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2023 - City of Lansing Annual Report final
CITY OF LANSING ANNUAL REPORT n ■ ■ ■ ■ _� ■ ■ ■ ■ iou 0 0 m m lit 2023 Andy Schor,Mayor IL TABLE OF CONTENTS CITY DEPARTMENTS FROMTHE MAYOR ........................................................................................................................................................................................................................................................... 3 ASSESSING ..................................................................................................................................................................................................................................................................................... 5 DEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) ........................................... 11 ECONOMIC DEVELOPMENT & PLANNING (EDP)......................................................................................................................................................... 34 EXECUTIVEOFFICE OF THE MAYOR ................................................................................................................................................................................................ 54 FINANCE ............................................................................................................................................................................................................................................................................................75 FIRE ...........................................................................................................................................................................................................................................................................................................77 HUMAN RELATIONS & COMMUNITY SERVICES (HRCS)..................................................................................................................................95 HUMANRESOURCES............................................................................................................................................................................................................................................... 107 INFORMATIONTECHNOLOGY (IT) .................................................................................................................................................................................................. 112 LANSINGPUBLIC MEDIA CENTER (LPMC)...........................................................................................................................................................................118 OFFICE OF THE CITY ATTORNEY (OCA) .................................................................................................................................................................................. 121 PARKS & RECREATION ....................................................................................................................................................................................................................................... 125 POLICE ....................................................................................................................................................................................................................................................................................... 136 PUBLICSERVICE ..............................................................................................................................................................................................................................................................140 STRATEGYOFFICE....................................................................................................................................................................................................................................................... 158 TREASURY .......................................................................................................................................................................................................................................................................... 160 CITY AFFILIATES DOWNTOWNLANSING, INC (DLI)...................................................................................................................................................................................................... 164 LANSING ECONOMIC DEVELOPMENT CORPORATION...................................................................................................................................168 LANSING ENTERTAINMENT & PUBLIC FACILITIES AUTHORITY (LEFPA).......................................................................175 LEARN MORE ABOUT DEPARTMENTS ON THE CITY OF LANSING'S WEBSITE AT: LANSINGMI.GOU FROM THE MAYOR Dear Lansing Residents, Serving as mayor of the City of Lansing is an incredible honor and privilege. I am proud of the work that my administration continues to do to ensure Lansing continues to grow and thrive. From Assessing, to Treasury, and every department in between, our workers are the backbone of this city, which is reflected in this annual report. I thank our staff for their hard work, 24-hours a day, 7 days a week. Economic development and growth remains a top priority for every area of Lansing. I am proud of the work we are doing to attract businesses, new jobs, create housing for all income levels and grow Lansing with an eye to the future. In 2023, we announced plans for a new City Hall and also broke ground on the new Public Safety & District Court facility. This new complex will house the 54-A District Court, Police Department, Fire Department administration and training facility, temporary lock-up and a new fire station. Lansing residents overwhelmingly approved this project that will offer a more efficient delivery of emergency services and will be a crucial tool in attracting and retaining police and fire professionals to our city. In this report, you will also see how our departments, such as Parks & Recreation, Human Relations & Community Services, Public Service, Police, Fire and Neighborhoods, Arts, & Citizen Engagement directly touch the lives of Lansing residents in such impactful ways. Last year, my administration worked hard with our partners at the State of Michigan to ensure Lansing to ensure a record amount of state funding. Many thanks to State Senators Sarah Anthony and Sam Singh, and State Representatives Emily Dievendorf, Kara Hope and Angela Witwer. They came together to provide record investment in our city with millions of dollars going to support projects that will make a real and lasting impact for generations to come. As we keep moving ahead, I look forward to continuing our work and partnering with those who share my vision for Lansing both now and into the future. c Andy Schor, Mayor Ld FROM THE MAYOR 2023 ANNUAL REPORT CITY DEPARTMENT REPORTS L ASSESSING SHARON HISCHMAN, MMAO, AI-GRS, DIRECTOR The Assessing Department is responsible for the annual valuation and assessment of all real and personal property located within the city of Lansing. Each year, the Assessing Department prepares and certifies the ad valorem (according to value) assessment roll and the special acts (incentives) assessment rolls in accordance the Compiled Laws of the State of Michigan. The City of Lansing has 39,882 real property parcels, 2,149 exempt properties and 3,132 personal property parcels on the 2023 assessment roll. The total parcel count is 45,163. The composition of ad valorem property count is as follows: • Agricultural Less than 1% (1 Parcel) • Commercial 6% • Industrial 1% • Residential 82% • Personal Property 6% • Exempt Property 5% City of Lansing Parcel Type Percentages 1 ■Agricultural • 1 ', ■Commercial ■Industrial Residential ■Commercial Personal Industrial Personal ■Utility Personal ■Exempt L Industrial Facilities certificates, Neighborhood Enterprise Zone certificates and OPRA certificates are valued and tracked. The Assessing Department 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 provides data for 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. There are 581 parcels on the special acts roll, the composition of the parcel count is as follows: • 456 County land bank sale properties • 20 County land bank sale brownfield properties • 16 P.A. 328 accounts • 57 Neighborhood Enterprise Zone properties • 16 Obsolete Property Rehab properties • 13 Industrial Facilities exemptions • 5 Renaissance Zone properties • 35 PILOTs The department also tracks 52 Tax Capture districts (38 Brownfields, a SmartZone, 5 TIFAs, 3 Corridors and 3 Principal Shopping Districts. The total assessed value of the ad valorem (according to value) and special acts (tax incentives) rolls was $3,616,662,252. The total combined taxable value of the ad valorem and special acts parcels was $2,857,472,591 for tax year 2023. The total 2023 taxable value (ad valorem and special acts) increased almost 6% from 2022. The composition of total assessed value of the ad valorem properties is as follows: • Agricultural Less than 1% • Commercial 34% • Industrial 6% • Residential 55% • Personal Property 5% LASSESSING 12023 ANNUAL REPORT 16 City of Lansing Percentage of Assessed Value by Property Type L 34% ■Seriesl ■Sedes8 Although residential property makes up 81% of total parcels, residential values are about 55% of the total taxable value. The top ten taxpayers on the 2023 assessment roll are as follows: Top Ten Taxpayers 2023 as of May 1,M23 Taxpayer Ad Valorem AV AdvaloIm TV S clal Acts TV SD%? Total E TV %of Total TV Consume i's Energy 5 94,640,800 5 81,343,507 5 81,343,507 Z90% Utility Jackson Natl Ufe 5 68,038,OD0 5 42,991,9* 5 42,991,846 L54%Office Headquarters General Motors,LLC S 56,795,E00 S 36,SD3,333 5 8,881,400 5 4,440.700 S 40,944,033 L46%Manufactunng Accident Fund S 30,071,400 S 30,071,4M 5 30,071,400 1 L07%Office Headquarters Lansing Properties LLC S 26,009,500 S 26,OD9,500 S 26,009,500 093%Apts Student Housing) Ultlum Celks,LLC 5 S 24,832,507 C189%Manufacturing Ren Zone Red Cedar Student Housing 5 21,142,SD0 S 20,992,740 S 20,992,740 0.75%Apts Student Mouse General Motors Co. S 19,002,aD0 S 17,555,500 S 17,5s,500 0.63%Manufactunnig Lansing M1 MultlFarniky Dst 5 13.964,100 S 13,964,100 S 13,964,100 0.50%Apts(Market) Lansing RetaklCenterLLC S 20,249,100 5 12,879,574 S 12,879,574 0.46%Retail Frandor 669% Totaks for U 5 3554,697,152 52,BD0,610,224 LASSESSING 12023 ANNUAL REPORT 17 A brief history of assessed and taxable values is shown below. Growth in both assessed and taxable values has reached levels that have far surpassed pre-recession levels. City of Lansing Historic SEV and TV 2003 thru 2023 3,700,000,000 3,500,000,000 3,300,000,000 3,100,000,000 2,900,000,000 2,700,000,000 2,500,000,000 0000/ 2,300,000,000 -..0./X 2,100,000,000 1,900,000,000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 '1 Year SEV T`,' The Assessing Department is responsible for listing the legal descriptions for almost 45,000 properties. The department 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. Property information must be confirmed and updated. Building permits must be monitored and properties must be inspected for new construction or demolition. The Assessor's Office visited almost 14,000 properties during 2023. The purpose of the visits were to follow up on building permits and/or update property information by updating the property photograph. The department must maintain ownership information, track transfers of ownership, Principal Residence information, veterans' exemptions, general property tax exemptions and personal property exemptions. • Over 4,000 ownership documents were entered and analyzed for transfer of ownership. Approximately 1,500 transfers of ownership were be processed. Principal Residence exemption requests were also processed with these transfers. 01 ASSESSING 12023 ANNUAL REPORT 18 Sales volume has decreased from 2022, average sale price is continuing to increase.ll Conventional Sales Year Year Number of Sales Average Sale Price Median Sale Price 2016 1147 $ 92,475 $ 83,000 2017 1474 $ 94,352 $ 86,000 2018 1434 $ 98,482 $ 89,000 2019 1815 $ 103,260 $ 93,500 2020 1838 $ 112,313 $ 102,000 2021 2245 $ 117,332 $ 112,000 2022 2247 $ 120,900 $ 110,000 20231 1501 $ 132,800 $ 120,000 Land Contract Sales Year Number of Sales Average Sale Price Median Sale Price 2016 106 $ 55,639 $ 50,000 2017 104 $ 54,609 $ 50,000 2018 83 $ 51,643 $ 51,000 2019 85 $ 57,225 $ 50,000 2020 86 $ 60,699 $ 50,000 2021 66 $ 74,500 $ 75,000 2022 71 $ 82,400 $ 72,000 2023 52 $ 84,900 $ 78,000 1 Many things can affect the statistics, including how many entry level properties are included in the sales and how much of the high end of the market is selling. REPORT111d ASSESSING 12023 ANNUAL City of Lansing Average Residential Sale Price 2400 135000 2200 •i '• 130000 2000 125000 1800 • 120000 115000 1600 00 •—• • 110000 1 105000 1200 •/ 100000 1000 95000 800 90000 Year 2016 2017 2018 2019 2020 2021 2022 2023 —•—Seriesl Series2 Land Contract sales are excluded from the data. The Assessing Department handles all Michigan Tax Tribunal appeals until they reach the point of a full Tribunal trial. The department has 22 Full Tribunal appeals currently. ACCOMPLISHMENTS The department continues to refine and document uniform operating procedures. Verification of property information is a high priority for the department. During 2019, a summer college intern began collecting and verifying property data. The process will be continued annually to establish a system of visiting property on a rotating schedule at least every 10 years. The department has employed two interns to assist in updating property photographs and have updated approximately 7,000 this year. LASSESSING 12023 ANNUAL REPORT 110 DEPARTMENT OF NEIGHBORHOODS, ARTS, 00 & CITIZEN ENGAGEMENT (DNACE) DELISA FOUNTAIN, DIRECTOR Neighborhoods are a top priority. In January 2018, Mayor Andy Schor issued his inaugural executive order, establishing the Department of Neighborhoods Arts, and Citizen Engagement (DNACE), which centers its efforts on three core areas: engaging mn citizens, advancing people and building neighborhoods. These three core areas are enhanced through supportive programs such as OS Re-Entry Program and Lansing SAVE, neighborhood grants and programs, Citizens Academy, resource summits and 00 providing exemplary customer service through the 311 Call Center. The Department of Neighborhoods, Arts, and Citizen Engagement (DNACE)'s role in the CD city is to support neighborhoods by convening community dialogues, delivering capacity building trainings and connecting civic organizations to resources. The DNACE also facilitates the creation of organizations and helps them build capacity so that they - can advocate for the changes and developments they wish to see in their neighborhoods. 1901 ORGANIZATIONAL CHART DELISA FOUNTAIN DIRECTOR RAHILA KATD ADMNISTRATIVE ASSISTANT OFFICE OF FINANCIAL NEIGHBORHOODS,ARTS Si CITRENS 311 CALL CENTER EMPOWERMENT ENGAGEMENT AMBER PAKTON ROBIN ANOERSON-KING AUGUSTINE MARTINEZ DIRECTOR NEIGHBORHOOD RESOURCE COORDINATOR 35 MANAGER 36 MIMN:IPAL FINANCIAL CHARIFS ROLTSCH ANGIF QUAWEE BENNIE ESQUIVFL EMPOWERMENT PROGRAM OS REENTRY COMMUNITY GRANTS ADMNISTRATOR 311 CENTER C5R 31 MANAGER 37 COORDINATOR COORDINATOR EuLa GurroN (PROPOSED) $AMVEI NOUCK 311 CFNTEa CSR 31 FINANCIAL COUNSELOR HOIISRK.RESOURCE$PEOIALIST JAMAAI ABWL•HAMEfD 311 CENTER C$R 3NEIGHBORHOOD ADVISORY BOARD (PROPOSEO) INTERN The Mayor's Neighborhood Advisory Board (NAB) is a coLLective of individuaLs representing each ward, dedicated to providing invaLuabLe support and guidance to neighborhoods and organizations seeking grant opportunities. Tirstan Walters Ward 1 Brian Baer Ward 1 -MaryBeth Van Horn Ward 1 -Florence(Flo)Baerren Ward 2 Vacant(as of 12/2023) Ward 2 Vacant Ward 2 Courtney Cole Ward 3 Enrique Mendoza Ward 3 Matthias Bell Ward 4 Kathleen Johnston-Calati Ward 4 ILI DEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 2023 ANNUAL REPORT 12 FINANCIAL COUNSELOR LETICIA ROTAS-CABAL lERO 311 CENTER CSR 31 MICRELIE BRAMMER NEIGHBORHOOD ADVISORY 311 CENTER CSR 31 BOARD ARTS&CULTURE BOARD $TM ALIEN 311 CENTER C$R 31 ADVANCING PEOPLE STAFF DEVELOPMENT AND TRAINING • Capital Area Michigan Works • Invest Health 4.0 • National League of Cities (NLC) Conference • Department Of Transportation (DOT): • Regional Housing Partnership Work Session Thriving Communities • CS 311 Week (May) BOARDS AND SERVICE COMMITTEES • Advance Peace Lansing/Ingham Support and • City of Lansing Improvement Program: Stakeholders Teams Design Committee • AP Community Partnership • Guaranteed Income Design Team • ARPA Application Review Committee • Gun Violence Task Force - City of • Arts Council of Greater Lansing- Board Lansing Member and DEI Chairperson • Health Fair/5K Walk/Run Committee • BWL Customer Assistance Coalition • Invest Health 4.0 Committee • BWL General Manager Roundtable • Juneteenth Celebration Committee • CapCAN Board of Directors • Property Enforcement Team - City of • CED Network (CEDAM) Lansing • United way of South Central Michigan BUILDING : 1 ' III NEIGHBORHOOD GRANTS PROGRAM The neighborhood grants program serves as a crucial tool for empowering groups to secure funding for a diverse range of projects, events and functions, ultimately enriching their respective areas and fostering positive community engagement. The flexibility of fund utilization is boundless, provided applicants adhere to the straightforward guidelines outlined in the application process. Upon project completion, a mandatory "final report" is required, detailing the allocation of funds, event specifics, attendance figures and the project's impact on the neighborhood. This reporting mechanism is essential to track fund utilization and assess the overall effectiveness of each project, ensuring that the allocated resources contribute meaningfully to the community. 01 DEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 113 2022/2023 NEIGHBORHOOD GRANT PROGRAM The Department of Neighborhoods, Arts, & Citizen Engagement provides the staff support and administrative oversight for the Neighborhood Grant Program. Funding decisions for the Neighborhood Grants are made through the citizen Mayor's Neighborhood Advisory Board. The board reviews all applications and through several rounds of deliberation and presents a funding recommendation to the mayor. The DNACE administers the entire process of applications and funds accounting. In total, $149,863,65 was funded to different projects designed and executed by civic organizations. NEIGHBORHOODS x x = . z x x z GRANTS x x Ward 4 $38,302.65 Ward 1 $48,488.40 x x x x x x Ward 2 Ward 3 $42,160.93 $20,911.67 x x x x x x x x x x x x LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 114 FUNDED PROJECTS Ward 1 Project Name Description Allen Neighborhood Center Hunter Park Garden House Allen Neighborhood Center Allen Neighborhood Center Birthday Celebration Armory Alliance Neighborhood Watch 237 Annual Block Party Armory Alliance NW 237 Annual Block Party Bancroft Park Doggie Waste Stations Bancroft Park Movie night Capital City BMX Berm Resurfacing Capital City BMX Signs and Banners Capital City BMX AED Defibrillator Capital City Family BMX 2nd Annual Community Appreciation Day Eastfield Neighborhood Sound Study Eastside Community Action Center Praise in the Park Eastside Community Action Project The Safe Project Eastside Neighborhood Organization Sign Eastside Neighborhood Organization (ENO) 50th Anniversary Foster Farm Veterans History Project FOSTER FARM EASTSIDE HULLABALOO Frandora Hills Neighborhood Organization Frandora Hills Summer Swing Get-Together FRIENDS OF BANCROFT PARK MOVIE NIGHTS GAAY Sports LGBTQI+ BBQ Holmes Street School Community Cross Walk Art Holmes Street School Community 2023 Easter Egg Hunt and Holiday Fun KCS Angels Inc Eastside Summer Fest Old Town Sign And Trash Cans OurSpace (517) 517 Culture Series - Reo Town Pedestrian Crosswalk Painting Group Eastside Neighborhood Crosswalk Painting Pedestrian Crosswalk Painting Group Pattengill Elementary Fence Art Weaving Potter Walsh Neighborhood Raised Garden Beds Potter Walsh Neighborhood Neighborhood Night out Potter Walsh Neighborhood Association Greenhouse And Potting Bench Prospect PLACE Neighborhood Prospect PLACE Neighborhood Summer Cookout Prospect PLACE. Neighborhood Hunter Park Mother Tree Women's Center of Greater Lansing Personal Needs Pantry LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 115 Ward 2 Project Name Description Casa de Rosado Hispanic Heritage Month Cedar Gardens Subdivision Cedar Boulevard Cleanup Cedarbrook Neighborhood Watch Poxson Park Cedarbrook Neighborhood Watch Community Orchard Friends of Lansing Historic Cemeteries Book Edge Scanner Friends of Lansing Historic Cemeteries Refrigerator Friends of Lansing Historic Cemeteries Memorial Wreath Friends of Lansing's Historic Cemeteries Signage Friends of Lansing's Historic Cemeteries Picnic In the Cemetery Friends of Sycamore Park Entryway Friends of Sycamore Park Entrance Way Enhancement Lansing Veterans Council Wreaths Across America Neighbors of Scott Woods Signage Neighbors of Scott Woods Door Hangars Neighbors of Scott Woods Annual Picnic Ward 3 Project Name Description 343 Elmhurst National Night Out Churchill Downs Crosswalk Painting Churchill Downs Community Association Neighborhood Signs And Communication Colonial Townhouses Cooperative Neighborhood Party/Movie Night Colonial Townhouses Cooperative Pole Decorations Colonial Townhouses Cooperative Keep Colonial Clean Colonial Village Communication Between Neighbors Gilford Circle Neighborhood Watch Concord Village Block Party Leisure Services Board Davis Park Concessions LENO Meeting Notice Signs LEND - Lansing Eaton Neighborhood Communications Organization Lewton Rich Neighborhood Association Ingham Park Playground Equipment Lewton Rich Neighborhood Association National Night Out Picnic Mind Body and Soul Ministries Community Annual Picnic Neighborhood Watch Advisory Board (NWAB) NWAB Coordinators Meeting South Lansing Community Development Healthy Food Healthy Community Association South Lansing Community Development Community Celebration Association LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 16 Southside Community Coalition Berry Plants Southside Community Coalition Twentieth Anniversary Celebration Southside Community Coalition Community Celebration SWAG Park And Town Square Bulletin Boards SWAG Bike Racks SWAG Community Celebration SWAG-Southwest Action Group Beacon Park Celebration The South Side Community Coalition Park Benches Ward 4 Project Name Description Berten St. Neighborhood Watch Party Berten St. Neighborhood Watch #418 Berten St. Neighborhood Picnic Central United Methodist Church Feliz Hell Event - September 24th Coronado Gardens Block Party Coronado Gardens Cooperative Doggie Clean Bags Coronado Gardens Cooperative Donation Box Downtown Lansing Inc Beautification Downtown Lansing Inc. Reutter Park Seating Downtown Lansing Inc. Farmer's Market Friends of Durant Park, Inc. Electrical Hookups for Durant Park Stage Lansing First Presbyterian First Presbyterian Church Community Garden Loaves & Fishes Ministries Loaves And Fishes Perk Up Loaves and Fishes Ministries Neighborhood Gathering Moores Park Neighborhood Organization Easter Egg Hunt Moore's Park Neighborhood Organization Generation Swing Neighborhood Watch Advisory Board National Night Out Picnic Neighborhood Watch Advisory Board Lewton Rich Neighborhood Neighborhood Watch Advisory Board Fall Coordinators Meeting Northwest Initiative Food Boxes NorthWest Initiative Meet Up in The Parking Lot - Community Resource Fair Old Oakland Neighborhood Association Meet The Candidates' Event Tecumseh River Neighborhood Watch 773 Neighborhood Watch Annual Neighbor Interaction Village Townhouses Cooperative Village Holiday Decorations Village Townhouses Cooperative Movie Night Under the Stars Walnut Neighborhood Association Tree Mulch Westside Neighborhood Association Newsletter Westside Neighborhood Association Annual Picnic and Festival Westside Neighborhood Association WNA Social Gathering LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 17 NEIGHBORHOOD BEAUTIFICATION & SERVE LANSING Programs to clean up, beautify and enhance neighborhoods through citizen-designed projects, connect citizens, organizations, partners and the City of Lansing to increase citizen engagement, build community response and preparedness, clean and beautify the community. The City of Lansing is filled with citizens and community partners that are ready to jump in and solve problems. Together, the community can work side-by-side to strengthen neighborhoods, the city and the region. Through service, everyone can make neighborhoods safer, healthier, more resilient and better connected. NEIGHBORHOODS IN BLOOM Civic organizations applied for, and were awarded, flower kits that included two bags of mulch and assorted annual and perennial flowers. If needed, organizations were able to apply for multiple kits. Civic organizations oversaw the care and upkeep of the flowers through the summer. All Neighborhoods in Bloom flowers and materials were delivered to each neighborhood. • 250 bloom kits assembled by volunteers and delivered to 37 civic organizations in partnership with the Ingham County Land Bank. • Since 2016, 1,991 kits have been delivered across the city; that is 47,784 sq. feet of flowers planted in Lansing and 3,732 bags of mulch. NEIGHBORHOODS IN : - B L O O M ...q�4 iJartl 3 __ 21 ;,mo LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 118 WARD 1 REO Town Commercial Association Allen Neighborhood Center EASTSIDE NEIGHBORHOOD ORGANIZATION (ENO) Foster Your Neighborhood Potter Park Zoological Society Armory Alliance Friends of Bancroft Park Foster Farm Holmes Street School Community Armory Alliance Neighborhood Watch Prospect P.L.A.C.E. Neighborhood Stay Rooted Lansing Potter-Walsh Neighborhood Assoc Old Town Commercial Association Armory Alliance Neighborhood Watch WARD 2 Friends of Sycamore Park Friends of Lansing's Historic Cemeteries Cedarbrook Neighborhood Watch Neighbors of Scott Woods Greater Lansing Association of Realtors WARD 3 The South Side Community Coalition Mind Body and Soul Colonial Village Neighborhood Association SWAG- Southwest Action Group Churchill Downs Community Association LENO (Lansing Eaton Neighborhood Organization) WARD 4 Loaves and Fishes Ministries FRIENDS OF DURANT PARK DAWNIOY CORPORATION Cub Scouts Family Pack 121 Downtown Lansing Inc. Coronado Gardens Cooperative Berten Street NW 418 Westside Neighborhood Assoc LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 2023 ANNUAL REPORT 19 NEIGHBORHOOD BULK TRASH CLEAN-UPS Neighborhood clean-ups are community events sponsored by the Department of Neighborhoods, Arts, & and Citizen Engagement. The primary purpose of a neighborhood clean-up is for bulk trash to be cleaned up. This program is only available for CBDG Eligible Areas within the City of Lansing. Since FY 2019, 946 total cubic yards of bulk trash have been collected. DNACE provides a truck, driver and loading employee for bulk trash collection. The selected neighborhood recruits volunteers, promotes the event and has a designated person responsible for coordinating the event with the City department. PARTICIPATING NEIGHBORHOODS • Lansing Eaton Neighborhood Organization (LEND) • Foster Your Neighborhood • Prospect PLACE • Churchill Downs Community Association • Walnut Neighborhood Organization • Foster Farm • Holmes Street School Community • Old Town Neighborhood Association • Potter Walsh Neighborhood Association • River Point Neighborhood Association • Bassett Park Neighborhood Association RESIDENT SMALL CLEAN-UPS The Department of Neighborhoods, Arts, and Citizen Engagement worked with volunteer groups and provided supplies to residents interested in holding a small-scale clean-up. These small clean-ups led up to the LOVE (Local Organization and Volunteer Excellence) Lansing Weekend, May 15-19, 2023. DNACE partnered with small groups of citizens, as well as Granger, and provided trash bags, work gloves and garbage pickers. These clean-ups are led and staffed by citizen volunteers. 01 DEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 120 Additionally, DNACE supplied individual neighbors and small groups with supplies needed to complete clean-ups that ranged from drain/basin clearing to a neighborhood led clean-up effort. • Old Town Commercial Association: partnership with the Public Service Department to provide a dumpster for a weekend clean-up effort, as well as trash bags, leaf bags and gloves • Pick up Lansing Events: DNACE supplied trash bags and gloves to several events that took place across downtown Lansing WALKING WEDNESDAYS Walking Wednesday is an inclusive community initiative, inviting residents, City officials, City Council members, Lansing Police officers and anyone interested to explore neighborhood assets and areas of improvement or interest through a collective walk. This year, visits included the United Utilitarian Church and Walnut Neighborhood, enhancing collective exploration of Lansing's vibrant neighborhoods. CROSSWALK ART Staff worked with the Public Service Department who collaborated with Bloomberg Philanthropies: The Asphalt Art Initiative, a grant program aimed at funding visual art projects on roadways, pedestrian spaces and public infrastructure within cities. This year, the department partnered with neighborhood groups to bring this initiative to life. The projects manifested as painted murals, aligning with primary goals that include enhancing streets and pedestrian safety, revitalizing and activating underutilized public spaces, and fostering collaboration and civic engagement within local communities. Inspired by these projects, the department issued two civic organizations completed neighborhood grants, supporting crosswalk art projects in the Holmes Street area and at the intersection of Climax Street and Pennsylvania Avenue in September. GROW LANSING As of May 2023, GROW Lansing has been generously funded through the Childhood Obesity Prevention & Environmental Health and Sustainability Award, presented by the U.S. Conference of Mayors and the American Beverage Association. LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 121 These awarded funds play a crucial role in sustaining community garden mini-grants, serving as a lifeline for these initiatives. Aimed at fostering collaborative garden projects within neighborhoods, these grants provide essential resources, funds and knowledge to empower citizens. GROW Lansing is dedicated to promoting equity in sustainable land use and ensuring food security, with a particular emphasis on addressing the needs of marginalized citizens facing resource limitations. Residents are encouraged to apply through an online form or a video submission applying to participate in this impactful initiative. ARTS & CULTURE COMMISSION The Arts and Culture Commission is composed of citizens of the City of Lansing appointed by the mayor and confirmed by City Council. The goal of the Arts and Culture Board is to improve internal processes and enhance art and cultural experiences in the city of Lansing. The board shall perform its function in accordance with provisions of Section 5-106 of the Lansing City Charter. All meetings of the Arts and Culture Board shall be open to the public. Clara Martinez Ward 1 Kevin Bonds Ward 2 Ceci Bordayo Ward 3 Alice Brinkman Ward 4 Shirley Carter-Powell At Large Diane Gardin At Large Mary Toshach At Large Vacant as of 12/4 At Large CITIZEN ENGAGEMENT CITY OF LANSING NEWSLETTER Every Friday, the "Neighborhood News" is sent to 2000+ subscribers, providing them with detailed neighborhood updates. Relevant information and updates are curated weekly from City of Lansing leadership, departments and community partners. The Neighborhood News is compiled into formats that are easily shared on several different platforms, including Neighborhood Facebook pages, NextDoor, email and text message. LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 22 CITIZENS ACADEMY An 11-week, civic-minded course designed to enhance residents' understanding of city government functions, budgetary operations and decision-making processes, the Citizens Academy provides an immersive experience for participants. In 2023, 20 residents were selected to join the academy, offering them opportunities to interact with City leaders and actively engage in local governance. Departments such as Parks & Recreation, Public Service and the City Clerk's Office/Elections Unit provided limited facility tours to ensure participants gained diverse insights. A special highlight was the Board of Water and Light's John F. Dye Water Conditioning Plant Tour, offering a unique experience for both current participants and alumni. Demonstrating the program's impact, three alumni have since joined a City of Lansing board or commission, while four alumni have pursued elected office positions. Notably, an alum was successfully elected to City Council in Fall 2021, and as of December 2023, another alum has assumed the role of director of Economic Development & Planning, showcasing Citizens Academy's enduring influence on civic engagement and leadership development. PARTICIPATORY BUDGET NIGHTS Participatory Budget Nights are crucial opportunities for Lansing residents to engage with City services, understand budget allocation processes and contribute to shaping their ideal City budget. These sessions provide a platform for participants to discuss neighborhood concerns, explore City services and budgets and build their ideal budget, considering community values and budget constraints. Participants directly engaged with Mayor Schor in 2023 on City budget and services, offering diverse funding strategies for issues like public safety, including considerations for police, fire, parks, infrastructure and community development. These sessions not only enhance citizens' understanding of governmental budget complexities, but foster community interaction in an enjoyable and productive environment. TRUNK-OR-TREAT ENGAGEMENTS The City of Lansing Parks and Recreation Department celebrated Halloween with a Drive-Thru Trunk-or-Treat at Frances Park. DNACE's dedicated staff actively participated in the event, serving over 500 trick-or-treaters. LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 123 NEIGHBORHOODS RESOURCE SUMMITS Neighborhood Resource Summits, initiated by neighborhood groups, serve as direct access points for citizens to engage with City and community resources. This year, the department successfully hosted two summits: one at the Alfreda Schmidt Community Center on the southside and another at the Mid-Michigan Leadership Academy in the Willow-Walnut- Comstock Neighborhood of Focus. Summit partners included, but were not limited to, organizations such as Habitat for Humanity, Capital Area Housing Partnership, Board Water and Light, Capital Area Transportation Authority, Capital Area Community Services, Community Mental Health, Treatment Foster Care Oregon, Lansing Police Department, Lansing Fire Department, Capital Area District Libraries, City Clerk's Office, City of Lansing Human Resources and Economic Planning and Development Office, along with various civic and community organizations. The events featured complimentary pizza and local businesses generously contributed raffle items. LOVE LANSING Neighborhoods throughout Lansing united with Mayor Schor for the annual LOVE Lansing Celebration, a special event dedicated to honoring neighborhood leaders and expressing gratitude for their outstanding contributions to building vibrant communities across the city. In 2023, the LOVE Lansing Celebration took place on May 17, a date fondly recognized as "517 Day." The celebration took place at the South Washington Office Complex (S.W.O.C.). This year, the department partnered with ENO to present the Bea Christy Award. 517 DAY CELEBRATION Festivities for 517 Day Celebration took place at the Lansing Shuffle. It was a lunchtime day party hosted by Genesis Terrell from 96.5 Radio Station, featuring an exciting R&B performance by Lucas Holiday. dDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 124 COMMUNITY EVENTS January: May: • Coffee and Grants Chat Mayor's Ramadan Unity Dinner • Breakfast & Budget: Schmidt Southside 311 One Year Anniversary Community Center Bloomberg Asphalt Grant • Virtual Grants Chat 517 Day: Lansing Shuffle • Rejuvenating South Lansing LOVE Lansing: SWOC • Martin Luther King Luncheon . Grant Award Ceremony: Childhood • NAACP Obesity Prevention/Environmental February: Health & Sustainability • ENO 50th Anniversary • Breakfast & Budget: Neighborhood Empowerment Center June: • Coffee and Grants Chat • Arts Night Out • Family Movie Night • Juneteenth Celebration Parade • Old Town Commercial Association • North West Initiative Resource Fair Annual Meeting: UrbanBeat • Churchill Downs Neighborhood March: Picnic • Housing and Code Enforcement • Gun Violence Prevention Workshop Town Hall Meeting • Healing Hearts Project July: April: • Berten Street Neighborhood Watch • Neighborhood Resource Summit: Pa rty Schmidt Southside Community • Annual Community Fellowship Center • 50th Hip Hop Anniversary • Healing Hearts Project • BWL 10 Year REO Depot Anniversary LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 125 August: November: • CEDAM Connecting with Community . Advance Peace One Year Press Developers Conference • Citizens Academy Session Launch • Citizens Academy Graduation • Lansing SAVE- Moneyball Fundraising • Invest Health 4.0 Convening Night • National League of Cities (NLC) • Lansing SAVE Annual Performance Conference Metrics • Neighborhood Resource Summit: Mid- Mayor's Senior Fair Michigan Leadership Academy • Summer Art Celebration: Hunter Park • Walking Wednesday: United Utilitarian December: Church • Regional Housing Partnership Work • Annual Eastside Summer Festival Session • Churchill Downs Bulk Trash • U.S. Conference of Mayors • Capital Area Michigan Works (CAMW) • Frances Park Neighborhood National Night Out September: • Crosswalk Art: Climax and Pennsylvania • Crosswalk Art: Holmes Street • Mikey 23 Foundation Dinner • BWL Community Resource Fair: Gier Community Center October: • SWAG Backyard BBO • NAACP Freedom Fund Dinner • City of Lansing: Drive-Thru Trunk- or-Treat LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 126 OFFICE OF FINANCIALEMPOWERMENT Since its establishment in 2013, the Office of Financial Empowerment (OFE) has been dedicated to enhancing economic mobility at the household level. By implementing innovative initiatives like Lansing SAVE, the Financial Empowerment Center and OS Reentry Program, OFE employs a multifaceted approach to connect with Lansing residents across different life stages. Operating as a division within the Department of Neighborhoods, Arts, & Citizen Engagement, OFE's influence is evident in its capacity to involve residents, empower individuals and contribute to the development of neighborhoods. The Office of Financial Empowerment's comprehensive efforts have played a crucial role in advancing the City's economic mobility initiatives. Additionally, OFE has garnered attention for its groundbreaking projects, is featured frequently at national forums and serves as a technical assistant expert to other municipalities launching similar projects. OFE strives to serve Lansing residents through equitable engagement, authentic advancement and the beneficial building of neighborhoods. Financial Empowerment Center As 2024 gets closer, the Financial Empowerment Center (FEC) remains unwavering in its commitment to enhancing the financial well-being of the community. Rooted in a dedication to education, empowerment and protection, the FEC offers personalized one-on-one sessions with skilled financial counselors. Whether your goals involve budget creation, stress reduction related to finances, credit score improvement, debt management, access to affordable banking options, or saving for the future, its services are crafted to align with your distinct financial objectives. Embracing inclusivity, the FEC welcomes everyone without restrictions based on income. It provides free counseling services including credit report analysis. The FEC has been a cornerstone of support in the community. Initially propelled by a 3-year grant from the Cities for Financial Empowerment (CFE) Fund with the endorsement of Bloomberg Philanthropies, the FEC's ongoing vitality is now sustained through the City's General Fund and contributions from local and national corporations and foundations. LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 127 In preparation for an even more impactful future, the FEC is currently closed for revamping, with plans to relaunch in 2024. This temporary closure allows staff to enhance and innovate the program, ensuring that employees continue to provide top-notch financial empowerment services to the community. As staff eagerly anticipate the relaunch, the FEC remains focused on its mission to empower individuals and families on their journey to financial success. Lansing SAVE Lansing SAVE, a collaborative initiative involving the City, MSUFCU and the Lansing School District, establishes postsecondary savings accounts for all students in the Lansing School District while providing regular financial education lessons and accepting deposits from students at school. These SAVE accounts significantly enhance the likelihood of Lansing students pursuing further education after high school graduation. Research indicates that when a child from a low-to moderate-income (LMI) household has $500 or more in savings, they are five times more likely to graduate from college compared to their economic peers without savings (Elliot, 2012). Furthermore, students with a dedicated college savings account are three times more likely to attend college than those without (Elliot, 2012). Alarming statistics reveal that each year, 3 million students drop out of college due to financial emergencies of $500 or less (Goldrick-Rab, 2019). The Lansing SAVE (Student Accounts Valuing Education) program was launched in January of 2015. As stated above, it is a partnership of the City of Lansing, MSUFCU and the Lansing School District. Additional partners are Community Economic Development Association of Michigan (CEDAM), Lansing Promise and Capital Area College Access Network. Lansing SAVE accounts are certificates of deposit opened for every Lansing School District child at kindergarten enrollment and seeded with the first $5 by MSUFCU. The OFE received a $50,000 grant from CEDAM, via dollars CEDAM received from the State of Michigan's Office of Labor & Economic Opportunity (LEO). The OFE has been using these dollars to work with Capitol Fundraising Associates. With their help, $197,000 has been received in pledges and are continuing toward a short-term goal of $500,000 and a goal of $5 million raised by the end of the 2026-27 school year when the first cohort graduates. All donations go directly into the accounts of the students, divided equally. LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 128 The dollars raised so far have increased students' average balances from $14 to $48 and counting. The long-term goal will give every student a minimum of $500 at graduation. This is critical, as three million people in the U.S. drop out of post-secondary pursuits each year due to a financial emergency of $500 or less. Lansing SAVE Community Champions are organizations who adopt the students who live in their neighborhood. Fiscal Year Active Savings Deposits Total Depositors DepositedRate (still in the Lansing Amount Program School District) 2023 2022 2021 25% 157 1,743 $19,885 6,856 2020 26% 703 1,336 $3,938 5,160 2019 22% 1,029 _ 940 $6,848 4,266 2018 29% 893 713 $7,899 2,457 2017] 11% 1 227 1 189 $1,434 1,674 2026 7% 139 93 $692 1,351 2015 2% 6 6 $355 351 BOLD Lansing BOLD Lansing is a collaborative effort comprising partners dedicated to empowering Lansing students and families on their journey toward college education and financial independence. The comprehensive programs start the journey towards post-high school education at the kindergarten level, providing essential tools and resources for families to take charge of their educational and financial future. Key programs within this partnership include: • Lansing SAVE: investing in every Lansing School District Kindergartener by initiating a postsecondary savings account at MSU Federal Credit Union • Capital Area College Access Network (CAPCAN): devoted to increasing college attainment in the Lansing region, CAPCAN assists students in navigating postsecondary enrollment, FAFSA, and scholarship processes • Lansing Promise: a scholarship program offering tuition assistance for post-secondary education to eligible high school graduates within the Lansing School District boundaries LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 129 • Financial Empowerment Center: providing free one-on-one financial counseling to residents, aiming to achieve financial independence The vision is for Lansing students and families to believe in the attainability of post-high school education and a strong financial future. BOLD Lansing aspires to lead in supporting the upward mobility of Lansing's families. In the long term, the entire community will prosper economically and socially, benefitting from a more educated, financially empowered workforce, expanded opportunities and the positive ripples of impact generated by BOLD Lansing. OS Reentry Program OS Reentry, a statewide initiative contracted by the Michigan Department of Corrections (MDOC), acknowledges the numerous challenges that individuals face upon reentry into society and aims to ease this transition. The program enhances the economic prospects of reentry individuals, lowers recidivism rates and contributes positively to public safety efforts. The Michigan OS Reentry is committed to reducing return to prison through a comprehensive plan of tailored services, supervision and opportunities for each offender. Collaborative efforts between the State, regions and local community propel the mission to secure employment and self-sufficiency for offenders. The targeted service provision addresses identified needs, reducing recidivism risk, enhancing employment prospects and fostering self-sufficiency of exit from prison into the community. In partnerships with North West Initiative, housing services are secured for recently released offenders in the Capital Area, covering Eaton and Ingham Counties. These services include Landlord Tenant Agreements for scattered-site housing, offering rent inclusive of utility costs, working kitchen appliances and other household goods. By partnering with the FEC's financial counseling, clients are able to identify stable housing while still on parole. Teaming up with Peckham, the partnership delivers employment readiness, job development, placement and retention services for the Capital Area, including Clinton, Eaton and Ingham Counties by fostering relationships with multiple employers. LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 130 The Michigan OS Reentry Model envisions equipping every client released with the tools for success, fostering productivity, self-sufficiency and meaningful engagement in community life. Preventative and Training Services (PATS) partners with OS Reentry to provide essential health and behavioral health services, including Batterers Intervention Services (BIS). This involves 40 hours of face-to-face facilitating and training covering topics such as domestic violence dynamics, legal issues, facilitation skills, characteristics of batterers, victim safety and assessment skills. Additionally, PATS offers the Moral Reconation Treatment (MRT) Workbook to enhance self-image and moral reasoning, resulting in fewer arrests and incarcerations. Cognitive Behavioral Therapy focuses on intrinsic motivation, targeted interventions and skill training. 311 (ONE CALL 1 CITY HALL) The City of Lansing's 311 Call Center started in 2021 and is now part of the Department of Neighborhood, Arts, and Citizen Engagement. The 311 Center serves as a centralized hub for citizens with non-emergent inquiries within the city, embodying the vision of the "One Call to City Hall" initiative. Through strategic partnerships with Dewpoint and Five9, 311 has harnessed cutting-edge technology to meet the operational needs of this initiative. The collaborations go beyond technology, forming intentional partnerships with various departments in the City of Lansing. The 311 Call Center's goal is to make reaching city services and accessing records as simple and helpful as possible, all while upholding the idea of being a place where people can get direct answers instead of just a transferred call. Location The 311 Center was moved to Lansing City Hall in October 2023, but was originally housed at the South Washington Office Complex. Staff The 311 Center is composed of a dynamic team of six call center agents and one office manager that is in place to ensure seamless operations and excellent service delivery. 01 DEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 131 The call center agents are focused on providing exceptional customer service to the public. Each agent is responsible for handling non-emergency inquiries with professionalism and efficiency. Their duties include addressing public concerns, providing accurate information and assisting callers in navigating city services. These agents are well-versed in the procedures related to non-emergency services and are equipped with the necessary skills to operate computer consoles and communication systems effectively. Agents connect callers to outside resources, too, by collaborating with other programs. Additionally, the call center provides multi-lingual representative to accommodate diverse language needs. The office manager is a key component of the call center, as their responsibilities include the following: oversight of the call center, coordinating with new departments, maintaining on- going partnerships and implementing strategic initiatives to enhance the efficiency and service quality of 311. Highlights The reporting system identifies trends allowing the call center to be better prepared with detailed information categorized by department and questions received. This mechanism allows an efficient "drill-down" option that recognizes performance development and further enhancement opportunities improving future engagements between the City of Lansing and its callers. 311 has taken a total of 11,820 calls to date ■ Resolved by this fiscal year. Of Agents those calls, 10,950 (92.6%) were resolved by agents and 870 ■ Escalated to (7.4%) were escalated Departments for Assistance to departments for . assistance. LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 132 Department Calls Percentage Treasury and Income Tax 3,681 31.15% Public Service 2,159 18.27% 311 (General Government) 1,821 15.41% Assessing 1,422 12.03% City Clerk 950 8.04% EDP 559 4.73% 54-A District Court 288 2.44% Police, Fire,and EMS 279 2.36% Parks and Recreation 171 1.45% HRCS 122 1.03% Human Resources 106 0.9% Mayor's Office 73 0.62% Parking 72 0.61% Neighborhoods 32 0.27% City Council 31 0.26% Finance 28 0.24% Office of the City Attorney 20 0.17% IT 20 0.17% 0.12K (1.03%) 0.29K (2.44%) 3.68K (31.15%) 0.56K (4.73%) 0.95K (8.04%) 1.42K (12.03%) 2.16K (18.27%) 1.82K (15.41%) LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12023 ANNUAL REPORT 133 ECONOMIC DEVELOPMENT & PLANNING (EDP) RAWLEY VAN FOSSEN, DIRECTOR 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: CD • Administration D • Building Safety Office ic • Code Enforcement Office • Development Office • Parking Services Office CC • Planning Office D 00 Additionally, Downtown Lansing, Inc (DLI), the Lansing Economic Development ic Corporation (LEDC) and affiliated bodies and the Lansing Entertainment and Public Facilities Authority (LEPFA) report indirectly through EDP. The Building Safety Office is operated as a Special Revenue Fund, per state law. Building Safety is responsible for all structures in the city and ensures the safety of such structures, whether they be new, existing, or at the end of their useful life. The Code Enforcement Office 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 Development Office serves to administer a variety of federal grant programs, including the Community Development Block Grant (CDBG), HOME Investment Partnership dollars and the Emergency Solutions Grant (ESG). These programs provide dollars for housing and neighborhood improvement activities. L 34 Development Office staff administer various other programs, such as Floodplain Abatement (through FEMA) and Lead Hazard Control grant program. The Development Office also serves as the fiduciary for MSHDA's Emergency Solutions Grant program. �- es w The Parking Services Office encompasses the operation of the municipal fee-based parking system. Parking Services Office provides economical parking options for downtown workers, residents and visitors. The Planning Office 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. Overall, the department supports the following boards and commissions: • Planning Board • Demolition Board • Zoning Board of Appeals • Plumbing Board, Mechanical Board, and Electrical Board • Historic District Commission • Building Board of Appeals LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 135 The department has worked closely with additional agencies to facilitate development in the city, such as: • Ingham County Land Bank Fast Track Authority • Lansing Economic Area Partnership (LEAP) • Tri-County Regional Planning Commission (TCRPC) • Neighborhood-based nonprofits Additionally, the EDP director serves a policy development and leadership role in connection with the Mayor's Office when it comes to issues of economic development, community development and beyond; this includes oversight of special projects as needed and serving in a proactive role when it comes to bringing new opportunities to the city and supporting and growing existing opportunities. BUILDING SAFETY OFFICE 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 firefighters and emergency responders during emergency operations. The BSO utilizes online permit applications for the majority of permits, along with requests for inspections and all electronic plan reviews. This process is intended to better serve the public, contractors and design professionals through the City's BSAONLINE.com web portal. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 136 ACCOMPLISHMENTS Permits Issued: Electrical 1,902 Mechanical 2,446 Plumbing 1,449 Building 2,026 Sign 112 Demo 80 Total Permits 10,041 Project Plan Reviews Completed (the data does not include revisions): Comm. Electrical 186 Comm. Mechanical 223 Comm. Plumbing 137 Comm. Building 431 Res. Building 968 Total Plan Reviews 1,945 Inspections Conducted: Electrical 3,061 Mechanical 3,709 Plumbing 2,877 Building 4,812 Total Inspections 14,459 Enforcements: 217 Site Plans Reviewed: 18 All City Project Construction Value: $126.4M 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. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 137 • The Building Official, Field Inspectors and Plan Review staff continue to attend educational seminars to earn State of Michigan ACT 407 credits that are required to maintain their Licenses as inspectors and plan reviewers. • The BSO inspects facilities for all marihuana licensing for the City. • The BSO supports the State of Michigan by providing investigative services regarding 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 Code Enforcement by providing technical guidance regarding inspections. • 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, technical expertise and assistance to the Development Office. • The BSO provides permitting and inspection services for the Planning 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. Staff members are on call for LFD at all hours in case of fire or other emergencies. • The BSO supports the Lansing City Clerk by providing inspection services for cabaret License issuance and renewals, as well as liquor license transfers and marijuana licensing. The BSO has also provided many hours and conducted hundreds of inspections that are not reflected in the above data to support other departments of the City and development projects that would benefit the city. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 138 CODE ENFORCEMENTOFFICE 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 19 full-time staff members, working in conjunction with neighborhood organizations and in cooperation with numerous other agencies, that the office can accomplish their objectives and work to strengthen Lansing neighborhoods. ACCOMPLISHMENTS Assuring Quality Housing Through the enforcement of the International Property Maintenance Code, staff continue to accomplish the multifaceted tasks of rental housing, safety, exterior and premises inspections for all residential properties in the city. Officers conducted 4,835 rental certification inspections representing more than 9,412 dwelling units with a 95% compliance rate. As part of the routine, inspections of over 30,000 residential smoke alarms were tested to assure the proper operation of this life-saving device. In addition, 1,173 safety inspections of both rental and owner-occupied dwellings were conducted; 196 correction notices were issued for exterior violations. The office also issued 731 Failure to Register letters and 981 Failure to Comply letters in 2023. In total, the Code Enforcement Office issued 22,364 violation and inspection notices throughout the year. Enhancing the VisuaL Environment During 2023, the Neighborhood Enhancement Action Team (N.E.A.T. Team) continued to actively monitor and process more than 471 unsafe, substandard and vacant properties, requiring 5,652 exterior inspections. In addition, Code Enforcement and Premise Officers secured 437 open and accessible structures, thus assuring the public's safety and preservation of property. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 139 The City of Lansing Housing & Premises Code also addresses what are commonly referred to as "Premise Violations." The ongoing effort during this past year accounted for 4,520 tall grass and weed inspections and the issuance of 938 abatement notices; 3,480 inspections for trash and debris and the issuance of 321 abatement notices; and 359 inspections for disabled or abandoned motor vehicles with the issuance of 90 abatement notices. Staff takes great pride in maintaining the visual aesthetics of the Lansing 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 Office. The activities of the "Make Safe or Demolish" process for 2023 included goals of reducing blight, protecting public safety and enhancing property values throughout the city. Throughout the year, the Code Enforcement Office put 39 houses through the Demolition Board. Protecting Neighborhood Character Additionally, the Code Enforcement Office is responsible for assistance with the enforcement of the City of Lansing Zoning Code. Working in cooperation with the Planning Office, staff resolved a wide variety of neighborhood issues, such as vision obstructions along public rights- of-way, temporary storage unit installations, improper use of parcels and front yard parking, to name just a few. Something new in 2023 was the addition of zoning letters to the BS&A System, which now allows Code and Premise Inspectors to write certain zoning letters without having to involve the Zoning Administrator every time. Streamlining this process has allowed greater efficiency in writing violation letters and tracking inspections. Facilitate Cooperative Collaboration Weekly 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 the office can meet the challenges that they encounter. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 140 DEVELOPMENT OFFICE The Development Office is responsible for managing federal and state community development entitlement funds on the local level. The office promotes safe, healthy, energy- efficient and affordable housing opportunities for all Lansing residents. They also plan, administer and manage programs that benefit families with low and moderate income. Additionally, they foster economic homelessness in Lansing and the surrounding area and support citizen-led initiatives that create and sustain safe, attractive neighborhoods. ACCOMPLISHMENTS Federal Entitlement Program Administration 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: in conjunction with participation in the Lead Safe Lansing Program, eligible home-owner occupants and rental property owners may qualify for rehabilitation loans to assist with remediation of lead-based paint hazards and in the case of homeowners, code-related repairs. • Emergency Housing Repairs: income eligible home-owner occupants may qualify for assistance to address housing emergencies that threaten the health and safety of the occupants. This program was temporarily discontinued in May of 2023 due to staff capacity issues. • New Construction and Rehabilitation: the office is responsible for constructing and/or rehabilitating housing units, in conjunction with non-profit developers and for-profit developers, with a goal of providing safe, healthy homes to eligible homebuyers and tenants. The City partnered with Capital Area Housing Partnership and the Eastside Community Action Center. 01 ECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 141 • 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 jobs-creation objective. • Other CDBG funded activities: in coordination with non-profit partners, the Parks and Recreation Department and the Department of Neighborhoods, Arts, and Citizen Engagement, programs for Lansing residents include home repair classes, a mobile tool lending program, safety installations for the elderly and disabled, kids camp and microenterprise assistance. • Walter French Building: redevelopment of the structure into 76 affordable rental units for lower income households, a childcare center including a before and after-school program and the new headquarters of Capital Area Housing Partnership (CAHP). 443 C • CDBG-CV funded activities: HUD provided entitlement communities with allocations of CDBG-CV funding to fund certain programs and activities that assist business and households that can establish need and can demonstrate they have been affected negatively by COVID-19.Activities utilizing this funding include the Lansing CARES Homelessness Prevention Program, the Lansing CARES Mental Health Services Program, and the Lansing CARES Microenterprise Development Program. The LEDC's successful Lansing CARES Small Business Assistance Program ended in 2022. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 142 • HOME-ARP (American Rescue Plan): HUD allocated $2,784,822 in HOME-ARP funds to the City of Lansing during FY22. The Development Office worked with a consultant to develop the HOME-ARP Allocation Plan Draft, which will be approved by HUD in early 2023. This plan requires consultation with the local Continuum of Care (CoC), homeless service providers, domestic violence service providers, veterans groups, public housing agencies (PHAs), public agencies that address the needs of the qualifying populations and public and private organizations that address fair housing, civil rights and the needs of persons with disabilities. • Qualifying populations to be served by HOME-ARP include those experiencing homelessness, at risk of homelessness, fleeing domestic violence, dating violence, sexual assault, stalking or human trafficking and other populations for whom providing supportive services or assistance would prevent the family's homelessness or would serve those with the greatest risk of housing instability. • Eligible activities include the development of rental housing, supportive services, development of non-congregate shelter, tenant based rental assistance (TBRA) and non-profit Operating and Capacity Building. The Development Office published the RFOP for HOME ARP and is evaluating responses for the use of these funds. The goal is to maximize the impact of these funds by maximizing the number of units developed. State of Michigan Grant Programs MSHDA Emergency Shelter Grant (ESG), Emergency Shelter Match Grant (ESM) and Emergency Shelter Grant-COVID (ESG-CV): the Development Office continues to act as the Fiduciary for the MSHDA ESG, ESM and ESG-CV Programs. This work includes administration, grant management, disbursement of funds and monitoring sub-recipients undertaking such work as street outreach, shelter operations, homeless prevention, rapid rehousing, Homeless Management Information System (HMIS) and Housing Assessment and Resource Agency (HARA). This work compliments the existing programs and staff capabilities. 01 ECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 143 Michigan Strategic Fund (MSF) Community Development Block Grant COVID-19 (CDBG-CV) Economic Development Grant, Lansing CARES Small Business Support Grant: during 2022, the Development Office worked with Michigan Economic Development Corporation (MEDC) and Downtown Lansing, Inc (DLI) to plan for and secure this grant. This $1,000,000 one-time grant will provide grants between $10,000 and $50,000 to eligible small for-profit businesses affected negatively by COVID-19 within the Principal Shopping District. Grants can be utilized for capital needs, staffing and certain equipment. Outreach Efforts to Increase Participation Among Contractors and Program Participants The Development Office employed multiple methods of outreach during FY23 to recruit qualified contractors for its housing programs. This includes providing reimbursement for training for qualified contractors and expansion of the Development Office's contractor resource and recruitment website. The Development Office also engaged in several methods of outreach to promote all of its housing programs in FY23. These methods include updated program brochures provided to all local community centers, as well as City of Lansing Code Enforcement and Building Safety Offices and the Department of Neighborhoods, Arts, and Citizen Engagement; regular progress meetings and referrals made through community partner agencies; staff promotion of programs through community resource fairs and local professional organizations; email updates on program guidelines and funding availability sent to approved lenders; active updates made to City of Lansing website regarding funding availability and application materials and program information posted on Lansing social media, as well as Ingham County social media. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 144 DevelLopment Office AccompLishments • 2023 Program applications received 50 applications received Owner Occupied Rehabilitation units completed 9 Owner Occupied units completed New construction homes developed and sold to Low- 4 single-family new construction homes completed mod income first-time homeowners (HOME) $66,013.10 total Down Payment Assistance funds Down Payment Assistance provided provided to six Low-mod first-time homebuyer households Homeless shelters assisted all ESG Sources 6 MSHDA ESF/ESM households assisted 340 individuals and households assisted Contractor disbursements on projects completed $1,397,869.05 Non-profit payments (non-construction) CDBG $296,441.98 Sub Recipient Payments CDBG-CV $800,156.82 MSHDA ESF payments $167,564.49 MSHDA ESM payments $200,126.26 Lead-based paint risk assessments completed 12 housing units received lead-based paint risk assessments HERO Home Maintenance classes held 8 HERO Home Maintenance classes completed HERO Mobile Tool Library transactions 230 residents and neighborhoods Tuesday TooLmen Assisted Households (seniors and 27 eligible households assisted severly disabled) 121 applications received and 103 qualifying Lansing Cares Homelessness Prevention Program households assisted People/businesses assisted through the 14 microenterprises assisted Microenterprise Program Kids Camp 530 enrollments and 660 drop-ins for the Play Patrol LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 45 FEMA Property Acquisition 2 pending acquisitions DLI Small Business Support Economic Development 19 grants to small businesses negatively affected by (CDBG-CV) grants to small businesses COVID-19 ECAC received 47 applications and assisted 37 Lansing CARES Mental Health Program (CDBG-CV) people negatively impacted by COVID-19 by providing mental health PARKING SERVICES OFFICE The City of Lansing's Parking Services Office (PSO) has a core mission of /A0 providing clean, convenient and affordable parking throughout the city. Their job is to maximize safe access to a finite amount of parking ID inventory and support accessibility for all users. The PSO team consists of 19 full-time positions and 15 part-time positions. Their responsibility is to maintain and service approximately 2,100 on-street parking spaces and 4,203 parking spaces in ramps and surface lots for a total of 6,303 parking spaces in the system. With more daily workers and residents in the city, there has been an increase of better than 10% in monthly permit parkers (1,248 for FY23) and over 25% increase in daily parkers (136,000 for FY23). The Parking Enforcement team has issued approximately 34,000 parking tickets to date. Of these, there were over 1,400 citations for violation of disabled parking laws (no plate/placard, expired plate/placard, blocking access aisles) that impact the daily lives of disabled citizens. The Parking Enforcement Officers are responsible for providing consistent, safety-focused enforcement of the City's parking ordinances, including Parking in Fire Lane (366 citations in FY23, over 50% increase), Blocking Sidewalk/driveway (684 citations in FY23, over 50% increase) and 1,690 Improper parking tickets (over 35% increase). LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 146 One of staff's primary tasks is to create the very best parking experience, whether on-street or in one of the City's facilities, for customers. A major accomplishment this year has been the continuing creation of an extensive overall parking study report. The PSO team has been working with Walker Consultants to review existing conditions and policies, meet with various stakeholders and engage the public to determine possible changes and alternate recommendations, all of which need to be done under current budgetary restraints. The changing business models for companies throughout the area have resulted in changing needs in providing parking for residents and visitors. The City and the PSO see this as a good time to review operations and consider other possibilities to improve overall service. A comprehensive review will allow the PSO to consider implementing different rates, hours, or time limits based on current needs and adaptable to future conditions. After several years of an extreme makeover, the office is excited to show off all of the new changes to facilities and operations. The "octopus," on the North Capitol Ramp, is a beautiful and programmable addition to the downtown landscape. Watch for changes to compliment seasons, holidays and events in Lansing. Holiday Parking Support With more traffic downtown Lansing, there has been more of a need to efficiently notify customers about reserved parking and reduce confusion that may result in a parking citation. To address that, the office will be using large 18" by 24" red/white • temporary "no parking" signs for major events like Silver Bells in NO PAR7LY the City. The signs are much easier to see and can be installed FRIDAY O 2:00 PM quickly and easily by staff. When needed, they can be used for 10:00 PM SPECIAL EVENT specific days and times so parking is only impacted during event hours. Afterwards, the parking spaces are once again available to 6Eirsd all users. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 147 Where needed, the multi-space parking kiosks will be covered, as "„r`; well, so parkers will know as soon as they arrive that they will need to park elsewhere. As always, be sure to visit the Parking website for more updates =" and parking information at:www.lansingmi.gov parking. PLANNING OFFICEI The Planning Office staff includes the City's Zoning Administrator, Principal Planner, Planner and the City's Commercial Corridor Specialist. The primary responsibilities of the Planning Office include: • Developing and administering the City's Zoning Ordinance and Comprehensive Plan in accordance with the requirements of the Michigan Planning and Zoning Enabling Acts. • Coordinating the preparation and approval of the Capital Improvements Plan. • Developing local historic districts and administering the regulations pertaining to the buildings located therein. • Processing, preparing reports and making recommendations to the Planning Commission, Board of Zoning Appeals, Historic District Commission and City Council Committees relative to requests for re-zonings, special land use permits, variances, appeals, historic building certificates of appropriateness and Act 33 reviews. • Coordinating the site plan review and approval process. • Enforcing the requirements of the Zoning Ordinance and Sign Ordinance. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 148 ACCOMPLISHMENTS Form-Based Zoning Code (FBC) In 2021, the City adopted a Form-Based Zoning Code (FBC) that completely replaced the 1983 Zoning \ Ordinance. The FBC was amended in 2022 to address certain issues that arose once the Planning Office began administering its provisions and applying them to actual situations. Planning staff has noted a need for additional amendments since that time and is in the process of drafting the necessary ordinance P 9 Y Language so that it can begin the amendment process. A form-based code (FBC) is a zoning approach that focuses less on a building's use and more on its form and appearance. Unlike traditional zoning, it addresses the relationship between buildings and the street, the form and mass of buildings in relationship to one another, the pattern of blocks and streets and the location and type of public spaces. It is the primary tool and most effective means of implementing the land use and urban design recommendations of the Design Lansing Comprehensive Plan. These recommendations were developed based upon priorities established by Lansing residents and business owners through a series of meetings and workshops during the preparation of the Comprehensive Plan and include the preservation of residential neighborhoods and transformational change to the City of Lansing's struggling commercial corridors and business districts. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 149 The Planning Office is currently in the process of j updating the 2012 Design Lansing Comprehensive j r Plan that informs policy decisions and guides the development of Lansing. The Plan updates will " primarily focus on the economic, educational, environmental, and health issues impacting the City and strategies to promote more equitable social DESIGN LANSING 2012 comprehensive plan development for its residents. Planning staff is developing a process to engage and solicit input from the public on the proposed changes to the Plan. The update will take several months with the ultimate goal of having the Plan updated in its entirety by the end of 2024. Redevelopment Ready Communities (RRC) The Planning Office is still a participant in the Michigan Economic Development Corporation's Redevelopment Ready Communities program. The City has properties showcased as redevelopment ready sites on the "MIPlace" website: https://www.mipLace.org/redevelopment- ready-sites/Lansing. Sign Ordinance Planning Office staff have prepared a new sign ordinance to replace the existing 1990 ordinance. The ordinance is very close to being in final draft form so that Planning staff can begin the process of having it adopted. The new ordinance is intended to eliminate visual clutter and create a more uniform signage pattern along the city roadways, while allowing for signage that is adequate to identify businesses. It is also intended to address issues involving enforcement that are lacking in the current ordinance and ensure that the City's sign regulations do not violate any rights or freedoms provided under the Constitution and other laws pertaining to speech and expression. Site Plan, Permit and License Review The Zoning Administrator coordinates the site plan review and approval process for the City. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 150 This involves providing plans for new construction projects J to the Public Service Engineering, Transportation, and ( Forestry Divisions, the Fire Marshal's Office, the Building �H+fi'fL#4�+H+1���; g Safety Office and the Lansing Board of Water & Light. The t 'I --------- plans are reviewed for compliance with the requirements of J the respective divisions/offices and are also reviewed by the — Planning Office for compliance with the applicable zoning — f ordinance provisions. Planning Office staff works with the applicant to address the issues raised in the reviews until the site plan has been approved by all City departments/divisions and the Lansing Board of Water & Light. The Planning Office processes approximately 25 site plans each year. Planning Office approval is required prior to issuance of all sign, demolition, and building permits (approximately 2,500 annually). The Planning Office works with the Building Safety Office to provide the public with the most expeditious and efficient methods for processing permits. Applications for liquor licenses, cabaret licenses, second-hand dealer licenses, wrecker Licenses, licenses for all medical marijuana facilities 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 250 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 Enforcement Office. The Planning Office staff reviews approximately 2,000 rental registrations annually. From January 1, 2023, through November 22, 2023 (the writing of this section of the report), the Planning Office staff processed the following applications: • Variances/Administrative Appeals: 5 • Special Land Use Permits: 2 LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 151 • Re-zonings: 10 • Act 33 Reviews: 6 • Lot Splits: 16 • Lot Combinations: 28 • Site Plan Reviews: 16 • Historic District Certificates of Appropriateness: 1 Board, Committee and Workgroup Meetings The Planning Office provides staff support to the Planning Commission, Board of Zoning Appeals and Historic District Commission. In 2023, the Planning Commission held eight meetings, the BZA held three meetings and the HDC held four meetings. The Planning Office also provides staff support to the City Council Committee on Development & Planning regarding planning and zoning matters. Planning Office staff participates in numerous staff level workgroups, including Wellhead Protection Team, Groundwater Management Board, Sustainability Team and Capital Area Regional Transportation Study Technical Committee, among others. Planning Office staff also regularly participate in the various corridor improvement authority meetings and occasionally attend the Lansing Downtown, Inc. meetings. Code Enforcement Planning Office staff resolved or assisted the Code Enforcement Office with resolving more than 500 zoning and sign code violations throughout the city in 2023. 4 r STAMPS-- AN CUN NOW - �I 5 . LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 152 This involved writing violation letters, working with property owners/tenants to find solutions to the problems, and working with the Code Enforcement Officers and the City Attorney's Office to prepare citations and court cases, as needed. The work accomplished by the City's Commercial Corridor Specialist since the position was created in 2019 has dramatically improved the appearance of City's commercial corridors. The Specialist primarily focuses on illegal signs, deteriorated parking lots, illegal parking, and illegal storage. Hundreds of violations have been corrected, including many that had persisted for years. Other In 2022, the Planning Office began a project to produce a historic resource photographic survey of certain areas in the Westside Neighborhood. Planning Office staff is in the process of conducting the survey and determining what the next steps will be to complete a report on the survey findings and historical attributes of the neighborhood. The Planning Office revised its procedures and amended the Zoning Ordinance to streamline the approval process and remove any potential barriers to the installation of solar energy systems in order to qualify for SolSmart's Gold Designation. According to its website, "SolSmart" is a national designation program designed to recognize communities that have taken key steps to address local barriers to solar energy and foster the growth of mature local solar markets." Planning Office staff has been working with the City's Sustainability Manager to develop the qualification report, which is expected to be submitted to SolSmart by the end of the year. A pt..n, 4p 54v r pp LECONOMIC DEVELOPMENT & PLANNING (EDP) 12023 ANNUAL REPORT 153 EXECUTIVE OFFICE OF THE MAYOR #4 � R Mn Mn on As Lansing's Chief Executive Officer, the mayor's mission is to exercise supervision and coordination over the various departments and agencies of City government and ensure that the laws, ordinances and regulations of the City are enforced. The mayor is empowered under the City Charter to keep order and enforce the laws of the State and is charged with making proposals to the City Council for meeting the needs and addressing the issues of the city. Other duties, subject to delegation, include the development and preparation of the budget, response to audit reports, reducing discrimination and promoting mutual understanding and citizen complaint investigation and response. The mayor's staff responds to informational needs and concerns, citizen inquiries and complaints and works with residents and citizen groups to implement initiatives for city improvement. The mayor also acts as the City's chief spokesperson, speaking to local, statewide, national and even international media to promote Lansing. L 54 The Mayor's Office also manages the functions of the Communications Office, the Office of Community and Faith-Based Initiatives, the Office of Community Media, Labor Relations, the Mayor's Neighborhood Advisory Council, the Mayor's Gun Violence Task Force, the Mayor's Mental Health Task Force, the Mayor's Interfaith Council, the Lansing Regional Sister Cities Commission, the Mayor's Veterans Commission, the Lansing Sustainability Commission and a variety of other community-based task forces. Department directors, agency leaders and other affiliated organizations rely on a professional municipal management team in the Mayor's Office to ensure the smooth running and 24/7 operations of a large city government serving the needs of residents, businesses and visitors. 717 In addition to the Deputy Mayor, the mayor is supported by key leadership staff including the communication's Director & Mayor's Senior Advisor and the Deputy Chief of Staff to ensure efficient operations are maintained. The mayor is also supported by a team who maintain the daily operations of his office, his schedule, special event planning, the sister cities commission, appointments to boards and commissions, state and federal grant research and applications, strategy and budget, state and federal government relations, labor relations, communication with Lansing neighborhoods and businesses, Lansing Living and many other city functions. All members of the mayor's staff are non-bargaining, at-will employees who are appointed by and serve at the discretion of the mayor. Often filling several roles to assist the mayor in the successful operations of municipal government, the staff frequently step up to help whenever and wherever needed. LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 155 DEPUTY MAYOR The successful administration of a large city government operation requires a trusted team of professionals working together to administer the functions of municipal government and ensure the mayor's vision and strategy are carried out by City departments and agencies. In 2023, while serving in dual roles as both Deputy Mayor and Chief Strategy Officer, she led the charge to change the financial outlook. The mayor, deputy mayor and the City's financial advisors traveled to meet with two bond rating agencies. These wildly successful meetings resulted in the City's credit ratings to be improved, saving taxpayers dollars. Significant results of this include: • S&P Global Ratings increased our rating to "A+" (Stable Outlook) • Kroll Bond Rating Agency increased our rating to "AA-" (Stable Outlook) This means that the City was able to sell General Obligation Unlimited Tax Bonds at a better rate to fund the development of its new Public Safety campus that will house the headquarters of the Lansing Police Department, Lansing Fire Department, 54-A District Court, temporary Lock-up, a new fire station, fire training area, and improvements to other fire stations. As a result of increased ratings, % ■ -'�'q� " 6 �I�y"'►1 r'R'' 1=, ; 1, on j i� i� ■■ I� ■■ pricing of the bonds improved, ■■ �.e reducing the necessary levy to 3.5 All mono soon_ mills, saving taxpayers millions ' - ►;; / - over the life of the bonds. Voters approved the sale of up to $175 million in bonds to Y a for this P project. At that time, it was estimated that it would cost yr _ property owners 3.9 mills. LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 156 • • • " 1 4� r1 y, LNs r �%' r+ANDY SCNOR In addition, the Deputy Mayor works closely with the City's Development Project Manager in overseeing projects and contracts for large-scale developments for the city, including the future Public Safety & District Courts facility, the proposed Lansing Ovation performance venue, the New City Hall redevelopment proposal, several large-scale housing proposals, and other development plans for future growth of the city. �.• f VII � 4 rllll '4 ur LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 157 DEPUTY CHIEF OF STAFF CITIZEN ADVOCATE & CONSTITUENT RELATIONS EXECUTIVE ASSISTANT The Deputy Chief of Staff assumes a pivotal role, working in tandem with the Deputy Mayor to ensure the effective, efficient, and progressive management of all city operations. At the core of this multifaceted position is the role of Citizen Advocate, where the Deputy Chief of Staff takes on the responsibility of receiving, investigating and responding to all inquiries and complaints concerning the operation of the City in a prompt and efficient manner. This role also extends to serving as the Mayor's Executive Assistant as outlined in the Lansing City Charter. The Deputy Chief of Staff operates as the linchpin in the Mayor's Office, staying knowledgeable on issues and policies impacting City services. Navigating the intricate web of intergovernmental affairs, including constituent relations and community engagement, the Deputy Chief of Staff fosters robust working relationships with staff. Beyond administrative duties, the Deputy Chief of Staff collaborates with the Office of the City Attorney on legal matters including policy development. Serving as the mayor's liaison with Federal and State Lobbyists, they remain vigilant about federal and state legislative matters impacting the City, while actively pursuing funding opportunities in conjunction with the Strategy Analyst. w LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 158 From composing correspondence to supervising constituent relations and providing direction to staff, the Deputy Chief of Staff exercises excellent judgment in handling sensitive issues. In the day-to-day operations of the Mayor's Office, the Deputy Chief of Staff ensures the smooth functioning of the office, vets department resolutions for referral to City Council, conducts Cabinet meetings in the absence of the mayor and deputy mayor and meets with community and business leaders as requested. As referenced above, he also serves as the mayor's executive assistant, a position laid out in the Lansing City Charter, Article 4, Chapter 2. The executive assistant is the mayor's official liaison with the City Council and attends regular meetings of the City Council, representing the mayor in his absence when necessary, along with other administrative duties as laid out in the City Charter. In essence, the Deputy Chief of Staff's narrative is one of versatile leadership, dedicated to addressing the needs of residents, finding solutions to problems, and connecting residents to available resources. In this role, the Deputy Chief of Staff stands as a champion of effective, responsive and citizen-centric work in the heart of the Mayor's Office. Lew, tx�'. A h 'O h� LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 159 APPOINTMENTS COORDINATOR AND SCHEDULER SISTER CITIES LIAISON The Mayor's Appointments Coordinator and Scheduler is responsible to monitor, coordinate and maintain all mayoral appointments to City boards and commissions, and provide monthly status reports on term expiration dates, vacancies and the like to the mayor. F r� 1,0�i This position plays a critical role in the administration and implementation of successful appointments to these critical boards and commissions. The Appointments Coordinator collects all appointment application requests submitted through the City's website. After consultation with the mayor and review of qualifications, including any ordinance requirements for specific roles, selected applicants are contacted about moving forward through the background process. The Appointments Coordinator manages the vetting process, which may require more information from applicants to complete the process, including police backgrounds and tax status inquiries. Once the background check and vetting process have been completed and applicants pass, she works with the Deputy Chief of Staff to craft a resolution that is forwarded by the mayor to the City Council for their review and approval process to begin. 2023 Appointments • 470 applications submitted for review • 86 Residents Appointed & Re-Appointed to City Boards & Commissions 01 EXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 160 The Appointments Coordinator also serves as the mayor's scheduling coordinator. Requiring attention to detail, the position schedules the mayor's appointments and meetings, coordinates public engagements and the mayor's participation in all events by gathering all pertinent information and providing the Mayor with an agenda, participants and essential details. n ■ ® ® ■ N f' �-i 2023 Scheduling Requests The Scheduler managed several [REA a Q E R hundreds of meeting, event and ■F rax appearance request forms. This position also serves as the mayor's liaison for the Sister Cities Commission and other needs d related to heritage, multicultural, international events and programs or special public events. LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 161 COMMUNITY RELATIONS & FAITH BASED INITIATIVES MANAGER The Community Relations and Faith-Based Manager is responsible for fostering connections, ob _ collaborating and deepening relationships and trust F y between groups or organizations and City government; with a focus on engaging faith-based organizations/communities, neighborhood groups and organizations, community service agencies, and others. The Community Relations and Faith-Based Manager contributes to the overall well-being and cohesion of communities by bridging gaps, fostering \ understanding and leveraging the strengths of our faith-based and neighborhood networks. The role is multifaceted, often requiring meetings on nights and weekends, and includes the following responsibilities: Community Outreach Connect with local communities, including faith-based organizations to understand their needs, concerns, and aspirations. • Lead for the City of Lansing monthly Mobile Food Distribution • Participates in events, community meetings, faith-based celebrations, festivals etc. to bring City Hall to the community and connect and learn more about organizations, cultures, and ethnicities. Some examples include: • Neighborhood meetings • Faith based events and meetings • Organization outreach with groups like the OTCA, SWAG and others • Ethnic group outreach • Community member funerals and celebrations of life • Resource fairs • Develop small business and strategic corridor relationships LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 162 Act as a liaison between the City and the community, ensuring effective and transparent communication. This may involve disseminating information about programs, initiatives, and opportunities. • Assist in directing constituents to the appropriate contact and/or resource to resolve their issue or get their question answered • Quarterly newsletters for community and faith based organizations • Host a community podcast, featuring at least one guest per month �F f a� Partnership Building Establish and maintain partnerships with faith-based organizations, community leaders and other stakeholders to facilitate collaboration and mutual support. • Multiple weekly meetings discussing community engagement, opportunities, or resources • Consistent communication with community and faith-based organizations on events and activities going on in the community I i 1 i , LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 163 Program Development Create initiatives that align with the values and needs of the community, integrating faith- based perspectives where relevant. • Working with leaders to connect nearly 200 faith-based organizations with city government • Partner with LPD chaplain program • Collaborate with Fire Department administration to re-establish their chaplain program • Creating a faith-based resource list to be shared with community partners i� Event Planning Organize and participate in events that bring together community members and faith-based organizations to foster unity and shared purpose. Exhibit cultural competence and sensitivity, recognizing and respecting the diverse beliefs, practices and traditions within the community, particularly within faith-based contexts in alignment with the Mayor's Racial Justice and Equity Community Action Plan. • Black History Mobile Museum • Hispanic Heritage Month Celebrations • Interfaith Council meetings 01 EXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 164 • Partner with multiple faith-based organizations on events Resource Mobilization Seek and secure resources, including financial support and volunteers from faith-based sources and community members to support the City's initiatives. • Interfaith Council resource list SPECIAL EVENTS PLANNING & ORGANIZATION The mayor's team is involved in several community events throughout the year. Organized by the Mayor's Office Manager, they help in various ways, including planning, organizing, coordinating and overseeing a variety of functions. The Mayors' Ramadan Unity Dinner Al All _11; A joint event with the East Lansing mayor is primarily organized and coordinated by Mayor Schor's office. This year, the dinner , August had roughly 250 attendees, raising over - _ Greater lensing Food Bank 17 000.00 , $20,000. Proceeds from the event go to seven Thouso"d and 00r,00 0,,_, 2023 WM's RenYdm Lk*y Oimtr the Greater Lansing Food Bank. •�.���___ LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 165 State of the City The Office Manager plays a pivotal role in the organization and planning of the Mayor's Annual State of the City speech. Coordinating the location, security and logistics of a large public event, the Office Manager worked closely with the communications team to ensure the event was a success. Employee Appreciation Day Working closely with the Human Resources Department, the event celebrates all City of Lansing employees. This past year, over 300 people enjoyed an incredible evening trying various food and drinks at the Lansing Shuffle. Employees from every department were able to relax, meet and socialize with fellow City employees and administrative officials. Silver BeLLs in the City The Mayor's Office is heavily involved with the planning and coordination of this annual event that brings thousands of people to downtown Lansing. LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 166 Lansing Lugnuts and Jackson Field City Suite The Mayor's Office coordinates the use of the suite at Jackson Field, ensuring that all 60+ games are filled with community organizations, City Council, City departments and agencies, neighborhood groups and many others. jars - r� to STRATEGY ANALYST (GRANT ADMINISTRATOR) To increase access to state and federal grants, the Mayor's Office employs a strategy analyst to help apply for, track and monitor grants for the City of Lansing. Paid for through grant administration funds with no direct cost to taxpayers, this role has proven highly valuable to the city. Fully funded through the administrative costs from grants, this position works directly with the Mayor's Office, department directors and external partners to identify federal and state funding opportunities to advance City priorities. This role also coordinates the administrative requirements of grants that the City wins. Since April 2023, this position has won $11,490,000 in grant funding, as well as 2 competitive technical assistance programs. The breakdown is as follows: • Innovative Infrastructure Initiative (i3) with Accelerator for America: technical assistance program for solar implementation on municipal buildings. LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 167 • Good Jobs, Great Cities Academy with the National League of Cities and the US Department of Labor: Lansing was 1 of 16 cities nationally chosen to participate in the inaugural Good Jobs, Great Cities Academy. The focus is on creating pathways and removing barriers for Lansing residents, specifically females, to enter an apprenticeship, from an apprenticeship to get a good paying job in the City of Lansing focused on the construction/manufacturing field. The City partners with Capital Area Michigan Works!, Lansing Community College, Lansing School District, Ingham County Intermediate School District, Ferguson Development, and Lansing Economic Development Corporation on this program. • USDA Urban and Community Forestry Grant: Awarded $5M to prioritize, preserve, and grow Greater Lansing's tree canopy, prioritizing disadvantaged neighborhoods across the City of Lansing and surrounding townships so that more residents reap the full benefits of trees. The Greater Lansing project will undertake tree planting and maintenance, stakeholder engagement, education and outreach, workforce training, educational pathways and utilization. a F � Z n • RAP 2.0 Grant: awarded 6.45M for 5 projects within the city to revitalize blighted and functionally obsolete buildings and sites for new development. • National Fitness Campaign: awarded $40,000 to implement a second outdoor fitness court in the City of Lansing at Stabenow Park. LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 168 y -- L f The City has applied for 4 additional grants, totaling $13,776,000 that it's waiting to hear funding announcements on. The breakdown is as follows: • Electric Vehicle Charging Infrastructure: $10M • US Department of Transportation PROTECT grant, for flood mitigation plans at 4 sites in Lansing: $176K • MI Department of Labor and Economic Opportunity Community Center grant, to renovate and build new tennis courts at Letts Community Center: $2.5M • US Department of Transportation Reconnecting Communities and Neighborhoods: Feasibility study to assess ways to reconnect communities on either side of 1-496: $1.1M Projects this position helps manage, but were applied for before April 2023: • RAP 1: $7,694,375 for 4 new development projects in the city. • US Department of Transportation Safe Streets for All: $168K federaV$42K local match — to create a comprehensive safety action plan for city streets, with a focus on safe routes to school. • US Department of Transportation Thriving Communities: technical assistance through capacity builders with a focus on the south side of Lansing (Safety, connectivity, economic opportunities, etc.). 01 EXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 69 COMMUNICATIONS The City of Lansing Communications Office works with Mayor Andy Schor and his administration to provide information and news to the general public. They produce and distribute the latest news releases, 1 special events, social media content, and other information for the media, the public, and City departments. The communications team is responsible for overseeing and managing media relations, website content, social media channels, internal communication services, graphic design, print publications such as the Lansing Living magazine, newsletters and much more. They work closely with the Lansing Public Media Center and each department, especially those with staff dedicated to marketing, communications, or public engagement, such as Public Service, Parks & Recreation, and the Lansing Police Department. They also regularly collaborate with outside affiliated agencies, such as Downtown Lansing, Inc., LEPFA and the Lansing Board of Water & Light. The communications team consists of the Communications Director & Mayor's Senior Advisor, the Communications & Digital Media Manager and a part-time communications associate student from MSU. Some of the major 2023 highlights from the team include: • Nearly 50 press releases, media advisories, or statements were written and disseminated to the media. • More than 35 news conferences, briefings, media roundtables, or press events managed, coordinated, or involved in the planning of, including on nights, weekends and holidays as circumstances or news warranted. LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 170 • Hundreds of social media posts written, created and posted across several social media platforms to keep residents and the public informed of city government issues and news. • Mayor Schor Official Accounts (Facebook & Twitter/X) ■ Photos: 713 ■ Graphics: 96 ■ Total Posts: 351 • City of Lansing (Facebook & Twitter/X) ■ Graphics: 290 ■ Total Posts: 380 CITY OF LANSING ► : 11 ► P ► ► ► LYTICS (JAN. 1 DEC.20, po FOLLOWERS PAGE VISITS Facebook: : 4 - . .• 1 Instagram: . . :4 REACH NEW LIKES AND FOLLOWS • 1,031 ► 1 ' ANDY SCHOP FACEBOOK ► ► ► DEC. FOLLOWERS PAGE VISITS Likes and foLLows: 8,626 32,084 REACH NEW LIKES AND FOLLOWS 280,502 LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 171 i�1►�• y�Tv`'� 4L • Write, review and edit content for a variety of social media pages owned and operated by the City of Lansing, as well as coordinate posts and information shared through several departments with their own individual accounts, including the City of Lansing, Mayor Andy Schor, Public Service Department, Parks & f• Recreation Department, Lansing Police Department and the Lansing Fire Department. In addition, the team monitors sites and track social media engagement across a variety of platforms. • Manage media relations, develop contacts, pitch stories, speak on the record for the mayor and City departments, as well as coordinate response to all ✓' press inquiries. LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 172 • Support the development of mayoral speeches and coordinate speech-related media and logistics, as well as plan and coordinate the mayor's interviews and talking points for events and other functions or speaking engagements. • The team is responsible for writing, directing and producing the mayor's annual State of the City speech. This annual event is attended by hundreds of people and garners a wide array of media coverage. 1 � OF MApCH 14. 1 • Write, review and edit the City's website, assisting departments with content management for their individual pages. • Compile, edit and design the City's Annual Report. Featuring reports from all City Departments and key agencies, this report is an important and comprehensive review of Lansing's city government and services. • Manage the development, design, creation, printing and dissemination of the citywide Lansing Living magazine, in conjunction with appropriate city departments, including Parks & Recreation and Public Service. Prior to 2018, this was contracted out to an agency but brought in-house under Mayor Schor, saving taxpayer dollars. YOUR%gOURCE FDA THINGS TO DO IN LANS'NO l ;. . GUIDE tILI LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 173 • Manage City brand standards, including the use of the City seal and Lansing logo, brand fonts and colors and ensure standards are met across the board throughout all departments. • Manage the communications team to create engaging and effective digital and traditional campaigns that drive traffic, generate leads, increase awareness, connect with residents and encourage engagement. The team coordinates and collaborates with City departments, programs and project leaders to promote their goals and messages and ensure consistent messaging enterprise-wide. • Work with the Office of Emergency Management, Lansing Fire Department, and Lansing Police Department to develop strategies and implement digital and traditional communication during a crisis or City emergency. • Ensure all communications align with City government mission, values and objectives. LEXECUTIVE OFFICE OF THE MAYOR 12023 ANNUAL REPORT 174 FINANCE DESIRES A. KIRKLAND, DIRECTOR 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; purchase of goods and supplies; payments to vendors; and administration of the retirement system are among core functions. 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, City Council, and others charged with developing, adopting and monitoring the City's budget. ACCOMPLISHMENTS • Implement Debt Book software to comply with GASB 96 subscription-IT arrangements (SBITAs) requirements. Additional, utilizing software to track and maintain City of Lansing IT subscriptions. • Implement new chart of accounts in compliance with the State of Michigan Uniform Chart of Accounts (UCA). • Received from the State of Michigan a $11.5 million pension grant for the General Employees' Retirement System. • Worked with several departments on various Bonds; Public Safety, Ovation and Montgomery Drain (amendment). • Preparation and participation in participatory budget sessions, in conjunction with Neighborhood and Community Development. • Working to implement BS&A software, a new general ledger and upgrade current BS&A platforms to the cloud base platform. L • Worked closely with staff to address audit findings and recommendations by encouraging timely updates and better internal controls; thereby, reducing audited findings. APPRECIATION All the employees in the Finance Department and its partners in Treasury and Assessing are to be commended for their accomplishments in 2023 and their commitment to continue improving the delivery of services in the future. Thanks to their dedication, the residents, businesses and visitors of the City of Lansing are well-served by these efforts. Additionally, a special congratulations to Joanna Felczak and Wymon Curry on receiving the Government Finance Officers Association of the United States and Canada achievement in financial reporting award. LFINANCE 12023 ANNUAL REPORT 176 FIRE BRIAN STURDIVANT, CHIEF The Lansing Fire Department (LDF) is committed to serving the Lansing area community with the highest levels of life and property protection. LFD will achieve this by providing excellent compassionate service in an atmosphere that encourages innovation, professional development and diversity. ORGANIZATIONAL CH eora a Fln CommWbn�n MirDOPWW t ACmn .O- ist Ra) Eras TnYWp�R1 � s� 91DC�plrin Aml 6gkras R4) LANSING BOARD OF FIRE COMMISSIONERS The Lansing Board of Fire Commissioners is established by the Lansing City Charter and functions as an advisory board with additional responsibilities defined by the Charter. The board meets monthly on the second Wednesday at 5:30pm, where input from the public is welcomed. Meetings are held at a different Fire Station each month. See the City's website or Board Meeting Notices for more details. L The eight commissioners are appointed by the mayor with the consent of the City Council. One member represents each ward and four members are appointed at-large. Pursuant to the Charter, and in consultation with the fire chief and mayor, the commission is responsible for the following: • Establish the department's administrative rules • Approve rules and regulations governing conduct of department members • Establish procedures for receiving and resolving complaints concerning the department • Review and approve the department's annual budget request • Act as the final authority in imposing or reviewing discipline of department employees consistent with State Law and Collective Bargaining Agreements • Deliver an annual report reviewing the progress and planning of the department to the mayor and City Council • Otherwise acting as an advisory board in support of the department LansingMembers of the Board o Stephen ' • - 6/30/2025 Barbara • 6/30/2025 Jerrod LaRue I Commissioner • Ward6/30/2026 Gina NeLson I Commissioner • 6/30/2024 Rodney SingLeton • • •- 6/30/2024 Commissioner At-Large6/30/2027 Krishna Singh Commissioner • - 6/30/2026 LFIRE 12023 ANNUAL REPORT 178 FROM THE BOARD CHAIR I FIRE CHIEF The Lansing Fire Department made great progress over the last year and is in a strong position to continue improving next year. Over this past fiscal year, the Lansing Fire Department: • Ratified a new four-year collective bargaining agreement between the City and Local 421. • Undertook a comprehensive review of the department's policy manual facilitated by Lexipol —a national vendor that checks policies for compliance with state and federal law, and best practices. As part of this review, the department adopted the Lexipol digital platform to ensure all members have access and are accountable to review all policies and procedures. • Planning began for the Public Safety Campus that will include new space for Fire Administration, new training facilities and a new fire station to replace Station 42. As part of the $175 million Public Safety Campus Bond, Station 49 will also be torn down and replaced with a new, modern building and other stations will receive upgrades and enhancements to meet current operational needs and provide safe, clean, efficient Live/work environments for our firefighters. Additional dry storage space will also be created as part of the Public Safety Campus. • Adopted a new 5-year strategic plan with clear goals to guide planning and day-to-day management of the department. As a Fire Board, they have begun reviewing and approving the department's new policies and procedures as required by mandate under the City Charter. They also participated in the development of the Strategic Plan and work to identify strengths, weaknesses, opportunities and threats to the department's operations and ability to serve Lansing. Over the past several years, the department has been able to benefit from COVID and other sources of one-time funding to replace aging fire apparatus, upgrade essential paramedic equipment, update turnout gear and other PPE and install gear washers to protect our firefighters against harmful contaminants. The department also implemented new inventory systems to improve management and reduce cost of paramedic supplies while making dozens more small operational changes to improve effectiveness. LFIRE 12023 ANNUAL REPORT 179 All that said, we must recognize the challenges that remain. Departments throughout Michigan and around the country continue to struggle recruiting and hiring new talent. At the same time, call volumes—particularly the demand for EMS service—continue to rise at an unsustainable rate. The Fire Department and Board of Fire Commissioners appreciates the challenges presented by municipal finance in Michigan, and the hard work of city leaders, including the mayor and Council, to allocate resources to the Fire Department. To address forward looking challenges, we know that the City will continue to innovate and streamline the hiring process so we can better compete for qualified candidates and put them on the job faster. We also recognize a need to add additional EMS capacity to reduce wear- and-tear on LFD equipment and personnel while maintaining the world-class service Lansing enjoys. It is only appropriate to conclude by recognizing the men and women who serve Lansing as Fire Fighters and Paramedics. Lansing's firefighters and paramedics do outstanding work in a difficult job, serving everyone who lives and works in or visits Lansing. We thank you for your continued service, sacrifice and dedication to our community. Sincerely, Stephen Purchase, Chair, Board of Fire Commission Brian Sturdivant, Fire Chief Fire department operations are managed through seven divisions. The department receives additional direct support from the City Garage and IT Department. Operational funds for LFD Divisions are appropriated through the annual budget process for each of these areas. Each division is identified below along with a description of its area of responsibility. 01 FIRE 12023 ANNUAL REPORT 180 Fire Administration The Fire Administration Division provides funding for the following positions: Fire Chief, 2 Assistant Chiefs, 1 Administrative Chief, 1 Financial Officer and Administrative Support Staff. It is the Fire Chief's responsibility to administer all policies, programs and resources for the City's fire service. The Fire Chief also serves as the City's Emergency Manager, responsible for major event coordination, disaster preparedness and mitigation response. Operations Division The Operations Division provides funding for firefighting personnel, apparatus and facilities. Each shift is assigned a Battalion Chief, 8 Captains, 8 Engineers and 36 Firefighters. Responsibilities include the control and suppression of fire, emergency medical response, hazardous materials mitigation, technical rescue, water rescue and vehicle extrication. Prevention Division The Prevention Division funds the Fire Marshal and five Inspectors. The Prevention Division is responsible for inspections of new and existing occupancies, plan reviews, public safety education programs, Juvenile Fire Watch program, fire investigations and hazmat right-to-know compliance EMS Operations Division The EMS Operations Division provides funding for the EMS Operations Chief, who oversees all licensing, quality assurance, quality improvement and review of all EMS regulatory issues. Training Division The Fire Training Division funds the position of Chief of Training and two Training Captains. Maintaining competent firefighters is critical to our response capabilities. The Department's training program covers a wide range of subjects relating to firefighting, medical response, rescue, hazardous materials, personnel safety, terrorism and related services. LFIRE 12023 ANNUAL REPORT 181 Emergency Management Division The Emergency Management Division funds provide for a Division Chief, Emergency Management Captain, Community Hazard Mitigation Specialist and two Regional Planners. This division coordinates the City's emergency planning efforts, as well as assists all City departments with Continuity of Operations Planning and public event management. Approximately 20% of the Emergency Management Division is grant funded. Logistics Division Maintenance and Alarm funding provides for the logistical side of the department's operations. The Logistics Chief oversees two captain positions and a contract employee in coordinating the department's supply chain, equipment/facility maintenance and equipment testing services. City Garage and IT Funds are allocated from the Fire Department Budget in support of the City Garage and IT Department, which in turn, provides Fleet Management/maintenance and IT services to the Fire Department in accordance with City Policy. ADMINISTRATIVE DIVISION MUM N1 i The department's administration is responsible for managing and directing the operations of the Lansing Fire Department. LFIRE 12023 ANNUAL REPORT 182 Fire Chief Brian Sturdivant, Assistant Fire Chief Ken Lay, Assistant Chief (vacant), Administrative Chief David Odom, Department Financial Officer Eric Rasool and Administrative Specialist Jules Overfelt 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 • Produced a new 5-year strategic plan to set goals and guide the department's planning. • Initiated a wholistic review of all department policies and procedures and implemented Lexipro to ensure all department members have ready access and are accountable to review to current policies. • Contributed to the planning of two new fire stations, fire administrative facilities and training facilities funded through the Public Safety Campus Bond. Budget The Fire Department's FY 2022/2023 annual budget is divided into five major programs which combined are designed to protect citizens and visitors by enabling the department to respond to all types of emergencies. Listed below are the individual programs and the respective funding levels for FY 2019/2020 along with miscellaneous funding divisions. Note that IT and Fleet Services are usually considered part of Fire Administration, but are broken out here for the sake of identifying cross-departmental allocations. FY221FY23 Adopted FY22123 Spent Fite Administration $1,966,829 $1,611,068 Suppression $27,971,525 $27,199,296 Prevention Division $1.035.517 $1,124,134 Ambulance I EMS Services $541 418 $497,309 Training Division S820,145 $748.744 Emergency Management $648.831 $615.914 Division • Operating Expenses Salary/Benefits Maintenance and Alarm Division $1.156,230 $1,000.956 External Costs(Fleet/IT) Misc. Hazardous Materials $25,000 $12,989 Technical Rescue $25,000 $24,984 IT $1,175,504 $1,175,504 Free.'Se.tro,•ces $1.t)%000 $1,950,000 Total Expenditures $34,190,495 $32,835,394 LFIRE 12023 ANNUAL REPORT 183 OPERATIONS DIVISION AW jKE RESCUE �K. Organization is built around supporting the department's Operations Division. The Operations Division is responsible for responding to the daily emergencies within the community. Three Battalion Chiefs manage each of the three shifts. Company captains handle command of minor incidents and manage their assigned individual crews, which allows the Battalion Chief to take control of more difficult or complex emergencies. The City maintains six fire stations, training grounds and a Logistics 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, one command officer 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 response through the reassignment of on shift engine and truck company personnel. Each truck and engine company is staffed with a captain, engineer and one or two firefighters. LFIRE 12023 ANNUAL REPORT 184 Response Stats Daily Average / Annual Runs O Average Runs Per Day ■ Total Runs 75 23,000 68 75 + :: ' 21,750 • 1 62 5 20,500 �1 1 •• i : 56.25 19,250 50 18,000 FY2014 FY2016 FY2018 FY2020 FY21 24 EMS Other False 0 Fire Run Type 342 Annual Runs by Station ■ Station 41 ■ Station 42 Station 44 ■ Station 46 ■ Station 48 ■ Station 49 8000 :1 6000 1 400 2000 _ 1 •, 0 Runs By Station LFIRE 12023 ANNUAL REPORT 185 Response Stats Annual Runs by Unit Medic 411 Medic 41 Medic 49 Medic 46 Medic 491 1 Engine 41 Engine 46 Engine 49 Engine 44 :• Engine 48 ' Engine 42 B41 1 Truck 41 •. Truck 46 Other 0 1250 2500 3750 5000 'Note that Lansing's Rescue Units are some of the very busiest in the country and medical call volume continues to increase on an annual basis, suggesting the need to add additional Rescue Units in the future. Received Given Mutual Aid Other Meridian Township Lansing Township 1 1 East Lansing Dewitt Township Delta Township y� Delhi Township 0 75 150 225 300 dFIRE 12023 ANNUAL REPORT 186 Response Stats EMS Call Volume (Calendar Year) Call Volume 2016 2015 14500 15000 15500 16000 16500 17000 17500 1WW 18500 19000 19500 20000 ■Call volume Average Ambulance On-Scene Time Average Ambulance On-Scene Time Trauma 2,347 Patients Avg. Scene Time: 14:32 81% patients with scene time less than 20:00 Cardiac 24 Patients Avg. Scene Time: 14:27 92% patients with scene time less than 20:00 Chest Pain 665 Patients Avg. time to 12 Lead ECG: 8:37 68% patients with scene time less than 10:00 Stroke 281 Patients Avg. Scene Time: 14:27 86% patients with scene time less than 18:00 LFIRE 12023 ANNUAL REPORT 187 EMS Complaint Breakdown EMD Complaint Responses Unknown Problem/Person Down 770 Pregnancy/Childbirth 121 Breathing Problem 1902 No Other Appropriate Choice 2464 Medical Alarm 583 Fire 151 Falls 1153 Sick Person 4578 Assault 670 Assist Invalid 16 Psychiatric Problem/Abnormal Behavior/Suicide Attempt 480 Animal Bite 36 Traffic Accident 1419 Abdominal Pain/Problems 688 Standby 68 Traumatic Injury 313 EMS Special Service 9 Convulsions/Seizure 635 Overdose/Poisoning/Ingestion 534 Headache 103 Well Person Check 43 Altered Mental Status 385 Burns/Explosion 27 Unconscious/Fainting 243 Cardiac Arrest/Death 144 Diabetic Problem 247 Automated Crash Notification 14 Stab/Gunshot Wound/Penetrating Trauma 66 Stroke/CVA 201 Back Pain (Non-Traumatic) 280 Hemorrhage/Laceration 78 Allergic Reaction/Stings 86 Choking 29 Chest Pain (Non-Traumatic) 1021 Electrocution/Lightning 6 Heat/Cold Exposure 18 Carbon Monoxide/Hazmat/Inhalation/CBRN 10 Transfer/Interfacility/Palliative Care 7 Heart Problems/AICD 28 Drowning/Diving/SCUBA Accident 2 Eye Problem/Injury 21 Boating Accident 2 Healthcare Professional/Admission 4 19655 LFIRE 12023 ANNUAL REPORT 188 Injury by Age Group Less 13 to 18 to 26 to 51 to Over Injury Primary than 1 1 to 8 9 to 12 17 25 50 75 75 Total Sharp Objects 1 4 3 S 14 55T 23 1 109 Assault 1 0 4 22 1 91 262 114 10 504 Burns 1 5 0 2 4 15 1 6 2 35 Falls 1 33 13 22 62 279 565 303 1278 Physical Exertion 1 0 1 4 9 21 16 2 54 Struck by Object 0 7 5 6 18 19 23 2 so Pedestrian-Vehicle Accident 0 2 1 2 7 10 17 1 40 Motorized Vehicle Accident 0 20 15 42 174 357 187 32 827 Explosives 0 1 0 1 0 0 1 0 3 Machinery Accidents 0 2 0 0 1 30 5 0 18 Non-Motorized Vehicle Accident 0 1 0 1 0 9 4 2 17 Animal/Plant Contact 0 1 2 1 5 16 2 2 29 Firearms 0 0 0 2 10 20 4 1 37 Intentional Self Harm 0 0 0 4 23 29 2 1 59 Electrocution/Radiation 0 0 0 1 1 2 0 0 4 Suffocation/Asphyxiation 0 0 0 1 0 2 1 0 4 Abuse 0 0 0 0 4 4 0 1 9 Environmental 0 0 0 0 0 1 3 0 4 Poisoning 0 0 0 0 0 1 0 0 1 Aircraft Accident 0 0 0 0 0 0 1 0 1 Fire and Smoke 0 1 0 1 0 1 0 1 0 0 1 2 0 2 Total 5 76 44 1 119 1 423 11121 9761 360 3115 "PREVENTION DIVISIO4 Ell Personnel Fire Marshal Jared Nisch works with inspectors to assure that the properties within thecCity remain in compliance with adopted fire codes. Fire prevention and education activities are also viewed as important work of the division. LFIRE 12023 ANNUAL REPORT 189 Inspections Life Safety: 1,708 (2 hours average each, 3 per inspector daily average) Plan Reviews: 242 (2 hours average each) SEPA and LEPFA Inspections: 342 (1.5 hours average each) Fire Investigations: 104 (12.5 hours average each) Community Contacts Community Safety Presentations: 62 (2,854 people reached) School Fire Safety Presentations 29 (6060 students reached) State Building Fire Drills: 17 (4250 people reached) Goals • Increase attendance at Fire Prevention Week Open House and establish partnership with Lansing Schools to spread Fire Prevention messaging • Increase number of recurring Life Safety Inspections across the city to identify and provide guidance to resolve potential life/safety hazards MINING DIVISION Personnel Training Division Chief Dave Rivet and two captains each serve as multi-faceted trainers and educators. Fire Department administrative staff supports them. A cadre of specialty adjunct instructors also supports the division. LFIRE 12023 ANNUAL REPORT 190 These men and women are trained professionals with specialized instructor credentials from across the divisions and ranks of the Fire Department. Contact Hours of Recorded Training EMS Training 2,507 Hazardous Materials Training 309 Officer Training 498 Recruit Training 2,463 Specialty Training 1,195 Company&Other Training 4,604 Driver Operator 466 Total Contact Hours(2019) 12,042 EMERGENCY MANAGEMENT DIVISION f V _ i Personnel William Engelter is the division's Emergency Management Chief. Also working in the sivision is Captain Jason Stevens. Disaster Response Activity • Significant wind shear event 2023 Special Events • Silver Bells in the City 2023 01 FIRE 12023 ANNUAL REPORT 191 Exercises and Training • Ongoing ICS/NIMS training for City Cabinet Volunteer Activity • Coordinated DolThing The DolThing program was developed by Lansing's Emergency Management Division. It is designed to assist individuals with disaster planning by asking them to perform one activity each month. This program has garnered widespread recognition and has been adopted for use in communities across the country and internationally. Do 1 Thing spreads its message to a large range of audiences. 2019 outreach events included: • 20 outreach presentations • 24 outreach tabling events doothing • Monthly radio segment on preparedness SMALL STEPS TOWARD BEING PREPARED FOR AN EMERGENCY at Lansing Community College Individuals Business • 361 new subscriptions to our e © (D © O © 0 preparedness newsletter © © 0 O 0 ® O 0 • 3,405 emergency preparedness calendars 000 O 0 ® O distributed • 2nd annual DolThing fair with over 100 attendees • Created partnership with Lansing Retired Seniors Volunteer Program (RSVP) to train over 97 volunteers as DolThing Ambassadors • Progressed development on DolThing mobile app; schedule for completion before the end of 2019 LFIRE 12023 ANNUAL REPORT 192 LOGISTICS DIVISION Personnel Logistics Chief Jwan Randle leads a team of Maintenance Captains. Fire Admin clerical staff assist with 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. Division Responsibilities The division partners with City of Lansing Property Management and IT to provide attentive action for submitted work orders. Additionally, the division issues EMS supplies, linen and equipment, maintains and repairs suppression equipment, provides general office and cleaning supplies across all divisions, provides seasonal property upkeep like snow plowing, lawn services and pest control, continually tests equipment (SCBA units, hoses, ladders, etc.) and provides on-call response to structure fires for logistical support including provision of basic crew needs (oxygen, water, food, etc). Division Highlights • Implementation of new EMS Inventory distribution and tracking platform • Development of new LFD asset management software program • Purchased updated Turnout Gear and Boots for the department • Acquired SCBA Scott Carbon Cylinder with valve for Scott Bottles in service Current Projects • Annual Ground and Aerial ladder testing • Annual Fire Hose testing • Annual fire engine pump testing • Relocation of fire equipment and supplies from the South Washington Office Complex LFIRE 12023 ANNUAL REPORT 193 y •1 *AN I •� - 3 fl F x g 49 C G g e .. . . . . . . . . . ; Lot N �nao Fner HUMAN RELATIONS & COMMUNITY SERVICES (HRCS) KIMBERLY A. COLEMAN, DIRECTOR The City of Lansing Human Relations and Community Services (HRCS) Department's mission is to foster a robust, connected community through coordinating local human services, providing dispute mediation and reconciliation services, complaint _ investigations, conducting community needs assessments and pursuing funding to support City initiatives. Staff provides grants management, contract development and community-wide services planning as a recipient of federal, state and local homeless _ grants, conducting monitoring, and grants oversight. HRCS outreach events bring basic needs items directly to Lansing citizens, especially those who are underserved, leading D to greater family stability. As community needs evolve, HRCS stands ready to assist the human services system in creating innovative solutions. Over the past year, HRCS has focused on working with community coalitions to evaluate community needs, develop grant proposals or programming and oversee contracts to distribute City funding to address urgent needs. The department administers Federal Housing and Urban Development (HUD) Emergency Solutions Grants (ESG) and acts as a fiduciary through sub-contracts with local agencies, Cn providing monitoring and technical assistance. HRCS is responsible for mediation to address community disputes and complaints and monitors City compliance with laws and ordinances to ensure social equity. The department hosts the Police Commission Investigator as an independent reviewer of complaints against the Lansing Police Department, who reviews complaints of Prevailing Wage Enforcement, Landlord Tenant complaints and investigates human rights violations related to the City Human Rights Ordinance. Nftnwe L 95 ACCOMPLISHMENTS GRANTS Human Services grants established by City ordinance provide local Lansing agencies with funding to assist Lansing residents with basic needs (food, housing, shelter), employability development (job skills, vocational training), health and mental health issues (crisis intervention, health care access, dental care) and life skills (academic tutoring, mentoring, parenting), resulting in improved quality of life for all residents. Local agencies submit competitive applications providing needs statements supported by data and employ best practices to improve outcomes for program participants. HRCS' 2023-24 grant-making process, initiated annually through the Community Forum, resulted in 89 applications submitted with grants awarded for 72 programs addressing the full spectrum of priority human services. The HRCS Advisory Council and the mayor recommended grant awards of $1,607,125 to 53 agencies, including 7 new programs or agencies. This includes $27,000 from the City Supported Agencies funds. Additional funds of $154,439 were available for Racial Equity Grant initiatives and $350,368 to address urgent community needs such as senior services through the TCOA Consortium, Subsidized Eviction Prevention, a Warming Center, emergency food and shelter, and chronic homeless outreach for a total of $2,111,932 in community funding. In 23- 24, $480,000 of these funds were designated to support shelters, street outreach, permanent housing matching grants and eviction prevention. A sampling of 2023 programs supported by Human Services funding includes two supplemental food programs, even more essential due to the 10% increase in food costs caused by the highest inflation rate in 40 years. LMTS Community Outreach Program In the first quarter of FY23-24, the LMTS Community Outreach program provided 330 residents with food boxes, and the Greater Lansing Food Bank served 2,899 residents through three mobile food events, a 30% increase in demand. LHUMAN RELATIONS & COMMUNITY SERVICES (HRCS) 12023 ANNUAL REPORT 196 MAP/Legal Services of South Central Michigan MAP/Legal Services of South Central Michigan helped 782 low-income Lansing residents in FY22-23 achieve long-term stability by addressing civil legal issues that may prevent them from meeting their basic needs. LSSCM attorneys also helped identify benefits assistance issues that may interfere with a person's ability to maintain housing stability. RSVP Another program, RSVP, assisted 3,258 seniors with senior companionship, wellness calls, medical rides and transport to grocery stores by recruiting and training senior volunteers. This program, where seniors assist seniors, is an effective national model, implemented locally. HUD Emergency Solutions Grants (ESG) HUD Emergency Solutions Grants (ESG) were managed by the department to provide $175,479 in federal funding for local area shelters and for eviction prevention assistance in FY22-23. Lansing Human Services grant funds work alongside state and federal dollars such as these to leverage at least 10 times their investment, stimulating local economic development while addressing urgent human service needs. Human Services Applications Process In December, HRCS launched the FY24-25 Human Services Applications process and the second year of implementing the on-line applications and scoring process. The online process went through a "refresh" to add new features and has received very positive reviews from both applicants and the HRCS Advisory Board members who conduct scoring of applications. Other Ongoing community needs and gaps analysis, technical assistance, financial and program monitoring is part of HRCS' grant management. Along with the annual grant-making process, HRCS is poised to quickly address urgent service needs and community crises throughout the year providing community problem-solving, eviction prevention, emergency food assistance, and chronic homeless outreach, as examples. Homelessness is on the rise in Lansing as well as in every city in the U.S. In Lansing, 685 people or 452 households are unhoused on any given day and with only 500 shelter beds available, the City stepped in to provide alternatives to street homelessness. LHUMAN RELATIONS & COMMUNITY SERVICES (HRCS) 12023 ANNUAL REPORT 197 A grant of $425,000 provided temporary shelter when existing shelters were at capacity especially for families and medically fragile seniors. In Fall 2023, a State Grant of $800,000 was awarded, and a Request for Letters of Intent was issued for a warming center. The agency selected opened its doors in early December. A second Request for Letter of Intent was issued to continue the Temporary Shelter-Hoteling Program. This agency began operations in mid- November. These are primary examples of HRCS addressing local crises, working collaboratively with service agencies, other City departments and local citizens to quickly devise and implement creative solutions. HOTELING HRCS provided hoteling for our unsheltered neighbors who are unable to navigate shelter environments (i.e., families, medically fragile seniors, individuals with chronic or complex conditions). The hoteling program also provides wrap-around services for the individuals to assist them with obtaining temporary or permanent shelter and access to many necessary resources. From January 2023 to mid-October the City hoteling program sheltered 130 households or 364 people of which 191 were children (52%). The residents had a 59% housing rate, while 24% were transferred to shelters and 9% were still in the program. Only 2% had unknown exit destinations. COVID EMERGENCY RENTAL ASSISTANCE (CERA) The State of Michigan's COVID Emergency Rental Assistance Program (CERA) was originally designed to keep Michigan residents who fell behind on their rent and utilities during the COVID-19 pandemic in their homes. The program used a collaborative community process to expedite rental and utility assistance to COVID-19 affected tenants and their landlords. The City of Lansing, Human Relations and Community Services Department has served as the fiduciary agency for Ingham County CERA since 2021. Grant funds are issued by the Michigan State Housing Development Authority, who serves as the state administrative agency for the CERA federal funds. In 2023, the partnering Community Services Agencies for the CERA2 - Housing Stability Services (HSS) program were Advent House Ministries (AHM) and Capital Area Housing Partnership (CAHP) who used remaining funds ($17,314,456) to continue to provide case management services for those who had received CERA assistance in the past, as well as - 01 HUMAN RELATIONS & COMMUNITY SERVICES (HRCS) 12023 ANNUAL REPORT 198 to others needing assistance to maintain stable housing, and link people to ESG or State Emergency Relief programs. To date, at least 140 households were assisted through HSS. This program also worked in partnership with the MSHDA-funded AHM Homeless Prevention Program (HPP) that provided rental assistance to those in the eviction process. Advent House Ministries also assisted an estimated 95 Wayne County households with CERA-MSHDA funds administered through the city. CRITICAL SERVICES WARMING CENTER Homelessness is one of the most challenging problems society faces. HRCS initiated a process by utilizing data collected from departmental interactions with families in need of shelter. In acknowledgment of this crisis and identifying gaps in crucial services, an extensive planning process took place resulting in a bid for proposal to solicit applications from community organizations with prior experience serving people who are experiencing homelessness. Applicants were required to demonstrate the capacity to meet the needs of the homeless population. The Lansing City Council allocated funding and the State of Michigan allocated $800,000 in their latest budget to allow the City to contract with a vendor to operate and establish a warming center for the unsheltered. After a bid for proposals, the City chose to contract with the Detroit Rescue Mission Ministries (DRMM) to operate and manage the program. The overnight warming center is open for all adults dealing with the challenges of homelessness from December 4, 2023, to April 30, 2024. The Warming Center is housed in the City of Lansing's Letts Community Center, located at 1220 W. Kalamazoo Street, and the hours of operation are Monday-Sunday, 9:00 PM - 7:00 AM. During a severe cold weather emergency, termed a "Code Blue" by the City of Lansing, program capacity will be temporarily increased to accept additional guests overnight. This is the first year the city has opened an overnight warming center. The data and information collected will help to shape future warming center and shelter decisions going forward. The City of Lansing expects to use the pilot program this year to plan for possible future services. LHUMAN RELATIONS & COMMUNITY SERVICES (HRCS) 12023 ANNUAL REPORT 199 MOBILE FOOD PANTRY (MFP) The Mobile Food Pantry (MFP) addresses food insecurity through a contract with the Greater Lansing Food Bank, in cooperation with area churches and a host of volunteers. MFP operates on the third Saturday of each month at pre-arranged sites in Lansing. Volunteers deliver food directly to seniors and subsidized housing sites. The program was modified as a "drive- through" or "walk-up" service during the pandemic and has continued as such. For a ten-month period from January to October, 2,633 households representing 9,108 individuals were served 100.5 tons of food at a cost of $57,972. UTILITY ASSISTANCE HRCS has an ongoing partnership with the Lansing Board of Water and Light (LBWL) that provides funding for LBWL residential customers to maintain or restore utility services at their primary residence to curtail the risk of evictions and homelessness. Residents are required to submit a Michigan Department of Health and Human Services (MDHHS) State of Emergency Relief Fund Determination Form and demonstrate they have not received financial assistance in the past twelve months. St. Vincent De Paul administers the LBWL funds. In 2023, HRCS received approximately 4,173 calls and follow-up emails for assistance, some of which were redirected to other community resources. HRCS administered 159 eligible Citizen Assistance Intake cases from January through November for utility assistance with LBWL funds via St. Vincent DePaul in the amount of $58,546. HRCS utilized direct funds in the amount of $215. Utility assistance funds were leveraged with citizen co-pays of $49,290, MDHHS funds of $44,732 and other resources such as The Salvation Army, Capital Area Community Services and Tri-County Office on Aging totaling $11,113. HRCS BIRTH CERTIFICATE PROGRAM Effective May 2023, the HRCS Birth Certificate Program was established to assist those who are underserved in the Lansing community with obtaining a birth certificate for the purpose of housing, employment, benefits, and educational pursuit. Assistance is based on referrals only from a local agency. Birth certificates are obtained via the Ingham County Clerk, Michigan Department of Health and Human Services Vital Statics Division and VitaI.Chek. From May 2023 to November 2023, a total of 78 birth certificates have been referred and 40 individuals have been issued birth certificates at a cost of $1,083.00. 01 HUMAN RELATIONS & COMMUNITY SERVICES (HRCS) 12023 ANNUAL REPORT 1 100 LET'S SHARE THE WARMTH COAT DRIVE AND COMMUNITY HRCS spearheaded the Let's Share the Warmth Coat Drive, which was held from September 25th through November 3rd. The community donated approximately 113 coats, along with hats, gloves, and scarves. Community donated items, coupled with existing HRCS inventory, yielded a total of 414 coats for distribution. 300 bags containing personal needs, socks, a boxed lunch, and bottled water were distributed to homeless and underserved men and women at Lansing's Community Connect: Hunger & Homelessness Awareness outreach, which was held on November 16th at the downtown CATA Transportation Center in partnership with CATA, Holy Cross Services, Maurer's Cleaners, and Delta Dental Foundation. There were 18 human service agencies on-hand to share their resources, gloves, laundry packets and other items. At the end of the day, the inventory was nearly depleted with a minimum number of coats remaining. Approximately 300 persons were served through this community outreach project. EXIT �r�� pow =,��E 4 -�l SYSTF! ff- 1 ! I 1 c,a�r ADOPT-A-FAMILY FOR CHRISTMAS HRCS partnered with The Salvation Army, who assigned families from their clearing house list, to host an Adopt-A-Family for Christmas outreach. Various City Departments volunteered to adopt a family for the holiday. These households ranged from 3 to 6 family members for an approximate impact of 25 persons. 01 HUMAN RELATIONS & COMMUNITY SERVICES (HRCS) 12023 ANNUAL REPORT 101 HOUSING OMBUDSMAN RENTER-LANDLORD RELATIONS Rental housing concerns are some of the most challenging constituent calls. The HRCS Department works to improve the relationships between tenants and landlords. The Housing Ombudsman responded to 492 inquiries for assistance including tenant-landlord questions or disputes. In addition to streamlining and updating the housing complaint process, HRCS continues to engage landlords to promote responsible rental practices and positive relationships with City departments and educate tenants about their rights including fair housing protections. EVICTION DIVERSION PREVENTION Provided funds to persons receiving Section 8 living in subsidized housing. In 2023, HRCS disbursed $22,738.20 for rental assistance. Fifty-six inquiries for assistance were received resulting in providing eviction diversion to twenty-nine eligible households. HRCS funds were Leveraged with $36,097.31 in other funds including client co-pays, DHHS and funds from other agencies. With the establishment of CERA, the need for HRCS direct assistance for rental and utility assistance was reduced. However, with the conclusion of CERA, the demand for utility and rental assistance has and will be expected to increase. AFFORDABLE HOUSING According to HUD, there is an estimated shortage of 8,000 affordable housing units in Lansing. In addition, the number of landlords who accept Section 8 Housing Vouchers has decreased since the pandemic. HRCS will work to facilitate roundtable discussions with area housing experts and City leaders to address the urgent need for more affordable housing, propose additional ways to incentivize landlords willing to rent to Section 8 tenants, and continue to support those who are unsheltered. The Housing Ombudsman continues to participate as a member in the Regional Housing Study Work Group organized by the Tri-County Regional Planning Commission for the establishment of goals and objectives for our community. The Housing Ombudsman is also a member of the Ingham County Housing Trust Fund Committee that approved almost $9 million in funds to increase affordable housing options for residents of Lansing and Ingham County. LHUMAN RELATIONS & COMMUNITY SERVICES (HRCS) 12023 ANNUAL REPORT 1 102 RENT SMART The HRCS Housing Ombudsman oversees this unique Renter Education workshop series. The four-week intensive and interactive class is designed to better equip participants to find and keep housing. The need to help people find and maintain affordable and quality housing has increased dramatically since the pandemic. To meet this need and assist Lansing residents struggling to overcome barriers such as poor credit, past evictions, or a lack of rental experience, HRCS will work to resume and expand in-person classes in 2024. DIVEPSITY, EQUITY1 1 The DEI Advisory Board ordinance was passed by City Council on April 25, 2022. The DEI Advisory Board was implemented and will play a significant role working with DEI staff and partners to advance the goals of creating a community that celebrates diversity and builds relationships among Lansing's community members and leaders to support the Racial Justice and Equity Plan. The DEI Advisory Board held their first meeting in June 2023, at Foster Community Center and an inaugural retreat was held in September 2023. During the retreat, subcommittees were established with a mission of moving the agenda of the MRJEA forward. The subcommittees are Justice & Safety, Economic Empowerment and Community Sustainability. They are in the process of developing priorities, strategies and timelines. The DEI Board is bringing an enthusiasm and energy to their work to support and actualize the MRJEA plan. The subcommittees have begun their work and look forward to working with the community in the coming year and beyond. EQUITY CORE TEAM (ECT) ECT is a primary leadership team responsible for updating, coordinating, and organizing racial equity plans and activities across COL departments. This team is officially authorized to play a leading role in operationalizing the commitment to equity in all departments. It is considered "the engine for change, leading the way, pulling others along," moving through the challenges that come with change and keeping things on track. This team is made up of representatives from each Department, some of whom will serve as trainers across departments. This group was launched in 2023 and has begun their equity work. 01 HUMAN RELATIONS & COMMUNITY SERVICES (HRCS) 12023 ANNUAL REPORT 1 103 In addition to the launching of the DEI Board and the Equity Core Team, the DEI Executive Team has worked with organizations and consultants to develop onboarding videos describing the City's position regarding equity and inclusion, reviewed City policies from an equity lens and facilitated a series of trainings for the City's leadership. Lastly, the second annual Celebration of Diversity was hosted in June of 2023, at which time the new DEI Board was introduced and the Mayor's Executive Directive intended to strengthen the policies and procedures of the Board of Police Commissioners and its Commission Investigator were announced. COMMISSION ► 1 ' The Commission Investigator (CI) assisted in the Lansing Police Department hiring process by participating on their interview panels. MRJEAIEXECUTIVE DIRECTIVE The CI worked diligently to assist with the Criminal Justice portion of the Mayor's Racial Justice and Equity Alliance (MRJEA) Report. A major goal was for the City to establish a Citizen Oversight Commission, with the authority to ensure that complaints lodged against the LPD are received, monitored, and investigated in a manner that respects the rights of citizens and results in transparency and accountability. In line with this goal, the CI was instrumental in the development of the Mayor's Executive Directive #2023-02 to establish the Citizen Complaint Oversight Committee (CCOC) within the Board of Police Commissioners (BOPC), which replaced the BOPC Citizen Oversight Subcommittee. This order strengthens the newly formed CCOC by increasing the members from 3 to 4; members will receive training on an annual basis; members will regularly educate the public on the citizen complaint process and ensure that the complaint process is easily accessed and available in all major languages. Additionally, the guidelines set forth in the Executive Directive strengthened the complaint process whereby barriers were removed equipping the CI to take the lead in assisting the Board in providing oversight of citizens' complaints. LHUMAN RELATIONS & COMMUNITY SERVICES (HRCS) 12023 ANNUAL REPORT 1 104 The Executive Directive empowered the CI to conduct full and comprehensive investigations of citizen complaints, which align with best practices in law enforcement oversight. For example, the CI was not previously involved in the Internal Affairs (IA) misconduct investigations until they were completed, which defeated the purpose of the review. The CI was instrumental in changing the process and per the Executive Directive is now involved in the beginning of the process rather than the end. The CI now receives and reviews all incoming citizen-initiated complaints to determine who completes the investigation between the CI and internal Affairs and monitors the investigation process. The CI will also perform the administrative duties for the operation of the CCOC, including ensuring appropriate training, management, and facilitation of meetings. The Directive also ensures that the CI is notified of police-involved critical incidents and the CI shall be listed as a point of contact. The CI reviews all investigations conducted by IA to ensure that a complete and fair investigation is conducted, all of which leads to increase accountability, transparency, and credibility. The biggest change is the management of the complaint process, which occurred to enhance the committee to align more closely with MRJEA recommendations and best practices in police oversight. The CI ensures that the Commission Investigator complaint portion of the City's website (found on the Board of Police Commission, LPD and HRCS webpage) is updated and accessible. The CI has simplified the process of filing a police misconduct complaint. Complaints may be filed online and submitted directly to the CI to commence an investigation. Additionally, the CI investigates Human Rights violations, workplace discrimination, sensitive departmental complaints and conducts mediations. During the period of January to June, the CI investigated approximately 3 police misconduct cases, reviewed 44 misconduct cases, and fielded multiple calls assisting citizens with various questions and concerns. The CI concluded investigations in June 2023, as the position was vacated and anticipated to be filled by February 2024, to continue the all-encompassing important work with police oversight. LHUMAN RELATIONS & COMMUNITY SERVICES (HRCS) 12023 ANNUAL REPORT 1 105 COMMUNITY MEETINGS/CONFERENCES AND PRESENTATIONS The Cl is committed to developing relationships with the community and has attended several community events and will continue to help bridge the gap between the community and the police. The Commission Investigator is a member of the National Association for Civilian Oversight of Law Enforcement (NACOLE). One of the greatest challenges in this position remains the access to information, which is a challenge that many oversight agencies are facing. The Cl will continue to work with the Chief of Police and the administration to move forward in a way that is effective and efficient for both Internal Affairs and the Commission Investigator, as we serve the citizenry and increase the integrity of the entire citizen complaint review process. CONCLUSION As HRCS prepares for fiscal year 2024-25, the overarching goal is to "enhance the quality of Life of Lansing Citizens by serving as a catalyst for positive change, addressing social economic and cultural challenges while promoting a sense of belonging and well-being among community members and employees." Strategies include, but are not limited to the following: focus on increasing vocational and training opportunities for youth and adults who need enhanced skills or education; implementation of a transitional housing model that provides Longer-term housing beyond shelters with supportive services to identify permanent housing; Facilitating the development of a comprehensive community needs assessment; providing critical services to citizens in the areas of rent, utility, tenant/landlord, birth certificate attainment, basic needs, and food insecurity; administering a landlord incentive program; continue administering MRJEA Plan (train the trainer, policy proposals, community engagement etc.); and, strengthening internal infrastructure of the department to include data management, policies and procedures and streamlining processes. 01 HUMAN RELATIONS & COMMUNITY SERVICES (HRCS) 12023 ANNUAL REPORT 1 106 HUMAN RESOURCES ELIZABETH J. O'LEARY, DIRECTOR/CHIEF LABOR NEGOTIATOR The Department of Human Resources is the central unit for all things "employee" related for the City of Lansing. The department consists of five distinctly different divisions that work together to provide the best service to both internal and external customers. This year has been a year for sharpening skill sets through multiple sessions of training for all team members and tackling challenges along the way. There has been more added structure for the department through the new deputy director that oversees the day-to-day operations. The department is proud of the progress that has been made in each division and looks forward to the changes and improvements that will continue to be made in the coming year. This is the department that employees often come to for assistance in career and life milestones from the initial job application to filing retirement paperwork. Human Resources is the heart of the organization, and it is a pleasure to serve the City of Lansing employees in each phase of life, as well as the community. Below are a few brief highlights of accomplishments throughout 2023. HEALTH ► WELLNESS/SAFETY The Health and Wellness/Safety Division (currently a team of one, our Health and Wellness Administrator) is charged with administering the City's workers compensation program, processing Family Medical Leave Act and Reasonable Accommodation Paperwork, ensuring that safety standards are followed and various other compliance measures. Staff is currently working towards filling the City's budgeted vacant Health and Wellness Tech position to provide additional support to this division. In 2023, the division created and implemented a new light duty program pursuant to the UAW Collective Bargaining Agreement and assisted with seven (7) redemptions of workers compensation cases. These redemptions resulted in limiting the financial exposure to the City relating to these cases. L In the Safety subsection of this division, an estimated 1,075 hours of employee contact for education on safety occurred with Public Service employees. The following additional trainings were held: • Annual Confined Space Training • CPR • FA • AED • Silica • Bucket Lift • Lock Out, Tag Out • Power Industrial Truck • Aerial Lift Additionally, there was the creation of Tailgate Talk Tuesday (safety materials for supervisors to review with employees weekly) and Personal Protective Equipment charts/visual aids for employees and supervisors. The Hiring Division facilitates hiring process across the organization for every City department. This division is comprised of four (4) hiring specialists and a lead hiring manager. This division is fully staffed and additional team members were brought on as contract to assist with the workloads. Reducing vacancies is the current priority for this division, along with streamlining and identifying efficiencies in the hiring process. The division has begun process mapping for a revamp of the hiring process to serve the needs of the organization and the community. In 2023, the direction was given to attend recruitment events throughout the community as often as schedules allowed. Members of the team were able to attend hiring events at Michigan State University, Lansing Community College and the Juneteenth Celebration to name a few. Hiring events further the goal to continue outreach efforts in the community. It's currently a different landscape when it comes to recruitment and staff is committed to creative solutions in addressing these dynamics. LHUMAN RESOURCES 12023 ANNUAL REPORT 1 108 The division held several "hiring days" in order to recruit seasonal workers for the Public Service Department and the Parks Department. These were events where prospective seasonal employees could complete ninety percent (90%) of the hiring process in one segment of time (written assessment, skills demonstration, interview, background paperwork). These events were held on weekends, as well as weekdays, to accommodate needs of prospective hires. The division looks forward to creating additional solutions to navigate the landscape in the future. Overall, this division facilitated in various ways the hiring of two hundred seventy-nine (279) employees this year, ranging from various classifications, inclusive of full-time permanent hires, trainees, recruits, part-time, seasonal, contract employees and temporary employees. This is in conjunction with creating selection processes, which include every step of the hiring process and shepherding the reclassification process, pursuant to the collective bargaining agreements. LABOR RELATIONS The Employee and Labor Relations Division's span of responsibilities reaches from participating in negotiations of collective bargaining agreements, administering the grievance process, recommending, and implementing solutions for workplace disputes and ensuring that employees receive due process in disciplinary action. This division also investigates and provides recommendations on how to resolve internal complaints. This division along with our partners in the Information Technology Department launched the City's new training platform: Lansing Learning Stacks. This technology will empower employees to sharpen their skill sets, as well as participate in various compliance trainings. This year, the division, along with the Chief Labor Negotiator, ratified the International Association of Fire Fighters, Local 421 Collective Bargaining Agreement, which provided much needed incentives to attract and retain employees along with a cost savings to the City. The division is also engaged in a wage reopener with Teamsters Local 243, contract negotiations with Teamsters Local 214 and non-economic negotiations with Capitol City Labor Program, Inc. Additionally, one arbitration was held this year resulting in a favorable outcome for the City. LHUMAN RESOURCES 12023 ANNUAL REPORT 1 109 BENEFITSPAYROLL AND The Payroll and Benefits Division administers employee and retiree benefits, including healthcare, vision, dental, life insurance and other negotiated and adopted benefits for the City of Lansing. When a new employee joins the City of Lansing team, regardless of the department they are entering into, the first stop is payroll and benefits. This team facilitates new hire orientation where benefits and policies are reviewed. Throughout employment, employees engage with the Payroll and Benefits team for open enrollment, employment verifications, changes to personal information and various other related issues. This team is responsible for processing payroll for all active and retired employees, as well as facilitating direct deposit changes, 19 processing and providing exceptional customer service when investigating important and time-sensitive healthcare and dental issues. When new collective bargaining agreements are ratified, the Payroll and Benefits team is responsible for the majority of the tasks in facilitating implementation of the new terms. This requires a specialized knowledge base and the team is always proactive in ensuring that the terms are implemented in a timely manner with respect to the intent of the agreements. Below are a few of the highlights from this division: • 149 orientations • 136 employment verifications • 475 direct deposit changes for actives and retirees • 125+ payrolls processed • Open enrollment for actives and retirees • 720 Medicare Part B changes in the system • 345 address changes • 130 qualifying healthcare letters for auto insurance LHUMAN RESOURCES 12023 ANNUAL REPORT 1 110 RETIREMENT The Retirement Office (currently a team of one!) oversees the retirement process inclusive of the applications, calculations of benefits and education on the process. The Retirement Analyst staffs the Police and Fire Pension Board and the Employee Retirement System Board. This division also staffs the Deferred Compensation Board and the Defined Contribution Board. In the last budget process, a new Retirement Tech position was funded and staff are in the process of filling that much needed role. Throughout this year, the Retirement Office calculated and processed sixty-two (62) retirements. This is inclusive of twenty (20) beneficiaries, thirty-five (35) regular age and service retirements, three (3) disability retirements, four (4) domestic relation orders. Seventy (70) meetings were held to explain and/or begin the retirement process via zoom, phone and also in-person. This division also interfaces with the City's actuary and provides demographic and investment data for actuarial reports that are required. This is inclusive of the data that was needed to apply for the State of Michigan Pension Grant Program for the Employees Retirement System, which the City was awarded with $11,551,892.00. Some of the other highlights from this division include the following: • Assisted with the plan documents for the City's Defined Contribution Plan • Assisted with development and implementation of new retirement board policies • Trustee Elections • Calculation of benefit adjustments • Ongoing retirement software update • Conversions from disability retirement to age and service retirement • Coordinating medical evaluations • Assisted with the collection of OPEB material • Processing quarterly cash flow withdraws LHUMAN RESOURCES 12023 ANNUAL REPORT 1111 INFORMATION TECHNOLOGY (IT) CHRISTOPHER MUMBY, DIRECTOR The Information Technology Department at the City of Lansing is dedicated to identifying and delivering solutions that elevate capabilities, enhance efficiency and support informed decision-making. The comprehensive range of technology services include: • Systems hardware and software support • Telephony systems management • IT project management • Data/information security • Technology infrastructure management • Network implementation and support • End-user support and training Staff is committed to providing cutting-edge technological solutions that empower the City of Lansing employees to assist our Lansing residents with day-to-day activities. APPLICATIONS" The Applications Team supervises both City-run and hosted software applications, overseeing their monitoring, upgrading and support. They collaborate closely with various software vendors, IT project managers and city employees to ensure compliance and successful outcomes. Specializing in the backend management of key applications like OneSolution, Laserfiche, Cityworks, GIS, BS&A, Lansing's website and data analytics, the team also engages with departments to enhance existing processes. The following highlights some of their achievements over the past year. • Updated city contracts approval process in Laserfiche • Worked with City Clerk and vendor to provide updated retention policy in Laserfiche • Upgraded operating system in OneSolution L • Continuing to migrate and update finance system in OneSolution • New cemetery burial process that automatically tracks work orders for time, materials and equipment in CityWorks • Supported Emergency Management with damage assessments and project costs using GIS and CityWorks to be able to identify storm impacted areas across the city • Continuing support to Ingham County 911 for mobile CAD update • Upgraded Internal Data warehouse to consolidate data to a central location • Assisted Human Resources implement a new Learning Management System for all City employees • Created a Red Tag report for Lansing Police Department informing them of current properties that have been red tagged by Code Compliance INFRASTRUCTURE TEAM The Infrastructure Team is dedicated to upholding and supporting the technological backbone of the City of Lansing. Their primary responsibilities encompass the maintenance of the data center, network and network security. Additionally, they handle the installation, configuration, and operation of servers, storage, Local Area Network (LAN) and Wide Area Network (WAN). Their commitment extends to prompt issue resolution and troubleshooting for valued clients. Listed below are some noteworthy 2023 accomplishments: • Technology Modernization: • Upgraded various technologies, including 2960x Edge switch firmware, UPS and 2012 Servers • Executed Virtual Desktop Infrastructure (VDI) enhancements • Hardware Upgrades: • Replaced 30 Meraki access points across the City due to end-of-life status • Implemented state-of-the-art Palo Alto firewalls • Office Complex Move: o Successfully planned, prepared and executed IT tasks associated with the South Washington Office Complex move, accommodating multiple departments at various sites LINFORMATION TECHNOLOGY (IT) 12023 ANNUAL REPORT 1 113 • Surveillance Support: o Collaborated on the enhancement of surveillance systems across the city: ■ Rotary Park Wi-Fi cameras ■ Ballot Box cameras ■ New Pedway upgrades • Access Control Improvement: o Supported the installation, network integration and operation of AMAG Card Readers to bolster access control The Helpdesk Team delivers hands-on, first-level support for technical assistance on computer systems, hardware and software to City of Lansing employees. Their responsibilities include tracking, routing, redirecting and escalating service requests as necessary to address technology challenges for City staff. The team excels in installing, modifying and repairing hardware and software, providing recommendations for best practices and workflow improvements to enhance operational excellence. Additionally, they offer support for telecommunications, encompassing office telephone and cell phone assistance, training and video conferencing. Below are some key Helpdesk activities from 2023: • Over 9600+ tickets opened and closed between January through December 2023 • Completed 140 new PC deployments throughout the City • Deployed/replaced/updated over 250 cell phones to the latest iOS • Led the charge across the City for replacement of over 300+ telephony replacement to a modernized MS Teams platform • Assisted with replacement of new updated AOS printers throughout the City • Assisted with department offices moves throughout the City The Information Security Team plays a crucial role in safeguarding City of Lansing systems and accounts from cyber threats. LINFORMATION TECHNOLOGY (IT) 12023 ANNUAL REPORT 1 114 Working collaboratively with the Helpdesk and Infrastructure teams, the Security Administrator proactively identifies and addresses vulnerabilities, ensuring the City's resilience against potential breaches. Key accomplishments in 2023 include: • Multifactor Account Protection: o Continued expansion of multifactor authentication to enhance account security • Apple iOS Device Management: o Implemented a robust update management system for Apple iOS devices • Threat Detection Enhancement: o Expanded threat detection mechanisms for on-premises applications, bolstering overall security posture • External Application Assessment: o Conducted external assessments for on-premises applications to identify and address potential vulnerabilities • Administrative Account Security: o Strengthened the security of administrative accounts on workstations, mitigating risks associated with privileged access. • Ongoing Background Protection: o Maintained continuous system vigilance, working behind the scenes to update devices, block malicious emails and monitor for anomalies These initiatives collectively contribute to a robust cybersecurity framework for the City of Lansing. CLIENT SERVICES MANAGER The Client Services Manager (CSM) plays a pivotal role in overseeing the daily operations of the client services team while actively contributing to the strategic planning initiatives led by the Chief Information Officer (CIO). Key highlights of the CSM's responsibilities and achievements include: • Operational Oversight: o Day-to-day management of the client services team, ensuring seamless operations LINFORMATION TECHNOLOGY (IT) 12023 ANNUAL REPORT 1 115 • Strategic Collaboration: o Collaborated with the CIO in shaping the strategic direction of the IT Department • Audit and Compliance: o Facilitated multiple technology audits, including those for the Lansing Police Department and 54A Courts, ensuring adherence to compliance standards • Financial Management: o Assisted in budgetary outlooks, vendor management and procurement activities. • Infrastructure Roadmap: o Contributed to formulating the 2023-2024 infrastructure roadmap, prioritizing crucial projects. • RFP Management: o Led the writing and management of Requests for Proposals (RFPs), ensuring alignment with the City's goals and objectives: ■ Replacing the old phone system ■ Upgrading core switches ■ Enhancing ISP connectivity for the City of Lansing • Project Planning: o Assisted in project and implementation planning for significant initiatives, including the Skyway Bridge, SWOC move and Shuffleboard projects • Technology Assessment: o Aided the Lansing Police Department in a proof-of-concept exercise to evaluate potential tablet and laptop vendors for officers PROJECT ► ► The project manager plays a pivotal role in guiding new initiatives for IT and other City of Lansing staff, overseeing projects from the planning stages to full implementation. Responsibilities include day-to-day project management for IT projects and supporting the CIO in strategic planning for the IT Department. Daily support involves conducting biweekly stand- up meetings for IT leadership staff, presenting project status updates and facilitating monthly/quarterly technology meetings with department leadership and staff. Examples of project assistance over the past year include: LINFORMATION TECHNOLOGY (IT) 12023 ANNUAL REPORT 1 116 • Project Support: • Coordinated tasks and project planning • Monitored various projects to alignment with department goals and looking for enterprise opportunities to improve efficiencies across the City • Vendor Relationships: o Facilitated on-site vendor discussions to provide departments with training insights and a comprehensive understanding of vendor capabilities ■ NeoGov onsite — understanding best practices within HR platform ■ Equature onsite — electronic document scanning capabilities • Strategic Collaboration: • Collaborated with the CIO in shaping the strategic direction of the IT Department • Work hand-in-hand with each area of the IT Department (Applications, Security, Infrastructure & Helpdesk) on providing an approach to ensure successful project outcomes • Facilitate with various department leadership on technology needs and issues • Financial Management: o Assisted in budgetary outlooks, vendor management and procurement activities As staff continue to provide comprehensive technology services, the focus remains on empowering City of Lansing employees to better serve the day-to-day needs of residents. Together, the department strives to shape a technologically-advanced and responsive community. LINFORMATION TECHNOLOGY (IT) 12023 ANNUAL REPORT 1 117 LANSING PUBLIC MEDIA CENTER (LPMC) DOMINIC COCHRAN, DIRECTOR The Lansing Public Media Center (LPMC) administers the City's Public, Educational and Government (PEG) digital media networks and manages the day-to-day operations of the City's government channel (City-TV) and Lansing's Public Access Channel (PUB-TV). The LPMC is dedicated to teaching and enriching community members' video skill sets towards the betterment of the region, by capturing and showing the amazing things that happen here in the city of Lansing. LPMC leads from the frontline for community events and community video productions to enable and encourage the storytelling in the community. The LPMC is responsible for developing and implementing strategies to build .. community capacity in the production of local origination programming; creating and managing partnerships that leverage the PEG network to foster educational and career opportunities for Lansing residents in digital media, broadcasting and related fields; and leading efforts to collaborate with regional partners toward the establishment of a regional Community Media Center, which is shortly under construction downtown as the Ovation Music and Arts Center. i- III The LPMC assists in putting on dozens of events with City of Lansing departments and its amazing community partners. These events are enhanced and are given wider community appeal and access, showing what Lansing has to offer, with the Lansing Public Media Centers involvement. In addition, the LPMC assists the mayor and the City Communications Office by providing equipment and support for events, including many press conferences and briefings, announcements, ribbon cuttings and many other engagements that require the use of audio/visual components to be successful. ACCOMPLISHMENTS • 52 TV programs produced by City-TV (available on the City of Lansing Youtube channel or streams at www.Youtube.com/Cityofl_ansingji gan). • 17 additional videos used to promote the City of Lansing and the extraordinary number of great programs run by the City. • 56 Committee of the Whole and City Council Meetings produced by City-TV (available on demand or on the 24/7 hour stream). • More than 300 engagements this year in studio space and check-out video equipment (4,600+ engagements in our 12 years history). These are people uplifting themselves and their events with video production to share with people unable to be there. 01 LANSING PUBLIC MEDIA CENTER (LPMC) 12023 ANNUAL REPORT 1 119 r� 'A a' ,,,��,w':c T . : i' �, "- Y N _ - ,_ ✓may 1, _ , INVOLVEMENT The LPMC and City TV are involved in the following: • Silver Bells in the City (this was the • MILK Commission Annual Lunch departments 26th year in running the live • MLK Commission Annual Lunch television production viewed by thousands in • CapCity - Breaking Festival the mid-Michigan region) • League of Women Voters • State of the City • Lansing Symphony Orchestra • Lansing HRCS Celebration of Diversity • Lansing Common Football Club • Ramadan Unity Dinner • Potter Park Zoo • Concerts in the Park • Mayor's Senior Fair • Capital Area District Library Outdoor Movies • Lansing Parks and Rec Drive-In Movies at Gier " Community Center ! • Citizens Academy - • Jazzfest • Bluesfest - • Creative Placemaking Summit • Shop With A Cop M • No Senior Without Christmas - LLANSING PUBLIC MEDIA CENTER (LPMC) 12023 ANNUAL REPORT 1 120 OFFICE OF THE CITY ATTORNEY (OCA) JIM SMIERTKA, CITY ATTORNEY Because OCA provides legal service in representing the City of Lansing both defending and prosecuting claims, contracts review, document preparation and review, it is often difficult to quantify accomplishments. OCA attorneys and staff provide general legal services of a varied nature throughout Lansing municipal government. The OCA provides legal advice to Council, Administration and various boards and authorities. The benchmarks of the OCA are the expertise and teamwork, as well as the continuing efforts of the OCA, which include: • Continued to perfect the claims review process through coordination among contractors, Code Compliance and OCA • Continued to give complainants the option to attend the claims review meetings via Zoom or in-person • Processed, 3 Personal Injury, 32 Property Damage and 114 Special Assessment Claims G= • Processed 78 contracts manually; 276 employee contracts/recommendation _ Letters/License applications in Laserfiche; 332 contracts and 317 resolutions/ordinances through Laserfiche M • Received and processed 580 FOIA requests, 39 subpoenas and approximately 384 requests for video for prosecuting in District Court L DISTRICT I • Prosecuted approximately 374 court-ordered compliance cases on behalf of Code Enforcement, Building Office, and Fire Department • Adapted and developed effectively, approximately 3310 criminal prosecutions • Prepared for approximately 147 scheduled jury trials and formal hearings and 2 jury trials conducted to verdict • Communicated with victims of property damage, harassment and assault and battery by way of Criminal Victims' Rights letters and phone calls • Maintained accountability within the departments Diversion Program • Remained responsive to District Court, Treasury and other critical departments/agencies • Added a part-time District Court Legal Assistant to our staff to assist with District Court prosecution LITIGATION AGAINST THE CITY Matters Initiated by the City of Lansing • City of Lansing v. Logan Capital, et al — reached settlement agreement • City of Lansing v. Simtob, et al — reached settlement agreement • City of Lansing v. OCOF Nonprofit Housing Corp — receivership administered Cases Resolved in 2023 54-A District Court: • Isaia v. City of Lansing — dismissed upon City motion • Sanders v. City of Lansing - dismissed upon City motion 56th Circuit Court: • Lloyd v. Consumers Energy, Xfinity, Board of Water and Light, City of Lansing, and Eaton County Drain Commissioner — BWL and City dismissed as parties on orders and motions 30th Circuit Court: • Lugo-Estok v. City of Lansing — dismissed by Court upon City motion • West Malcolm X, LLC v. City of Lansing — consent judgment reached LOFFICE OF THE CITY ATTORNEY 12023 ANNUAL REPORT 1 122 • Legacy Five v. City of Lansing — reached settlement agreement • SSK Services v. Lansing City Clerk — stipulated order to dismiss • Freeman v. City of Lansing - dismissed upon City motion • Deprekel v. City of Lansing, et al. - dismissed upon City motion • Atkinson, et al. v. City of Lansing, et al. — dismissed upon City motion; on appeal by Atkinson only • Downtown Capitol LLC v City of Lansing — reached settlement agreement • Cao v. City of Lansing — dismissed; appeal period expires 12/8/23 Western District Federal Court: • United States and Coleman v. City of Lansing — entered into Consent Decree • Taft v. City of Lansing — dismissed by Court upon City motion • Hardy v. City of Lansing, et at — dismissed by Court upon City motion Michigan Court of Appeals: • Lansing Township v. Ingham County Clerk, City of Lansing — opinion from the Court affirming lower court ruling • Robinson Memorial Church of God in Christ v. City of Lansing — dismissed Potential Lawsuit: • Petway — settled EEOC/MIOSHA Complaints: • Gomez — settled MDCR: • Ybarra — dismissed • Taft — dismissed MTT: • LIE Jolly Cedar LLC v. City of Lansing — consent judgment entered DEVELOPMENT • Filled the newly created position of Deputy City Attorney for Transactions, Finance & Development by promoting from within the OCA LOFFICE OF THE CITY ATTORNEY 12023 ANNUAL REPORT 1 123 • Bond sale of $175 million for Public Safety Campus • Finalized 425 with Windsor Twp. for Consumer's relocation • Navigated the purchase of McLaren parcel for Public Safety campus • Navigated the purchase of Ovation parcel for Public Media officers and Performance Center • Navigated the sale of Lot 1 for LHC and CATA project (to be finalized 12/11/23) BALLOT PROPOSALS" • Prepared and processed ballot proposal requests and resolutions • Permitted disposition of a portion of North Cemetery ARBITRATION • Assist Human Resources and the Chief Labor Negotiator at the arbitration level ADMINISTRATION • Provide detailed review, approval, and assistance for the receipt and delivery of several extraordinary fundings related to ARPA and COVID pandemic legislation • Staff provide 24-hour service to the administration and council including LPD • Continue participation in Emergency Management Training COUNCILCITY • Staff provide 24-hour service to the administration and council • Staff all City Council and City Council committees • Drafted and processed numerous ordinances and resolutions at Council's request • Provide Deputy City Attorney - City Council Liaison to serve in the role of City Council Research Assistant MIL11"k 3 • Employed a regular staff of interns throughout the year to assist in research and gain knowledge of municipal law and government LOFFICE OF THE CITY ATTORNEY 12023 ANNUAL REPORT 1 124 PARKS & RECREATION DEPARTMENT BRETT KASCHINSKE, DIRECTOR The Parks & Recreation Department creates community through people, parks and programs. The mission of the Parks and Recreation Department is to enhance lifestyle opportunities for the citizens of Lansing through the provision of leisure time activities and the preservation and maintenance of parklands and special recreation facilities. The department accomplishes this mission in the following ways: • Organization of youth, adult and senior citizen recreational programming in parks, four community centers, swimming pools and a historic home. • Regular maintenance of all parks and natural areas owned by the City of Lansing, 1901 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; National Fitness Campaign Fitness Court and AARP FitLot. • 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, Todd Martin Youth Leadership and various community organizations. L125 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 Park Design and Development • On September 16, 2023, the River Front Park had its grand opening of Play Michigan!" This is the region's first universally-accessible playground to meet the needs of children with physical, sensory afr:3 and developmental disabilities, and includes a Wk. parking lot with 26 ADA parking spaces and a cantilevered deck over the Grand River. Photo:Rod sonfora/our Community Foundation • New safety engineered wood fiber was installed at 37 park playgrounds. • Finished installation of new play equipment in 13 playgrounds: Comstock, Dunnebacke, Poxson, Hillborn, Hull Court, Ingham, Oak Park, Riverpoint, Schmidt, Tammany, Waldo, Walsh, Washington. • 2023 parking lot improvements were focused on Frances Park Drive. Davis and Gier ballfield parking Lots scheduled for spring 2024. • Installation of a new pool liner at Hunter Park Pool. • Washington Park Pavilion relocation bid approved; project completion will be Spring 2024. • Installation of a Tegball Table at Ferris Park. "Tegball" is a ball sport that is played on a curved table, combining elements of sepak takraw and table tennis. Back and forth, the players hit a football with any part of the body except arms and hands. LPARKS & RECREATION DEPARTMENT 12023 ANNUAL REPORT 1 126 • Restoration of the base and plaques of the 9/11 Memorial at Wentworth Park. Landscape and Grounds • Grounds staff assisted with clean up of debris in parks from major windstorm. • Performed numerous clean up and haulaways in popular homeless areas. • Assisted in Frances Park Rose Garden Gl Renovation. New features include sidewalk and planters, two (2) additional ADA parking spotst with ADA Accessibility and stamped concrete bridal walk through the middle of the Rose rw Garden. • Identified a disease in the rose garden; treated and removed fifteen infected rose bushes. • Clear-cut more vegetation for optimal viewing at Frances Park Overlook. • Cut and removed growth along parking area leading to the rose garden. • Installed new pet-related signage. • Installed new entry sign between Cooley and the Sunken Garden. • Relocated and secured tables at Reutter Park to lessen homeless loitering. • Cleaned out homeless debris and secured the Reutter Park market area and huts. • Repaired steps leading to rocks surrounding Reutter Park fountain. • Prepared flower beds and planted annuals for 9/11 Memorial. • Over-planted center bed at Durant Park for an awesome drive-by visual. • Reinstalled goose and duck deterrent wire, safety tape and reflective tape at Rotary Park. • Removed and relocated majority of perennial tropical plants to greenhouse creating a substantial budget savings for spring 2024. 01 PARKS & RECREATION DEPARTMENT 12023 ANNUAL REPORT 1 127 Volunteers • Coordinated volunteer groups to assist in planting and harvesting flowers due to staff shortage. • Michigan Waterways Stewardship organized ",#' _ two major river cleanup sessions (June and September). Hundreds of volunteers f removed trash, barrels, electric scooters and r more from the Grand and Red Cedar Rivers. J 'j • Consumers Energy employees volunteered with two projects. They weeded, planted, and mulched flower beds at Gier Center and assisted with the removal and potting of tropical perennials from Frances Park to place in the greenhouse. • Riverview Church volunteers purchased and replaced playground barrier timbers and painted benches and the pavilion at Elm Park. They also trimmed vegetation and cleaned up along the River Trail. • Michigan State University Extension 4-H teen program volunteers walked the Sycamore Creek and Red Cedar Park Ponds to remove trash. • From May to August, 20 interns from the Michigan Department of Transportation (MDOT) assisted with park projects, planting and maintenance. • A beautification project at front entrance of Foster Center was completed May/June; partnered with Channel 6 TV volunteers to plant spring and summer flowers. Grants/Awards • Fratcher Memorial Grant Funds in the amount of �- $63,708 were utilized for the Mount Hope - + Columbarium 4th Wall Section. • Michigan Department of Natural Resources grants for Letts Community Center, Davis Park Fitness, St. Joe Park Pickleball courts and land acquisition for property at Cavanaugh Road and j Lansing Christian Center Church land. LPARKS & RECREATION DEPARTMENT 12023 ANNUAL REPORT 1 128 • Raised $95,000 in sponsorship and grant dollars for programs and events. • $21,000 grant from AARP to create a Senior Wellness Program. • $5,000 grant MiCorps Volunteer Stream Cleanup Program • National Fitness Campaign grant for Washington Park Fitness Court construction; project completion will be Spring 2024. • Received $6.2 million from State of Michigan for re-construction of Moores Park Pool. River Trail Grants - Ingham County Parks and Trails Millage • Received $75,000 from Ingham County Trails and Parks Millage Grant for crack sealing along River Trail. • Received $900,000 from Ingham County Trails and Parks Millage Grant toward the Montgomery Drain Red Cedar pathways. Neighborhood Grants in Parks • Cedarbrook Neighborhood received a Neighborhood Grant from the Department of Neighborhoods, Arts, and Citizen Engagement for the purchase and installation of a concrete chess and checkers table in Poxson Park. • Moores Park Neighborhood Organization received a Neighborhood Grant from the Department of Neighborhoods, Arts, and Citizen Engagement for the purchase and installation of a generation swing at the playground. • Friends of Durant Park received a Neighborhood Grant from the Department of Neighborhoods, Arts, and Citizen Engagement for installation of electricity on the performance stage. • Lansing Eaton Neighborhood Organization received a Neighborhood Grant from the Department of Neighborhoods, Arts, and Citizen Engagement for the purchase and installation of two picnic tables at Fulton Park. • Friends of Bancroft Park received a Neighborhood Grant from the Department of Neighborhoods, Arts, and Citizen Engagement for the purchase and installation of two (2) dog-i-pot stations and the purchase of a projector for outdoor neighborhood movies. • Lewton-Rich Neighborhood received a Neighborhood Grant from the Department of Neighborhoods, Arts, and Citizen Engagement for the purchase and installation of a slide on the playground. 01 PARKS & RECREATION DEPARTMENT 12023 ANNUAL REPORT 1 129 Community Centers • Continued use of the variance request from LARA for summer camps to fully staff both camp sites this summer. Hired 35 people working consistent schedules throughout the summer and 3 substitutes. • Registration for camp reached a maximum of 70 youth per site and averaged waitlists of 10 to 15 youth each week. • We had four leaders in training participating in summer camps, which is an increase from the one on average since COVID. • Currently running three (3) After School Program (ASP) sites: Foster (75 students enrolled), Schmidt (25 students enrolled) and Letts (10 students enrolled). ASP sites are fully staffed with 10 staff working consistent schedules each week. • MSU lineman, Jacoby Windmon, sought out Lansing Parks and Recreation to complete his internship and works in both our ASP and Flag Football programs. • Marcus Wells, programmer at Gier Community Center, obtained an Autism Training certificate through the IBCCES (International Board of Credentialing and Continuing Education Standards). As a result of this, all employed members of the KCS Angels and Gier Community Center are now certified. • Programmer, Jodi Ackerman, was accepted into the first ever mParks Organizational Leadership Development cohort. Working with other Parks and Recreation professionals, the team assisted in creating a Parks and Recreation Department for the City of Chikaming. • Kids Repair Program will offer programming to our ASP participants at Schmidt Center where youth will learn bike skills and safety and will get to keep the bike at the end of the six-week program. • Mural project completed at Foster Community Center game room in partnership with BCFI and Muralmatics. This offered ASP participants a semester of ongoing art instruction and input on the project while participating in the room's stunning transformation. • Re-established partnerships with the most visiting groups to ASP since COVID; this provides additional programming for our students who would not have access otherwise. 01 PARKS & RECREATION DEPARTMENT 12023 ANNUAL REPORT 1 130 • Partnered with nine (9) local businesses and organizations to put on the 7th Annual Summer Scavenger Hunt, benefiting over 30 Lansing Area residents. • Held the first ever "Caregiver Retreat" at Gier Community Center, offering information from local businesses, as well as a relaxing afternoon, for caregivers attending from around the Lansing Area. • Continued working with Mandela Washington Fellowship for Young African Leaders for visits to summer camp. • Play Patrol vehicle accepted invitations to appear at different community events to engage with the community and promote Lansing Parks and Recreation programming. Some of these events include: • Community Cook-Out with Lansing SWAG • "Say Hello to Summer" event at Rotary Park • Black Girl Day of Play at The Capitol • 4th of July Parade • Concerts in the Park • Ice Cream Social at Mid-Michigan Leadership Academy • Play Patrol had an engagement of over 1,200 youth in the community when you combine park visits, summer camp visits and attending community events. • Added weekly Play Patrol visits to 10 parks in the summer. Free drop-in program for youth in the neighborhood to play with Parks and Recreation staff and equipment. • Began renting out inflatables for community events on a more consistent basis. Past barriers included staffing issues and COVID. • Increased the amount of FitLot classes participants by over 270%. • Increased the number of Fitness memberships at Gier Community Center by 18%. • Offered Boxing Conditioning and Training Class to over 75 participants in 2023. • Increased enrollment in KCS Angels program by 75% in 2023, which increased revenue by 53%. • Hired Fitness and Wellness intern for the fall semester. LPARKS & RECREATION DEPARTMENT 12023 ANNUAL REPORT 1 131 • Offered Strength and Conditioning class for the first time since COVID. Enrollment numbers are almost equal to what they were before COVID. • Therapeutic Bowling enrollment is up 32% from 2022. • Children's dance classes (acrobatics, jazz, ballet and more) fully returned in January after a three-year break due to COVID. • Daddy/Daughter and Mother/Son dances resumed in February after a two-year break due to COVID. They were held at the Lansing Center Ballrooms with 626 people in attendance (336 registered; 290 drop-ins). • Added five large lit and animated displays to our December drive-thru "Holiday Nights of Lights" event. • Opened an eSports room at Letts Community Center, which is currently open four nights a week for the public to use. • Increased attendance to the "Drive-Thru Halloween" event from 489 to 600 cars with 25 vendors handing out candy. • The 2022 "Holiday Nights of Lights" event served 4,600 vehicles. • Partnered with Midway Theater to put on two children's shows at the Schmidt Community Center: "Peter Pan" and "Finding Nemo." Peter Pan sold 1,167 tickets for four shows and Finding Nemo sold 900 tickets for four shows. • Received sporting goods donations through Good Sports that allowed us to enhance youth sports experiences in flag football, basketball, baseball, softball and tennis. • Switched to PayTrac to process credit card sales in the Rec Trac registration system. • Reduced pages in the Lansing Living for cost savings. • Hired: • PT Clerk — Tashara Edwards • FT Community Center Programmer — Stacey McNamara • FT Youth Sports Coordinator — Ramon Brunson ► AQUATICS 1 SENIORS • Ended aquatic management contract with the YMCA and brought it back in-house. • Schmidt Community Pool increased morning lap swim schedule from three days per week to five days per week and added family swim time. LPARKS & RECREATION DEPARTMENT 12023 ANNUAL REPORT 1 132 • Partnered with Starfish Aquatic Institute, an internationally recognized company, to become a training center for Starfish Swimming. Hired, trained and started swim lessons for patrons six years of age and older with infant and preschool age lessons pending a more appropriate location. • Assisted Lansing School District high school swim team with hosting swim meets. • Assisted in fulfilling AARP Flagship Grant. • Obtained Aquatic Facility Operator certification and certified Parks & Recreation Executive through NRPA (national certifications). • Expanded Silver Sneakers to include Gier and Letts Community Centers. • Partnered with Enhance Fitness through the AARP grant to become a licensed training center and instructor for "Enhanced Fitness." • Implemented fitness classes aimed at people 60+ years of age three times per week. • Organized two trips for seniors to enjoy adventures outside of Lansing. • Organized a senior picnic at Schmidt Community Center in conjunction with senior wellness membership picnic. ► I ADULT SPORTS • Women's volleyball teams had an increase of 11%. • Coed volleyball league returned in 2023 with six teams; league hadn't been played for two years primarily due to indoor COVID protocols and mask requirements. • Women's adult tennis leagues had a 46% increase in participants. • Girls' Red Cedar volleyball team had an 8% increase in participants; it's worth noting that the team took second place in the 5th Grade Division 111 with eight teams. • Eradicated 22 moles and managed active trails and field damage between four ballfields on the season, avoiding a complete shutdown of some baseball and softball leagues. ► 1MPLISHMENTS: YOUTH SPORTS • Switched all leagues to age-based; this helps create consistency and increases the Likelihood that players are at the same stage in development. • Began tracking coaches' background checks in Rec Trac to verify they are done once a year. LPARKS & RECREATION DEPARTMENT 12023 ANNUAL REPORT 1 133 • Youth fall soccer enrollment was up by 10% • Youth basketball numbers were up by 50% • Youth floor hockey enrollment was up by 87% ACCOMPLISHMENTS: ' ' 111 • Regular rental events have included the usual weddings, commitment ceremonies and baby or bridal showers highlighted by the 50th anniversary celebration of a couple who met at Turner-Dodge when they were students at the Great Lakes Bible College, formerly Located at Turner-Dodge House. • Second "Turner-Dodge Fairytale Festival 2023" surpassed last year in attendance, vendor participation and public appreciation. • Hosted the Friends of Turner-Dodge Member's Appreciation event in July. • The house is utilized frequently as a setting for video production and photo sessions. This past spring, Shadow Lake Films created a short "concept" film entitled "Ophelia" in hopes of attracting funding for a full-length feature. Collective Development Productions shot a music video for an up-and-coming Christian Band named, "Shallow Rising." PESEPVATION ' ' OPT The 2023 Reservation Report, which highlights reservations for pavilion and wedding sites, can be found on the next page. LPARKS & RECREATION DEPARTMENT 12023 ANNUAL REPORT 1 134 Frances Park Pavlllon May June July August September October Total Whole 5525.00 S2,310.00 53,175.00 S3.830.00 5165.CC S1C.005.00 Half 1(Drive side) S400.00 $570.00 5730.00 $1.700.00 Half 2 (Rose Gardent side) S80.00 I S430.00 5570.00 S545.00 I I 51,625.00 Totals I S605.00 I S3,140.00 S4,315.001 S5,105.00 1 5165.001 1 $13,330.00 Moores Park Pavilion S0.00 'A'ashington Park Fa vi l i on 50.00 Hunter Park Pavi I ion I F 50.00 1 Weddings Frances Overlook 5375.00 5125.00 5125.00 S625.00 Frances Rose Garden Frances 'Ncoodland Trail Cooley/Pavilion 5500.00 5375.00 5250.00 $1,000.00 S250.00 52,375.00 Sunken Garden S125.00 1 S250.00 S185.00 5125.00 1 S500.00 S1,185.00 Totals S1,105.00 1 53,890.00 S5,000.00 I S5,605.00 1 S1,665.00 I S2.50.001 517,515A0 Moores Park, Hunter Park, arc ',b'asi•iris on Park pavilions are free tc the public or a first come basis. Fran ces Fark Rose Garter v,as closet fur the season cue to a total recurstr�ctian. Frances Park Pavilion clusec early it September for parkir;lot repa;irgg. LPARKS & RECREATION DEPARTMENT 12023 ANNUAL REPORT 135 POLICE ELLERY SOSEBEE, CHIEF ADMINISTRATION Accreditation The Lansing Police Department (LPD) recently completed the accreditation process through the MACP. Accreditation results in greater accountability within the agency, reduced risk and liability exposure, stronger defense against civil lawsuits, increased community advocacy and more confidence in the agency's ability to operate efficiently and respond to community needs. The accreditation assessment team is composed of Law enforcement practitioners from similar Michigan law enforcement agencies. The assessors will review written materials, interview agency members and visit offices and other places where compliance with the standards can be observed. Once the assessors complete their review of the agency, they will report to the full Commission, which will then decide if the agency is to be granted accredited status. The MACP, through its Michigan Law Enforcement Accreditation Commission, is the legitimate authority and accreditation agency in the state of Michigan. D.C.A.P. DCAP (Data Driven Community Aligned Policing) implementation at the patrol level encompasses traditional "crime meetings." Zencity-Initiated Data and Community Aligned Policing Strategy is a crime and community focused effort aimed at addressing crime trends and community concerns to positively impact the public's levels of trust and safety with the department. The stated mission of the Lansing Police Department is "to reduce crime, reduce repeat calls for service and increase citizen satisfaction through partnership with the community. It is our intent to maintain order, preserve public safety and foster a better quality of life, making our city a better place to live, work and visit. Community policing is a philosophy that promotes organizational strategies that support the systemic use of partnerships with the community." L To accomplish this mission, the LPD has committed to: "Embrace a community-based, problem-oriented, data-driven policing strategy that emphasizes the use of problem-solving techniques, community policing and a reliance on data to identify threats, measure the results of our interventions, and to hold ourselves accountable; to each other and to our community." Traditionally, police departments have identified community priorities through in-person means the nature of these contacts provided input from a small, unrepresentative, sample of stakeholders. To complement this traditional approach, in 2020, LPD implemented a Zencity- acquired technology solution, now called, "the Blockwise Platform." The Blockwise Platform measures, tracks and maps public sentiment from a statistically significant representative sample of residents. Historically, police performance management systems have concentrated on criminal activity and crime trends. The addition of Blockwise to the accountability matrix provides a comprehensive picture of departmental successes and challenges. Leveraging the Blockwise solution and implementing Zencity's recommendations would result in a shift from a responsive to strategic model of communications and engagement-informed decision-making, guiding LPD toward accomplishing its mission (D.C.A.P. report can be found on the LPD website). L.C.A.T. The Lansing Police Department is implementing a new program to better help serve mental health crises. The program is a collaboration with social workers and police officers in an effort to meet the needs of those who need it most. L.C.A.T stands for "Lansing Crisis Assessment Team," where the police will work with mental health and social welfare services to get people the right care as opposed to putting them in the criminal justice system. With L.C.A.T, social workers will be teamed up with crisis- intervention-trained officers and the Lansing Fire Department and together will respond to crisis calls. This can be anything ranging from people experiencing mental health issues to someone dealing with homelessness. LPOLICE 12023 ANNUAL REPORT 1 137 EM LPD also created a new community partnership related to department training. The new venture will include an open house designed to showcase yearly training and education topics to leaders from local and national community groups such as the NAACP, NAACP Youth Advisory Council, ACLU, Autism foundations, refugee services, etc. The goal is to show how LPD training and education topics are selected to focus on current issues and trends while incorporating a constitutional policing focus. This effort, along with the supervisors in the training department, will assure that officers are getting a well-rounded education while keeping community partners engaged and informed. MSU Partnerships The Lansing Police Department has started to partner with Michigan State University (MSU) in hopes of sharing resources through internships, research projects, recruiting efforts, safety initiatives with school districts and input on policy and procedural development. Both LPD and MSU have the ability to coordinate and collaborate to build better policing and safety models for local communities. National Academy Assistant Chief, Rob Backus, attended the FBI National Academy. This opportunity is for active U.S. and international law enforcement personnel who seek to enhance their credentials in their field and raise law enforcement standards, knowledge and cooperation worldwide. The FBI National Academy consists of a 10-week course and is held four times a year, only accepting 250 candidates each time. I ' In line with the MRJEA recommendations, the Lansing Police Department, along with the MRJEA Advisory Board, have re-developed the process for citizen complaint and citizen oversight for the Lansing Police Department. This new process includes the independent citizen investigator having additional oversight and initial decision making for the route of every citizen complaint. LPOLICE 12023 ANNUAL REPORT 1 138 VCI The Violent Crime Initiative (VCI) is comprised of a talented and dedicated group of officers that strive to make Lansing a better place to live, work and visit. In 2023, VCI took more than 116 illegal firearms off the streets of Lansing. Three of these firearms were altered into fully automatic machine guns, and two additional automatic conversion devices were also seized. The VCI team conducted almost 800 hours of hot spot policing and made over 127 arrests. VCI interacts daily with members of the Lansing community. The presence and actions of VCI have a direct correlation related to the reduction of violent crime in the Lansing area. Cameras There were 84 new and replacement cameras purchased for installation. The EEMU has worked to replace the outdated cameras installed over 10 years ago. New camera sites included Moore's River Park, Rotary Park and river trail, Fenner Nature Center, the Skyway, Adado Park and the Pleasant Grove/Holmes intersection. Equipment was purchased to expand the camera network connectivity and has been installed at several new locations already so the camera network can continue to expand. Parks and LPD have also acquired two mobile solar powered camera trailers for special events and problem locations. LPD is currently in the process to purchase new camera storage hardware and are also finalizing plans to place cameras in the Stadium District. Project Case Closed LPD is participating with a research partner RTI in an effort to improve its investigations into non-fatal shootings with the ultimate goals of improving closure rates. The group completed an assessment of LPD operations and produced a report outline areas for improvement. The group has also convened specific training for community policing group and detectives. LPOLICE 12023 ANNUAL REPORT 1 139 PUBLIC SERVICE DEPARTMENT ANDY KILPATRICK, DIRECTOR DIRECTOR'S The Public Service Department works hard to maintain the City's infrastructure to support our residents, businesses, and visitors. With a dedicated staff of almost 220 full-time employees, we: • Maintain over 1,500 miles of streets, sewers, sidewalks, and pathways in the city • Treat over 4.4 billion gallons of wastewater from over 38,000 customers • Provide recycling, trash and yard waste service to customers • Permit and monitor all right-of-way activity • Repair and maintain the City's parks, buildings, vehicles and equipment • 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 from the 2023 _ calendar year. For more information on the Public Service Department, please visit our website at lansingmi.gov/pubserv. Sincerely, Andy Kilpatrick, P.E., Public Service Director L 140 The City of Lansing Public Service Department is made up of six different divisions and comprised of almost 220 full-time employees. The Public Service Department is organized as follows: OperationsAndrew Kilpatrick Director Jeremia�Kilgore Deputy Director Fleet Services 0 Wastewater Property Administration Engineering Joe CastilFo Sustainabitity Nicole McPherson Nathan Arnold Property Manager ii Division City Engineer Superintendent Infrastructure Engineering Environmental Forestry Engineering Divison 0 Division EMaintenance Divisionj Division I Division Division Transportation Cemetery/Grounds Engineering Maintenance Crew Permits Sewer Division Maintenance Crew Surface Maintenance Crew Street Maintenance Crew OPERATIONSI MAINTENANCE (01M) DIVISION The City of Lansing Public Service Department's Operations and Maintenance Division (0&M) provides many of the services to the public. These services include Capital Area Recycling and Trash (CART), which is responsible for trash, recycling, and yard waste services for Lansing residents. Other services provided by 0&M include the maintenance of cemeteries, parks, and community centers, sanitary and storm sewer maintenance and inspections, street maintenance including pothole repairs, milling, paving, curb and gutter repairs and other concrete repairs. The 0&M Division also oversees the Forestry Division, alley maintenance, sign shop, guard rail maintenance, street sweeping, special projects including the installation of the State Christmas Tree in front of the Capitol building and winter weather maintenance such as plowing and salting Lansing streets. LPUBLIC SERVICE DEPARTMENT 12023 ANNUAL REPORT 1 141 CEMETERIES • 189 burials • 2 disinterment removals to other cemeteries ' • 100 marker cuts r='= • 5 monument cuts • 8 Columbarium nameplate plaque mounts p A new JCB 3CX Compact Backhoe was purchased for the cemetery staff and will aid in future operations. GROUNDS • Removed two tennis courts at St.Joseph and Cherry Hill parks to increase greenspace • Maintained and repaired parks in Lansing • Removing over 100 yards of rubbish from homeless camps in Lansing • Oversaw and monitored the mowing of parks in Lansing by a third-party contractor approximately 27 to 30 times • Oversaw and monitored the mowing of City owned right of ways by a third-party contractor bi-weekly • Late-season mulching of leaves on City owned property by mowing performed by a third- party contractor • Maintaining over 200 trash cans from public facilities per week • Providing snow maintenance on public sidewalks and river trails SANITARY AND STORM SEWER MAINTENANCE AND INSPECTION Crews work hard to maintain and inspect sewer systems and flood control systems while also responding to citizen concerns and perform preventative maintenance. In 2023, crews were able to clean: • 77 catch basins • 12 manholes • Over 359,000 feet of sewer • Crews inspected and televised over 47,000 feet of sewer LPUBLIC SERVICE DEPARTMENT 12023 ANNUAL REPORT 1 142 In 2023, crews repaired: • 502 feet of sewer • 107 manholes and catch basins STREETS In 2023, the primary focus of the department's street crews included millage paving projects, major street repairs, pothole repairs, asphalt and concrete utility cut restoration (and related sewer repairs) and addressing damaged sidewalk complaints. `' x Gibson Street millage paving Hand skin patching on the 1200 Block of S Pennsylvania Avenue Crews made many concrete repairs such as sidewalk, curb, gutter, and driveway approaches in 2023. r Catch basin repair requiring removal and replacement of ADA ramp LPUBLIC SERVICE DEPARTMENT 12023 ANNUAL REPORT 1 143 POTHOLES In 2023, crews received a total. of pothoLe compLaints and used over :11 tons of ' • • patch material. to fiLL them. The chart beLow shows1 pothoLe activity outLined by month compared to previous years: Yearly Comparison For Tons of Cold Patch Used so�.51 1,aoo l,zoo 1,oil �gOp 632.36 z �is 2023 Cold Patch Received to Date 400 2022 Yearly Total ILI PUBLIC SERVICE DEPARTMENT 12023 ANNUAL REPORT 1144 200 2021 Yearly Total 0 Pothole Complaints by the Year 1/9S 1316 cx�o z 1500 5 0 v 1 Epp 782 o � 2023 Pothole Complaints to Date z m � ;�� 2022 Pothole Complaints z 2021 Pothole Complaints 0 SPECIAL PROJECTS Street and concrete crews were able to help other departments with special projects. r. ,t 1 �-y I� Fire Station#9 parking lot paving Hunter Park"Mother Tree"sculpture KL! Paxson Park Playground concrete pad and tables Ingham County Land Bank Farm new pad,bike rack,and repair station 7. 4. 4 Bear Lake River Trail Paving LPUBLIC SERVICE DEPARTMENT 2023 ANNUAL REPORT 145 SURFACE MAINTENANCE The mission of surface maintenance is to maintain and improve the 'on the surface' infrastructure within the City of Lansing's rights-of-way. Surface also provides emergency and non-emergency event support, coordinating with several departments throughout the city. In 2023, crews completed the following surface maintenance tasks: • Maintained over 10 blocks of alley way • Performed three major guard rail repairs • Completed 101 sign shop service requests — an increase of 9% compared to 2022 • Generated 1,068 sign shop work orders - an increase of 44% compared to 2022 • Completed 945 sign shop work orders - an increase of 101% compared to 2022 • Set up 57 event barricades/traffic control measures — an increase of 18% compared to 2022 • Set up 28 interdepartmental event barricades/traffic control measures — an increase of 14% compared to 2022 • Set up 15 emergency barricades for LPD/LFD — an increase of 40% compared to 2022 • Set up 4 emergency barricades for BWL — a decrease of 43% compared to 2022 • Removed over 150 retired wild animals from the right of way • Street swept and removed over 4400 cubic yards of debris from the right-of-way • Replaced two street sweepers with a third pending FORESTRY The Forestry Division maintains City-owned trees and is made up of 10 full-time employees, two seasonal employees and two supervisors. In 2023, the Forestry Division completed the following: Tree Removal 488 40 _ _-- Brush Pickup 195 16 Planting 188 15 Pruning 171 14 Broken Branch 86 7 Construction Inspection 36 3 Clearance Trim 30 2 Copper Sulfate Delivery 14 1 Woodchip Deliveries 7 <1 Preventative Maintenance 4 <1 Stump/Root Removal 3 •J Total 1222 100 LPUBLIC SERVICE DEPARTMENT 12023 ANNUAL REPORT 1 146 As a result of severe weather in the Lansing area that occurred in July of 2023, the Forestry Division did the following: • Completed over 160 work orders • Cleared 25 streets of fallen trees • 47 broken branches and limbs were made safe along roadways • Removed over 650 piles of brush from Lansing streets The map below illustrates fallen trees and other work orders as a result of the severe weather on July 13, 2023: •0, a m `• • ••• • t • •n N n n • x On the evening of August 24, 2023, just a few weeks after cleaning up the eastside storm, 70 mph winds wreaked havoc across the entire city. For over 15 minutes straight, from 8:15 pm to 8:32 pm, sustained wind speeds from 56 mph to 72 mph were recorded blasting through the city. The storm continued to gain momentum as it left the city limits. The nearby areas of Williamston and Webberville exhibited signs typically associated with an EF 1 tornado. The Forestry Division completed the following as a result of the severe August weather: Trees Removed Branch Repaired Brush Cleaned Up Forestry/City Crews 115 220 3826 Contract Crews 18 62 891 Total 133 282 4717 LPUBLIC SERVICE DEPARTMENT 12023 ANNUAL REPORT 1 147 Photos of the brush pile at Crego Park: W. Photos of crews collecting debris from neighborhoods: The Forestry Division spent the next nine (9) weeks clearing roads, removing trees from houses, repairing broken limbs, clearing driveways, opening sidewalks and hauling away the resulting debris from both public and private property. In all, nearly 38,000 cubic yards of tree related storm debris were hauled away. RECYCLING, TRASH AND YARD WASTE In 2023, the CART crews accomplished the following: • Collected and processed 5,364 tons of recycling (January — November) • Hosted the Recycle-Rama event after a three year hiatus • Continued to provide blue cart trash service to 39% of single-family households in Lansing • Collected over 25,741 cubic yard of refuse from Lansing residents (January — November) • Collected approximately 1,141 bulk items picked up, this includes the collection of furniture, appliances and other large items (January-November) • Collected approximately 16,909 cubic yards of yard waste was collected from Lansing in L 2023 (January — November) PUBLIC SERVICE DEPARTMENT 12023 ANNUAL REPORT 1 148 CM3 The department's permits staff are responsible for oversight of public rights-of-way, issuance of sewer and other permits, investigation of sidewalks, development and oversight of special event traffic control and other issues. Staff is cross-trained to provide a high level of service and respond to a wide range of issues. This year, staff completed the following: • Issued 14 Soil Erosion and Sedimentation permits (totaling to 30 active permits) • Investigated 366 citizen-initiated sidewalk concerns • Responded to 92 snow and ice removal complaints • Issued violation notices and removed snow and ice from 24 properties • Issued 616 permits for right-of-way (ROW) construction activities • Issued 123 Special Transportation Permits • Permitted 396 sewer-related activities • Licensed 73 drain layers and 7 sewer cleaners • Oversaw a portion of Consumers Energy projects along with Metro Act permits • Collaborated with MDOT assigned permits inspection within city limits • Assisted with traffic control and planning for 32 special events that occupied the City's ROW PROJECTS In 2023, the Engineering Division completed a variety of construction projects on local and major roads, which included street milling and paving, over two miles of chip and fog seal treatment applied to three different streets, crush and shape treatments, microsurfacing, pathway/River Trail reconstruction and paving, sewer separation projects, sewer maintenance, road reconstruction and utility work. In total, these projects cost over $20 million comprised of federal, state and local funds. LPUBLIC SERVICE DEPARTMENT 12023 ANNUAL REPORT 1 149 MAJOR PROJECTS Pennsylvania Avenue Reconstruction In 2022 and early 2023, Pennsylvania Avenue between Health Care Court and Mt. Hope Avenue underwent a reconstruction, which consisted of milling, paving, curb and gutter replacement, sidewalk work and ADA pedestrian ramp work. Due to substandard asphalt, the roadway had to be repaved in the summer of 2023 and was then completed once the second paving was completed. This project cost approximately $2.9 million. Pennsylvania Avenue after the project was completed Frandora HiLLs In 2023, the Public Service Department partnered with the Ingham County Drain Commission to perform a full roadway reconstruction of two streets in the Frandora Hills neighborhood and a mill and resurfacing of the remaining streets. The roadway reconstruction included sanitary and storm sewer repairs and replacement, milling and road resurfacing. In total, the project cost approximately $1.9 million to complete. Waverly Road In 2022, the Public Service Department started a roadway reconstruction project on Waverly Road between Glenburne Boulevard and Holmes Road. The project included the removal of the concrete roadway, sanitary sewer improvements and the milling and resurfacing of the roadway with hot asphalt mix. The roadway was milled and paved in 2023, completing the project. Vernon Avenue, Glendale Avenue and Parkway Drive Project In 2023, the Public Service Department partnered with the Lansing Board of Water and Light's water main project to perform roadway improvements and minor sewer improvements on Vernon Avenue, Glendale Avenue and Parkway Drive. LPUBLIC SERVICE DEPARTMENT 12023 ANNUAL REPORT 1 150 FUTURE PLANNED PROJECTS Michigan Avenue Rehabilitation In 2023, the Public Service Department announced that the rehabilitation of Michigan Avenue between Clippert Street and Pennsylvania Avenue was planned for the fall of 2023. Due to contractor bids being higher than expected, this project was delayed and will be rebid in January 2024. Two-Way Conversion The final segment of the two-way conversion of Allegan Street and Ottawa Street, as well as the reconfiguration of Martin Luther King Jr. Boulevard, was planned to begin in the fall of 2023, but was delayed as no contractors bid on the project. The project will be rebid in January 2024 and the project is planned to begin in the spring of 2024. Transportation In 2023, the Engineering Division completed several trail projects, traffic signal projects and studies. These projects included: • Stringer repairs, deck replacements, riprap replacements, beam replacements, and concrete pouring of River Trail bridges 11, 24, 25, 26 and 28. • Pedestrian pathway design of the Dunckel Road Pathway, the Fenner Nature Center Pathway, the East Street Pathway, and the Ranney Park Pathway. Bear Lake Pathway was final paved near Hospice. • The Ranney Park Pathway construction has begun and is scheduled for completion early 2024. This project includes the installation of a sidewalk on the west side of Coolidge Road and the closure of sidewalk gaps along Grand River Avenue and Saginaw Street. • The installation of the traffic signal at Morgan Lane and Cascade Avenue. • 30 engineering reports were completed for a variety of traffic or street parking concerns and 7 reports are in-process and 12 temporary traffic control orders (TTCO) were written. • Conducted 74 traffic volume, speed, and percent truck counts. • Removed two traffic signals at High Street and Grand River Avenue and Willow Street and Grand River Avenue. 01 PUBLIC SERVICE DEPARTMENT 12023 ANNUAL REPORT 1 151 • Performed signal removal studies at four different locations. These studies include verifying the turning movement counts and traffic delay/queue impacts. The rehabilitation of River Trail Bridge 26, near the Lansing Center, involved replacing the existing wooden deck with a new concrete deck. This required a concrete pour that utilized a pump truck positioned on the Michigan Avenue Bridge to the River Trail Bridge below (see photos of the concrete pouring process): �1 rv+ � I BRIDGES In 2023, the City of Lansing performed the federally required biennial bridge inspections on 33 of the City-owned and operated bridges in Lansing. These inspections include motorized and non-motorized pedestrian bridges. In 2023, underwater bridge inspections were also conducted to monitor the underwater footings of select bridges. LPUBLIC SERVICE DEPARTMENT 12023 ANNUAL REPORT 1 152 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, as well as sidewalk repairs and upgrades. There are approximately over 59 miles of gaps on major streets in the city; eliminating these gaps would cost approximately over $16 million. The sidewalk repair program for 2023 continued to focus on eliminating reported trip hazards throughout the city. There were 2,652 sidewalk joints cut and 408 sections of sidewalk wedged with asphalt. 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. Over 100 sidewalk ramps were constructed to meet ADA standards. COMBINED SEWER OVERFLOW (CSO) In 2023, there were three projects with construction activities for the City's Long-term CSO Control Program. These projects typically construct new sanitary sewer, new watermain, new concrete curb & gutter, new roadway, new concrete driveway approaches, and new American Disabilities Act (ADA) concrete pedestrian sidewalk ramps. In addition, the projects include rehabilitation of (i.e., replacement of some) public sidewalk and rehabilitation of the existing combined sewers to become the dedicated storm sewers. • CSO 034D Project — this project is substantially complete, and the contractor will return in the spring to complete punch list items identified at the end of this construction season. • CSO 034E Project — this project is heading into the second and final year of construction. Upon completion of this project, the Contractor will abandon and eliminate the CSO Regulator for this sub area. A CSO Regulator is the sewer structure that allows for overflow of raw sewage to local waterways during rain events. • CSO 015S Project - this project is heading into the second year of a three-year construction project. The Contractor will continue to work on selected streets east of Martin Luther King, Jr. Boulevard during the winter. 01 PUBLIC SERVICE DEPARTMENT 12023 ANNUAL REPORT 1 153 WASTEWATER TREATMENT PLANT(WWTP) The Wastewater Treatment Plant is responsible for accepting raw sewage in Lansing and processing it into clean water and safely discharging it the local water ways. In 2023, the Wastewater Treatment Plant accomplished the following: • Accepted over 5.16 billion gallons of raw sewage and successfully processing it into clean water • Accepted and processed 59.23 million gallons of raw sewage in a single day on April 5, 2023 • Generated over 3130 dry tons of residual solids that were disposed using green solutions In 2023, the laboratory staff continued to upgrade many of its Laboratory equipment. Some of the upgraded equipment included E-Coli and Fecal Coliform detection equipment, drying ovens and muffle furnace. New Colilert-18 E-Coll,fecal coliform equipment f7 I ` « AFWMENEMNN�-. doom... New drying ovens and muffle furnace New CBOD incubators West side switchgeor replacement Screening building boiler replacement LPUBLIC SERVICE DEPARTMENT 12023 ANNUAL REPORT 1 154 r I New dewatering building laboratory station Replacement of final effluent samplers INTERNAL SERVICES 1 OPERATIONS ADMINISTRATION Administrative Assistant The Administrative Assistant provides administrative support for all engineering projects and permits staff, as well as provides executive level support to the director and deputy director. Functions of the Administrative Assistant include managing accounts payable and receivable, working with the Public Engagement Coordinator to ensure information is up-to-date and correct, assisting with special projects such as grants and records management, assisting with winter maintenance information and more. Administrative staff handle incoming service requests, F01A requests, routes resolutions and contracts, processes claims and compiles the department budget. Communications The role of the Public Engagement Coordinator in the Public Service Department is to communicate information from each division within the department to the public in the City of Lansing through various channels. The type of information that is communicated includes traffic advisories, construction project information, special events, emergencies, sustainability initiatives and CART information. LPUBLIC SERVICE DEPARTMENT 12023 ANNUAL REPORT 1 155 In 2023, the major events that the Public Engagement Coordinator was involved in included, the Silver Bells in the City, communication of resources for the severe weather that occurred in July and August and communicating the announcement and delay of the Michigan Avenue Rehabilitation project. Sustainability With the pathway defined through the City's Sustainability Action Plan, the focus is now on implementation. Continual efforts to fund this work are pursued through federal and state grants and other funding opportunities. The Public Service Department was awarded eight grants in 2023 as of 11/14/2023. The eight grants totaled over $7 million in monetary awards, which will be used for the following: • Enhance Forestry efforts, including contracted tree planting and maintenance • Purchase recycling truck to better serve commercial and multi-family properties • Construct a new recycling drop-off site • Technical assistance for geothermal and solar modeling of new public safety complex • Conduct a feasibility study to determine ways to recover food waste and organics • Enhance community gardens by awarding mini-grants • Add solar to the wastewater treatment plant • Install publicly available electric vehicle charging stations • Implement green purchasing policy and train employees Operations Specialist The Operation Specialist helps facilitate the current Public Service Department internships, writes grants with the Sustainability Team, helps develop sustainability initiatives and performs records management and digitalization of City documents and materials. In 2023, the operation specialist completed the following: • Worked with four different interns, LIofM Graduate students, and three Michigan State Community Engagement Scholars throughout the year • Digitized 106 volumes of the City of Lansing Council Proceedings (1916-2022) and other City related documents • Donated survey books and other documents to CADL • Digitized several hundred site plans for City properties LPUBLIC SERVICE DEPARTMENT 12023 ANNUAL REPORT 1 156 • Coordinated the AARP grant crosswalk painting event with scholar students • Worked to update the non-motorized plan and pulled updated data for the next plan • Worked to reword the current Fats, Oils and Greases ordinance • Worked with the UofM Information Science Graduate Student Team in City Hall to interview employees to create workflow recommendations for record keeping FLEET SERVICES Fleet Services is responsible for City vehicles, including maintenance, repair, purchase and disposal. In 2023, Fleet Services completed the following: • Supervised 1,029 units of equipment including 505 "rolling stock" units and 524 pieces of "non-rolling" equipment • Completed over 2,859 work orders with 6,521 job codes • Wrote 158 accident jobs • Had 180 units towed Fleet services currently has 30 full-time positions with a vacancy rate of 43%. PROPERTY MANAGEMENT In 2023, Property Management staff completed over 1,643 work orders. Additionally, staff is currently overseeing implementation of approximately $17 million in building and facility improvements with Johnson Controls (JCI), which officially started in 2021. The project will primarily be paid for through energy and operational savings and supports the City of Lansing's sustainability initiative. Throughout the year, staff remained available 24/7 as they provide emergency response for facility issues such as building flooding, sewer backups, power outages, heating and cooling issues, vandalism repair and storm damage clean-up. Staff also provided support for several special events including facility planning and utility services like power, lights, water, sewer, and more. During 2023, Property Management helped move the Lansing Media Center out of the South Washington Office Complex so that facility can be reconfigured into the new emergency services and courts complex. LPUBLIC SERVICE DEPARTMENT 12023 ANNUAL REPORT 1 157 STRATEGY OFFICE JAKE BROWER, CHIEF STRATEGY OFFICER The Chief Strategy Office has been working to increase revenue coming into the City through development projects, bond initiatives, grants and other special projects while also working to increase efficiencies throughout the City. PUBLIC SAFETY BOND The Chief Strategy Officer led an effort to pass a $175M public safety bond, which passed on Election Day, November 8, 2022. The City can now move forward with replacing aging fire, police and courts facilities and creating a new public safety campus. The plan also included a replacement for multiple fire stations, consolidation of police facilities currently next to City Hall and on Wise Road and four new courtrooms. Now, the Strategy Office turns to next steps and the implementation of the bond proposal. The Chief Strategy Officer is putting together a steering committee to make the process as smooth as possible to be able to show a return on investment to the taxpayers quickly and efficiently. A strategy analyst was brought on board in August who oversees city-wide grant initiatives. The strategy analyst has surveyed the departments for grant needs, met with individual departments about needs and grant strategy and assisted with the grant application process. The strategy analyst has applied for 11 grants ranging across multiple departments including Public Service, Parks and Recreation, Human Resources, the Office of Financial Empowerment, Police and Fire, totaling over $3 million in new money requests. The office is also overseeing grant management and tracking. Many grants are expected to be released by the Federal Government in January 2023 and the office is actively monitoring. L ' LEGACY DEBT For years, Lansing has struggled with unfunded actuarial accrued liability (UAAL) obligations peaking at approximately $907 million in 2020. That total includes both the City's pension and retiree healthcare obligations, also known as other post-employment benefits (OPEB). Through administrative rebidding, plan administration changes and prefunding OPEB by freeing up City funds through other efficiencies and cost savings generated for the City, the City was able to reduce its unfunded liability by nearly $400 million by the end of 2021. Total Retirement & OPEB Savings Snapshot: Year Assets Liabilities Unfunded Liabilities 2020 $544,765,633 $1,451,713,946 $906,951,313 2021 $641,608,155 $1,155,021,778 $513,413,623 Change $96,842,522 ($296,692,168) $393,537,690 The City continues to monitor its long-term financial obligations and consistently seeks more efficient opportunities to provide benefits to retirees. LSTRATEGY OFFICE 12023 ANNUAL REPORT 1 159 TREASURY & INCOME TAX DESIRES A. KIRKLAND, CITY TREASURER The Treasury & Income Tax Department are responsible for the administration of the city's property tax and income tax programs. The responsibilities and duties are numerous and fall into specific areas. The Treasury Division bills and collects the real, personal property, and delinquent personal property taxes. Treasury is also responsible for the overall collection of the Lansing City department revenues and remittances through the process of cash receipting, departmental daily deposits, as well as the safekeeping and investment of City funds, monies and non-pension related securities. The Income Tax Division collects income taxes for Lansing residents and non-residents that work in Lansing. Additionally, this division works with multiple Lansing-based and regional employers to complete accurate employee withholding. TREASURY DIVISION • Issued over 90,682 property tax bills in July and December. • Collected over $180 million in property tax each year. • Collected and distributed 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 425 agreement partners, along with several other partner agreements. • Collects and distributes payments for Payment in Lieu of Taxes (PILOT) holders, SmartZone, Principal Shopping District, PA 328 Property Tax Abatements, the Tax Increment Finance Authority (TIFA), Brownfield developers and the Economic Development Corporation. • This division also completes Brownfield Authority, TIFA and Obsolete Property Rehabilitation Act (OPRA) reports for compliance with the State of Michigan. • Nuisance fees, code enforcement violations, false alarm fees, diversion program fees and Industrial Facility Taxes (IFT) are also collected by Treasury. L '' • Services and processes were presented and discussed in community meetings to further inform residents of who the department is and what responsibilities are to demystify the stigma that is attached to taxes and tax payments. • Established and implemented employee professional development program to increase employee productivity, job knowledge, confidence, and capabilities. • Development of training manuals and mapping of processes. INCOME ► DIVISION • The Income Tax division reviewed and audited over 66,700 individual income tax returns: Corporate, Partnership, S Corp, Fiduciary returns. • The division collected over $43.7 million in tax collections. • The Employee Withholding Subgroup worked with approximately 5,587 employers to withhold wage taxes from approximately 163,958 (100,788 non-residents 63,170 resident) employees. • The withholding analyst implemented a new cross-referencing protocol to help identify employers and employees that are not filing withholding or income tax returns with the City of Lansing. • Income Tax continues to reduce the number of court action filings for delinquent taxes, by focusing on additional taxpayer education, more effective collection techniques, and outreach efforts. • The income tax enforcement process has improved considerably in part due to Treasury's effective working relationship with the City Attorney's office and District Court. • This unit also works with the Income Tax Administrator to ensure that all license applicants and elected official candidate's taxes are paid in full prior to receiving positions or licenses. • Development and documentation of processes and procedures. NEW "PROCESSES • Implementing a new credit card processing system, "Paylt." Paylt consolidates payments due to the City in one centralized platform. LTREASURY & INCOME TAX 12023 ANNUAL REPORT 1 161 NEW PROCESSES • Regularly Scheduled Meetings: allows team members to share and address any concerns they may have, as well as share what they have been able to accomplish. Having the Treasury and Income tax division come together has been critical to assessing processes and has created opportunities to build more efficient ways of completing work. • Training: staff is encouraged to take professional development courses. • Team Building: on-going team building activities are invigorating and growing support for the department vision and mission to improve customer service and community view of the department. • Customer service: the department is committed to providing excellent customer service and continually seeks ways to improve and best serve customers and the Lansing community. LTREASURY & INCOME TAX 12023 ANNUAL REPORT 1 162 CITY AFFILIATE REPORTS L Leading Downtown Lansing's • • Thriving downtowns don't happen by accident. They are born DOWNTOWN •determination.• - • _ _ _ _ _investment - • - • - • • LANSING INC. •• • �• Lansing'swntown . . downtown lansing.or. 2024 19W*qa" . 9 �r - . Downtown Lansing is • making a real difference. As the downtown management agency tasked with promoting the • culture and sustainability of our district,we are thrilled that Downtown • Lansing is being recognized as leader in downtown revitalization! This year,we are recognized as a top Main Street and downtown •• development agency.This is a testament to all the people, businesses, • _ and partners who have worked hard over the years to make our downtown unique.Our downtown is known as a leader in historic preservation, innovators in economic and community development • and we are known for our commitment to the continued revitalization of Michigan's downtown. • Downtown's Goals Increase residential offerings downtown that cater to a variety of family structures and income levels. Diversify our business mix to extend the • • _ operating hours of Downtown Lansing and meet the needs of those • who call Lansing home. Diversify our business mix to cultivate more of a 24/7 experience and • - - meet the needs of Lansing residents. •• • • • • Strategic planning efforts, non-motorized transit options,and active public spaces have • ' . • - . the potential to increase economic vitality and create a thriving hub of vitality,diversity, DOWNTOWN and opportunity. LANSING INC. LDOWNTOWN LANSING, INC (DLI) 12023 ANNUAL REPORT 1 164 TRANSFORMING LANSING'S DOWNTOWN Comprehensive Market Analysis:As the The Shops at Middle Village:Middle People Make the Place:Through downtown management agency,we Village graduates are driving meticulous research, intentional conducted a market analysis to dissect change in our downtown district, investment,and a spirit of collaboration, our needs,analyze the market,and opening new storefronts and we are shaping the future of Downtown devised a strategy that aligns with the adding to the shopportunities found Lansing.Join us in calling Downtown unique character of our city. in Michigan's Capital City! Lansing the place you live,work and invest in today! REINVESTMENT DLI is Helping Businesses Thrive STATSSmall Business Support Grants Downtown business promotions Middle Village Accelerator Program Rent/mortgage assistance PRIVATE INVESTMENT Interior and exterior rehab support Year-round business trainings • • , , • Match on Main Grants 1$7947 • • Program •a 09 You can find something for everyone down here and that's super r�ZFaqade : Building important to help drive the culture of downtown. It's been exciting Improvements to see downtown start to grow and change, and people coming rogram to date:304 down again. It feels like the rebirth of downtown. The heart beats • New hard down here,you know? Wejust keep fighting to make Businesses 16Program to date:107 something beautiful." —Avtar Singh,Arjun Da Dhaba of Market on the SQz; Community Profile James Cheskaty,EnVie;Kari Magee,Veg Head Downtown Lansing CCb Population Downtown Drive Time Markets f Households 5 Minutes 10 Minutes 20 Minutes Population 20,329 117,606 338,887• co► Median HH Income Households 9,382 50,228 140,215 Median HH Income $33,683 $49,217 $59,487 In-demand Businesses HousingFood & Drink Shopping & Retail 2,622 Breakfast/brunch restaurant Pharmacy 90%Housing is occupied Farm-to-table restaurant Apparel Owner-occupied Bakery Home goods Renter-occupied Wine bar LDOWNTOWN LANSING, INC (DLI) 12023 ANNUAL REPORT 1 165 Connecting People, Partners & Places . • • With the comprehensive market analysis guiding our strategic action plan as our road map,we envision a remarkable transformation of Downtown Lansing that reflects a vision where accessibility fosters a vibrant community and • connects our neighborhoods. Being named a top downtown, Main Street semifinalist,and setting the • •• • . downtown plan into action highlights the importance of coming together as . . . . . . .. a community.Together we must support entrepreneurs,our local businesses, and set a comprehensive vision for the future.As the heart of Michigan's capital • - - - city,we are prioritizing walkability,sustainability,and accessibility to create a • • •• • district that welcomes everyone.We are Michigan's Downtown! • i J EA tJ • : 1 believe one of Lansing's strongest traits is �: - a ;, s .• ,� its community.Since volunteering with DLI,I have gotten to connect with great people and ' gain fulfillment in creating a better space to welcome others—whether through helping at events or just picking up trash.It's my goal r to keep downtown clean and hopefully inspire , so% zo% others to help our city and world be the best it can be.Since moving Element Massage ��� ' downtown in 2016,1 have seen it transform .�� ' and can't wait to see what downtown turns ;\ • into in the coming future" —Colton Hughes,Owner,Element Massage • . IIIIIIIIIIINT10 I 1161TIT101 '�' DOO "The heart of Michigan's Capital City is its downtown district. Downtown Lansing is evolving into a neighborhood and thriving urban center that fosters community engagement through our culture, opportunities and activities at all hours of the day." - - - —Cathleen Edgerly, Executive Director of Downtown Lansing Inc. Downtown Lansing's Board of Directors President:Jen Estill Secretary:Jennifer Hinze Member:Joshua Pugh • Vice President:J.V.Anderton Member:Tamera Carter Member:Jesse Flores Treasurer:Julie Durham Member:Karl Dorshimer MICHIGAN MAIN STREET A Network of Leaders in Grassroots Economic Development - Real Impact. I The numbers prove it! $17,485,873 $996399829 2022-23 Total 2022-23 Total ' Private Investment - - Public Investment $424,613,279 $146,697,645 r i 'r } 1tc Program to date Sparrow Bloom adds to ,J- rtunities downtown 40,812 144 144 ��► . � 2022-23 2022-23 2022-23 \ ` _ Volunteer New Fagade& Building Hours Businesses Improvements 892,702 1,897 2,817 Program to date Program to date Program to date Michigan Main Street Our M MS Trick or Treat on the Square provides technical assistance to local Communities is no�„ communities as sl, -' �����• they implement y the Main �`' �• ��., ! Street -I Four-Point w 11 - Approach',a community-driven, �. comprehensive strategy encouraging economic development through historic - Kringlo Holiday Market brings preservation in ways appropriate for the seasonal outdoor shopping _ ��•,y modern marketplace.The program aims -�- t Al! to create communities distinguished -- - by economically vital and vibrant 4, ""' • commercial districts and downtowns, thereby making the state economically stronger and culturally diverse. ; • MICHIGAN ECONOMIC * Select Level AL Master Level • • - © DEVELOPMENT CORPORATION www.miplace.org Cheers to Wine about Winter! 5448-231114 LDOWNTOWN LANSING, INC (DLI) 12023 ANNUAL REPORT 1 167 Lansing Economic Development Corporation CITY OF LANSING ANNUAL REPORT 2023 Summary 2023 was another transformational year for the Lansing EDC, In addition to managing our programs and facilitating development projects, the Lansing EDC went through a strategic rebranding process, and moved into its new office at 401 South Washington Ave. The Lansing EDC is a nonprofit economic development organization focused exclusively on the city of Lansing. We serve as a bridge between the public and private sectors to create a stronger economy and better community. We are a diverse team of skilled and knowledgeable professionals who share a passion to serve Lansing. Our mission is to improve the Lansing community by fostering economic growth that is strategic, sustainable, and equitable. The Lansing EDC also manages the Lansing Brownfield Redevelopment Authority (LBRA), the Lansing Tax Increment Financing Authority (TIFA) and four Corridor Improvement Authorities (CIAs) in Lansing. Each of these entities allows access to various grant, loan, and financing tools, This includes the Lansing EDC Business Finance Assistance Loan Program (BFAP), which helped support the creation of three new business that opened in 2023. The BFAP program guidelines were revamped in 2023 to better support applicant business, this included an increase to the maximum Micro-Loan amount to help address higher project and financing costs many businesses are facing. The Lansing EDC is currently reviewing several BFAP requests that could support estimated investment of$450,000 and the creation of 25 new jobs. The LBRA's Local Brownfield Revolving Fund (LBRF) continues to help promote redevelopment efforts at sites throughout the City of Lansing by assisting with activities such as environmental assessments and redevelopment planning. In 2023, the LBRA approved over $525,000 from the LBRF to support pre-development and assessment activities at 11 sites. The LBRA also provided $65,000 in funding toward the hiring of consultants to create a redevelopment strategy for the Logan Square Shopping Center. The LBRA leveraged funding from the Michigan Economic Development Corporation, the S.MLK Corridor Improvement Authority, and the property owners (Logan Capital, LLC)to fund this initiative. This effort engaged the city administration, city council, and the Lansing community at-large through interactive community engagement meetings throughout the construction of redevelopment strategy. LLANSING ECONOMIC DEVELOPMENT CORPORATION 12023 ANNUAL REPORT 1 168 Corridor Improvement Authorities The City and Lansing EDC has also targeted four commercial corridors throughout the city to focus special redevelopment efforts. These Corridor Improvement Authorities are the Michigan Avenue Corridor Improvement Authority (MACIA), Saginaw Street Corridor Improvement Authority(SSCIA), South Martin Luther King Jr. Blvd. Corridor Improvement Authority (SMLKCIA) and the Lansing Gateway Corridor Improvement Authority. The S. Martin Luther King Corridor Improvement Authority (SMLKCIA) with the assistance of Lansing EDC staff has been in contact with vendors, supporting businesses and local organizations to begin implementing a traffic safety programs as well as transit improvements. These measures strive to cut down on the number of deaths on the corridor as well as encourage more pedestrian activity. In conjunction with CATA and with the assistance of the Thriving Communities Grant the corridor is looking at improving or establishing 4 bus shelters with murals along Martin Luther King, The corridor is also working with local business owners on applying for the facade improvement grant to improve the front facing look of businesses on MLK. The MLK CIA has also been very influential in assisting with the redevelopment plan for the Logan Square shopping center. Finally, The SMLKCIA is working with the city to demolish abandoned buildings along the corridor. The Saginaw Street Corridor Improvement Authority (SSCIA) has been working on a marketing and communications outreach program. So far this year they have attracted the interest of numerous businesses along the corridor. These local businesses have been attending the monthly meetings and have shown interest in joining the board. The SSCIA has also established a communications and marketing subcommittee made-up of individuals from the community as well as the board and they have also established a beautification project which started in the fall of 2023 and will be completed early spring of 2024. This beautification project will enhance and beautify the entrance to the West side neighborhood as well as West Saginaw corridor at a place marking landmark called the point. The Michigan Avenue Corridor Improvement Authority (MACIA) this past year has worked on measures to assist local businesses on the corridor as a transition through a lengthy street redesign. MACIA has developed its own website full of exciting content, up to date news and information from the corridor, as well as discount coupons and hidden gems. The MACIA has also assisted with the Red Cedar's development project in the form of providing promotional products for the Red Cedar Social District. Finally,the corridor has a renewed focus on branding Michigan Ave. as "The Avenue"; making the Michigan Ave. corridor safe and welcoming for pedestrians and visitors. The North Grand River Avenue Corridor Improvement Authority known as the Lansing Gateway CIA has begun the initial steps on the creation of their Development and Tax Increment Finance Plan, including community engagement and prioritization of efforts. To assist with the creation of the Lansing Gateway CIA Development and Tax Increment Finance Plan, the Lansing EDC LLANSING ECONOMIC DEVELOPMENT CORPORATION 12023 ANNUAL REPORT 1 169 brought on their second Community Development Fellow through the Community Economic Development Association of Michigan (CEDAM) Fellowship program. The Community Development Fellow, Kahleea Washington, joined the Lansing EDC in May of 2023 for a 15- month fellowship working primarily with the Lansing Gateway CIA. Kahleea and the Lansing Gateway CIA Board have made great progress towards completing the plan and is on track to have it approved and adopted by next summer. Additionally,the CEDAM fellowship program funders have awarded Kahleea $10,000 for a placemaking project along the Lansing Gateway Corridor, which is scheduled to be completed in June of 2024. Lansing Equitable Economic Development (LEED) Initiative In 2021, the Jobs and Economic Development Workgroup of Lansing Mayor Andy Schor's Racial Justice and Equity Alliance (MRJEA) identified the critical need to ensure Lansing's BIPOC (Black, Indigenous, People of Color) populations have the tools, opportunities, and access to expertise, resources, and training needed to start and sustain successful businesses, and to participate in the economic development process, To address these findings, the Lansing EDC developed the Lansing Equitable Economic Development (LEED) Initiative. The LEED Initiative was designed to equip BIPOC entrepreneurs with financial resources and technical assistance to build strong successful businesses and increase the number of BIPOC-led real estate development projects. In 2023, the Lansing EDC launched the inaugural cohort of the Empower Program. The Empower Program is a 6-month program that provides a cohort of 10 business owners with a team of dedicated project managers, consultants, and business specialists to create and implement an individualized business development plan. Business owners also participate in bi- weekly in-person training sessions around business strategy, marketing, establishing systems and automation to scale their operations, and other topics. Participants have received photography services to develop marketing and promotional materials, human resource consulting to develop staffing strategies and systems, financial management consulting, and a host of other technical assistance free of charge. The Lansing EDC provided over 40 grants in the amount of$2,500 to the graduates of the LEAP One & All Program that are operating in the city of Lansing. This much needed funding is helping to sustain and expand small businesses in the city of Lansing. The Lansing EDC is in the process of developing additional programs to launch in early 2024 that will provide funds for BIPOC-owned business sustainability and expansion as well as programs to provide training, mentorship and networking opportunities for emerging BIPOC real estate developers and spur investment in focus areas in the city of Lansing. Development Projects 01 LANSING ECONOMIC DEVELOPMENT CORPORATION 12023 ANNUAL REPORT 1 170 The LEDC is involved with economic development projects that start out as a plan, idea, or strategy, and then with help from LEDC staff they become a solid prospect that flourishes into an economic development project. By working with our local and state partners, the LEDC staff identifies potential financial tools or incentives that can help the project overcome economic obstacles. LEDC staff then assist prospects through the approval process and sets them up to start their ventures. Once the economic project starts, the LEDC monitors its progress and continues to assist as opportunities arise. Upon project completion the LEDC audits the projects to ensure that commitments and promises made to the City have been met and the project is a success both for the private and public stakeholders. For the year 2023,the Lansing EDC was able to get 3 projects from the Prospect to the Approved stage. These projects represent nearly$30 million in new investment in Lansing and are now ready to start construction or are already underway. • Notable Real Estate and Placemaking Protects Approved in 2023 230 S. Holmes/Unity Apartments: Multi-Family Residential 505/507 E. Shiawassee St.: Commercial Redevelopment • Notable Business Development Protects Approved in 2023 New Consumers Energy Service Center During 2023, the Lansing EDC also had several previously approved projects either in the construction phase or completed. • Notable Projects Completed in 2023 Red Cedar Development: This $260,000,000 development on E. Michigan Ave. is finally completed and a great success offering hotels, restaurants, senior and student housing, and first floor commercial/retail spaces. Lansing Shuffleboard and Social Club: The Lansing Shuffle project includes a full renovation of the former Lansing City Market building and upgrades to the patio. Lansing Shuffle opened in January 2023 and offers a variety of food and drink options from local food entrepreneurs as well as community event space. Full- sized shuffleboard courts and an additional two restaurants are expected to open in early 2024, Voted as Best New Business of 2023 in the local "Top of the Town" awards, this project serves as a hub for delicious food and unique entertainment and continues the momentum of riverfront activation, adding to the flourishing lifestyle amenities in downtown Lansing. The total project investment is estimated at over $3,000,000. LLANSING ECONOMIC DEVELOPMENT CORPORATION 12023 ANNUAL REPORT 1 171 City View, Building 42: The second phase of the City View project, which includes a new building with 117 residential units, was completed in mid-2023 and units are available to lease. The total project investment is estimated at $32,000,000. Grewal Hall/Hall 224: The transformation of 224 S. Washington Sq. was completed in fall 2023 and the live music and event venue is open to the public. The estimated $1.4 million development has a capacity of about 600 for general admission and 250 people for tabled events. Grand River Pedway Improvements: The complete refurbishment of the city owned pedway that provides pedestrian access across the Grand River reopened to the public in 2023. The Lansing Brownfield Redevelopment Authority was able to leverage private development investment from its Brownfield Revolving Fund to help finance this important public improvement. The updated pedway will promote stronger connections across downtown and improve access to several assets such as the river trail, the Lansing Center, and numerous local businesses Holmes Street School Redevelopment: Lofts in the recently converted former Holmes Street School became available to new tenants in 2023. The project includes 47 new residential units that incorporate many of the original details of the building in the redevelopment such as high ceilings, large windows, and original terrazzo as well as using reclaimed wood floors. Moneyball Sportswear: The new Moneyball Sportswear Headquarters opened in spring 2023. Moneyball Sportswear is well known local business and premier retailer for athletic wear. When Moneyball owner and founder Desmond Ferguson looked for a new headquarters and main retail store location for his expanding business, he wanted to invest back in the community and the 927 W. Saginaw St. property was the perfect opportunity, The complete renovation and reactivation of this dilapidated and long vacant commercial building in a key commercial focus area along West Saginaw further catalyzes investment in the area by building on recent improvements and new businesses in the 900 block, several of which were supported in part by the City of Lansing Facade Improvement Program, Furthermore, this project is located in a Neighborhood of Focus within the Saginaw Street Corridor Improvement Authority Development Area (SSCIA) and aligns with the Authority's mission to enhance the corridor by attracting investment in commercial properties and reinvigorating commercial/retail activities. • Notable Projects Underway in 2023 c Stadium North Lofts/Senior Lofts: Multi-Family Residential c NEOGEN Expansion: Business Development o Ultium Cells/General Motors: Business Development Fa§ade Improvement Program 01 LANSING ECONOMIC DEVELOPMENT CORPORATION 12023 ANNUAL REPORT 1 172 In 2023, the Lansing EDC continued to successfully administer the City of Lansing Facade Improvement Grant Program. This program provides design assistance as well as reimbursement for the redevelopment and improvement of exterior commercial facades. The purpose of this program is to assist with aesthetic beauty, safety improvements as well as enhance the street appearance of Lansing businesses. Because of this program, Lansing properties have become more attractive to customers and the community as well as increasing the overall value of local businesses. In 2023, 19 businesses were awarded a grant from the Facade Improvement Grant funds. In total, $175,000 in grants were awarded to businesses, which spurred a total of$1,2 million in private investment. These 20 businesses can be found all over the Lansing area and have not only been appreciated by the community, but also by the business owners as they see this as a way for the city of Lansing to reinvest in the Lansing economy. Facade Proiects Approved in 2023 2023 Facade Awardee Address 3700 Waverly Center 3700 S. Waverly Rd. Vet's Hardware 2416 N. East St. Saddleback Barbecue 3135 S. Pennsylvania Ave, Lansing Bike Cooperative 1715 E, Kalamazoo St. PLRR Properties, LLC 305 S. Washington Sq. Barber Love Barbershop 2305 E. Michigan Ave 900 West Saginaw (Lonzo Development Group) 900 W. Saginaw St. Little Shamrocks Preschool and Childcare Center 1521 E. Michigan Ave. Young Bros & Daley 720 E. Michigan Ave Sunset Realty LLC 925 E. Kalamazoo St. Biddle City Commercial 1038 E, Oakland Ave. Moneyball Sportswear 927 W. Saginaw St. 1001 W. Saginaw (Lonzo Development Group) 1001 W. Saginaw St. The Comfort Zone Cigar Bar and Lounge 600 S. Pennsylvania Ave. Golden Harvest Investments LLC 2306 E, Michigan Ave. Popity Popcorn Co 924 E Cesar E Chavez Ave October Moon 307 E. Cesar E. Chavez Ave. The South Side Community Coalition 2101 W. Holmes Rd. Soapy Suds S212 S. Waverly Rd. What's Next/Looking to 2024 Overall, 2023 was a good year for the Lansing EDC. The Lansing EDC continues to transforming itself and build the capacity to better serve Lansing businesses and residents. We have a diverse and experienced Board of Directors,a new office space and a great staff of professionals. There are many projects both big and small in our pipeline and our programs are primed and ready to LLANSING ECONOMIC DEVELOPMENT CORPORATION 12023 ANNUAL REPORT 1 173 accomplish our Mission to improve the Lansing community. Our continued focus on Corridor Improvement Authorities and Building Facade Improvements our impact will reach throughout all of Lansing. The Lansing EDC's Lansing Equitable Economic Development (LEED) initiative is fully operational and providing the BIPOC (Black, Indigenous, People of Color) populations of Lansing the tools, opportunities, expertise, resources, and training needed to start and sustain successful businesses and redevelop properties. The Lansing EDC is prepared and ready to make Lansing to a better place for everyone. SdIF}y,alri* _- r �`e,�r3 �WAL�FiALL 1 I I _ V h N i it Neogen ConstructionI - - - - =Al ApartmentsUnity I 1I 'I I 0000 Am— •/ Cedar/ / LLANSING ECONOMIC DEVELOPMENT CORPORATION 12023 ANNUAL REPORT 1 174 LANSING ENTERTAINMENT & PUBLIC FACILITIES AUTHORITY Scott Keith,President &CEO L E P FA Lansing Entertainment& Publk Facilities Authority Department Description The Lansing Entertainment& Public Facilities Authority(LEPFA)is a governmental agency of the City of Lansing, providing professional management in the administration, operation, marketing, and maintenance of the Lansing Center,Jackson Field, Groesbeck Golf Course, and other community/regional interest events and activities. Accomplishments in 2023 Lansing Entertainment & Public Facilities Authority(LEPFA) is still climbing out of the issues relative to the COVID-19 pandemic Staffing levels for full-time employees are still below pre- pandem c levels and part-time/on-call staff are still below pre-pandem clevelscreating additional hardships to conduct business at efficient levels and challenges to revenues.The challenges due to staffing, supply chain, and inflation (including utility, benefits,labor, and food cost increases) have made the recovery that much more difficult. The lack of investment in the infrastructure of LEPFA-managed properties has continued to create challenges to increase business and revenues.The current business index for the Lansing Center is nearly back to pre- pandem c levels for the number of events, attendance at events, and overall revenues per event. Groesbeck Golf Course has maintained a strong position regarding rounds, play, amenities, and revenue.Additionally,LEPFA has invested in improvements to the course and its infrastructure, thus improving the overall play and customer evaluations of this city asset.A Master Plan is underway for the course.Jackson Field saw more investments in infrastructure to improve the stadium to meet MLB(Major League Baseball)standards, additional hitting tunnel, player space amenities,safety improvements, and overall play standards are the focus of the next round of improvements. LEPFA received an unmodified, dean audit with a couple of findings for improvements for FY23.These findings were due to the challenges of financial staff oversight and turnover during FY23. -Am loan i LANSING 0 CENTEP The Lansing Center (LC)held over 201+ events this past year with nearly 466 event days. Over 137,497+ people attended events at the LC throughout the year, and 22,534 were direc attributable to room nights. Overall,everything has increased in comparison to 2022 other ti LLANSING ENTERTAINMENT & PUBLIC FACILITIES AUTHORITY (LEFPA) 12023 ANNUAL REPORT 175 attendance, but the figure was LC's best estimated last year and not actuals. The Lansing Center has recycled over 20,000 pounds of material this year and contributed over 9,200 pounds of re- usable food donated to the community through Food Movers, New Hope, and Cristo Rey while continuing to offer opportunities to staff and our events/facilities to help those in need in our community. JACKSDN ;�� 'M The Lansing Lugnuts completed the 2023 season and attendance increased 10%over 2023. More exciting news to the Lugnuts, they were one home game shy of beating 2019's attendance which was the last season before the pandemic. During 2023, attendance was a major bright spot for the Lugnuts this season.Jackson Field welcomed 303,659 fans through the gates for baseball games and had a total attendance of 332,971 when adding in the special events attendance to the baseball figures. The 41' of July this year was the Lugnuts largest attended game at Jackson Field since 2013.The Lugnuts welcomed over 11,500 fans through the gates for an exciting Lugnuts win against the Lake County Captains.The Lugnuts debuted a new alternate identity this season called the Capital City Olive Burgers.The night was a huge success capped off by an appearance by the world's best eater,Joey Chestnut.Joey established the world record for most Olive burgers eaten in 5 minutes (14 burgers) and signed autographs for the fans in attendance. The night saw an increase in average attendance on Thursdays by 58%. The Lugnuts saw an increase in merchandise revenue by 88% and the food and beverage sales increased by 79%for the night. Rush Tribute Night was also a huge success this season. Lansing native, and Dallas Cowboys backup QB Cooper Rush was Jackson Fields' guest of honor for the evening. Cooper came to sign autographs and the Lugnuts gave the first 1,000 fans in attendance a Cooper Rush bobblehead. The bobblehead featured Cooper Rush wearing his Lansing Catholic Cougars football uniform.To take the night a step further, the Lugnuts honored the classic rock band Rush on the same night. The Lugnuts debuted a new jersey featuring an iconic Rush album cover as the inspiration for the jersey and also brought in a classic rock cover band to play Rush songs for the fans before and after the game! The Lugnuts debuted their new Marvel-themed uniforms this season featuring a very exciting logo designed by comic book illustrators at Marvel.The new logo is an "electrifying" take on Luggie and has done very well with the public as one of the more exciting "Marvelized"themes across Minor League Baseball. LLANSING ENTERTAINMENT & PUBLIC FACILITIES AUTHORITY (LEFPA) 12023 ANNUAL REPORT 1 176 11111liki is O GOLF COURSE The 2023 season at Groesbeck Golf Course was an overall great success with steady traffic and revenue numbers.A slow start had a large impact on our overall rounds and revenue,mostly due to the weather.However,the remainder of the season saw improved numbers nearly every week in rounds played and revenue per round generated.During the 2023 season,Groesbeck Golf Course hosted 29,770 total rounds of golf. From July 1,2022,to June 30,2023,Groesbeck Golf Course had 31,739 rounds.Groesbeck Golf Course finished the season with a celebration as Groesbeck Golf Course was the winner of the City Pulse's"Top of the Town Award"for Best Golf Course. Groesbeck hosted 24 separate leagues this season. In addition to leagues,12 tournaments/outings occurred this season with a total of 382 participants.These outings include Greens and Grains,The Hope In One Outing,The Superintendents Revenge,The GLAGA Match Play Tournament,The LAST Area Junior Tournament,The Parent-Child Outing,and 4 LCC matches at Groesbeck in 2023.Both the Lansing Catholic girls and boy's teams used Groesbeck as their home course this season. Improvements to the course/infrastructure include: Met with City of Lansing building managers to create an open line of communication to continue maintenance and improvements to the infrastructure. Maintenance barn improvements for added efficiencies and overall appearance. Clubhouse stairs repaired. Master plan ongoing. Simulator upgrades and equipment. Equipment upgrades to mowing/course equipment. Increased applications of turf/pest products to improve course. Rounds Played FY 17 14,702(not under LEPFA management) FY 18 21,523 FY 19 23,646 FY 20 24,957 FY 21 32,791 FY 22 29,792 FY 23 29,770 LLANSING ENTERTAINMENT & PUBLIC FACILITIES AUTHORITY (LEFPA) 12023 ANNUAL REPORT 1 177 LEPFA Managed Facilities/Events (by the numbers) Revenues Lansing Center Jackson Field Groesbeck Total FY 22 $6,228,387 $ 555 $860,725 $7,089,667 FY 23 $5,546,386 $ 17,842 $938,997 $6,503,225 Expenses Lansing Center Jackson Field Groesbeck Total FY 22 $5,747,287 $524,166 $532,644 $6,804,097 FY 23 $7,088,527 $473,455 $1,100,200 $8,774,515 Economic Impact Lansing Center Jackson Field Other facilities/events Total FY 22 $21,522,309 $ 6,322,188 $ 3,044,224 $30,888,721 FY 23 $23,674,540 $ 6,954,407 $ 3,348,646 $33,977,593 Revenues at the Lansing Center in 2023 changed; however, although events were improving in 2023, Lansing Center had some operational grant funds that inflated the revenues for 2022. Events are returning, but there are still challenges with attendance at events. Expenses also increased due to increased activity, costs of goods, labor, and utility increases. Groesbeck Golf Course saw a flat number of rounds of golf but had increases in ancillary revenues, outings, and other non-traditional golf events. Expenses increased due to spending on improvements for the course, maintenance areas, and cart/utility increases. Jackson Field attendance and game numbers were on standard for a MiLB baseball season and limited non-baseball events, thus revenue in 2023 was improved. Expenses decreased due to activity at the stadium, utility savings, and reduced operating costs. Silver Bells in the City returned to full functions and raving success; revenues increased, and expenses increased proportionally. Overall Economic Impact for LEPFA-managed properties and events increased by nearly 10% and was almost $34M. 01 LANSING ENTERTAINMENT & PUBLIC FACILITIES AUTHORITY (LEFPA) 12023 ANNUAL REPORT 178 391h Annual Silver Bells in the City Serving as Michigan's official beginning of the holiday season,the long-standing yearly tradition,Silver Bells in the City,presented by Lansing Board of Water and the City of Lansing, took place on Friday, November 17 in downtown Lansing bringing together 50,000 people to usher in the holidays. This unforgettable evening of holiday magic featured the ever-popular Electric Light Parade with Lansing's own India Graham serving as Grand Marshal. The parade stopped at the corner of Lenawee Street and South Washington Square, More than 70 units,special guests,and several high school marching bands sparkled with thousands of lights as they made their way through the streets of downtown Lansing. Special guests included Detroit Tigers Paws, Detroit Lions Cheerleaders, Miss Michigan, Cirque Experiences,the Petoskey Steel Drum band, and the Mott Campus Clowns. Following the parade, the festivities continued with the annual state Christmas tree lighting and community sing led by Grace West. West captured second place on season 23 of NBC's The Voice with her unique sound that blended her Michigan roots with southern living as a modern country-pop artist. Music has been a mainstay in her life from the gospel songs in her church choir to the Motown classics that played throughout her Detroit-area home. After signing her first publishing deal as a teenager, West relocated to Nashville after graduation to continue her music career which, ultimately, led to the audition on NBC's The Voice. As Blake Shelton's last button push ever, he calls her`The real deal." She went on to highlight her"pure"vocals and her love for the country music genre throughout the season. This year's official State Christmas tree was a 60-foot spruce selected by the MI Department of Technology Management and Budget(DTMB) and was harvested in Onaway, MI. Donated by Vic Ruppert in honor of his late wife Shirley Ruppert,the spruce arrived on the Capitol grounds on Oct. 28, 2023. This was the first tree from Presque Isle County. After West's performance,the sky was aglow as 200 drones performed a Firefly Drone Light Show choreographed to music.Then a stunning firework display over the Capitol marked the evening's grand finale, Best Illuminated Band Award Winners I Electric Light Parade Waverly High School Marching Band won the Best Illuminated Band Award-Large Band and Lansing Catholic High School Marching Band won the Best Illuminated Band Award-Small Band during the Silver Bells in the City Electric Light Parade. Each winning band received $500 courtesy of the Lansing Board of Water& Light and a $500 gift card courtesy of Marshall Music at their December holiday concerts. Silver Bells Village The Silver Bells Village, located on the 100 block of East Allegan Street between South Washington Square and Grand Avenue,offers attendees the opportunity to start their holiday shopping,enjoy refreshments, or purchase a Silver Bells commemorative ornament. The Village features unique gifts and treats from vendors from across Michigan. Commemorative Ornament The 2023 Silver Bells in the City commemorative ornament was available for purchase at the Village or online,at www.silverbellsinthecity,org.The ornament has a colorful musical note adorned with a sparkling Swarovski crystal with metallic silver lettering. Plus, special musical notes on the back. Handcrafted by local artist and La Fille Gallery Owner,Tiffany Marie,each ornament is one-of-a-kind, handmade, and signed. LLANSING ENTERTAINMENT & PUBLIC FACILITIES AUTHORITY (LEFPA) 12023 ANNUAL REPORT 179 Silver Bells in the City Broadcasts Sponsored by Capital Steel &Wire Inc., Delta Dental, Mercantile Bank,and Tripp's Collision,a live broadcast of Silver Bells in the City aired on FOX 47 and through the Lansing Public Media Center on local Comcast Channel 12 from 6-8:30 p.m. on Friday, November 17, 2023, with hosts Bob Hoffman, Mark Buzzitta and Tianna Jenkins. FOX 47 Silver Bells in the City Replays: • Thursday, 11/23 (Thanksgiving Day) from 7:00 am -9:30 am,following"FOX 47 Morning News." • Friday, 11/24 (Black Friday) from 9:00 am - 11:30 am, following"FOX 47 Morning News." • Sunday,12/10 from 4:30 pm - 7:00 pm,following"Detroit Lions Football on FOX." • Sunday, 12/24(Christmas Eve) from 6:30 am -9:00 am Silver Bells 5K Race The Silver Bells 5k Race took place on Saturday, Nov. 18, 2023. More than 950 participants enjoyed a chip-timed 5K race to celebrate Silver Bells in the City. All finishers received medals, a commemorative bib, and a long-sleeve tee.There was also costume content. The top Male finisher overall,was River Fox of Bath with a time of 17:16.9, and the Top Female Finisher overall,was Melaine Wener of Westphalia with a time of 21:14.9. The Silver Bells SK was presented by Blue Cross Blue Shield of Michigan and Blue Care Network with support from AF Group, Dean Trailways, Metronet,and Planet Fitness. Registration increased from the previous year by more than fifteen percent. Facility Improvements JF-New lighting at the stadium. Improved locker rooms and player amenities. LC-Readerboards at LC. Concession stand A updated. IT infrastructure. GGC-Cart barn improvements. Maintenance of barn improvements. Updated hot water system and security systems. LEPFA U Training sessions for staff are being held 2-3 times per year with each session focusing on a topic. This year's topics included Active Violent Intruder Training and Work/Life Balance Resources. Grand Concert Series The Grand Concert Series is postponed until 2024. Margarita Fest This event is postponed postponed until 2024, 2024 Goals/Mission LEPFA continues to work on its mission to be an economic catalyst for downtown Lansing and the Lansing region. We are committed to service excellence, providing outstanding experiences for our guests, providing safe environments for all attending events, and developing str--- relationships with our customers, sponsors, and partners, LEPFA is currently working or LLANSING ENTERTAINMENT & PUBLIC FACILITIES AUTHORITY (LEFPA) 12023 ANNUAL REPORT 180 completion of strategic plans for the organization and updated business plans for the Lansing Center and Groesbeck Golf Course. Groesbeck Golf Course has peaked in participation and food & beverage sales but focused on an emphasis on attracting more golf outings, maximizing revenues, new events, leagues, and players to enjoy the only public golf course in the City of Lansing. Completion of a new Master Plan for the course is expected to be completed by 2024. LEPFA and the Lugnuts will continue the efforts of offering affordable fun entertainment as part of Jackson Field's efforts to be a community asset. The team, City, and LEPFA are working to complete a comprehensive plan to update the stadium to MLB standards. The Lansing Center will be working on new funding support (via hotel taxes and/or millages) that will enable the City to not add additional expenses and operating contributions to the Authority. The LC needs significant funding to make much-needed improvements to the facility to keep our guests safe and meetings/events up to industry standards. Working on new agreements with either Ingham County and/or Choose Lansing (formerly Greater Lansing Convention & Visitors Bureau). 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. This would include a new brand strategy and relaunch strategy for events. LEPFA is beginning a new service culture training program initiative to further develop improvements to our overall service of guests. PI I0TOS: 2023-2024 LEPFA Board of Commissioners I i � I TOP LEFT: Emily Linden- Ex-Officio, Paul Collins, Price Dobernick, and Charles Mickens BOTTOM LEFT: Danielle Lenz-Secretary/Treasurer, Kenric Hall-Chair, Maureen McNulty-Saxton- Vice Chair, and Larry Leath erwood-Past Chair Not pictured: Desiree Kirkland-Ex-Officio, James Stajos, and Eric Sudol LLANSING ENTERTAINMENT & PUBLIC FACILITIES AUTHORITY (LEFPA) 12023 ANNUAL REPORT 181 Silver Bells in the City/5K OW 1 1 - fi f` `� , -_ •, ^GAS � r 1 -f ■ y. Groesbeck Golf Course h I I THE 2020 TOP OF THE TOWN AWARD GROESBECK GOLF COURSE w BEST GOLF COURSE Cllypyg LLANSING ENTERTAINMENT & PUBLIC FACILITIES AUTHORITY(LEFPA) 2023 ANNUAL REPORT 182 Jackson Field TT . Lansing Center r PUBLIC FACILITIES AUTHORITY . REPORT