has issued 69 sign permits. Site Plan Reviews—the BSO has reviewed 31 Site Plans. Inspections—the BSO has conducted 11,288 permit related inspections. Electrical: 2,427 Mechanical: 2,522 Plumbing: 2,330 Building: 4,009 Other Activities of the Building Safety Office include: • Preconstruction meetings with Developers, Design Professionals, and Contractors. • Staff participation on committees and other organizations that further the education in the trades of our staff. • The Building Official, Field Inspectors and Plan Review staff continue to attend educational seminars to earn State of Michigan ACT407 credits that are required to maintain their registration as inspectors. • The BSO supports the State of Michigan by providing investigative services in regard to licensing complaints and inspection services for liquor license transfers. • The BSO staff provides technical expertise and supports the Building Board of Appeals, Electrical Board of Appeals, Mechanical Board of Appeals, and Plumbing Board of Appeals. Assistance to Other Departments: • The BSO supports the City Attorney by providing expert witness services and Freedom of Information Act document search, retrieval and reproduction. • The BSO provides inspection services and technical expertise and assistance to the Development Office, CDBG rehabilitation programs. • The BSO provides permitting and inspection services for the Zoning Office in the administration of the Lansing Sign Code. • The BSO assists the Fire Marshal's Office with plan review, occupancy classification, and the setting of maximum occupant load in assembly occupancies.The BSO provides inspection services in conjunction with the testing and operation of automatic fire suppression and fire alarm systems. • The BSO supports the Lansing City Clerk by providing inspection services for Cabaret License issuance and renewals as well as liquor license transfers. The BSO has also provided many man-hours and conducted hundreds of inspections that are not reflected in the above data to support other departments of the city. The majority of untold hours and inspections have been primarily for support to the Clerk's Office regarding licensing requirements. 6 CODE ENFORCEMENT DIVISION The mission of the Code Enforcement Office is clear: "To protect the health, safety and welfare of Lansing residents through the preservation and improvement of the housing stock by assuring safe, decent and sanitary housing while preserving the integrity of Lansing neighborhoods." It is through the dedicated efforts of the eighteen full-time staff members, working in conjunction with neighborhood organizations and in cooperation with numerous other agencies,that we are able to accomplish our objectives and work to strengthen our neighborhoods. Our accomplishments for 2018 include: 1. Assuring Quality Housing-Through the enforcement of the International Property Maintenance Code, our nine Code Enforcement Officers and four Premises Officers, under the direction of the Lead Housing Inspector/Manager for Code Enforcement,continue to accomplish the multifaceted tasks of rental housing, safety, exterior, and premises inspections for all residential properties in the City. Our officers conducted 5,592 rental certification inspections representing more than 15,000 dwelling units with a 96%compliance rate. As part of our routine inspections over 20,000 residential smoke alarms were tested to assure the proper operation of this life saving device. In addition,953 safety inspections,of both rental and owner-occupied dwellings were conducted as well as 166 correction notices issued for exterior violations. Our office also issued 1,354 Failure to Register letters and 1,260 Failure to Comply letters this year. In total the Code Enforcement Office issued 27,385 violation and inspection notices this year. 2. Enhancing the Visual Environment— During 2018,the Neighborhood Enhancement Action Team (N.E.A.T. Team) continued to actively monitor and process more than 350 unsafe, substandard and vacant properties requiring 4,200 exterior inspections. In addition, Code Enforcement and Premises Officers secured 383 open and accessible structures, thus assuring the public's safety and preservation of property. The City of Lansing Housing & Premises Code also addresses what is commonly referred to as "Premise Violations." Our ongoing effort during this past year accounted for 7,515 tall grass and weed inspections and the issuance of 836 abatement notices; 6,451 inspections for trash and debris and the issuance of 834 abatement notices; 650 inspections for disabled or abandoned motor vehicles with the issuance of 105 abatement notices. Our staff takes great pride in maintaining the visual ascetics of our community. Another essential tool in this area of accomplishment has been the utilization of the City of Lansing Demolition Board and the expert opinions of the Code Enforcement Officers and the Building Safety Department.The activities of the Make Safe or Demolish process for 2018 included goals of reducing blight, protecting the public safety and enhancing the property values throughout the city. In the 2018 calendar year the Code Enforcement Office put over a dozen houses through the Demolition Board. 3. Protecting Neighborhood Character — Additionally, the Code Enforcement Office is also responsible for the enforcement of the City of Lansing Zoning Code.Throughout the year our staff, working in cooperation with the Zoning Office resolved a wide variety of neighborhood issues such as illegal home occupations, vision obstructions along our public right-of-ways, temporary storage unit installations, and improper use of parcels,to name just a few. 7 4. Facilitate Cooperative Collaboration — Weekly, our activities involve the cooperation of numerous agencies including the Lansing Fire & Police Departments, Ingham County Animal Control, Ingham County Land Bank, Ingham County Health Department, Community Mental Health,Adult and Child Protective Services, and the Humane Society. It is through these valuable partnerships that we are able to meet the challenges we encounter. 5. Community Outreach—Throughout the year our staff actively attended and participated in the meetings of our community neighborhood groups. Staff was in attendance and provided presentations to several neighborhood groups.The feedback we receive from these organizations and activities assists us responding to the needs and priorities of our community. 6. Courteous and helpful customer service — Our administrative and clerical staff strive to make quality customer service a priority. It's a well-known fact that the Code Enforcement staff, as a whole, whether in the office or in the field, are public relations ambassadors for the City, consistently and actively working to bring neighbors, tenants, and property owners together to solve problems and gain compliance. We will continue our efforts to improve both customer service and accessibility in the future. 7. Organizational Enhancement—At the beginning of 2018 the Code Enforcement Office was moved from the Fire Department to Economic Development & Planning. This move brought the office under the direction of Director Brian McGrain who has worked with the manager and staff to incorporate some needed changes to the office. We have also moved all part-time front office staff to full-time thereby allowing us to accomplish more of the outstanding challenges facing our office. There are also some changes being undertaken internally that will assist the manager in supervision of this large group of people. 8. Boards and Committees-The Code Enforcement Manager also sat on several Boards and Ad-Hoc committees to look at ways to improve residential neighborhoods. Staff from the Code Enforcement Office and the Law Department made strong headway throughout the year. Several tickets were written and compliance was obtained in several difficult cases. Another project that will be accomplished in the first part of next year is the adoption of the 2015 International Property Maintenance Code which is currently in the City Council's Public Safety Committee. The adoption of the 2015 IPMC will bring the City of Lansing up-to-date with a standard adopted by municipalities throughout the United States. It will also allow us to be fully compatible with all of the State Codes including building, electrical, mechanical and plumbing. It will eliminate conflicts which currently exist between the Lansing Housing & Premises Code and the adopted State Codes utilized by the Building Safety Department. This annual report would be incomplete without mentioning the challenges that face our city.The ongoing impact of the ever-increasing number of vacant and foreclosed properties continues to impact our neighborhoods. Vacant structures demand additional time and attention from the entire Code Enforcement staff. We continue to take a proactive approach to assure that vacant premises are maintained and the structures secure. On a daily basis we communicate with property owners and financial institutions to raise awareness of their responsibilities for maintaining these properties. 8 There is still much work that needs to be accomplished. Our mission and objectives are clear as we meet the challenges for the coming year. Our partnerships with our neighborhoods are strong and we look forward to continuing our work in strengthening our community. PARKING SERVICES DIVISION The City of Lansing Parking Services Office (PSO) has completed the first year of our 5-year extreme makeover of Lansing's parking system. We value the role we and our facilities play in being the likely first and last impression of visitors and daily users have of the City. The extreme makeover covers major new software deployments, new multi-space hardware installations, and transformational capital improvements to parking lots and ramps, as well as re-Imagineering our logo and how we can provide the very best customer service to our customers. Our PSO team is comprised of 15 full time employees with up to 20 part time employees in addition to 4 parking enforcement workers that are currently supervised by the Lansing Police Department. Our team works hard to maintain 2,279 on-street parking meters and 4,203 parking spaces in our ramps and surface lots for a total of 6,482 parking spaces in our system. During the 2018 calendar year we processed over 32,000 citations and managed over 3,000 vehicle ramp permits in our facilities. It is very important that we present safe,friendly, approachable, clean, and software savvy assets/facilities to our consumers. Our accomplishments for 2018 include: 1. Produced a 5-year comprehensive capital improvement plan that will breakdown the door to the latest technology of the 21"century. Improvements under this area areas follows; a. New citation and permit management software (NuPark) (Spring 2019 launch) b. Parkeon was selected as the vendor to supply initially the 68 new multi-space pay stations that will be installed through the downtown in the spring/summer 2019 c. New parking mobile pay application selected (Spring 2019 launch) d. Major structural rehabilitation repairs completed as part of year 1 of 5-year extreme makeover project($1,300,000) in North Grand Ramp,South Capital Ramp, North Capital, and Townsend. 2. Developed, marketed and branded a new parking logo that will allow our customers to identify all of the public parking assets and TEAM members. It will also promote a sense of team pride and unity. 3. Completed Major rehabilitation of 6 parking lots including; a. Lots# 19, 20, 21, 37 (the Lansing Center Lots) b. Lot#8 East Michigan Ave. Lot (behind the Green Door) c. Minor, partial overlay and complete restriping of lots 49 and 49A 4. Completed comprehensive parking and revenue collection system (PARCS) equipment study and testing. Selected TIBA equipment to be installed in all of our ramps starting Summer of 2019. 5. Invested in new outerwear for our parking Team, incorporating our new logo, so as to be more identifiable, professional and visibly representative of the Parking Services Office. 9 6. We updated, improved and renovated the Grand Avenue Parking Ramp breakroom that serves over 40 employees and that has not seen any investment in almost 30 years. This included repairing the failing sewage system that served this room and posed regular problems to both our offices and IT's office for the last 10 years. Our team is excited in 2019 to complete what will be another transformational year that will see the completion of the extreme makeover to the Grand Avenue and South Capitol parking ramps. Stay tuned to our website for more updated information at www.lansingmi.gov/parking. PLANNING DIVISION The Planning Office provides comprehensive, long-and short-range planning services to residents, neighborhoods, businesses and industry. It is responsible under state law, local ordinance and the City charter to process, analyze, and provide recommendations to the Planning Board, Board of Zoning Appeals, Historic District Commission and various other City boards&committees regarding land use control and capital improvement requests. The Planning Office also provides zoning, land use, flood plain, historic preservation and other types of information to the general public; and approves building permits, demolition permits, sign permits and a variety of licenses for compliance with the Zoning and Sign Codes. Our accomplishments for 2018 include: Design Lansing Form-Based Code (FBC) The Form-Based Code is a multi-year project that addresses the appropriate code changes to make the Design Lansing vision a reality. It is a complete re-write of the current zoning ordinance, blending the land use requirements of the current ordinance with the land use and urban design recommendations of the Design Lansing Comprehensive Plan (http://www.lansingmi.gov/275/Design-Lansing). In 2018,the Planning Office coordinated an interdepartmental review of the proposed code, and made presentations regarding the proposed code at the Downtown Business Huddle,the Community and Economic Development Network, and the Greater Lansing Association of Realtors Policy Committee, and Neighborhood Roundtables. Map edits, and reformatting for Council Rule 20 are nearly completed. Form-based codes are among the most effective means for achieving the priorities established by Lansing residents during the development of the Master Plan, including transformational change to our struggling commercial corridors and business districts. Redevelopment Ready Communities(RRC) On the strength of the Design Lansing Comprehensive Plan, the Form Based Code work,the City's administrative site plan review processes, and the Capital Improvements Program (https://www.lansingmi.gov/DocumentCenter/View/4225),the City of Lansing was certified by the Michigan Economic Development Corporation's Redevelopment Ready Communities program (https://www.lansingmi.gov/DocumentCenter/View/4770). The Planning Office and LEAP have since worked together on completing property information packages for Logan Square and the former RC Cola Bottling Plant, Pleasant Grove School, Hazen Lumber, and K-Mart sites, and met with MEDC's Redevelopment Services Team regarding these properties. 10 Permit& License Review The City of Lansing requires Planning Office approval for the issuance of sign, demolition, and building permits. Forms for these permits are available on-line at: http://www.lansingmi.gov/273/Forms- Petitions.The procedures and timelines for these permits are available at https://www.lansingmi.gov/DocumentCenter/Home/View/284. In 2018, Planning Office staff responded to hundreds of inquiries regarding potential locations for medical marijuana facilities, and reviewed the 100+applications for various medical marijuana facility licenses that have been received thus far. The Planning Office works with the Building Safety Office to provide the public with the most expeditious and efficient permit processing service. Planning staff reviews approximately 1,800 permits annually. In 2018,the Planning Office staff reviewed and processed the following: • 600 Block E. Michigan Avenue development o Rezoning, o Act 33 Review to vacate alley, o Multiple sign ordinance variances, o Site plan review in progress. • Sale of Glenburne parcels o Act 33 Review • Sale of LBWL Larch St. Substation o Act 33 Review • North Lansing Pipeline Easements o Act 33 Review • McLaren development o Act 33 Review to vacate streets, o Height variances, o Site plan review and approval. • 3600 Dunkel Rd. 286 residential units o Site plan review and approval. • 715 W. Willow and 656 W. Maple o Site plan review and approval of School for Blind—Abigail and former high school. • Allen Place Mixed-Use Development o Multiple variances, o Site plan review in progress. A total of: o BZA/Va ri a n ces—14 o Rezonings—8 o Special Land Use Permits—1 o Planned Residential Developments—1 o Non-Conforming Uses—1 o Act 33 Reviews—10 o Lot Splits—21 o Lot Combinations—30 11 o Site Plan Reviews—31 All liquor licenses, cabaret licenses, second hand dealer licenses,wrecker licenses and vehicle dealer licenses must be approved by the Planning Office before they can be issued by the City Council and/or City Clerk's Office.The Planning Office staff reviews approximately 200 licenses annually. All rental registration applications must be approved by the Planning Office for compliance with the Zoning Ordinance before they can be issued by the Code Compliance Office. The Planning Office staff reviews approximately 2,000 rental registrations annually. Planning Office staff resolved more than 500 zoning violations throughout the City in 2018. This involved writing violation letters,working with property owners/tenants to find solutions to the problems and working with the Code Compliance Officers and the City Attorney's Office to prepare citations and court cases as needed. Board Meetings The Planning Office provides staff support to the Planning Board, Board of Zoning Appeals, and Historic District Commission. In 2018,the Planning Board held eleven meetings,the BZA held eight, and the HDC held ten. Regional Presence Planning Office staff has served as a longtime steering committee member for Tri-County Regional Planning Commission's Regional Growth Initiative. Staff now represents the City on the Groundwater Management Board,which promotes stewardship of the groundwater in the Tri-County area, and the Lansing Wellhead Protection Team,which focuses on the safety of Lansing's water supply. DEVELOPMENT DIVISION The Development Office is responsible for managing federal community development entitlement funds on the local level. The Office promotes safe, lead-free, energy efficient affordable housing opportunities for all Lansing residents, plans and manages programs that benefit families with low and moderate income,fosters economic development, and supports citizen led initiatives that create and sustain safe, attractive neighborhoods. Our accomplishments for 2018 include: Entitlement Programs In FY 2018,the Office continued to administer programs using federal entitlement dollars (CDBG and HOME)to help income eligible residents (usually with incomes up to 80%of Area Median Income, or "AMI") improve their lives, including: • Down Payment Assistance: Income eligible homebuyers may receive down payment assistance to help make housing more affordable. • Homeowner Rehabilitation: Income eligible home-owner occupants may qualify for rehabilitation loans to bring a home into compliance with code and weatherization. 12 • Emergency Housing Repairs: Income eligible home-owner occupants may qualify for assistance to address a housing emergency that threatens the safety of the occupants or will cause immediate damage to the property. • New Construction and Rehabilitation: The Office is responsible for constructing or rehabilitating housing units, sometimes in conjunction with our non-profit partners, with a goal of providing homes to eligible homebuyers. The City partnered with the Ingham County Land Bank and Capitol Area Housing Partnership. • Risdale Multi-purpose Recreational Facility. The City completed, in conjunction with the Parks and Recreation Department, the improvements at Risdale Park to provide a first-rate multi- purpose recreational complex on the south side of Lansing. The City has also now completed the second phase (bathroom and storage building) and is preparing to complete the third and final phase, construction of"visitor" bleachers. • Knapp's Building: The Knapp's project is the renovation and adaptive reuse of an historic 5-story art-deco downtown structure. It is a mixed-use development including retail, office, and market rate condominiums. The City has used, and will continue to use, loan proceeds from the Developer to pay back the Section 108 Loan over its 20-year life. While the funds were disbursed many years ago, the City continues to monitor progress toward meeting the national objective. The project has exceeded its original FTE created objective. • Transfer of Neighborhood Empowerment Center to Capital Area Housing Partnership. The City was informed in February 2018 of the eminent failure of the Greater Lansing Housing Coalition. The Development Office took necessary steps to shepherd the NEC to the CAHP, which is committed to fulfilling the original mission of the Center with a focus on neighborhood-based housing programs. CAHP also took responsibility for the HEROS program. • Other CDBG funded activities: In coordination with our non-profit partners, we provided homeownership counseling and education, neighborhood clean ups, Parks and Recreation Department programs, home repair classes, tool lending programs, community safety, and employment training. Lead Safe Lansing The City commenced its third Lead Safe Lansing grant in December of 2016 after great success with the first two grants. The Lead Safe Lansing Program uses funding made available through the Department of Housing& Urban Development(HUD)to make housing units lead safe for both owner-occupied and rental units within the City limits. Under the program, 160 units will be tested and 150 units will be enrolled and remediated. Hazard control strategy will be focused on abatement of lead paint hazards on windows, porches and siding,with interim controls will be used on interior surfaces. Focus housing will be single family residences of 1-4 units. The grant continues until December 14, 2019. The grant is for$2,318,509. The City supplements this with CDBG grant funds. Eliminating Housing Hazards and Blight FEMA: The Office worked with the Lansing Fire Department,the State Police Department of Emergency Management, and FEMA to acquire and demolish homes in the floodplain. Three houses were acquired and demolished. Hardest Hit: The City of Lansing and Ingham County Land Bank received $6 million in federal funding to administer the Hardest Hit Blight Elimination Program.The funding for this program comes from the U.S. Department of Treasury's Hardest Hit fund and is being administered in Michigan by the Michigan State 13 Housing Development Authority (MSHDA). This program has now concluded, with a total of 384 houses demolished in the course of the program,far exceeding the original target of 240. Community Engagement The Development Office was an active participant in important community-based committees, including the Greater Lansing Homeless Resolution Network (the "Continuum of Care" for Greater Lansing),the Power of We, and the Community Economic Development Network. Through these networks we are able to inform other impactful organizations on, and stay informed on, important development and community needs. Accomplishments FY18 Applications 182 Homeowner Rehab Units Completed 63 units New Construction Units Sold (HOME w/ICLB, Habitat) 1 units Single Family Homes rehabilitated and sold (HOME with 1 Home CAH P) Single Family Homes rehabilitated and sold (CDBG with 5 Homes ICLB, CAHP) Homeless Shelters Assisted 6 Shelters Total Households Assisted (by any program) 3,201 Down Payment Assistance(HOME) 12 Households Neighborhood Cleanups 5 clean-ups Contractor Disbursements on projects completed in $1,034,288 2018 Non Profit Disbursements on projects completed in 2016 $269,084 Nonprofit payments $264,037 Lead Safe Units Completed 12 units made lead safe Lead Paint/Risk Assessments 64 Homes assessed for lead paint hazards Home Maintenance Class Participants 42 offered/210 Participants Tuesday Toolmen (GLHC)Assisted households 46 Assisted (Seniors, Disabled) 14 Businesses Assisted 11 Businesses assisted FEMA Property Acquisition 3 Financial Counseling Provided 1,137 participants Blighted Properties Demolished (with ICLB/Hardest Hit) 384 since inception 15 DEPARTMENT OF FINANCE Angela Bennett, Finance Director Department Description The Finance Department provides administrative support to the City government:accounting for the City's various funds and grants;preparation of the annual financial report;preparation and monitoring of the budget,financial analysis and forecasting;banking, investment, and borrowing of funds;purchase of goods and supplies;payments to vendors;administration of the retirement system;assessing of property and collection of income and property taxes are among core functions. There are four divisions of the Finance Department:Assessing, Treasury,Accounting/Budget/Accounts Payable Division, with the Office of Financial Empowerment(formerly in the Mayor's Office)joining the Finance Department in July. As a department, the Finance Department strives to provide excellent service to its internal and external customers. External customers include those who pay property and income taxes; those with an interest in properties located within the City; and those who wish to do business with the City. Internal customers include City departments, who rely on the department for the procurement of goods and services, financial reporting, and other financial resources, and employees and retirees regarding pensions. They also include the Mayor, Council, and others charged with developing, adopting, and monitoring the City's budget. Financially, the City remains stable with continued improvement. The City's General Funded ended 2018 fiscal year on June 30, 2018 with $17.0 million in unrestricted reserves, inclusive of the Budget Stabilization Fund, a $1.7 million increase from fiscal year 2017. As a percent of expenditures, General Fund reserves increased to 13.3% from 12.4% for fiscal year 2018, within the 12% - 15% target range. However, significant challenges remain in the longer-term. Going forward, State-imposed limitations on municipal revenues, most notably those on property tax growth, will continue to constrain resources, which in context of projected increases in pension, healthcare, and infrastructure needs, will present significant budgetary challenges. Appreciation The efforts of Sharon Frischman, City Assessor and Randy Endsley,Accounting Manager are greatly appreciated. All of the employees in the Finance Department are to be commended for their accomplishments in 2018 and for their commitment to continue improving the delivery of services in the future.Thanks to their dedication,the residents, businesses and visitors to the City are well-served by these efforts! The following pages include more detailed information of 2018 accomplishments of each of the four divisions of the Finance Department. TREASURY DIVISION OF FINANCE The Treasury Office of the Tax Services division consists of two main work groups:Income Tax and Property Tax. The Property Tax group collects the current Real and Personal property tax as well as delinquent Personal property tax. The Income Tax group collects Income Tax for Lansing residents and non-residents that work in Lansing. In addition, the Income Tax group works with our Lansing-based and 16 our regional employers in regards to employer withholding. The Treasury Division responsible for collection of all revenue and remittances to the City and oversees the depositing,safekeeping and investment of City funds, monies and securities. Accomplishments in 2018 Income Tax: The Income Tax work group reviews and audits more than 85,000 individual tax returns; 3,500 Corporate, Partnership and Fiduciary returns, issuing refunds where applicable. We process over 45,000 Income Tax refunds per year, with 40,000 of the refunds processed between January Vt and June 15t"of each year.The group also works with 4,500 employers to ensure proper withholding for their employees. Additionally, within the Income Tax group,there is the Compliance team and Withholding. The Compliance team works with taxpayers to collect delinquent income tax payments and to locate non- filers of income tax. The Withholding Tech works with our businesses to collect employer withholding for our Lansing based businesses and those outside Lansing who elect to withhold for their employees. The Withholding Tech also works on compliance to locate Lansing based businesses who are not withholding for their employees. Property Tax: The City issues over 57,000 Property Tax bills in July and December of each year. In addition to collecting taxes for the City, the Treasury division also collects and distributes real and personal property taxes for Ingham, Eaton and Clinton Counties, seven area School Districts, Lansing Community College, Capital Area District Library, Capital Area Transit Authority,the Airport Authority and the 4(four) 425 agreement partners, several with multiple agreements. The property tax group collects and distributes payments for Payment in Lieu of Taxes (PILOT) holders, the Tax Increment Finance Authority(TIFA), Brownfield developers and the Economic Development Corporation. This group also completes Brownfield Authority,TIFA and Obsolete Property Rehabilitation Act (OPRA) reports for State of Michigan compliance. In addition, the Treasury division collects nuisance fees, code enforcement violations, false alarm fees and diversion program fees.They also deposit daily cash receipts from all City departments. The collections team within property tax group works with businesses to collect delinquent personal property taxes, delinquent employer withholding and with taxpayers' delinquent income tax. This group also provides tax clearance for liquor licenses and elected official candidates. Accomplishments in 2018 • Lockbox services for property tax collections were moved to Chase Bank to enhance customer service and lower costs. • Software integrations were implemented for brownfield and TIFA capture processing and reporting. • Software conversions were performed for PILOT and Principal Shopping District Special Assessments. 17 • Income tax enforcement processes were improved in conjunction with the City Attorney's Office and District court including implementation of civil proceedings for income tax by District Court. ASSESSING DIVISION OF FINANCE The Assessing Division is responsible for the annual valuation and assessment of all real and personal property located within the City of Lansing. Each year, the Assessing Division prepares and certifies the ad valorem assessment roll and the specific tax rolls in accordance the Compiled Laws of the State of Michigan. The City of Lansing has 40,700 real property parcels, 3,700 exempt properties, and 3,200 personal property parcels. The total taxable value of the ad valorem and special acts parcels located within the jurisdiction of the City of Lansing was$2.148 billion for tax year 2018. The Assessing Division is responsible for listing the legal descriptions for almost 45,000 properties.The division must determine the value of more than 45,000 real and personal property parcels as well as determine the correct capped and taxable value for these properties for the annual tax rolls. Building permits must be monitored and properties must be inspected for new construction or demolition. The division must maintain ownership information,track transfers of ownership, Principal Residence information, Veterans' exemptions, general property tax exemptions and personal property exemptions. Industrial Facilities certificates, Neighborhood Enterprise Zone certificates and OPRA certificates are valued and tracked. The Assessing Division is responsible for creating invoices for Payment in Lieu of Taxes(PILOT) holders; track the Tax Increment Finance Authority(TIFA), Brownfield developments. OPRA accounts and creates the invoices for the Principal Shopping District. This group also completes Industrial Facilities Act, Obsolete Property Rehabilitation Act (OPRA) reports for State of Michigan compliance. The Assessing Division handles all Michigan Tax Tribunal appeals until they reach the point of a full Tribunal trial. Accomplishments in 2018 • Continued to review, revision, and implementation of new policies and procedures to handle changing property tax laws and requirements and staff performance. • Participation in software conversions/integrations for brownfield,TIFA capture, PILOT and Principal Shopping District Special Assessment processing and reporting. • Deployment of tablets for appraiser field work ACCOUNTING/BUDGET/ACCOUNTS PAYABLE DIVISION OF FINANCE The Accounting/Budget/Accounts Payable Division is responsible for financial forecasting and analysis, annual budget preparation, and budget monitoring. It also encompasses City accounting, retirement, accounts payable, grants oversight, and financial reporting. 18 Accomplishments in 2018 • Financial system conversion from the IFAS platform to Superion OneSolution (in conjunction with Information Technology and Human Resources) • Compliance filings, including waiver applications and corrective action plans for City's pension and retiree healthcare plans for newly-instituted State requirements • Preparation, in conjunction with the City's Financial Health Team, of a "Legacy Cost "101" presentation • Performance Based Budget planning in preparation of the FY 2020 budget • Preparation and participation in four participatory budget sessions, in conjunction with Neighborhood and Community Development • Preparations and bond sales for 2012 Parking Bond refunding and 2018 MTF bond issuance • Participation in ongoing feasibility discussions for District Court and detention consolidation 19 LANSING FIRE DEPARTMENT David J Purchase, Chief A message to the Residents and Constituents of the Lansing Department: The members of the Lansing Fire Department constantly strive to provide the very best service to all those we are charged to protect. Each of the department's divisions is tasked with providing the very best in customer service.This year, in a measurement of that service the Lansing Fire Department was awarded an upgraded ISO Public Protection Classification (PPC) of Class 2.This rating is an evaluation of our commitment to providing the very best in fire protection services.The Insurance Services Office, Inc. (ISO) conducts this independent evaluation. ISO then publishes the PPC for use by insurance companies in calculating fire insurance premiums for homeowners and businesses. More information on this rating can be found within this report. Our Department's call load continued its upward climb this past year with request for services up by 4%. In responding to 22,238 incidents last year the men and women of Lansing Fire must always be on the ready.To this end, our internal services including Training, Maintenance, Emergency Planning, Fleet Services and Administration must work together if we are to be successful. Our Fire Prevention and Inspections Division works tirelessly to assure compliance with code requirements and public educational activities.All of us take great pride in representing LFD and making sure we meet your every expectation. Medical services continue to represent the highest call load experienced. LFD personnel are some of the finest Paramedic and Emergency Medical Technician certified personnel around.As an Advanced Life Support transport agency,you will find our ambulances on the street daily, responding to all types of medical emergencies and doing what we do best, saving lives. Our department's commitment to the citizens and visitors of our Capital City is to look for every opportunity to improve what we do.We would like to acknowledge and thank Mayor Andy Schor and the members of City Council who continue to support our activities. We also cannot say enough about the support shown to all of us by you,the citizens of Lansing. We fully understand our responsibilities to our customers and take public safety seriously. Rest assured that we will always be on the ready to respond and mitigate emergencies with the professionalism, pride and excellence that you have come to expect from the Lansing Fire Department. FIRE ADMINISTRATION DIVISION The Department's Fire Administration is responsible for managing and directing the operations of the Lansing Fire Department. Fire Chief David Purchase,Assistant Chief Michael Tobin and Administrative Assistant Patti Starnes work collaboratively to assure the department performs at its peak potential while providing a growing city with the emergency response services it needs to keep its residents and visitors safe. Department Administration Activity • Managed six-month Department transition period with interim fire chief providing stability and direction for LFD personnel. • Completed evaluation, purchase and implementation of new medic reporting laptops. • Re-appropriated existing daily staffing to place 51" medic unit in service daily. 20 • Negotiated MOU with LFD local 421 resulting in a change in the operational work schedule and establishment of new EMS Operations Chief position including new promotional process language. • Navigated HR hiring process successfully hiring 14 new Firefighter/Paramedic certified recruits. • Filled vacant supervisory positions through the promotion of 1 Assistant Chief, 2 Battalion Chiefs,4 Suppression Captains,4 Division Captains and 5 Engineers. • Established new employee recognition and awards program. • Added Fire Prevention Secretary and Part Time NFIRS Records Secretary to the Administrative staff. • Submitted for Council Adoption of Chapter 38 of the 2018 International Fire Code to providing for the regulation of marijuana grow and processing centers. • Fire Stations were used as collection facilities for Mayors first winter coat donation program. • Completed ISO Property Protection Classification audit resulting in the Department's PPC rating being upgraded from a Class 3 to a Class 2 Fire Department. ISO Audit In December the Fire Department received its final Public Protection Classification evaluation report from the Insurance Services Office.A community's PPC grade depends upon: • Needed fire flows, representing the amount of water necessary to suppress fires. • Emergency Communications, including emergency reporting,telecommunicators and dispatching systems. • Fire Department, including equipment, staffing,training, geographic distribution of fire companies, operational considerations, and community risk reduction. • Water Supply, including inspection, and flow testing of hydrants and a careful evaluation of the amount of available water compared with the amount needed to suppress fire up to 3,500 gallons per minute. The department received a total of 85.14 points out of a total possible 105.5 points.The evaluation resulted in the Department's PPC rating being improved to a Class 2 fire department. Out of 43,094 fire departments, nationwide only 1,482 of them have a Class 2 rating.There are 305 fire departments rated at the best, Class 1 level. Homeowners and businesses can see a reduction in their fire insurance premiums when a fire department's PPC rating is improved. SUPPRESSION DIVISION Our organization is built around supporting the Department's Suppression Division. The Suppression Division is responsible for responding to the daily emergencies within our community. Battalion Chiefs Shawn Deprez,Antoni Martinez and Eric Weber manage each of three shifts. While company Captains handle command of minor incidents and manage their assigned individual crews the Battalion Chief is available to take control of more difficult or complex emergencies. The City maintains six fire stations,training grounds and a maintenance-alarm facility. Current funding allows for staffing levels of 53 full-time firefighters on each of three shifts with a minimum daily staffing of 41. Stations are staffed using a three-platoon 24-hour shift schedule. Staffing levels allow the department to maintain a response force of six engine companies,two truck companies and five ambulances daily.Ambulances are staffed with two medically certified personnel with a minimum of one licensed paramedic. Hazardous materials,technical rescue and water rescue units are available for 21 response through the reassignment of on shift engine and truck company personnel. Each truck and engine company is staffed with a Captain, Engineer and two Firefighters. If shift staffing falls to less than 43 personnel one or two companies may have their staffing reduced by one firefighter in order to keep the 5t"ambulance in service. Highlighted 2018 Incidents January 171"—927 Johnson Structure Fire 1 adult male fatality March 5`"—712 Southland Apartment fire 1 adult male fatality June 71"—Townhouse fire at the La Roy Froh resulted in the death of a 1 adult female and child. July 281"—Engine Company 42 responded to reported apartment fire, which ended up being in Lansing Township. Engine 42 crew was first in and made a rescue of a disoriented male resident from the third- floor hallway. Victim receive burns on arms but made a full recovery. August 101"—A car vs bus accident resulted in one fatality and one passenger requiring extrication. Complicating the incident was the fact that the car caught on fire after the accident. Passenger survived. August 25`"—A long and difficult extrication was accomplished after a semi-truck went off a bridge at Trowbridge and US 127 and landed near the railroad tracks trapping the driver. August 301"—Car bus accident resulted in 17 patients with nine transported to local hospital. October 161"—Rescue crews responded to a women in the river near the MLK bridge. Boats were deployed and the women was pulled from the water in a night time operation. Women was treated, transported and survived. October 29th—809 W. Barnes first on-scene Engine Company made a quick rescue of a senior female trapped in upstairs bedroom. September 2nd—Excellent work by on scene medics assisted in saving the life of a child who received life- threating injuries after being struck by a car. EMS STATS Average Ambulance On-Scene Time Trauma 2,124 patients: Avg. Scene Time of 14:36 73%of patients had scene time less than 18:00 Cardiac Suspected MI/STEMI 21 patients: Avg. Scene Time of 15:26 76% had scene time less than 18:00 Chest Pain 665 patients: Avg. at scene time to 12-lead ECG of 9:12 95% in less than 18:00 Stroke 228 patients: Avg. Scene Time of 14:12 81% of patients had scene time less than 18:00 PREVENTION DIVISION Fire Marshal Marshaun Blake works with Inspectors Sheila Platner, Tony Phillips, Mauricio Barrera and James Harrington to assure that the properties within the City remain in compliance with adopted fire codes. Fire Prevention and education activities are also viewed as important work of the division. 22 Division Activity • Managed separation of Department's Fire Prevention/Inspection Division from City's Code Enforcement activities • A fire inspector position was added to the Fire Marshal office bringing the total to four Fire Inspector/Investigators • Managed increased workload requirements within Fire Prevention Division that included reviewing plans and site inspections resulted from numerous marijuana business applications • Four new fire inspector vehicles were ordered in 2018 with delivery expected next year. The new vehicles will convert the division from a sedan style vehicle to a %-ton pick-up truck.This change will provide inspectors with transportation necessary to respond in all types of weather, to construction sites for inspections and plan review, and be able to carry the tools, lights and other equipment needed to investigate fires and inspect large events. • Began the necessary process to adopt the 2018 International Fire Code needed to remain consistent with the State's mandated building code • On October 13th in partnership with the Lansing Township Fire Department the Division successfully held our annual Fire Safety Open House at station#8. Other partners included Box 23, Consumers Energy and our E.O.C.Staff. There were several demonstrations including high angle rescue,vehicle extrication, fire extinguisher demonstration/instruction, a burn cell demonstration with and without residential sprinklers, kids F.F. challenge course, bounce house, as well as apparatus and equipment display. Between 800 and 1,000 visitors attended the one- day event. • Department statistics Inspections— Life Safety 20 Cabaret 15 Health Club 4 Plan Reviews- Site Plan 32 Commercial 234 Alarm/Suppression Plans 133 Investigations—Arson 22 Fire Other 91 TRAINING DIVISION Training Chief Teresa Robinson, Training Captain Kevin Christiansen and Training Captain David Rivet each serve as multi faceted trainers and educators. They are supported by Secretary Michelle Greko, a cadre of specialty adjunct instructors also supports the division. These men and women are trained professionals with specialized instructor credentials from across the Divisions and ranks of the Fire Department. 23 Division Activity • Participated with the greater Lansing area Active Violent Incident (AVI) Response development Steering Committee and provided department wide AVI training and response equipment for all apparatus • Continued training and development of the Tactical EMS medic team • Supported hiring process for Lansing Fire Department's first fully certified firefighter paramedic recruit class • Hosted IAFF Peer Support training course for the establishment of a Lansing Metro and Ingham County fire department Peer Support Team • Performed hands-on fire skills training using acquired structures provided by our partnership with Land Bank and other community partners • Conducted an AVI Training exercise with local law enforcement and Metro Fire Departments • Assisted Ingham County in the delivery of Fire Officer Training course series • Coordinated the 2018 Firefighter Academy graduation for 14 new Firefighter/Paramedics Contact Hours of Recorded Training • Total Contact Hours of Training Recorded for 2018: 18,120.75 o Included: ■ 2538.5 EMS Training ■ 1,322.5 Hazardous Materials Training ■ 2,546.5 Officer Training ■ 2,024 Recruit Training ■ 1,378.5 Specialty Training ■ 8,310.75 Company and Other Training EMERGENCY MANAGEMENT DIVISION With the promotion of former EMD Chief Michael Tobin to Assistant Chief, William Engelter is now the Division's Acting Emergency Management Chief.Also working in the Division is Acting EMD Captain Jason Stevens, Community Hazard Mitigation Specialist Rhonda Oberlin, Regional Planners Raynika Battle and Colby Winter. Division Activity Disasters • The Division successfully managed response, mitigation and recovery activities for 20-year flood incident through LFD's Emergency Management Office.The Division also applied for and received State emergency reimbursement funding for City's flood emergency activities. • The Floodplain Acquisition and Demolition Program prevented over$900,000 of damage to 69 homes previously located in the floodplain. 24 • Mitigation planning prevented 1.3 million dollars in damage to homes in the Urbandale neighborhood by placing a barrier on Kalmazoo St. at the U.S. 127 underpass based on a series of studies by the United States Geological Service and the United States Corps of Engineers Special Events • Planned and coordinated public safety and emergency response for six large special events including Common Ground music festival and Silver Bells in the city • Reviewed emergency plans for a large number of other events Exercises and Training • Participated with outside in agencies in several types of exercises • Participated in several Emergency Management Conferences at the local, state and national level. Volunteer Activity CERT and R.A.C.E.S combined gave more than 5,000 volunteer hours to the city for activations, events and trainings with a monetary value in excess of$180,000. The EMD DolThing program was developed through Lansing's own Emergency Management Division. Designed to assist individuals with disaster planning by asking them to perform one activity each month the program has gained national recognition and is now in use across the country. DolThing Activities • Radio segments on preparedness with Lansing Community College WLNZ: 12 • Emergency preparedness calendars distributed nationwide- 13,500 • Presentations completed: 16 • Raynika Battle presented at the Ontario Association for Emergency Mangers Conference in Toronto. • DolThing attended numerous conferences and most notable were the Michigan State Police and Homeland Security Conference and the International Association for Emergency Conference.Total booths at conferences and events: 25 • New DolThing Emergency Preparedness Ambassadors: 44 1St annual DolThing sponsored prepare fair, "DolThing Day"was hosted in Lansing MAINTENANCE AND ALARM DIVISION Maintenance and Alarm Chief lwan Randle leads a team of Maintenance Captains including Paul Hood, Loy Lack and Michael Demps. Division Secretary Rahila Kato handles office responsibilities for the Division. In addition to facility and equipment maintenance and testing the Division provides needed logistical support at major incidents through the delivery of breathing air,food and water to response crews. 25 Division Activity • Completed Station LED upgrade project • Developed ladder testing jig for annual ground ladder testing • Managed acquisition of 50 new SCBA air tanks • Updated ventilation system on breathing air supply trailer • Updated water rescue life safety vest • Worked with City Building Maintenance on Station #2 kitchen upgrade • Began process of converting maintenance request forms to new software platform, City Works. • Replaced all old-style rubber hose in department high-rise packs with new,jacked hose. • MAD Scott 3 Certified • Personnel Training with Phoenix Gear Co.—cleaning maintenance • Pigtail Replacement program savings est. $15,000 • AMAG Training 3-personnel • Operations Chain Saws Upgraded • Managed SCBA Compressor Preventive Maintenance Schedule • Managed Station Fuel Replacement Schedule • Managed Work Order Policy(weekly) • Managed Station Salting Program • Maintain & repair equipment and personal protective gear. • Maintain the departments work order system • Issues EMS and Station supplies Critical Activities • Responds to structure fires for logistical support (air, food, water, and all other needs of the crews) • Snow plowing for all Fire Department locations ■ Works with City of Lansing Building Maintenance Division to maintain network infrastructure, access control system, and the Fire Department building structures. • Yearly functional testing of hose, ladders and SCBA's (Self-Contained Breathing Apparatus) 26 HUMAN RELATIONS & COMMUNITY SERVICES Dr.Joan Jackson-Johnson, HRCS Director Department Description The Human Relations and Community Services (HRCS) Department pursues City Charter and Ordinance mandates to address basic human services needs and help foster a community that embraces diversity, equity and nondiscrimination. Through a variety of programming and outside agency support, the Department strives to improve the quality of life for all Lansing citizens by addressing urgent community issues such as food insecurity, health care, affordable housing, homeless resolution, infant mortality, youth enrichment, and refugee resettlement. The mission of the City of Lansing Human Relations and Community Services (HRCS) Department is to foster a well-functioning and connected community through the coordination of human services, dispute mediation/reconciliation services, complaints investigations, grants development, and implementing Federal, State, and Local mandates. In 2018 HRCS accomplished: • A Community Forum Needs Assessment process conducted in collaboration with community partners resulting in allocating City General Funds of$1,660,000 to more than 90 human service programs to address basic needs. • At least 10 times the General Funds dollars come back to our community through an estimated $16,120,000 in leveraged federal, state, and local funds, stimulating local economic development-an excellent return on the City's investment. • HRCS oversaw$3,123,061 in Federal and State funds to address homeless and at-risk persons including$245,205 in administrative/HMIS data system funds, an increase of$1 million in recent years, based on excellent performance by HRCS and sub-recipients. • HRCS acts as Collaborative Applicant for HUD funding for the local Continuum of Care interagency planning body providing grant application and strategic planning expertise. • 530 new Housing Choice Vouchers were released for our community based on excellent performance, but increased local demand for safe, affordable, code-compliant housing. • HRCS addressed more than 1,000 citizen assistance issues, assessing needs,trends and gaps while advocating for policy changes to benefit our citizens. Examples include innovative solutions to eviction prevention, landlord-tenant mediation, managing funds to stop utility shut- offs, addressing homeless encampments, and food security.A common obstacle to obtaining services or benefits-the lack of a valid birth certificate -was resolved for 258 citizens through HRCS. Staff often see trends early on and are called upon to advocate for change, engage the local services system, and respond to community crises. • Food security was an HRCS priority with distribution of more than 500 tons of food to 6,785 households (29,000 people)through the monthly Mobile Food Pantry, (MFP)that includes senior housing and subsidized housing. Another 1,052 family food boxes were distributed to households with 1,302 children through the Department's School Break Feeding Program.The HRCS'Feed the Babies, Keep them Dry program provided formula, diapers,food and education to 111 households with 163 children. • Two annual events—Connect 4 Kids and Community Connect—provided an estimated 5,000 low-income, at-risk children and adults with basic and necessary items and services to help start 27 school and/or supplement family incomes. Solid community partnerships and sponsors made these events possible. Collaborations with Lansing Old Newsboys provided 5,397 shoe/boot vouchers for local children. • HRCS' Eviction Prevention Programs are creative federal-state-local collaborations to stem the tide of homelessness in our City by addressing root causes. People "at risk"were provided landlord mediation (302 households/821 people), and help with late rents,fees or delinquent utility bills (960 people through St.Vincent De Paul and BWL programs, and 70 people who kept their Public Housing.) o All adults assisted with Eviction Prevention are required to meet with the Financial Empowerment Center staff to address the financial issues that led to their crisis. o Losing housing is devastating for families, leading to shelter stays, household and school disruptions, unnecessary court costs, and jeopardizing housing vouchers. Prevention programs save thousands of taxpayer dollars each year by helping people maintain their housing and possessions. • The Housing Ombudsman initiative provided the Rent Smart program to 88 residents, many of whom were homeless or at-risk of eviction. Outreach to landlords engaged more than 70 landlords to promote fair rental practices and positive relationships with the City to increase safe, affordable housing. Staff are also trained in Housing Quality Standards(HQS) Inspections and Fair Housing to assist with landlord-tenant issues. • The HRCS 2017 Greater Lansing Area Homelessness Annual Report indicates local housing programs are having positive outcomes with fewer people experiencing homelessness in Lansing/Ingham County. Overall, 5,087 people received homeless services -a 1% reduction compared to the prior year.The January 2018 Point In Time count estimated that 418 people are homeless in Ingham County on any given night, representing a 4% reduction from the 2017 count. Project Outcomes show more than 600 households had positive housing placements, one in three adults were employed, and one in five adults increased their incomes while in these programs. HRCS also advocated for the City Rescue Mission's "low barrier' Outreach program to reduce the number of unsheltered people on the streets. • HRCS' EEO review of 21 construction projects for Prevailing Wage compliance resulted in two contractors giving restitution of more than $3,000 to employees, and four contractors being required to pay City of Lansing Income Withholding Taxes. • Coming Up—to explore poverty solutions, HRCS is planning an open forum -Fighting Poverty— on Friday,January 25, 2019, featuring a nationally renowned expert, Marcella Wilson, Ph.D., CEO & Founder of Transition to Success, a model to fight poverty and drive self-sufficiency.The event will engage local organizers to collaborate and create methods to reduce poverty in our City. 28 DEPARTMENT OF HUMAN RESOURCES Linda Sanchez-Gazella, Director Department Description The Department of Human Resources facilitates the effective delivery of all City employee services by managing the City's most valuable resource--its employees. The department oversees full life-cycle workforce strategic planning including but not limited to:recruitment/staffing, compensation/benefits, safety/wellness, and labor/employee relations, and manages and approves all human resource functions within the City. Human Resources is responsible for training development in addition to policy development, implementation and interpretation. The department ensures fair and equal hiring practices. It consults and collaborates with potential new, active, and retired employees, executive management, department and union leaders, and various vendors and consultants. The major focus of the department's work in 2017 included the implementation of the foundational governance direction for its team members; which delivered improved customer experience and productivity. It also included the creation, modernization and improvement of its processes and technology for efficiency, timeliness, and talent competitiveness. The department's governing core values and intention statement are: City of Lansing Human Resources Department Core Values Accountability: We take ownership of our behaviors, actions, decisions and/or outcomes; while not blaming others when things go wrong. Communication: We exchange information,thoughts, and ideas effectively through interpersonal messages and/or systems. Professionalism: We uphold professional methods, character and standards. Service: We act in ways that help, assist and/or benefit others. Teamwork: We work together across organizational boundaries to achieve a common purpose. City of Lansing Human Resources Department Intention Statement Reputation with Our Customers: The Human Resources Department is committed to providing professional and efficient services resulting in a positive customer experience. Teamwork Necessary to Accomplish Our Reputation with Our Customers: We have a first class reputation by working together utilizing: service excellence, accountability, continuous growth and effective communication. Value/Benefit the Human Resources Department brings to the City of Lansing: Our service provides a supportive environment that attracts and retains the best and brightest that will fulfill the City of Lansing's mission. Accomplishments in 2018 HIRING • Hired 235 new employees—this reflects an 8.8%increase for the same time period last year. • Promoted 67 current employees, 17 lateral transfers, and 20 reclassifications. • Collaborated with EMPCO and LFD Administration to develop testing Fire Fighter positions, Battalion Chief and Suppression Captain Exams to create supplemental lists of eligible candidates for future promotions and hires. 29 • Assisted LFD Administration with the reorganization of Code Enforcement Office transitioning from Economic Neighborhood Development& Planning back to Lansing Fire Department Administration. • Assessed current hiring software and began reviewing different possible software products to enhance and create efficiencies. • Increasing recruiting outreach—which included attending training and community functions including the Housing Summit and Neighborhood & Citizens Engagement event,the STEM Academy and Blessfest event, Invest Vets event,the 2018 SHRM Diversity& Inclusion seminar, and the MSU Diversity Fair. • Implemented changed to UAW hiring process for internal candidates that streamline the process and place an emphasis on internal promotions. • Departments that utilize a contract employee for a budgeted, vacant position are expected to implement a requisition to hire within 3—6 months. • Created Fire Chief Position material for the recruitment of a new Fire Chief Search nationwide, screened applicants, created pre and interview questions, arranged for a two-day timeframe with the city for-4 candidates, selected interview panel, scored, notified Fire Commissioners. Selection moving forward. HEALTH AND SAFETY • To date we have processed 209 injury claims. • In process of reviewing RFP proposals to assist with the administration of our Workers Comp claims,this had not been done since 2008. • Successfully implemented our new Employee Assistance Program. This has been a great improvement in the prior program that now includes providing specialized assistance to our Police and Fire Fighters called Backing the Badge. We now have a wealth of information available to all employees that includes pod casts,videos, and articles that they can access from their home. All of this came at a $6000 annual savings to the City from the prior year. • Conducted 115 post-employment offer physicals, 124 DOT physicals, 121 Respirator FIT tests, and 168 random alcohol and drug tests. • Conducted 9 Safety Audits and have reviewed and update 19 safety policies and procedures related to Standards and Regulation changes. • Updated the Vehicle Accident form and policy, as well as conducted a review of 60 vehicle accidents for proactive prevention. LABOR AND EMPLOYEE RELATIONS • Reinstituted joint labor/management meetings. • Assisted in coordinating Diversity training for LFD and Public Service. • Conducted Labor Relations 101 training for cabinet level staff, Sexual Harassment and Non-Discrimination Training for City Council, and numerous Management consults regarding employee issues. • Revised the pre-determination hearing process to ensure due process rights are protected. 30 PAYROLL AND BENEFITS • Completed the implementation of the Superion payroll system upgrade. We are now moving into Phase 2 to implement new efficiencies and upgrades to our current processes. • Implementing a change in health care that will add new benefits and potential cost savings to the City and the employees. Arranged informational sessions, organized enrollment, addressing employee questions • Update L-Hope program to now include part-time bargaining unit employees. • Created a web page on The Hub dedicated to employee benefits and payroll information. • Reorganized the functions within the payroll/benefits division in an effort to create efficiencies. • Created training materials for the new Superion system that are available to all employees and managers. • Expanded on new "On Site" Open Enrollment program by creating more HR visits to off- site locations to provide one-on-one advice and assistance. • Completed T243 retro for wages in 2016. • Conducted 115 new hire orientations, successfully completed 125 payroll runs, completed 127 employment verifications, and moved 98 current retirees into the Medicare Wrap plan. 31 DEPARTMENT OF INFORMATION TECHNOLOGY Collin Boyce, Director Department Description The Information Technology Department is the central point for computer services (applications, infrastructure, helpdesk, telecommunications, and security)for the City of Lansing. We work with business units to better serve the citizens of Lansing by utilizing technology to transform workflows, which increase efficiency and citizen engagement. The mission of the IT department is to enable citizen-centered government, in collaboration with business units within the City of Lansing and facilitate responsive, cost-effective, innovative services. Accomplishments in 2018 Over the last year,the Information Technology Department has continued to realign staff and technology purchases with the goal of making Lansing a smart city. Investments were geared to increase workflow automation, citizen engagement, departmental collaboration, and security enhancements. We have begun our journey automating the creation of dashboards utilizing data from multiple sources (e.g., internal systems, census, state and federal sources). This platform will aid in the strategic decision- making process by city leadership. This Submitting Department platform aggregates almost all internal Parking Services Offce City Assessor I system and provides a breakdown of Finance, I pen Cotle Compliance information. Neighborhood and CBuilding Sa9etyen[ Mayor Lansing Police Department The service desk completed —9,000 tickets, Economic Development and Planning which was a 125% increase compared to Human Relations and Community Servicee the previous year and a 200%difference Building Maintenance compared to the last fiscal year. Public City Attorney safety(police and fire) accounts for about Parks and Recreation 40% of the tickets received. At the current helpdesk staffing, this accounts Treaaarer and Income Tax 200 tickets per month. Over 80%of the Human Resources Public Service tickets are compliant with the defined Cry Clerk Service Level Targets in the city. None 54-A District Court Information Technology Lansing Fire Department The learning management system has been expanded from the Fire Department to meet the training needs of the entire enterprise. This solution will track the continuous learning cycle for employees. Video content is being generated, in partnership with departments and vendors to ensure new employees have the same quality of training and save numerous hours of training by providing anywhere, anytime access to training material.The learning management has delivered 14,467 training videos to over 400 different city personnel. IT has enhanced internal communication in the city by introducing a new Intranet, where the employees can access city data and have better visibility to external current events that are going on internal to the city. This application has had over 268,200-page views a 74.1%adoption rate with 13%of city employees collaborating on the platform. 32 The IT department assisted the public safety staff with needed technology refreshes that were required to streamline their daily operations and beginning of the consolidation of redundant systems. We completed a significant upgrade of the city's finical system and will be working with Human Resources and Finance to further implemented additional tools to augment efficiencies with both business units. In support of Parks and Recreation,their primary application supporting the scheduling of classes for citizens. There have been numerous advancements around cybersecurity. The city has incorporated a security vulnerability management program,where we are regularly assessed to ensure that citizen's data remains secure. We have done this in conjunction with the consolidation of platforms whenever possible and appropriate. Currently,the city maintains 98.5%compliance with critical patches. Training and tools coupled with the cybersecurity training allows the city to maintain good cyber hygiene. To date, 92%of the city employees have completed the required cyber training. The security tools and training combined has kept a low occurrence of high threats,which is currently at eight total low- security events. Our IT department has successfully moved the City forward while completing 60 other projects that either reduced business risk or increased efficiency. These projects were complete while still providing critical support for various Lansing events including Common Ground,the Chili Cook-Off, and Silver Bells. 33 DEPARTMENT OF NEIGHBORHOODS & CITIZEN ENGAGEMENT Andi Crawford, Director Department Description The Department of Neighborhoods+Citizen Engagement was created in 2018 to Engage Citizens, Advance People, and Build Neighborhoods. It provides support to neighborhood organizations and citizens of Lansing and operates the Office of Financial Empowerment. Staff Development • Department hired Administrative Assistant (DeLisa Fountain). Internal promotion • Promotion of intern Zach Etzin to Operations Specialist, Office of Financial Empowerment • Graduation of two VISTA members (Clara Martinez and Ben Thompson)—final presentations in June 2018 with Mayoral recognition • Hiring of Financial Education coordinator(Ben Thompson) • Recruitment/Onboarding of two new VISTA members through Power of We (Rich Nicholson and Erin Buitendorp) • Recruitment/Onboarding of Special Projects Administrator(Martha Fedorowicz—alum of our University of Michigan partnership) • Budget approval 3 FT permanent positions (1 Admin, 2 OFE positions) • Created City of Lansing Neighborhood Workgroup—interdepartmental team of Mayor's Office, City Attorney's Office, Public Service, Parks & Rec, LPD, Economic Development and Planning, MSU, U of M, Neighborhoods & Citizen Engagement. Meets monthly with objective to: 1. Create citizen response systems to develop culture of customer service 2. Maximize city human &tech resources through cross departmental work • Director named to the Harvard/Bloomberg team and the city lead for the Data and Evidence Track. Assembled city Data and Evidence staff team and led the Harvard Participatory Budget program assessment. • VISTAs awarded full scholarship to attend the Neighborhoods Association of Michigan Conference 9/21-9/22. • Director represented Cities of Service and Lansing at the European Union's URBACT conference in Lisbon, Portugal. Full expenses covered by Cities of Service. Resource/Program Development City of Lansing selected by the National League of Cities for the 10 Cities of Opportunity pilot program. Director McGrain, Director Crawford, and Martha Fedorowicz traveled to Atlanta for the opening conference. As a result, Lansing selected for Legacy city cohort of 3 cities and a convening of those three will be held in Lansing in January 2019. • Secured a $2,500 AT&T Grant for Letts Community Center computer lab • Secured a $7,400 AT&T Grant for Everett High School Performing Arts Program • Secured MSU Community Scholars program as placement partner for SERVE Lansing partner organizations. 34 LOVE Lansing • —250 attendees • Moved to Lansing Public Media Center • Local food and beverage vendors • Full sponsorship • $2200 in funds given to attending neighborhood groups from ticket sales • Awards for Neighborhood Leaders • Mayor's Cup for Civic Engagement awarded to Lansing School District Housing+ Neighborhood Resource Summits 1. Willow Elementary February 13tn —150 attendees —25 resource tables/partners 2. Pattengill Academy April 24tn —120 attendees —25 resource tables/partners 3. Forrest View September 25tn —150 attendees —25 resource table/partners 4. Pleasant View/Dwight Rich November 27tn —150 attendees —30 resource tables/partners Walking Wednesdays • Baker Neighborhood • Everett High School • Graves Park • Eastside Connector • Walnut Neighborhood • Risdale Park • Genesee Neighborhood • Moores Park Neighborhood • Fulton Park • Cristo Rey/Northtown • Jolly/Waverly • Downtown/Cherry Hill • Ingham Park • Kalamazoo Corridor Developed partnership with Capital Area District Library Local History to include history of area for Walking Wednesdays. Developed partnership with Lansing Police Department to have LPD Community Police Officers attend Walking Wednesdays and pass out ice cream from patrol cars. See Walking Wednesday Volume 1 video https://vimeo.com/275141497 ,Volume 2: https://vimeo.com/283524115 35 February Flood Response • Organized pre-event volunteer notification process • During event neighborhood and communications • Post-event cleanup efforts • Post-event neighborhood feedback sessions (3) • Event led to the creation of the Emergency Preparedness and Response portion of the SERVE Lansing plan and partnerships. The Lansing Ward History Project Launch Date:June 27, 2018 Partner Organization(s) and People: Heidi Butler, Local History Specialist, CADL Number of Participants: 10 people signed up (as of 10/5/2018), 4 have completed their research and their articles are published on our website 2018 City of Lansing Photo Contest • Launch Date:July 20th, 2018 • Timeline: Online submission phase July 19th to August 3rd • Facebook voting August 6th to August 10th • Traveling Art Gallery August 13th to September 21" • Award Ceremony September 25th • End Date: September 25th, 2018 Partner Organization(s) and People: Valerie Marchand and Jaime DiMoff, Mayor's Office Communications Team; Meghan Petipren, Elections Specialist, City Clerk's Office; Emily Stevens, Manager of Leisure Services, Parks and Recreation Department; Denise Paquette, Allen Neighborhood Center; Michelle Smithers; Cristo Rey Community Center; Chadd Smith,the Camera Shop Number of Participants: 16 people submitted photos, 50 photos went into the online gallery,the photo receiving the most votes received over 189 votes, an estimated 200300 people total voted in the online gallery, 176 in person votes for the traveling gallery Lansing Neighborhoods Website Redesign Launch Date: Internally, August 15, 2018. Externally,August 24, 2018. End Date: ongoing Partner Organization(s) and People: Valerie Marchand, Communications Director, City of Lansing; Chelsey McGee, Account Manager, Civic Plus; Scott TenBrink, Citizen Experience Design Community Development Liaison and Adjunct Lecturer in Information, School of Information—University of Michigan;Andy Skelton, Cityworks/GIS Analyst, IT Department, City of Lansing; Promotion: We have promoted the website at Neighborhood Roundtables,the Housing & Neighborhood Resource Summit, and other community events however, much promotion is still needed, particularly among civic organizations who are not using the calendars on the site. Implementation Steps: February 36 Focus groups with Lansing residents in to understand website needs and get feedback on the previous site. • April- Proposed a redesign for the site and did initial user-testing. • June-August redesign the site based on the focus group, conversations with neighborhood leaders, and departmental needs. IT department created maps for website. • July- Neighborhood Roundtable feedback session on the proposed website design with neighborhood leaders. • August-internal website testing. September met with the Mayor, Chief of Staff, and Communications Director to address any website concerns and get feedback. • September trained the new Administrative Assistance to use CivicPlus so that she could take over full web admin responsibilities. • November-students from the University of Michigan's School of Information conducted user testing with 12 Lansing residents.They will distill their findings into a report for the department and we will continue to address website challenges to optimize the user experience and create new content for the site. Neighborhood Roundtables • Working to reconfigure roundtables to increase impact. Experimented with new format this summer and made the roundtables responsive to community topic. • July-City Market Forum (7/26); Regular Meeting(7/27) • August- Imagine the Avenue feedback at The Venue (8/30-8/31) • September- Focused staff attention on the Housing+ Neighborhood Resource Summit held the same week. • Designed and scheduled 2019 roundtables which will be held at the new Neighborhood offices at Foster Community Center. SERVE Lansing • SERVE Lansing program Launch (9/6)—City Hall Lobby • 7 lead community partners (United Way, MSU, DolThing, BWL, Red Cross,YMCA, and MI Community Service Commission) • MSU has selected SERVE Lansing as the partner for the MSU Community Scholars program. 1 MSU student will be assigned to each partner organization and they will work as a cohort to coordinate 2018-2019 SERVE Lansing events. One SERVE Lansing cleanup event was held at Cristo Rey(9/7) SERVE Lansing Baker Neighborhood Leaf Cleanup (11/3). Flexed up quickly in response to expressed need to launch the Inaugural Mayor's Coat Drive. Neighborhood Grants With Mayor's Neighborhood Advisory Board, overhauled entire Neighborhood Grants process to include streamlined application process, clearer guidelines and selection criteria, and clarification of differentiation with Neighborhood Watch Advisory Board criteria. Expected outcomes are larger and more diverse group of applicants, streamlined selection process, better reporting, and better fund distribution procedures. 37 Serve Lansing • Developed SERVE Lansing Committee (BWL, Red Cross,YMCA, MSU, Do 1 Thing, United Way) • Lansing Eastern Athletic Field Cleanup with Home Depot • Created SERVE Lansing Citywide Service Plan draft document • Hosted 2 SERVE Lansing Cleanups in Cherry Hill Park in partnership with Parks and Recreation, United Way, and Cherry Hill Neighborhood Association • Participated in Red Cross Sound the Alarm smoke detector installation event in SW Lansing Neighborhood Grants • Awarded the 2018 Neighborhood Grants in April • Created Mayor's Neighborhood Advisory Board Vision and Recommendation document • Provide ongoing staff support to the Mayor's Neighborhood Advisory Board • Providing direct technical assistance to the 6 Love Your Block Neighborhood Grantee organizations • Grant Funding increased in the FY 2019 budget. Total now$80,000($20,000 for Neighborhoods in Bloom and $60,000 for Neighborhood Grants) Neighborhoods in Bloom • 2 Neighborhood in Bloom weekends (planting in Penn Corridor/distribution) • 33 Neighborhood Groups participating • 10,939 square feet planted • 12,490 flowers planted along Pennsylvania Ave Citizen's Academy • Developed Citizen's Academy program curriculum • Created Citizen Academy paper application and built into online format in Civic Plus • Marketed Citizen's Academy program application online and in-person (canvassed) • Created Mayor PSA to promote academy • Launched and delivered Citizens Academy program (10 weeks/24 participants) • Videos https://vimeo.com/301654065 https://vimeo.com/302100460 Neighborhoods of Focus Pleasant Grove and Holmes • SWAG Closed on Town Square Property • Arts Impact piece has gone into production for installation spring 2019 • Easement process begun for piece installation • Negotiated land sale of homeowner by Beacon Field to open access to park from Pleasant Grove • Purchased the 3 Simken parcels from the Ingham County Landbank to move forward with new park • Banners are being installed on light posts from Neighborhood Grants program • Beacon Field SW was built 38 Baker Neighborhood • Concluded Rock the Block projects with Habitat for Humanity(full 2018 project list and investment being generated by Habitat for January event). • Monthly partner meetings continue • Supporting Baker Neighborhood grant proposal Lansing Neighborhood News • Distributed weekly each Friday • 500+on distribution list and growing each week Additional Community Engagement • Door-to-door campaign of neighbors on Ormond Street per Mayor request • Designed code compliance door hanger- 10,000 copies produced • Designed tri fold brochure, project summary,Tshirt design for Southwest Action Group (SWAG) • Created Form-based code information sheet • Participated in the Mikey23 Peace Walk • Assisted in coordination and promotion of Mayor's Road Shows • Established the Lansing Promise Capital City Classic in partnership with the Lansing Lugnuts, Lansing School District, & Lansing Promise. • eBay Launch (8/10) and Kickoff(9/12) • Ingham County Treasurers Auction • 4 Infrastructure Road Shows (assisted in design and promotion). Board/Volunteer/Partner Development • Director serving as proxy for Mayor on the Lansing Promise Foundation Board • Director serving on the following boards: 1. American Red Cross 2. Capital Area College Access Network(CAPCAN) 3. ITech 4. Capital Area Housing Partnership • Director attendee at the Community Economic Development Network monthly meetings • Department providing administrative support to the Mayor's Neighborhood Advisory Board • Hosted University of Michigan College of Information Sciences Expo April 11 at City Hall • Signed 3-year MOU with the University of Michigan School of Information Sciences Exploring partnership between FEC and TRiO program at LCC • Presented on FEC&SAVE (as a tenant resource) at Community Policing Landlord Meeting. • Added SHAPE Continuum partners South Lansing Ministries &Junior Achievement. • Represented the City at the Michigan Coalition to End Domestic&Sexual Violence's Statewide Hotline Open House • Established and held first meeting of SHAPE Continuum Advisory Committee comprised of 4 MSU Professors. • Director serving on Lansing Promise Foundation Board committee with Lansing Promise and LCC to evaluate and create policies for Lansing Promise investment efficiency. 39 Department Leadership and Recognition • Hosted City of Akron Site Visit as we serve them through Technical Assistance • Provided technical assistance to the City of New Haven, CT on Financial Empowerment for Reentry Citizens • Completed white paper on 2-year Bank On for Reentry Pilot • Piper& Gold received a PACE award for their work with Lansing SAVE • Represented the City at the Cities for Financial Empowerment Coalition Convening in Los Angeles • City of Lansing selected as mentor city for the next 10 funded cities in the Cities of Service Love Your Block grantee cohort • Represented the City at the Cities of Service Engaged Cities International Convening in NYC • Director quoted in Cities of Service coverage of international convening https://citiesofservice.org/stories/building-stronger-network-annual-convening/ Offender Success Mid-Year 1 of 5 Year contract with the State of Michigan Department of Corrections • Completed a full program audit. • Established a partnership with Peckham Industries. They have added a third shift in the apparel department and will be hiring returning citizens. 15 of our returning citizens have applied for these positions and 4 have already started working. • Completed Resource Guide • Established clothing voucher processes with Cristo Rey Community Center clothing closet and Volunteers of America thrift store Contracts with 4 Vendors Totals Thru 10.1.18 Advent Employ. Readiness Enrollments 145 House Job Placements 85 Social Support Enrollments 109 MMRS Cognitive Therapy Enrollments 31 Housing Enrollments 111 Services of Mid- Exited to residential stability 54 Michiga n 6 mos. of residential stability 49 PATS Batterer's Intervention 20 Enrollments Total Numbers will be updated in January to reflect full year. Served 393 offenders. Overall program is on target to meet all contract objectives. 40 Financial Empowerment Center Client Story 1 started with this client about a year ago and his situation was pretty bad. He has child support that was taking 50%of his income and over$50,000 in child support arrears and student loans that equaled $6500, which were in collection. He was working at a low-income job and was barely able to cover his portion of rent. While my client was incarnated, his identify was used to open credit in his name and he was left to pay the debt. He also was not banked. Our first step was to get him on a budget. Once he started following his budget, we concentrated on his student loans and child support arrears. I referred him out to get some assistance with his child support. Then we got his student loans on the rehabilitation plan, paying$5.00 a month. Once he started paying on his repayment plan, I wrote several letters to dispute the debt that wasn't his.The dispute letters were successful because Experian removed the debt. Currently, my client has opened a bank account with Lake Trust, reduced his debt by$20,000 and secured a job making three times as much as before. Client Outcomes 2018 Count Thru 10.1.18 Number of sessions completed 968 (Goal is 330 per quarter) Number of Outcomes (Goal is 280 50 per quarter) New Accounts opened 48 Accounts open 6 months later 21 New Clients 351 Cumulative Non-Mortgage Debt $345,975.48 Reduced Cumulative Savings Increased $113,210.52 Numbers will be updated in January 2019 to reflect full year outcomes. • Lansing OFE featured in CFE Fund article with quote from Mayor https://www.prnewswire.com/news-releases/residents-reduce-100m-in-debt-through- municipal-financial-counseling-initiative-300673111.html • Celebrated the OFE's 5th Birthday with partners, donors and clients. • OFE Director represented N&CE at"Incarceration:The Ripple Effect"Town Hall event in Lansing hosted by the Michigan Power to Thrive Tri-County Caucus • OFE provided TA to Akron in newly launched Financial Empowerment Center • OFE Director interviewed by RALLY(Communications Firm engaged by Cities for Financial Empowerment Fund) on banking access for vulnerable populations 41 • OFE Director served as the speaker for the Power of We Consortium • OFE Presented CEDAM/CDAD's "Developing Vibrant Communities" Conference Lansing SAVE • Continual program expansion now providing universal enrollment in Lansing School District kindergartens • Increased efficiencies and stabilized staffing model created year over year growth • In partnership with MSU FCU, provided 28 days of Financial Education in 17 Lansing Schools serving 2,584 students monthly. Month Total New Deposit Average Deposit Deposits Depositors Amount Amount Apr-June 2017 110 80 $556.06 $3.72 Apr-June 2018 309 161 $2,070.80 $9.09 42 DEPARTMENT OF PARKS AND RECREATION Brett Kaschinske, Director Department Description The Department of Parks and Recreation creates community through people, parks and programs. The mission of the Parks and Recreation department is to enhance lifestyle opportunities for the citizens of the Lansing through the provision of leisure time activities and the preservation and maintenance of park lands and special recreation facilities. The Department accomplishes this mission in the following ways: • organization of youth, adult and senior citizen recreational programming in parks, community centers, swimming pools, and a historic home; • regular maintenance of all parks and natural areas owned by the City of Lansing, including maintenance of Lansing's urban forest areas through regular cycles of tree planting,fertilization and trimming; • providing burial services and cemetery maintenance at the City's three municipal cemeteries; • providing public golfing opportunities at Groesbeck Golf Course which supports recreational and league play in the area; • provision of special recreation facilities such as Ranney Skate Park,Soldan Dog Park, Gier Park BMX Bicycle Track, Cooley Gardens, Frances Park Rose Garden and the Lansing River Trail linear park; Fenner Nature Center; Beacon Field; and The First Tee of Mid-Michigan; • sustained working partnerships with the Lansing School District, Fenner Conservancy, Ingham County Parks, Michigan Department of Natural Resources, Michigan Natural Resources Trust Fund, Michigan Department of Transportation, Lansing Community College, Capital Region Community Foundation, Michigan State University, YMCA of Metropolitan Lansing and various community organizations. The Department receives advisory support from the citizens of Lansing by encouraging their involvement in the following citizen groups: City of Lansing Parks Board, Friends of Turner-Dodge, Fenner Conservancy,the individual Community Center advisory boards and their youth advisory boards, the Baseball and Softball advisory boards and multiple park"Friends" groups. The Department provides support in policy decisions regarding recreational options and facilities to the Mayor and City Council. Administration • Finished paving at Bancroft Park and worked with neighborhood to open and close gate to access the park during park hours. • Updated city ordinance to change park hours to be from dawn until dusk. • Installed new bollards at Graves Park to eliminate cars from driving in the park. • The United States Navy Band performed at the Memorial Day Celebration at Evergreen Cemetery. • Completed transfer of golf operations for Groesbeck to LEPFA. • Opened new entrance to Groesbeck Golf Course with lit entry sign and gate. • Worked with LBWL to purchase and install 50 street trees on Lansing's eastside near Foster Center. • Installed adult fitness equipment at Davis Park. 43 • Removed old tennis courts from Woodcreek, Wilson and Dunneback Parks. • Removed old fence from east side property line Kendon Park to provide improved park access and clean up. • Increased space for ITEC and negotiated new lease terms at Foster Center. • In cooperation with the Ingham Park neighborhood, opened the first Disc Golf Course in Lansing at Ingham Park. • Mount Hope Cemetery Fratcher Memorial Garden will have$54,528.50 available this year from the Fratcher Foundation. • Burchard Park River Trail asphalt replacement and removal of wood retaining wall. • Ferris Park Beacon Field drinking fountain and seating area design and construction. • Foster Park had 22 tree plantings, walking path, and bike station installed. • Risdale Park Sports Complex restroom and storage project completed. • Quentin Park Baseball fields added fencing,two dugouts and bleachers. • Ormond Park playground installation completed. • Osborn Park swing set and tot swing installation. • Foster Community Center parking lots removed old asphalt, added new base and repaired. • River Trail grants from Ingham County millage totaled over$2.5 million for repaving and bridge repairs. • Beacon Field II (Simken Park) ground breaking ceremony and installation of soccer field. • Sale of Miller Road Center, Cooley Haze House and Waverly Park all approved by Council. Leisure Services • Received donated billboards from Adams featuring summer staff hiring and summer concerts. • AmeriCorps member placed in Baker neighborhood to provide consistent programming and outreach to adult and youths in the neighborhood. Programs included martial arts,yoga, games, summer program, mileage club, cooking, crafts gardening and resource fairs and 451 individuals participated. • Held a Play Ball US Conference of Mayors event with Mayor Schor and Major League Baseball at Gier. • Hosted Emergency Management Assistance Program for 2018 flood victims; 13 individuals sought shelter at Letts Community Center. • Letts craft room was painted by volunteers. After School Program and Summer Camp to complete ceiling art. • Mentored and provided on the job training with 4 youth participating in Peckham's Right Turn program. • Increased activity participation by 20-46 people on Letts Food Distribution Monday's by offering several activity options for 2 1/2 hours prior to distribution. • Hosted a 100-year celebration for Foster Community Center in conjunction with Lansing Historical Society. • Hosting Lansing School District community training program for youth with disabilities. • Offered new programs: Walk Off The Pounds 50+walking program, ongoing, offered at Gier; (3) Guided Group Meditation Seminars for Adults, offered at Foster; Strength and Conditioning fitness classes for Adults, offered at Gier • Expanded program offerings: Boxing Fitness classes for Youth and Adults to three Community Centers, Letts, Schmidt, and Gier. • Fitness Room Memberships,Visits, and Revenue increased 22%from last year. 44 • Started a new youth archery class—both fall sessions were at capacity with a waitlist. • Hired a new gymnastics instructor for the preschool class that is at capacity. • Lansing Strong finished in the top three in the Michigan Victory Games. • Increased the Road Rally attendance from 12 teams to 19 teams (approximately 40 people). • Increased Family Scavenger Hunt participants from 12 families to 16 families. • Sponsorship: o Sponsors increased amount: o Consumers Energy—from $500 to $1,000 o McLaren—from $1,000 to$2,000 o BWL—from $1,000 to$16,000 • New Sponsors o Waste Management—$1,000 o Spicer Group—$1,000 o Granger—$1,000 o Rainbow Child Care—$1,250 o AT&T-$2,500 Turner Dodge House • Turner Dodge revenue has increased 33%from 2017 to 2018. • Collaboration with acclaimed author Bob Bachelor(author of the definitive biography of Stan Lee) on his book, "The Bourbon King," to be published in 2020! This book will put the Turner-Dodge House and Lansing Michigan "on the map" as the home of Franklin Dodge Jr, one of the most important—and interesting—characters of the Prohibition era. • A part-time assistant was hired who is currently building a comprehensive archive of the Turner- Dodge family. • A review of Michigan State University Museum's collection on-loan to the Turner-Dodge House was done and renewed/reinstated. • The Turner-Dodge was featured in multiple media outlets in 2018, including the TV6 Morning Show in October, which covered our Victorian Halloween Display. • "Ghost Buster's Academy" was added to the Halloween activities in 2018. (for kids 6+) The program was a great success and will be returning next year. Communication/Digital Media: • The Lansing Parks and Recreation (LPR) Facebook page had 4,861 likes on January 1, 2018.As of November 20, 2018, the LPR Facebook page has reached 6,006, an increase of 1,145 likes. (23% increase). • From January 1, 2018 to November 20, 2018 our Twitter account (@LansingParksRec) earned 175.5k impressions from our audience of 2,040 followers. • LPR has a 4.4 out of 5.0-star reviews on our Facebook page. • LPR Instagram account has 1,059 followers. Landscape Grounds and Frances Park • Added the "Rock Garden"feature at Frances Park near the rose garden's west end. • Planted 100+ new rose plants at Frances garden to replace aging, damaged and dead plants. • Removed old concrete walkway near Frances rose garden, leveled and seeded. 45 • Developed a more efficient way to service Cooley Law Lugnut Stadium yard waste disposal. • Removed aging plants from Durant Park flowerbeds creating a more aesthetic view. • Removed aging plants and debris from Reutter Park fountain. • Implementing new rental hours and table configuration at Frances pavilion. • Beautification project at roundabout of Frances Parking lot. • Edged walkways and raised canopy at Durant and Reutter Parks and Kalamazoo Plaza. Volunteer Efforts • Worked with MDOT and numerous volunteer groups on projects: 1496 beds- rock removal, mulch placement in several parks, clearing tree line on Moores River Drive. • The third annual Volunteer Appreciation evening held at Lansing Lugnuts for over 155 coaches, volunteers, neighborhood organization representatives, advisory board members and guests. • Moores Park- New Covenant School had 90 youth and adult volunteers to rake leaves, clear the pool, pick-up debris and spread rocks. • Riverfront Park and River Trail—9 volunteers from Maner Costerisan CPA raised low limbs, removed dead trees and cleared brush. • Ferris Park—Mt. Hope Church had twenty volunteers who raised the canopy and carried debris to the chipper. • Frances Park—Eight (8)volunteers from CU Solutions Group spent the afternoon working in flowerbeds and removing branches. • Frances Park—Forty volunteers from City Life Lansing Church spent multiple days clearing downed limbs and flowerbeds. • Durant and Georgetown Parks-Thirty volunteers from Peckham mentor program worked on two separate days to raise the canopy and clear flowerbeds at Durant; cut and remove grapevine at Georgetown Park. • Marscot Park—South Lansing Christian Church cleared brush to connect church property to the park. • Ingham Park—Neighbors and Disc Golf group removed debris,trash, and brush from park and course. • Bancroft Park- Labor Council for Latin American Advancement, neighbors and Eastern High School students raked leaves, picked up trash and planted flowers. • Frances Park—Nine volunteers from Bethlehem Lutheran Church cleared debris from trail and worked in flowerbeds. • Gier building upgrades with MSU volunteers painted snack room, sanded and painted 33 vents on the main level and washed and painted the wood walkway at the outdoor entrance area. Partnerships • Started a new partnership MSU Project Fish, attended their workshop and received donations for our fishing event. • Due to Lansing School District construction providing space for middle school youth basketball league games and high school soccer games. • Partnership with New World Flood who provided 10 turkeys for Thanksgiving basket distribution in exchange for room use at Letts to distribute over 100 Thanksgiving meals identified by the Community Police Officer. 46 • Partnership with Todd Martin Tennis to provide "try it"tennis to approximately 180 youth at 5 Summer Camp sites and 4 After School Program sites. • Partnership with CADL to open a Book Nook at Schmidt Community Center • Partnership with the Lansing Art Gallery to install ten temporary art pieces along three miles of River Trail. • Began a partnership with Ashley James to work with our teens during teen nights. Working on basketball skills and mentoring the teens. • Partnership with Leave No Trace to help educate and guide recreationists in sustainable minimum impact practices that mitigate or avoid recreation-related impacts. • Planted 22 new trees with Ingham County Land Bank staff at Foster Park. Awards and Presentations • Peckham awarded Jodi Ackerman with Community Supervisor of the Year. • Presented a speed session at the National Recreation and Parks Association Conference in Indianapolis. • Presented at Michigan Department of Treasury local government summit. Grants • Received $250 from South Lansing Kiwanis for the summer camp program. • MNRTF grant application for Willard Avenue parcel acquisition; score 370 • MNRTF grant application for Wise Road parcel acquisition; score 350 • MNRTF grant application for Hunters Ridge parcel acquisition; score 370 • MNRTF grant application for Cambridge to Frances River Trail extension; score 390 • MNRTF grant application for Rudolph & Dorothy Wilson 1-mile loop pathway; score 340 • DNR approval of Lansing Boat Club property acquisition. This will add 7 acres to Fulton Park. • Recipient of$68,000 from Baseball Tomorrow Fund for field renovations at Quentin Park. • Received a grant from NRPA to implement a senior walking program "Walk with Ease". • Received a $1,000 grant from Target for youth soccer scholarships. 47 2018 Reservation Report January 1, 2018 thru December 31, 2018 Pavilion &Wedding Sites RESERVATION#'s/ MONTH Frances Park May June July Aug- Sept- Oct_ Nov_ Total Pavilion Sec. 1 6 6 4 4 3 O 0 23 Pavilion Sec_ 2 3 5 3 2 O O 0 13 Pavilion Sec. 3 3 6 4 3 O O O 16 1/2 Drive O 0 4 4 5 2 0 15 1/2 Rose O O 4 3 4 1 0 12 Pavilion Entire 7 12 9 10 10 2 0 50 Outdoor Tables 1 8 6 6 7 2 0 30 To TO-2 37 34 32 29 7 O 159 Moores Park May June July Au . Sept. Oct. Nov. Total Pavilion Entire O O O O O O O 0 Washin ton May June July Aug. Sept. Oct. Nov. Total Pavilion Entire 1 3 5 9 4 O O 22 Hunter M-ay June Jul Au Se t_ Oct. Nov_ Total Pavilion Entire 0 2 5 13 1 O O 21 Cooley Gardens May June Jul Au Se t_ Oct. Nov_ Total Wedding/Pav O O O O O O O 0 Sunken Garden O O 1 O O 1 O 1 O O O Total O O 1 O O 1 O 1 O O 0 Frances Park I maw I June I Jul Au Sept- I Oct_ I Nov_ I Total Overlook 2 3 4 1 0 16 Rose G 3 3arden O 2 2 7 3 O O 14 Woodland Trail 1 O 1 O 1 O 1 O 1 O 1 O 1 1 Total 3 5 1 5 10 1 7 1 O 31 Total 24 47 1 49 64 1 41 8 0 233 Percentage Increase/ Decrease from 2017: 1.3 2018 Reservation Report January 1, 2018 thru December 31, 2018 Pavilion and Wedding Sites REVENUE $'s/ MONTH Frances May June July Aug. Sept. Oct. Nov. Total Sec. 1 440,00 420.00 310.00 280.00 205.00 0.00 0.00 1,655.00 Sec-2 225.00 375.00 205.00 150.00 0.00 0.00 0.00 955.00 Sec. 3 200.00 400.00 270.00 200.00 0.00 0.00 0.00 1.070.00 1/2 Drive 0.00 0.00 510.00 280.00 530.00 160.00 0.00 1.480.00 1/2 Rose 0.00 0.00 570.00 280.00 290.00 80.00 0.00 1,220.00 Entire Pav 1,390.00 2,470.00 1,880.00 1,930.00 2,485.00 460.00 0.00 10,615.00 Outside Tables 50.00 250.00 30i) 01 350.00 50.00 0.00 0.00 1 000.00 Total 2 305.00 3 915.00 4,045.00 3,470.0Zi 3 560.00 700.00 0.00 17,995.00 Moores IMay I June I July I Aug_ I Sept. I Oct. I Nov. I Total Entire Pav 1 0.001 0.001 0.001 0.001 0.001 0.00 0.00 0.00 Wash. May June July Aug_ Sept_ Oct. Nov. I Total Entire Pav 1 250.001 270.001 400.001 435.001 230.001 0.001 0.001 1 585. 00 Hunter May June I JUIV I Aug. I Sept. I Oct_ I Nov_ I Total Entire Pav 0.00 420.00 225.00 665.00 35-001 a00 0-001 1,345.00 Frances May June July Aug. Sept. Oct. Nov. Total Overlook 250.00 375.00 375.00 385.00 500.00 125.00 0.00 2,010.00 Rose 0.00 250.00 250.00 885.00 375.00 0.00 0.00 1.760.00 Woodland 50.00 0.00 0.00 0.00 0.00 0-00 0.00 50.00 Total 300_00 625.00 625.00 1,270.00 875.00 125.00 0.00 3.820.00 Cooley May "June July Aug. Sept_ Oct. Nov_ Total Wed/Pav O.0 0.00 0.00 0.00 0.00 0.00 0.00 Sunken O.0 0.00 0.00 0.00 0.00 0.00 0.00 Total O.0 0.00 0.00 0.001 0.00 0.00 0.00 Total 1 2,855.00 5,230.00 5,295.001 5,840.001 4,700.001 825.00 0.00 24 745.00 Percentage Increase/ Decrease from 2017: 8AI/ 48 LANSING POLICE DEPARTMENT Michael Yankowski,Chief of Police Department Description The Lansing Police Department(LPD)maintains order, enforces and upholds local laws, patrols, investigates, preserves public safety and fosters a better quality of life for the residents of Lansing. There are four divisions of the Lansing Police Department: the Investigation Division,Administration,Staff Services Division, and Patrol Division. Accomplishments in 2018 In 2018 the Lansing Police Department celebrated its 125th year of service to the Lansing community. The City of Lansing began in year 1859 with a City Marshal and several Watchmen as its means of Policing. In the year 1893 a formal Lansing Police Department was organized and established which required all officers to take, and file an official "oath of office". The Lansing Police Department has been a leader in the Nation on keeping the crime rates down. Lansing Police were one of the first auto patrols in the nation in 1909,which lead to earning Lansing, MI the title of"America's safest city", both in the years 1942 and 1945. Today with over 202 sworn officers,the Lansing Police provide Professional Law Enforcement in a wide variety of services to the Lansing community In celebration of the departments 125 years of service, the department invited the community to showcase the high standards and traditions of the LPD with an all-day event at the Lansing Center. INVESTIGATIONS DIVISION The Investigations Divisional report for year to date accomplishments included the Violent Crime Impact Team, Investigations Section, and Special Operations Section. As you will notice throughout this report, these units have many partnerships outside of the Lansing Police Department with local, state and federal law enforcement. The ability to leverage these relationships has led to a successful year for our team. VIOLENT CRIME IMPACT TEAM The Lansing Police Violent Crime Impact Team (VCIT) is part of the Capital Area Violent Crime Initiative. This Initiative involves combining resources from local, state and federal law enforcement to reduce violent crime in our area.This year VCIT has seized over 73 guns, more than any prior year! Much of this work has been in conjunction with our embedded Michigan State Police Secure City Partnership troopers.This team has aided with fugitive apprehensions, case assistance, raid support and proactively focusing on the most violent offenders within our community. VCIT has over 355 arrests, 2,872 hours of surveillance, 170 Knock&Talks, 75 MDOC home visits and 95 Parole/Probation violations. In addition, 49 this unit has become our department's experts with cellular support for cases by assisting on 44 phone orders and 69 follow up warrants. Felon in Possession/PWID Narcotics Information was received that the Lansing Township Police had probable cause to obtain a search warrant for the 4600 blk of Atlanta Place in the City.This address is a known address of one suspect who is on Federal Probation for drug charges. SOS Officers Mobley and Parrott assisted with this investigation as they had large amounts of knowledge regarding the house and suspect. Intelligence obtained showed that the suspects were likely in possession of a large amount of Narcotics and Weapons and that the residence was heavily fortified with re-enforced doors. START was consulted and utilized to execute the search warrant; START quickly and safely secured the residence. Almost immediately the search revealed illegal handguns and crack cocaine. A follow up search warrant was completed by Ofc Freeman and the items seized. (4 handguns/approx. 6 ounces Crack Cocaine/PWID amount of MJ) CCW/PWID Narcotics VCl/MSP conducted a Fugitive Investigation into the accused as he had an outstanding warrant. He was a suspect in a 2017 Homicide and known to be involved in weapons and drug offenses. Information was received that the accused was at 2100 Provincial House Dr and units responded to that location.The accused and a second suspect attempted to elude Troopers but was quickly stopped and secured. A search of the suspects and vehicle revealed a handgun and delivery weight of Methamphetamine. Both suspects are facing weapons and drug charges. PWID and Forfeiture VCl/MSP units were conducting surveillance on the area of Vons Market and observed the accused involved in possible drug activity.Troopers conducted a traffic stop which yielded a large amount of narcotics and a $6000 cash seizure.The area of Vons market had seen numerous community complaints about illegal activity. CCW/PWID VCl/MSP were conducting surveillance in the area of Vons Market, Ofc Freeman surveilled the accused conduct narcotic purchases.Troopers Hurt and Sgt Faccio conducted a traffic stop on the accused. A search resulted in a handgun, and seizure of delivery weight of marijuana. $2555 US currency was seized from the vehicle. CCW-VCl/MSP VCI Freeman obtained information that an adult male was in possession of a handgun which he was carrying.This suspect has been involved in numerous gun crimes to include numerous robberies in 2017. Surveillance was conducted and he was seen leaving in a vehicle. MSP conducted a traffic stop at Washington and Jolly.The accused was found carrying a loaded handgun on his person.A follow up knock and talk at the house was conducted and a short-barreled shotgun was also recovered. Focused Engagement VCl/MSP conducted two hotspot policing on two dedicated days. All four of the VCI focus areas were targeted. 50 Warrant Sweeps Ofc Wes Vaughn coordinated warrant sweeps for Ingham county warrants on four consecutive Thursdays in July. MSP, ELPD. MTPD. ICSO, MDOC all took part in sweeping Ingham County for outstanding Felony warrants. In total, 67 arrest were made, 58 felony warrants, 54 misdemeanor warrants, and 31 civil warrants were cleared. Special recognition should be given to Ofc Vaughn as he did an outstanding job coordinating the sweeps. Homicide On 10/26/2018 VCI/MSP units assisted LPD/MSP Detectives with a homicide at 427 W Lapeer St.The victim was shot and killed with a shotgun at this address. Details given was that the suspect was a black male going by the name "DB". Ofc Forbis developed information on the name of the suspect. On the following day, 10/27/2018,VCI in conjunction with SOS officers located the suspect who surrendered. Suspect was lodged and charged with Murder 2"d by the ICPO. Serial Armed Robbery The FBI Violent Crime Initiative (VCI)team recently completed a long term Criminal Enterprise investigation, resulting in the resolution of 16 violent, armed robbery cases affecting 6 separate law enforcement agencies in Lansing and Jackson, MI areas in late 2016, into early 2017. Utilizing federal Hobbs Act and Firearms charges, 3 subjects were successfully prosecuted and 2 firearms seized/forfeited. The attached Press Release highlights the individual robberies and the subjects prosecuted. Investigations Section The Investigations Section has numerous high-profile convictions for 2018. These convictions have been attached to this document for review. The leadership of the Investigations Section changed with year with Lt. Sosebee, Sgt. Baldwin and Sgt. Wilcox taking the helm. In addition,there has been a significant focus on investigations of non-fatal shootings and working with our law enforcement partners to reduce the overall violent crime rates for our community. A team recently visited High Point, North Carolina,to review their domestic violence strategy to assist with reviewing our response to domestic related violent crime. The Investigations Section also implemented changing unit designations, Crimes against Persons& Property Crimes,to Major Case and General Case. This change was designed to allow our Major Case Investigators to have a lower caseload, resulting in more time to conduct their investigations. This year we have had 6 homicides with an 83%clearance rate with warrants issued for those investigations. The Non-Fatal shootings are down 18% while homicides are down 54%when compared to this time last year. Secure City Partnership—Michigan State Police Attached to this report is the summary report of our partnership with the Michigan State Police (SCP). MSP currently has 3 embedded Investigators in the Investigations Section and 5 embedded uniformed troopers in the Violent Crime Initiative. The SCP troopers are truly"brothers"within our department and work within their respective assignments every day alongside LPD. All the focus areas for SCP for 2017-2018 saw a reduction in violent crime from 10%to 43%. 51 The reduction percent per hotspot is illustrated below: #1-N Grand River/Waverly-down 43% #2- Michigan/S. Pennsylvania-down 33% #3-S Cedar/ Mt Hope area-down 25% #4-S King/ Mt Hope area-down 16% #5-S King/Cavanaugh area -down 10% #6-Pleasant Grove/Reo Rd-down 31% From April 2017—April 2018, SCP and VCI were able to seized 72 firearms; during which 47 suspects were armed at the time of the contact. The professionalism and skilled abilities of these "street teams" is a testament that none of these resulted in a deadly force encounter! In addition, the SCP Investigative team was assigned investigations from Murder to Assaults within the City of Lansing. Their commitment to solving violent crimes has been impressive and has made a difference by removing violent offenders from our streets. Department of Justice—Public Safety Partnership The Lansing Police Department has entered the second year with our Public Safety Partnership with the Department of Justice. This program has provided training and technical assistance to LPD to assist with our goal of reducing violent crime in our community. In 2018, PSP provided a site visit to High Point North Carolina to look at their Domestic Violence reduction strategies, an on-site visit by a DOJ expert, Former Chief Terry Gainer,to review and make recommendations on Investigation Strategies, sent Investigators to the International Homicide Investigations course in Pennsylvania and allowed senior Detectives to attend the Advanced Homicide Investigations course at the FBI academy in Quantico Virginia In addition, this year Lansing Police Chief Yankowski was asked to present at the DOJ's Violent Crime Symposium in Birmingham Alabama on the Lansing Police Department's involvement in the Capital Area Violent Crime Initiative. SPECIAL OPERATIONS SECTION Directly below are a few examples of the wide range of work Special Operations Section has accomplished thus far in 2018 (Jan.-Nov). This year SOS has been involved with several large-scale federal cases to impact the organizations and/or individuals bringing in mid to large weight quantities of drugs into our community. In addition to working on stopping the flow of drugs into our neighborhoods, SOS has worked on neighborhood complaints and problem areas. SOS has seized 38 guns for the year, 663g of Heroin and 1560g of Cocaine during operations within our city. The Special Operations Section has the added responsibility of assisting the City Clerk's office with the licensing process as it relates to the Marijuana Dispensaries. SOS has reviewed all security plans and assisted in the MMJ appeals proceedings. 52 Recruiting New position of Staff Service Sergeant and Lead Recruiter. This Sergeant is responsible for day to day operations of all LPD hiring and recruiting and is the main liaison between LPD and the City of Lansing Human Resources Division. -LPD attended 54 Recruiting events in 2018 Created Academy presentation, PowerPoint with video.Trained other recruiters on the Academy presentation. Created material for Detention recruiting, updated flyers and handout for Police Recruit position. Created recruiting email LPDrecruiting@lansingmi.gov Increased ride along as a recruiting tool and increased contact directly with the applicate to keep them engaged in the hiring process. Coordinated over 120 ride-along in 2018 Personnel hired in 2018 Sergeant Josh Traviglia Police Officers= 16 Sergeant Beth Frazier Police Recruits=12 Detective Mike Schulte Police Cadets=3 Detective Theresa Mironiuk Detention Officers=6 Detective Brittany Roberts Interns=13 Detective Kristi Pratl Police Training Secretary=1 Lead Detention Officer Charles Wright Police Social Worker=1 Police Budget Control Supervisor=1 Retirements-11 Police Technicians=3 Captain Darin Southworth Lieutenant Traci Ruiz Promotions-15 Lieutenant Hung Tran Captain Eric Eichenberg Sergeant Kevin Kilbourn Lieutenant Katie Diehl Detective Mark Lewandowsky Lieutenant Paul Beasinger Detective Eric Janzen Lieutenant Matt Kreft Detective Darren Blount Lieutenant Justin Moore Officer Alan Berish Sergeant Jon LaCross Officer Dave Lomakoski Sergeant Cedric Ford Lead Detention Officer Robert Davis Sergeant Kristy Szczesny Detention Officer Patricia Layne Employee Recognitions New Hire reception—100 in attendance Awards ceremony—May 4, 2018-132 awards were given out. Officer of the Year-Trevor Arnold Civilian Employee of the Year- Barb Houghteling Traininiz LPD expanded our training capabilities and the amount of training we do for the department. We added a Lieutenant to oversee the day to day operations. In addition, a Secretary 26 was added to the unit to conduct more training and be better organize, document and host trainings which gets more of our 53 officers trained at no cost to us in some instances.The Training Unit is now able to know exactly what money has been spent and what is left for trainings.The unit is also keeping better track of trainings officers have had and making sure to account for the costs of out of town trainings. We have also added supplemental training that is done to cover topics like citizen contacts,first aid and other topics we did not get a chance to cover. By enhancing this unit we have a better trained and prepared Police Department to protect the City of Lansing. Detention Unit The Detention Unit has added some capabilities by hiring a Detention Officer that has Paramedic Certification. We are looking to expand this training to more Detention Officers so they can better recognize detainees that may be in medical crisis.We have made some changes to the process of how to process other agency arrests to speed up the time that officer have to conduct the arrest. Prior we had to wait on the other agency to meet us to turn over the individual, now if they have money to bond out on the other agency charge we are bringing them to our Detention Unit to conduct the transaction quickly and they are released.This takes less time and the officers can get back to answering calls for service faster. Payroll and Budget The Payroll Technicians has revamped the DAR's and trained all of the timekeepers to be consistent with how they are done with codes and colors to differentiate things that need to be entered differently. Because of this the entries have been faster and more accurate on the initial entry. Interim Budget Control Supervisor Jim DeLine has been tracking our costs and giving us more accurate reports to know where we are at with the budget.This is crucial for making decisions on what programs, equipment to purchase that is needed based on the funds available for the year.This position will be filled with a permanent employee by the end of the year. Special Tactics and Response Team (S.T.A.R.T.) Our Tactical Team has been called out on some high-risk incidents that risked the loss of life.They have performed exemplary and utilized their training and equipment to resolve these incidents without any loss of life. S.T.A.R.T. is enhancing their capabilities by obtaining newer technology bullet resistant helmets and face shields and by utilizing AXON body cameras for training purposes and review of tactics to improve as a team. Sgt. Kevin Schlagel took over as the Team Commander in 2018. He has also taken the lead on designing and planning of a new incident command vehicle to enhance our capabilities as a department to have command and control of critical operations. Our current command vehicle is very small and isn't adequate for the number of individuals and technology that is needed to properly handle these incidents. Technology • Axon Fleet-Purchased and began installation of Axon Fleet by the Radio Lab in conjunction with IT department. This system is the same as the body cameras so the officers are only wearing one device. This system will replace the L3 in car cameras used in Police Vehicles. • Axon replaced cameras and audio/video equipment in the interview rooms at the Operations Center and Detention. • NC4-Purchase and began implementation of the NC4 system. This technology tool gives officers 54 access to real time crime data while on patrol. This tool enables officers to share relevant, structured and unstructured information through situation based police blogs. • S.C.R.A.M. program set up and implemented. SCRAM stands for security camera, registry and mapping. Business and residents can register their security cameras with the Lansing Police Department This program is ongoing. This program promotes public safety through public security cameras. • Tablets for Motorcycle Officer — Officers are able to write tickets and accident reports electronically from their motorcycles. This improves productivity and efficiency with the Officers, Central Records and the Court. • Tablets for FTO- Officers are able to use the tablets to complete daily evaluations to be typed and scored electronically on Officers in training. This can be done in their vehicles without having to wait until the end of shift. • Central records is working with IT in the final process for new FOIA system. This system will allow better efficiency; documents can be shared electronically through city departments and the public as well. • New tow file was implemented through city works system. • Central Records has also began process with IT for the scanning of documents which are currently in offsite storage. • Began work on the LPD mobile app. Projected to go live in January 2019. • LPD Intranet transferred to the HUB. All documents were transferred, information updated. • Implementation of File-On Q START database to replace old system. This system provides tracking of START incidents. COMMUNITY SERVICES DIVISION Year after Year our Department rises to increase our community outreach and engagement by building and fosters relationships partnerships with a diverse range of community organizations and agencies. With the implementation of the Community Services Unit our Department strives to focus on what our citizens need from their police Department. Without the support of the Lansing community, law enforcement partners, City officials,and Community Services Unit none of this would be possible. The Community Services (CSU) includes Lieutenant, Matthew Kreft, Sergeant Eric Pratl, Community Services Officer Kasha Osborn and 10 Community Police Officer that work to fulfill our mission of improving the lives of those that live, work, and visit the City of Lansing. CSU is responsible for 112 neighborhood watches and 106 business watches, and attend over 362 community events this year. • Youth Leadership • Coffee With a Cop • Ride-a longs for/between Academy • Angel Program LPD Officers, Code • Gift Donation to Sparrow • MILK Jr. Memorial Compliance Officers, Pediatric Center Observance Pastors, Friend of the • Magic Johnson Turkey • NAACP Banquet Court, Probation Give-Away • Crime View for the public Officers, and the public • Lugnuts Game—Latino • Susan B. Komen 5K Run • Honor our Heroes Blood Day • Join the Team Drive and Red Cross • Prayer Breakfast at • On-line crime reporting Fund-Raising Breakfast Union Missionary Baptist for the public • Old Newsboys Church • Keystone Kops • Law Enforcement Torch • Neighborhood Watch Run Workshop • Capital Area Polar Plunge 55 • Crime Stoppers Program • HOPE Connections, • Cesar Chavez Memorial & Breakfast Lansing Promise, and the Observance • Food Movers LCC Foundation Annual • Actively participate in • Dispute Resolution Breakfast,Annual Dinner, LSD's annual truancy Programs with City LCC Leadership Academy assemblies;truancy Human Relations at Lansing Community sweeps • Westside Community College,Todd Martin • LPD Annual Awards Picnic Development Fund Tennis Ceremony • Westside Crime &Safety Classes • Assist the Human Committee • Bea Christy Awards Resources and • Police Athletic League • Guru Namak Sikh Day Community Services with (P.A.L.) Golf Parade and Festival Food Bank distribution • LEAF (Lansing Education • Neighborhood Picnics • Participation on Boards Advancement Special Tactics and for Boys and Girls Club, Foundation) and Oasis Rescue Team (S.T.A.R.T.), Ingham Regional Center Canine Unit, and the Medical, Sparrow • Domestic Violence Capital Area Dive Team Hospital,Victims of Candlelight Vigil provided information Assault, Stop Grant • Education on drug use, and equipment displays (PPO), Domestic Violence bullying,gangs, bus- for community picnics at Grant, and Safe Haven related traffic laws and many school events, • Annual 911 Special tobacco use, alcohol use, neighborhood picnics, Tribute Ceremony at and Town Hall meetings City Employee Picnic and Wentworth Park for underage drinking the Boy Scouts • Tri-County Sex Offender • TRIAD (Seniors • C.A.R.E. Task Force Community& Law • Feed the Children for • Lids for Kids Enforcement) Programs: Spring Break in • ANC Farmers' Market No Seniors Without conjunction with City of • A Taste of Country Christmas, Senior Prom, Lansing Human Resources • Hunter Park Pool and Adopt-a-Senior Division Opening • Downtown Lansing Inc. • Grand Slam School Day at • YMCA Kids' Event • South Lansing Business Cooley Law School • OENA Picnic Association Stadium • Churchill Downs Picnic • G.R.E.A.T. Program • Adado Riverfront Park • Mayor's Family River • Shop With A Cop Fish Rodeo Concert Walk/Run • Victim Advocates Program • Boys and Girls Club Steak • Adopt-A-River Cleanup • School to Prison & Burger Dinner Project Community Pipeline • Team Policing and • Mayor's Ramadan Dinner • First Day of School Kick- Problem-Solving • Mayor's Veterans Day Off • Board of Water& Light Ceremony Chili Cook-Off • Explorer Program • Boys and Girls Club of Pancake Breakfast Lansing after school • Juneteenth summer programs • Union Missionary Baptist • Senior Fair Church Picnic • MI Hispanic Caucus • National Night Out • MICOPS 56 • Willow/Knollwood • Colonial Village • Community Connect Neighborhood Meeting Neighborhood Meeting • Back to School Expo and • Wainwright • Downtown Backpack Event Neighborhood Meeting Neighborhood • MSU Safe Place and Picnic Organization • 54-A Sobriety Court • Moores Park Neighborhood Meeting • Town Hall Meetings Neighborhood Meeting • Westside Neighborhood • Nehemiah Public • Potter/Walsh Meeting and Crime and Meeting Neighborhood Meeting Safety Committee • Veterans of America • Old Everett • My Lansing Back to Stand Down for Neighborhood Meeting School Program Homelessness • Cherry Hill Neighborhood • A Day with the LPD • My Brothers' Keeper Meeting • Kids' Connect • Citizens' Police Academy COMMUNITY PARTNERSHIPS: The Lansing Police Department is staffed by dedicated men and women who adhere to the value of working in partnership with the community all while striving for excellence and accountability. Working in partnership with our community to identify and address public safety and other quality of living issues while embracing the diversity of our neighborhood organizations, schools, PTO's, business associations, service clubs, and religious and educational institutions. • Department of Justice National Public • Technology Improvement with Ingham Safety Partnership County • Public Safety Leadership Academy • RSVP Organization • Truth, Racial Healing and Transformation • Lansing Police Advisory Board • Human Trafficking Workgroup • Probation Department Ride-A-Longs • Project Lifesaver • Lansing Promise and H.O.P.E. Program • Ferris State Advisory Board • Hospitality Partnership LPD- Detective Joel • Security Issues/ Israel Board Cutler works with Lansing area bar and • Cyber Security Tips restaurant owners to promote safe and • Clergy Forum responsible alcohol practices • Ingham County Opioid Task Force • Truancy Court partnership with Ingham • 911 Advisory Board County Juvenile Court,Judges, • CATA Prosecutor's Office, and Lansing School • Mid-MI Police Academy District • Teen Court • Partnership with the Ingham County Youth • Lansing Housing Commission Academy • Code Compliance meetings with • Business Watch Neighborhood Groups, Code Compliance • Support youth recreation by participating Ride-A-Long Program with LPD Community in the Boys and Girls Club of Lansing Policing Officers and Neighborhood Annual Steak& Burger Dinner Organizations • MSP Youth Academy • Downtown Lansing Inc. • Host community forums with community • Old Town Commercial Association response teams/local ministries to deal • Faith-Based Initiative with volatile issues and/or violence 57 • City Hall on the Road • G.R.E.A.T. Program • Courts, Cops, and Counselors monthly • Weekly area detective meetings meetings • Address resident traffic issues through • 54-A District Court Bi-Annual meetings enforcement • Jail Diversion meetings with Community • School Crossing Guard Program Mental Health • Monthly meetings with school officials • Eaton County Sheriff Department • Trespassing letters for business and Deputization Jolly and Waverly apartment complexes • Greater Lansing Alliance Against Hate • School Watch Crimes • School presentations dealing with bullying, • Lansing Area Safety Council and Lansing drugs, gangs,tobacco, underage use of Area Safety Picnic alcohol, and violence • Detox Advisory Committee • Adopt-A-School • Elder Abuse Response Team Community • School Resource Officers in high schools Coordinated Response • Violent Crime Initiative (VCI) • Human Relations Advisory Board • Business Huddle • Regional Technology Committee • Oldtown Network • Partner's in Crisis; Mental Health • Heroin Summit • Outreach Program for Refugees • Race Relations Summit • Crime Prevention Seminars • Prescription Task Force • Mayor's Camp • Opioid Task Force • Utilize team policing, problem-solving and • Drug Task Force Neighborhood Watch Program and the • Black Lives Matter Neighborhood Watch Advisory Board • Male Mentoring • Explorer Program • City of Kindness • Shop With A Cop • Kids' Reward Program • Heads Up for Safety Car Seats • Crisis Intervention • Lansing Area Safety Picnic • Men Making a Difference- 100 Men in • HOPE Scholarship Program Suits • Law Enforcement Day • My Brothers' Keeper • CARE Service Recognition • Mutual Aid Agreements with the Capital • Old Newsboys Association Region Airport Authority, Clinton County, • Keystone COPS Luncheon DeWitt Township, Eaton County, Ingham • American Red Cross Breakfast Fundraiser County, East Lansing, Michigan State • Police Athletic League (P.A.L.) University, Meridian Township, Lansing • River Trail Patrol Township, Williamston, Stockbridge, • Handicap Enforcement Mason, Leslie, Emergent BioDefense, • Victim Advocates Lansing School District, Lansing Community • LPD Volunteers College, Capital Region Security Network • March is Reading Month, LSD and Office of Highway • Hot Dog Diplomacy Safety& Planning Business Partnerships: The Lansing Police Department works to attract new business and support established businesses by participating in career preparation, school to work programs, and other strategies to develop a regional 58 workforce with Old Town, Reo Town, Downtown, Inc., Lansing School District, Lansing Community College, Michigan State University, Davenport College, Cooley Law School, Capital Area Michigan Works, Chamber of Commerce, Ingham County, General Motors,Trade Unions, Michigan Economic Development Corporation, Michigan State Police and the Accident Fund. Downtown Lansing, Inc. Downtown Inc, Reo Town and Old Town continue to be high priorities for growth and development. The Lansing Police Department continues to build partnerships and maintains those partnerships to address homeless issues and protect the citizens and visitors who enjoy Lansing. • Michigan State Police Secure Cities • Project Safe Neighborhood (PSN) - Partnership reduction of gun crimes—Collaborate with • Blue Cross & Blue Shield ATF, US Attorney's Office, Prosecutor, and • Attend downtown business and resident Tri-County law enforcement agencies to community meetings identify and pro-actively prevent crimes • Provide extra police presence at Lansing involving guns within the Lansing area. Center events, Cooley Law Stadium for Project Safe Neighborhoods and LPD is Games, Common Ground,Silver Bells, Trick setting specific goals to reduce violent or Treat on the Square, Blues Fest,Jazz Fest, crime involving guns in Lansing October Fest, Festival of the Sun and Moon • LPD partnership with the ATF. Three (3) along with bicycle patrol in Old Town during ATF agents are now stationed or based at the summer months the Operations Center • Lansing Marathon and many other races • Michigan Prisoner Re-Entry Initiative • Veterans' of America Board Meetings (M.P.R.I.) was established in 2003 and has • Attend Downtown Lansing Inc. Board worked with ex-prisoners on getting them Meetings placed back into the community and getting • Monthly business meetings with Downtown them jobs. M.P.R.I. ultimate goal is to Lansing Inc. achieve successful long-term reintegration • Assist Human Resources and Community of the former prisoner to his/her Services and Volunteers of America (VOA) community. in identifying and assisting the homeless • ALPACT- Law Enforcement, businesses, obtain food, shelter, and other available faith based, community based leaders, and resources dedicated citizens are all major • The LPD is carrying out a Downtown stakeholders in public safety. Entertainment Safety Plan where they are • Business Watch working with local businesses, cab • Partner's In Crisis companies, and patrons to provide • PA 416 Traffic Deputies residents, proprietors, and visitors to the • 911 Advisory Board downtown business district with a safe • CATA Bus Station environment while maintaining order • Capital City Airport Annual Review • Special Operations Section conducted • Community Summit Solutions Committee alcohol enforcement stings of Lansing bars • Lansing Concerned Citizens Committee Assign community policing officers to • Parking Enforcement Officers various neighborhoods. They also • School Watch Program conducted Prostitution stings. • What Works for Cities • Utilize the Public Video Safety Cameras to • Black Lives Matter reduce crime & disorder • President's Task for 21s'Century Policing • Handicapped Parking and River Trail Enforcement S9 Central Records Stats for 2018 FOIA increased by 10% in 2018. We added another Police Tech 26 to bring the unit up to five (5) positions. Records Unit 2018 2017 Record Copying Revenue $62,556.72 $65,020.68 Accident Reports Entered 4482 4107 Warning Citations Entered 648 256 Appearance Tickets Entered 32 0 Warrants Entered 0 0 Record Checks 1624 1667 Record Reproduction for Officers/Citizens 14342 13884 Freedom of Information Documents Researched and Returned 9034 8225 Traffic Citations Archived 7394 6414 Identification Unit Civilians Fingerprinted 577 920 Latent Prints from Crime Scenes 390 768 Prints Identified in AFIS 90 100 Persons Identified in AFIS 38 47 Handgun Registrations 1910 2255 Licenses to Purchase Issued 190 237 Licenses to Purchase Denied 3 3 Parolee Mug Shots 0 0 DEPARTMENT OF PUBLIC SERVICE Andrew Kilpatrick, P.E., Public Service Director Christopher Mumby, Interim Deputy Director Department Description The Public Service Department works hard to maintain the City's infrastructure to support our residents, businesses and visitors. With a dedicated staff of over 225 full-time employees we maintain the roads, sewers,sidewalks, and pathways in the city, treat wastewater from over 42,700 customers, provide recycling and trash services,permit and monitor all right-of-way activity, repair and maintain the City's vehicles, buildings and equipment, and support special events. We are proud to serve the residents, businesses and workers who live, work, and play in our city and hope that you enjoy reading some of our accomplishments for calendar year 2018. For more information on the Public Service Department please visit our website at www.lansingmi.pov/pubserv. ENGINEERING DIVISION A. Infrastructure and Environment Group (IEG) - Dean Johnson, P.E., City Engineer The Infrastructure and Environment Group is responsible for managing much of the public infrastructure in the city of Lansing.These activities include planning, designing, maintaining and constructing streets, bridges, and sewers, as well as oversight of polluted site cleanup. Major programs include the Wet Weather Control Program and administration of sewer service agreements that provide service to areas outside the city limits. In addition, IEG reviews site plans, zoning and land use permit requests for conformance to engineering standards and city ordinances, and provides engineering support services to other departments in the city.The following describes specific responsibilities and accomplishments during 2018: 1.Streets The IEG oversees condition assessment and the associated capital improvement projects for the street system.The Lansing street system consists of approximately 108 miles of major streets and 305 miles of local streets,totaling approximately 928 lane miles of roadway. One rule-of-thumb management tool that is used is to compare the amount of work completed each year to the annual deterioration of the system.This concept is further described below: Each year the system gets one year older and therefore loses 928 lane-mile-years of remaining service life. At least 928 lane-mile-years in improvements need to be completed each year just to keep up with annual deterioration. For example, a new four lane street one mile long has a service life of about 25 years and will add 100 lane-mile-years to the system.This same one mile stretch of roadway will deteriorate by four lane-mile-years every year. Our street system is managed using our Asset Management Plan which was adopted by City Council and approved by the Michigan Transportation Asset Management Council.The Asset Management Plan is a tool to assess current street conditions, set target funding levels, identify candidate projects, set priorities, develop a multi-year program, and report results.With this plan,the Public Service 61 Department looks at the condition of our streets as a complete system. Our objective is to use the "right mix of fixes at the right time" approach to street repair, shifting away from emphasis on the "worst case first" approach to selecting projects. It is critical that in any given year, we assemble a mix of fixes that optimizes the lane-mile-years that are added to the remaining service life of the street system. For more information regarding our asset management system and to see maps showing the current condition rating of the City's streets, please visit http://www.lansingmi.gov/1490/Pavement-Surface-Evaluation- Rati ng-System. While insufficient funding levels continue,the Asset Management Plan will help us better understand and communicate the consequences of continued under-funding as well as enable us to apply the funds that are available in a manner that is most beneficial for the overall condition of the street system. We estimate that the annual street system needs are more than $36 million. Each year that this funding level is not achieved the overall condition of the street system decreases.The chart below indicates the recent funding history associated with the street program. City of Lansing Steet Funding History $16,000,000 $14,000,000 Gen Fund CIP $12,000,000 $10,000,000 — — - _ Other $8,000,000 ■STP Grant $6,000,000 $4,000,000 ■ACT51 $2,000,000 -_ ■CSO$0 J,1 J,115 J, J�4) J(0 J, J 00 Summary of 2018 Street Improvements In 2018,the Engineering Division oversaw the improvement of 9.95 miles of streets as described in further detail below.This included 7.99 miles of major streets and 1.96 miles of local streets.These improvements added 161.64 lane-mile-years of service life. Since the system loses 928 lane-mile-years each year, the network had a net loss of 764.5 lane-mile-years.This is illustrated in the following table: Life Extension Total Lane Per Mile Life Extension Project/Treatment Miles Miles (years) (lane-mile-years) Major Streets Reconstruct 0.232 0.696 15 10.44 Mill and Fill, 3.5 Inches 1.582 5.824 10 58.24 Mill and Fill, 1.5 inches 0.393 1.416 7 9.912 Spray Patch 0.908 1 2.724 1 2 1 5.448 Crack Seal 4.871 20.052 2 40.104 62 Sub-Total 7.986 30.712 124.144 Local Streets Reconstruct 0.488 0.976 15 14.64 Crush and Shape 0.00 0.00 12 0.00 Mill & Fill, 2 Inches 1.054 2.108 10 21.08 Overlay, 1.5 inches 0.00 0.00 7 0.00 Crack Seal 0.423 0.99 2 1.98 Sub-Total 1.965 4.074 37.70 All Streets Totals 9.951 34.786 161.84 Remaining Service Life Added 161.84 Annual Service Life Lost -926.32 Net Loss -764.48 2018 Maior Street Projects Jolly Road Resurfacing Jolly Road from Pleasant Grove Road to Martin Luther King,Jr. Blvd. was resurfaced.The project included milling 4 inches of pavement and placing new asphalt.Also included in the project were a section of new raw water main and several sewer repairs. Pennsylvania Avenue Resurfacing Pennsylvania Avenue from Jolly Road to Cavanaugh Road was resurfaced.The project included milling 3.5 inches of pavement and placing new asphalt. Also included in the project was several spot replacements of curb and gutter from Kendon to Jolly and spot sewer repairs. Pine Street Resurfacing Pine Street from Shiawassee Street to Ottawa Street and from Allegan Street to St Joseph Street was milled and resurfaced. This completed the work that was started in 2017. Maior Street Design Projects City staff has worked to develop construction plans for next year's Miller road construction project from Cedar Street to Aurelius Avenue. Staff has developed plans to mill and resurface, repaving with 3.5" of asphalt, and spot base pavement repairs.The streets have been designed in coordination with other utilities to address any potential upgrades (LBWL, Consumers, etc.)The project is being bid through MDOT to utilize STP funds and is anticipated to start in June 2019. Maior Street Resurfacing Project City staff has worked to develop construction plans for milling and resurfacing major streets on Capitol Ave (Oakland to St Joseph) and Mt Hope (Moores River Drive to Pleasant Grove). Staff has developed plans to mill pavement, repaving them with 3.5" of asphalt.The streets have been designed in coordination with other utilities to address any potential upgrades (LBWL, Consumers, etc.).The project was intended to be bid during the fall but was delayed to next year by the contractor lockout. 63 Scrap Tire Grant (Mt. Hope) Mt Hope from Aurelius to the East City limits was submitted and approved for a scrap tire grant utilizing MDEQ repayment match funds. City staff has worked to develop construction plans for the scrap tire grant to be bid this winter for construction next year.Staff has developed plans to remove pavement, repave with 3.5" of crumb rubber asphalt.The streets have been designed in coordination with other utilities to address any potential upgrades (LBWL, Consumers, etc.) 203.8 Local Street Projects Millage Paving Program Millage funding was used to mill and resurface the following streets (1.05 miles): Glenbrook: Churchill to Catherine Beech: Hillsdale to Kalamazoo Hazel: from Pennsylvania to Parker Climax: Parker to Holmes Street Wilson:Andrea to Grandell Grandell: N Grand River to Wilson Leon: Lafayette to Wilson Oak: Indiana to Ohio Elizabeth: Clemens to Fairview Seymour: Shiawassee to Cesar Chavez Local Streets Crush and Shape Proiect: City staff has developed and bid construction plans for construction projects to be implemented as funding allows. Staff has developed plans to crush and shape local streets, repaving with 3.5" of asphalt, after crushing the existing asphalt to use as a base material.The streets have been designed in coordination with other utilities to address any potential upgrades (LBWL, Consumers, etc.)The street segments are listed below: Donald Street-Syringa to Cox Georgetown Boulevard-Belfour to Haag North Clemens Avenue-Michigan Avenue to Fernwood Avenue Sheffield Boulevard-Waverly to Bayview Kendalwood Drive-Glenbrook to Tennyson Seaway Drive-Heathgate to Dumfries Tammany Avenue-Stoneleigh to Geert Narraganset Drive-Canarsie to Leawood Canarsie Drive-Narraganset to Tammany Construction was slated to begin in the fall but due to the Contractor lockout, construction was moved to spring 2019. Local Street Asset Management Demonstration Areas Like many communities,the condition of the street network in Lansing has been steadily declining for several years.This decline has been measured and documented with pavement condition data collected 64 over several years using the PAvement Surface Evaluation Rating system.The PASER rating system is summarized below. PASER = Pavement Surface Evaluation and Rating M810 9 CGoodtle or No Maintenance Needed 7 6 Fair- Preventative Maintenance Needed 5 4 3 or-Structural Improvement Needed 2 1 The PASER condition data is entered into asset management software (Roadsoft)which allows for collecting, storing and analyzing our street network condition data.The message the data reveals is that the poor condition of Lansing's street network is a result of years of a severely underfunded street program. What has been lacking is a dedicated funding source sufficient to manage the street network using proper asset management principles. With sufficient and sustained funding, the condition of the street network could be improved and maintained at acceptable condition levels. In an effort to demonstrate this,two small areas within the City have been designated as Asset Management Demonstration Projects. The current street conditions within these areas are representative of typical residential areas in the City with corresponding local street conditions. A 10-year improvement program has been devised for these areas that is intended to raise the overall condition of the streets to acceptable levels.The City has committed to providing adequate funding for these two areas over the next ten years. The two areas include the 8.4 miles of City streets located within Eaton County,west of Waverly Road. The initial average PASER value is 3.38. The other chosen demonstration area includes streets east of Aurelius Road and south of Forest Road, equaling 5.8 miles with an initial PASER of 2.08. Using models within our Roadsoft software, it is anticipated that the average PASER rating in each of these demonstration areas will improve to a 7 over the 10-year period. The ultimate goal of this project is to demonstrate that with sufficient dedicated funding levels, using asset management principles, Lansing's entire street network can similarly be improved and properly maintained. Asset management principles from the pilot project will also demonstrate that once targeted condition levels are obtained, it is much less costly to preserve and maintain the street network. Some of the streets included in the 2018 list of construction projects are part of the demonstration areas. 2. Bridges and Skywalks The IEG inspects and maintains the City's nineteen roadway bridges on the National Bridge Inventory (NBI) and thirteen pedestrian bridges within the city limits. Bridges are generally inspected every two years per the NBI inspection guidelines. Four of the City's bridges, due to condition, are inspected every year. These bridges are Grand Trunk Railroad over Pennsylvania Avenue, East Elm Street over the Red 65 Cedar River, Aurelius Road over the Grand Trunk Rail road, and Aurelius Road over the Pawlowski Creek. Scour critical bridges are required to have underwater inspections every S years. Underwater inspections were performed for East Elm over the Grand River, East Elm over the Red Cedar River, Kalamazoo Street over the Grand River, and Shiawassee Street over the Grand River. Based on the above inspection needs,the City applies for funding through the State of Michigan.The following bridges have been approved for work and funding as indicated below. Bridge Over Scope Year N. Grand River Grand River Rehab FY2021 N. MLK Grand River Prev. Maint. FY2021 Aurelius Rd Grand Trunk RR Replacement FY2020 In addition, the Mt. Hope Bridge over Sycamore Creek, located between Aurelius Road and Pennsylvania Avenue was painted in August of 2018. 3. Wet Weather Control Program(WWCP) Lansing's Wet Weather Control Program covers combined sewer overflow (CSO) control, sanitary sewer overflow (SSO) control and the storm water programs.The primary components of the WWCP include: • Sewer System Optimization - Eliminating capacity bottlenecks - Locating and removing sources of inflow and infiltration • Combined Sewer Overflow Control • Implementation of the regulatory-required municipal storm water program (i.e.,the Municipal Separate Storm Sewer System Program) During the 2018 calendar year,the major activities associated with the WWCP generally fall into the following categories: • Continuing construction and implementation of WWCP Phase I Construction Projects; • Planning and commencement of Phase II of the WWCP; • Planning and commencement of the City's Wastewater Asset Management Program; and • Continuing negotiations with the Michigan Department of Environmental Quality(DEQ) on an approvable schedule for implementation and construction of future WWCP projects, including the remaining CSO Control Projects. Regarding construction and implementation of WWCP Phase I construction projects, Public Service Department received a State Revolving Fund Loan in April of 2018 as the primary funding source for the fifth and final project associated with Phase I,the CSO Sub-area 034C Project. The commencement of construction on this project in late April of 2018 represented a "re-starting" of the City's CSO control (i.e., sewer separation)work that had been temporarily halted in 2012, due to the mounting debt service accumulated from two decades of sewer separation construction. Work during the 2018 season included sewer separation construction on several streets within the Moores Park Neighborhood, and on the major street, West Mt. Hope Avenue (west of MLK Jr. Blvd.). In 2019,there will be a second year of sewer separation construction on this project, including work on the major streets, MLK Jr. Blvd and West Mt. Hope Avenue (east of MLK Jr. Blvd.), additional work in the Moores Park Neighborhood, and work in the neighborhood northwest of the MLK Jr. Blvd./West Mt. Hope Avenue intersection. 66 Regarding planning and commencement of the City's Wastewater Asset Management Program, in 2018, Public Service Department commenced work to establish a large-scale sewer cleaning and condition assessment project that is initially funded through the$2 million Storm water Asset Management Wastewater(SAW) Grant awarded to the City in November of 2016. These activities began in earnest with the issuance of two sewer cleaning and televising contracts that focused on the City's "east-side" sewer collection system, including the large diameter Central and Sycamore-Lindbergh Interceptors, which transmit sewage from approximately 60%of the City's service area. These initial sewer condition assessment activities revealed some necessary sewer repairs that were immediately addressed through emergency construction in 2018. Regarding continuing negotiations with the DEQ in 2018,the City and the DEQ have reached an agreement in principle with respect to an approvable schedule for implementation and construction of the WWCP projects, including the remaining CSO Control Projects. The primary component is achievement of the 95% level for elimination of raw sewage overflow volumes by the year 2032. The next step in the process is to incorporate the agreement in principle into the two associated enforceable documents, including modification of the City's Administrative Consent Order for Abatement of Sewage Overflows and reissuance of the City's National Pollutant Discharge Elimination System Permit to reflect the agreed upon schedule(s). In addition to the aforementioned major work items, Public Service Department continued implementation of the City's Municipal Separate Storm Sewer System (MS4) Program for its municipal storm water discharges. The major associated activity in 2018 was finalization and approval of a new City Ordinance (i.e., Chapter 1219)that establishes requirements for Post-Construction Storm water Controls for New Development and Redevelopment. In general,the requirements of this new Ordinance establish minimum standards for"green" storm water practices in conjunction with the site plan approval process. In addition, Public Service Department affected elimination of a residential pollution source to the storm sewer that was discovered through continued implementation of the MS4-Illicit Discharge Elimination Program (IDEP). The IDEP identifies pollution sources through investigations of the storm water outfall pipes located on the local streams, including tracing of any sources "upstream" in the system. Another program area within the overall WWCP is the Basement Backup Protection Program (132P2), which subsidizes the cost of on-site, residential plumbing improvements that are designed to prevent back-ups from the public sewer system that can occur during extreme rain events. Now, in its sixth year of existence,the 132132 continues to be utilized annually to assist residents in sections of the service area that periodically experience surcharges (i.e., back-ups) due to extreme rainfall. 4.Sanitary Sewer Collection System The IEG has continued annual work toward replacement of sections of sanitary sewer where the aging infrastructure is failing. Failing sections are typically identified by our Operations and Maintenance Division (O&M) in the course of their maintenance activities and are prioritized for repair in conjunction with input from IEG. IEG facilitates replacement of the sanitary sewer by designing the repair and preparing bid documents for construction of the replacement/repair. Sewer replacement/rehabilitation project work in 2018 included: • Pennsylvania Avenue north of Miller Road (383 feet replaced) 67 In cases where less significant repairs are needed, trenchless repair vendors have been utilized by IEG to cost-effectively make the repairs,while performing the work with little disruption to motorists. Like the aging road infrastructure, asset management approaches, including greater efforts toward condition assessment,will be necessary in the future to adequately assure sewer rehabilitation can be prioritized and funded (see the previous Wet Weather Control Program section). 6. Environmental Cleanup and Groundwater Remediation Work efforts on two contaminated sites within the city,the Paulson Street Landfill and the Aurelius Road Landfill, continued in 2018. Regarding the Paulson Street Landfill,the Public Service Department completed the process for selection of an environmental engineering firm in April of 2018. The firm selected was Barr Engineering Company. Public Service Department is currently working with this consultant on the contract tasks that include additional characterization of the extent of the groundwater contamination and development of long-term remediation strategies. It is anticipated that this contract work will be completed before the end of calendar year 2019. Regarding the Aurelius Road Landfill, Public Service Department's main effort at this facility in recent years has been to facilitate the development efforts related to the on-site Hope Sports Complex in partnership with the Lansing Chill SBC Soccer Club.The developer for the sports complex has proposed and implemented many facility improvements at the site, and IEG is charged with assuring that the integrity of the landfill's environmental control measures, such as the engineered clay cap, are not impacted by these activities. In 2018,there were no development activities at the site, so the only activity was the DEQ-required, annual groundwater monitoring event,which was conducted in November.The resulting report will be submitted to DEQ in early 2019. 7. Development Proiects Staff provided significant site planning support on several development projects, including: • the McLaren Hospital Development; • MetroPlace Apartments(the former YMCA site); • the Lansing School District/ Lansing Promise Redevelopment Projects (at Fairview Elementary, Eastern/Pattengill High School, Post Oak Elementary, and Eastern Athletic Fields); and • Northpointe at College Fields (the final phase of this development in the Meridian Twp. 42S Area). 8. Parks and Recreation Projects IEG provided design and construction engineering for several Parks and Recreation projects as described below: Groesbeck Golf Course New Driveway The new driveway for Groesbeck Golf Course through Ormond Park was final paved. IEG provided engineering oversite for the Parks Department for the LBWL construction in Cooley Park. 68 B.Transportation and Non-Motorized Group, Mitchell Whisler,Assistant City Engineer- Transportation The Transportation and Non-Motorized Group of the Engineering Division is responsible for traffic operations in the city, including installation and maintenance of traffic signs, signals, pavement markings, and sidewalks.The group administers grants, provides design of traffic control for construction, designs and provides traffic control for special events, administers neighborhood study and traffic calming programs, as well as overseeing GIS and CAD functions.The group's staff is currently administering a number of motorized and non-motorized grants. 1. Non-Motorized Facilities In 2018, over three miles of bike lanes were added through roadway reconfiguration (restriping) or widening as follows: • Mount Hope Avenue -extended from east of Pleasant Grove Road to Martin Luther King,Jr. Blvd in conjunction with a sewer separation project(.54 miles) • Kalamazoo Street—extended from Larch Street to Washington Avenue. A connection to the River Trail was also constructed from the north side of Kalamazoo Street,west of Cedar Street. (.37 miles) • Grand River/Cesar E. Chavez Ave—reconfigured from Grand River north to Cleveland (1.5 miles) • Jolly Road—extended from east of Pleasant Grove Road to Martin Luther King,Jr. Blvd in conjunction with a roadway construction project (.72 miles) In addition, Ingham County parks &trails millage funding allowed for the rehabilatation of 3.5 miles of the River Trail and replacement of the bridge under the CN railroad and the bridge over the Red Cedar River by the Potter Park Zoo. 2. Sidewalks There are over 600 miles of sidewalks in the city.The Transportation and Non-Motorized Group continues to work on the major street sidewalk gap closure program and on sidewalk repairs and upgrades.There are approximately 60 miles of gaps on major streets in the City. Eliminating these gaps would cost approximately$16 million. The sidewalk repair program for 2018 focused on eliminating reported trip hazards throughout the city. 945 trip hazards were removed in 2018 by cutting, a significant decrease in the number of reported trip hazards of 2900 when compared to 2017. The cost for this work was$46,305, a savings of over $330,000 compared to sidewalk replacement. An additional 186 locations were addressed by the installation of asphalt wedges.To maintain a 50-year replacement cycle for sidewalks, 12 miles of sidewalk would need to be replaced annually at a cost of over$3 million. The City did not focus on the elimination of sidewalk gaps in 2018. Instead,the city shifted focus on developing a miscellaneous concrete repair project that would allow the city to focus on replacing the existing aging infrastructure by addressing sidewalk that needs repair due to tree related damage.This project is now ready to be implemented early next spring. 69 3. Traffic Signals There are currently 202 traffic signals in the city. Maintenance is provided by the Lansing Board of Water & Light under the direction of the City. Engineering activities include timing plan preparation and adjustment, modernization design and coordination, and communication systems design and implementation. To keep the traffic signal infrastructure up to date, six to seven intersections need to be modernized annually. This year,traffic signal controllers were upgraded at eight intersections and wireless communications were installed at these locations allowing second by second communication and monitoring. A total of 31 intersections are now able to be monitored from the traffic control center in City Hall. 4. Engineering Studies& Plans Twelve traffic study reports were completed and taken to the Public Service Board. Close to 120 traffic counts were completed at over 60 locations.Traffic data and sidewalk condition information continue to be integrated into the Cityworks asset management software,to be used as a tool for developing priorities for repairs of streets and sidewalks.Staff completed six surveying projects,which eliminated the need to hire a consultant to do this work. S.Special Events Fifty special events were held in the public right-of-way this year. Staff is responsible for designing the traffic control for all events, coordinating with other city departments and external agencies such as the State of Michigan and CATA, overseeing street closings and re-openings, and sending out traffic control/road closure press releases. Major events in 2018 included Common Ground, Silver Bells, Race for a Cure, Making Strides against Breast Cancer,the Hawk Island Triathlon, and the Capital City River Run. 6. Traffic Signs and Pavement Markings As part of its traffic engineering work,the Transportation and Non-Motorized Group is responsible for the installation and maintenance of traffic and parking signs as well as pavement markings on non- MDOT roadways in the city. During 2018, 1,461 work orders were written for traffic sign installation, repair or replacement, including street name, warning, stop and other regulatory signs.This is six fewer work orders than were completed in 2017. Due to the effects of snow plowing activities and winter weather, over 200 miles of long line pavement markings are repainted annually. In addition, miscellaneous markings (crosswalks, stop bars, railroad crossings,turn arrows, etc.) need to be replaced every three to five years. In 2018, markings at over 75 intersections (close to 1/4 of the total in the city)were replaced. BUSINESS, PERMITS, AND TECHNOLOGY DIVISION Christopher Mumby, Interim Deputy Director and Business, Permits,and Technology Manager The responsibilities of the Business, Permits,and Technology Division (BP&T)for department-wide budget coordination and technology continue to evolve as new and improved technologies are being 70 made available.The division administers permitting for occupying the City right-of-way, special transportation, soil erosion and sediment control enforcement, sidewalk snow and ice ordinance enforcement, and storm water and sanitary sewer work. In January of 2018 the Special Events Permit Application was added. The Permits, Licensing and Land (PILL) module system provides accounts payable and receivable, as well as departmental administrative support and budget coordination. Our staff members have been cross-trained to provide a high level of service and respond to a wide range of challenges. The BP&T Division continued working with the Economic Development and Planning Department by issuing dozens of sewer cap-off, sidewalk, approach, curb&gutter and occupying the right of way permits for properties demolished as part of the Planning& Neighborhood Development's blight elimination program. Inspectors documented the existing right-of-way features for each property with before and after pictures and notes prior to demolition to ensure the right-of-way was restored to existing or better condition following the demolition work. Cityworks was used to store this information and catalog these properties. The accomplishments of calendar year 2018 by the Business, Permits,and Technology Division include the following activities: • On-going enforcement of the City's Soil Erosion and Sedimentation Control program (issued 32 permits this year, totaling 46 active permits protecting our waterways other natural resources). • Investigated 355 citizen sidewalk concerns. • Investigated 2 citizen sidewalk trip and fall injury incidents. • Enforcement of the City's Snow Removal Ordinance (responded to complaints, issued snow violation notices, and removed snow/ice from over 100 properties). • Issued 629 permits for right-of-way (ROW) construction activities, including activities ranging from new residential development, infrastructure upgrades, telecommunications upgrades, and other miscellaneous activities in the ROW. • Issued 122 special transportation permits. • Permitted 448 sewer-related activities • Processed 65 claims • Licensed 63 drain layers and 6 sewer cleaners. • OPERATIONS & MAINTENANCE DIVISION Nathan Arnold,Assistant Superintendent--Environmental: Solid Waste/Forestry/Grounds/Cemeteries; Jeremiah Kilgore,Assistant Superintendent--Infrastructure: Streets/Surface/Sewer-Storm/Signs The Operations and Maintenance division (O&M) is comprised of six primary sub-divisions: • Street/Business Route and Sidewalk Maintenance Division • Surface/Signing/Right-of-Way Maintenance Division • Sanitary Sewer/Storm Water Management/Inspection Division • Forestry/Grounds/Cemetery Division • Capital Area Recycling and Trash (CART), • Administrative Services Division 71 The 0&M Division of the Public Service Department provides the City of Lansing and our customers with essential services 365 days a year, 24 hours a day, covering everything from emergency services to municipal, infrastructure and environmental services. We are also called upon to rescue cats, dogs and ducks that find themselves in harm's way within our infrastructure. Our mission will always be to provide high quality services that are quantifiable, cost effective, and responsive to the needs of our residents. Our goal is to maintain and improve the physical and natural environment and infrastructure, protect the environment, and make the city a great place to live,work, play and stay. The work schedule and routine demands that are placed on O&M services can be altered at any time by natural weather events, criminal activity, equipment issues, power outages, etc. Our charge is to always be prepared so that we can respond to such events with the utmost urgency.We are grateful to those employees who are willing to accept the responsibility to be "on call" and work overtime when needed. During large scale events when multiple staff members are called in to work emergency operations, 16- hour shifts are not uncommon. O&M maintains an on-call supervisor and an on-call sewer responder year-round. Often the call for emergency and/or customer service is found to be a private property issue, or potentially a contractor issue; however, it is not uncommon for our field responders to go above and beyond what is needed to resolve issues, evaluate conditions and offer quantifiable and useable information and contact information for the customer so that they can attain a proper repair or response to the issue at hand. For many issues,we are the first responders for the City. A. Forestry and Grounds & Cemeteries Section The Forestry Section is comprised of 10 full time arborists.There were three vacant positions heading into 2018 that have been filled. While ultimately successful at filling the arborist positions, it was not without its challenges. Several outstanding candidates applied for,tested and interviewed for the positions. Subsequently,when offers of employment were made, many of the desirable applicants turned down the offer based on a lack of competitive wages being offered. Currently reclassification papers are being drafted for the Arborist 400 and 500 positions.This is being done in hopes of further defining the dangerous, arduous and highly skilled work that is performed by the work group and as such, narrowing the gap in salary disparity. The Grounds Section, including the cemeteries, is composed of 10 full time maintenance workers. One position is currently vacant, and we are working hard to fill that position despite the setbacks of finding a qualified candidate. The section is responsible for maintaining the City's cemeteries, athletic fields, pools, playground equipment and other park infrastructure. They provide support for special events and help support the Parks and Recreation Department programs. Additionally,the Grounds Section clears snow and ice from park facilities and right-of-way sidewalks 1. Forestry Forestry continues to track work in the CityWorks asset management program. Forestry responded to over 805 Service Requests.The most frequent requests were for pruning and clearance work 32%, broken branch and brush clean up 28%, and tree removal (dead, dying, diseased. split etc.) 25%. Forestry completed 1437 Work Orders with the most frequent, according to CityWorks, mirroring that of the Service Requests. See Tablel. 72 Table 1. Forestry Section completed Work Orders by work type. Tree Removal 503 35.00 Pruning 326 22.69 Brush Pickup 281 19.55 Broken Branch 136 9.46 Clearance Trim 103 7.17 Inspection 33 2.30 Copper Sulfate Delivery 20 1.39 Pest Control 10 .70 Planting 8 .56 Stump Removal 4 .28 Other 13 .90 Tota 1 1437 100 Tree Removal Hazardous tree mitigation continues to be the main focus of the Section with tree removal comprising the largest effort directed towards the endeavor. For the second consecutive year since fall of 2013,the Section began the October 1St tree removal season on time. A total of 409 street, 243 park and 106 storm-damaged trees were removed during the year for a grand total of 758 tree removals.This was a reduction of 398 fewer removals from the previous year. Contributing factors to the reduction include a much calmer storm season during the past year, less impacts from fewer construction projects throughout town and staying on track with removal cycles and inspections. There were over 45 park, cemetery,golf course and trail locations in which nearly 300 hazardous and storm-damaged trees were removed during the year. One sad and notable loss was that of the huge and historic European Beech tree at the Turner Dodge House. Unfortunately,the tree had several large branch failures in the last few years,the most recent one under calm conditions, as well as extensive trunk rot at the base of the tree. For the safety of employees, contractors and visitors to the site, it was in the best interest to remove the tree. Tree Maintenance The section trimmed 1,915 trees this past season. In previous years,the focus was primarily on clearance pruning and not complete tree pruning.The difference between clearance pruning and complete pruning is that the first involves trimming a tree for a specific clearance purpose such as traffic sign, low limbs over walks, limbs encroaching on structures and the like.The latter involves complete pruning of the tree from top to bottom taking out objectionable limbs, developing good structure and getting clearances from objects. Of the 1,915 trees trimmed, 1,542 were completely pruned and 373 were pruned for clearance purposes. Working within the framework of a more routine removal schedule allowed us to spend more time performing complete pruning of trees.This in turn helps create stronger, healthier and more storm-resilient trees in the future. The main focus of the clearance prune work this past year was in order to help facilitate the paving of city streets. Seymour Avenue, Oak Street, East Hazel Street, Climax Street, Greenbelt Drive, Glenbrook 73 Drive, Grandell Avenue and Wilson Avenue all had low limbs elevated and hazardous dead limbs removed in order for work crews to service the roads.The Glenburne/Sheffield neighborhood,the Wexford School neighborhood and the Peggy Place/Holly Way neighborhoods were recipients of maintenance pruning. Stretches of East Mt. Hope Road,Joshua Street, Palmer Street and Lockbridge Drive also experienced maintenance pruning.The following parks received maintenance trimming: Adado East, Cherry Hill, Ferris, Caesar Donora, Little Everett, Quentin, Holly and Evergreen Cemetery. Special Proiect Work February Flooding In mid-February,the combination of snowmelt, heavy rains and frozen, saturated ground resulted in some of the worst flooding to the Lansing area in years. Flood water from the Red Cedar River was making its way below the East Kalamazoo Street bridge and onto the expressway entrance ramp and ultimately into the Urbandale neighborhood. With sewer, surface and street crews spread thin handling other troubled areas,the Forestry Section was tasked with constructing and installing a flood barrier. In the wake of the harsh winter of 2013-14 the City was preparing for record flooding if the right set of wrong circumstances fell into place. Fortunately, this did not occur. At that time HESCO barriers were purchased in the event of potential flooding and four years later, they were needed. Forestry was the first work group in the department tasked with the placement of a HESCO. Much of our work involves problem solving and teamwork. Lowering large, heavy sections of trees to the ground through and around urban objects requires just that.Additionally, most of the crew enjoys a good challenge.The crew dissected, digested and tackled the situation and five hours later the flood barrier was in place and working(See Figures 1 and 2). a lag t Figure 1. E. Kalamazoo Street flooding Figure 2. HESCO barrier construction 74 Figure 3. Flood debris build up on S. Pennsylvania Bridge. Figure 4. Flood debris removal hung up on bridge Lastly,the rising floodwaters swept woody debris downstream.A significant amount had collected alongside the S. Pennsylvania Bridge near Potter Park Zoo. Concerns were that the force of the water could potentially cause scour damage to the bridge. Forestry was put to work removing the woody debris and helping to protect the bridge (See figures 3 and 4). Cherry Hill Park Forestry worked with a group of neighborhood and trade member volunteers in the spring to help revitalize Cherry Hill Park. Low limbs on park trees were elevated for clearance and visibility.The east border of the park adjacent to the Grand River was cleared of brush, undergrowth and fallen debris creating a clearer and more secure view. Forestry did the majority of cutting while the volunteers helped with the cleanup and disposal of the resulting debris as well as a general park cleanup. Old Town River Cleanup In late summer, river debris was accumulating against the Old Town Bridge and creating a very unattractive presence. Forestry was again asked to clear the debris. Crewmembers donned waders and life jackets and entered the turbid waters. Sections of washed up trees were roped off and cut while crewmembers atop the bridge lowered chains and the grapple arm of the Prentice loader. Cut sections were tied off to the loader and carefully lifted out of the water and onto the road for disposal. Crego Park Yard Disposal The disposal yard at Crego Park had not been cleared of material since after the Ice Storm of 2013-14. Nearly four years of debris accumulation had taken place since that time.Without beginning to utilize other areas of the park,the existing lay down areas had reached near maximum capacity. Bids for grinding the debris and disposing of the resulting and existing woodchips were created.The successful bidder was Country Oaks Landscape Supply in Clarkston, Michigan.The work resulted in approximately 9500 cubic yards of total woodchips hauled away. Consideration should be given to performing this work on a biannual basis as prices from the last time this work was done have more than doubled. This is in part due to market supply and demand. 75 State of Michigan Christmas tree Forestry partners with the State of Michigan each year in helping to make the holiday season festive by "trimming"the official Capitol Christmas tree. The State identifies and locates the tree to be used from various locations each year.They then remove the tree,transport it to the Capitol and set it in place. Forestry repairs the broken limbs,fills in bare areas, balances out the crown and sraightens the trunk of the tree in preparation for its lighting at Silver Bells.This year the tree was featured in the "Eye Candy of the Week" segment of the City Pulse newspaper. Challenges Fleet Forestry has replaced only three pieces of equipment since FY 2004.This is an average of only one unit replaced every six years.The average age of our Chip Trucks is over 20 years old. In fact, recent p repairs on our"newest" Chi Truck ' p � . (circa 2000)was delayed because replacement parts were no longer available. Parts had to be fabricated in order for the vehicle to be repaired (See figure 10). One of our three-bucket trucks is 23 years old. Our p industry recommends removing a bucket R truck from service after 25 years.These are units which are used for life support each and every working day.They work in proximity to electrical conductors and at great heights. Their replacement should not be delayed. This unfortunately is only the tip of the Figure 10. Forestry's "newest" Chip Truck towing our iceberg. Four of our five brush chippers are second "newest" brush chipper. over 14 years of age. Our log truck fleet age is between 14 and 22 years of age. We are told that there are plenty of dump trucks at O&M, however, most are not suited for hauling logs.This issue must begin to be addressed soon. Pest Issues Gypsy Moths returned with a vengeance in the spring of 2018. Locations such as Potter Park, Oak Park and Moores Park were heavily defoliated. Natural controls employed in the late 1990's for the most part held this pest in check for the next two decades. Weather conditions, less prey for the control predators and possible resistance development have contributed to the resurgence of this insect. Currently bids are being put together and will be sent out soon for spring control spraying. In order to use the safest product available while giving the natural predators an opportunity to re-establish, several years of control spraying may be necessary. Trim Cycle There are approximately 42,000 street trees in the City and in order to meet industry standards 6000 trees should be trimmed annually.This would amount to every tree being trimmed once every seven years.While we trimmed over 1900 trees this past year,we should be trimming nearly three times that many in a year. Unfortunately, resources do not allow us to meet this level of maintenance. 76 With ten Arborist positions filled (in 2008 there were 15)the section should be capable of fielding one removal crew and three trim crews. Currently the personnel exist to do this but we do not have enough operational equipment to support those crews. 2. Grounds& Cemeteries The Parks Department has two outdoor pools, Hunter and Moores, with free admission during the months of late May through early September. Operations and Maintenance workers along with an outside contractor are responsible for the daily operations. Extensive repairs were necessary this year before the Moores Pool opened for use. Major concrete repair around the inlet ports inside of the pool and repairs to the plumbing ensured that the second oldest outdoor pool in the United States is operational. There are two Certified Pool Operators within the supervisory ranks and two of the five full-time staff for the grounds sections have acquired proficiency with pool sanitation and oxidation to ensure that our water is safe for the hundreds of bathers that flock to the city's two outdoor pools. Staff have training to calculate the need to administer the proper chemicals to balance the water quality. The introduction of an upgraded chlorination system in 2018, eliminated the use of liquid chlorine stored in 55-gallon containers.This change was necessary because the containers were cumbersome to store and difficult to move by one staff member.The new system uses solid chlorine discs that are much easier to install into the feeder system.The staff must wear the proper personal protective equipment when mixing certain chemicals. Staff are to ensure the system is operating at the maximum effectiveness for good water quality. Many times grounds staff have two of the five full-time staff proficient in providing the field layout for baseball, softball,flag football, and soccer.This year grounds staff had the unfortunate occurrence of having to repair parks turf of large ruts left from a 4x4 vehicle on the field at Ben Davis Park before any field layout completion. This type of malicious use of the parks grounds takes many crew hours to repair for safe use on the grounds. Soccer programs at this facility draw hundreds of spectators watching the youth engage competitively.The entire park has patrons enjoying the games as well as the two playgrounds and basketball courts on site. Expertise in the maintenance and upkeep of the 79 play equipment sites throughout the park system is monitored by the two Certified Playground Safety Inspectors within the supervisory ranks of Operations and Maintenance Division. Play Equipment has evolved over the years. Staff are trained to identify hazards and initiate inspections. Two full-time staff require assistance from five seasonal maintenance workers. In 2018 over 1200 field layouts for sporting events were required from this staff.The personnel were also required to perform trash removal from the playgrounds, basketball courts, and tennis courts throughout the parks system. Often,they would have large clean up duties stemming from illegal dumping in the parks. Grounds staff are responsible for the cleaning and stocking of all restrooms in the parks and sports complexes. One or two seasonal maintenance workers are dedicated to this task.This season the public had better access to the restrooms during the hours of 7 a.m.to 9 p.m. by opening and locking the restrooms by a timer. Moores, Grand River, and Washington Parks were opened and locked in this manner during the spring and summer. Parks staff incurred more time needed to clean these facilities due to length of daytime activity in those parks. 77 New infrastructure built in 2018 such as the new multi-use stadium named after a prominent Lansing resident Willard Walker, fulfills the need to have youth sports in a better setting than the previous sites of Hill Community Center or Gardener Middle School open fields. Volunteer groups help to keep these needed community events alive and thriving.These types of facilities also draw regional interest to Lansing.The neighborhoods that have upgraded parks infrastructure are intrigued by the city's interest to improve the parks and are our "watch dogs" in the effort to resist graffiti or damage to the grounds. Our volunteer groups are a necessity to the upkeep of parks by helping to remove leaves and branches in spring before mowing operations begin. Moores Park is one example of church and city coming together to improve the grounds. Silver Bells in the City is one of the events which gains statewide attention and grounds staff are an intricate part of the setting of the showmobile stage.The showmobile stages are also used throughout the season for concerts in the parks and other special events. Grounds staff are trained to deliver and retrieve the stage in many different settings Grounds maintenance staff are proficient in snow removal operations.We remove snow and ice from over 200 segments of city owned sidewalks along with community center entrances and parking lots. Mowing O&M oversees all cemetery, park and right-of-way area and FEMA lot mowing in an efficient and cost- effective manner.Virtually all mowing in 2018 was done by contract crews. Herbicide application is done by contract crew supervisor and grounds and forestry certified pesticide applicators. Parks were mowed 27 to 30 times each, and road right-of-ways were mowed bi-weekly or bi-monthly. Dead ends were maintained, areas change each year in a rotation through the city. Mow skips during dry weather continued this year and helped with the mow budget, no extra mows were needed. Mowing is funded through the General Fund, State Trunkline and Act 51 funds. Cemeteries Cemetery staff currently consists of two full-time staff and one seasonal employee. Mt. Hope Cemetery, Evergreen, and North Cemeteries encompass a combined 193 acres. There were 210 burials conducted,four disinterment's completed, 109 marker cuts, 9 monument cuts and 3 Columbarium nameplate plaque mounts. Evergreen Cemetery conducted several burials during the February Flood event by rerouting through East Lansing and around onto Forestry Road into Forestry's Tree Nursery. Little Arlington in Evergreen Cemetery hosts an annual Memorial Day Ceremony.This event has grown and evolved over the years. The volunteer committee works closely with Lansing Parks& Rec Special Events Coordinator and Cemetery staff to make this event a success. At the Annual State Arbor Day at Potter Park held on April 27, 2018, 1,400 second &third grade students from the Tri County area visited four education booths, attended the tree celebration and visited the Zoo.This event is supported by a grant funded through the Michigan Arbor Day Alliance Committee of which Forestry has been a part of for 25 years. 78 B. Streets/Business Routes and Sidewalk Maintenance Section The mission of the streets and sidewalk maintenance section is to maintain and improve the streets and sidewalks in the city of Lansing to ensure the safe use of the infrastructure by motorists and pedestrians. The section performs a variety of tasks including asphalt paving, machine skin patching, potholing, spray patching, crack sealing, concrete street repairs,ADA truncated dome mat replacement, concrete joint replacement, curb repairs, sidewalk wedging, sidewalk installation, pedestrian bridge repairs, bridge maintenance, utility cut repairs, street snow removal and other essential tasks.The section is comprised of the street maintenance crew and the concrete crew. With limited funding for road repairs our challenges are compounded by the deteriorating condition of our roads, by staff vacancies, and by an aging work force. Because of these challenges,the street section has been significantly impacted in its ability to perform maintenance practices that could otherwise extend the useful life of Lansing's street system and provide safer sidewalks. Such maintenance practices include pothole repairs, crack sealing, asphalt spray patching, and thin asphalt overlays that can be used to preserve and extend the life of our roads. Hazardous sidewalk can be made safer by means of temporary asphalt wedges at trip points, grinding of trip points, and replacement of walk sections. One bright spot is the local street millage funds that have enabled us to continue local street paving projects. Despite these challenges,the street section continues to do its best to maintain safe roads in Lansing, and continues to be responsive to the public needs. Street Paving O&M street crews assisted the Engineering Division in completing millage paving of local streets scheduled for 2018. Local streets selected for millage paving had 2" of the road surface milled off before installing new asphalt paving. With the poor condition of the streets selected for paving, milling off the top road surface will provide a longer lasting street. Street crews worked with a milling contractor hauling away the mill tailings saving costs. Mill tailings have been used for other projects as a road base in and around O&M yards, on gravel streets, and special projects. O&M street crews paved portions of Seymour Avenue, Hazel Street, Climax Street, Elizabeth Street, Beech Street, Glenbrook Drive, Wilson Avenue, Grandell Avenue, Leon Avenue, and Oak Street.These street sections totaled 2 miles of new pavement with 3,528 tons of asphalt used in paving these streets. Thin Asphalt Overlay—machine skin patch To prevent further deterioration of the asphalt pavement of some of our major streets, a thin asphalt overlay or machine patching with our asphalt paver can be utilized to extend the life of the road surface until the road can be reconstructed or new pavement installed. This 2018 season the street crew was only able to use this practice on very limited basis. Portions of North Aurelius Road between East Mt. Hope Avenue and Main Street, and a short section of East Miller Road was skin patched to extend the safe use of the road through the winter season. By"encapsulating"the failed area with machine skin patching,we can hold that section of road together for several years until we have the means to do a more permanent fix. 79 f N Aurelius Rd—machine skin patch N Aurelius Rd—machine skin patch Asphalt Spray Patching Asphalt spray patching is a very effective pavement maintenance treatment.Asphalt emulsion and a stone aggregate mixed in a high flow air stream allows an operator to clean,tack, and patch potholes quickly and easily. Spray patching effectively encapsulates pothole-repaired areas to help hold the repair together. Partnering with the Clinton County Road Commission, we are able to buy the emulsion locally, saving time and lowering the cost of material.This spray patch work will extend the time before asphalt overlays or"mill and fill" repairs will be required. This 2018 season we were able to spray patch only a small amount compared to the previous two seasons. Asphalt emulsion usage dropped from a high of 18,000 gallons in 2016 to this season's low of 2,500 gallons. Sections of East Kalamazoo Street east of South Pennsylvania Avenue and a few localized sections on residential streets was all we could accomplish this year. a Asphalt spray patching operation Open pavement seam after spray patching Crack Sealing Crack sealing is the first step in preventative maintenance of our asphalt pavement preservation program. Unfortunately, during the 2018 season street crews could only accomplish crack sealing a few sections of local streets. Sections of local streets crack sealed include Donald Street, Healthcare Court, Norman Street, Isbell Street, and Alpha Street. 80 Pothole Repairs With the deteriorating condition of our city streets, pothole repairs are taking up an ever-increasing percentage of our street crew's time. A typical pothole forms during freeze-thaw cycles in spring when water penetrates through small cracks in the pavement,freezes and widens the crack further. As more water enters the cracks it saturates the roadbed under the pavement,weakening it until it can no longer support vehicle traffic. The cracked pavement then breaks into chunks coming loose, creating an over- expanding pothole. It is typical to see a significant increase in pothole complaints in the spring. As the condition of our streets deteriorates, water enters the roadbed underneath in rain events too. The line chart below the shows number of pothole complaints received throughout the 2018 season.The line chart shows two spikes in pothole complaints during spring, resulting from an early warm up in February and March, followed by a cold period, with the "typical spring warm-up" occurring in April and May. Pothole complaints for the 2018 season are well above the previous two seasons. February and March of 2018,we received nearly 400 pothole complaints for each of those two months. Over the last two years,we are beginning to see a trend occurring in the fall where pothole complaints spike again in November and December due to heavy fall rains. Crews responded to approximately 2,124 pothole complaints in 2018, an increase of 64 percent over 2017. We strive to fill potholes within 24 hours of notification, and calls received during business hours are often responded to within hours. We were able to meet our goal frequently, with the exception of the winter months due to seasonal material limitations and snow events, as well as during the early spring thaws when frost leaving the ground creates more potholes than we can address in a timely manner. Lansing Connect is a popular way for Lansing residents to report potholes. Forty-five percent of pothole complaints are now coming the Lansing Connect app. POTHOLE ACTIVITY 450 0 400 p Z 300 350 _ 2014 a Q 250 2015 O a 200 w 150 -2016 co100 • 50 �2017 Z 0 2018 >J`,J�J`'���0�����4��������Q�� • • • *Projected 81 POTHOLE COMPLAINTS BY YEAR 3000 PROJECTED? 2500 2000 1500 1000 500 0 2014 2015 2016 2017 2018 2019 POTHOLE COMPLAINTS 2. Utility Cut Restoration Street crews are responsible for restoration of utility cuts in the street, sidewalk, and right of way. Most of these utility cuts are generated by Lansing Board of Water& Light when repairing water main breaks, and hydrant repairs. As of July 1, 2018 Lansing Board of Water& Light will be responsible for the restoration of their own utility cuts. Many of LBWL's utility cuts prior to July Vt remain and are O&M's responsibility to restore. These utility cuts will be a priority for repair in the spring of 2019. Street crews worked co-operatively with O&M's sewer crew in restoration of utility cuts generated from their sewer repair work. This work included restoration of street cuts, curb and sidewalk, concrete drives, and right of way. 3.Sidewalk Repair O&M concrete crew replaced sidewalk damaged by City trees in just a few locations. Forestry staff helped evaluate the City tree damaging a nearby sidewalk to determine if tree roots could be ground or if tree removal was necessary. Where roots could be ground,forestry crews did the work.The damaged sidewalk was removed,trees roots ground and the new sidewalk installed around the tree. The street section placed asphalt wedges and used a concrete grinder to mitigate trip hazards on sidewalks to save the cost of removing and replacing the sidewalk where possible. Repair of sidewalk trip hazards remains reactive,with limited staff and funding unable to meet the demand. Engineering division did utilize a contractor to clear a backlog of sidewalk complaints. C. Sanitary Sewer/Storm Water Maintenance and Inspection Section The objective of the sanitary sewer/storm water section is to maintain, clean, repair, and inspect our sanitary and storm sewer systems and flood control devices.The section is comprised of a cleaning/inspection crew and an infrastructure repair crew. Responding to citizen concerns and performing preventative maintenance are our top priorities. Cleaning and inspecting is essential to keeping the system operational and in good working condition. Identifying and performing infrastructure repairs decreases the chances of surface and basement flooding. 82 Our focus is to protect and improve the environment while preserving the public health,welfare and safety of the residents of Lansing. Sewer maintenance is a year-round activity. Spring brings the chance of flooding and sewer backups. Maintenance work such as catch basin cleaning, storm sewer cleaning and by-pass pumping help mitigate property damage from these sources. Summer and fall months see an increase in construction to include structural repair of sewer mains, catch basins and manholes. This year's challenges included staffing levels, equipment breakdowns and weather events. Our backhoe was frequently breaking down and was in the service garage for weeks on end, so we rented a 320-wheeled excavator for the summer dig up repairs. It was a huge benefit to our operations and saved us a lot of time, money, and frustration. We were able to reduce the time it takes to make the repairs simply because of accessibility.An excavator has a 360 degree reach, allowing us to leave roads open and load trucks with material from the rear.We did not have to spend hours setting up traffic control. This excavator was on wheels so we did not have to rely on truck/trailer mobilization to get the machine to where it needed to go.There was no issue with digging depth this year as we could make any repair from 3 feet deep all the way to 16 feet deep. Larger capacity buckets allowed us to remove more earth at a faster pace. What used to take us all morning to dig now only takes us an hour or two and we were down to the depth of the sewer. We were in our fourth year of using our asset management system, Cityworks.This program has been essential to the operations of the sewer staff in keeping track of our daily activities and workload. Our staff continues to use tablets on a daily basis when out in the field.They are able to create and complete work orders and service requests, and input equipment, labor, and materials after completing the work. 1. Inspection and Televising Our inspection staff responded to 829 sewer complaints and concerns in 2018.The total number of calls have went down three years in a row, which is a sign that we are doing our best to maintain the city's storm and sanitary pipes. We lost one of our inspectors to retirement on 9-14, he also had surgery on December 17 and didn't come back till 3-19.We try to respond to sewer calls within the hour with some as little as 10 minutes. Locating and staking the city sewer system per the Miss Dig system demands a high priority to help prevent damage to our sewer system. We had a 2% increase of Miss Dig stakeouts this year(11,775). Our inspectors are also responsible for sewer construction inspections and demolition cap offs. The sewer televising crew inspected and took video of over 119,816 linear feet of sewer pipe this year. That almost doubled last year's output by 50%(60,434). We had two highly trained televising video operators working together, we finally replaced one of our retired operators with a great candidate which helped with our output. The televising crews worked with our Engineering Department to televise spot sewer concerns along with televising street sections for future projects. 2.Sewer Cleaning The good news is that we finally replaced our old broken-down jet truck with a new one this year.The bad news is we cleaned almost 100,000 linear feet less of our sewer pipes this year. Our total linear feet for this year was 370,895 for sanitary pipes and 4,838 for storm pipe.We also cleaned 625 catch basins compared to 1871 catch basins last year.This is due to having only three people to run and drive our jet/vac trucks.We were short five employees,two of which were on loan to the refuse department for 83 nine months and three with long-term injuries. We finally hired one new full-time employee in mid- December. In order to offset the personnel loss,we will buy special cleaning heads for our jet trucks in July.These heads may be a little costlier than the previous ones we have been using, but with our limited cleaning time, using these heads should help us get roots and calcium out of our pipes more efficiently and effectively.This will create less potential for sewer backups in the future. We should have a cleaning staff of 8 to 10 more people compared to the three we have now.The engineering department hired two companies to clean our 12" and larger pipes along with some sewers that were hard to get access to,which should help us in the long run. 3.Sewer Repair The construction crew was shorthanded this year as well due to injuries and having an employee on loan to the refuse department for ten months.We should have a dig down repair crew and a small repair crew (catch basin and manhole repairs); however,we had to operate with a limited crew that had to rotate from small manhole and catch basin repairs to dig downs. Our total footage for repairing sewer pipes was 386', slightly down from last year. Having said that we had a good year taking care of the City of Lansing's sewer pipes and structures. A lot of that had to do with getting a high quality and motivated repair supervisor. We did lose a great backhoe operator and leader for the repair crew to our inspecting team. He will do a fine job for us but this will be a huge loss to the repair team and a hard position to fill internally. We had a few major repairs that we tackled this year, one of which was an emergency repair to our sanitary pipe that went to our siphon located on Palmer Street. This required bypass pumping of our 18" sanitary main and we rented a large trench box for the job. Once the job was completed we installed 103 feet of new sewer. We also had four other major repairs this year at Lochmoor(20' of pipe repaired), North Grand Ramp a capital project (42' for new lateral).Two other major repairs were at the BWL yards on Hazel Street and repairing a Francis Park Pump Station force main.These jobs, along with the other repairs,were done with a wheeled 320 CAT excavator that has a 360 degree reach that was rented out for the third summer in a row.This machine allowed us to reach the depths of all the repairs that were needed for our major dig ups along with most of our other dig downs. Our backhoe is not capable or strong enough for most of our repairs. 4. Emergency Response The sewer maintenance and inspection section are first responders for many types of emergencies,to include flooding, sewer backups, and storm damage cleanup.The sewer section assisted the surface section in the removal of street leaves during the fall months, ice and snow from both streets and sidewalks during the winter months.The section also aided with the snow ordinance sidewalk clearing. The sewer crew is "on-call" and ready to serve the residents of Lansing. Our diverse ability,from inspecting to constructing, offers a wide array of capabilities. Our efforts resulted in not only maintaining but improving the environment through improvements made to the sanitary sewer and storm water collection systems. In the coming year we will continue to challenge ourselves'to provide a high level of service at the lowest cost possible. 84 The most significant emergency event this year was the flood of 2018 on February 201h.This event required 24-hour bypass pumping for six days.This also required a huge amount of flood control work at various spots throughout the city. We were lucky enough to get support from various departments to make the city safe. D. Surface Maintenance Section The mission of the surface maintenance section of the public service department is to maintain and improve the "on the surface" infrastructure within the City of Lansing's right-of-way.The surface section performs a wide variety of tasks: grading and potholing gravel streets, placing dust control on gravel streets, clearing debris and removing brush from alleyways, installing and repairing guard rail systems, producing, managing and installing all types of street signs and banners, street sweeping, street leaf removal, fence repairs within the City right of way, and responding to a variety of citizen complaints, including graffiti abatement, dead animal retrieval, sidewalk cleaning, debris and accident clean-up and more. We are also responsible for placing permanent and temporary traffic control devices to support special events, construction projects, emergency situations and more.We also provide internal refuse pick up and recycling service to many city facilities. General Operations The section is also responsible for operating and maintaining the buildings and facilities at the Operations and Maintenance complex at 601 E. South St. The section is comprised of two crews: the day crew that primarily manages traffic signs, emergency and planned traffic control,gravel streets, internal trash and recycle pickup, special event support, street leaf pick-up, and assisting with sidewalk snow violation abatement.Then the night crew that sweeps streets, performs street leaf removal and assists the street section with patching potholes, as they placed well over 80 tons of asphalt patching material this past year. We also operate the AMZ Spray Injection Asphalt Patching machine to assist the streets section with asphalt street maintenance during third shift.This machine produces a quick and semi-permanent patch as an alternative to typical asphalt patching material placed by shovel. It may play a much bigger role in the future of street maintenance. Snow and Ice Removal We are also the inter-divisional section responsible for coordinating the winter snow and ice removal from city streets. Our staff dispersed over 6000 tons of salt and sand/salt mix last season. We also were faced with many challenges this past season, but with some new ideas and innovative equipment we were able to learn some new lessons and ideas. With that said,the aging fleet, all but 2 units are 10 years or older with a few that are 23 years old, introduced additional challenges to keep the equipment foul weather worthy and D.O.T. compliant. Additionally, we place and maintain over 35 salt/sand pails at school crossings and other potentially hazardous points throughout the city. Street Sweeping and Street Leaf Removal The night crew was able to meet its goals with the sweeping of MDOT Trunk lines and City Major Streets three times and City Local Streets two times in 2018. Crews swept nearly 2000 miles of streets in 2018. Also, in 2018, over 8500 cubic yards of leaves and road debris were removed from the rights-of-way by the crews and hauled away for composting/disposal. This service is funded through Act 51 funds. 85 Gravel Road Maintenance Maintaining the 62 gravel streets is always a challenge. While we were able to machine grade with city staff three times this year,with a few streets several more times due to design. Applying dust control was performed by a contractor this season. We used two applications of dust control this year to assist with keeping the gravel streets in better condition.This service is funded through Act 51. Sign Shop The Sign Shop staff continued to meet its responsibilities of installing new and repairing damaged or aging signs and posts of all kinds throughout the city. We currently use surface crewmembers as needed to support the many special events and traffic control situations that continually increase each year.They are always ready to lend a helping hand with whatever is needed to ensure the pedestrian and motoring public is safe and informed.This service is funded primarily with Act 51 funding. Alley Maintenance City alleys were maintained this year using all seasonal employees due to the regular staff of surface section employees being very busy in other areas. Alleys are funded through the General Fund. Right of Way Hazard Abatement We were able to respond to well over 468 miscellaneous complaints throughout the year, most of them dealing with hazards and debris in the street, alleys or River Trail.The division coordinated the repair or abatement of many of the complaints. Guard Rail Repair We also maintained and repaired numerous sections of damaged guardrail and attenuators improving driver safety and the appearance of the City. Crews spent hours repairing some very critical sections. One such section is pictured here. The surface section is also responsible for the repair and maintenance of many crash attenuators throughout the City. This service is funded through primarily by Act 51. Internal Trash and Recycling Support Miscellaneous trash pick-up continued weekly,which involves two people and a small packer truck, picking up trash and recyclables from several different locations throughout the city, such as City Hall, City-owned parking ramps and trash and recycle receptacles at various locations.This service is funded through the General Fund. Routine and Emergency Barricading and Traffic Control We rapidly respond to all types of situations where there is a need for emergency traffic control and support to close roads, bridges, the River Trail, sidewalks, or after an accident or fire for Lansing Police Department and Lansing Fire Department. Someone is on call for emergency events 24/7. This service is funded through Act 51 funds. 86 Special Event Support We provided barricades, personnel, and create several special signs for many of the special events during the year, such as Silver Bells in the City, Hawk Island Triathlon,Sparrow 5K, and all the parades, events this past year. Graffiti Abatement Over 160 graffiti complaints were abated this year,with many completed in the three-business day target. Abating graffiti is subject to the weather, extending the response timelines. Some of the delay in response time is associated to working with the property owners,to gain their permission to access their property and finding the right fix to protect the vandalized surface. This service is funded through Lansing Police Department funds. Special Projects The surface maintenance section is regularly called upon for the unusual and out of the ordinary repair and maintenance projects.This year was no exception. We responded to many requests for repair and assistance. Facility Operations Coordinating maintenance of the Operations and Maintenance facilities and buildings was also handled by surface maintenance section in 2018. From ordering road salt and sand and gravel,to coordinating with Building Services on repairing the facility,to working with contracted cleaning crews,all aspects of maintaining the complex were covered in a timely and efficient manner. Regardless of the challenges we faced in 2018, we prioritized our efforts and provided quality support to the City of Lansing, other City departments and our citizen customers. E. Capital Area Recycling and Trash Section The mission of Capital Area Recycling and Trash (CART) is to provide an efficient recycling,yard waste, refuse and bulk item collection system.These programs encourage environmentally responsible behavior learned through consistent outreach efforts,which contribute to a cleaner and healthier environment and enhance the quality of life for those who live and work in the City of Lansing. 1. CART Administration The administration of Lansing's CART program has improved greatly with the BS&A billing system, paired with Cityworks for work request management. New systems,that could incorporate route optimization and other features,would further enhance internal efficiencies and provide the high-quality services desired by the public. CART will soon begin a pilot project to use RFID technology to track recycling and trash cart deliveries, pick-ups, etc. This is a good start towards automation,which has the potential to reduce errors, provide more timely information and updates on accounts and be much more efficient overall. 87 2. Promotion, Education, Coordination and Marketing CART's primary publication, the Greensheet newsletter, was redesigned and is now a standalone insert inside the city magazine, "Lansing Living". This publication also features articles about other city departments, making it a more comprehensive resource for residents. The CART Facebook page has grown, acquiring more followers in 2018. CART continues to work with the digital media team to promote holiday delays, highlight recycling issues and provide targeted messaging about matters such as reducing contamination. Electronic communication through the CART website provides a steady source of current information for thousands of residents.The website allows residents to submit feedback, pay trash and commercial recycling bills, and get useful information. Use of Lansing Connect has provided residents with a convenient way to get collection day reminders, get answers to frequently asked questions, report issues and more. Work continues to make the waste reminder service more accurate and error free. School recycling continues with CART providing curbside collection to nearly 40 public, charter and private schools.These programs encourage recycling by actively engaging students and teachers in the process. 3. Refuse Collection The City's blue trash cart service remains a popular choice for Lansing residents. By the end of 2018, there were 8,780 blue trash cart accounts, a nearly 7% increase over 2017. Annual revenue derived from trash cart sales is over$1.7 million. The City of Lansing continues to offer residents the option of using City trash bags, rather than a trash cart. Waste Zero is the contracted vendor to produce city refuse bags, as well as manage the delivery and invoicing to retail partners selling them. Nearly 1400 cases of City refuse bags were sold in 2018. This service will be reviewed and evaluated, as it has the potential for greater injuries than the automated cart tipping service and has been declining in sales, indicating that carts are more popular with residents. Over 20,000 cubic yards of refuse was collected from Lansing residents by CART in 2018. Refuse collection is funded through the Refuse Disposal System Fund (primarily trash bag sales and cart fees). 4. Bulk Collection General bulk sticker sales for the collection of furniture, appliances and other bulky items totaled 1525 stickers for$50,325 in revenue. In addition, 378 stickers valued at$12,474 were distributed to low income residents at no cost. Bulk collections are funded through sticker sales. The use of stickers has been phased out in late 2018. Now, residents simply have to call the CART office and pay for bulk disposal with a major credit card. This removes the risk of a stolen sticker and offers greater convenience. Residents who wish to pay cash can do so at the Treasurer's office. Solid waste no longer has to dedicate staff time to administer the sale and delivery of bulk stickers to participating stores. 88 5. Yard Waste Weekly collection of yard waste from April through November was provided, along with two weeks of Christmas tree collection. Leaves, brush and other organic material are composted and mulched at local facilities,furthering waste diversion goals.A total of nearly 18,000 cubic yards of yard waste was collected from Lansing in 2018. The material was processed locally at Granger and Hammond Farms. This service is funded through the Recycling/Yard Waste Fund. 6. Recycling/Diversion The recycling program continues to be one of CART's most popular curbside programs. Over 7000 tons of material was processed in 2018,this includes material brought to the Lansing recycling transfer station by the City of East Lansing and other haulers.All materials are mixed together and hauled to a material recovery facility in Detroit, owned by Republic Services; this is by contract,which was just extended through the end of 2019. A new contract is pending with Emterra Environmental. Emterra is set to construct a Material Recovery Facility (MRF) in Lansing. Both Lansing/East Lansing will commit recycling tonnage to this new facility. A local single stream MRF will allow materials to be processed in the region, saving hauling costs as well as the cost to operate the transfer station. This service is funded through the Recycling Fund. Recycling receptacles continue to be used throughout the city, including community centers, Fenner Nature Center,the downtown business area, Old Town and Crego Park. The carts are widely used, especially during baseball season. CART continued its partnership with Simple Recycling, a private company which collects clothing, shoes, textiles, and other small household goods at the curb. Over 175,000 pounds of materials were collected in 2018. Simple Recycling uses their own vehicles, staff, labor and equipment to collect these items along the City's recycling routes, at no cost to the City.The City receives one cent per pound of material collected. The commercial recycling program offers businesses in Lansing a convenient and affordable recycling service. Participants receive a 96-gallon cart and weekly recycling pick up for$52 per quarter,with a second cart available at a discounted rate.The program continues to be a popular choice for small to medium sized businesses. The service is currently provided to over 130 businesses. Annual revenue derived from commercial recycling sales is over$28,000. CART provides services to a variety of events and festivals in the City of Lansing to help recover recyclable materials and responsibly dispose of trash generated at the events, while promoting CART and increasing public awareness of recycling. Events include Common Ground,the Old Town Jazz Festival and many more. CART continues to be a part of the Regional Recycling Coordinating Committee (R2C2). R2C2 members work together to bring a variety of events to the Greater Lansing area and to provide education and awareness about recycling and other environmental issues. Regional events include Recycle Rama, the Lansing area's largest one day recycling collection that recovers electronics, scrap metal, appliances, polystyrene foam, unwanted medicines and many other materials. The 2018 event recovered over 185,000 pounds of materials. 89 The age and condition of our fleet continues to be a serious concern.The majority of the equipment is significantly older than the industry standard and some of it is nearly 20 years old.This can make it difficult to complete the work, often causes delays in service and presents a potential safety issue. WASTEWATER DIVISION Sid Scrimger, Plant Superintendent The Wastewater Division is responsible for the operation and maintenance of the combined sewer overflow facilities (regulators), storm and sanitary sewer pumping stations, and the wastewater treatment plant.The City's wastewater treatment plant(WWTP) services the city and multiple townships outside its corporate limits.The plant is the fifth largest in the state of Michigan and is licensed to treat an average of 35 million gallons of sewage per day. We are also responsible for the administration of the city's National Pollutant Discharge Elimination System (NPDES) Municipal Wastewater Permit for the WWTP's discharges.A major part of this permit requires an industrial pretreatment program that monitors local business and industry discharges to the sanitary sewer system. To help educate the community about wastewater treatment and our positive impact on the environment, we typically give many facility tours throughout the year. A. Wastewater Treatment In 2018,the WWTP accepted a total of 5.15 billion gallons of raw sewage and successfully processed it into clean water discharged into the Grand River.The highest daily flow occurred on February 20th, when the plant received 65.84 million gallons of raw sewage. This flow was part of a rain and flooding event that effected the city in several ways. Over a four-day period,the WWTP received over 250 million gallons of waste and storm water(about 5 times our normal flow). Although some of this flow was released to the Grand River partially treated,we are very proud that we fully treated 215 million gallons of water during this time. Our permit would require us to treat 140 million gallons in four days. The treatment process generated over 3,825 dry tons of residual solids, which were disposed of using popular green solutions. About 2,252 dry tons were converted to biosolids by lime stabilization, and then applied to farmland as a soil conditioner and fertilizer for agricultural crops.The remaining 1,573 dry tons were added to landfills, which will produce methane that will generate electricity which is sold back to the Lansing Board of Water& Light. We began the year with 11 of 42 positions vacant. We currently have 14 vacant positions. Low staffing challenges the staff in many ways, but they are working hard to meet our treatment requirements every day. This year saw significant projects to improve lighting efficiency at the plant. Area lighting for the roughly 40-acre facility is provided by eight 100-foot light towers. Many of the fixtures on these towers had burnt out, creating the need for a large-scale replacement. The decision was made to replace all of the fixtures with LED lamps. This will reduce electrical costs and minimize future maintenance needs. All of 90 the plant streetlights have been converted to LED fixtures. We have also converted the lighting in our 7000 square foot vehicle storage garage to LED. Roof replacement at the WWTP continued. Three buildings were included in the plan for this budget year. With 30 buildings on the site, roof work will continue for several more years. Staff at the plant invested a great deal of time this year cleaning several aeration basins at the plant. Industry standards call for these basins to be cleaned annually, but because of staffing issues, some of our basins have not been cleaned in ten years. This is a long and painstaking task but pays dividends in efficiency and reliability at the plant. B.Wastewater Laboratory The function of the Wastewater Treatment Plant Laboratory is to determine the effectiveness and efficiency of the plant treatment processes and to verify the quality of the water discharged to the Grand River. Our laboratory passed all parameters for chemistry, microbiology and metals analysis for the annual quality assurance study required by the EPA.This study challenges our staff to analyze samples of unknown contaminants. C. Plant Maintenance and Pumping Stations(Field Operations) Field Operations staff monitors, maintains and operates 28 sanitary sewer pumping stations, one air injection station, and four storm water pumping stations, which serve both the city and surrounding townships. During 2017, work was done to replace the pump drives at the Scott Park pump station. Scott Park is one of our largest stations, utilizing three 450-hp. pumps to transmit sewage to the WWTP. The pump drives are complex electronic devices that allow the pumps to operate at variable speeds and match the flow of wastewater entering the station. This improves efficiency throughout the system. Staff also oversaw a project to bring the East Jolly pump station up to date. Work was done on pumps at the station but the concrete in the station wet well has undergone significant corrosion over the years. Rebuilding this wet well would have cost several hundred thousand dollars. Bill Brunner from our staff researched the possibility of cleaning the wet well and lining it at a fraction of the cost. We believe this will extend the life of the station many years and save the city a good deal of money. D. Industrial Pretreatment Program The Industrial Pretreatment Program (IPP) inspects, permits, and monitors 13 categorical and/or significant industries. Continual involvement is necessary to maintain a solid working relationship with these industries.This is accomplished through site visits and follow-ups, regular oversight through sampling, permitting, and inspections. Many commercial sites are also visited throughout the year. Staff also responds to environmental issues that arise within the city. We routinely work with the Michigan Department of Environmental Quality to address reports of pollutants being illegally discharged or accidental spills that need to be properly contained. This year we were contacted by the Michigan DEQ regarding the emerging issue of PFAS. This is a group of chemicals that has recently become a cause for concern in the environment. To date, we have cooperated with the DEQ in sampling 91 potential sources of PFAS coming into the WWTP. We have also tested the plant flow and our biosolids are currently being tested. No PFAS were detected in our discharge to the Grand River. Monitoring for this chemical is an effort that will continue for some time. PROPERTY MANAGEMENT DIVISION Marty Riel, Property Manager The Property Management Division is responsible for managing the City of Lansing's properties.The City of Lansing owns over 258 parcels that include approximately 173 buildings.The division is directly responsible for twenty-eight buildings on twenty-three properties. All the funding for this division's operations is from the general fund. Property Management is staffed with fourteen full time employees and is divided into two work groups: the City Hall crew staffs the building seven days a week, and is responsible for maintaining City Hall and the Police Building.The City Hall crew consists of four facility maintenance workers and one Building Services Manager.This crew is responsible for all of City Hall and the Police Building, and they assist the Hazel Street Group as needed.The Hazel Street crew consists of a Building Maintenance Manager, an electrical supervisor, a plumbing supervisor, an electrical facility controls worker,three facilities maintenance workers and one custodial worker.This crew is responsible for all city-owned buildings, including assisting the City Hall crew as needed. The Property Management Division also collaborates with the Operations and Maintenance Division to help maintain our athletic fields.This includes the athletic fields at Ranney Park, St.Joseph Park, Quentin Park,Aurelius Park, Cooley Law School Stadium, Frances Park,Washington Park, Elm Park, Sycamore Park,Westside Park, Gier Park, Ben Davis Park and Kircher Ballfield.The Division takes care of the irrigation, lighting and other facility maintenance. Property Management also partnered with the Operations and Maintenance division to maintain Moores Park Pool and Hunter Park Pool during the season.The pool maintenance is performed by a partnership of Grounds, Leisure Services and the Hazel Street crew. Moore's Park pool remains a challenge due to its age and construction.The water quality is a yearly concern which is dealt with promptly.The recommendation is to reevaluate the future operation of the pool due to the ever- increasing cost of maintenance and repair. Many of the driveways and sidewalks maintained by the Property Management Division are in need of repair due to heavy use, poor soil drainage and tree roots, however, needs consistently outweigh the available funding.The goal is to buy vehicles, pedestrian and non-motorized equipment. Property management staff is available twenty-four hours a day for emergencies and is the first response for many types of facility emergencies.These include flooding, sewer backups, power outages, no heat, no cooling,vandalism repair and storm damage cleanup.The division also provides support to many special events.The division provides facility planning and utility services for over forty special events a year.This includes providing power, lights, water, sewer, and other work necessary to make the special events happen.The Property Management Division is continuously looking to partner with other departments, divisions and other outside agencies to reduce costs, leverage funding or share resources. The division reaffirmed its long-standing partnership with the Lansing Board of Water and Light to share resources for special events in the Lansing area. We hope this program will be expanded in the future. 92 The division evaluates the City's energy usage and makes recommendations to reduce energy consumption, use alternative fueled equipment, influence designs in green roofs and green buildings, purchase energy-star rated equipment, and various other earth-friendly actions. The administrative staff's mission is to provide quality customer service to the customers it serves.This includes clerical support, dispatching, human resource support,financial reporting and inventory control. The administrative staff continues to provide a high level of service to its customers. We continually look for ways to do our assignments better and faster, while also increasing our quality of work. Most notable is the ID card system (AMAG)which requires continual maintenance and adjustment to maintain an acceptable security standard. We also manage the building alarm systems, security services,janitorial services and many environmental issues related to properties. All plumbing items associated with buildings and grounds are maintained by Property Management.This includes all items in our buildings and grounds associated with sanitary sewers, storm sewers,water supply lines,fire suppression lines, and process piping systems like swimming pools. The division maintains all heating,ventilating, and air conditioning items associated with buildings. This includes forced air units, steam boilers, hydronic systems,water heaters, steam converters, radiant flooring systems,variable air volume (VAV) box systems, chillers, ejector pumps, cooling towers, make- up air units, exhaust fans, and HVAC controllers. In addition, we maintain all electrical items associated with building and grounds, including transformers, distribution boxes, electrical panels, light fixtures, uninterruptable power supply(UPS) units, motors, motor controls, parking lot lighting,fire alarm systems, building alarm systems, and generators. The Property Management Division maintains the infrastructure and is responsible for managing these activities, which includes the planning, designing, maintaining and constructing of buildings and grounds. In addition, we are responsible for the electric, heating, cooling, ventilating, water supply, sanitary lines, storm sewers, parking lots, sidewalks, as well as hazardous materials on the properties. Our infrastructure includes things like the building integrity of windows, doors, roofing, carpeting,tile, concrete,walls, walkways,fences, paint, wallpaper, ceilings, and fireproofing.These items need repair or replacement when at the end of the life cycle, but since funding has decreased these are added to the list of deferred maintenance items. The city owns buildings that vary in age,from the Turner Dodge house built in 1858 to the newly renovated Fleet Services Garage building completed in 2013. The age of each building creates a unique situation for our staff to determine needed repairs to minimize down time yet make it cost efficient. The division is responsible to ensure the city adheres to all federal, state and local laws that are applicable to our building and properties.This includes: EPA—Clean Water, EPA—Clean Air,Americans with Disabilities Act, Occupational Safety and Health Administration, International Building Code, International Plumbing Code, International Mechanical Code,ASME Boiler Code, National Electrical Code, National Fire Protection Code, Michigan Building Code, Michigan Plumbing Code, Michigan Electrical Code, Michigan Barrier Free Code, City of Lansing Property Codes and ordinances, and Lansing and Dewitt Township codes and ordinances. 93 In 2018,the Division completed 2,585 work orders for the year,which is down from last year.The division contracted additional staff to help complete the backlog of maintenance items as well as addressing the daily bits and pieces. We provided services to sixty-six special events as small as public announcements at City Hall to our largest,which is the Common Ground Music Festival.The division continues to manage several energy management projects for LED light installations,the additional work with Johnson Controls, and Metasys building control system for seven buildings. The division works with all City departments and other outside agencies to reduce our surplus materials and reduce our obsolete inventory on an annual basis. FLEET SERVICES DIVISION Carl Denison, Interim Fleet Manager Fleet Services is responsible for vehicle and equipment preventive maintenance and repair, as well as purchase and disposal.The fleet is divided into two categories: approximately 558 "rolling stock" units (units capable of moving themselves down the road), and 542 pieces of other equipment as of December 6, 2018. The Fleet Services team has 30 full time positions including a fleet manager, an administrative specialist, 2 supervisors, a service writer, a radio technician, 22 mechanics, and 2 parts-room workers.This past Fall our 500 mechanics where reclassified as 600 fleet mechanics. In addition,we hired two full-time 400 vehicle maintenance workers and are working towards filling the six vacant 600 fleet mechanic positions. We have completed over 3800 work orders consisting of 6,641 jobs as of December 6, 2018. Approximately half of our fleet is past its expected life cycle.This can be very challenging as our fleet ages--the repairs can take longer, parts can be harder to obtain, and the cost can double in some cases. In response to continue a level of service that has come to be expected by the departments we serve, Fleet Services has outsourced several items over the year, including major fire apparatus repairs, upfitting of vehicles, fire pump testing, and transmission repairs and replacements. As we continue to grow with the ever-changing advancement in technologies with vehicles and equipment, we continue to train our technicians to better serve the departments and community we serve. We recently added automatic vehicle locations (AVL)to some of our Public Service Department vehicles/equipment.AVL is a tool that will help us manage our fleet better in real time, increase safety and proficiency to the services we provide to both the departments and the community. Our mechanic incentive program plays an important role in achieving our goals here at Fleet Service. The mechanic incentive program encourages fleet employees to become certified by the State of Michigan,the National Institute for Automotive Service Excellence (ASE), or the Emergency Vehicle Technician (EVT) Certification Program, continues to grow. Currently,we have 10 mechanics participating in this program. Of that 10, 3 are EVT certified, which is the highest certificate available under this program.This program has and will continue to encourage our mechanics to be trained and stay current with the new technologies of vehicle and equipment repairs. Our goal is for each mechanic to achieve and maintain all three certifications.The certificates build upon one another and must be renewed. Individuals that achieve a certificate receive an incentive once a year for the highest certification that was achieved. 94 As a fleet repair facility, we train our mechanics to work on a wide variety of vehicles and equipment. This is what we call cross-training,which results in a more versatile and a more efficient work force.This is extremely important to all we serve with the wide variety of the City's Fleet. Fleet Services ran a polit progam with its hours of operation this past summer. We operated on 5 10- hour days,with employees working 4 10-hour days with a split shift on Mondays and Fridays.This allowed us to work overtime, if nessary, on Mondays and Fridays vs Saturdays or a copule hours each afternoon. Fleet Services continues to strive on the many challenges we face every day of making our equipment safe and efficient to the departments and the community we serve. The City purchased the following vehicles and equipment in 2018: • 2 - Labrie 31 Cubic Yard Packer Trucks (O&M) • 4- new Ford Explorer police cruisers(LPD) • 1 - Used 105ft Aerial Platform (LFD) • 1 -Sewer Jet Truck(O&M) • 1 -70KVA Wisper Watt Generator(WW) • 4- New Supervisor pickups upfitted with lighting and traffic controller (O&M) • 2 - Express Vans (BM) • 1 -Service Body Pickup (LFD) • 21-Administrative lease vehicles purchased (various departments) • 1 -Concrete Supply Truck(O&M) • 1 - Material Handler(WW) 95 OFFICE OF THE CITY ATTORNEY James D.Smiertka, City Attorney Department Description The office of the City Attorney currently has a staff of 1 City Attorney, 1 Chief Deputy City Attorney, 1 Deputy City Attorney and 3 staff attorneys, an office administrator, a District Court assistant, a Litigation assistant, and a receptionist. The office also provides opportunities for law school and university interns. As a full-service law firm, the office of the City Attorney(OCA)provides the City with legal advice, representation and management of legal affairs pursuant to the Charter requirement, including being the City's legal counsel in a minimum of the following 20 separate over-arching categories: • The Mayor and Executive branch of government and its departments • Medical Marijuana • The president and members of City Council • Various city-related boards, committees and authorities • Civil litigation of every nature • Ordinance prosecution in four District Courts • Lansing Police Department • Requests for records under the Freedom of Information Act and/or pursuant to subpoena • Development matters and real estate transactions • Personal injury, property damage and special assessment claims • Collections& bankruptcy • Contract drafting& review • Ordinance drafting&amendments • Administrative law litigation • Neighborhood complaints • Legal Opinions (formal and informal) • Labor relations and employment matters • Interactions with the Board of Water and Light legal staff; • Michigan Tax Tribunal; and • Worker's Compensation matters Accomplishments in 2018 2018 has proven to be a year of transition and challenge, however,the staff of this department,through an extraordinary effort of teamwork, have maintained a high-quality work product and ethic.The OCA has provided legal services in all the above categories, prosecuted ordinance violations diligently, and provided sound legal advice to the Executive branch and the Legislative branch as requested or needed. In summary,the OCA has fulfilled its obligations as required by the Charter to properly manage the legal affairs of the City. Following are specific accomplishments that have been achieved during 2018: 96 PAPERLESS: We continue to be a paperless office. Our files are maintained electronically using a scanning and filing system designed to maximize efficiency,convenience and organization.Through the use of our paperless filing system, our attorneys are able to attend court hearings, depositions, meetings and board &committee meetings with only their laptops. ELECTRONIC: We utilize state-of-the-art electronic programs and tools to maximize our research capabilities. LITIGATION:As of December 31, 2018, our Litigation team has managed 27 lawsuits this year in State and Federal Court and tribunals, including the US Court of Appeals,the Michigan Supreme Court, and the Michigan Court of Claims, both as a Plaintiff and Defendant.These cases are handled by staff attorneys or, in some cases, handled by outside counsel firms.As of this date, 28 lawsuits are outstanding. CRIMINAL PROSECUTION:As of December 31, 2018, our office has handled nearly 5,215 appearances in the 4 separate 54A District Courts (an average of 434 cases per month). For reference,this office handled nearly 2,100 appearances in 2017. MARIHUANA:The OCA has received 143 applications submitted for dispensaries, staffed 23 Medical Marihuana Commission appeals, prosecuted 6 individuals for violations of Chapter 1300 and litigated 8 cases outside of District Court.The OCA has spent 25-30% of our time on Marihuana related issues including licensing, regulation, enforcement, research etc. FOIA:As FOIA coordinator for the City, we reviewed and processed approximately 10,592 requests in the 2018 calendar year between OCA and LPD. CONTRACTS:Almost every City contract was routed through our office for review, resulting in approximately 721 contracts processed both electronically through the Laserfiche system and in hard copy. We have also processed 324 Resolutions through the Laserfiche system. CLAIMS: 176 Special Assessment claims, 7 Personal Injury, and 58 Property Damage claims were processed. NEIGHBORHOOD COMPLAINTS: We also receive and respond to various neighborhood complaints from City residents. Summary As demonstrated by the accomplishments listed above,the OCA has proven to be an extremely active hub of a myriad of City of Lansing related matters. The goal of the OCA, and each individual member, is to be recognized as a "trusted advisor" and respected as a law firm of the highest quality. 97 LANSING BOARD OF WATER & LIGHT Dick Peff ley, General Manager About the BWL The Lansing Board of Water& Light is a municipally owned public utility, whose roots go back to 1885, when Lansing citizens approved building a water system. Electricity was added to the list of utility services in 1892, and steam heat in 1919. Chilled water was added in 2001. BWL's mission is to provide safe, reliable and affordable utility products and services to over 97,000 electric and 56,000 water customers throughout the greater Lansing area. The BWL owns 2,000 miles of overhead and underground power lines and over 800 miles of water mains.This provides 2.7 million megawatt hours and 7 billion gallons of water to our customers annually. In December 2016,the BWL removed its last active lead service line,joining Madison, Wisconsin as the only two water utilities in the nation that have removed all lead service lines.The project began in 2004 and removed 12,150 active lead service lines at a cost of$44.5 million. Later this year,the BWL will break ground on a new, 250-megawatt, natural gas-fired power plant,the largest project in its history.The plant will be supplemented with a growing renewable portfolio including more solar and wind technology, as well as increasing energy efficiency programs.The BWL is committed to providing customers with 30 percent clean energy by 2020, and 40 percent by 2030. The result is a projected 80 percent reduction in carbon emissions by the end of 2025 when the BWL retires its last coal-fired power plant. Community The BWL is a community partner, dedicated to giving back to the people it serves. From hosting major community fundraisers,to sponsoring events including Silver Bells in the City,the BWL is actively trying to make this community better every day. Even more than that, BWL employees are dedicated to giving back to the community, too. Every weekday, a BWL employee delivers a hot, nutritious meal to someone in need in the Lansing area through Meals on Wheels.The BWL also maintain a peregrine falcon nesting box atop Eckert Power Station (below),where its facilitating the rehabilitation of this endangered species. Adopt A River—Saturday, May 11 Adopt a River gives reason for businesses, unions, schools and civic groups to join together along the Grand and Red Cedar rivers to keep their banks and nearby areas clean and free from litter. Since the program began 25 years ago,Adopt a River volunteers have cleared thousands of pounds of litter from the rivers and banks. BWL 5K—Saturday,August 10 Come out for the 11th annual BWL Hometown Power 5K! The accurate 3.1 mile run on paved streets kicks off at the BWL REO Town Headquarters and runs the streets throughout surrounding 98 neighborhoods and along the Lansing River Trail. Immediately following,there will be a free kids fun run, and everyone who participates gets a medal! Golf for Charity—Friday,August 23 Join us for the 8th annual Golf 4 Charity Scramble at both Eagle Eye and Hawk Hollow. Last year, there were over 250 golfers.To date, over$35,000 has been raised for local charities.This year, all money raised will benefit the Guardian Angels Medical Service Dogs, MSU Women's Basketball and Pennies for Power. Chili Cook-off—Friday, October 4 This year's 24th annual BWL Chili Cook-off is headed back to Cooley Law School Stadium! Dozens of vendors will dish out a variety of salsa and chili recipes from vegetarian to ultra spicy, including local restaurants, non-profits, businesses and organizations. Bring your appetite for good food, good music and a good time! 99 LANSING ENTERTAINMENT & PUBLIC FACILITIES AUTHORITY Scott Keith, President&CEO Department Description The Lansing Entertainment& Public Facilities Authority(LEPFA)is governmental agency of the City of Lansing, providing professional management in the administration, operation, marketing and maintenance of the Lansing Center, Cooley Law School Stadium, Groesbeck Golf Course and other community/regional interest events and activities. Accomplishments in 2018 Lansing Entertainment& Public Facilities Authority (LEPFA) had a challenging and successful year in reaching many of our goals for FY18. The support of City Administration along with continued collaboration continues to provide opportunities for economic development and growth. Parking challenges in proximity to our properties, limited hotel options, and increasing development of business/meeting/entertainment offerings continue to be challenges. LEPFA launched a new event this year, MargaritaFest,which sold out and was a great success; we are looking to add some more *new* "smaller" events to utilize more outdoor space and venues. LEPFA properties created nearly$85M in economic impact this past year for our region. LANSING CENTER The Lansing Center continues to develop some new sales strategies and efforts as part of the plan to maximize the amount of use for the facility.The Lansing Center(LC) held over 320+events this past year with nearly 600 event days. Over 250,000 people attended events at the LC throughout the year. Over 25,000 directly attributable room nights (hotel room nights booked directly through business at the Lansing Center)for the Lansing Center for the first time in its' history.The Lansing Center exceeded the national average for occupancy for similar size venue in a similar size market by 9%.The Lansing Center contributed over 17,000 pounds of re-usable food items to the Greater Lansing Food Bank to help those in need in our community. In partnership with the Michigan Department of Environmental Quality (MDEQ) hosted the our first ever"zero waste" event in August.Additionally, in collaboration with the Greater Lansing Jewish Federation and a local Rabbi,the Lansing Center executed our first fully kosher event in over 20 years. LEPFA instituted a new credit card usage processing fee that not only reduced credit card payment for large events by nearly 30% but created additional revenues in finance charges for those that continue to pay large events with a credit card.The Lansing Center is currently working on the opportunity to enter into a sponsorship partnership to name the facility. COOLEY LAW SCHOOL STADIUM Cooley Law School Stadium had some additional minor improvements including additional fan safety netting per minor league baseball standards. During the 2018 season the Lugnuts saw 333,337 people in attendance and per cap spending of$15.19 in food & beverage, along with an additional $1.76 in retail per cap spending. Special events at the stadium increased, including over 225+ "non-baseball" events in the stadium (new were chili cook off, rugby, holiday lights). Over 8,000 people attended the Taste of Country Concert, nearly 4,000 people attended the beer festival. Attendance at events at the stadium 100 increased 4%over last year. Per cap spending increased in both F&B and retail merchandise, increasing the economic impact of the stadium by nearly 3%year over year. Cooley Law School Stadium was named the Midwest League's Field of the Year.The Midwest League All Star game was hosted at the stadium. GROESBECK GOLF COURSE LEPFA set goals in its initial year of increasing rounds played at the course, increasing revenues, reducing expenses, and improving customer service and experience. LEPFA set a goal of increasing rounds played at the course (interpreted as nine holes of golf played as a "round" as initially set by Parks& Rec department)for 2018 at 19,000 rounds. In 2015, Parks& Rec (P&R) had over 17,800 rounds played;we used 2015 as a benchmark as it was the most recent year that the course had all 18 holes available for play due to the recent drain project/hole re-configuration. LEPFA not only exceeded its goal of rounds played (had over 21,500+ rounds played), but if you take the rounds played and factor in as nine-hole rounds,there were actually over 29,000 rounds played in 2018!The increase in rounds played can be contributed to a variety of increases, such as: • Leagues increased from 17 to 20 • Two outings (Friends of the Fairway,Alro Steel employee outing) • *NEW* Senior special rate (Mon-Thur mornings) • Friday golf/lunch special increased by nearly 25%with a new daily record of 132 golfers in a day (achieved twice) • Increase in season passes from 4 in 2017 to 12 in 2018 (all 12 have verbally committed for 2019) • Decreased comp rounds by 300% • *NEW* pass offerings: Season passes, Couples passes,JR/SR passes, FLEX passes • Lansing Catholic High School brought their respective teams back to play at the course • *NEW* relationship with Michigan High School Athletic Association (MHSAA) allowed for high school tourneys to be played at the course • Greater Lansing Amateur Golf Association tournament • Mid-Michigan Jr tournament • Youth on Course partnership • Additional tournaments: Member tourney, Parent/Child tourney, Superintendents Revenge tourney LEPFA set a goal of increasing revenues for the FY2019 budget and had a budget revenue goal of $432,750. While we actually saw revenues exceed the goal by over$50,000(total of$483, 775) mostly due to increases in food & beverage sales (nearly 50%increase due to increased course cart sales and new food/beverage offerings), merchandise sales, online sales, and new offerings; we still have some opportunities for revenue growth in the sponsorship area and outings. Reducing expenses was a team approach to reviewing all operations,while placing an emphasis on streamlining any opportunities for cost reduction.This was achieved in a variety of ways. A review of all staffing was critical to not only improving the labor expense, but also a means to improve the customer service at the same time. Both pro shop operations and grounds operations not only improved how it functioned but met budget goals for the year.This was accomplished through a comprehensive review of staffing needs, hiring staff and setting expectations, and managing staff based on course demand. Additionally, LEPFA contracted golf cart leases on a new agreement with the existing vendor for a 101 decreased rate over a three-year contract(the cart lease for the 3 years was paid for in the first year) with an actual increase in quality and number of carts. We also reviewed and improved the grounds plan, worked with turf specialists from MSU, and reduced course operations expenses while still improving the overall conditions of the course. Overall, expenses were reduced by nearly 40%. LEPFA hired a PGA golf pro, Greg Webber(formerly Asst. Pro at Forest Akers-MSU) and a Golf Grounds Manager,Tom Stouffer, as full-time staff to operate the golf course. A part time assistant professional was hired (Thomas Van Camp)to assist the golf course operations. LEPFA put an emphasis on hiring additional staff as needed;this included pro shop staff, cart attendant staff, and grounds operations staff.There was an emphasis on hiring a diverse staff and one that could also compliment working in the winter at position at the Lansing Center as to not duplicate services and allow for additional work opportunities for the employees. Additionally,the golf course was supported by other LEPFA staff and operations (finance,food & beverage, marketing, maintenance, etc.)that were already in place. A focus on improving the overall customer experience was a priority for LEPFA in year one. We placed an emphasis on changing the culture of customer service while not losing sight of golf course experience as a whole. The new entrance and sign were key in improving the first impression.Then we implemented a *new* bag drop/cart pick method.This enabled many of our senior or other players needed additional assistance a convenient, more customer friendly method of getting their clubs to a cart (the old method required carrying their clubs not only across the parking lot but then up a steep hill to get to their cart). The addition of cart staff even further provided more opportunities to make a great first impression and add to the golfing experience. The change to an online tee system (the also integrated with our point of sale system and website) made the booking a tee time system more technology advanced and customer friendly; no longer did you have to either call via phone or"show up and hope"to get a tee time.This not only added another level of customer satisfaction,this enabled our tee time system to be more accurate and the ability to book more rounds efficiently. Hiring some existing staff and supplementing with some new and diverse staff created a new culture for the employees that further shaped a new culture towards customer experience.The emphasis on customer experience improvement was also cemented by additional improvements to the course. Repairs to sand traps (bringing them back to their original shape and size),the course was re-rated and sloped through our Pro's relationship with the Golf Association of Michigan, repaired and replaced drains in Hole#9, repainting the exterior and interior of the clubhouse, improved the integrity and safety of the front stairs to the clubhouse, new signage on the course (including front nine holes signage), as well as working with County Drain Commission on debris/waste foliage removal around the collection ponds on the course as contracted to do so and improve the safety/look of the course. LEPFA also has worked to get fiber to the golf course and continues to work on installing more fiber/wifi to further enable the course to be more technology- centric as it moves forward to being more advanced for the next advancements in golf course trends Performance Measures/Financial/Economic Impact Lansing Center Overall Assessment Exceeded Met Expectations NIA #of non-N/ Expectations Expectations Not Met Responses Overall Satisfaction with Lansing Center 42 31 1 1 1 74 Percentage 57% 42% 1 1% 1 102 Occupancy Contracted Used Occupancy Occupancy 2017 51.47% 54.30% 2018 57.19% 59.92% ------- ------- ------- ------- Difference 5.72% 5.62% National Avg 50.5% Hotel Room Nights(LC Attributable) 2017 24,304 2018 25,410 Difference 1,106 Groesbeck Golf Course Rounds Played FY 17 14,702 (not under LEPFA management) FY 18 21,523 Difference 6,821 Rounds played June 2018-4,397 Avg Rounds Played June (Michigan Public Golf Course)-3,465 Operating Revenues Lansing Center Cooley Stad. City Market Groesbeck Total FY 17 $6,929,779 $ 18,824 $ 104,268 N/A $7,052,871 FY 18 $7,019,694 $ 31,961 $ 96,807 $206,363 $7,354,825 ------ ------ ------- ------- ------ ------ ------- ------- Difference $89,915 $13,137 ($7,461) N/A $301,954 Operating Expenses Lansing Center Cooley Stad. City Market Groesbeck Total FY 17 $8,039,593 $392,459 $169,729 N/A $8,601,781 FY 18 $8,018,763 $436,195 $149,037 $246,871 $8,850,866 ------ ------ ------- ------- ------- ------ ------ ------- ------- ------- Difference $20,830 $43,736 $20,692 N/A $249,085 103 Net Position Comparison Lansing Center Cooley Stad. City Market Groesbeck Total FY 17 $1,146,514 $49,072 $25,629 N/A $1,221,215 FY 18 $1,260,497 $24,811 $54,099 $167,042 $1,506,449 ------ ------ ------- ------- ------- ------ ------ ------- ------- ------- Difference $113,983 $24,811 $28,470 $167,042 $285,234 Economic Impact Lansing Center Cooley Stad. City Market Other facilities/events Total FY 17 $63,595,667 $12,989,906 $376,750 $4,106,779 $81,069,102 FY 18 $65,609,374 $13,644,597 $252,422 $4,901,030 $84,407,423 --------- --------- ------- -------- --------- --------- --------- ------- -------- --------- Difference $ 2,013,707 $694,691 ($124,328) $ 794,251 $ 3,338,321 In 2018,the Lansing Center instituted a new method for customer satisfaction ratings that put a focus on meeting and/or exceeding customer expectations (see attached sample). Revenues in 2018 increased over the 2017 revenues by more than 1%, and occupancy grew by 5.6%. Lansing Center was able to maintain itself above the national average for convention centers of like size (even in a year which is our lowest year of convention business cycle). Based on our continued revenue performance and expense containment, management was able to increase our net position by$113,983. During 2018,the Lansing Center had an overall economic impact of$65.6M, this slight increase is due to a slight increase in hotel usage, attendee increase, and overall business change.The Lansing Center had its highest amount of room nights attributable to Lansing Center business. Other facilities and events saw a slight increase in economic impact due to more events and attendees. Cooley Law School Stadium saw an increase in events in 2018 due to the continued allowance for the Lugnuts to produce additional non-baseball events. Event revenues to LEPFA increased $13,137. Expenses increased by$43,736, mostly due increases in utility costs and some additional projects included with the renovations not covered by costs of renovation project. Net assets decreased by ($24,811). The overall economic impact of operations at Cooley Law School Stadium was$13.6M. LEPFA management continues to oversee the redevelopment process of the City Market with a variety of options/offerings that the new residences and entertainment offerings downtown can complement. Overall Economic Impact for LEPFA managed properties and events were $84,4M. This increase was due to the increase of attendance at all properties and events, as well as other economic factors such as increased spending and additional room nights. Other Events/Items of Note 191h Annual Common Ground Music Festival—The annual music festival at Adado Riverfront Park in downtown Lansing hosted nearly 40,000 attendees. Such notable artists/acts as Halsey, Kip Moore, Hunter Hayes, Logic, Gucce Mane, and many more. Increases in sampling, marketing, and sponsor elements added to the festival experience. 59%of ticket sales came from outside our region with 9%of ticket sales coming from outside the state of Michigan, with purchases from 49 states. Over 300 directly 104 attributable room nights during the event, over$15,000 directly raised funding to local community non- profits, and 1,500+volunteer hours for our community/city. GLCVB—The CVB and LEPFA Boards meet combined at least twice annually to review the agreement and the success of the partnership; additionally, an Ad Hoc Committee representing both Boards are now meeting to work on issues relative to both parties.The continuation of the Customer Advisory Group has allowed both parties to review practices, work on challenges, and seek out means to work more collaboratively to satisfy our customers' needs and achieve more results. Building Renovations—Safety netting at the stadium installed per MiLB standards. No other major renovations completed due to funding for capital improvements not allocated. LEPFA U-Training sessions for staff are being held 2-3 times per year with each session focusing on a topic.This year topics included Customer Service, Safety/Security, and Wellness. The Grand Concert Series- Partnering with local media, business partners, and leaders, we were able to grow from just having jazz to incorporating some blues concerts as well.The series kicked off with a shared concert between the concert series and Parks& Rec Departments' Concerts in the Park. • How To Halloween- LEPFA partners with local companies to put on this event that showcases the growing trends in Halloween decorations, costumes, and DIY projects. • Taste of Country Concert-event put on by Lugnuts and Townsquare Media at Cooley Law School Stadium. • MargaritaFest-first ever event outside the Lansing Center(and first ever type event in MI) drew nearly 700 ppl to sample margaritas from area restaurants and enjoy eats and music on the riverfront gazebo area. • NuWay Wrestling-youth wrestling tournament in the Lansing Center. Largest such event outside of Las Vegas. Drew nearly 3000 youth participants,their parents, coaches, and spectators to the exhibit halls of the LC. Now host nearly 3 events annually. • Get Geek'd Entertainment Expo-a new event partnered with local promoters that combines the elements of a anime con,cosplay, comic con, and entertainment activities into a new pop culture event. 2019 Goals/Mission LEPFA continues to work on its mission to be an economic catalyst for downtown Lansing and the metro Lansing region. LEPFA is looking to increase the occupancy rates of the Lansing Center and Lansing City Market. Groesbeck Golf Course is seeing an increase in participation and food & beverage sales with an emphasis of attracting more golf outings, leagues, and players to enjoy the only public golf course in the City of Lansing. LEPFA and the Lugnuts will continue the efforts of offering affordable fun entertainment as part of Cooley Law School Stadiums efforts to be a community jewel. The Lansing Center seeks to increase its rental revenue and ancillary revenue by another 3%each.These additional revenues should allow for less subsidization and an increase in ability to attract more business 105 while improving the facility and staff. Increase customer satisfaction to "exceed expectations" by 10% over previous year. Working with local leaders to change the funding support for the Lansing Center;to include but not limited to regional funding, naming rights sponsorship, and other development options. An emphasis on working with other companies and organizations towards the development of new events and entertainment offerings for the coming year will enable LEPFA to work on its mission as a catalyst to enhance both local and regional economic growth. 106 Table of - Note Contents simplify a complex urban environment for residents and visitors.Forks and Corks Not too many cities can say they have made its debut to rave reviews.Plus,the 04Board&Committees two Master Level Michigan Main Street Promotions Committee rolled out new communities or two nationally accredited destination branding to help downtown Main Street programs through Main Street capitalize on its many visitor destinations 05Main Street Approach America, but Lansing now can. and amenities.Four new downtown districts have been established to help simplify and In 2017,our downtown Lansing Main Street strengthen the visitor experience:Capital 06Our Impact program became a Master Level Michigan Complex,Washington Square,Riverfront Main Street community and joined our District and Stadium District. neighbor,Old Town,at this level. 08By The Numbers One step at a time,we are working to Since downtown Lansing's designation strengthen our organization as we continue year in 2012 as a Michigan Main Street, to revitalize the heart of our favorite place. 09Events&Programs downtown has experienced more than We could not do it without our sponsors, $73M in private investment,59 new partners,volunteers,small businesses, 10 businessesFinancialls, ,33 facade improvements, the City of Lansing or our community of 133 building rehabilitations,69 public supporters. Downtown Lansing Inc.is improvements and more than 10,000 poised to make even greater contributions 11Sponsors&Partners volunteer hours logged. toward downtown Lansing's economic The Board of Directors led our organization vitality in 2018.We thank you,Lansing,for through the Main Street Refresh and being the reason we rise. developed new processes for strategic goalrwo setting.Initiatives of our Design and Public Spaces committees uplifted the creativity, beauty and history of our community while Mindy Biladeau, our new vehicular wayfinding system helped Executive Director 107 I Downtown Lansing Inc.is dedicated to making Lansing a place where people want to be,by encouraging its businesses,neighborhoods,and stakeholders to build a dynamic he state capital. NEW culture known for its vibrancy,sustainable growth,and business friendly environment. t hub for business. a center for education. Our Community We are downtown Lansing,and we are a natural escape. nestled on the Grand River which runs a cultural center. We are downtown Lansing,and we directly through our downtown.On the banks I a place to meet. are proud to be the capital of the great of the Grand,opportunities abound,from an entertaining destination. state of Michigan. From our downtown, museums and a convention center to our city D 0 1. we serve our friends and neighbors market and riverfront dining,from biking to across the state,and represent the kayaking,from river view accommodations progress and momentum that to access to more than 16 miles will carry us all to realize our of trails,our river truly makes us vision and our future. naturally connected. We are downtown Lansing,and We are downtown Lansing,and we we are the business center _W13are the momentum of new energy of a vibrant region,filled with and investment.We are the crack institutions of higher education of the bat,the stadium side loft, and their students who embody real and the cold drink with friends.We are a opportunity and bustling with business vibrant entertainment district that entertains professionals who truly encapsulate families and provides a gathering place for productivity.Our streets are alive all.We are home to coffee roasters,local each day serving thousands of hard breweries,and artisan distilleries.We are a mannommi Wain working people. place that is worth taking in. DOWNTOWN ' 03 Board ofCommittee Members Directors Design Comm ittee Danielle Lenz Econom Matt White Daryl Martin Bob Rose,Chair EDGE Partnerships Christine Zarkovich,Chair Capitol Facilities Lansing City Market 'Karl Dorshimer,President City of Lansing Lansing Regional Chad Munce Meridian Meyer Chamber of Commerce Silver CBettsoordinating the City r Lansing Economic Cathy Babcock WLNS-TV 4 Coordinating Committee Meridian Entertainment Area Partnership Kositchek's Jan Pfeiffer Trevor Friedeberg Bob Bierwagen Heath Miller 1116..ii-ADoug Johns Jr., Ariana Gibbs GLCVB Michigan Economic State o/Michigan-DTMB State o/Michigan-DTMB Vice Karma Construction Development Corporation Marshaun Blake Carol Munroe PresidentLDJ Trent Smiley Beth Kuiper CADL-Downtown Branch Brian Johnson Lansing Fire Department City of Lansing, Kentwood Office Furniture Marx Moda Parks&Recreation LoomisLaw Audrey Tipper Roger Boettcher Bryan Lijewski Community Advocate Kelly King Leavenworth Photographic Chris Rankin Michigan State Historic Mary Beth Vandenburg Kraig Britvec American Red Cross State o/Michigan-DTMB Preservation Office Tom Truscott MSUFCU Michigan State Police Marty Riel 'Grace Boutique Valerie Marchand City of Lansing Historic Commission Mark Buzzitta City of Lansing Christine Zarkovi�h Mayor's Office- Organization Committee Property Management EL Lansing Regional City of Lansing Chris Lewis,Chair Andy Wirostek CADL-Downtown Lansing Valerie Marvin State hamber of Commerce Lansing Community College Wirostek Lighting Michelle Coss State o Ross ic o/Michigan-DTMB Capitol Historian JVAnderton Michigan Fitness Foundation Spaces p Annie Rzepecki Juice Nation Loomis Law Public S Sgt.Leith Curtis Debbie Mikula Kellee Christensen,Chair Lansing Police Department Lansing Board of Terry Caretla Arts Councilof Adam Bitely Lansing Board o/ Water&Light �WMU-Cooley Law School GreaterLansing Michigan Senate Water&Light Michael DeMartetaere Steve Serkaian -wr Cara Nader Jamie Rytlewski Mark Buzzitta Kristyn Blackmer Comerica Bank Lansing Board of Strange Matter Coffee Co. AFGroup CADL-Downtown Branch Michigan Economic Steven Doty Water&Light Development Corporation State ofMichigan-DTMB Promotions Commi Steve Hinkle Mike Tobin ttee Staff Josh Holliday,Chair Comerica Bank Christine Palmer Renee Morgan Freeman Lansing Fire Department Lansing Economic Matt Hund Michigan Economic City of Lansing Matt White Mindy _ Area Partnership LSJ Development Corporation Gerald Keeder Capitol Facilities Executive Director Terry Carella Lori Lanspeary David Pierson State of Michigan-DTMB Laurel Winkel 1116.,Layna Anderson, WMU-Cooley Law School GLCVB McClelland and Anderson Rich LaMay LEPFA Maurica James Stewart Powell Annie Rzepecki City of Lansing, Marketing Manager LEPFA Linn&Owen Jewelers Lansing Board of Public Service Brittney Water&Light Adam Lansdell - Dana Kromer BJ Puchala i Program Coordinator FOX47 BCBS of Michigan Kristi Schwartzly M3 Group R.E.Olds Danielle Lenz Dominic Rios Transportation Museum Loomis Law EDGE Partnerships Adopt-a-Spot Coordinator 108 Main Street Approach Strengthens existing w economic assets,while \ ��Leverages unique historic also identifying opportunities character to create inviting for new development districts that attract visitors, and growth. ECONOMIC residents and businesses. VITALITY DESIGN ORGANIZATION PROMOTION Cultivates partnerships —10 Communicates the value and coordinates resources and vitality of downtown around a shared community to community members, vision for downtown. potential investors and key stakeholders. Trap_ Strategies 05 Our Im act Design&Public Spaces: P Sense of Place In 2017 Wayfinding Washington Square Hanging Baskets DLI partnered with the City of Lansing,Greater This spring,34 hanging flower baskets were Lansing Convention&Visitors Bureau and installed on lamp poles along Washington the Lansing Entertainment&Public Facilities Square.Each basket was 24 inches in diameter Economic Vitality: Authority to hire Corbin Design to conduct and overflowing with pink,yellow,white and Sense of Vibrant a wayfinding and signage analysis of downtown green flowers.Businesses and organizations Lansing to evaluate the methods people use sponsored the baskets through our hanging Market Study Update&Advanced to navigate to and from downtown destinations. basket sponsorship program.The Public Spaces Business Recruitment Training As a result of this analysis,it was recommended committee plans to expend this program in 2018 to that downtown Lansing establish four new include the lamp poles on Michigan Ave.between Our Economic Vitality Committee partnered with districts while reinforcing the existing RED Capitol Ave.and Pere Marquette.The total number Downtown Professionals Network and Michigan Town and Old Town districts.To simplify and of baskets will more than double. Main Street to complete an update of a Downtown strengthen the visitor experience,four downtown Market Study from 2012 and went through districts have been designated:Capital Complex, Ready To Recruit training.The Economic Vitality Washington Square,Riverfront District and Committee and staff now have the training and Stadium District.In fall of 2017.Phase I of the tools we need to strategically take a pro-active wayfinding system was installed.This included and more aggressive approach in diversifying district gateway signs and signs for vehicular downtown's business mix,by assisting property traffic.Phase II will be implemented in 2018 owners with filling vacant storefronts. and will include pedestrian signage.In addition As part of this process,a Top Prospects Survey to implementing a wayfinding system and adding was conducted to get public input on what types vehicular signs,a significant amount of sign Q of businesses people most desired to be in our clutter was removed from the public right-of-way. downtown.More than four hundred people provided Our Design Committee was instrumental in , feedback and the most-desired businesses are this project. a specialty grocer/deli,more full-service restaurants and a gifts and souvenirs/visitors store. 109 Promotion: Sense of Community Launch of New Destination Branding Forks&Corks The Steering Committee unveiled downtown's This spring,the Promotions Committee launched new destination branding to a packed house of Forks&Corks,an upscale evening of unparalleled ��r/L stakeholders and media this summer.Destination food&wine pairings,showcasing wines from branding for downtown is important as cities around the globe and culinary treats from the 1Rr compete with other places for people,resources and Lansing region's top dining spots.The event took businesses.The new downtown branding included place in the suites of Cooley Law School Stadium. a new downtown logo,community brand statement After the event,we sent a survey to attendees and and the designation of four districts within downtown the responses were overwhelmingly positive. ; Lansing:Capital Complex,Washington Square, We also learned that 69%of attendees live in 1 Riverfront District and Stadium District.Each Lansing,East Lansing or Okemos.This is what !' district has a distinct character,which is reflected some of the attendees had to say about the event: in the branding.This initiative was led by a special Steering Committee of stakeholders,marketing Everyone was exceptionally nice!" experts and municipal branding expert Ben "I could vote for everyone!Everything was great!" Muldrowfrom Arnett Muldrow under the direction "Staff was great!" t of the Promotions Committee.More than 50 key stakeholders were engaged during this process. "Excellent event—best"taste of-I've been to!" S This project was funded by Michigan Main Street. "Outstanding pairings!" Organization: Sense of Ownership Master Level Main Street Community PSD Renewal&Assessment Increase of District A Downtown Lansing Inc.successfully completed Our board of directors worked with the city the Select Level of the Michigan Main Street administration and City Council to renew the Principal Program in 2017,which was a five-year Shopping District for another three years.FY18-FY20. commitment,and is now a Master Level Main In addition,the first rate increase for District Awas Street Community.There are only thirteen Master passed at this time.This was the first assessment Level Main Street communities in the state. increase since the establishment of the district in 1996. 07 By The Numbers Investment Visitors Old Town District Grants ©� Private Investment:$3,487,740 Visitors:More than 1.3 Million COD Arts Council of Greater Lansing:$2,000 Public Investment:$5,381,149 Visitation by Attraction Arts Night Out Public Improvements:20 Impression 5 Science Center:162,860 Michigan Institute for Contemporary Art:$2,000 Facade&Exterior Renovations:3 Lansing Lugnuts Games:311,000 Jazzfest and Michigan Btuesfest Building Rehabilitations:33 Lansing Center:266,402 Old Town Commercial Association:$18,000 Buildings Sold:2 Michigan History Center:94,450 Year-Round Trash Removal New Businesses:11 State Capitol Building:200,000 Hanging baskets and maintenance Sidewalk Cafes:27 R.E.Olds Transportation Museum:14,000 Holiday decorations Riverwalk Theatre:9,138 Busby Garden maintenance Volunteers CADL-Downtown Branch:148,184 Volunteers:800 Maintenance Volunteer Hours:5,057 Year-round trash removal:128,000 pounds Value$24.14/hr=$122,076* Annual Special Events Salt:156 tons CCapital City Film Festival:7,500 Snow Removal:6 miles of sidewalks n Social Networks Be A Tourist in Your Own Town:12,000 Mulch:149 yards 1 Twitter:13,618 followers Common Ground Music Festival:50,000 Doggie Bag Containers:10,000 bags n Facebook:5,542 fans Taste of Downtown:%soo Instagram:6,975 followers R.E.Olds Car Capital Celebration:4,000 E-Newsletter:3,000 subscribers Capital City River Run:2,853 BWL Chili Cook-Off:6,000 Trick-or-Treat on the Square:8,500 Silver Bells in the City:50,000 Cooley Law School Stadium Events:30,000 -Source:independentsectocorg 110 Events & 33rd Annual Programs Bells in the City Adopt-a-Spot Program Attendance:More than 50.000 Bridge Flower Boxes Live television audience:more than 25,000 Capital City Clean Sweep _ Electric Light Parade:75 units State Christmas Tree:9,500 LED lights Capitol Lawn Movie Nights / Village vendors:20 Downtown Lansing Food Fight / Fireworks:500 shells Downtown Student Welcome Sponsors:68 Forks&Corks Media&Web Presence Promotional videos:38,000 Facebook views Hanging Basket Program Facebook:390,000 impressions Holiday TV Co-Op Ad Campaign Twitter:110.000 impressions Light the City Snapchat filter:245,500 views Silverbellsinthecity.org:57,100 visits, Monthly Downtown Business Huddles - 49,610 unique visitors,80,700 page views Monthly Website Ads I I I Traditional earned media:$15,000 value Ribbon Cuttings Light the City&Deck the Halls Rooftops lights:130 buildings, Seasonal Decorations 15,000 linear feet of wiring,and 85,000 lamps Sidewalk Cafe Furniture Grant Program Wreaths:50 Sign Grant Program af, Lamp pole banners:200 t Lamp pale bows:200 Summer History Walking Tours Fresh garland:3,320 feet Taste of Downtown Michigan Ave.trees:4,950 lights Traffic circle ornaments:4 Trick-or-Treat on the Square Facade lighting:10 buildings Vacant Storefront Signs r 1 with Santa:500 attendees Silver Bells 5K:600 participants cy FY�� Financials Awards & Milestones (July�, 2o�b-June 30, 20�7� Businesses D• &Organizations projects,mmittee(Design.Promotions,Economic Vitality,Organization and Public Spaces)for • through sponsorships. d grants.Total total1 6tance.The majority of the funds that were added to our fund balance were restricted funds,$14,437,that will be spent in FY18 for . 1 restaurants stump grinding. Lansing Lugnuts General Manager,Nick Grueser, Peddlers License:$5,965 named Midwest _ ague's Executive of the Year Economic YRaOty:$3, Grants: 0 Organization:$3,050 050 // Misc.Revenue:$12,533 -Sports Griti.named one of Michigan's I Best Sports Bars by besthingsmi.com Design/Beautification:$29,800 Oni n:$14.245 Economic Vitality:$8,911 �r IT:$20,570 Traction!won 19 ADDY Awards presented by the Mid-Michigan Creative Alliance I Old Town District Grants:$22.000 PSD Special General Fund: Office Management/ Assessments: $133,400 Communicatians:$46,083 Downtown Lansing Inc. $407,160 Maintenance/ Design/ Promotions Snow Removal: Beautification- .a , $2m Re $77,604 Downtown Association Main Street America Accredited Program: Perso Main Street America $154. ue Tofa $762.669 Mindy BiLadeau,Executive 1 Business Monthly 10 Total:$746, 111 r 2017 Sponsors A'uitas•LLC Dickinson Wright PLLC Lake State Landscaping Michigan Association Render Studios City Pulse Anniversaries Adams Outdoor Dusty'sCellar &Snow Removal ofCounties R.E.Olds Foundation AF Group EDGE Partnerships Lake Trust Credit Union Michigan Economic R.E.Olds Transportation Top of the Town Awards American Fifth Spirits EnVie Lansing Art Gallery Development Museum Arendsen Jewelers Exchange Lansing Brewing Company Corporation Riverwatk Theatre Arts Council of Eyde Company Lansing Board of Michigan Education Trust Shaheen Chevrolet th American 5th Spirits 5 Greater Lansing Flex City Fitness Water and Light Michigan Fitness Small Business Auto-Owners Insurance For Crepe Sake Lansing Central United Foundation Association of Michigan ColdwaLl Banker -Grand Traverse Pie Co. Beggar's Banque[ Foster Swift Collins Methodist Church Michigan History Center Spartan Motors Blue Cross Blue Shield and Smith Lansing Community Michigan Institute for Sparrow Medical Supply Foster Sw ift Collins of Michigan FOX47 College Contemporary Art Smith Floral -Taps 25 Blue Care Network Gilbert Chocolates Lansing Derby Vixens Michigan Main Street Sohn Linen B&Smith owdie's Chophouse Gillespie Group Lansing Economic Michigan Retailers Sound EFX Impression 5 • GRID Printing Glazed&Confused Bakery Area Partnership Association State of Michigan-DTMB Center Bridge Street Social Grand Traverse Pie Co. Lansing Entertainment Michigan State Strange Matter Coffee Co. Science Capital Area Granger and Public Facilities Capitol Commission St.Paul's Episcopal Church Jammin• District Libraries Great Lakes Wine Authority Michigan State Police The Bistro Capital Imaging &Spirits Lansing Fire Department Michigan Veterans Taps 25 Jersey Giant -Radisson Capitol City Grille Greater Lansing CVB Lansing Lugnuts Affairs Agency Tin Can Jude's Barbershop Capitol City Scoop Go Green Trikes.LLC Lansing Police Midtown Brewing Company The Gillespie Company CenterCASECredit Union Henry A.Fox Sates Department MSUFCU The Perrone Lewis Group -Lansing Art Gallery 5th CATA Historical Society Lansing Public Media National Electrical of Morgan Stanley -Lansing Brewing Co. 4 Chris&Louise of Greater Lansing Lansing Regional Contractors Association The Plant Professionals Holman Foundation Hi-Batt Crane of Lansing Chamber of Commerce (Michigan Chapterl The Robin Theatre -Lansing Lugnuts -Impression 5 CiesaOesign i92.9 FM-Lansing's Lansing State Journal Northside Service Inc. The State Room -Lou&Harry's Science Center City of Lansing CART New Hits Lexus of Lansing Nuthouse Sports Grill Tavern.Tap City of Lansing IBE W Local•665 Linn&Owen Jewelers Old Town Commercial Tetra Tech Cleat's Bar&Grille Independent Bank Lisa Babcock Law Association Triterra •wen Jewelers Comerica Bank forios Gelateria L.O.Eye Care Parking Office-City Tropp. Commercial Blueprint Insty-Prints Downtown Loomis Law of Lansing W.L-Marl Cottage Inn Pizza Impressions Marshall Music Peanut Shop Whipped Craig Corey Vacations Science Center Mc Laren Greater Lansing Peckham Footprints WMU-Cooley Law School •Riverwalk Theatre -Lansing Regional Dan Henry Jackson National M3 Group Playmakers WLNS-TV6 Roma Bakery Chamber of Commerce Davenport University J&H Family Stores MGROW Planned Parenthood Young Brothers&Daley DC Engineering IT—bridge] McClelland&Anderson Advocates of Michigan YMCA Downtown :The Outfield Dean Trailways Juice Nation Meijer Public Sector Consultants Wellness Center Waterfront Bar&Grill Delta Dental Kositchek's Message Makers Radisson Zoup! Delux Tents&Events La Fitte Gallery Michigan Association Red Cedar Wild Ones 97.5 NOW FM m Dewpoint LAFCU of Broadcasters Red Haven Street brings preservation • progress •• DOWNTOWN LANSING INC. ' McDonatid I l 1' 'A �1•f f 112 113 TABLE OF CONTENTS 3 ECONOMIC DEVELOPMENT Q p CORRIDOR IMPROVEMENT PROJECTS AUTHORITY 4 PROJECTS IN THE 12 OPPORTUNITY ZONES PIPELINE 4 2018 PROJECTS COMPARED SOUTHWEST LANSING 13 INITIATIVE TO PREVIOUS YEARS 5 CORRIDOR FACADE 15 BUSINESS FINANCING PROGRAM ASSISTANCE PROGRAM PUBLIC SPACE 1 DESIGN COMMITTEE 15 CDBG FACADE GRANT EPA BROWNFIELD COALITION 15 ASSESSMENT GRANT 114 ECONOMIC DEVELOPMENT PROJECTS 2018 was another great year for the Lansing Economic Development Corporation (LEDC). The LEDC continued to focus on economic development projects in the City of Lansing. For the entire 2018 calendar year, the LEDC working with the Lansing Brownfield Redevelopment Authority, Mayor Andy Schor's office and the Lansing City Council, gained approval of financing, development incentives or provided assistance to make 28 development projects possible.These 28 projects represent $218 million in private investment that will create 800 jobs and retain 65 jobs in Lansing. The $218 million of private investment is split evenly between Business Expansion ($109 million) and Real Estate/Place Based ($109 million) economic development projects. For jobs the numbers are 700 for Business Expansion projects and 165 for Real Estate/Place Based projects. (See attached spreadsheet for details) Some notable projects in 2018 are: The Capital City Market project located at 600 East Michigan will provide a long-awaited urban grocery store to downtown Lansing. This great $41.5 million mixed-use project will also provide a second hotel downtown and additional apartment units. A 286-unit market rate multifamily apartment community to be built at 3600 Dunckle Road in Lansing. The $52 million project will start with the remediation and demolition of the existing vacant 102,000 square feet former hotel building. Then construction will begin, and it is scheduled to be completed by June 30, 2021. The Developer has also agreed to fund $500,000 in public improvements at the intersection of the Dunckle and Collins Roads. The redevelopment of the former EDS building at 930 W. Holmes Road. This project will repair and redevelop a long vacant site in south Lansing. Included in the redevelopment plans are 115 streetscape improvements and more than $500.000 of private funds to be spent on public infrastructure improvements and turning 2 acres of impervious asphalt surface parking into green space. An urban warehouse mixed-used redevelopment project located at 735 Hazel Street. Phase I of this project is soon to commence and expected to require $14.5 million of investment. The first phase to be completed by January of 2020 will create an estimated 100.000 sf of small business space and over 60 residential apartment units. PROJECTS IN THE PIPELINE The typical economic development project takes several years to go from an idea (Lead) to a plan (Prospect) to an approved project. The LEDC closed the year 2018 with many exciting and promising projects in the works for 2019. Currently there are 30 projects at either the Lead or Prospect stage representing an estimated $547 million of private investment with the potential to directly create or retain 1 .111 jobs in Lansing. (See attached spreadsheet for details) 2018 PROJECTS COMPARED TO PREVIOUS YEARS In Economic Development, it is helpful to put current results in context with previous years to gain a historical perspective. Over the previous 10 years from 2008 to 2017. the LEDC has averaged 11 approved projects per year leveraging $236 million of private investment per year creating 498 jobs and retaining 576 jobs per year. This compares favorably with last years' numbers of 28 projects, $218 million in private investment, the creation of 800 jobs and retention of 65 jobs. Looking forward in 2019, the LEDC has the potential to have a extraordinary year for economic development projects. 116 CORRIDOR FACADE PROGRAM Mayor Schor introduced the Corridor Facade Grant program in 2017 as part of his ongoing commitment to help local businesses thrive and expand. After successful completion of the FY 2017/2018 Targeted Pilot Facade Improvement Program. Mayor Schor announced the continuation of the Program for FY 2018/2019 and City Council increased the funding for the program from $15.000 to $150.000. The program is designed to assist business owners in making improvements to the exterior of their commercial properties. Enhancements can include new siding. architectural features. signage. lighting. awnings and more. The program requires applicants to provide a dollar-for- dollar match in order to receive the grant. In order to reach the maximum number of r-- businesses. different tools were used for (''�� 0 marketing and promoting the program including _ _ �* FUNDS TO RENOVATE YOUR mass mailing. social media and community STOREFRONT outreach. Approximately 2.500 program postcards have been delivered to the businesses in the City of Lansing. A separate URL �'L.,, _ • - i� LmC- (www.purelansing.com/corridorfacade) has been created with program details and pre-application form. LEAP partnered with 7C Lingo. a multi- language support center. to provide program details in multiple languages including Arabic. Spanish and Mandarin to provide equal opportunity to all populations. A Design Committee was established to review and analyze the facade project applications. The committee is comprised of local design. building & safety. neighborhood and business experts. The committee recommends projects for Mayor's final approval. After successful completion of the program. Mayor Schor hosts a ribbon cutting at the business location. and the businesses' stories are featured on LEAP as well as the City's social media channels. Corridor Facade Grant Program 2018 Leads Prospects Qualified Underway Completed 30 19 13 5 2 117 1 - L.-C'e-or'-w- REACH ART STUDIO This year's recipients are in all quadrants of the city and are on well-traveled corridors. The program has been so successful that in the last 6 months. the City has committed $75.931 in grant funding. which leveraged more than $113,000 of private investment toward improvements. Two projects have been successfully completed in 2018 - Bake N' Cakes in South Martin Luther King Boulevard has been awarded 7.933 matching grant and REACH Art Studio on South Washington Avenue received $1500 for their design services. Facade Projects Underway: Business Name Address Grant Amount Total Cost Job Creation Biggby Coffee 2002 W. Saginaw Highway S20.000 S44.000 3 Wheelhouse Studio 1103 S. Washington Avenue $4,478 $8,956 1 REACH Art Studio 1800-1814 S.Washington Avenue $18,500 59,000 6 204 Caesar E. Chavez 204 Caesar E. Chavez $16,020 32,040 2 Mourer Foster Inc. 615 North Capitol Avenue 7,500 15.000 3 118 For 2019, the following qualified projects have been recommended by the Design Committee. Business Name Address Grant Amount Total Cost Little Blessings 2930 North Grand River $3,632 $7,263 Eric's Cycling & Fitness 6070 S MLK Blvd Ste DE $5,065.04 $10,065.04 Saddleback I REO Pub 1145/1147 S.Washington Avenue $20,000 $73,290 111 E. Caesar Chavez 204 Caesar E. Chavez $4,950 9,900 Lam's Sweeper Shop 2511 E Michigan Avenue $1500-2000 - Allen Neighborhood Marketplace 1611 Kalamazoo Street $19,750 $39,500 Lansing Car Care 1901 South Cedar Street $10,050 $21.500 Jean Jean Vintage 1136 S.Washington Avenue $3500 $7000 The Camera Shop 6006 S. Pennsylvania Avenue $1500-2000 - Braid & Things International 1506 West Holmes Road $1500-2000 - Soldan's Pet Supplies 5200 Ss Martin Luther King Blvd $5,400 $10,848 PUBLIC SPACE DESIGN COMMITTEE To increase the community impact and ! ""Ow , visual appeal of new economic 1 development projects, additional investments in public infrastructure have - been incorporated into development project plans. To best direct these new investments. a Public Space Design n i Committee was formed in 2018. The i volunteer Committee members. r, including architects and engineers. work with the development team to create design plans. 119 In 2018. there were two notable commitments in public infrastructure improvements that utilized the Committee, totaling $1 .109,625 in investment. These projects are the 930 W. Holmes Project- Former EDS Building ($609.625) and the 3600 Dunckel Rd. Project ($500.000). The Committee is currently reviewing these projects and will have finalized recommendations in 2019. CORRIDOR IMPROVEMENT AUTHORITY In 2005. the Michigan Legislature enacted Public Act 280 (which is now called Act 57 of 2018). the Corridor Improvement Authority Act, allowing cities. villages, and townships to create a Corridor Improvement Authority (CIA), which allows the use of tax increment financing to make capital improvements within an established commercial district. A CIA assists economic development and redevelopment in established commercial districts allowing communities to combine tax dollars from a variety of sources to leverage economic development dollars. The City of Lansing has two operating corridor improvement authorities for Saginaw Street and Michigan Avenue. By June 2019. two new CIAs will be established for North Grand River and South Martin Luther King Boulevard. Michigan Avenue Corridor Improvement Authority "Good health is contagious, Catch some on the East Side" Michigan Corridor Improvement Authority Established in November 2009 Designated Area 500 feet north and 500 feet south of the centerline of Michigan Avenue I The eastern edge of the Pere Marquette Rail Line in the City of Lansing to the west to the Lansing City limit to the east Mission Statement: "The Michigan Avenue Corridor Improvement Authority shall provide economic resources to improve and maintain public infrastructure. correct and prevent deterioration, and promote neighborhood aligned economic growth" 120 Members Appointments & Terms Yvette Collins Appointed August 2018 for 6/30/2021 Joan Nelson Appointed for 6/30/2019 Joseph Ruth Reappointed in November 2018 for 6/30/2022 Scott Gillespie Renewed terms in December 2018 for 6/30/2021 Jonathan Lum Reappointed in November 2018 for 6/30/2020 Jason McCammon Pending council's approval Elaine Barr Appointed in May 2018 for 6/30/2019 Andrea McSwain Appointed in December 2018 as Mayor's Designee Year End Status: The Michigan Avenue Corridor Improvement Authority has appointed four new members this year - two members have been approved, one is pending Council's approval and one is Mayor's Designee. Two members have been re-appointed this year with renewed terms. The Bylaws for Michigan Avenue CIA are being reviewed by the City Attomey. The MACIA Annual Meeting has been tentatively scheduled for January 2019. MACIA Goals: The MACIA intends to prioritize funds around accentuating and enhancing new and existing infrastructure, in line with the City of Lansing's Capital Improvement Plan, and conceptually focuses on enabling multi-modal transit, complete streets and creating sense of place. This entails the installation of benches, trashcans, landscaping, pedestrian lighting, median treatments. bicycle racks. public art, banners, wayfinding signage and other needed placemaking elements. The MACIA acknowledges the benefit of cohesive planning, visioning and marketing identified properties and proposes to correct and prevent deterioration through leading proactive activities like evaluating current properties, engaging with current property owners and assisting with marketing available properties, when appropriate. With Lansing Economic Area Partnership, the authority will identify and pursue city, state and federal incentives and any other applicable grant 121 programs that align with the goals of the MACIA. The MACIA proposes to offer incentives like facade grant programs, if funding is available. to assist with building improvements and restoration. To protect existing corridor assets, CIA proposes to support and strengthen commercial code compliance and coordinate with the City of Lansing and community-based organizations on events to clean and beautify the corridor. The MACIA will work closely with community-based organizations and organized neighborhood groups on community engagement and planning for projects on corridor, including development of strategies for transition between commercial and residential. Saginaw Street Corridor Improvement Authority Saginaw Street Corridor Improvement Authority Established in August 2009 Designated Area 500 feet north and 500 feet south of the centerline of Saginaw Street I The western City Limits along Saginaw Street, east to Pennsylvania Avenue Members Appointments & Terms Tiffany Dowling Appointed in August 2017 for 6/30/2020 Jonathan Lukco Re-appointed in May 2018 for 6/30/2019 Diane Sanborn Appointed in December 2018 for 6/30/2022 Sean Hammond Appointed in December 2018 for 6/30/2020 Claire Corr Re-appointed in July 2018 for 6/30/2022 Jessica Yorko Appointed in December 2018 for 6/30/2021 Jim Houthoofd Pending Council's approval Year End Status: The Saginaw Street Corridor Improvement Authority (SSCIA) has appointed three new members while two members have been re-appointed this year with renewed terms. The Bylaws for Saginaw Street CIA are being reviewed by the City Attorney. 122 The SSCIA Annual Meeting has been tentatively scheduled for February 2019. SSCIA Goals: The SSCIA intends to focus on projects in four categories used by the National Main Street Model - Design, Economic Restructuring, Organization, and Promotions/Marketing. The SSCIA plans to work with the stakeholders of Saginaw Street to incorporate new and innovative features like adding greenery, trees, and public spaces along both the Saginaw and Oakland corridors making it an inviting corridor that can support a variety of retail and other businesses. The SSCIA will work towards creating the Saginaw-Oakland corridor into a healthy commercial core by commercial property code enforcement, filling vacant buildings, facade improvement, and infill development on vacant parcels. The authority intends to establish business recruitment programs and revolving micro-loan fund to attract and assist new businesses and development to the district. Additionally, in order to successfully accomplish commercial corridor revitalization, fundraising and volunteer development will be carried out. The authority aims to market and brand the district to draw in a strong customer base, help businesses thrive, create a unique gathering place for residents and visitors, and promote a positive image of the Saginaw corridor through a variety of cooperative marketing. Establishment of Additional New Corridor Improvement Authorities The City of Lansing has been actively pursuing ways to create vibrant corridors and eliminate economic deterioration. In order to maintain and upgrade the economic viability of two of the most critical corridors, North Grand River and South Martin Luther King Boulevard, the City administration determines that it is necessary to create corridor improvement authorities in these districts. In the fourth quarter of 2018. exploratory study plans for North Grand River and South Martin Luther King Boulevard have been created with proposed development areas, potential businesses and neighborhood associations, available properties and opportunity zones in the corridors for Mayor's review. The plans were discussed and approved by the Mayor's administration. Moving into the next year, stakeholders and key players of the corridors will be reached out to create exploratory committees to discuss the opportunities, needs and development priorities of the corridors. Based on the meetings with the formed committees, a feasibility determination with 123 priority projects and tax projections will be presented to Mayor Schor for approval. By June 2019, founding resolutions and designated areas for the CIAs will be proposed to the City Council for consideration. OPPORTUNITY ZONES Opportunity Zones are a community development program established Lansing, Michigan ECONOMIC INNOVATION by Congress in the Tax Cuts and GROUP Jobs Act of 2017 to encourage long- term private sector investments in74 44 7 opportunity Zones 28 k zone Re-Wents targeted urban and rural 41 k zoneJotx communities nationwide. The 1.9k zoneBuslnesses Opportunity Zones program provides a tax incentive for investors _ to re-invest their unrealized capital AA M ® _ l gains into Opportunity Funds that �..,,..,,,......,,.... .,. �, w,.. �. .. are dedicated to investing into designated Opportunity Zones. The City of Lansing has designated seven opportunity zones in widespread priority areas, which will potentially help attract investors and capital to improve vital corridors in the city. Designated Area Census Tract North Cedar/Larch Corridor 66 South Martin Luther King Corridor, Southwest Lansing 37, 36.02, 51 South Cedar Corridor-WesUl 96 53.03 North Grand River Corridor 33.01 Downtown Lansing/Washington Square 124 An interactive map for Opportunity Zones in the City of Lansing is created, highlighting the designated areas and showcasing available properties and businesses in those areas. - Prospectuses on the designated districts of the City have been DOWNTOWN �USINESS DISTRICT created underlining the significance of the district and available __ ■ opportunities. The information on Opportunity Zones in the City i ■ is available at www.purelansing.com/opportunityzones/lansinq. • ` , + In the last quarter of the year. LEAP reached out to fifty national and local entities to promote opportunity zones in the City of Lansing. The reach out efforts, in return, generated growing - - interest amonglocal leaders to invest in the opportunity zones as well as establish opportunity PP Y PP Y funds. To market and promote the program, several tools are utilized including collaborating with the experts for blog posts and video blogs. In the last quarter of 2018, an interview blog post was conducted with the local developers. Urban Systems, which generated a lot of interest. In 2019, LEAP's team will be working with Accelerator for America and the Meeting of the Minds to promote Opportunity Zones in the City of Lansing. Additionally. Bruce Katz of Metro Finance Lab, shared interest of writing a piece on the tri-county approach of opportunity zones in Lansing. LEAP has created the Opportunity Zones Network with local and national experts to educate and facilitate potential investors and developers interested in businesses/properties in the opportunity zones in the City of Lansing and the region. Local and national financial institutions, law firms. real estate development firms, community development organizations and municipalities are some of the members of the network. SOUTHWEST LANSING INITIATIVE The Southwest Lansing Initiative began in 2016 with the Southwest Lansing Action Plan. The Plan process was managed by LEAP and outlined community-driven steps to increase investment, support businesses, and create public amenities in the Pleasant Grove and Holmes area. There were many accomplishments in 2018 including the formation of SouthWest Action Group (SWAG) into a non-profit entity. the acquisition of property for the development of a Town 125 Square, and the Beacon Field Southwest Y Y project getting underway. Beacon Field SW is a $450,000 project that follows the model established by the successful construction of the original Beacon Field just north of the Capitol Building in downtown Lansing. It is located near the corner of Holmes and ~ ' Pleasant Grove roads and will include: — 60'x120' synthetic professional grade turf playing surface ....�,. 48" perimeter kick board. Post and ? - netting on goals LED light fixtures KaBOOM playground Walking path • Native Plantings February 2018 SouthWest Action Group formed as a non-profit entity Spring 2018 Beacon Field SW Project Plan and Budget Finalized. Funding committed from the City of Lansing Parks and Recreation Department FY2019 Budget July 2018 SouthWest Action Group raised $7,875 to use towards the purchase of the Town Square Property at 3418 Pleasant Grove Road September 2018 SouthWest Action Group closed on the Town Square Property October 2018 Groundbreaking on Beacon Southwest Soccer Field December 2018 Opening of BSW Soccer Field, launch of MEDC PSCP Patronicity Campaign to raise final S100k for playground and trail construction January 2019 Town Square Design/Construction Plan Finalized Spring 2019 Planned completion of playground and trail facilities Summer 2019 Planned completion of Town Square 126 BUSINESS FINANCING ASSISTANCE PROGRAM The LEDC Board approved two Micro-Loans for $40.000. The loans provide accessible gap financing and have favorable terms for applicants with strong business plans. The approved grants include: Mr. Taco Restaurant - $15.000 LEDC Micro Loan awarded to reopen an original South Martin Luther King Jr. Blvd. location of the beloved Lansing restaurant. 517 Coffee Company - $25.000 LEDC Micro Loan awarded for new roasting operations and cafe location in Pleasant Grove Plaza. In December of 2018, the LEDC Loan Committee reviewed a $143.100 loan application for Pablo's Mexican Restaurant in REO Town. The project calls for the redevelopment of a former Standard Oil Service Station into a Mexican Restaurant. Pablo Maldonado hopes to recreate the success he's had with the well-established and popular Pablo's Panaderia in Old Town. The Loan will be considered by the LEDC Board and City Council in early 2019. CDBG FACADE GRANT The LEDC managed a Community Development Block Grant fagade grant program in Southwest Lansing. One project has been awarded thus far. the 1910 Market at 2201 W. Holmes Rd. The overall project is $65,400 ($49.050 award & $16.350 match) and includes new siding. entryway. lighting. awnings. and signage. Construction is underway and is expected to finish in January 2019. EPA BROWNFIELD COALITION ASSESSMENT GRANT - FY2019 PROPOSAL The U.S. Environmental Protection Agency (EPA) is now soliciting applications for Fiscal Year 2019 funding. due January 31, 2019. for brownfields grants including grants of $600.000 for coalitions of local governments and non-profits which can be used for assessment and reuse planning at brownfield sites. Brownfields are properties such as former industrial sites. closed gas stations. dumps. or other sites that are vacant or underutilized due to contamination. perceived contamination. or blight. The cleanup and revitalization of brownfields can provide many community benefits. including 127 protection of public health and the environment. opportunities for economic development. opportunities to grow advanced manufacturing and create jobs. neighborhood improvement, opportunities for creation of parks and community spaces. protect our shared water resources. and other benefits. The Lansing region. including the Lansing Brownfield Redevelopment Authority (LBRA). the City of Lansing. the City of East Lansing. Clinton County, Eaton County. and Ingham County, have worked together in collaboration to revitalize brownfields and secure more resources for redevelopment of these sites for both the individual communities and the environmental health of the broader region. These entities have formed the "Lansing Regional Brownfields Coalition" (LRBC) in order to address the challenge of many brownfield sites throughout our community. The LRBC was last awarded the EPA Coalition Assessment Grant in FY2015 for $500.000 in which the LBRA was the applicant in partnership with the region. The FY2015 grant has been fully expended and funded vital assessment activities at 42 brownfield sites throughout the region. 17 of which are located in the City of Lansing. including for the LorAnn Oils expansion. Oliver Towers Project. and the Provident Place Development on Michigan Avenue. LEAP is leading the effort to seek. administer and implement new funding to support the Lansing Regional Brownfields Coalition and its local government participants. including the preparation and submission of a $600.000 grant proposal to the EPA for a Brownfield Coalition Assessment Grant. 128 �WFL m o oD c W p m u � v E pO e�1 O pO O O O pO O O O O O O O O O O W C W m a. O _' ✓! 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