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2025 - Annual Report
q y f `ICE �� .�I ��++++�►�,��_ �t►�l - 1 APF Ali s I VCwww.Lansingmi.gov IG � Andy Schor,Mayor LAN 5 I N G TABLE OF CONTENTS CITY DEPAPTIVIENTS FROMTHE MAYOR ........................................................................................................................................................................................................................................................... 2 ASSESSING ..................................................................................................................................................................................................................................................................................... 4 DEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) ........................................... 10 ECONOMIC DEVELOPMENT & PLANNING (EDP)......................................................................................................................................................... 36 EXECUTIVEOFFICE OF THE MAYOR ................................................................................................................................................................................................ 67 FINANCE ............................................................................................................................................................................................................................................................................................80 FIRE ...........................................................................................................................................................................................................................................................................................................82 HUMAN RELATIONS & COMMUNITY SERVICES (HRCS)...............................................................................................................................101 HUMANRESOURCES................................................................................................................................................................................................................................................114 INFORMATIONTECHNOLOGY (IT).................................................................................................................................................................................................... 120 LANSINGPUBLIC MEDIA CENTER (LPMC)...........................................................................................................................................................................127 OFFICEOF THE CITY ATTORNEY (OCA) ..................................................................................................................................................................................132 PARKS & RECREATION ....................................................................................................................................................................................................................................... 136 POLICE .............................................................................................................................................................................................................................................................................................145 PUBLICSERVICE ..............................................................................................................................................................................................................................................................173 TREASURY.................................................................................................................................................................................................................................................................................. 201 CITY AFFILIATES LANSING ECONOMIC DEVELOPMENT CORPORATION 205 DOWNTOWNLANSING, INC (DLI)...................................................................................................................................................................................................... 217 LEARN MORE ABOUT DEPARTMENTS ON THE CITY OF LANSING'S WEBSITE AT: LANSINGMI.GOV 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 is doing 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 and I thank our staff for their tireless hard work. People often ask me why I say that "Lansing's time is now" so often. It's because I am so optimistic for Lansing's future and everything we are working on to make our city grow. We have a record amount of investment happening in our city right now: over a billion dollars in new housing, job growth, infrastructure, and city services projects are being put to work here. We have made such incredible progress on so many initiatives now underway. Economic development, public safety, social services, and growth, among so many other things, remain top priorities for every area of Lansing. I am proud of the work we are doing to attract businesses and new jobs, create and rehabilitate housing for all, ensure great neighborhoods and corridors with recreation and fun things to do, and grow Lansing with an eye to the future. This annual report outlines how all of our departments and agencies directly touch the lives of Lansing residents in impactful ways. This is why I continue to believe that Lansing's time is now, and the best is yet to come. We face challenges head on and move forward with a vision and plans for our future. Together, we continue to show that Lansing is a thriving city where people want to locate, work, raise a family, and retire. This report shows the many things that my Administration is doing, and I am excited to share this with the residents of Lansing! Andy Schor, Mayor LFROM THE MAYOR 12025 ANNUAL REPORT 2 C ITV DEPARTMENT REPORTS ASSESSING JENNIFER CZEISZPERGER, MMAO, 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 with the Compiled Laws of the State of Michigan. The City of Lansing has 40,138 real property parcels, 1,881 exempt properties and 3,140 personal property parcels on the 2025 assessment roll. The total parcel count is 45,159. The composition of ad valorem property count is as follows: • Agricultural Less than 1% (1 Parcel) • Commercial 6% • Industrial 1% • Residential 82% • Personal Property 7% • Exempt Property 4% City of Lansing Parcel Type Percentages 7%, Personal, 3,140 m Agricultural ,.commercial - 4%, Exempt, 1,879 Industrial ■ 0%,Agricultural, 829b, Residential,Residential 37,176 1 Personal IN 6%,Commercial, :Exempt 2,521 1%, Industrial, 496 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 539 parcels on the special acts roll, the composition of the parcel count is as follows: • 346 County land bank sale properties • 45 County land bank sale brownfield properties 14 P.A. 328 accounts • 48 Neighborhood Enterprise Zone properties 12 Obsolete Property Rehab properties • 8 Industrial Facilities exemptions • 3 Renaissance Zone properties • 31 PILOTs The department also tracks 43 Tax Capture districts (30 Brownfields, a SmartZone, 5 TIFAs, 4 Corridors and 3 Principal Shopping Districts). The total assessed value of the ad valorem (according to value) and special acts (tax incentives) rolls was $4,357,810,717. The total combined taxable value of the ad valorem and special acts parcels was $3,281,826,721 for tax year 2025. The total 2025 taxable value (ad valorem and special acts) increased almost 4% from 2024. The composition of total assessed value of the ad valorem properties is as follows: • Agricultural Less than 1% • Commercial 29% • Industrial 6% • Residential 57% • Personal Property 3% LASSESSING 12025 ANNUAL REPORT 15 City of Lansing - Assessed Value Totals by Class $1,249,863,221 $271,854,900 Commercial Industdal 2996 6y� $261,000 Agricultural 0% $134,814,400—_ IFTa 3% $2,473,871,29 Residential 57% $227,145,900 Personal 5% aAgnwiuraI ■cenvnercial ■industrial Residential ■Personal ■IFTs Although residential property makes up 82% of total parcels, residential values are about 58% of the total assessed value. The top ten taxpayers on the 2023 assessment roll are as follows: 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. Top Ten laxpaym 2024 as of ay 1 2024 TAXPqff Ad valorem AV Advalormw spedalmsw so%? Total Eq.TV %of Total TV Consume s Energy 1COAX,700 $ 107,287,955 $ 107,287,955 3.as%utility uitlum cells,UC $ $ 97,500,Sm $ 87,5w,856 2.T7%Ma nuf acturingRein Zone General Motors,LLC $ 63,480,200 $ 3%9W,045 $ 10,296,600 $ 9,614,557 $ 49,069,602 1.55%Manufacturing Jackson NaYI life $ 60,355,700 5 42,855,778 $ 42,865,778 1,36%Office Headquarters Accident Fund $ 29,OOE,800 $ 29,i746,800 $ 2*],d48,800 0,9T%Office Headquarters GS$kyyve Property Owner t $ 26,950" $ 26,950,500 $ 26,9501500 1 0,65`JE A is 15tudent Housin Neo enCartrcratien $ 23,639,700 $ 23,212,510 $ H6,500 $ 794,736 5 24,007,246 0.76%Bic-chemical En LISSH MSIJ Propto,LLC $ 25,620,800 $ 23,163,423 $ 23,163,423 0.73%Apts IStudent Housing) General MOtOr5 CD. $ 22,348,500 S 19,921,817 $ 19,921,617 0,63%Manufactunn Lansing Retail Center LLC $ 24W,00D 5 15,056,529 $ 15,066,629 0.49%Retail lFrandor} 13.4395 Totals for City $ 4,222,9%.317 $3,163,108,692 LASSESSING 12025 ANNUAL REPORT 16 City of Lansing Historic SEV and TV 2005 thru 2025 4,400,000,000 3,900,000,000 3,400,000,000 2,900,000,000 2,400,000,000 — 1,900,000,000 - 1 2 3 4 5 5 7 8 9 10 11 12 13 14 15 15 17 18 19 20 21 Year SEV TV The Assessing Department is responsible for listing the legal descriptions for almost 43,000 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 over 4,100 properties during 2025. The purpose of these 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 3,900 ownership documents were entered and analyzed for transfer of ownership. Approximately 2,500 transfers of ownership were processed. Principal Residence exemption requests were also processed with these transfers. LASSESSING 12025 ANNUAL REPORT 17 Sales volume has increased from 2024, average sale price is also increasing [1] Conventional Sales Year Number of Sales Average Sale Price Median Sale Price 2016 1147 92475 83000 2017 1474 94352 86000 2018 1434 98482 89000 2019 1815 103260 93500 2020 1838 112313 102000 2021 2245 1173-32 112000 2022 2247 120900 110000 2023 1501 132800 120000 2024 1213 145260 134000 2025 2531. 145020 137000 Land Contract Sales Year Number of Sales Average Sale Price Median Sale Price 2016 106 55639 50000 2017 104 54609 50000 2018 83 51643 51000 2019 85 57225 50000 2020 86 60699 50000 2021 66 74500 75000 2022 71 82400 72000 2023 59 84900 78000 2024 53 118900 95000 2025 9 112125 110500 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. LASSESSING 12025 ANNUAL REPORT 18 City of Lansing Average Residential Sale Volume & Price 3,000 S160,000 S 140,000 2,500 S L 20.000 2,d0O a}o u S LDO.OW E # u 1,500 S80,000 560,000 1,dD0 540,000 5O0 520,00C 2016 2017 MIS 2019 2020 2021 2022 202$ 2024 zags Year Number of Sales -Avcrage Sale Price Land Contract sales are excluded from the data. The Assessing Department also handles all Michigan Tax Tribunal appeals until they reach the point of a full Tribunal trial. The department has 12 Full Tribunal appeals currently. ACCOMPLISHMENTS The department continues to refine and document uniform operating procedures. During 2025, the department has been working to get fully staffed with full-time employees. Currently we are fully staffed with full-time employees and have eliminated all contract employees. Furthermore, all current staff are certified assessors and are also working to advance their certifications to ensure the staff are all competent and able to support the needs of the office and city and gather accurate data and assessments. During 2025, the database was converted to the updated BS&A Cloud version. This conversion exposed some data integrity issues that have all been resolved. These data issues included assuring all TIFA, Corridor Authorities and Brownfield base values are accurate and the reporting is more accurate for Treasury and the Economic Development Corporation. LASSESSING 12025 ANNUAL REPORT 19 v DEPARTMENT 1NEIGHBORHOODS, A ' ENGAGEMENTI CITIZEN (DNACE) a M The Department of - • •• ••• Arts and Citizen Engagement • - in the z city is to support neighborhoodsby • • community diaLogues, deLiveringaLso faciLitates the creation of civic organizations and heLps them buiLd capacity so that O capacity buiLding trainings, and connecting civic organizations to resources. DNACE z they can advocate for the changes and deveLopments they wish to see in their neighborhoods. 00 O ORGANIZATIONAL CHART = O O v QeLisa Fountain ♦�1 DIRECTQR V� a Rshila Kato ADMINISTRATIVE ASSISTANT NEIGHBORHOODS,ARTS� OFFICE OF CITIZENS ENGAGEMENT NEIGHGORHOOD 371 GALL CENTER ISZOI SAFETY /� Rahin Anderson-Kin A'keydra ABrams - $ VIOLENCE PREVENTION Augustine Phartinex NEIGHBORHOOD MANAGER RE30URGE CDOROINkTOR CQORDINATOR - N m Michelle Grammer L$tlCia Rojas Catra!!ero z CALLGENTERAGENT CALL CENTER AGENT m Jamaal Ahdul-HamBBd Eula Guytgn z hIEIGHBORHOOD GALL CENTER AGENT CALLGENTERAGENT ADVISORY BOARp Bennie Egquivel $un'�mgrG4d6tte �\ CALLGENTERAGENT CALL CENTERAGEHT VM/ ARTS&CULTURE BOARD m z v z a c') m vi Ld 10 NEIGHBOPHOODS NEIGHBORHOOD ADVISORY BOARD 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. Current list of board members: Tirstan Walters Ward 1 Brian Baer Ward 1 MaryBeth Van Horn Ward 1 Florence Baerren Ward 2 Christopher Green-Szmadzinski Ward 2 Vacant Ward 2 Courtney Cole Ward 3 Vacant Ward 3 Matthias Bell Ward 4 Vacant Ward 4 NEIGHBORHOOD GRANTS & PROGRAMS The City of Lansing celebrates neighborhood leadership and engagement through five key neighborhood-based programs that work together to strengthen communities. Lansing's neighborhood grant programs provide financial support that empowers residents to shape and enrich their communities: • Neighborhood Grant Program empowers groups to secure funding for a wide range of projects, events, and functions that enhance their neighborhoods and foster positive community engagement. The grant amounts range from $201 to $5,000. • Neighborhood Mini Grants awards $200 to neighborhood watches and civic organizations, supporting projects that build connections, encourage participation, and strengthen neighborhood identity. LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 111 In addition, three programs focus on supporting neighborhood activities and connection: • Walking Wednesdays brings residents, City officials, Council members, Lansing Police Officers, and community partners together to walk through neighborhoods, exploring assets and areas for improvement while building relationships. • Neighborhoods in Bloom help civic organizations beautify public spaces with flower kits, creating colorful, welcoming environments that inspire neighborhood pride. • Neighborhood Bulk Trash Clean Up is a neighborhood association-driven effort that focuses on bulk trash collection in eligible areas. Together, these programs and grants give residents practical tools, resources, and opportunities to improve, beautify, and uplift their neighborhoods. 2024 / 2025 NEIGHBORHOOD GRANT PROGRAM The Department of Neighborhoods, Arts and Citizen Engagement provides 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 presents a funding recommendation to Mayor Schor. DNACE administers the entire process of applications and funds accounting. 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. Looking ahead to 2026, DNACE looks forward to expanding outreach and increasing engagement with civic organizations in Ward 2 to further strengthen neighborhood participation and impact. L � . NEIGHBORHOODS. CITIZEN ENGAGEMENT. LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 112 NEIGHBORHOOD GRANTS: FUNDED PROJECTS Neighborhood Grants provide funding ranging from $201 to $5,000 to support civic organizations across the City of Lansing in strengthening their communities. These grants empower civic organizations to pursue projects that reflect their unique interests, promote social connection, and enhance the quality of life within their specific areas. This grant is one of five grant programs awarded each year by the Neighborhood Advisory Board. $62,596.85 was funded in 2025 to 28 different projects designed and executed by civic organizations. IN 2 THE LANSING NEIG GRANTS PROGRAM AWARDED 1 85 TO 28 DIFFERENT PROJECTS 01 LANSING L, DEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 113 Below are the grant awards, organized by ward: Ward 1 Organization Name Project Name ALLen Neighborhood Center Celebrating the Eastside:A Neighborhood Block Party Eastside Community Action Center Learn & Serve Eastside Neighborhood Organization 5th Annual Eastside Summer Festival Foster Farm Flag Day Celebration GAAY Sports 2025 Lansing LGBTO+ Sports Programs Lansing Makers Network Lansing Makes Network and Allen Neighborhood Center Open House NoFair Neighbors Neighborhood Block Party Potter Park Zoo Association Musical Instruments in Park SORA Gardens SORA Gardens - 528 S. Francis Development The Fledge Foundation Roots to Resilience: Fledge Farm Youth Camp at Urbandale The Village Lansing The Village Lansing's 5th Annual Father's Day Peace Picnic Women's Center of Greater Lansing Hygiene Pantry Ward 2 Organization Name Project Name Cedarbrook Neighborhood Watch Herbs and Berry Bushes Neighbors of Scott Woods Community Engagement Initiative L, DEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 114 Ward 3 Organization Name Project Name Churchill Downs Churchill Downs Summer Picnic Colonial Townhouses Cooperative Picnic Colonial Village Colonial Village Block Party Gifford Circle Neighborhood Watch Bridgeport Neighborhood Block Party #819 Lansing Empowerment Network Block Party Neighborhood Watch Advisory Board Neighborhood Watch Coordinators Dinner South Side Community Book Nook Southwest Action Group Southwest Fest Village Townhouses Cooperative Village Movie Night Under the Stars Ward 4 Organization Name Project Name Tecumseh River Neighborhood Watch Tecumseh River Neighborhood Watch- Annual Activities Northwest Initiative Summer Neighborhood Resource Fair, Personal Needs Bags for Senior Citizens Safus Center Pride Prom Walnut Neighborhood Organization Pedestrian Crosswalk Painting Westside Neighborhood Association WNA Seasonal Events and Holiday Celebration 2025 L, DEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 115 NEIGHBORHOOD MINI GRANTS $200 grants are awarded to civic organizations and Neighborhood Watches (NW) to bring neighbors together for community building. After each project is completed, a mandatory Final Report is required. This report details how the funds were used, event specifics, attendance, and the overall impact on the neighborhood. This reporting process helps track fund utilization and measure the effectiveness of each project, ensuring that resources meaningfully benefit the community. In 2025, $7,000 was awarded to 35 Mini Grant projects designed and carried out by civic organizations and Neighborhood Watches. Mini Grants support small neighborhood events such as picnics, garage sales, and holiday cookouts, and are open to neighborhood associations, Neighborhood Watches, and civic organizations across the city. 2025 IN] NEIGHBORHOOD GRANT Ward 4 1,400 20% Ward 1 $2,400 34% ■Ward 1 $2,400 ■Ward 2 $1,400 ■Ward 3 $1,800 Ward $1,800 ■Ward 4 $1,400 260l0 Ward 2 $1,400 20% L, DEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 116 Ward 1 Organization Name Project Name Capital City Family BMX CCFBMX Annual Neighborhood Appreciation Day East Village Neighborhood Watch Year-end meeting and neighborhood gathering Eastside Neighborhood Organization ENO Holiday Party ENO Foster Farm Community Flag Day Celebration Frandora Hills Neighborhood Frandoro Hills Neighborhood Summer get- together! Friends of Bancroft Park FOBP Picnic Holmes Street SchooL Community Easter Egg hunt & holiday contest Northtown Neighborhood Association- NNA/LASO Picnic Lansing Alumni Special Olympic Old Town Commercial Association New planters Turner Mini Park Pedestrian Crosswalk Painting Group Lansing City Council Recap Podcost Potter-Walsh Neighborhood End of Summer Social Hour Association Walnut Neighborhood Organization Newsletter, Food, Drink, Paper Items L, DEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 117 Ward 2 Organization Name Project Name Bluebell Neighborhood Watch #301 Picnic in Bluebell Park! Cedarbrook Neighborhood Watch #330 Annual Neighborhood Picnic Friends of Evergreen Cemetery Battlefield Cross Monument Friends of Lansing's Historic Picnic in the Cemetery Cemeteries Military Order of Purple Heart Capital Little Arlington Project City Chapter 37 Neighbors of Scott Woods Annual Neighborhood Picnic Old Everett Neighborhood Association Neighborhood Picnic Ward 3 Organization Name Project Name Churchill Downs Community Ice Cream Social Association Clayborn Road Neighborhood Watch Neighbors Colonial Village Neighborhood Colonial Village Neighborhood Block Party Association Dwight Rich Neighborhood Watch #402 National Night Out Picnic in August of 2025 Galilee Baptist Church Neighborhood Back to School Giveaway Lansing Veterans Council Wreaths Across America LENO Lansing Eaton Neighborhood Communications - website, notice Organization Lewton Rich Neighborhood Association National Night Out Picnic in August of 2025 Neighborhood Watch Advisory Board Neighborhood Watch Advisory Board Fall Coordinators Meeting L, DEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 118 Ward 4 Organization Name Project Name Berten Street Neighborhood Watch Summer Gathering of Neighbors #418 Genesee Neighborhood Association Meeting Announcement Yard Signs Neighborhood Watch #343 National Night Out Block Party NorthWest Initiative Neighborhood Resource Fair Old Oakland Neighborhood Association Neighborhood Picnic Strong Towns Lansing Strong Towns Book Purchase Tecumseh River Neighborhood Watch National Night Out Potluck in the Park and #773 Neighborhood Watch Annual Meeting NEIGHBORHOOD GRANTS OVERVIEW Over the past four grant cycles, the Neighborhood Grants and Mini Grants programs have supported a wide range of community projects across Lansing. In the 2024/2025 grant cycle a total of 63 grants were awarded, including 28 Neighborhood Grants and 35 Mini Grants. The Neighborhood Grants totaled $62,596.85, while the Mini Grants totaled $7,000.00. Below is a breakdown of the awards by wards: 2024/ 2025 Grant Award Breakdown: Number of Total Dollar Number of Number of Ward Grants Amount Neighborhood Neighborhood Grants Mini Grants Ward 1 24 $31,099.67 12 12 Ward 2 9 $3,000 2 7 Ward 3 18 $20,897.18 9 9 Ward 4 12 $14,600 4 7 LDEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 119 NEIGHBORHOOD BULK TRASH CLEAN UPS Neighborhood clean-ups are community-driven events primarily focused on bulk trash collection. This program is exclusively available to areas within the City of Lansing that qualify for Community Development Block Grant (CDBG) funding. DNACE expanded the program by allowing NAB grants to pay for non-CDBG eligible areas. • Since Fiscal Year 2019, a total of 1,641 cubic yards of bulk trash has been collected, which is roughly equivalent to covering more than three full football fields with trash piled one yard deep. • DNACE partners with Granger to provide truck, driver, and loading staff for bulk trash removal. Responsibilities of Selected Neighborhoods: • Recruit volunteers. • Promote the event by distributing flyers, posting them on social media, and engaging residents directly. • Designate a coordinator to work with the department to organize the clean-up. Bulk trash clean-ups bring neighbors together by encouraging collaboration and communication during event promotion and execution. Each clean-up is unique to its neighborhood, and the amount of trash collected varies based on the specific needs of the area. The total amount of trash removed is recorded for each participating neighborhood. I � . NEIGHBORHOODS. CITIZEN ENGAGEMENT. LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 120 A List of Participating Neighborhoods Organization Trash Removed Potter Walsh Neighborhood 65 cubic yards Churchill Downs Community Association 49 cubic yards Walnut Neighborhood 32 cubic yards Baker Donora Neighborhood 30 cubic yards Lansing Eaton Neighborhood Organization 30 cubic yards Northtown Neighborhood 28 cubic yards Frandora Hills Neighborhood 10 cubic yards Foster Farm Neighborhood 9 cubic yards Foster Your Neighborhood 9 cubic yards Baker Donora Neighborhood 5 cubic yards Fabulous Acres Neighborhood 5 cubic yards Holmes Street School Community 1 cubic yard Total of 273 Cubic Yards Neighborhood bulk trash clean-ups in 2025 resulted in the collection of a total of 273 cubic yards of bulk trash. This impressive effort reflects the dedication of Lansing's neighborhoods in keeping their communities clean and vibrant. NEIGHBORHOOD BULK TRASH CLEAN UPS Civic organizations had the opportunity to apply for and receive flower kits, which included two bags of mulch and a mix of annual and perennial flowers. Organizations requiring additional resources were able to apply for multiple kits. Each civic organization was responsible for the care and maintenance of the flowers throughout the summer. All flower kits and materials were delivered directly to participating neighborhoods. LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 121 SERVE LANSING & NEIGHBORHOOD BEAUTIFICATION SERVE Lansing connects citizens, organizations, partners, and the City of Lansing to increase citizen engagement, build community response and preparedness, and 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, we can work side by side to strengthen our neighborhoods, our city, and the region. Through service, all of us can make our neighborhoods safer, healthier, more resilient, and better connected. To volunteer with SERVE Lansing, create your individual volunteer profile on the Capital Area United Way Volunteer Center Portal. Groups may also register volunteer opportunities using the same portal. A more informal SERVE Lansing volunteer portal exists on Facebook. GROW LANSING The GROW Lansing Program is a mini-grant initiative launched by the City of Lansing with funding from the U.S. Conference of Mayors' Childhood Obesity Prevention and Environmental Health and Sustainability Grant. Its goal is to support the creation and enhancement of community gardens, promoting sustainable land use and food security while addressing the needs of marginalized citizens with limited resources. Since its inception, GROW Lansing has provided $179,459.93 in grants to support 41 different projects. These funds have helped gardens across Lansing with vital infrastructure, such as fencing, supplies, and accessibility improvements. The program, in partnership with the Department of Public Service, fostered collaboration and sustainability through shared gardening spaces and concluded its work in 2025. LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 122 Participating Gardens • Armory Garden • Mi Aynoka Project 2nd • Betty's Greenhouse • Mifflin Ave. Garden • Build 2 Grow • Mount Hope Church Community Garden • Eastside Community Center Garden • Mount Hope Church Community Garden • Eastside Market Compost • Nurture & Thrive: Empowering Women • Englewood Garden Through Gardening • First Presbyterian Church Community • Nurture & Thrive: Empowering Women Garden Through Gardening • Galilee Baptist Church Garden • Orchard Court Community Garden • Garden of Grace • Orchard Court Community Garden • Garden Rebuild Project • OSC Grow Lansing • Holmes St. School • Pam's Garden Varieties • Hunter Park Greenhouse • Paradise Community Garden • KCS Angels Community Garden • Paradise Community Garden • Knollwood Gardens- Cement Walking Path • Prospect P.L.A.C.E. Pegasus Garden • Lansing School District (Riddle) • SORA Gardens Start Up • Let the Healing Begin • St Mike's Community Garden -Garden • Lets Grow Together Community Garden Perimeter Fencing Project Fencing St. Casimir Moores Park • Lil Eden Sunshine Garden • Magnolia Avenue Farms Tender Heart Gardens • Magnolia Blooms Therapeutic Micro Farm • UU Community Garden • Mi Aynoka Project 2nd • Walnut Neighborhood Garden OFFICE OF NEIGHBORHOOD SAFETY The Department of Neighborhoods, Arts, and Citizen Engagement (DNACE) plays a central role in aligning and advancing the City of Lansing's gun violence prevention and intervention efforts. During the FY25 budget sessions, Councilman Spadafore recommended that Mayor Schor establish the Office of Neighborhood Safety within DNACE to strengthen and coordinate this work. The office was created to support a community-centered approach to public safety, bringing together prevention, intervention, data-informed strategies, and partnerships at the Local, state, and national levels. Through this office, DNACE helps ensure that Lansing's violence prevention and intervention efforts are aligned, collaborative, and focused on Long- term impact. LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 123 Violence Prevention Coordinator The DNACE welcomed A'Keydra Abrams as the first Violence Prevention Coordinator within the new Office of Neighborhood Safety in the Department of Neighborhoods, Arts and Citizen Engagement. Created through the FY25 budget process this role is focused on strengthening public safety through a community-centered approach. Concentrating on mapping existing violence prevention efforts, building relationships, and setting long-term strategies to reduce firearm-related harm. Key responsibilities include serving as the primary point of contact for community and statewide partners, using data to inform strategies and reporting, supporting policy alignment, and helping build the long-term infrastructure for the Office of Neighborhood Safety. Early efforts have included meeting with state and national violence prevention leaders, submitting regular data reports, conducting research on best practices, participating in national convenings, and partnering with Everytown for Gun Safety to plan Lansing's first regional training on Extreme Risk Protection Orders. As the role continues to evolve, the goal is to position Lansing as a leader in proactive, data driven violence prevention that is grounded in collaboration,transparency,and community impact. National Offices of Violence Prevention Network The DNACE department continued its engagement with the National Offices of Violence Prevention Network, a national collaborative that supports local governments working to reduce violence through coordinated, community-centered strategies. In 2025, Lansing participated in the fourth annual National Offices of Violence Prevention Network Convening held in Saint Louis, which brought together more than 50 Offices of Violence Prevention from across the country. The convening focused on the theme `Harnessing Community Power: The Path to Sustainability' and included breakout sessions on Community Violence Intervention landscaping, violence prevention infrastructure, codifying Offices of Violence Prevention, funding sustainability, and building a peacemaking workforce. In addition to participating in the national convening, the department contributed to ongoing monthly data reporting as part of the network. This reporting supports shared learning, accountability, and the use of data-informed approaches to strengthen violence prevention strategies both locally and nationally. LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 124 Advance Peace Initiative The DNACE Department continued its partnership with Advance Peace through monthly collaborative meetings involving the City of Lansing, Michigan Public Health Institute (MPHI), the Ingham County Health Department, and other community-based organizations. In 2025, the initiative expanded with the launch of a second fellowship cohort of 55 fellows, extending its focus across the entire city. From January through September, this coordinated violence prevention approach contributed to a 29 percent reduction in total shootings, including a 29 percent decrease in both fatal and non-fatal shootings. Advance Peace Field Coordinators are planned as part of a future phase in a three-phase implementation strategy, reinforcing the City's long-term commitment to community-centered violence intervention. Advance Peace was founded in 2009 by Devone Boggan with a mission to end cyclical and retaliatory gun violence in American urban neighborhoods. The organization focuses on investing in the development, health, and wellbeing of individuals most impacted by violence, aligning closely with Lansing's approach to prevention, partnership, and long-term community safety. Michigan Department of Health & Human Services Community Violence Intervention The DNACE department continued its involvement with the Michigan Department of Health and Human Services Community Violence Intervention (CVI) program, which addresses community violence as a critical public health issue, including homicide and non-fatal shootings. The CVI initiative focuses on preventing violence and reducing its impacts in communities across the state. Supported by a one-time $5 million grant and ongoing funding to establish the Office of Community Violence Intervention, the program strengthens local capacity by supporting community-based organizations and leaders in developing effective violence prevention strategies. Throughout the year, DNACE participated in quarterly check ins with state officials and attended the Statewide Gun Violence convening, ensuring alignment with statewide efforts and continued collaboration to improve community safety in Lansing. LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 125 Lansing Empowerment Network Since late 2023, DNACE leadership has served as the City of Lansing liaison to the Lansing Empowerment Network, supporting the development and capacity building of the newly formed organization. This work has included participation in weekly Lansing 360 collaborative meetings and weekly stakeholder sessions focused on coordination, strategy, and relationship building. DNACE was also involved in planning and logistical support for the Black Leadership Brunch held in March 2024, contributing to broader efforts to strengthen community Leadership and engagement. The Lansing 360 collaborative brings together essential stakeholders, including the Lansing Police Department, Lansing Fire Department, Lansing School District, elected officials, judges, and community members, to address gun violence and public safety through a coordinated approach. Meetings are held weekly on Wednesdays from 12:00pm to 1:00 pm. In addition, City officials traveled to Omaha to attend a national conference and participate in an Omaha 360 meeting, gaining insight into best practices and models that inform Lansing's ongoing public safety and violence prevention strategies and community-centered collaboration efforts. 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 are open to the public. The Arts & Culture Board is the body established by the City of Lansing to give input and review artistic projects proposed in the City of Lansing. The board meets monthly for all reviews. Clara resigned from the commission following her election to City Council. LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 126 Board Members: Clara Martinez 1st Ward Vacant 2nd Ward Vacant 3rd Ward Vacant 4th Ward Shirley Carter-Powell At-Large Vacant At-Large Diane Gardin At-Large Mary Toshach At-Large Alyssa Turesak At-Large Charles Calati Jr. At-Large Morgan Butts At-Large Stephanie Palagyi At-Large CITIZEN ENGAGEMENT Events and forums designed by the department and delivered in the community to increase community involvement and communicate with citizens. These efforts include initiatives such as the 311 Call Center, Community Outreach Events, Invest Health Initiative and the Power of We Consortium. Citizen engagement is also fostered through regular interaction with Neighborhood Associations, Neighborhood Watches, and civic organizations. In addition, the department proudly supports and uplifts its boards, including the Arts & Culture Commission and the Mayor's Advisory Board, which provide valuable guidance and resident perspectives on City initiatives. Vacancies on these boards are filled year round, and residents are encouraged to apply to serve. Citizens interested in participating can submit an application through the City of Lansing's boards and commission process. L, DEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 127 Citizen Engagement is also achieved through regular interactions with our Neighborhood Associations, Neighborhood Watches and Civic Organizations. The link to register as a Neighborhood Organization/Civic Organization is: https://mi-Lansing-citygf[ansing.app.transform.civicp[us.com/forms/23520 311 (ONE CALL TO CITY HALL) Introduction The City of Lansing's 311 Call Center was Launched in 2021 and is now part of the Department of Neighborhoods, Arts and Citizen Engagement. Our 311 Center serves as a centralized hub for residents with non-emergency inquiries within the city, embodying the vision of the "One Call to City Hall" initiative. The call center provides a single, easy point of contact for information and service requests, supported by established procedures, an escalation process for complex issues, and close coordination with partner departments and outside programs. During weather emergencies and other incidents, the team has the ability to shift to remote operations so that support to the community is not interrupted. The center also offers access to multi-lingual representatives to better serve Lansing's diverse community. Staff The 311 Call Center is led by a Call Center Manager with extensive experience in communications and telephone operations. This role oversees day-to-day center operations, coordinates onboarding with new departments, maintains ongoing partnerships, and implements strategies to improve efficiency and service quality. The center is staffed by six dedicated Call Center Agents who focus on providing exceptional customer service. Agents respond to non-emergency inquiries, address public concerns, provide accurate information, and help residents navigate city services. They are trained in city procedures, skilled in using computer consoles and communication systems, and connect callers with internal departments and external resources when needed. Together, the manager and agents are committed to delivering a high standard of service and responsiveness for the community. LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 128 Partnerships The 311 Call Center currently has partnerships with 8 departments throughout the city. Our partnerships continue to evolve and expand where 311 can help each department. • Public Service • Treasury • City Clerk • Human Relations and Community Services • Parks & Recreation • Financial Empowerment Center • Community Development • Neighborhoods Arts and Citizen Engagement In 2026 311 is excited to complete the initial phase of partnerships with departments in the city. In the final phase we will begin partnerships with the Economic Development and Planning Departments including Community Development, Zoning/Planning, Building Safety, Code Enforcement, and Parking Services. Our goal is to have all our initial partnership phases done by the end of Spring 2026. 311 CALL VOLUME FY25 Law Finarl6e ' Parking ' MayOr'SOITiCa ' Neighborhoods,Arts,S Citizen Engagement I Hurtmar}ROSOUr"s ' 54-A District Court ■ Pohce,Fire,EMS . AssessingDepariment - EconomlcDevOopmentBrManning - Parks&Rgitteal lim _ City Clerks _ Human Relations F Community5ervIces — 311 Generat OF n0n•citycalls Income TO x£Trez s u ry Puhlie Service 0 2.000 400 6,000 8.000 10.000 12,0W 14.000 16.000 18.000 LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 129 Summary of Departmental Call Volumes (2025) Department Number of Calls Public Service 15,953 Income Tax & Treasury 12,558 311 General or non-city calls 3,837 Human Relations & Community 3,365 Services City Clerks 1,891 Parks & Recreation 1,692 Economic Development & Planning 1,275 Assessing Department 952 Police, Fire, EMS 911 54-A District Court 624 Human Resources 314 Neighborhoods, Arts, & Citizen 249 Engagement Mayor's Office 242 Parking 237 Finance 182 Law 60 Total Calls 44,342 L, DEPARTMENT OF NEIGHBORHOODS, ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 130 Engage 311 Conference Presentation Each year 311 Lansing attends the National Engage 311 Conference. This event is host to over 50 different cities who utilize the 311 designation and service center for their residents. Attending this conference creates the opportunity to learn and share best practices in various aspects of 311 implementation and operation. Presentations are made by and for 311 centers across the country, in various stages of implementation. Some participants are in the development and conceptual phase of building a 311 model and others have had their 311 programs running for 15+ years. Presenters include cities as large as Dallas, Charlotte, and New York who average over 95,000 calls each month to smaller operations like our friends in Temple Texas who recently launched their 311 service. Attendees can explore the benefits of new technologies and advancements in things like Al and enterprise software as it relates to 311 services. We have been able to trade ideas with other 311 operations across the country to help make things more efficient, build stronger partnerships and bring new technologies back to the City of Lansing. In 2025 the DNACE Director presented at this conference for the second time and the 311 Lansing Manager not only attended and presented at the conference but also served on the planning committee. COMMUNITYOUTREACH Neighborhood Resource Summits Neighborhood Resource Summits, initiated by partnerships with neighborhood groups, serve as direct access points for citizens to engage with City and community resources. This year, our department successfully hosted two summits, one at Union Missionary Baptist Church located on the westside and another at the Alfreda Schmidt Community Center on the southside. LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 131 Participation expanded to 65 community partners, organized into the following categories: • Advocacy • Community Engagement • Community Information • Community Service • Education • Financial Services • Government Services • Health • Housing • Legal Services For the first time, the Fall 2025 Summit introduced two mobile units. United Way's Volunteer Income Tax Assistance and the Michigan's Secretary of State Mobile Office, giving citizens the opportunities to ask questions and utilize the services. 2025 Lansing Citizens Academy The 2025 Lansing Citizens Academy is an 11-week, civic-focused course designed to deepen residents' understanding of city government, budgeting processes, and decision-making. The program offers participants immersive experience, with 12 residents selected to join in 2025. These participants had the opportunity to interact with City leaders and engage directly in local governance. This year's sessions were hosted by: • Mayor's Office • Lansing Police Department • City of Lansing's Innovation Team • Lansing Fire & Emergency Management • City Clerk • Economic Development and Planning: • Parks & Recreation Code Compliance • Lansing Board of Water & Light • Treasury • Public Service • Human Relations & Community Services • Lansing Economic Development • City Council Corporation LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 132 Here are a few quotes from our participants: • "Very knowledgeable presenters & thorough"- Holly M. • "The presenters were good, approachable, and knowledgeable" -Anonymous • "I like the open 0&A format of this session vs. a presentation particularly for this week's session" -Michael The program kicked off at City Hall with the Mayor welcoming the new cohorts and concluded with a graduation ceremony at City Hall where City Council members recognized participants for their dedication. Graduates received certificates of completion and public acknowledgement for their commitment to civic engagement. Guest speakers included former City Council members Jeffery Brown and Rawley Von Flossen, now Director of Economic Development and Planning, along with remarks from two program graduates. Invest Health Initiative The Invest Health Initiative has been a multi-year community outreach and planning effort focused on advancing health, housing, and community narrative as interconnected pillars of neighborhood well-being. While the national partnership with the Robert Wood Johnson Foundation concluded in December 2025, the work in Lansing will continue locally. Through this initiative, Lansing has addressed issues such as indoor and outdoor air quality, access to green space, healthcare, fresh food, and transportation, while also advancing housing affordability, investment in existing and new housing stock, and the use of housing as a tool for economic opportunity. This work aligned local efforts with the statewide housing plan and highlighted strategies such as the housing trust fund, emerging developer programs, and tax increment financing for workforce housing. A core element of the initiative emphasized telling the community's story by honoring neighborhood history, celebrating residents, and shaping a shared vision for the future through collaboration, connection, and trust. LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 133 DNACE leadership played an active role in the Invest Health Initiative, including involvement in the Southwest Lansing Movement Growth Fund. The Invest Health team included the DNACE Director, City Councilmember Hussain, the SWAG Executive Director, a local developer, the RSVP Executive Director, the Ingham County Health Department, and Michigan State University. Team members participated in a national convening in Napa, California, focused on housing and climate change, and presented Lansing's work plan for feedback from peer cities. Looking ahead, the team is excited to continue partnerships with other Invest Health cities and to work toward designating an Invest Health Zone in Southwest Lansing, in collaboration with the City, County, development partners, Michigan State University, civic organizations, and other community stakeholders, advancing long-term, locally driven health and housing outcomes. Power of We Consortium The Power of We Consortium community outreach event highlighted the City of Lansing's coordinated and collaborative approach to violence prevention and community safety. Through this effort, DNACE reinforced its strong partnership with the Lansing Empowerment Network by participating in weekly Lansing 360 meetings held each Wednesday, creating consistent opportunities for alignment, information sharing, and collective problem-solving. The event also underscored Lansing's role as a member of the National Offices of Violence Prevention Network, connecting local efforts to national best practices and peer learning. The consortium further showcased key advancements in the City's violence prevention infrastructure, including the launch of the Office of Neighborhood Safety and the hiring of Lansing's first Violence Prevention Coordinator. Ongoing financial and partner support for the Advance Peace Lansing initiative was emphasized, along with continued collaboration with local community-based organizations. Together, these efforts reflect the Power of We Consortium's focus on strengthening partnerships, building trust, and advancing a community- centered approach to safety and prevention. LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 134 As we conclude the 2025 Annual Report, the Department of Neighborhoods, Arts, and Citizen Engagement reflects on a year of meaningful progress, collaboration, and community impact. Through strengthened partnerships, expanded programs, and a continued focus on resident centered service, the department has worked to support vibrant neighborhoods and responsive city services. Looking ahead to 2026, DNACE remains committed to building existing programs, deepening partnerships, and increasing citizen engagement across all areas of the city. L I l LANSING � . NEIGHBORHOODS . ■ CITIZEN ENGAGEMENT. LDEPARTMENT OF NEIGHBORHOODS,ARTS, & CITIZEN ENGAGEMENT (DNACE) 12025 ANNUAL REPORT 135 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 seven separate divisions: • Administration 3 • Building Safety Office ic • Code Enforcement Office • Development Office • Parking Services Office act • 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 a 13 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. L36 The Community 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. Community Development Office staff administer various other programs, such as Floodplain Abatement (through FEMA) and Lead Hazard Control grant program. The Community Development Office also serves as the fiduciary for MSHDA's Emergency Solutions Grant program. The Office of Financial Empowerment (OFE) is based on the mayor's belief that Financial Empowerment is Economic Development at the household level. The OFE delivers multiple direct-service programs geared to household economic mobility, as well as several grant funded pilot programs to test out new ways to help our residents. 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 Commission; • Zoning Board of Appeals; • Historic District Commission; • Make Safe or Demolish Hearings; • Plumbing Board, Mechanical Board, and Electrical Board; and • Building Board of Appeals. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 137 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 Development Corporation; • State of Michigan; • Michigan State University; • Tri-County Regional Planning Commission (TCRPC); and • Neighborhood-based nonprofits. Additionally, our 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. We are pleased to share with you information from each division of the Department of Economic Development and Planning at this time. iLl LANSING ECONOMIC DEVELOPMENT PLANNING LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 138 COMMUNITY DEVELOPMENT OFFICE $4,798,482 5 1 28 14 COMMUNITY PROGRAMS CITY PROJECTS* HOMES* DEVELOPMENT IMPACT* *including completed, under construction, and pipeline projects In 2025, the Community Development Office (CDO) closed on the Hillsdale Place Apartments - a new 40-unit apartment complex. The team also celebrated the completion of nationally historic renovated adaptive reuse project at Walter French. The Walter French renovation brought online 76 new apartments, non-profit office space, and a childcare center. 5 Rental units and 4 homeowner-occupied units were renovated and remediated for lead-based paint. The office managed 110 leased units, maintained affordability periods, and remained committed to supporting Lansing residents through impactful programming, projects, and services. Serving the Community Community Investment 2024 , . 2025 $2,470,656 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 53,000,004 ■ Lead Safe Lansing ■ HOME-ARP ■ HOME ■CDBG LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 139 The Community Development Office (CDO) manages the annual U.S. Department of Housing and Urban Development (HUD) federal community development grants allocated to the City of Lansing. These grants are formula-based, focusing on entitlement funding that benefits local initiatives. Our purpose is to promote safe, healthy, and energy-efficient affordable housing opportunities for all residents and property owners in Lansing. This office also oversees programs that assist families with low-to-moderate incomes, foster economic development, support local agencies that aid homeless individuals and those at risk of homelessness, and encourage citizen-led initiatives to create vibrant and attractive neighborhoods. The Community Development Office manages: • CDBG (Community Development Block Grant), • HOME (HOME Investment Partnership Program), • ESG (Emergency Solutions Grant), • LSL (Lead Safe Lansing, Phase 4 grant recently closed, awaiting award notice for Phase 5) • State of Michigan MSHDA (Michigan State Housing Development Authority) grants, such as Rapid Rehousing and Steps to Stability, to support local agencies addressing homelessness. The Community Development Office also manages the recipient in one-off financing, such as • CDBG-CV (Covid Relief funding), • HOME-ARP (American Rescue Plan funding), • FEMA (Hazard Mitigation Grants through the State of Michigan, partner with the City of Lansing - Emergency Management Office), • and NSP (Neighborhood Stabilization Program) Our accomplishments for 2025 include: • Closing of a new 40-unit apartment complex, Hillsdale Place • Launching of the all-new Home Repair Program, • Meeting CDBG Timeliness by investing over $2 million in Lansing neighborhoods, • Closeout of Lead Safe Lansing, Phase 4, NSP 1, and MEDC CDBG-CV Small Business Grant • and the development of several other homes that will be sold to low- to moderate-income households. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 140 Hillsdale Place The Community Development Office executed an agreement committing $2,102,301 in HOME—ARP funds to the Hillsdale Place Apartment development. This apartment complex received a 9% Low Income Housing Tax Credit (LIHTC) in addition to the City's HOME — ARP commitment. The apartment complex is 40 units: 20 units leased to tenant households at or below 60% of the Area Median Income (AMI), and the other 20 classified as City of Lansing HOME — ARP units will be leased to individuals/households who are experiencing homelessness or on the verge of homelessness, with a preference for the chronically homeless. These 20 HOME—ARP units received Project-Based Vouchers from the Lansing Housing Commission and will also receive Permanent Supportive Housing services. The Hillsdale Place Apartments will provide much-needed housing for our most vulnerable populations. Home Repair Program The Community Development Office launched the all-new Home Repair Program in partnership with Capital Area Community Services (CACS) and Capital Area Housing Partnership (CAHP). The Home Repair program offers up to $40,000 for eligible repairs to income-eligible homeowners in the City of Lansing. The CDO expects this program to serve up to 20 homes in Fiscal Year 2026 and intends to invest in this program annually. CACS manages application intake and income certifications, and CAHP manages the construction process. Because of our partnership with CACS, this program has the potential to braid funds with other CACS programs. The housing stock in the City of Lansing will be maintained, property values will increase, and low-income households will have access to decent, safe, and sanitary housing with a consistent commitment to this program. Lead Safe Lansing, Phase 4 It should be noted that 23 of the 30 total units completed in this program occurred during the last five quarters of this grant. This was accomplished with an essentially new staff, including two new Rehabilitation Construction Specialists, a new Program Manager, and a new Project Director. The new team successfully re-marketed the program, reviewed applications, certified incomes, and oversaw the construction process. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 141 Abatement Highlights of 2025 is 310 W. Saginaw St. r H . This project was impacted by the State of MI - Historic 4- ��- Preservation Office therefore wood windows and a wood door a were installed vs. vinyl. Additional exterior siding renovation and interior painting. Lead remediation. 904 Woodbine St. Full vinyl siding, new trim, new doors, abatement of lead- ~. �NE _ 1 painted conduit at rear. LANSING oil LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 142 Home Rehab In addition to the Community Development Office's new construction projects, the CDO also conducts complete rehabilitation projects in single-family homes in the City of Lansing that will be sold to a first-time homebuyer whose income is at or below 80% AMI. These rehab projects take a dilapidated property and transform it into a move-in-ready home with features similar to those of a new build. These homes have all hazards abated, including asbestos and lead-based paint, and receive new windows, doors, siding, a new roof, HVAC, flooring, all new appliances, and fencing. Below is the list of the rehabilitation projects the Community Development Office has undertaken in 2025: • 923 N Pine was sold to a first-time homebuyer, • The other three rehab projects (2412 Fernwood (under construction), 923 N. Pine, 925 N. Pine) will be completed and sold in 2026. This program revitalizes historic, dilapidated homes, maintains the City's housing stock, increases home values in surrounding neighborhoods, and provides first-time homebuyers with affordable, low-maintenance homes. The Residences at Walter French The City of Lansing celebrated the long-awaited completion of Phase I of the Walter French multifamily development project. Capital Area Housing Partnership rehabilitated the old Walter French Junior High School and converted it into an affordable housing rental development with 76 units, including 24 units of Permanent Supportive Housing. This project received both 4% and 9% LIHTC, and the Community Development Office committed $1,312,000 in CDBG funds to it. This project is a massive win for the City of Lansing because not only were 76 units of affordable housing created, but a historic building that sat vacant for years has now been revitalized. In addition, Walter French will house the offices of Capital Area Housing Partnership, a daycare, and other local businesses. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 143 New Single-Family Home Construction Working with Capital Area Housing Partnership, the Community Development Office funded the construction of four single-family homes in the City of Lansing. The homes will be sold to first-time homebuyers with incomes at or below 80% of AMI. In addition, each homebuyer qualifies to receive up to $14,999 in down payment assistance. Below is a list of the four properties sold to a first-time homebuyer or that are under construction: • 4205 Glenburne sold to a first-time homebuyer in November 2025; • 1927 Teel expects to close in January; • 817 N Jenison is completed and has multiple inquiries; • and 1308 Hyland will be sold in 2026. In addition, the CDO is working to execute contracts for five additional single-family homes under construction that will be sold to first-time homebuyers. This initiative gives first-time homebuyers the rare opportunity to buy an affordable home with minimal maintenance costs, increases home values in surrounding neighborhoods, and redevelops vacant lots in the City of Lansing. LL LANSING LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 144 Partner Collaboration, Community Engagement, and Professional Development The Community Development Office welcomed Prachurjo Das in September 2025 as their assigned scholar for the 2025/2026 academic year. The Community Engagement Scholars program is an initiative offered by MSU's Center for Community Engaged Learning and the Office of the President in partnership with local governments and community-based organizations in Lansing, MI. Students selected as scholars are paired with a community partner and are embedded in the community they serve. Prachurjo is a senior at MSU, was born and raised in Dhaka, Bangladesh, and studies Economics and Data Science with a minor in Mathematics and Social Science Ouantitative Data Analytics. Prachurjo has assisted the Community Development Office with budget analysis, updating and reformatting home repair and down-payment inspection forms to become more user friendly, and has supported staff at speaking engagements at the University of Michigan- Ann Arbor and the Library of Michigan. Community Development Office Accomplishments Calendar Year 2025 Down Payment Assistance Provided $14,999 to 2 low-mod first-time homebuyers Homeless Shelters Assisted all ESG Sources 3 shelters MSHDA ESF/ESM Households Assisted 999 Individuals and 723 households assisted Total drawn on CDBG: $2,470,656.06 Community Development Projects HOME: $687,225.43 (breakdown by program) HOME-ARP:$1,204,170.61 LSL: $436,430.40 MSHDA ESG ESF payments $297,739.76 MSHDA ESG ESM payments $257,758.06 MSHDA Shelter Diversion payments $188,175.82 MSHDA Steps 2 Stability payments $35,005.12 Lead Safe Lansing Units Completed 23 units made lead-safe Lead-Based Paint Risk Assessments Completed 27 units received lead-based paint Risk Assessments HERO Mobile Tool Library transactions 1,018 residents and neighborhoods October 2024 — September 2025 Kids Camp 10 parks 1,650 Enrollments and drop-ins for the Play Patrol Neighborhood Cleanups 10 cleanups - 273 cubic yards of waste collected LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 145 PLANNING ► 1 ZONING OFFICE The Planning and Zoning Office staff includes the Zoning Administrator, Principal Planner, Planner, and the City's Commercial Corridor Specialist/Enforcement Officer. 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 rezonings, 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 and Sign Ordinances. Planning and Zoning Office accomplishments in 2025 include: 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 and again in 2025 to address various issues that arose once the Planning Office began administering its provisions and applying them to actual situations. Planning staff developed a series of ordinance amendments and oversaw the : review, public participation and adoption process. The 2025 amendments include: • Reduce the number of zoning district by consolidating those that have few or no difference in land use regulations. • Revise the land use tables to add conditions intended to address nuisances and blight such as restrictions on outdoor storage of junk and screening of vehicle storage areas, include uses not addressed in the current ordinance,and consolidate uses into more broad categories. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 146 • Amend/create definitions and establish regulations for various housing types such as boarding houses, rooming houses, cooperatives, and accessory dwelling units. • Reduce the minimum house width size from 24 feet to 20 feet and the minimum lot size requirements for 2-6-unit dwellings, where permitted. • Clarify language to make enforcement easier and more effective. Design Lansing Comprehensive Plan The Planning and Zoning Office is currently in the process of R F4 updating the 2012 Design Lansing Comprehensive Plan that ;�.. Nr.. ,, 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 DESIGN LANSING and strategies to promote more equitable social development for 21312[omprahensive plan 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 2026. Redevelopment Ready Communities (RRC) The Planning and Zoning 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: www.mipLace.org/redeveLopment-ready-sites/Lansing- Code Enforcement The Commercial Corridor Specialist is a member of the Planning and Zoning Office staff whose primary responsibility is the enforcement of the Zoning Ordinance, Sign Ordinance, and other property maintenance codes and ordinances in non-residential areas of the City. In 2025, the Specialist addressed more than 600 code violations and removed more than 200 illegal signs from the public right-of-way. Planning and Zoning Office staff also assisted the Code Enforcement Division in the enforcement of the Zoning Ordinance in residential areas. This included training sessions, and the preparation of"common call" violation notice templates. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 147 Historic Preservation The Principal Planner and Associate Planner provide staff support to the Historic District Commission which is initiating the process of requesting that the City Council authorize the creation of a study committee to consider the establishment of new districts that would preserve buildings of historic significance located thereon. Site Plan, Permit, and License Review The Zoning Administrator coordinates the site plan review and approval process for the City. This involves providing plans for new construction projects to the Public Service Engineering, "{ Transportation, and Forestry Divisions, the Fire Marshal's Office, the Building Safety Office, and the Board of Water & Light. The f plans are reviewed for compliance with the requirements of the respective divisions/offices and are also reviewed by the Planning Office for compliance with the applicable zoning 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 Board of Water & Light. In the past the Planning Office typically processed between 20 and 25 site plans each year. In 2025, that increased to 30 and included several large projects, most notably a high-rise mixed-use building in the 200 block of S. Grand Avenue, the Ovation Center event venue in the 500 block of S. Washington Avenue, a mixed- use development at the northeast corner of W. Holmes & Pleasant Grove Road and a new City Hall at 425 S. Grand Avenue. Planning and Zoning Office approval is required prior to issuance of all sign, demolition, and building permits (more than 2,500 annually). The Planning and Zoning Office works with the Building Safety Office to provide the public with the most expeditious and efficient methods for processing permits. Applications for cabaret licenses, second-hand dealer licenses, wrecker licenses, licenses for all marijuana facilities, child and group day care/adult foster care 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 150 licenses annually. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 148 All rental registration applications must be approved by the Planning and Zoning Office for compliance with the Zoning Ordinance before they can be issued by the Code Enforcement Office. The Planning and Zoning Office staff reviews well over 2,000 rental registrations annually. From January 1, 2025, through December 5, 2025 (the writing of this section of the report), the Planning and Zoning Office staff processed the following applications: • Variances — 9 • Special Land Use Permits — 2 • Rezonings — 3 • Act 33 Reviews — 8 • Lot Splits — 10 • Lot Combinations — 28 • Site Plan Reviews — 29 • Historic Building Certificate of Appropriateness - 1 The reduction in the number of requests for variances and rezonings in comparison to previous years is a testament to the effectiveness of the City's new zoning and sign ordinances. Board, Committee, and Workgroup Meetings The Planning and Zoning Office provides staff support to the Planning Commission, Board of Zoning Appeals, and Historic District Commission. In 2025, the Planning Commission held 7 meetings, the BZA held 9 meetings, and the HDC held 5 meetings. The Planning Office also provides staff support to the City Council Committee on Development & Planning regarding planning and zoning matters. Planning Office staff also participated/assisted in the following: • Participated in staff level workgroups, including Wellhead Protection Team, Groundwater Management Board, Sustainability Team, Capital Area Regional Transportation Study Technical Committee, and others. • Participated in various corridor improvement authority meetings. • Served on the City's Facade Improvement Grant program review committee. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 149 • Assisted LEDC and other City Departments with numerous grant proposals, including `Reconnecting Communities' to study the feasibility of a highway cap over 1-496, `Michigan Talent Partnership' for placemaking strategies in REO Town, `USDA Forestry' to plant 2,000 trees across the City, and `Records ReFrame' to identify efficient records management ahead of the move to new City Hall." • Assisted with numerous educational and development projects including MSU's Urban Regional Planning capstone Practicum, MSU's Interior Design capstone, MSU AgeAlive, Lansing Economic Development Corporation's SEED Academy, the REO Town Placemaking Project, and MDOT's Active Transportation Plan Steering Committee. CODEENFORICEMENT The mission of the Code Enforcement Office is to protect the health, safety, and welfare of Lansing residents by ensuring safe, decent, and sanitary housing, while preserving and enhancing the integrity of our neighborhoods. Our success in achieving this mission is made possible through the tireless dedication of our 22 full-time staff members. Their collaborative work with neighborhood organizations and various partner agencies allows us to not only uphold housing standards but also actively improve Lansing's housing stock. These efforts are crucial in fostering stronger, safer, and more vibrant neighborhoods for all our residents. Assuring Quality Housing Through rigorous enforcement of the International Property Maintenance Code and City Ordinances, the Code Enforcement Office steadfastly ensures the safety, habitability, and overall quality of Lansing's residential communities. Our dedicated team executes a broad range of essential responsibilities, including rental housing inspections, safety evaluations, and exterior and premises assessments. Our inspectors must remain knowledgeable and up to date on current codes to help ensure the safety of Lansing residents. They do this by maintaining the certifications and licenses that require ongoing continuing education. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 150 This year, our officers completed 4,423 rental certification inspections and re-inspections, covering thousands of dwelling units to ensure compliance with safety and maintenance standards. As part of these efforts, thousands of residential smoke alarms were tested to guarantee the reliable operation of this critical life-saving device. Additionally, 1,622 safety inspections were conducted for both rental and owner-occupied properties, resulting in 295 correction notices issued for exterior violations. To reinforce compliance and accountability, the office issued 280 Failure to Register letters, 405 Failure to Comply letters, and 167 Lack of Certificate violations to property owners not meeting regulatory requirements. These efforts culminated in a total of 7,192 violation and inspection notices issued this year, reflecting the combined work of rental housing inspections, safety checks, and enforcement of property standards. These totals underscore our comprehensive approach to ensuring safe, well-maintained homes and neighborhoods for all Lansing residents. Enhancing the VisuaL Environment In 2025, the Neighborhood Enhancement Action Team (N.E.A.T. Team) maintained its critical role in improving Lansing's visual environment by actively monitoring and addressing over 500 unsafe and vacant properties and conducting more than 7,000 exterior inspections. To safeguard public safety, 416 open and accessible structures were secured through board-ups, ensuring that potentially hazardous properties were no longer accessible. The City of Lansing Housing & Premises Code addresses violations that significantly affect neighborhood aesthetics, commonly known as "Premise Violations." This year's proactive efforts included: • 2,920 inspections for tall grass and weeds, resulting in 534 abatement notices issued. • 2,998 inspections for trash and debris, with 520 abatement notices issued. • 257 inspections for disabled or abandoned motor vehicles • 240 front yard parking violations. These diligent efforts by our Code Enforcement and Premises Officers reflect a strong commitment to preserving the cleanliness and visual appeal of our community. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 151 This year, our officers completed 4,423 rental certification inspections and re-inspections, covering thousands of dwelling units to ensure compliance with safety and maintenance standards. As part of these efforts, thousands of residential smoke alarms were tested to guarantee the reliable operation of this critical life-saving device. Additionally, 1,622 safety inspections were conducted for both rental and owner-occupied properties, resulting in 295 correction notices issued for exterior violations. To reinforce compliance and accountability, the office issued 280 Failure to Register letters, 405 Failure to Comply letters, and 167 Lack of Certificate violations to property owners not meeting regulatory requirements. These efforts culminated in a total of 7,192 violation and inspection notices issued this year, reflecting the combined work of rental housing inspections, safety checks, and enforcement of property standards. These totals underscore our comprehensive approach to ensuring safe, well-maintained homes and neighborhoods for all Lansing residents. Enhancing the VisuaL Environment In 2025, the Neighborhood Enhancement Action Team (N.E.A.T. Team) maintained its critical role in improving Lansing's visual environment by actively monitoring and addressing over 500 unsafe and vacant properties and conducting more than 7,000 exterior inspections. To safeguard public safety, 416 open and accessible structures were secured through board-ups, ensuring that potentially hazardous properties were no longer accessible. The City of Lansing Housing & Premises Code addresses violations that significantly affect neighborhood aesthetics, commonly known as "Premise Violations." This year's proactive efforts included: • 2,920 inspections for tall grass and weeds, resulting in 534 abatement notices issued. • 2,998 inspections for trash and debris, with 520 abatement notices issued. • 257 inspections for disabled or abandoned motor vehicles • 240 front yard parking violations. These diligent efforts by our Code Enforcement and Premises Officers reflect a strong commitment to preserving the cleanliness and visual appeal of our community. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 152 The Make Safe or Demolish process remains a critical tool in combating blight and protecting public safety. Overseen by appointed Hearing Officers, Code Enforcement Officers, and the Building Safety Office team, this process relies on expert evidence and testimony to determine whether properties should be repaired or demolished to eliminate hazards. In 2025, 15 new structures entered this process. In collaboration with the City Attorney's Office, we made significant improvements to streamline the Make Safe or Demolish process. These changes ensure efficiency while upholding due diligence for property owners, giving them the opportunity to present evidence and bring properties into compliance. These enhancements aim to reduce blight, protect public safety, and enhance property values throughout Lansing. Our staff takes great pride in these accomplishments, working tirelessly to create and maintain neighborhoods that are clean, safe, and visually appealing for all residents. Protecting Neighborhood Character The Code Enforcement Office also plays a pivotal role in upholding the City of Lansing's Zoning Code. In collaboration with the Planning and Zoning Office, our staff addresses a wide range of neighborhood concerns, including vision obstructions along public rights-of-way, improper parcel use, temporary storage unit installations, and more. In 2025, these joint efforts resulted in the identification and resolution of 254 zoning violations. Each case involved thorough initial investigations followed by diligent re- inspections to ensure compliance. The seamless coordination between the Code Enforcement and Planning and Zoning Divisions ensures consistent enforcement of critical zoning ordinances, ultimately enhancing the City's appearance and supporting the orderly development of our neighborhoods. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 153 Facilitate Cooperative Collaboration Each week, our work relies on close collaboration with numerous agencies, including the Lansing Fire and 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. Our partnership with the Lansing Fire Marshal's Office has strengthened community safety by conducting joint inspections of multi-family residential buildings. These valuable partnerships enable us to effectively address the diverse challenges we encounter and ensure a comprehensive approach to community well-being. Additionally, the close relationship between the City Attorney's Office and the Code Enforcement team plays a crucial role in upholding city ordinances and ensuring compliance. This collaboration provides the necessary legal support and guidance to address complex enforcement cases, streamline processes, and achieve meaningful resolutions that protect Lansing's residents and neighborhoods. Community Outreach Throughout the year, our staff actively engaged with community neighborhood groups, fostering strong relationships and open communication. Team members attended numerous meetings, delivered informative presentations, and once again participated in the Lansing Citizens Academy, where we provided insights into code enforcement processes and responsibilities. These interactions offer valuable feedback that helps us better understand and address the needs and priorities of Lansing's residents. In addition, we collaborated with the Lansing Fire Marshal's Office on their `Smoke Detector Blitzes,' conducting door-to-door outreach in neighborhoods to confirm that homes were equipped with operational smoke detectors and offered real time installations. { Y. f z LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 154 Commitment to Exceptional Customer Service Our administrative and clerical staff provide exceptional customer service at every opportunity. Whether interacting with residents in the office, on the phone, or in the field, the Code Enforcement team serves as public relations ambassadors for the City of Lansing. They play a pivotal role in fostering positive relationships among neighbors, tenants, and property owners, working collaboratively to resolve issues and achieve compliance. We remain committed to enhancing customer service and accessibility, ensuring that every interaction reflects professionalism, courtesy, and a genuine desire to support our community. Moving forward, we will continue to explore new ways to improve responsiveness and strengthen trust between the City and its residents. BUILDING 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 International Building Code 2021 with Michigan amendments, 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. BSO undergoes triannual audits from the Insurance Services Office (ISO).Municipalities with well-enforced, up-to-date codes should demonstrate better loss experience from natural disasters and other hazards. ISO assesses a community's building code enforcement in three areas: • Code administration • Plan review • Field inspection LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 155 This is assessed by collecting data points for one- and two-family residential construction. As well as for commercial and industrial construction. Data points are also collected for each individual inspector which include years of experience, licenses and certifications amongst other variables. Each inspector must take continuing education credits to keep their licenses and certifications up to date. This is assessed by collecting data points for one- and two-family residential construction. As well as for commercial and industrial construction. Data points are also collected for each individual inspector which include years of experience, licenses and certifications amongst other variables. Each inspector must take continuing education credits to keep their licenses and certifications up to date. In essence, the more knowledge, training and credentials BSO has, the better insurance rates the City of Lansing receives. The BSO utilizes online permit applications for most 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. Our accomplishments from January 1st to December 4th, 2025, include: Permits Applied: Inspections Conducted: 2025 2025 Electrical - 1,801 Electrical - 3,161 Mechanical - 2,376 Mechanical - 3,039 Plumbing - 1,359 Plumbing - 2,327 Building - 2,210 Building - 5,320 Sign - 108 Total Inspections 13,847 Demo - 91 Total Permits - 7,945 New Commercial Projects: 2025 541 LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 156 Marihuana License Inspections: City Projects Construction Value that 2025 Applied in 2025: 258 2025 $359.25 Million Site Plans Reviewed: 2025 Building Permits Construction Value that 29 Applied in 2025: 2025 $388.15 Million Other Activities of the Building Safety Office include: • 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. BSO staff also attend additional training to maintain their International Code Council Certifications. • Preconstruction meetings with developers, design professionals, and contractors. • Staff participation on committees and other organizations that further the education in the trades of our staff. • The 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 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. Our staff members are on call for LFD at all hours in case of fire or other emergencies. • The BSO supports Code Enforcement by providing technical guidance regarding inspections. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 157 • 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 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 additional expertise and support hours that are not reflected in the above data to support other departments of the City and to support development projects that would benefit the City. PARKING SERVICES OFFICE The City of Lansing's Parking Services Office (PSO) has a core mission / of providing clean, convenient and affordable parking throughout the . City. Our job is to maximize safe access to a finite amount of parking inventory and support accessibility for all users. The PSO Team consists of 19 full time positions and 15 part time positions. Our responsibility is to maintain and service approximately 2,100 on-street parking spaces and 4,078 parking spaces in our ramps and surface lots for a total of 6,178 parking spaces in our system. The Parking Enforcement team has issued approximately 33,020 parking tickets to date, an increase of over 10% from the previous year. Of these, there were over 2,425 citations for violation of disabled parking laws (no HC plate/placard, expired HC plate/placard, blocking access aisles) that impact the daily lives of disabled citizens. This is an over 21% increase in disabled parking citations. Our Parking Enforcement Officers are responsible for providing consistent, safety-focused enforcement of the city's parking ordinances, including 90 Parking in Fire Lane citations and 537 Blocking Sidewalk/driveway citations. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 158 One primary task of the Parking Services Office is to assist other City offices in gaining compliance with City ordinances. One such task is assisting Code Enforcement in enforcing front yard parking violations. The Parking Enforcement team issued 171 tickets for these violations. A new ordinance, adopted this year, looks to address the proliferation of vehicles without License plates or having expired plates on city streets. The Parking Enforcement team issued 1,654 tickets for vehicles with expired plates or no registration throughout the city since the ordinance was passed in March, 2025. While many of the violations were dismissed when the customer produced current registration documents, many others were obligated to comply with the Michigan Vehicle Code and properly register and insure their vehicles. Holiday Parking Support This was the fourth year the PSO charged a small fee ($5.00 per vehicle) for parking in various City facilities to attend Silver Bells. The whole Parking Services team really shined and made a huge parking event happen very efficiently. Despite the threat of poor weather, it was a big success. We provided parking for over 2,540 vehicles carrying couples and families to enjoy all the festivities. This year's vehicle count was a 20% increase over the previous year's crowd. Replacement of Lansing Center lighting As we welcome back even more events to downtown Lansing, we worked to improve the Lighting in the parking areas designated as Lot 19 and Lot 20, located under the Lansing Center. The fixtures had older fluorescent tubes that were not as bright as current LED bulbs. As a result, some customers did not want to park in these lots. Our team had 72 fixtures cleaned and installed new LED bulbs. These bulbs have twice the light output and require less maintenance. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 159 Electric Vehicle charger installation This year saw the installation of new Electric Vehicle (EV) chargers in the city parking ramps. EV spaces are designated with signs in the ramps. The spaces are as follows: 2 spaces on the 1"floor of the North Grand ramp 4 spaces on the 2nd floor of the North Capitol ramp 4 spaces on the rear lot (off Townsend) of the South Capitol ramp � z ` -jaw. EV chargers on the 2nd floor of the North Capitol ramp (pictured above) The fees for EV charging are 25� per kilowatt-hour. EV charging is also available at the Letts Community Center and the Foster Community Center. Lot 1/New City Hall The Parking Services Office notes the loss of 125 parking spaces from closing Lot 1 to support the building of the new City Hall at 425 S. Grand Avenue to better accommodate our residents. As always, be sure to visit our website for more updates and parking information at: www.lansingmi.gov/parking. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 160 OFFICE OF FINANCIAL EMPOWEPMENT The Office of Financial Empowerment (OFE) works with Lansing residents to strengthen financial wellbeing, expand equitable access to financial information, and connect people to resources, products, and services. OFE oversees four core programs: • Financial Empowerment Center (FEC) • OS Reentry Services • Lansing SAVE (Student Accounts Valuing Education) • Bank On Lansing Staff Updates As OFE continues to expand its reach and impact across Lansing, we are proud to welcome several new team members whose skills and passions strengthen our mission. Each brings unique expertise — from community development and engagement to justice and advocacy — ensuring that our programs remain responsive, innovative, and deeply connected to residents' needs. Together, they represent the next chapter of Mayor Schor's commitment to financial empowerment and equitable opportunity. i s 7 l Tiffany Lemieux-McKissic, OFE Division Manager Appointed by Mayor Schor in September to lead the OFE, Tiffany brings 17 years of community development experience, including as a consultant for Lansing SAVE and BOLD Lansing. She has raised over $190,000 for OFE's youth financial empowerment initiatives and previously led Michigan's first VITA Free Tax Prep Super Center, connecting thousands of households to free tax preparation and financial resources. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 161 Erica Newby,OS Reentry Specialist A Michigan State University graduate with experience in child welfare and community outreach, Erica brings a strong commitment to serving vulnerable and returning citizens. She draws on her background in CPS investigation and legislative advocacy to connect reentry clients with critical resources, stable housing, and economic opportunities. Jules Overfelt,Grants Administrator Jules joined the City in 2023 and OFE this past June and oversees grant compliance, reporting, and financial tracking for OFE. With a background in public policy, finance, and research, they support the office in managing complex grant portfolios and ensuring strong program accountability. Lex Moriarty, Events & Marketing Coordinator A lifelong Lansing resident, Lex brings experience in event coordination, marketing, and community engagement. Since joining OFE in early spring, she has supported major events— including the FEC Partner Celebration and the Mayor's Lansing SAVE Golf Classic—and created the Lansing SAVE Adult Spelling Bee, which exceeded its fundraising goal by nearly threefold. Together, these new team members embody OFE's commitment to building a city where every resident has the tools, support, and opportunity to achieve lasting financial stability — a vision that aligns directly with Mayor Schor's dedication to empowering communities and strengthening economic mobility. R 7 LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 162 Financial Empowerment Center (FEC) OL I 4' 1- FEC Partner Referral Celebration in August 2025 • Lansing was one of the first six U.S. cities to open an FEC (March 2013). • Since opening, the FEC has delivered 17,507 free one-on-one counseling sessions to 5,867 residents, reducing non-mortgage debt by $14AM and increasing savings by $1.9M. • In 2025 alone: 780 sessions with 348 clients Debt reduced by $541,000 (avg. $1,500 per client) Financial Empowerment Savings increased by $641,000 (avg. $1,800 per client) Center Free One-an-One Net financial improvement: $3,300 per client FinancfMCwnsehng Client demographics (2025): • 36% age 35 and under; 11% age 65+ • 47% household income 5 $25,000 • 35% homeless or "couch homeless" at intake Community Engagement: On August 5, Mayor Schor and OFE hosted an appreciation luncheon for referral partners, sponsored by Jackson National Life. Top five agencies received certificates and prizes. New Service in 2025: • Legacy Planning - As part of FEC's free financial counseling, to help residents organize finances, review insurance/titles, plan for dependents, and connect to resources for wills, guardianship, and power of attorney. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 163 OS Reentry Services • OFE administers Region 7 (Ingham, Clinton, Eaton counties) of Michigan's statewide program. • Services: Transitional housing, housing supplies, job training and placement, work tools and uniforms, behavioral health support, transportation, clothing vouchers, and identification. 2025 Outcomes: 8,691 days of homelessness prevented for 79 clients; 73% transitioned to stable housing. 176 citizens enrolled in Economic Stability programming; 77 secured full-time jobs averaging $16.73/hour. 56% achieved 12 months of continuous employment. Lansing SAVE (Student Accounts Valuing Education) Y � r r - } Lansing SAVE Night 2025 at Don Johnson Field House • Launched in 2015 as the Midwest's first universal, automatic Children's Savings Account (CSA). • MSUFCU opens accounts for every kindergartner, deposits $5, and delivers six financial education lessons annually. • As of Fall 2025: 7,603 active accounts for in-district students in grades K-11 o First cohort (2015 kindergarten enrollees) graduates in 2027. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 164 Fundraising Highlight: • 2nd Annual Mayor's Lansing SAVE Fall Golf Classic raised $27,000 at Groesbeck Golf Course. BOLD Lansing — A Lifetime of Supports . r Xavier McKissic and Nautikah Garcia-Sams (left) are our BOLD Youth Liaisons Believe, Optimize, Learn, Dream — BOLD Lansing is a continuum of supports from kindergarten through retirement: • Kindergarten: Lansing SAVE account opened • 6th Grade: Lansing Promise Pledge ceremony • High School: CapCAN assists with FAFSA, campus visits, financial aid • Senior Year/ Graduation:Access Lansing SAVE + Promise scholarship • Age 18+: Free lifetime financial counseling through FEC In February of this year, high school Junior Xavier McKissic was hired as the Lansing SAVE Youth Liaison tasked with increasing student engagement and SAVE's presence in Everett High School. During the pilot phase last school year, Xavier's work engaged 653 students via assemblies and incentivized surveys. Building on the successful pilot phase, the program was expanded to include Eastern High School through the hiring and onboarding of Nautikah Garcia-Simms. Nautikah and Xavier have now launched student boards at both Eastern and Everett, with collaborations already underway including a holiday-season incentivized workshop. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 165 The youth liaisons' work is so innovative that other cities with similar programs are already working to replicate it. At the OFE, we believe that you shouldn't do work on behalf of others that doesn't include centering their voices. We are grateful to and proud of these two outstanding ambassadors of Lansing School District's class of 2027! Recognition: At the Spring 2025 Cities for Financial Empowerment Coalition, Lansing's BOLD panel was praised as "the most inspiring" CSA presentation to date. Grant-Funded Initiatives • New in 2025: CEDAM grant for CSA Innovation • Funded three BOLD Lansing Youth Interns for peer outreach • Supported a part-time Accessibility Navigator for students with disabilities • Continued in 2025: Driver's License Restoration • Paid $38,213 in fines/fees to reinstate 144 licenses • Partnered with Secretary of State for Road to Restoration events • Statewide & National Recognition • March 2025: National League of Cities featured Lansing in its Economic Mobility Scan. • March 2025: State of Michigan highlighted OFE's license restoration efforts. • August 2025: National League of Cities published a case study on OFE's youth engagement in economic mobility. • April 2025: Lansing hosted the 3-day Cities for Financial Empowerment Coalition convening. LECONOMIC DEVELOPMENT & PLANNING (EDP) 12025 ANNUAL REPORT 166 EXECUTIVE OFFICE OF THE MAYOR ANDY SCHOR, MAYOR Andy Schor proudly serves as the 52nd Mayor of Michigan's capital city. As Lansing's Chief Executive Officer, Mayor Andy Schor'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 problems 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 2025 Lansing City Charter Article 4, Chapter 2 also provides for the Mayor to Mn appoint an Executive Assistant. This is the Mayor's official liaison with the City Council, on attending regular meetings of the City Council and the Committee of the Whole, and representing the Mayor in his absence when necessary, along with other administrative duties as required. CH Andy Schor, Mayor L • �F;irst ; "Kwi uki Let us help you ""y'nd0pendCnt V. ` The Mayor's executive office staff responds to citizen inquiries, complaints, informational needs, and concerns, 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. Among other things Mayor Schor also oversees the operations of the following: Office of Community Media (Lansing Public Media Center & City TV), Labor Relations, the Communications Division, as well as the Mayor's Community Relations and Faith-Based Initiatives, Neighborhood Advisory Council, Mental Health Task Force, Interfaith Council, Veterans Commission, Lansing Sustainability Commission, and a variety of other community- based task forces. Department directors, agency leaders, and other affiliated organizations rely heavily on a professional municipal management team in the Mayor's executive office to ensure the smooth running and 24/7 operations of a large city government serving the needs of residents, businesses, and guests. LEXECUTIVE OFFICE OF THE MAYOR 12025 ANNUAL REPORT 168 Along with the Deputy Mayor, Mayor Schor relies on key executive leadership staff to ensure efficient operations are maintained. As well as being supported by a professional team that maintains 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 residents, businesses and educational institutions, Lansing Living magazine, and many other city functions. 2025 HIGHLIGHTS AND ACCOMPLISHMENTS Mayor Schor often claims that "Lansing's time is now" due to his optimism for Lansing's future and everything his administration is working on to make our community grow. Lansing currently has a record amount of investment happening in our city: With over a billion dollars in new housing, job growth, infrastructure, and city services projects, our strategy is being executed here. Thanks to the critical partnerships and relationships Mayor Schor and his administration have cultivated, we are moving forward into a more vibrant future, where our city's landscape will soon look vastly different as we continue surpassing milestones on so many of the incredible initiatives that are now underway. Both the Lansing area — and the entire Schor administration — has faced challenges head on, always forging ahead with a vision and plans that will make a positive impact, while creating a future full of promise for all who want to have a desirable place to live, work and play here. Together, we're building a thriving city in which businesses create jobs, residents of all incomes can live in new or rehabilitated housing. Where people can find everything you need to have fun and enjoy living here, or raise a family, and even look forward to retiring here. We will continue to promote housing options for all and work to make Lansing equitable for every resident. It's not always easy work, but Mayor Schor and his team are committed to it. Some of the major projects the Schor administration is currently overseeing include: LEXECUTIVE OFFICE OF THE MAYOR 12025 ANNUAL REPORT 169 New City HaLL Wim �b _.. � To signal the start of the project, ground was broken and the new building is currently rising on the corner of Grand Ave and Lenawee St. In May, Mayor Schor was joined by City Councilmembers Peter Spadafore and Trini Pehlivanoglu, as well as former Mayor David Hollister and several other officials at the ground breaking ceremony to kick off the construction project. _ - kcl: z LEXECUTIVE OFFICE OF THE MAYOR 12025 ANNUAL REPORT 170 In October, the Mayor and several city shin i.0w.i� �hsU,.� officials celebrated the placement of the final steel beam in the construction process. - Long advocating for a modern home to city I government, Mayor Schor pushed for a one- stop customer service center for residents. It took years of hard work, then in 2023, a �_-- $40 million appropriation from the state of Michigan, finally made this vital project a reality. The new building is set to open in the Fall of 2026. y HA101 Li:,S[HOR Ovation Center for Music & Arts 2025 saw some significant behind-the-scenes progress on the new Ovation Center for Music & Arts start to take shape on South Washington Square. Work is now underway on the existing building that is remaining on the site that will be incorporated into the design and will be the new home of the Lansing Public Media Center. Construction on the main performance space will begin in early 2026, and once open, will dramatically change nights and weekends in downtown Lansing for decades to come. Public Safety & District Court Complex Lansing voters passed a millage to support this state-of-the-art facility that will be home to the Lansing Police Department, Fire Department Administration, 54-A District Court, and a new fire training complex. We are also rebuilding and remodeling several fire stations across the City. The construction work here is moving along quickly and Mayor Schor toured the facility with Councilmember Spadafore along with administration and construction officials to see the progress. LEXECUTIVE OFFICE OF THE MAYOR 12025 ANNUAL REPORT 171 ,AL. .;•1,� •-'--• � ,. r .'i '''�� .ram Mayor Andy Schor, Councilman Peter Spadafore, & Deputy Mayor Christopher Mumby on a tour of the Public Safety & District Courts Complex Fire Station 2 Rebuild & Fire Station 8 Remodel As part of the Public Safety & District Court millage, the dilapidated former Fire Station 2 was demolished in 2024. On November 3, 2025 the brand new, modern facility opened with a small ceremony and traditional fire truck push. Thank you to Assistant Chief Carrie Edwards-Clemons and the Lansing Fire Department crews who made the opening ceremony very special. r.' ram. iv � LEXECUTIVE OFFICE OF THE MAYOR 12025 ANNUAL REPORT 172 New Vision Lansing This massive $317 million investment will soon see 575 new units of housing built. This will bring hundreds of new residents to both our downtown and Old Town neighborhoods. While helping to secure $40 million in state funding, Mayor Schor also led and directed the passage of a Brownfield redevelopment improvement plan to help make this a reality. The ground was broken at a ceremony in April of 2025 and construction is well underway. i P-Ak r'- i State of the City Mayor Schor delivered his seventh State of the City speech on March 5, 2025 at the Alfreda Schmidt Southside Community Center. With over 200 people in attendance, he spoke about the administration's accomplishments over the previous year and provided a look-ahead to 2025. MAYOR ANDY iR WEST 1 y MERCIAL CORRIDOR 4` LEXECUTIVE OFFICE OF THE MAYOR 12025 ANNUAL REPORT 173 Appointments to City Boards & Commissions The Mayor's Appointments Coordinator monitors, coordinates and maintains all of the Mayoral appointments to city boards and commissions, and provides regular status reports on term expiration dates, vacancies, etc. to the Mayor. Application requests are submitted through the City of Lansing's website. Following consultation with the Mayor and after reviewing applicant qualifications, including any ordinance requirements for specific roles, selected applicants are contacted about moving forward through the background process. The Appointments Coordinator then manages the vetting process, which may require more information from applicants to complete the process, including police backgrounds and tax status inquiries. 2025 STATISTICS 51 Applications Submitted 85 Residents Appointed or Re-Appointed to City Boards & Commissions The Mayors' Ramadan Dinner This is a joint event with the East Lansing Mayor and is largely organized and coordinated by Mayor Schor's office. Last year the dinner had over 200 attendees, raising thousands for the Greater Lansing Food Bank, providing meals for those in need across Lansing and East Lansing. Silver Bells in the City The Mayor's office, as well as multiple city departments and staff members are heavily involved with the planning and coordination of this annual event. From monitoring parking, keeping streets clear and ramps open to supplying all the electrical needs, stage building and portable restrooms to deploying emergency management ensuring public safety, along with the concerted effort of Lansing Center staff. The event draws in tens of thousands to downtown Lansing each year. The 2025 celebration featured the annual State Christmas Tree lighting ceremony, electric light parade, musical performances, a jaw-dropping drone show, and incredible fireworks over the State Capitol. LEXECUTIVE OFFICE OF THE MAYOR 12025 ANNUAL REPORT 174 CHIEF STRATEGY OFFICER & GRANTS STRATEGY ANALYST To increase access to state and federal grants, the Mayor's office employs a Strategy Analyst to research and apply for, track, monitor, and administer grants for the City of Lansing. Fully funded through the administrative costs allowed for in those grants, this position works directly with the Chief Strategy Officer, 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 is awarded. In 2025, the City of Lansing was able to secure and administer several grants to support city programs through the Mayor's office, including: Revitalization and Placemaking (RAP) 1.0 — $1,000,000 (additional award) The additional funding was used to advance housing-related improvements and targeted redevelopment that support increased density, neighborhood stability, and long-term revitalization. Michigan Talent Partnership Program — $4,349,000 Estimated* The MTP initiative would invest in transformative public-space improvements across Lansing's central districts—including enhanced wayfinding and lighting, upgraded transit stops, expanded River Trail access, Elm Street streetscape upgrades, a new dog park, and small- business technical assistance—to strengthen walkability, increase neighborhood vibrancy, and support talent attraction and retention in the city's core. US Dept Of Justice COPS Hiring Program — $1,250,000 This program funding supports the hiring of 10 new Lansing police officers, expanding community policing capacity, improving neighborhood safety, and strengthening proactive engagement strategies in high-need areas across the city. USDOJ Community Policing Development Microgrant — $175,000 This award supports Lansing's work to reduce violent crime by using data-driven strategies to deploy officers where they are needed most. It also funds technology that helps the department better understand community concerns and build stronger trust with residents. LEXECUTIVE OFFICE OF THE MAYOR 12025 ANNUAL REPORT 175 Revitalization and Placemaking (RAP) 3.0 — $500,000* (Final Amount TBD) This award will support a diverse group of local businesses across Michigan Avenue, REO Town, Old Town, and Frandor. The funding will help these businesses grow, adapt, and continue adding to the vibrancy and everyday life of Lansing's neighborhoods. GameTime Playground Grant for Hunter Park — $61,000 The City of Lansing was awarded $61,000 through a competitive GameTime application to support the installation of a new playground at Hunter Park. The project replaced an outdated, deteriorating play structure with a new, modern playground for the community. Kroger & Arbor Day Foundation Tree Planting Grant — $18,750 This grant supported new tree plantings along the street adjacent to Cavanaugh Park and Everett High School, improving neighborhood greenery and environmental health. Kroger volunteers and the City's Forestry team completed the work, with traffic-controlled areas set up to ensure a safe and successful community planting effort. Restoring Roots, Greater Lansing Urban and Community Forestry Program — $5,000,000 This project supports a community-led effort to strengthen Lansing's urban tree canopy in underserved neighborhoods. Funding will support tree planting and maintenance, community engagement, workforce pathways, and innovative reuse of urban wood waste. USDOT Charging and Fueling Infrastructure (CFI) Grant — $8,000,000 This project will expand publicly available electric vehicle charging and alternative fueling infrastructure in the Capital Region, resulting in the installation of up to 50 new EV charging stations to improve access and support the region's transition to cleaner transportation under the NEVI and federal priority corridors. LANSINGS TIME IS NOW LEXECUTIVE OFFICE OF THE MAYOR 12025 ANNUAL REPORT 176 TRANSPARENCY REPORT The City of Lansing maintains several initiatives to improve openness and public access to information about your city government. The City's website, LansingMI.gov, was redesigned in 2025. From January 1 - December 31, 2025, the website had 131,349 individual visitors and a total of 273,463 visits. This averages out to roughly 22,789 visits to the page per month. The website includes transparency-related resources and several areas that highlight transparency, including: • All City Council meeting agendas and minutes are posted, as well as public advisory boards and commissions. • A dedicated Police Transparency portal that centralizes data on policies, annual reports, citizen complaints, and open data related to public safety, making these records easier for residents to view and understand. • Freedom of Information Act (FOIA) guidance and request portal. • City budget details, including the recommended budget as submitted to Council and the final Council-passed budget. • The City's Annual Reports contain hundreds of pages of information and are posted. This helps residents follow city operations and governance. • City of Lansing media outreach, including Mayor's media releases are posted on the website. • Lansing Public Service Department maintains detailed information regarding traffic advisories, construction plans, and road projects. • Lansing Connect allows residents to report issues like potholes, overgrown weeds, sidewalk issues, downed tree limbs, and so much more. Departments investigate and respond to reports quickly. Potholes are generally filled within 48 hours of reporting. • The City's 3-1-1 call center agents take an average of 1,000 phone calls per week from residents and those seeking to do business with the City of Lansing, helping connect people directly with city government. LEXECUTIVE OFFICE OF THE MAYOR 12025 ANNUAL REPORT 177 • The Lansing Parks & Recreation Department 5-year strategic plan was recently updated after significant public input and is posted. • Access to the City Charter and the full list of City Ordinances are linked, allowing access to our fundamental governing document and laws that govern City operations. In addition, all of the Mayor's Executive Orders and Executive Directives are published. The Lansing Public Media Center and City TV provide 24-hour access and programming to Lansing residents. In addition to City TV, the LPMC runs and maintains the City of Lansing's YouTube page, publishing content there from official city events, as well as recordings of Lansing City Council Committee of the Whole and full City Council meetings. These can also be viewed live on the YouTube channel. The Mayor and members of his administration hosts or attends several community events designed to engage residents in a variety of ways. • Neighborhood Resource Fair events • Community Input Budget Nights • Mayor's Senior Fair • Public Service community meetings for various construction projects • Neighborhood association events and meetings • National Night Out events every summer In addition to the website and YouTube page, the City of Lansing uses several social media platforms to promote city projects and share news and information with the general public. • City of Lansing Government • Lansing Police Department • Lansing Fire Department • Lansing Public Service Department • Lansing Parks & Recreation • Mayor Andy Schor • Lansing Emergency Management • Lansing Financial Empowerment Center • City Clerk Chris Swope LEXECUTIVE OFFICE OF THE MAYOR 12025 ANNUAL REPORT 178 For example, the City of Lansing Government Facebook page (the City's most followed social media page) had the following user interaction metrics from January 1, 2025 - January 1, 2026: • 1.8 million views • 19.4 thousand content interactions • 69.3 thousand page visits • 2.1 thousand link clicks • 2.3 Facebook follows Overall, these efforts aim to enhance accountability and enable residents to engage with local government data, policies, and decision-making processes. iLl LANSING MAYOR ANDY SCHOR &mum .w LEXECUTIVE OFFICE OF THE MAYOR 2025 ANNUAL REPORT 179 FINANCE CRYSTAL THOMAS, DIRECTOR The Finance Department's mission is to provide long-term financial health for the City of Lansing. Each member of the Finance Team plays a critical role in achieving the department's overall goals and objectives of working collaboratively to safeguard the City's resources. The Finance Department consists of several staff and divisions, including Finance and Accounting, Budgeting, Purchasing, and Accounts Payable, all of which provide essential administrative support to the City of Lansing's governmental operations. Our core functions include managing the City's various funds and grants, preparing and monitoring the budget, conducting financial analysis and forecasting, procuring goods and supplies, processing vendor payments, preparing the annual comprehensive financial report (ACFR), and administering the retirement system. The Finance Department prides itself on delivering exceptional customer service to _ other City departments, assisting with accounting software inquiries and training, procurement of goods and services, financial resources, and reporting, as well as supporting employees and retirees with pension matters. Additionally, the department works closely with the Mayor, City Council, and other officials responsible for developing, adopting, and overseeing the City's budget. L ACCOMPLISHMENTS IN 2025: • Successful year end close of accounting books using the new financial software • Improved daily receipt reconciliations process between Finance and Treasury • Automated manual task within the new financial system • Citywide Procurement Card procedures and guidance. • 2025 Purchasing award - Michigan Public Purchasing Officers Association Government Finance Reporting Award - Government Finance Officer Association l�rSAM ■ i Ulf Ceryfi•ca to Achievement Financial Reporting LFINANCE 12025 ANNUAL REPORT 181 FIPE • E ► STUPDIVANT, CHIEF The Lansing Fire Department is dedicated to protecting the Lives and property of the Lansing community. We pursue this mission by deLivering exceptionaL, compassionate OPGANIZATIONAL CHAPT ffRE tHl 6 Aar,XHOTXkFM $oEiKIKT E.erza.cr A�eFANF 611k F OvrFwtlpFts hlnluarmFHr�� ASSISr7WT ejluF � pm✓wwanwt I WY QeFwrFrxXF F.uw_E E.IERGFII(1f O7F PhTIOHS QIVIVrsu i1lAIX WG QM° i �fFKJR MFNMiI MFNT tAPfAN Ld 9,t;rulun Cnu FS�3� CHIlF Los�s71C5 f3FYtSi4F# Ao..Ks7.RtFwn Fun M1AFRSFIlIL F?M1'ISION Hunso hkrre,�rtah OrrERa+nora OrraFnre Gar prvisn.Fpgr G.[7 3rerw�sr GRTA4t3�Z4} Tninin�Gpt.in.(S� EMS drERATroHs orvrsFore CXlrrJ la�ncs ��� Coo�hroFt fly IFngsrK.nrpRs/ TkUNING MMIH_ �3} CAYIAFN IXSP[nD145�5) - EHGrh[fRi��0.} As514FN!¢ EMS CJi➢IAMS Lr1rJ41KS Aow+.ASY5T0.FlT F.14 F'�`J40.!OrYrSR7F1 Afi1rIW.SP[CWISi F.0 FFwmRs S1Y1] EMSAOFAIH_ AcucTurr 82 FIRE BOARD OF COMMISSIONERS The Lansing Board of Fire Commissioners, established by the Lansing City Charter, serves as an advisory body with additional responsibilities outlined in the Charter. The Board meets on the second Wednesday of each month at 5:30 p.m., and public input is encouraged. Meetings rotate among the city's fire stations. For more information, please refer to the City's website or the Board Meeting Notices. The Lansing Board of Fire Commissioners consist of eight members appointed by the Mayor with consent of the City Council. One Commissioner represents each ward, and four serve as at-large members. In accordance with the City Charter, and in consultation with the Fire Chief and the Mayor, the commission is responsible for the following: • Approving rules and regulations governing the conduct of department personnel • Setting procedures for receiving and resolving complaints related to the department • Reviewing and approving the department's annual budget request • Serving as the final authority in imposing or reviewing employee discipline of • Department employees consistent with State Law and Collective Bargaining agreements • Delivering an annual report to the Mayor and City Council outlining the department's progress and future Otherwise acting as an advisory board in support of the department Members of the Lansing Board of Fire Term Expires Commissioners Barbara Lawrence I Chair I At-Largel 1st Ward Gina Nelson I Commissioner • 1 1 Jon Scott •- 1 1 Charles Willis •- 1 1 Krishna • At-Large LFIRE 12025 ANNUAL REPORT 183 LANSING FIRE DEPARTMENT ADMINISTRATION The Fire Department operates through seven divisions, each responsible for a distinct area of service. The department also receives direct support from the City Garage and the IT Department. Funding for all LFD divisions is allocated annually through the City's budget process. Below is an overview of each division and its primary responsibilities. Lansing Fire Department Administration The Fire Administration Division funds and oversees the Fire Chief, two Assistant Chiefs, one Administrative Chief, one Financial Officer, and administrative support staff. The Fire Chief is responsible for implementing all policies, programs, and managing resources for the City's fire services. Additionally, the Fire Chief serves as the City's Emergency Manager, coordinating major events and overseeing disaster preparedness, mitigation, and response efforts. Operations Division The Operations Division funds firefighting personnel, apparatus, and facilities. Each shift includes a Battalion Chief, 8 Captains, 8 Engineers, and 37 Firefighters. The division is responsible for fire suppression, emergency medical response, hazardous materials mitigation, technical rescue, water rescue, and vehicle extrication. Prevention Division The Prevention Division supports the Fire Marshal, five Inspectors, and an administrative assistant. Its responsibilities include inspecting new and existing occupancies, reviewing building plans, conducting public safety education programs, and overseeing the Juvenile Fire Watch program, investigating fires, and ensuring compliance with hazardous materials "right to-know" regulations. EMS Operations Division The EMS Operations Division funds the EMS Operations Chief, two EMS Captains, and an EMS Secretary. This division manages all licensing, quality assurance, quality improvement, and oversight of EMS regulatory matters. LFIRE 12025 ANNUAL REPORT 184 Training Division The Fire Training Division supports the Chief of Training, three Training Captains, and an administrative assistant. Maintaining highly trained personnel is essential to the department's effectiveness. The training program covers firefighting, medical response, rescue operations, hazardous materials, personnel safety, terrorism response, and related emergency services. Emergency Management Division The Emergency Management Division funds a Division Chief, Emergency Management Captain, Community Hazard Mitigation Specialist, and two Regional Planners. This division coordinates the City's emergency planning efforts and assists all City departments with Continuity of Operations Planning and public event management. Approximately 20% of the division's budget is supported through grants. Logistics Division The Logistics Division, which includes maintenance and alarm operations, ensures the department's logistical needs are met. The Logistics Chief oversees two Logistics Captains, a contract employee, and an administrative assistant to manage the department's supply chain, equipment and facility maintenance, and equipment testing services. City Garage and IT Support The Fire Department allocates funds to support the City Garage and IT Department, which provides fleet management, vehicle maintenance, and IT services in accordance with City policy. ADMINISTRATIVE DIVISION The department's administration is responsible for managing and directing the operations of the Lansing Fire Department. Fire Chief Brian Sturdivant, Assistant Chief Carrie Edwards- Clemons, Administrative Division Chief David Odom, Department Financial Officer Eric Rasool, Community Resource Officer Jordan Spitzley and the Administrative Specialist work collaboratively to ensure the department operates at peak performance. Together, they support a rapidly growing city by providing the high-quality emergency response services needed to keep residents and visitors safe. LFIRE 12025 ANNUAL REPORT 185 Department Administration Activity • NFIRS to NIRIS Integration • ER to ESO • Safety Complex • PSTRX fully integrated PSTRAX • ESO Integration • Lexipol policy platform change • Station 42 Opening • Station 48 overhaul • Execution of SAFER Funding • Secured Battery Operated Extrication Equipment • New Gear extractors secured • Transitioning to PFAS Free Fire Gear • BS&A Transition • LFD Dash Board - Realtime data analysis Budget The Fire Department's FY 2024/2025 annual budget is organized into five major programs, each designed to protect citizens and visitors by enabling effective response to all types of emergencies. Below are the individual programs and their respective funding levels for FY 2024/2025, along with additional supporting divisions. While IT and Fleet Services are typically considered part of Fire Administration, they are listed separately here to highlight cross departmental allocations. FY22tFY23 Adopted FY22123 Spent F rr c Ad n i i mstra Gan S 1.966.829 $1.611.068 Suppross+on S27,971.525 $27.199.296 Prevention Division S1,035.517 $1.124.134 Ambulanco+CMS Ser eiws $541,418 $497.309 TiairAN Division $820.145 $748.744 Emergency Man ag emenl S648.83 1 S615.914 Divrsron Mai nlonance and Alarm Oivision $1.156,230 S1.000.956 Misc. Hazardous Malenals S25.000 S12.989 Technical Rescue 825.CCO $24.984 1T $1,175.504 51.175.504 F1001 Sanxes SI 950.000 S1.950.000 Total Expenditures S34.190.495 S32.835.394 LFIRE 12025 ANNUAL REPORT 186 a• 0 Operating Expenses � Salaryr8er�efits External Cosls (EleeVIT} N 001 , Operations Division The Operations Division serves as the core emergency response arm of the department. It is supported organizationally to ensure effective, timely, and professional response to the community's daily emergencies. Three Battalion Chiefs oversee each of the department's three operational shifts. Company Captains manage day-to-day incidents and supervise assigned crews, enabling Battalion Chiefs to focus on high risk or complex events that require strategic oversight. The City operates five fire stations, supported by training grounds and a logistics facility. Current funding provides staffing for: • 112 Firefighters • 24 Engineers • 24 Captains • Minimum daily staffing level: 41 personnel LFIRE 12025 ANNUAL REPORT 187 All stations operate on a three-platoon, 24-hour shift schedule. Staffing levels support a daily response force consisting of: • Six engine companies • Two truck companies • One command officer • Five ambulances (each staffed with two medically certified personnel, including a minimum of one licensed paramedic) Hazardous materials, technical rescue, and water rescue capabilities are provided through strategic reassignment of on-shift engines and truck company personnel as needed. Each engine and truck company is staffed with a Captain, an Engineer, and one or two Firefighters. Statistical Data Run Volume Distribution 2025 Total Number of Calls EMS: 22735 EMS FIRE: 4464 Total:27199 FIRE Incidents per Station for Date Time Range for Station Incident Type(s): All Incident Types I Station:All Stations 1 2024-2025 6000 6000 4000 2000 0 41_Station 1 44-Station 4 48-Stalian 8 MAD-Logislics Facility 42-Stalian 2 46-Station 6 49-Station 9 TRA-Training Faulty LFIRE 12025 ANNUAL REPORT 188 STATION COUNT 41 - Station 1 7557 42 - Station 2 2224 44 - Station 4 3528 46 - Station 6 5921 48 - Station 8 2629 49 - Station 9 5216 MAD - Logistics Facility 1 TRA - Training Facility 4 TOTAL: 27080 Statistical Data 5000 rw 4000 3000 L a c 2 1000 a r CV py r C4 � Sd OD �5 r r N t� ¢1 r Q¢ V n vT %T n 4 Q � n � Q 417 LD 4i J u-} LL} 4 � T 4 Tr Ql w 4 4 4 ED (D LL LL LL LL LL LL 0� Apparatus LFIRE 12025 ANNUAL REPORT 189 Incident Statistics 2024-2025 APPARATUS #of INCIDENTS BC 41 92 BC 42 124 BC 43 131 BC 44 20 BRU41 3 BRU49 11 E41 2266 E42 1373 E44 1892 E46 2183 E48 1438 E49 2145 FM451 34 FM453 66 FM454 47 FM456 97 FM457 47 FM458 21 HAZ44 11 M41 4579 LFIRE 12025 ANNUAL REPORT 190 Incident Statistics 2024-2025 Continued APPARATUS #of INCIDENTS M411 4610 M412 2 M46 3876 M49 4082 M491 4001 RES48 3 SAF46 4 T41 1023 T46 1028 Aid Given 352Aid Received 224 Mutual Aid 2024-2025 Mutual aid received Mutual aid given J _ 0 50 100 150 200 250 300 350 400 LFIRE 2025 ANNUAL REPORT 191 Lights and Siren - Average Response Time (Dispatch to Arrival) Station EMS Fire Average Response Time 2024-2025 0:08:38 0:07:12 0:05:46 0:04:19 0:02:53 0:01:26 0:00:00 Station 41 Station 42 Station 44 Station 46 Station 48 Station 49 ■Start ■ End FIRE MARSHALS DIVISION Fire Marshal Jared Nisch leads the division's inspection and prevention efforts, working closely with fire inspectors to ensure properties throughout the City remain in compliance with all adopted fire codes. In addition to code enforcement, the division places strong emphasis on fire prevention and public education, recognizing these activities as essential components of community risk reduction. Activities • Launched the department-wide Pre-Incident Planning (PIP) program, now active and operational. • Conducted a year-long apartment and multi-family dwelling inspection campaign with Code Enforcement. • Transitioned fully to the 2021 International Fire Code (IFC), including updated procedures and documentation LFIRE 12025 ANNUAL REPORT 192 Activities Continued • Implemented ESO management and inspection software to streamline operations and reporting. • Supported Lansing's building growth through major plan reviews (Neogen, Niowave, Tower on Grand). • Advanced the Juvenile Fire Setter Program and launched new youth initiatives with Lansing schools. • Developed and deployed a Residential Safety Program with door-to-door smoke alarm installations. • Enhanced public education outreach with the Life Safety Inflatable House and Fire Prevention Month events. • Continued collaboration with the Capital Region Airport Authority on inspections and pre- incident planning. • Set 2025-2026 priorities to achieve ISO Class 1 rating through data analysis and performance tracking. • Committed to staff development and leadership succession to ensure continuity of FMO operations. Community Contacts • Community Safety Presentations: 62 presentations reaching 2,854 participants • School Fire Safety Presentations: 12 school visits with the deployment of Lansing Fire Department's (LFD) fire safety inflatable house in 9 of the visits. Goals • Increase attendance at the annual Fire Prevention Week Open House and strengthen partnerships with Lansing Schools to expand fire prevention messaging. • Enhance Community Risk Reduction efforts through expanded outreach, education, and targeted prevention initiatives LFIRE 12025 ANNUAL REPORT 193 TRAINING DIVISION Personnel Training Division Chief Dave Rivet and three Captains serve as multi-faceted trainers and educators for the department. They are supported by Fire Department administrative staff, as well as a cadre of specialty adjunct instructors who provide expertise in key technical disciplines. These men and women are highly trained professionals who hold specialized instructor credentials and represent a wide range of divisions and ranks within the Fire Department. Recorded Training Category Training /Activities • EMS Continuing Education classes • Annual AHA Renewal Courses (BLS, ACLS, PALS) EMS & Medical Training • Tri-County Renewals • LPD CPR/First Aid Renewal Courses • Exposure Control/ Bloodborne Pathogen Annual Training Safety & Compliance • Annual High Voltage Training • Haz-Mat Refresher Courses • Driver Operator Continuing Training Driver & Equipment • New Ladder Truck Training • Confined Space Rescue Training & Multiple Metro CSR Training Rapid Intervention / Rapid Intervention Crew Training LFIRE 12025 ANNUAL REPORT 194 Rescue & Intervention • Fire Ground Survival Training (Firefighter Self Rescue Skills) • Water Rescue & Ice Water Rescue Training • Swift Water Rescue Technician Training (3 members, South Bend, IN) Technical Skills • Annual Extrication Training • Annual Forcible Entry Training • Annual AVI Training • Officer Development Classes • Field Training Preceptor Classes for Officers & EMS Staff Leadership & Professional Development • State Fire Instructor I courses Fire • Officer I & II courses Recruitment/ Graduation • Graduated 40 Recruits in conjunction with all above training LFIRE 12025 ANNUAL REPORT 195 EMERGENCY MEDICAL SERVICES DIVISION Category Metrics/ Details EMS Run Volume (7/1/24 - 6/30/25) • 22,078 total runs (79% of all calls) • 30% Refusals / No Patient Contact Patient Contact/ Refusals • 70% Emergency Transports • MedicaL 67.8% Emergency Transport Breakdown • Trauma: 27% • No Complaint: 5.2% Car Seat Inspection Program Started June 2025; 10 certified technicians; served 15-20 citizens; 12 car seats given away; citizens can schedule via LFD or 311 Community Risk Reduction Programs Safe Sleep Program AED Training & Deployment Field Training Suppression employees enter Field Training upon station assignment, trained and evaluated against LFD minimum standards for patient care, once standards are met, employees are released for full ambulance rotational status. LFIRE 12025 ANNUAL REPORT 196 EMERGENCY MANAGEMENT DIVISION William Engelter serves as the division's Emergency Management Chief, providing leadership and oversight for emergency preparedness and disaster coordination efforts. Captain Jason Stevens also serves within the division, supporting planning, response coordination, and community readiness initiatives. Disaster Response Activity • Emergency management coordinated event action plans for multiple large scale events such as Silver Bells, July 4" fireworks, Lansing Fiesta, Eucharist Procession and Rock Lansing. • Completed the removal of the old outdoor warning siren system and commissioned a study to test the new system. • Ran a public awareness campaign for severe weather awareness. • Participated in an online and in person two-part training on Aircraft Crash response planning. • Attended FEMA training on EOC operations and Disaster Debris Management. • Participated in training for Electric Vehicle response planning. • Two staff members became licensed Part 107 drone pilots to expand capabilities. • Participated in the tri-annual airport full scale exercise. • Assisted several businesses with emergency response plans. • Goals for 2025-2026 • Start building out of emergency plans for new City Hall and Public Safety Complex • Finish new outdoor warning siren system by installing final units making the system more robust • Develop plans for the buildout of a new Emergency Operations Center • Develop a new debris management plan involving all stakeholders in debris removal LFIRE 12025 ANNUAL REPORT 197 Exercises and Training • Ongoing ICS/NIMS training for City Cabinet • Coordinate the DolThing Program The DolThing program, developed by Lansing's Emergency Management Division, helps individuals improve their disaster preparedness by encouraging them to complete one simple activity each month. The program has received widespread recognition and has been adopted by communities nationwide and internationally as an effective tool for building personal and household resilience. Do 1 Thing spreads its message to a large range of audiences. 2019 outreach events included: • 20 outreach presentations • 24 outreach tabling events • Monthly radio broadcast on preparedness at Lansing Community College • 361 new subscriptions to our preparedness newsletter • 3,405 emergency preparedness calendars 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 do0thing SMALL STEPS TOWARD BEING PREPARED FOR AN EMERGENCY Individuals Business @008 9000 G) 0 0 0 co 0 0 0 6000 00@0 LFIRE 12025 ANNUAL REPORT 198 LOGISTICS DIVISION Personnel Logistics Chief Jwan Randle leads a team of two Maintenance Captains. Fire Administration clerical staff assist with office responsibilities for the division. Beyond facility and equipment maintenance, the division provides essential logistical support at major incidents, including delivery of breathing air, food, and water to response crews. Division Responsibilities The Logistics Division works closely with City of Lansing Property Management and IT to efficiently address submitted work orders. Key responsibilities include: • Issuing EMS supplies, linens, and equipment • Maintaining and repairing suppression equipment • Providing general office and cleaning supplies across all divisions • Performing seasonal property upkeep (snow plowing, lawn care, pest control) • Regular testing of equipment, including SCBA units, hoses, ladders, and more • Providing on-call logistical support during structure fires, including oxygen, water, and food for response crews. Division Highlights Details Equipment for New Supplies and equipment prepared for 2 new ambulances Ambulances Firefighting Gloves Ensured 2nd pair for all operations personnel Gear Inspection & Cleaning Annual program implemented for all personnel gear Extrication Equipment Battery-powered extrication equipment ordered for Engine 49 EMS Standardized Supply Standardization of EMS supplies for efficiency and List consistency Helmets & Identification Black helmets with Bourke's eye protection; new helmet name identifiers Gear Drying Cabinets Installed at Stations 41, 44, 46, 48 LFIRE 12025 ANNUAL REPORT 199 Division Highlights Details Bottle Filling Station New bottle filling stations for station's 48, 49 & Training Flow Testing Equipment Kit added for training purposes Transition to PFAS Free Gear 130 sets secured New Glucometers Replacement of current model and manufacturer Flow Testing Equipment Kit added for training purposes Fire Station Maintenance Update • Fire Station 411 Floor drains repaired/replaced in basement • Station 42 New construction - Move in date November 3rd • Station 44 Grates outside building repaired/ replaced • Station 48 Renovation • Station 49 New construction Current Projects • Annual ground and aerial ladder testing • Annual fire hose testing • Annual fire engine pump testing LFIRE 12025 ANNUAL REPORT 1 100 HUMAN RELATIONS & COMMUNITY SERVICES (HRCS) KIMBERLY A. COLEMAN, DIRECTOR The City of Lansing Human Relations and Community Services (HRCS) Department is dedicated to building a vibrant, connected community. Our mission involves coordinating local human services, providing mediation and reconciliation, investigating complaints, conducting community needs assessments, and securing funding to support city initiatives. Our staff excels in grants management, contract development, comprehensive community service planning, and managing federal, state, and local homeless grants while ensuring effective monitoring and oversight. We deliver essential resources directly to underserved Lansing residents through targeted outreach initiatives, promoting greater family stability. As community needs evolve, HRCS is committed to assisting the human services sector develop innovative solutions. We strive to enhance the quality of life for all Lansing citizens by serving as a catalyst for positive change. We address social, economic, and cultural challenges while fostering a sense of belonging and well-being among community members and employees. For 2026, our goals include promoting social equity, supporting social services, enhancing community engagement, and fostering cultural diversity and inclusion through collaboration and partnerships. Compassion, Culture, Care, & Commitment to our Community. L KEY ACCOMPLISHMENTS OF THE HRCS DEPARTMENT Over the past year, the Human Relations and Community Services (HRCS) Department has made significant strides in promoting social equity, supporting social services, and enhancing community engagement. Here are some of our key accomplishments: Promoting Social Equity and Fostering Cultural Diversity and Inclusion HRCS has actively worked to reduce disparities and ensure equal access to resources, services, and opportunities for all community members, regardless of their background, race, ethnicity, gender, age, socioeconomic status, or abilities. We strengthened our citizens' complaint processes and expanded training opportunities, including the continued implementation of the MRJEA Plan. Additionally, we filled critical vacant positions—such as Critical Services Coordinator, DEI Officer, Commission Investigator, and Contract Managers— all essential to promoting community services and social equity. Supporting Social Services HRCS has provided and supported various social services to meet the needs of vulnerable populations. Our initiatives include programs focused on housing, mental health, substance abuse prevention and treatment, gun violence prevention, healthcare, and emergency assistance. We have identified options to supplement emergency shelter services in response to capacity challenges, and our current plan is actively in effect. We also organized a Health & Wellness Fair that featured an opioid awareness component, offering numerous resources and on-site representatives from substance abuse agencies to assist the community. Furthermore, we have enhanced our human services programs and strengthened our internal infrastructure, including data management, updated policies and procedures, and streamlined processes. LHUMAN RELATIONS & COMMUNITY SERVICES [HRCS] 12025 ANNUAL REPORT 1 102 Enhancing Community Engagement,Collaboration, and Partnerships HRCS is committed to fostering active citizen participation and engagement in decision- making processes. This year, we hosted several Community Input Sessions on Homelessness and a Community Housing Fair in collaboration with Legal Services of South-Central Michigan (LSSCM). We also presented "Lansing's Path Forward: Homelessness Study" to Healthcare and Human services agencies, we have had several meetings and community discussions and created workgroups and discussed outcomes, received community feedback and collaborated with the CoC to act on the recommendations presented in the study. Additionally, we have had numerous (18) community meetings to discuss the Nova Lansing Housing Initiative. In our efforts to promote racial equity, we provided grant funding in partnership with agencies to support BIPOC organizations addressing essential community services. Temporary Safe Outdoor Spaces Initiative In response to the urgent needs of individuals experiencing homelessness, HRCS has developed and proposed a plan for temporary safe outdoor spaces. This initiative aims to provide a secure living environment while connecting residents to sustainable housing resources. By offering a reliable location for service providers to reach those in need, we aim to supplement existing shelter services as they undergo development and expansion. This effort is particularly vital during the winter months, ensuring that our unsheltered neighbors remain safe and protected from inclement weather. As part of this initiative, we partnered with Holy Cross Services to expand their current bed capacity by 70. Additionally, we have launched the Lansing Nova Housing Initiative, a modular, professionally managed transitional housing community designed to provide individuals experiencing homelessness with safety, dignity and a structured path toward long-term housing stability. Long-Term Strategy for Addressing Homelessness In addition to immediate solutions, HRCS is committed to a long-term strategy for addressing homelessness in Lansing. We have commissioned a comprehensive study conducted by Public Policy Associates, which was completed in February 2025. This study will provide critical insights into the current state of homelessness in our city, drawing on direct input from individuals experiencing homelessness, service recipients, providers, and other stakeholders. LHUMAN RELATIONS & COMMUNITY SERVICES [HRCS] 12025 ANNUAL REPORT 1 103 The evaluation will focus on identifying actionable solutions and recommendations to enhance residents' quality of life. By strengthening interventions and policies related to prevention, housing stability, supportive services, and community integration, we aspire to create a more sustainable and effective approach to addressing homelessness in Lansing. Together, these initiatives underscore our commitment to fostering a compassionate and responsive community that prioritizes the well-being of all its residents. Contract Management Team The Contract Management Team with the Human Relations and Community Services Department (HRCS) continues to play a vital role in advancing the City of Lansing's commitment to equity, public health, and housing stability. Through the administration of both General Fund allocations and select federal and federal funding streams, the team has supported a diverse portfolio of community-based programs that address the needs of Lansing residents experiencing economic hardship, housing instability and health disparities. In FY24-25, the Contract Management Team successfully managed contracts for a wide range of nonprofit agencies and service providers. These organizations deliver critical services including food assistance, shelter, youth development, mental health support, and workforce readiness. Our team ensured compliance, fiscal accountability, and performance monitoring to maximize the impact of public dollars. As a part of our commitment to fiscal stewardship, program integrity and continuous improvement, the Contract Management Team conducts annual onsite monitoring visits with all agencies receiving City of Lansing funding. These visits are a critical component of our grant compliance and performance management framework. During each monitoring visit, HRCS staff: meeting with agency leadership and program staff to review progress toward contractual goals and deliverables, discuss programmatic successes, challenges and emerging needs, conduct a financial review to ensure that expenditures align with approved budgets and funding guidelines and address and concerns the agency may have. This strengthens these collaborative relationships by fostering open communication, transparency and mutual accountability. These visits are not only a compliance requirement but also an opportunity to build trust and partnership with funded agencies. LHUMAN RELATIONS & COMMUNITY SERVICES [HRCS] 12025 ANNUAL REPORT 1104 By maintaining regular in-person engagement we ensure that public funds are used effectively and that agencies are supported in delivering high-quality services to Lansing residents. This year, the team served as core partners in the planning and development of the NOVA Lansing Housing Initiative, a transformative project aimed at creating a transitional housing pod community for individuals experiencing homelessness. As a part of the planning team, we: conducted site visits to assess feasibility and infrastructure needs, worked with our department Leadership and other team members to plan and conduct community meetings to introduce the project and gather community feedback, direction and guidance. This inclusive planning process reflects the City's commitment to co-creation and community driven solutions to homelessness. In response to the ongoing opioid crisis, HRCS awarded targeted funding to five agencies to support harm reduction, treatment access and public health education. These programs are designed to reduce overdose death, promote recovery, and connect individuals to long-term care and support. Through strategic funding, collaborative planning and community engagement, the Contract Management Team continues to advance the City of Lansing's mission to support vulnerable populations and build a more inclusive, resilient community. We remain committed to transparency, accountability and innovation in all aspects of our work. HRCS Critical Services Working closely with the City Housing Ombudsman, the CLCSC is dedicated to preventing homelessness and maximizing resources for residents living below the federal poverty level. This role involves administering and distributing funds from the Lansing Board of Water and Light (LBWL) and Eviction Diversion programs. Frequently, families approach HRCS facing extraordinary circumstances that require specialized guidance. The CLCSC addresses these cases, providing crucial support to individuals with severe disabilities or health issues, ensuring they navigate the complex systems necessary to receive assistance. The CLCSC served families needing special advocacy, exemplifying the profound impact this position has on our community. LHUMAN RELATIONS & COMMUNITY SERVICES [HRCS] 12025 ANNUAL REPORT 1 105 In addition, the CLCSC serves as an alternate member of the Capital Area Community Services Board of Directors and the Audit, Budget, and Finance Committee, attending monthly meetings that influence critical programs such as Head Start, Utility Assistance, Housing, Financial Self- Sufficiency, and Food Security. As an Alliance Family Advocate, the CLCSC walks alongside families experiencing crisis, helping them transition toward economic stability and long-term self-sufficiency. Participation includes monthly collaborative meetings with churches, service providers, community leaders, and local organizations working collectively to strengthen family support systems. The CLCSC also actively participates in the Immigrant and Refugee Resource Collaborative (IRRC), which unites over 50 partners from various sectors to address the needs of newcomers in our community. Program Administration and Direct Support A key responsibility of the CLCSC is the administration and distribution of funds through the Lansing Board of Water and Light (LBWL) Utility Assistance Program and the Eviction Prevention Program. The CLCSC conducted 265 utility intakes, in which 156 households were assisted. $57,457.42 was distributed in direct funds and $25,355.07 leveraged from external agencies. The CLCSC conducted 83 Eviction Prevention intakes, in which 38 families were assisted. $30,997.15 was distributed in direct funds and $10,504.16 secured from other agencies. Of these utility and eviction cases, 30 were identified as critical, requiring immediate intervention. Eighteen families received assistance, $6,923,38 was provided in direct support and $3,471.16 was secured from partnering agencies. These outcomes demonstrate the program's ability not only to provide direct financial relief but also to maximize community resources for families in crisis. Homeless Prevention and Advocacy Working closely with the City Housing Ombudsman, the CLCSC has been instrumental in preventing homelessness, particularly among residents living below the federal poverty level. Many individuals and families seeking assistance face complex and often overwhelming circumstances, including severe disabilities, chronic health issues, or barriers related to navigating social service systems. The CLCSC supported the Housing Ombudsman in providing specialized advocacy for 5 families requiring intensive case management, highlighting the depth of need and the impact of coordinated intervention. LHUMAN RELATIONS & COMMUNITY SERVICES [HRCS] 12025 ANNUAL REPORT 1 106 Culture and Accountability In 2020, Mayor Andy Schor established the Mayor's Racial Justice & Equity Alliance (MRJEA) to assess and address systemic racism and violence in Lansing. To date, of the nine recommendations made by the MRJEA, six have been successfully implemented, two are currently in progress, and the final recommendation is scheduled to commence in Spring 2025. The DEI Advisory Board, created following the City Council's approval of the DEI ordinance in April 2022, has been instrumental in promoting a community that values diversity and strengthens relationships among Lansing's residents and leaders. In 2024, the City appointed a new DEI Officer with extensive experience in DEI leadership, bringing renewed focus to fostering inclusivity within City departments and across the community. In February, the DEI Advisory Board held a retreat to establish priorities and form subcommittees—Justice & Safety, Economic Empowerment, and Community Sustainability— tasked with developing strategies and timelines to advance the MRJEA Plan. In 2025, the Diversity, Equity, and Inclusion Officer's position was restructured and renamed to the Culture and Accountability Officer, reinforcing the City's commitment to fostering an inclusive environment while ensuring equitable policies and practices are continued to be upheld. The board continues to meet monthly to fulfill its core functions, which include collaborating with DEI staff and external partners to advance citywide goals. In 2025, the Board completed its first ordinance review of Ordinance 297 (Human Rights Ordinance) that was forward to the Human Relations and Community Services Department for recommendations to the mayor's office for OCA review. Additionally, 2 new members were welcomed to fill vacancies on board. Equity Core Team (ECT) Established in 2023, the Equity Core Team (ECT) is dedicated to advancing DEI initiatives within City departments based on the MRJEA Report. Comprising 24 staff members from various departments, the ECT coordinates and implements racial equity plans and activities. Members have participated in comprehensive training sessions designed by the DEI Officer and The Advocacy Group to facilitate a cultural shift within city operations. LHUMAN RELATIONS & COMMUNITY SERVICES [HRCS] 12025 ANNUAL REPORT 1 107 In 2025, the ECT has made tangible progress in strengthening both community and internal relationships, supporting internal department alignment with equity goals, and serving as a cross-departmental accountability structure. In 2025, the City launched the third cycle of the Community Empowerment Grants Program (formerly the Racial Equity Grant) providing resources for initiatives, policies, and programs that promote equity and empower marginalized communities, with a focus on BIPOC-led organizations. This builds on the 2024-2025 Racial Equity Grants, which funded 11 organizations. The next Community Empowerment Grant cycle begins in June 2025, with applications due in January 2026. HRCS secured interpretation and language translation services through Language Line, expanding access for residents with limited English proficiency and strengthening the City's commitment to equitable communication. HRCS produced diversity, equity, and inclusion training videos, designed to build shared understanding, reinforce expectations, and support a culture of accountability across all departments. These videos are scheduled to be incorporated into the new hire onboarding process and rolled out to all current employees in 2026. HRCS created a new ADA-compliant accommodations request form approved by the City Attorney's Office, which strengthens the City's ability to support residents and employees with disabilities and ensure alignment with federal accessibility standards. HRCS handles Human Rights complaints on behalf of the City of Lansing and remains committed to protecting the rights of all residents and addressing concerns about discrimination or unfair treatment. Community members who believe their rights have been violated can file a complaint through the Human Rights Ordinance process, which is overseen by the Culture and Accountability Officer. These complaints help ensure accountability and reinforce Lansing's ongoing commitment to fairness, equity, and inclusion for every resident. LHUMAN RELATIONS & COMMUNITY SERVICES [HRCS] 12025 ANNUAL REPORT 1 108 Commission Investigator The Commission Investigator (CI) independently reviews and investigates citizen complaints regarding police misconduct, serving as an impartial resource for addressing concerns involving both sworn officers and civilian staff of the Lansing Police Department (LPD). This role is critical for enhancing police oversight, providing a fair, efficient, and timely process for addressing misconduct allegations. The CI is dedicated to building public trust in law enforcement and ensuring all complaints are thoroughly managed. The office has continued to build on foundational work established in 2023, particularly through the MRJEA initiatives and Executive Directive 2023-02. These frameworks have provided a strong foundation for advancing police oversight, enhancing community trust, and ensuring greater accountability within the LPD. The CI has leveraged findings from the MRJEA report to further support Executive Directive 2023-02, leading to the establishment of the Citizen Complaint Oversight Committee (CCOC) and expanding the CI's authority to manage all citizen complaints from inception to resolution. After a vacancy lasting several months, the CI position has been filled, and the new commission investigator will start on January 5, 2026. The CI has collaborated closely with the Board of Police Commissioners (BOPC) to implement the articles of Executive Directive 2023-02. Additionally, the CI facilitated CCOC meetings and reviewed completed investigations to ensure thorough and fair handling of all cases. The CI actively investigates police misconduct complaints. The process has been updated and modernized to align with best practices. In addition to managing general cases, the CI handles numerous inquiries from citizens seeking assistance. The CI participates in the LPD hiring processes as an interview panelist. Attends monthly BOPC meetings and provides a report and collaborates with Internal Affairs and fosters a respectful working relationship. To build credibility and rapport with the community, the CI has participated in National Night Out and attended several neighborhood watch events. By engaging with community members and participating in monthly Advocates and Leaders for Police and Community Trust (ALPACT) meetings, the CI is committed to strengthening ties and enhancing trust between law enforcement and the communities they serve. LHUMAN RELATIONS & COMMUNITY SERVICES [HRCS] 12025 ANNUAL REPORT 1 109 COMMUNITY ENGAGEMENT Mobile Food Pantry (MFP) The MFP addresses food insecurity through a partnership with the Greater Lansing Food Bank, collaborating with area churches and dedicated volunteers. Operating on the third Saturday of each month, the MFP delivers food directly to seniors and subsidized housing sites. During an eleven-month period from January to November, we served 3,336 households, impacting 10,927 individuals with over 90 tons of food at a cost of $23,523.88. Utility Assistance HRCS maintains an ongoing partnership with the Lansing Board of Water and Light (LBWL) to provide funding for residential customers to maintain or restore utility services, reducing the risk of evictions and homelessness. In 2025 a total of 152 utility cases were closed over an eleven-month period. Direct benefit to households amounted to $70,165 with additional funds of which was secured via collaboration from other agencies $31.273. HRCS Birth Certificate Program The HRCS Birth Certificate Program supports underserved community members in obtaining vital birth records required for housing applications, employment, public benefits, and educational opportunities. Individuals are referred through a network of trusted local agencies, including Advent House, City Rescue Mission, Community Mental Health, the Ingham County Health Department, Homeless Angels, Disability Network, Holy Cross, and others. From January through November 2025, the program processed 70 birth certificates, representing a total investment of $3,278.78 to help residents overcome documentation barriers and move toward stability and self-sufficiency. Let's Share the Warmth Coat Drive and Community Connect HRCS once again spearheaded the 7th Annual "Let's Share the Warmth" Coat Drive from August 25th to November 7th. The 2025 inventory distribution yielded more than 900 coats, along with an overwhelming supply of gloves, earmuffs, and scarves for individuals and families in need. During Community Connect, over 350 individuals were provided with a boxed lunch. Generous donations of personal care products were supplied by CATA and the Delta Dental Foundation, while Maurer's Sanitary Cleaners contributed by cleaning more than 500 coats. LHUMAN RELATIONS & COMMUNITY SERVICES [HRCS] 12025 ANNUAL REPORT 1 110 More than 15 community agencies participated in the event, offering resources and distributing essential winter items. The Ingham County Health Department provided vaccines, basic medical supplies, blood pressure checks, wound care, harm reduction kits, and Narcan training, helping ensure community members had access to critical health services as winter approaches. Opioid Awareness & Wellness Communications Campaign Overall health and wellness is important for the community and the opioid crisis remains a critical public health challenge impacting communities nationwide. To address this ongoing issue, in 2025 HRCS launched a comprehensive Communications Campaign designed to raise awareness about overall health & wellness, opioid awareness, prevention strategies, highlight harm reduction approaches, and connect individuals to treatment and recovery resources. The campaign included clear, compassionate and factual messages about opioid risks, prevention, treatment and recovery, mental health & self-care. These messages were shared via media outlets, digital media outlets, outdoor advertising, print materials and PSAs. HOUSING OMBUDSMAN ENGAGEMENT 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 493 inquiries for assistance including tenant-landlord questions or disputes, homeless resolution and any housing related issues. 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 Provides funds to persons who have housing vouchers or who live in subsidized housing. In 2025, HRCS disbursed $70,599.86 for rental assistance to eighty-four households facing eviction. One hundred fifty-one inquiries for assistance were received resulting in 84 households avoiding eviction. HRCS funds were leveraged with $31,836.83 in other funds including from DHHS, St. Vincent DePaul and other agencies. HRCS takes great care to coordinate with other agencies to assist the maximum number of residents to keep them housed. With a shortage of affordable housing units and the rising cost of rent, the demand for utility and rental assistance has and will be expected to increase. LHUMAN RELATIONS & COMMUNITY SERVICES [HRCS] 12025 ANNUAL REPORT 1 111 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 continue to work with stakeholders to help promote policies to increase housing affordability and access for Lansing residents. The Housing Ombudsman continues to participate as a member in the Regional Housing Partnership Work Group organized by the Tri-County Regional Planning Commission for the establishment of goals and objectives for our community and be eligible to receive MSHDA funding. The Housing Ombudsman is also a member of the Ingham County Housing Trust Fund Committee that approved almost $11 million in funds to increase affordable housing options for residents of Lansing and Ingham County and will be responsible for proposing spending of about $5 million annually from the newly established Ingham County Housing Millage. Housing Rights & Resource Fair The Housing Ombudsman organizes this housing rights community event in partnership with MSU Housing Justice Clinic and Legal Services of South-Central Michigan. Over 40 agencies and City departments participate and provide valuable information to Lansing residents including fair housing and other resources at this important event. The Ombudsman continues to participate in community discussions regarding housing. Housing Emergencies When emergencies happen including for fire displacement, landlord negligence or other crises, residents need assurance and assistance. HRCS continues to coordinate with LPD, LFD and EDP and work with agencies such as Holy Cross Community Services and American Red Cross to help when tragedies strike. HRCS has established a hotel program to help with overnight shelter for families or senior citizens who have physical disability and need to vacate their homes when LPD or LFD respond to emergencies. In addition, HRCS and the Housing Ombudsman assisted residents from two separate dangerous incidents involving high-rise apartment buildings when they were struck with fire suppression emergencies. The Housing Ombudsman worked with agencies and both public and private landlords to find alternate housing for 41 households after they were displaced from the court ordered closure and red tagging of 339 units at Sycamore Townhomes. LHUMAN RELATIONS & COMMUNITY SERVICES [HRCS] 12025 ANNUAL REPORT 1 112 Homeless Resolution HRCS continues to identify solutions for our unhoused neighbors including working with the Ingham County Continuum of Care to implement the City of Lansing/HRCS Homeless Study recommendations. Among other research and development of potential solutions, the Housing Ombudsman has participated in public informational meetings involving the NOVA Pod Housing Community. In addition to other direct homeless support, the Housing Ombudsman has provided on-going assistance to 51 residents of the N. Grand River homeless encampment (also known as Dietrich Park) to identify needs and barriers to finding housing or shelter. 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, in 2025, The Housing Ombudsman held a Rent Smart workshop from July 10th through July 31st. HRCS plans to continue to offer workshops and expand in-person classes in 2026. 2025 CELEBRATIONS & CULTURAL ACTIVITIES In collaboration with the Mayor's Office and other City departments, HRCS hosted the 4th Annual Celebration of Diversity. The event welcomed approximately 120 attendees. Additional Cultural Expressions and Events in 2025 • 45th Annual Memorial Observance of Reverend Dr. Martin Luther King Jr. - January 16, 2025, in partnership with the Ingham County Bar Association and Alpha Phi Alpha Fraternity, Inc. • Native American Heritage Month Proclamation - Presented November 3, 2025, at City Council. • Pride Flag Raising - June 3, 2025, with City leaders and LGBTO+ groups. • Juneteenth Flag Raising - June 19, 2025, honoring emancipation and African American contributions. LHUMAN RELATIONS & COMMUNITY SERVICES [HRCS] 12025 ANNUAL REPORT 1 113 HUMAN RESOURCES ELIZABETH O'LEARY, DIRECTOR The Department of Human Resources continues to be the central unit for all things "employee/employment" related for the City of Lansing. The Department consists of five (5) distinctly different divisions that work together to support our internal and external customers. This year has provided opportunities for change and sharpening skill sets and it's notable that the team has handled these significant changes with professionalism and commitment. We continue to foster relationships throughout the organization and the community through our outreach. This is the department that employees often come to for assistance, from the initial job application to filing retirement paperwork and all of life's joys and challenges in between. We are the heart of the organization, and it is our 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 our accomplishments throughout this year. i I Ll LANSING HUMAN RESOURCES Competitive Pay. Great Benefits. Join Our Team. ApptyToday! L HEALTH AND WELLNESSISAFETY The Health and Wellness/Safety Division 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. The division welcomed a new member, our Health and Wellness Technician who is strengthening our capacity to expand efforts in this area. The division managed a significant volume of workers' compensation claims this year, demonstrating effective case management and resolution capabilities. • New Claims Processed: 242 new workers' compensation claims were processed. • Total Caseload: The division managed a total of 252 claims, including the 10 claims carried over from the previous year. • Claim Resolution Success: We successfully resolved and closed 1 claim through formal agreement and 5 claims are in active litigation to resolve the claims. • The Safety subsection dedicated substantial resources to training, auditing, and issue resolution, with the goal of enhancing the organization's safety culture and compliance. • Training Investment: An estimated 1,670 hours were dedicated to training across 22 different subject areas. • Training Content Development: 22 new "tailgate talks" were created to facilitate efficient, on-site training. • Comprehensive Audits: 2 comprehensive safety audits were conducted for key departments. • Safety Collaboration: 23 safety committee meetings were held to foster collaboration and continuous improvement across the organization. • Safety Issue Resolution: The division identified 167 safety issues. All identified issues have either been fully resolved or are actively being worked on. • Family Medical Leave Act (FMLA) Administration • FMLA Cases Processed: This division processed 126 Family Medical Leave cases, ensuring compliance and employee support. LHUMAN RESOURCES 12025 ANNUAL REPORT 1 115 HIRING The Hiring Division achieved significant milestones this, supporting recruitment efforts for the various departments and divisions within the City of Lansing. The division continued to streamline selection processes, was intentional about candidate outreach, and strengthened cross-department collaboration. These efforts ensured that each partner department received timely, high-quality hiring support aligned with workforce planning needs. A continued focus of the year included reducing time-to-fill for critical and hard-to-fill vacancies. By monitoring workflows, adopting more efficient screening practices, and improving communication touchpoints with applicants, the division accelerated hiring timelines without compromising candidate quality. Strategies, such as specialized recruitment campaigns, consistent data tracking, and staying connected with applicants has enabled the division to continually address the ongoing vacancy factor and support operational needs across departments. The hiring division also advanced community-based recruitment initiatives to expand and diversify applicant pipelines. Staff participated in job fairs, career readiness events, and partnership programs with local neighborhoods, community organizations, and correctional facilities, strengthening pathways to public service careers. Collaborative efforts with the departments has expanded the outreach impact and broadened awareness of City-wide opportunities. These initiatives reflect the hiring division's ongoing commitment to filling vacancies, community engagement, and workforce excellence in the upcoming year. 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 proceedings. This division also investigates and provides recommendations on how to resolve internal complaints. LHUMAN RESOURCES 12025 ANNUAL REPORT 1 116 This year, employee and labor relations efforts have resulted in significant improvements in workplace communication, accountability, and organizational compliance. Key accomplishments include the effective management of disciplinary matters, ensuring that actions were handled consistently, fairly, and in accordance with established policies and collective bargaining agreements. Multiple employee complaints were thoroughly reviewed and resolved through timely investigation, clear documentation, and proactive engagement with both employees and management. These resolutions helped strengthen trust in the complaint process and contributed to a more positive work environment. Additionally, extensive background reviews were completed to support hiring decisions, risk mitigation, and workforce planning. The division, along with the Chief Labor Negotiator, ratified the Teamsters Local 214 agreement, Teamsters Local 243 Wage Reopener, and the UAW Local 2256 agreement. Collective bargaining for other groups is currently ongoing. This division welcomed a new addition this year, the Training and Dispute Resolution Administrator. This individual is charged with bolstering the City's training programs and providing an extra layer of review and follow up in relation to complaints and disputes. The ongoing efforts include increasing usage of the City's learning management system (Lansing Learning Stacks), development of both an annual training program and an evaluations program, and realigning discipline efforts with identifying root causes to address systematic issues. PAYROLL AND BENEFITS 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. LHUMAN RESOURCES 12025 ANNUAL REPORT 1 117 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 our 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: • 83 Enrolling and Transferring of Retirees to Humana • 131Orientations • 147 Employment Verifications • 126+ Payrolls Processed • Completed Open Enrollment for all Actives and Retirees with the addition of a new insurance carrier • 620 Medicare Part B Changes in the System • 421 Address Changes • 130 Qualifying Event Letters • 150+ Tax Changes • New Payroll System Implementation RETIREMENT The Retirement Office oversees the retirement process inclusive of the applications, calculations of benefits, and education regarding the process. This division staffs the Police and Fire Pension Board, Employee Retirement System Board, Deferred Compensation Board and Defined Contribution Board. LLI 0 N , ! I ! Competitive Pay. Great Benefits. Join Our Team. Apply Today! LHUMAN RESOURCES 12025 ANNUAL REPORT 1 118 • Successfully calculated and processed 12 monthly retirement payroll files that included: o 42 Regular Age & Service Retirements 0 11 Beneficiary Retirements o 2 Disability Retirements 0 3 Domestic Relations Orders • Conducted 56 retirement education and intake meetings via Teams, phone, and in-person sessions. • Processed 32 member deaths, contribution refunds, and 17 life insurance claims, and Freedom of Information Requests with accuracy and timeliness. • Coordinating with boards, partners, and vendors to re-state the deferred compensation plan and update with Secure 2.0 federal requirements. • Supported the City's actuary by preparing actuarial demographic and investment data, including submissions required for the State of Michigan Pension Grant Program. • Assisted with onboarding and training of new Finance Director and controller regarding retirement related issues and investments. • Assisted with the troubleshooting of the 1099R tax forms for retirees. • Established process for payment of invoices through the custodian bank and transitioned invoice payment from City Finance Department to the custodian bank. • Facilitated the election of a new member to the Employees' Retirement System Board. • Transition and administrative support for new vendors of the Defined Contribution Plan and the VEBA Plan. • Maintained and updated retirement payroll, including adding new retirees and beneficiaries, processing adjustments, and calculating contribution refunds. • Supported ongoing retirement software updates, including data cleanup and system modernization tasks for new platform. • Assisted with drafting and posting of RFP for pension administration software. • Managed benefit adjustments, conversions from disability retirement to age & service, and coordination of medical evaluations. • Assisted labor relations with the collection and submission of OPEB materials to support compliance and reporting. • Cross training of administrative and technician positions. • Assisted with the City's financial audit and provided investment statements LHUMAN RESOURCES 12025 ANNUAL REPORT 1 119 INFORMATION TECHNOLOGY [IT] JASON HOGAN, CHIEF INFORMATION OFFICER The Information Technology Department at the City of Lansing is committed to identifying and implementing advanced technology solutions that strengthen the city's capabilities, enhance operational efficiency, and support data-driven decision-making. Our department provides a comprehensive suite of services designed to meet the full spectrum of IT requirements. These include the delivery and maintenance of enterprise- level hardware and software systems, implementation of innovative telephony solutions, and expert management of IT projects. We place the highest priority on data and information security to ensure the protection and integrity of all information assets. Our infrastructure management, network implementation, and ongoing support services are structured to ensure optimal performance and reliability. Furthermore, we are dedicated to providing exceptional end-user support and training, equipping staff with the tools, knowledge, and resources necessary to perform their duties effectively and efficiently. INFORMATION TECHNOLOGY LL LANSING CLIENT SERVICES MANAGER [CSM] The Client Services Manager leads the day-to-day operations for the Information Technology team, ensuring responsive and efficient IT support across all departments. Partnering closely with the Chief Information Officer (CIO), the CSM also contributes to strategic planning efforts that shape the department's long-term vision and technology goals. The CSM provides consistent oversight and leadership while playing an active role in advancing key departmental initiatives and special projects. • Assisted project and implementation planning efforts for the new Public Safety Building and New City Hall. • Wrote Requests for Proposals, ensuring the technical requirements met the City's goals and objectives. Helping with the RFPs also enables the city to receive comprehensive, competitively bid services and solutions. • Assisted project and implementation planning for SWOC move to REO. • Assisted with budgetary planning and outlooks, vendor management, and purchasing. • PCI and CJIS compliance for certain accounts in the City of Lansing. • Managed and maintained key relationships with the Lansing Police & Fire Department SECURITY ADMINISTRATOR The Security Administrator safeguards the City of Lansing's systems and accounts against cybersecurity threats by monitoring vulnerabilities and addressing potential risks. Working with the Helpdesk and Infrastructure teams, this role ensures systems remain secure through maintenance and updates. Key accomplishments in 2025 include: • Completed Windows upgrades in coordination with helpdesk team • Updated Multi-Factor Authentication requirements for CJIS compliance • Completed migration to new Mobile Device Management system • Continued implementing new MDM capabilities for increased device security • Continued expansion of Single Sign-On solution • Enhanced automation for remediating suspicious and malicious emails • Continued security awareness training assignments and exercises LINFORMATION TECHNOLOGY (IT) 12025 ANNUAL REPORT 1 121 PROJECT MANAGER The IT Project Manager (PM) oversees small and large-scale, enterprise-wide technology initiatives that impact multiple city departments. They are responsible for coordinating with vendors, IT teams, and city departments to ensure successful project planning, execution and implementation. Serving as the central liaison, the IT PM bridges communication between the technical teams, external vendors and city department staff to drive alignment and achieve project objectives. Below are some examples of projects lead by IT • Assisted the applications team and numerous departments in roll-out, planning, and Logistics with new software rollouts. • Routeware (CART) • BS&A (City Wide) • Lansingmi.gov website redesign • ChatBot for city website • Continued digital transformation effort to convert from paper-based to digital records and processes. Worked closely with various city departments, external vendor, and staff to improve operational efficiency and implement a comprehensive electronic document management system. Coordinated logistics and managed document retention policies • Rolled out electronic personnel laserfiche project for City of Lansing Human Resources. Created training and template documentation process for HR department to follow and move forward without creating any new hard copy files. APPLICATIONS TEAM - KEY ACCOMPLISHMENTS The Applications Team is responsible for managing city-operated software systems, ensuring they are monitored, upgraded, and supported. The team collaborates with vendors, project managers, and city departments to enhance business processes, improve service delivery, and meet compliance requirements. GIS Projects • Updated address points and street centerlines for Ingham County and the State NG911 system. • Partnered with Parks & Recreation to design and publish a foldable city parks and trails map (Spring 2025). LINFORMATION TECHNOLOGY (IT) 12025 ANNUAL REPORT 1 122 Business Intelligence (BI) & Data Analytics • Developed a public-facing fire response dashboard integrated with Snowflake (ESO). • Supported the implementation of Fire Tablet Command. • Created a new public crime mapping dashboard for the Lansing Police Department (LPD). • Built an HR dashboard to track job vacancies and personnel data. System Upgrades & Migrations • Upgraded RecTrac software for Parks & Recreation. • Facilitated user experience improvements in BS&A Cloud. • Refreshed the city website to modernize its design and improve usability. • Conducted testing of a new website chatbot. • Assisted LPD with the migration from the State RMS to Axon RMS. • Set up BS&A Cloud access for 745 retiree accounts. CitySourced Cleanup • Collaborated with departments to reduce the backlog of service requests from 6,000 to under 900. Cityworks Enhancements • Continued upgrade and support for Cityworks and initiated planning for migration to Unity Cloud. • Added cost center codes to streamline interdepartmental billing. • Retired the tow files module following LPD's transition to Axon. • Rebuilt custom workflows for cemetery operations. • Conducted a license audit to reclaim unused licenses. • Continued work on the Wastewater asset audit. LINFORMATION TECHNOLOGY (IT) 12025 ANNUAL REPORT 1 123 Laserfiche Enhancements • Created a special retiree open enrollment form for the Fire Department. • Redesigned 19 business license application forms for improved data collection. • Began development of a new Business License Applications portal. • Initiated a rewrite of the Contracts process. • Implemented a new pre-signed contracts workflow. • Built a new process to support department reorganizations. INFRASTRUCTURE TEAM The Infrastructure Team is responsible for maintaining and optimizing the City's data center, network, and core IT services. They ensure secure, reliable, and uninterrupted operations that support all departments citywide. In addition to daily maintenance, the team proactively monitors system performance, implements upgrades, and strengthens the City's technology foundation to meet evolving operational needs. Their achievements in 2025 include: • Continued modernization of City technology, including routine updates to switches, servers, firewalls, storage systems, and wireless access points. • Connected and configured nine Dell servers to enhance the City's Hypervisor setup • Transitioned network services across multiple City locations. • Ongoing maintenance and monitoring of uninterruptible power supplies (UPS) across City facilities. • Deployed Extreme edge switches as part of the Edge Refresh project for multiple City locations. • Relocated Clerk's infrastructure from SWOC to REO to the new Jolly Road location. • Provided technological support for DLI, including new switches, wiring, and access point installations. • Supported planning efforts for the new Public Safety Building and New City Hall. • Assisted the City Attorney's Office with monthly FOIA and litigation hold requests. • Supported the migration to Axon from SRMS, including new integrations. • Collaborated with vendors to roll out Entra ID authentication across City systems. • Led the Active Directory Cleanup Project, updating roles, groups, and departmental access. • Enhanced network security by migrating the Edge Switch Default Gateway to the internal f i rewa ll. LINFORMATION TECHNOLOGY (IT) 12025 ANNUAL REPORT 1 124 • Supported the Lansing Police Department's proof of concept for a new Video Management System (VMS) using Fusus and Milestone technologies. • Continue to support Indigovision for Lansing Police, Parks & Recreation, Clerk and Parking Department for the City of Lansing through design, vendor coordination, and installation for the constant expansion of cameras across the city. • Continue to support AMAG Card Reader installation, network, and operation to enhance access control. HELPDESK The Help Desk was tasked with and successfully completed several major projects during 2025. One of the key accomplishments was the migration of all computers from Windows 10 to Windows 11, in preparation for Microsoft's end of support for Windows 10. As part of this effort, the team deployed and configured over 100 new computers, replacing systems that were five years old or older. Additionally, the Help Desk deployed and set up new Microsoft Teams conference rooms to enhance communication and collaboration across the organization. Another major milestone was the migration of all mobile devices from AirWatch to Microsoft Intune, improving device management, security, and integration with Microsoft 365 services. Over the course of the year, they successfully completed several major projects. Windows 11 Migration • Migrated all city computers from Windows 10 to Windows 11 in preparation for Microsoft's end of support for Windows 10. As part of this initiative, the team deployed and configured over 100 new computers, replacing systems that were five years old or older. Microsoft Teams Conference Rooms • Deployed and configured new Microsoft Teams-enabled conference rooms to enhance communication and collaboration across the organization. Mobile Device Management Migration • Transitioned all mobile devices from AirWatch to Microsoft Intune, improving device management, security, and integration with Microsoft 365 services. LINFORMATION TECHNOLOGY (IT) 12025 ANNUAL REPORT 1 125 From January through October 2025, the Helpdesk closed 8,332 out of 8,698 service requests, achieving a 96% completion rate and demonstrating a continued commitment to efficient and reliable support. The Helpdesk team provided comprehensive technical support, timely troubleshooting, and effective technology solutions across all city departments. These accomplishments showcase the IT Department's commitment to strengthening the City of Lansing's technology landscape while maintaining efficiency, security, and reliable day-to-day service for our employees and citizens. L11 LANSING o - INFORMATION TECHNOLOGY LINFORMATION TECHNOLOGY (IT) 12025 ANNUAL REPORT 1 126 LANSING PUBLIC MEDIA CENTER [LMPC] JASON GABRIEL, DIRECTOR The Mayor's Office of Community Media, operates the Public, Educational, and Governmental access stations, housed in our multi-purpose studio facility, The Lansing Public Media Center at 318 N. Capitol Ave. This creative home and hub for City-TV (Comcast ch. 12 and stream) and Community-TV (Comcast ch. 16 and stream), provides a home to local TV, video and film production with accessible airtime for community voices, educational content, local government activities and meetings. City-TV Overview City-TV served as a key platform for sharing mayoral leadership and departmental progress, producing 68 television programs and 106 in-field video productions that highlighted Lansing's cultural events, parks and recreation improvements, development projects, and community activities citywide. This comprehensive coverage also extended to legislative proceedings and civic decision-making, ensuring transparency and accessibility for residents. CITY-TV IN-FIELD VIDEO PRODUCTIONS Category Highlights Community Engagements Silverbells,JazzFest, BluesFest, Cap City Breaking Jam City Support State of the City, 517 Day, Michigan Ave Reopening Development New City Hall, State of Downtown, South Lansing Corridor Parks & Rec BMX Track Opening, Fitness Court, Pickleball Courts Community Support Wellness Fair, Homelessness Listening Sessions Cultural Events Juneteenth, Pride, Ramadan Unity Dinner L LEGISLATIVE COVERAGE OVERVIEW In 2025, our office ensured broad public access to local government by supporting 159 Legislative meetings. This included 26 City Council sessions, 27 Committee of the Whole meetings, and 20 Charter Commission meetings, all carried on both television and live stream. We also delivered 86 additional committee meetings via streaming, offering virtual participation, expanding transparency, and enabling residents to stay engaged with municipal decision-making. Audiovisual Support for City Operations In addition to broadcast production, City-TV provided audiovisual (AV) support for a wide range of City of Lansing meetings, trainings, and public events. This included technical setup, live support, recording, and playback services that enabled effective communication, professional presentations, and reliable public access across departments and community-facing initiatives. LEGISLATIVE MEETINGS SUPPORT 26 City Council Meetings TV + Stream 27 Committee of the Whole TV + Stream Meetings 20 Charter Commission Meetings TV + Stream 86 Additional Committee Meetings Stream Only 159 Total Meetings Supported Across All Platforms 5 •� _ fir_ t 4 '�� LANSING PUBLIC MEDIA CENTER (LMPC) 12025 ANNUAL REPORT 1 128 COMMUNITY-TV PUBLIC ACCESS CHANNEL AND STUDIO ENGAGEMENT Local video productions remained strong in 2025. The Office supported vibrant public and community activity, with 15 new TV series launched and 315 original programs submitted to Community TV. Studio demand stayed high, with 218 facility engagements, and community producers checked out equipment 450 times—underscoring continued reliance on accessible production resources and facilities. PUBLIC/COMMUNITY ACCESS SUPPORT 15 New TV Series 450 Equipment Checkouts 218 Studio Engagements 315 Programs Submitted Strong community-driven production across all production categories EDUCATIONAL COMMUNITY CULTURE "For more than 15 years, the Lansing Public Media Center has served as a video production training ground, educating and mentoring hundreds of emerging talents and community storytellers. The Center currently offers monthly classes designed to welcome, train, and support new members and producers, while also building strong community partnerships that expand access to media education. Through collaborations with Lansing Community College, the Lansing School District, and the Wilson Talent Center, the Lansing Public Media Center has been able to showcase student- focused media content, including LCC sports coverage, LSD educational programming, and the Wilson Talent Center New Media Student Showcase. The Center also provided hands-on equipment demonstrations for graduating seniors at Eastern High School, offering students direct exposure to professional media tools and production workflows. LLANSING PUBLIC MEDIA CENTER (LMPC) 12025 ANNUAL REPORT 1 129 In addition, Lansing Public Media Center staff serve on the Wilson Talent Center New Media Advisory Committee, helping to guide curriculum development and align educational programming with industry practices. These efforts reflect the Center's continued commitment to lifelong learning through arts and cultural engagement and its role as an active, energizing presence in Downtown Lansing. In recognition of this work, the Lansing Public Media Center was honored in 2025 with The Skogsberg Award from All Of The Above Hip Hop Academy for its contributions to youth educational support." CONCLUSION & LOOKING AHEAD TO 2026 "As the year concludes, the Lansing Public Media Center remains committed to expanding access, strengthening community storytelling, and delivering transparent, reliable public media services for the City of Lansing. The accomplishments outlined in this report reflect a year of meaningful engagement, operational growth, and continued service to residents. Looking ahead to 2026, the Lansing Public Media Center will navigate several significant transitions that will shape the future of public media in Lansing. These include moving into and preparing the new Lansing Public Media Center facility at 520 S. Washington, with an anticipated opening in 02 of 2026, as well as the relocation of the Cable TV and Internet livestream signal head-ends and the primary control room into the new City Hall, including the build-out and integration of the City Council Chambers broadcast set. In addition, the Lansing Public Media Center will undertake the important work of transplanting and reestablishing its storytelling community in South Downtown, ensuring continuity for producers, partners, and learners during this period of transition. Alongside these infrastructure and location changes, the Center will focus on tightening its broadcast timetable, increasing programming capacity and reach to better serve Lansing residents. These challenges represent not only logistical complexity, but also an opportunity to modernize systems, deepen community connections, and position the Lansing Public Media Center for long-term growth. With the continued support of City leadership, partners, and the community, the Lansing Public Media Center is poised to enter 2026 stronger, more accessible, and better equipped to tell Lansing's stories." LLANSING PUBLIC MEDIA CENTER (LMPC) 12025 ANNUAL REPORT 1 130 ah J6J t ACKNOWLEDGEMENT The Lansing Public Media Center extends heartfelt thanks to the many people who make this work possible, including our dedicated staff, producers, volunteers, community partners, City Leadership, and the residents of Lansing. Your creativity, collaboration, trust, and belief in the power of local storytelling continue to shape and strengthen public media in our city. We are deeply grateful for your ongoing support and shared commitment to telling Lansing's stories. LLANSING PUBLIC MEDIA CENTER (LMPC) 12025 ANNUAL REPORT 131 OFFICE OF THE CITY ATTORNEY [OCA] GREGORY VENKER, CITY ATTORNEY The Office of the City Attorney provides legal representation and counsel to the City of Lansing by defending and prosecuting cases, reviewing contracts and bonds, preparing and reviewing legislative documents, and providing opinions and advice to the City's many officers, departments, and divisions. It is difficult to describe our specific accomplishments, because they come when the officers, departments, and divisions CD that we serve achieve success in their goals. Our benchmarks are expertise and teamwork we bring to the City, and the continuing efforts of the OCA include: CD C GENERAL COUNSEL TO THE CITY • Staffed all City Council and Committee meetings • Reviewed and assisted in drafting 313 Resolutions for Council action • Drafted 20 new or amending ordinances for Council action • Provided input and feedback to the 2025 Charter Commission at their request regarding operations of the City under the 1978 Charter • Provided legal opinions to City officers, departments, and divisions as requested • Provided 24-hour service to City officers, departments, and divisions that operate constantly, especially Lansing Police and Fire Departments • Continued participation in Emergency Management Training • Employed a regular staff of interns from local universities throughout the year to � assist in research and gain knowledge of municipal law and government L 132 DISTRICT COURT ENFORCEMENTS • Prosecuted approximately 110 court-ordered compliance cases for violations of Zoning, Building, Housing, and Fire Codes; including targeted enforcements against landlords with multiple properties in violation of codes • Handled approximately 3315 criminal prosecutions, from charging to conclusion • Prepared for approximately 119 scheduled jury trials and formal hearings and 6 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 department's Diversion Program DOCUMENT HANDLING • Processed 2,729 Freedom of Information Act requests, 35 subpoenas related to City Litigation, and over 1,000 requests for evidentiary video in criminal prosecutions CONTRACT AND BOND REVIEW • Reviewed 72 recommendation letters, and their supporting bid packages, related to large bid processes • Reviewed 176 employment contracts, 133 licenses excluding marijuana, 4 marijuana related applications, 551 contracts • Processed 46 hand routed contracts including employment contracts and matters involving road funding and documents to be recorded with the register of deeds • Reviewed documents and resolutions for 2 multi-million dollar bond issuances related to road and sewer work LITIGATION Enforcements initiated by the City of Lansing: • City of Lansing v. Woodside Meadows Apt. Owner LLC - Consent Order re: receivership entered • City of Lansing v. Purdue Pharma et. al - Pending, settlement funds continue to be received • City of Lansing v. Eli Lilly et. al - Pending • City of Lansing v. Adeleye et. al - Default Judgment entered • City of Lansing v. JAJ Property LLC - Consent Order entered LOFFICE OF THE CITY ATTORNEY (OCA) 12025 ANNUAL REPORT 1 133 Litigation against the City Resolved this year: 30th Circuit Court: • Dori Davis v. City of Lansing — Settled • Wallace v. City of Lansing — Dismissed • Harken v. City of Lansing — Dismissed • Atkinson et. al v. City of Lansing et. al — Dismissed • Fitzpatrick v. City of Lansing — Settled • West Malcolm X, LLC v City of Lansing — Dismissed Western District Federal Court: • Hokenson v City of Lansing — Dismissed • CDDM Corporation v. City of Lansing — Dismissed • OPV Partners, LLC v. City of Lansing et. al — Dismissed • Fisher v. City of Lansing — Dismissed • Ward v. City of Lansing et. al — Dismissed • Lee v. City of Lansing et al. — Dismissed • Fitzpatrick v. City of Lansing — Settled MDCR: • Timothy Reck — Dismissed • Mohammad Sial — Dismissed • Mattea Williams — Dismissed • Hanedra White — Dismissed • Matthew Garrow — Dismissed • Blakie Funches — Dismissed • Glenn Hughes — Dismissed • Bebeto Nyongobela — Dismissed • Tracy Valdez — Dismissed • Kendra Shuck — Dismissed • Amy Castillo — Dismissed • Michael Gilbert - Dismissed LOFFICE OF THE CITY ATTORNEY (OCA) 12025 ANNUAL REPORT 1 134 LITIGATION AGAINST THE CITY RESOLVED THIS YEAR: • Continued to operate 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 TEAMS or in person • Processed: 6 Personal Injury, 31 Property Damage, 61 Special Assessment Claims and 7 Sewer Claims DEVELOPMENT • Drafted several development agreements for projects involving the sale and development of City owned properties • Assisted with the negotiation, navigation, and processing of development projects that include rezoning and other regulatory steps LABOR MATTERS • Assisted Human Resources and the Chief Labor Negotiator with multiple matters set for arbitration • Provided and assisted with drafting Collective Bargaining agreements, and multiple Memorandums of Understanding to Collective Bargaining Agreements dOFFICE OF THE CITY ATTORNEY (OCA) 12025 ANNUAL REPORT 1 135 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, 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. L PARK DESIGN AND DEVELOPMENT • The Lansing Parks Millage passed in the August primary with 73% of the voters approving. The parks millage was established in 1990 and has been renewed every five years since then • Fish Ladder Music park opened in October creating an event space in the Fish Ladder at Burchard Park. The partnership with the Community Foundation continues to create vibrant public spaces along the Grand River. In addition to the amphitheater, a food truck area, fireplace, swings overlooking the river, musical instruments and art were added to the park • John Smoltz Strikeout Baseball Stadium was added to Ferris Park with the help of many donors and supporters. This facility will allow groups as small as 2 participate in the game of baseball keeping the game contained in the stadium. • New playgrounds were installed at Wilson, Ferris, Georgetown, St Joe and Hunter Parks • Fratcher Memorial Grant Funds were received for the Mount Hope Columbarium 4th Wall $54,807 • Benjamin Davis Fitness Court was opened with the National Fitness Campaign. This court was the 3rd NFC facility in the city and is receiving over 800 monthly uses • Parking Lot Crack sealing was completed at Foster and Letts CC, River Trail, and 12 other Park Sites. PK Parking Lot Stripping was completed at 17 Park Parking Lots • Completed the print version of the Lansing River Trail and Park map. • Purchased portable trailer lights for use at various events in the park system • NRTF Grants TF23-0043, $500,000 Acquisition Process Began 10/9/2025 to Purchase 35 Acre So. Waverly Property. • MNRTF 5-Year Recreation Plan — Finalized Plan with Spicer Group and approved by Council for 2025-2030 • Adado Park Boulder Placement took place along the entire west side of the park along North Grand Avenue. LPARKS & RECREATION 12025 ANNUAL REPORT 1 137 LEISURE SERVICES • Offered 817 programs serving 22,335 Residents and 6,511 Non-Residents bringing in $514,071 • Raised $95,000 in sponsorship dollars. Created a new partnerships with: Dave & Busters, Feldman Chevrolet, T-Mobile, Adventure Credit Union, Lifeboat Recovery Services, Embrace Sportz. • Trick or Treat Trail served approximately 700 youth, estimate attendance of 1200 people. an increase of 100% • Hired Wyatt Sanchez and Ann Kostin McGill as Community Center Programmers • Kids Camp saw a 43% increase in sponsorship dollars. • Received a $5,000 grant from the National Trust Preservation Fund for structural review of the Turner-Dodge House. • Community Centers and Turner Dodge had 8,065 reservations for a total of 30,445 hours of use. Bringing in $53589.50 • Partnered with Alive Theatre to put on a production of Pride and Prejudice at the Schmidt Center which sold 939 tickets. • Navigated a difficult year with the sudden death of Programmer, Jodi Ackerman. Able to maintain programming and part-time staffing levels. AQUATICS • Adult swim hours at the Schmidt Community Center were added to Tuesday and Thursday evenings beginning in June & ending in November (due to school programming). • In January, staff worked with the Ingham County Dispatch Center and the Lansing Fire Department training team to conduct emergency drills with the aquatics staff at the Schmidt Community Center. The drills required the lifeguards to make rescues, make actual calls to 9-1-1, and provide care until EMS arrived on scene and took over the situation. • The annual pre-season training week was held the second week of June that included more than 16 hours of training including having the Lansing Fire Department training team and LFD cadets joined the aquatics staff at Hunter Park Pool to practice making water rescues and provide care until EMS arrived and took over the scene. LPARKS & RECREATION 12025 ANNUAL REPORT 1 138 • Training for the aquatics staff and summer camp staff included: o MI Mandated Reporter Training through the MI Department of Health and Human Services • Bloodborne Pathogen & Hazardous Materials Training (in-house) • Crisis Prevention Institute (CPI) Training for select senior staffers through CPI Instructors in Canton Township • Hunter Park Pool had 8,409 visits during the summer of 2025 which is up from 7,365 in 2024. Upgrades inside and outside continued to progress during the year including an upgraded floor and a new lifeguard chair. • By partnering with the YMCA of Greater Lansing, 3 lifeguard classes and 1 lifeguard instructor class were hosted at the Oak Park YMCA in 2025 to increase staffing levels. • In October, staff added an adult deep water running class on Fridays to encourage a high- intensity, low/no impact workout; this class has been well received with an average of 13 participants each class (max of 24). SENIORS • Staff has continued to grow the senior programs at the Schmidt Community Center. More than 50+ Silver Sneakers or Renew Active/One Pass members joined the Schmidt Community Center in 2025. Of the 175 currently registered Silver Sneakers, about 100 of those members have been active in 2025. • In January, chair volleyball began and meets weekly on Thursdays at 10am. The seniors chair volleyball team was challenged by the Sam Corey Senior Center in a friendly game of chair volleyball. • In March, the three pool/billiard tables at Schmidt were recovered and balanced for better play for the senior pool players and renters. • The Enhance Fitness class also continues to grow. There are over 70 participants registered to work out on Mondays, Wednesdays, & Fridays for an hour. The class has expanded to 2 class offerings, and a new instructor was hired to lead the classes. • Walk with Ease, another national program, was brought to the Schmidt Community Center and taught by instructors through Tri-County Office of Aging and the MSU Extension. LPARKS & RECREATION 12025 ANNUAL REPORT 1 139 • A walking club was established this summer. The club meets on Tuesdays & Thursdays (opposite Enhance Fitness) to increase their endurance and keep active. The walking club participated in the American Foundation for Suicide Prevention on October 4th and the 2025 Walk to End Alzheimer's on October 19th. • Line dancing was added in September for seniors (50+) and was a big hit from the start! • Senior Trips Included: • Holland in May for Tulip Time • The OPC Center in Rochester for lunch and to watch the OPC Center's rendition of "Dames at Sea" • Detroit to visit the Henry Ford Museum in December • Staff worked with several partners this year to provide free programming for the seniors including: o MSU Extension, Oak Street Health, Tri County Office of Aging, Smiles on Wheels, Kroger, MSU College of Osteopathic Medicine, Caption Call, Capital Area District Library SPECIAL EVENTS • Staff organized the second annual Water Safety Fair and bathing suit drive in May. The Lansing Dive Team and the Great Lakes Rescue Project also attended the fair. • Summer Drive-In movie at Gier saw a 61% increase in attendance (cars) compared to 2024. • The Nights of Lights weekends in 2025 saw a 21% traffic increase from 2024 and had the second highest traffic count (6,014 vehicles) since 2020. PROFESSIONAL DEVELOPMENT • Stacey McNamara is a member of the 2025-2026 Aquatics Network leadership team for the National Recreation and Park Association as well as the 2024-2025 leadership team. Stacey presented a session at the 2025 NRPA Conference in Orlando, FL with colleagues from Virginia. Stacey is the Chair of the Aquatics Focus Area and a member of the mParks Leadership Team for both 2024-2025 and 2025-2026. • Attended the 1st Annual Early Childhood Summit in hopes of fostering relationships with other community partners and developing programming for pre-school aged children. LPARKS & RECREATION 12025 ANNUAL REPORT 1 140 • Mobile Recreation • Inflatable reservation revenue increased by 54% compared to 2024. • Lansing Parks and Recreation, Play Patrol kicked off its 3rd summer in 2025. Play Patrol added Ferris Park, Adado Park, and Porter Park. Play Patrol continued visiting Wilson Park, Ouentin Park, Wainright Park, Bassett Park, and Ingham Park. Programming • Staff has continued to offer and teach Sports Sampler; a 4-week sports class where 3-5- year-olds try out a different sport each week. This class tends to have multiple participants on the waitlist and is also offered for 6-8-year-olds, due to there being a demand for it. • Two new classes; a photography class, and a martial arts class that involves various sword fighting (Swashbuckling,Jedi Academy (Star Wars), Medieval Longsword) ADULT SPORTS ACCOMPLISHMENTS • 12% increase in Adult Coed Volleyball teams. • 3% increase in Spring Adult Softball teams. • 18% increase in Fall Adult Softball teams. • 26% increase in Women's Tennis league participants spanning 3 sessions. • 15% increase in Men's Tennis league participants spanning 3 sessions. YOUTH SPORTS ACCOMPLISHMENTS • Launched new, recreational girls volleyball league for ages 9-12 years old. • Resurrected the Girls Summer High School Fast Pitch league following 1-year absence. • Lansing teams and participants doubled in size for the Red Cedar Girls Volleyball League in 2025. • Youth sports served 3,482 participants across 9 program areas, marking an 11% increase from the prior year. LPARKS & RECREATION 12025 ANNUAL REPORT 1 141 PROGRAM OVERVIEW • Programs Offered in 2025: • Basketball (Winter): 358 participants • Soccer (Spring/Fall): 494 participants • Baseball: 155 participants • T-ball: 69 participants • Softball: 32 participants • Flag Football: 183 participants • Floor Hockey: 276 participants • Lil Sluggers: 32 participants • Lil Kickers: 38 participants CEMETERIES • Monument Monday Series: We launched monthly "Monument Monday" posts on the City of Lansing Parks and Recreation Facebook page. These posts highlight unique monuments, historical features, and available burial options in our cemeteries. • Annual Memorial Day Service: Speakers for the event included Mayor Andy Schor and Captain Joshua LaCroix • Outreach: Mayor's Senior Fair, "Dying to Know" Event with Gorsline Funeral Home, Delta Retirement Center Visit, • National Visit a Cemetery Day — Mt. Hope Cemetery Video: The video featured notable monuments and historical points of interest, helping to showcase the beauty, history, and significance of Lansing's cemeteries to the broader community. • Yoga in the Cemetery Event: The Cemetery Division hosted a free yoga session in Evergreen Cemetery in celebration of National Visit a Cemetery Day. • Schmidt South Side Community Center Presentations: These sessions provided detailed information about Lansing's cemeteries, burial options, and pre-planning opportunities, helping seniors make informed decisions and understand available resources. • City of Lansing Parks & Recreation Scavenger Hunt: The cemeteries were featured in this year's Scavenger Hunt. LPARKS & RECREATION 12025 ANNUAL REPORT 1 142 Cemetery Cleanup Initiatives With the help of volunteers from the Friends of Lansing's Historic Cemeteries, a cleanup effort was held at Evergreen Cemetery Reservation Report January 1, 2025 — December 31, 2025 Pavilion and Wedding Sites Monthly Revenue Frances Park May June July August September October Total Pavilion Whole $1,365.00 $3,740.00 $2,560.00 $3,635.00 $2,325.00 $610.00 $14,235.00 Half 1 $330.00 $360.00 $580.00 $320.00 $160.00 $ - $1,750.00 Half 2 $720.00 $480.00 $625.00 $605.00 $405.00 $310.00 $3,145.00 Total $2,415.00 $4,580.00 $3,765.00 $4,560.00 $2,890.00 $920.00 $19,130.00 Frances May June July August September October Total Park Overlook $125.00 $ - $125.00 $ - $500.00 $ - $750.00 Rose $175.00 $375.00 $ - $250.00 $812.50 $ - $1,612.50 Woodland $ - $ - $ - $ - $ - $ - $ - Total $300.00 $375.00 $125.00 $250.00 $1,312.50 $ - $2,362.50 dPARKS & RECREATION 12025 ANNUAL REPORT 1 143 Frances Park May June July August September October TotaL Cooley/Pavilion $ - $ - $125.00 $125.00 $500.00 $125.00 $875.00 Sunken Garden $ - $250.00 $ - $125.00 $250.00 $ - $625.00 Totals $300.00 $625.00 $250.00 $500.00 $2,062.50 $125.00 $3,862.50 LANSING T�7;5 v -7 X�- e.,;F4 111 Parks. 25+ Miles of Trails. Endless Family Fun. LPARKS & RECREATION 12025 ANNUAL REPORT 1 144 POLICE ROBERT BACKUS, CHIEF OF POLICE [REPORT AS OF NOVEMBER 2025] ADMINISTRATION There were many positives to celebrate in 2025. Many of which are highlighted in this report and will be expanded upon in our annual report presented to the Police Board of Commissioners. The department continues to address its staffing shortages by implementing new or expanded efforts as a result of support from the Mayor's office, Human Resources and the work of our recruiting team. Our department is optimistic, especially with the prospect of bringing on a total of 18 new officers this year alone. We are hopeful 2026 will be an equally successful year and will bring about the needed ability to improve the level of safety and service provided to our community. We have continued our history of forging new partnerships with community organizations and maintaining strong relationships with our current ones. We are now in a three-year decline regarding violent crime levels and will continue to put in the effort and resources to ensure the numbers fall even lower. Leadership Changes: This past year the department saw changes at all levels. While the Assistant Chief position was filled in December of 2024, it was still new in 2025. We had additional turnover at all levels to include our Captains. Some of the turnover was due to expected retirements while other causes were from unexpected retirements and resignations. AXON RMS Project The Lansing Police Department continues to work with AXON and has now implemented the new Records Management System. This project has been a tremendous success, increasing efficiencies, investigative efforts, and allowing officers to return to duty faster than ever before while providing comprehensive documentation of incidents. 0 Internal Affairs The office of Internal Affairs transitioned to a new Internal Affairs Tracking System in March of 2025 that allows for more in depth reporting. 2025 (old system): • Formal Investigations - 30 • General Incident Reviews - 204 2025 as of 11/25/25 (new system) • Complaints - 69 • Citizen - 42 • Employee based (came from Dept) - 16 • Internal based (came from IA) - 11 • Pursuits - 5 • Use of Force - 274 • Vehicle Collisions - 18 • Weapon Discharge - 7 Public Information Director Director Gulkis served the department by coordinating all media communications for the department as well as managing all the department's social media platforms. Director Gulkis was an asset to advertising our hiring process, highlighting the department's good deeds and important safety information and organizing media engagement at events and serious incidents. Public Safety Building The Public Safety building has taken shape in 2025 and now has a constructed exterior. As work continues on the interior, we know this will be a world-class facility. All facets of the department will be improved and members of all levels are being included to ensure nothing is overlooked. LPOLICE 12025 ANNUAL REPORT 1 146 Accreditation Accreditation was moved permanently under our Administration Division and now has a team of officers working toward reaccreditation. The department was first accredited in 2022 and now has a renewal due in 2026. This is a daunting task as it requires annual policy updates through the department in addition to hundreds of documented instances to show compliance. Ultimately, Lansing was the largest agency to be accredited at the time and we are now working hard to maintain the status. MSU Partnerships Michigan State University is currently conducting the largest staffing study ever conducted and Lansing Police are proud to be one of the sites selected to participate. This is a federally funded multi-year project but is already producing reports we have found beneficial for best hiring practices. Additionally, our recruiting team and Staff Services division interact with the MSU School of Criminal Justice to introduce the next generation of Law Enforcement to the Lansing Police Department. This partnership has produced an impressive number of interns, cadets and ultimately new police officers. Cameras Lansing Police continues to see a high return from it's investment in technology to include cameras and camera related programs. We continued our camera project with the expansion of public cameras on Martin Luther King Jr Blvd in south Lansing and the addition of cameras on Baker St. We increased our camera trailers with the cooperation of the Parks and Recreation department and use these to monitor popular public spaces. With the use of a grant, we distributed security cameras in neighborhoods and took advantage of this program to advertise our private camera registry which allows citizens and businesses to assist the police by providing video of criminal incidents. Ila LPOLICE 12025 ANNUAL REPORT 1 147 Grants The Lansing Police applied for and received numerous grants in 2025. This includes grants to continue our Domestic Violence efforts (CARE and STOP Detective and analyst). The department also received funding from the Michigan Commission on Law Enforcement for community and violence reduction program. This grant funded LPD's citizen survey's though Zencity, the Lansing Empowerment Network and community engagement where the department distributed safes and security cameras. We also received two grants from the COPS office to fund a "Safer Lansing" initiative during our summer months and funds for hiring additional officers. Other notable grants included funds from the State of Michigan to sponsor police recruits and federal funds to purchase protective vests for officers. In total the grants listed totaled over two million dollars in additional funding. ADMINISTRATIVE SERVICES DIVISION The Administrative Services Division includes the Budget and Payroll Unit, Detention and Court Services Unit, Emergency Equipment Maintenance Unit (EEMU), the Property and Supply Unit and the Capital Area Response Effort (CARE) Team. This division also is responsible for all procedures and policies of the department. Budget and Payroll Unit The Budget and Payroll Unit is tasked with coordinating, assisting and reporting on the budget authorized for the Lansing Police Department. • Budget Control Supervisor training is ongoing regarding grant systems and best practices with local, state and federal grant • Budget and Payroll Unit have updated policies and procedures to continue to be in accreditation compliance. • Department is utilizing new payroll software LPOLICE 12025 ANNUAL REPORT 1 148 Detention and Court Services Unit The Detention and Court Services Unit is authorized for (16) Detention Officers, (3) Court Officers are supervised by (5) Detention Sergeants. Three of the detention officers hold the title of Lead Detention Officer (LDO) and carry additional reporting and auditing responsibilities. The LPD Detention is an integral part of the 54-A District Court system. Together with the court administrative offices, defendants are detained prior to and after their court proceedings. • Fully staffed throughout the year for Detention Officers • Court Officers are operating with 2 Officers • Continued policy updates and in the process of policy for new restraint equipment • We received new restraint equipment called the Wrap. • Body Scanner was purchased installed and is operational. o State of Michigan inspected and passed the body scanner for use. Minor updates include procedures with specific radiation levels information, clear and visible signage to adhere to State of Michigan RSS division. • Completed in person and online LEIN/NCIC audit. Completed online portion of LEIN/IT audit and awaiting in person portion. • Installation of new inmate phone system • LDOs continue to work on new building plans regarding camera placement, glass design, door design, and other aspects of the layout of the new Detention. • Continued to upgrade and replace cameras with new styles and placement with new Detention officers in the DT Cadre, Detention was able to do in-house/on duty training. • Three Detention officer's medical certification completed as MFR/EMT • AXON has replaced SRMS/City Works LPOLICE 12025 ANNUAL REPORT 1 149 Property and Supply Unit The Property & Supply Unit (PSU) is responsible for the secure preservation of Personal Property and Evidence acquired by the Lansing Police Department. PSU is the primary point of contact between the Department and Citizens looking to retrieve their belongings. The Property & Supply Unit is also the procurer of Uniforms, Gear and Supplies for LPD daily operations. • PSU has once again maintained zero budget growth in FY 2025. Considerable effort is made to keep expenses low and local. • PSU transitioned to LPD's new report management system (Axon). The move creates a much leaner and more accurate workflow for the Department. • PSU helped facilitate the destruction of over 100 unwanted firearms by participating in a community gun buyback event. • PSU reunited Citizens of Lansing with their property over 800 times in 2025. • PSU responsibly destroyed a large amount of narcotics seized off the streets of Lansing. • PSU outfitted 16 new Officer Recruits, 3 Lateral Transfers, and 4 Cadets in 2025. • PSU has taken steps towards an eventual move to a new facility. This preparation includes reducing the total amount of Property actively being maintained (through Court Dispositions), and reorganizing/repackaging of remaining items to maximize spatial efficiency. Gang Resistance Education and Training Team The Lansing Police Gang Resistance Education and Training (G.R.E.A.T.) Team works collaboratively with LPD's Community Services Unit, the Lansing School District (LSD) and other community stakeholders to increase the level of trust between the police and the community's youth. The G.R.E.A.T. Team's goal is to instill youth with necessary social skills that will enhance their ability to resist gang membership and promote high moral and civic standards. LPOLICE 12025 ANNUAL REPORT 1 150 • In the winter/ spring semester of the 2024-2025 school year, the G.R.E.A.T Team launched a 6-week life skills curriculum at several schools throughout LSD, primarily working with 5th graders. Some of these schools were, Dwight Rich, Pettengill, North and Sheridan Elementary. There are plans to continue to expand G.R.E.A.T program this upcoming winter /spring semester. The department has interested new members and is seeking funding and opportunities to send new people to the school. Numerous teachers and faculty members of LSD have reached out about G.R.E.A.T and are excited to re-engage with the officers again. INVESTIGATIONS DIVISION The Administrative Services Division includes the Budget and Payroll Unit, Detention and Court Services Unit, Emergency Equipment Maintenance Unit (EEMU), the Property and Supply Unit and the Capital Area Response Effort (CARE) Team. This division also is responsible for all procedures and policies of the department. Special Operations Section (SOS) The Special Operations Section, which includes the Violent Crime Initiative and the narcotics enforcement team, has primarily focused on preventing violence by identifying and disrupting the flow of illegal firearms and narcotics into our community, while also addressing quality-of- life and regulatory complaints. Special Operations Section- narcotics enforcement team Seizure Type Quantity Seized (Grams) Cocaine 4012 Crack-Cocaine 438 Methamphetamine 168 Heroin 91.75 Fentanyl 95.84 LPOLICE 12025 ANNUAL REPORT 1 151 • Firearms: 33 firearms were seized. • Enforcement: Over 65 search warrants were executed, resulting in more than 46 arrests and successful prosecution of felony charges through the City Attorney, Prosecutor's Office, and the U.S. Attorney's Office for the year-to-date 2025. Violent Crime Initiative (VCI) VCI is a key component of the Capital Area Violent Crime Initiative, which pools resources from multiple law enforcement agencies (local, state, and federal) to reduce violent crime. • Gun Seizures: Through the end of October, VCI seized 109 guns. • Targeted Enforcement: The team proactively focused on the most violent offenders, resulting in over 146 felony arrests for a total of 171 arrests year-to-date 2025. • Support & Surveillance: VCI conducted 2,571 hours of case-related surveillance and provided assistance with fugitive apprehensions, case support, and search warrant execution, often in conjunction with the embedded Michigan State Police (MSP) Secure City Partnership (SCP) troopers. • Focused Patrol: The team dedicated 1636 hours of patrol in identified "hot spot" areas and conducted 23 Michigan Department of Corrections home visits. • Technical Expertise: VCI has become the department's experts in cellular support for cases, assisting with follow-up warrants and reviews. This uniformed group serves as the primary investigative arm for all major cases, authoring 23 search warrants for cellular devices, year-to-date 2025. Detective Bureau Performance The Investigations Section maintains a high level of performance with a staff that includes 24 Lansing Detectives, 3 MSP Detectives, 2 Sergeants, a Lieutenant, 2 Administrative Specialists, and 3 Crime Analysts, alongside a 2-officer Crime Scene Investigations Unit. • Homicide Reduction: Homicides stand at 6 through October 2023, compared to 9 for the same period in 2024. • Homicide Clearance Rate: The Lansing Police Department has achieved a 100% closure rate for homicides this year, with all cases being solved, which is significantly above national averages. This division continues to drive substantial results in combating violent crime and holding narcotic traffickers responsible, ensuring public safety and accountability across the city. LPOLICE 12025 ANNUAL REPORT 1 152 Capital Area Response Effort (Care) Team: CARE is the Lansing Police Department's Domestic Violence response and is staffed by a director, two advocates and volunteers. CARE responds to the scene to support survivors after an arrest has been made. In cases where no arrest was made, CARE contacts survivors and provides support and resources. CARE provides services from the time of the call all the way through the adjudication of the court case. They are funded by grants from the State of Michigan Department of Health and Human Services and the Michigan State Police. Focused Engagement and Community Relations To enhance public safety and build community trust, VCI and MSP personnel conducted focused "hot spot" policing and priority offender efforts at least once per month in high-crime areas. These operations specifically targeted individuals associated with violent crime, primarily involving the illegal use of firearms. Proactive enforcement was consistently followed by neighborhood engagement events in the same hot spot areas, which also included personnel from the Michigan State Police. � t L AWO ;� S. LPOLICE 12025 ANNUAL REPORT 1 153 PATROL DIVISION The Lansing Police Department continues to serve the citizens of Lansing and this community every day. To date, the LPD has responded to over 72,000 calls for service and will be on track to exceed 85,000 by year's end. The LPD is also on pace to generate over 13,000 case reports. The LPD furthered our partnership with ZenCity. ZenCity provided research into new Data-Driven Community Aligned Policing (DCAP) that was incorporated into the weekly Crime Meetings within the Patrol Division. Sector Lieutenants are provided with insight into how to further approach policing to meet external stakeholder expectations. Special Events and Traffic Unit With the help of our Special Events and Traffic Unit, we have concentrated on traffic enforcement throughout the city, enforcing those areas that were of most concern to our citizens, and through statistical data. LPD was again awarded Grant funds from the Office of Highway Safety and Planning. The Special Events and Traffic Unit completed 578 hours of focused traffic enforcement in the city. This resulted in 934 Traffic Stops and over 1045 enforcement actions. Social Worker Unit The Lansing Police Department has recently hired two additional Police Social Workers, which now brings the unit to four. This includes a Social Work supervisor and three Social Workers. Since January 2025, the social work unit has received 974 referrals for service and opened 207 cases to follow up on those referrals. Social workers have documented over 6,500 service notes, indicating contacts with clients and/or providers to connect clients with services and resources. They have also attended over 90 community meetings, assisted in the Lansing City Lockup 36 times, conducted 680 Welfare checks, and taken 37 PRT reports. The social workers continue to make a positive impact on the citizens of this community and assist the agency by helping individuals in crisis. LPOLICE 12025 ANNUAL REPORT 1 154 LCAT The Lansing Police Department was awarded money through the Byrne Discretionary Grant award for a Lansing Crisis Assessment Team program. This program pairs a social worker and a Lansing police officer to respond to calls for individuals in crisis. To date, the program has resulted in 230 dispatched calls, 100 self-initiated calls, 310 provider contacts, 560 citizen contacts, and 60 reports. Community Outreach Each year, the department continues to be proactive with community outreach and engagement by building and fostering relationships and partnerships with a diverse range of community organizations and agencies. Our Community Services Unit strives to focus on what our citizens need from their police Department. Without the support of the Lansing community, law enforcement partners, City officials, and our Community Services Unit, none of this would be possible. The Community Services (CSU) includes a Community Services Lieutenant, a Community Services Sergeant, a Community Services Officer, and 6 Community Police Officers who work to fulfill our mission of improving the lives of those who live, work, and visit the City of Lansing. CSU is responsible for 111 neighborhood watches and 125 business watches and attended over 154 community meetings and events this year. • Leadership Program at Sexton High • Neighbors of Scott Woods NW Meeting • ALPACT Meeting • Lewton Rich NA Meeting • anta's first responders meeting • Walnut NW Meeting • Area 8 Special Olympics basketball Tourney • Westside NA Crime meeting • Rejuvenating South Lansing meeting • Spring DHHS job fair meeting • Hot chocolate and Game Night at HopLite • Neighbors of Scott Woods NW Meeting • Annual Literacy Night • Churchill Downs Community meeting • ALPACT Meeting LPOLICE 12025 ANNUAL REPORT 1 155 • Hot chocolate and Game Night at HopLite • Lewton Rich NA Meeting • NSWC Volunteer appreciation lunch • Wetside NA Crime meeting • MDHHS Spring 2025 Job Fair planning meeting • Birthday Event • Crime & Safety Meeting (Kroger) • Eastside Neighborhood Organization meeting • March is Reading Month community event • ALPACT Meeting • Police are our Friends talk • Downtown Business Huddle • Lewton Rich NA Meeting • Run The City 517 shoe giveaway • Westside NA Crime meeting • Senior Expo USA • RSVP Kick off meeting • March Reading month • Dunkin' Donuts grand opening • Ingham County Community Policing Meeting • MDHHS Spring 2025 Job Fair planning meeting • Cesar Chavez luncheon • ALPACT Meeting • Downtown Business Huddle • NSWC Planning meeting • Lewton Rich NA Meeting • Recovery Services Meeting • Bunny Hop on the Square (expecting 500-1000) • Hippity Hop 5k • Neighborhood Resource Summit • Catholic Charities 5k • Westside NA Crime meeting LPOLICE 12025 ANNUAL REPORT 1 156 • Faith and blue Zoom meeting • Spring Job Fair • Dwight Rich School Carnival • Ferris Park (Pop-up Event) • Harbor Freight Business Meeting • Beekman Center field trip (12 students,3 staff) • LSD Touch a Truck Event • 2025 Backpack giveaway meeting • Lewton Rich NA Meeting • MSU track and field- bocce ball tournament • Spring Job Fair • Basketball cop 517 Day event • Thrive (refugee dinner) • Churchill Downs NA Meeting • SLBA Annual Awards Reception/Meeting • annual ride of silence • ALPACT Meeting • Ice cream social/ Stevie Wonder's birthday • Community Cookout/Resource Fair • Cristo Rey Fiesta • Cristo Rey Fiesta • South Lansing Youth music expo • Reading to Lewton Elementary School • David Montgomery Football Camp • Southfield NW meeting • Faith & Blue planning meeting • MMLA Field Day - • Fishing contest • Sawyer NW meeting • Lansing Juneteenth 5K ` • Churchill Downs Neighborhood summer picnic • Safety Week presentation (ages 8 and under) -. C LPOLICE 12025 ANNUAL REPORT 1 157 • ALPACT Meeting • Juneteenth block party • 32nd annual Juneteenth festival • 4th annual mental health fun day • Parks' Come Out & Play at the Capitol • Pride Day • TMYL Summer program • Seven Eleven Day • Bike safety event • One Faith Event • Youth Cycling Club • North Elementary Carnival (Larry Johnson) • Ingham Academy kickball event • APS Disability presentation • Car Capital Auto Show • Mikey23 Day • MoneyBall 3 on 3 Tournament • MoneyBall 3 on 3 Tournament • National Night Out 2025 • Strikeout baseball camp • Unity in the Community (expecting 1,1,00) • Summer Cookout • Churchill Downs Youth Day • Law enforcement & community car show • 2025 Power 96.5 Backpack Giveaway • Mayor's senior fair • LOVE Lansing Celebration • 4th annual Backpack giveaway • Back to school Pop up shop • ALPACT Meeting • 5th Annual Eastside Summer Festival • "Pop-Up" Risdale Park LPOLICE 12025 ANNUAL REPORT 1 158 • Speak at MSU CJ Class (Snyder Hall C20) • 9/11 Ceremony • Rebuilding the village block party • 7th Annual Shaheen Chev Car Show • Catholic Mass (Large event 200-400 kids) • ALPACT Meeting • Lewton Rich NA Meeting • Community Picnic • "Touch a Truck" (GM) • Pre-school (Security Assessment) • "Fall Resident Festival" LaRoy Froh • LPD vs LFD Charity Event • Coffee with a cop • Hero fest 2025 • Capital city family bmx community fun day • LPD vs community basketball game meeting • Annual Purple Out Day • Woldumar Nature Association (speak CPTED) • ALPACT Meeting • Neighborhood Resource Summit • Lewton Rich NA Meeting • Gun Buy back • Faith and Blue event (approx. 200 people) • McGruff visit at Pam's Academy of Champions • Veteran Reinforcement Center Luncheon • Trick or Treat on the Square • Trick or Treat on the trail • Halloween and community safety presentation • Coffee with a cop at Target • Cub Scouts tour of HO LPOLICE 12025 ANNUAL REPORT 1 159 • Driving safety meeting with RDC • ALPACT Meeting • Lewton Rich NA Meeting • Silver Bells in the City • RDC Drive safety presentation • Detroit PAL tour • NSWC delivery day • Santa's first responders Holiday party • ALPACT Meeting • Delivery of CSU Gifts and groceries • Santa's First Responders parade Summer Safe Initiative The Lansing Police Department received federal grant funding to provide additional safety events and enforcement efforts to the community during the summer of 2025. These efforts provided additional traffic enforcement, community interaction and engagement, problem- solving efforts, gun safe giveaways, and Ring doorbell giveaways. Norm ollscheduled Events: I.Basketball Cop Event: Capital: 5/17/25 2.Youth Football camp: 6/1/25 3.MMLA Field Day: 6/6/25 4.Michigan Parks "Come out and Play" event: 6/25/25 5.TMYL Tennis Event: 7/7/25 6.National Night Out: 8/5/25 Pop-up Events: I.Ferris Park "pop-up/bike patrol blitz" event: 5/6/25 2.Wainwright Park "pop-up/bike patrol blitz" event: 5/30/25 3.Hunter Park "pop-up/bike patrol blitz" event: 7/2/25 4.Risdale Park "Pop-up": 9/2/2025 LPOLICE 12025 ANNUAL REPORT 1 160 Bike/Golf Cart Patrol: 1.Golf cart Patrol: (North end River trail - 4 hours): 7111125 2.Golf cart patrol/Bike patrol: (Hawk Island/River Trail - 3 hours): 7115125 3.Golf cart patrol: (Crego Park - 3 hours): 7123125 4.Golf cart patrol: (North end Saginaw/Cedar - 4 hours) 81112025 *Golf cart/bike patrol totals: - Criminal complaints/contacts: 35 Community Engagement contacts: 75 (roughly) • Arrests: 8 • Citations: 4 • Property checks:4 • Homeless encampment checks: 3 Community events: 1.One Faith Event: 7/12 2.Bike Safety Event: 7/13 3.Larry Johnson CMP Carnival: 7/16 4.Ingham Academy Kickball Event: 7/18 5.Mon eyboll/Comm unity 3v3 basketball event: 8/2-8/3/25 6."Unity in the Community"Hawk Island: 8/8/25 7.Summer Cookout: (Galilee Baptist Church): 8/9/25 8.Churchill Downs "Youth Day": 8/9/25 9.LE Car Show(Larry Johnson): 8/9/25 10.BWL 5k: 8/9/25 11.Gilford Cir Community Event: 8/9/25 12.Groesbeck Community Event: 8/9/25 13.Pilgrom Festival: 8/9/25 14.Mission Cross-walk Event: 8/9/25 15.Larry Johnson backpack/shoe giveaway: 8116125 16.Community Carnival, Reo School: 9113125 LPOLICE 12025 ANNUAL REPORT 1 161 17.Shaheen Chevrolet Community car show: 9114125 18.Education & Faith (church event) "St. Mary's Cathedral": 9117125 19."End of summer Picnic"Bancroft Park: 9120125 20.BWL "Touch-a-truck" 920 Townsend: 9120125 21.LPD/LFD Community basketball game:Don Johnson FH: 9127125 Gun Safe giveaway total: 500-1,000 approximately Ring Camera giveaway total: 100-150 approximately Training, Education, & Information The LPD participates, provides, and sponsors many training and educational programs. These training areas and educational programs include officer skills and development, supervisory development, conflict resolution, diversity appreciation, computer skills, hiring and promotional policies, and customer service. Department employees have attended approximately 32,635 hours of training to date in 2025. 25-TR-111 I Marine Training Academy 2025 160 Hours 26-CPE-222 14th Amendment Search & Seizure 72 Hours 2025 Annual Range Day 1590 Hours 2025 Annual Training for Detention 228 Hours 2025 DB Annual Training 264 Hours 25-CPE-003 Force Science - Force Encounters Investigation Fundamentals 32 Hours 25-CPE-090 I Tri-County CIT Training 2025 520 Hours 25-CPE-104 Introduction to Body Worn Cameras and Human Perception 48 Hours 25-CPE-108 I BWC/Video and Human Perception (through MMRMA) 18 Hours 25-CPE-124 Ironclad Testimony 16 Hours 25-MC-069 2025 Michigan Public Safety Drone Association Winter Conference 40 Hours 25-MC-076 Advanced Alternate Light Source Workshop 32 Hours 25-MC-082 Basic Sniper School 40 Hours 25-MC-102 1 2025 MICHIGAN TRAFFIC SAFETY SUMMIT 48 Hours 25-MC-103 Forensic Report Writing 16 Hours 25-MC-120 Stopping Online Child Predators 64 Hours 25-MC-122 Midwest Gang Conference 2025 196 Hours LPOLICE 12025 ANNUAL REPORT 1 162 25-MC-126 Michigan Organized Retail Crime Conference 24 Hours 25-MC-129 Patrol Dog Academy 242 Hours 25-MC-131 Firearms Instructor-Rangemaster 10 Hours 25-MC-140 4th Amendment Search & Seizure on Patrol 9 Hours 25-MC-146 Street Gang Investigations 96 Hours 25-MC-149 Strategies & Tactics of Patrol Stops Instructor 32 Hours 25-MC-150 Strategies & Tactics of Patrol Stops Instructor RECERT 32 Hours 25-MC-153 MACP Summer Conference 32 Hours 25-MC-156 Advanced Latent Fingerprint Workshop 16 Hours 25-MC-157 Undercover Narcotics School 80 Hours 25-MC-161 MSP CKT Advanced Interview and Interrogations 120 Hours 25-MC-H107 Traffic Stops & Counter Ambush Instructor 80 Hours 25-MC-H134 Glock MOS Instructor Course 24 Hours 25-MC-H136 Advance Vehicle Concealment - K9 64 Hours 25-MC-H137 Advanced Vehicle Concealment — Officer 88 Hours 25-TR-077 Labor Law and Arbitration Conference 8 Hours 25-TR-080 Legally Justified; But was it Avoidable? 40 Hours 25-TR-081 Tactical Leadership 45 Hours 25-TR-091 Force Science Certification 80 Hours 25-TR-094 Human Centric Interviewing 40 Hours 25-TR-095 Female Enforcer and Emotional Support 32 Hours 25-TR-096 2-Day Cell Hawk Certified User - Basic - LEO only 16 Hours 25-TR-098 FBI-LEEDA Supervisor Leadership Institute 80 Hours 25-TR-099 SWAT Team Leader Development 40 Hours 25-TR-100 LERMA February Training Day 8 Hours 25-TR-105 High Intensity COB 80 Hours 25-TR-106 Explosive Handling and Breaching Course 40 Hours 25-TR-109 FBI Advanced Police Observer-Sniper Course 80 Hours 25-TR-110 Crime Scene to Courtroom 24 Hours 25-TR-112 International Conference on SA, DV & FNP 2025 48 Hours 25-TR-113 AXON Conference 2025 32 Hours 25-TR-114a I OTOA Conference 16 Hours LPOLICE 12025 ANNUAL REPORT 1 163 25-TR-114b I OTOA Conference 16 Hours 25-TR-115 Advanced SWAT 80 Hours 25-TR-116 Frauds and Financial Crimes 8 Hours 25-TR-117 Releasing and Redacting Records for Michigan 4 Hours 25-TR-118 Great Lakes Homeland Security Conference 48 Hours 25-TR-119 Supervising an Investigative Unit - Online 5 Hours 25-TR-121 Advanced Traffic Crash Investigation-Online 240 Hours 25-TR-123 I National Case Closed Project 2025 64 Hours 25-TR-125 Cold Case Homicide Investigations 8 Hours 25-TR-127 Dive Rescue 1 (DR1) 24 Hours 25-TR-128 VSU State Conference-Coordinator training 2025 32 Hours 25-TR-130 Report Writing and Testimony for Corrections 9 Hours 25-TR-132 Washington, DC National Police Week 40 Hours 25-TR-135 Peer Support CISM Training 48 Hours 25-TR-139 National Conference on Police Social Work (LCAT funds) 48 Hours 25-TR-141 CIT International Conference (LCAT) 48 Hours 25-TR-142 MGIA National Training Conference 56 Hours 25-TR-143 Auto Theft Prevention and Investigation 48 Hours 25-TR-144 Full Scale AVI Training 99 Hours 25-TR-145 Narcotics Enforcement 16 Hours 25-TR-147 2025 Sexual Assault Kit Initiative Summit 16 Hours 25-TR-151 Rebuild and Transform National Conference 16 Hours 25-TR-152 Financial Management Training (2025-OJP) 16 Hours 25-TR-154 Axon CEO Leadership Technology Summit 16 Hours 25-TR-155 Social Networking 64 Hours 25-TR-159 ERPO Training 2 Hours 25-TR-160 Cellebrite CASA 40 Hours 25-TR-238 ALERRT Instructor Recert 40 Hours 25-TR-HO75 Cellebrite Certified Operator for Inseyets 40 Hours 25-TR-HO92 New Detective and Criminal Investigator 280 Hours 25-TR-HO97 Trauma Informed Response to Sexual Assault 128 Hours 25-TR-H133 Glock Armorer 24 Hours LPOLICE 12025 ANNUAL REPORT 1 164 25TR-114c OTOA Conference 106 Hours 26-CPE-205 DFL Honor Guard Training 120 Hours 26-CPE-206 Dive Rescue International Course Series 64 Hours 26-CPE-215 FBI LEEDA Command Leadership Institute (CLI) 40 Hours 26-CPE-217 2025 CJIS Conference 24 Hours 26-CPE-221 Advanced BWC - Understanding DV Technology & Human Perception 36 Hours 26-CPE-226 Internal Affairs Investigations 30 Hours 26-CPE-228 Basic Bloodstain Pattern Analysis 40 Hours 26-CPE-229 Advanced Bloodstain Pattern Analysis 40 Hours 26-CPE-267 Basic Detective School 40 Hours 26-CPE-274 Internal Affairs Criminal vs. Administrative Investigations 1 Hours 30 Minutes 26-CPE-H2O0 Two The Rescue - Family Course 27 Hours 26-CPE-H236 Crowd Management Instructor 160 Hours 26-MC-207 Firearms Instructor/Rangemaster 80 Hours 26-MC-230 Firearms LE Instructor Course 144 Hours 26-MC-231 Finding The Leader in You 16 Hours 26-MC-232 MACP Fall Accreditation Conference 24 Hours 26-MC-233 Becoming the Public Information Officer 16 Hours 26-MC-234 MSP Precision Driving Instructor Program 80 Hours 26-MC-239 Advanced Report Writing & Documentation for LE 24 Hours 26-MC-241 Gracie Survival Tactics Level 1 80 Hours 26-MC-242 MSP Homicide Investigation Training 111 Hours 26-MC-243 Copshock: Surviving the Emotional Repercussions of LE 16 Hours 26-MC-244 NAPCH 2Oth National Seminar 2025 150 Hours 26-MC-248 MAHN Conference 72 Hours 26-MC-H268 I Field Search Computer Investigations 48 Hours 26-TR-201 ATK9 2025 (K9 funds) 200 Hours 26-TR-202 FBINAA National Training Conference 32 Hours 26-TR-203 Axon Taser Instructor 126 Hours 26-TR-204 Traumas of Law Enforcement Training 48 Hours 26-TR-209 Strategies for Working With Children Who Are Reluctant to Disclose 8 Hours LPOLICE 12025 ANNUAL REPORT 1 165 26-TR-210 Michigan Justice for Children Conference for SAKI 24 Hours 26-TR-212 Outlaw Motorcycle Gangs and Criminal Connections 64 Hours 26-TR-213 Drafting Narcotic Search Warrant 64 Hours 26-TR-214 IACP Conference 2025 128 Hours 26-TR-216 CORE Law Enforcement Day 32 Hours 26-TR-218 Dynamic Cell Extraction Instructor Course 48 Hours 26-TR-219 TAC for Law Enforcement 22 Hours 30 Minutes 26-TR-225 SEHIA Homicide Conference (Cold Case Funds) 120 Hours 26-TR-227 International Conference of Police Chaplains 40 Hours 26-TR-235 Courtroom Testimony: A Cop's Perspective 64 Hours 26-TR-240 SWAT Team Leader Development 40 Hours 26-TR-245 Michigan Gun Violence 48 Hours 26-TR-253 LASO Certification 2025 14 Hours 26-TR-256 LERMACON 2025 16 Hours 26-TR-257 Virtual Criminal History Record Regional Training 8 Hours 26-TR-259 Spyder Forensics Open Source Intelligence 64 Hours 26-TR-261 CEC Implicit Bias/Human Trafficking 4 Hours 30 Minutes 26-TR-263 Adolescent and Family DBT 24 Hours 26-TR-272 Cellebrite CCME 12 Hours 26-TR-273 Certificate in Core Supervision 3 Hours Al Regional Training 280 Hours Al Tech Training 280 Hours Al Training Day 350 Hours Annual Motor Training 320 Hours Annual Training Lecture 2025 1940 Hours AVI Training 144 Hours AXON Record Train the Trainer 150 Hours AXON Records User Training & CPE Training Time 1648 Hours Axon Records User Training - Detention 192 Hours Behavioral Threat Assessment Training - BTAM 72 Hours Brain Health 10/16 959 Hours BWC4 On Duty Training 23.4 Hours LPOLICE 12025 ANNUAL REPORT 1 166 CIT Scenario Day 40 Hours Command Presence FTO Certification (C.T.E. Model) 420 Hours CPR/ First Aid for Detention 76 Hours CPR and AED refresher/SFST training 1780 Hours CSI Tech Training 72 Hours Cycle 02-2025 On Duty Training 10.4 Minutes Detention Sabre OC Training 12 Hours DIVE Training Day 616 Hours Dr. Gilmartin Seminar 456 Hours DT Training Day 128 Hours DT Training Day/WRAP Instructor 130 Hours EVO Training 530 Hours Felony Stop Training 3 Hours FTO Interviews 2025 117 Hours GST Class 750 Hours ICAC Conference 24 Hours K9 Training Day 1450 Hours Lateral New Hire Onboarding 80 Hours LeadsOnline Training #1 15 Hours LeadsOnline Training #2 8 Hours Less Lethal & Grenadier 2025 190 Hours Military Reintegration 10 Hours New Hire Lateral On-Boarding July 2025 100 Hours New Hire On-Boarding LateralJuly 2025 Defensive Tactics 20 Hours New Hire On-Boarding Lateral July 2025 Range 40 Hours New Hire On-Boarding May 2025 570 Hours NEW HIRE Onboarding 09-24 700 Hours New Recruit Orientation 50 Hours On Duty Training 90 Minutes Peer Support Training Day 144 Hours Pistol Team Training 160 Hours Red Dot User Course 1120 Hours LPOLICE 12025 ANNUAL REPORT 1 167 Red Dot User Course / DB Annual Make-Up 96 Hours Retiree Offboarding 56 Hours SNAP photo line-up training 16 Hours Social Media Training 8 Hours Social Worker DT Training Day 32 Hours START 2760 Hours START - Marksman / Sniper 370 Hours START CNT 360 Hours START Entry Day 680 Hours START Explosives Training 40 Hours START Perimeter & Snipers 1150 Hours START UAS 790 Hours STOPS Training Day 160 Hours Taser & Sabre Recert DT Training 10 Hours Taser Re-cert 4 Hours The WRAP Training & WRAP Shield 4 Hours Tri-County CDU Training 320 Hours WRAP Instructor 12 Hours 2025 Training Unit Special Events Conducted: • Citizens' Police Academy - Use of Force Lecture • Citizens' Police Academy Scenario Day LPOLICE 12025 ANNUAL REPORT 1 168 LPD Honor Guard The LPD Honor Guard consists of 14 members, dedicated to honoring fallen officers and representing the Lansing Police Department and the City of Lansing. The LPD Honor Guard is recognized as one of the premier Honor Guards in the state, often called upon to participate in community events, assist in funerals and memorials, and provide training to other municipal police and fire honor guard teams. The team is on track to participate in 20 events in 2025. • 2/15/2025 Hometown Heroes Hockey Game • 3/6/2025 State of the City • 4/15/2025 MI Safety Conference • 5/5/2025 Gang Investigators Conference • 5/5/2025 MI-COPS Candlelight Memorial • 5/6/2025 Ingham County Memorial • 5/17/2025 517 Day- Lugnuts Game • 6/5/2025 Celebration of Diversity • 7/4/2025 Lugnuts 4th of July • 8/24/2025 DFL Honor Guard School • 9/3/2025 AFL-CIO- Lansing Center • 9/11/2025 9/11 Ceremony Wentworth Park • 9/18/2025 Retiree Bill Renfrew funeral • 9/18/2025 Retiree Dinner • 9/20/2025 Munn Meltdown- Hockey • 9/24/2025 MACLEA at LCC • 10/30/2025 ME Unclaimed Remains Internment • 12/5/2025 MDOC Honor Guard Banquet • 12/7/2025 MI-COPS Christmas Luncheon LPOLICE 12025 ANNUAL REPORT 1 169 K-9 Unit The LPD K-9 Unit is composed of eight dog teams, 4 patrol/ narcotics teams, 3 patrol/ explosives detection teams, and 1 single-purpose explosives detection team. The K-9 Unit is tasked with locating criminal suspects, locating lost or missing children or vulnerable adults, providing additional safety measures to officers on calls for service, locating explosive devices and illegal narcotics, as well as community outreach through canine demonstrations. Members of the LPD K-9 Unit recently received national recognition for a lifesaving award, which stemmed from a track, as well as a national distinguished service award. To date, the K-9 Unit has conducted 120 tracks, 50 narcotics searches, 7 explosives searches, 11 firearms searches, and 14 area/vehicle/ building searches. These efforts have resulted in 58 arrests and assisted in the forfeiture of $197,718. The unit has additionally assisted outside agencies 23 times and conducted 18 public demonstrations. STAFF SERVICES DIVISION Administrative Oversight and Coordination Lieutenant Penni Glynn and Sergeant James Zolnai provide command oversight for the Central Records Unit and coordinate several key administrative and personnel functions within the Lansing Police Department (LPD). Their responsibilities include managing the department's recruiting efforts, serving as the liaison with the Mid-Michigan Police Academy, organizing New Hire Orientation and Reception, and coordinating the LPD Internship and citizen's ride along programs. They are also charged with planning the Annual Lansing Police Department Awards Ceremony. In 2025, the LPD Awards Program bestowed 201 awards to sworn and civilian personnel recognizing their exceptional service to the department and Lansing community. Captain Nathan Osborn facilitates essential organizational functions across all divisions of the department. Captain Osborn oversees special assignment and shift selections, vacation scheduling and the promotional/hiring processes and serves as the department's liaison with MCOLES. This role ensures all requirements for police licensure and certification are properly maintained. All Staff Services Command Staff work in close collaboration with the City of Lansing Human Resources Department to manage all phases of the application, hiring, and onboarding processes for new police department employees. LPOLICE 12025 ANNUAL REPORT 1 170 Central Records Unit The Central Records Unit is comprised of FOIA Supervisor Angelica Basic, five full-time Freedom of Information Act (FOIA) Analysts, one Central Records Principal Clerk, and seven Police Cadets. Personnel within the Central Records Unit are responsible for processing and managing a broad range of departmental records and documentation. This includes police and accident reports, uniform citations, Freedom of Information Act requests, government and video requests, the facilitation of background checks, notary services, and ride-along applications. Between January and October 2025, the FOIA Analysts processed over 10,708 documents and produced over 6,359 videos to fulfill FOIA Requests from citizens and outside entities. On top of their normal duties, staff within the unit coordinated a large-scale records digitization and retention project ensuring compliance and efficiency for departmental records. Additionally, the unit provides fingerprinting services for background investigations, processes firearm purchase permits, and manages firearm registrations. The unit also includes a Data System Administrator and a Fingerprint Technician. The Data System Administrator oversees and maintains several mission-critical systems within the LPD, including the department's records management system. The Fingerprint Technician is responsible for the examination, analysis, and comparison of fingerprint evidence in support of criminal investigations. This specialized expertise is essential to the success of LPD's investigative operations. Recruiting and Personnel Development A core function of the Staff Services Division is the department's Recruiting Team, which is actively engaged in community outreach throughout the year. The team attended numerous recruiting events during this reporting period, promoting law enforcement careers and working to attract highly qualified candidates committed to ensuring the safety and well-being of Lansing residents. In 2025, changes were made to recruiting strategies identifying new recruitment opportunities. These changes have helped identify a larger pool of potential police officer applicants. In 2025, the department hired 8 Police Officers, 3 Police Cadets, sponsored 16 police recruits to the Mid-Michigan Police Academy, accepted 15 interns and facilitated 134 citizen and applicant ride-alongs. LPOLICE 12025 ANNUAL REPORT 1 171 The following highlights some of the venues the recruiting team utilized for their efforts: • Dansville School Career Speak Seminar • Eaton County RESA • LCC High School Senior Springboard • Spartan Stadium Tower/ MSU • Wayne State University • Wilson Talent Center • Wayne State University • Eaton County RESA • Waverly High School Job fair • MDHHS Job Fair • Cristo Rey • Ferris Park • Adado Park • LCC Gannon Building • Michigan State University • Ferris State University Career Fair • Eastern Michigan University Career Fair • Ferris Academy • MSU ROTC • Oakland University LPOLICE 12025 ANNUAL REPORT 1 172 PUBLIC SERVICE ANDREW KILPATRICK, DIRECTOR DIRECTOR'S NOTE: The City of Lansing Public Service Department works hard to maintain the City's infrastructure to support our residents, businesses, and visitors. With a dedicated staff of more than 220 full-time employees, we: • Maintain over 1,500 miles of streets, sewers, sidewalks, and pathways in the city • Treat approximately 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 2025 calendar year. For more information on the Public Service Department, please visit our website at Lansingmi.gov/pubserv. Andy Kilpatrick, P.E., Public Service Director L L Organization ANDREW KILPATRICK DIRECTOR SURFACE SEWERS STREET CEMETERY/ CAPITAL AREA JEREMIAH KILGORE DEPUTY DIRECTOR FLEET SERVICES ENGINEERING PROPERTY OPERATIONS& WASTEWATER ADMINISTRATION MANAGEMENT MAINTENANCE DIVISION DIVISION DIVI510 N DIVI510 N DIVISION DIVISIO N INFRASTRUCTURE ENVIRONMENTAL TRANSPORTATION PERMITS SUSTAINABILITY COMMUNICATIONS BUSINESS OFFICE OFFICE OPERATIONS GROUNDS Director: Andrew Kilpatrick Deputy Director:Jeremiah Kilgore KEY PERSONNEL City Engineer: Nicole McPherson 0&M Superintendent: Nathan Arnold WWTP Superintendent: Eric Thelen Property Management Superintendent:Joe Castillo Fleet Superintendent: Carl Denison Department1 - Public Budget 1Fund • General , 33 • & Other . FULL-TIME EMPLOYEES Internal Support CONTRACT/SEASONALServices + - 9.3% 0- SewerFund CART ' EMPLOYEES • Approximately: Street Fund $105 Million PUBLIC SERVICE 12025REPORT DIVISION BREAKDOWN ADMINISTRATION DIVISION The City of Lansing Public Service Department's Administration Division serves as the central hub for internal operations and external communications, supporting all other divisions through financial management, strategic coordination, and public engagement. The division oversees the department's budgeting process, accounts payable and receivable, grant oversight, and performance tracking to ensure fiscal accountability and transparency. Administrative staff also coordinate service requests, FOIA responses, contract routing, resolutions, and claims processing, ensuring efficient and responsive service delivery. In addition, the division plays a key role in communicating departmental activities to the public through press releases, traffic advisories, website updates, social media, mailings, and public meetings. By the Numbers: • Secured almost $14 Million of Grant funding for Sustainability Projects • Team of 8 Full-time Employees • Issued 193 special event and traffic advisories LPUBLIC SERVICE 12025 ANNUAL REPORT 1 175 OPERATIONS & MAINTENANCE DIVISION The Operations and Maintenance (0&M) Division provides many of the Public Service Department's most visible and essential services to the public, supporting the daily functioning, safety, and appearance of Lansing's neighborhoods and public spaces. 0&M staff deliver a wide range of services that residents rely on year-round and are often the City's frontline response to service needs and maintenance concerns. Core responsibilities include Capital Area Recycling and Trash (CART) services, cemetery and park maintenance, sanitary and storm sewer maintenance, street and alley upkeep, forestry operations, sign shop services, and winter weather response. The division also supports special projects and citywide initiatives, including the installation of the State of Michigan Christmas Tree and coordinated response during severe weather events. Through its broad operational scope, the 0&M Division plays a vital role in maintaining public infrastructure and ensuring reliable service delivery across the city. By the Numbers: • 280,000 feet of sanitary and storm sewers cleaned and 31,000 feet televised to support system reliability and flood prevention • 2,114 pothole complaints addressed and 701.94 tons of cold patch used for street maintenance • 4,771 tons of recycling, 25,684 cubic yards of refuse, and 10,496 cubic yards of yard waste collected through CART programs • 193 acres of cemeteries maintained, and city parks mowed 27-30 times throughout the growing season cycle More, r9 ,I'll LPUBLIC SERVICE 12025 ANNUAL REPORT 1 176 PROPERTY MANAGEMENT DIVISION The Property Management Division oversees the maintenance, renovation, and strategic use of City-owned buildings and facilities, ensuring that municipal spaces remain safe, functional, and responsive to operational needs. The division is responsible for a diverse portfolio of facilities, including administrative offices, public safety buildings, and community spaces, each requiring consistent upkeep and long-term planning. Property Management ensures that facilities are energy-efficient, well maintained, and aligned with citywide operational and sustainability goals. Staff manage routine and emergency repairs, planned renovations, energy tracking, and major capital improvement projects, while also supporting public events and elections. Through close coordination with other City departments and divisions, the Property Management Division works to improve service delivery, infrastructure reliability, and the long-term performance of City-owned assets. By the Numbers: • 2,134 building maintenance work orders completed across City-owned facilities • 47+ city events supported through facility preparation and on-site coordination WASTEWATER DIVISION The City of Lansing Public Service Department's Wastewater Division is responsible for treating the city's wastewater and ensuring that clean, safe water is returned to the environment. The division operates and maintains the treatment plant, monitors compliance with environmental regulations, and oversees the handling and disposal of residual materials. Staff perform daily operations, routine maintenance, and long-term infrastructure improvements to support system reliability and environmental stewardship. The division plays a critical role in protecting public health and the Grand River ecosystem through efficient and sustainable wastewater management. By the Numbers: • Accepted nearly 4 billion gallons of raw sewage and successfully processed it into clean water. • Incurred 0 lost time accidents. • Generated 3845 dry tons of bio-solids with 2361 dry tons applied to farm fields, and 1484 dry tons landfilled. LPUBLIC SERVICE 12025 ANNUAL REPORT 1 177 FLEET SERVICES DIVISION The City of Lansing Public Service Department's Fleet Services Division is responsible for managing the city's fleet of vehicles and equipment. This includes the acquisition, maintenance, and disposal of vehicles used by Public Service, Police, Fire, and other departments. Fleet Services ensures that all vehicles are safe, reliable, and properly maintained to support daily operations and emergency response. The division also oversees vehicle usage policies and supports strategic initiatives such as the expansion of electric vehicle infrastructure and fleet assessments. Fleet Services plays a key role in maintaining operational readiness across all city departments. By the Numbers: • Supervises 1,008 total units • 644 vehicles • 364 pieces of equipment • Completed 2,937 work orders • Processed $4.6 million in parts and labor transactions • Purchased or placed on order $5.9 million in new vehicles and equipment �Y I — '� .5 LPUBLIC SERVICE 12025 ANNUAL REPORT 1 178 2025 OVERVIEW SERVICES PROVIDED TO THE PUBLIC: While each division within the Public Service Department has its own specialized responsibilities, their collective efforts are most evident in the services that directly impact Lansing's residents, businesses, and visitors. The following section highlights the core public- facing services provided across the department and key accomplishments in 2025. Right of Way Infrastructure The Public Service Department is responsible for maintaining the City's right-of-way infrastructure, including streets, bridges, sidewalks, pathways, traffic signals, signs, and pavement markings. These assets are essential to safe and efficient travel for motorists, pedestrians, and cyclists. Streets The City of Lansing manages hundreds of miles of local streets and numerous bridges, while the Michigan Department of Transportation (MDOT) and Ingham County maintain state and county roadways within city limits. In 2025, City crews and engineering staff focused on roadway preservation, traffic operations, and coordinated infrastructure improvements to enhance safety, mobility, and extend the life of transportation assets. Street work throughout the year included millage paving, major and local street resurfacing, pothole repairs, utility cut restoration, sidewalk repairs, and winter maintenance. Several major corridor and neighborhood street projects were completed such as the first phase of pleasant grove road and Michigan avenue. The City coordinated closely with the Lansing Board of Water & Light (LBWL) to align water main replacement projects with street rehabilitation efforts, minimizing disruption and improving long-term roadway performance. In 2025, the City also designed future corridor projects for major streets like Pennsylvania Avenue, Mt. Hope Avenue, and Jolly Road, with construction starting in 2026. Plans also include resurfacing and ADA ramp upgrades on multiple local streets, with work scheduled to begin in spring 2026. LPUBLIC SERVICE 12025 ANNUAL REPORT 1 179 Bridge maintenance and inspection remained a priority, with preventative maintenance completed on bridges along Cesar Chavez Avenue and Pennsylvania Avenue, and federally required inspections conducted on 22 City-owned bridges. Traffic infrastructure and operations supported both daily travel and emergency response, including rapid traffic control for incidents, continued modernization of traffic signals, installation of Central Traffic Signal Management (Centracs) software, and completion of traffic studies, speed studies, and work zone mobility reviews. The Operations and Maintenance Division supported pavement preservation and roadway safety throughout the year, completing 2.16 miles of millage paving and using more than 701 tons of cold patch material to maintain roadway conditions. These efforts help ensure safe travel, infrastructure resilience, and the long-term performance of Lansing's street and bridge network. 0&M staff also provided rapid emergency traffic control and roadway support in coordination with the Lansing Police Department, Lansing Fire Department, and Lansing Board of Water & Light, responding to flooding, crashes, gas leaks, and other safety concerns. In addition, crews assisted street and sewer operations by installing barricades and establishing safe work zones, while sign replacement and pavement marking activities improved roadway visibility and traffic flow for all users. Vw ev a PAVING OF AMERICAN RD NIGHT PAVING OF AMERICAN RD. LPUBLIC SERVICE 12025 ANNUAL REPORT 1 180 -- �.. ,��ri.r ice.:.x-�4.•��_� _ - ..:��•.-^,�-.�cw�-. '' .. .. �.. ... � y t M _ �._•ram." -�: _ �' ~�:''.u'3F .l�.l.�^�`:,�'." �:`-t.;C-•y'S ��{� � �.it �.1��.F�Jy+�,y,�� �y�S�ty��. -ti•s n.. 1 iF r 2 ku i MDOT TWA PAVING SERVICEPUBLIC .O• Project Highlight:Michigan Avenue Rehabilitation Project The biggest major street project completed this year was the Michigan Avenue rehabilitation project. This project aimed to modernize one of Lansing's most important corridors connecting the Capitol to MSU's Campus. The work included full road reconstruction and reconfiguration, sidewalk replacement, traffic signal modernization, and utility upgrades such as sewer and water main improvements. As part of the redesign, Michigan Avenue was reconfigured from five lanes to four, creating a safer, more pedestrian- and bike-friendly environment with two westbound lanes, a center turn lane, and one eastbound lane. This project reflects years of planning, public input through initiatives like Imagine the Avenue, and collaboration with regional partners. With a total investment of $14.1 million, funded through federal, state, and local sources, the improvements balance Michigan Avenue's role as a key connection between downtown Lansing and East Lansing while supporting businesses and neighborhoods along the corridor. Sidewalks The City of Lansing maintains over 600 miles of sidewalks, which are critical to pedestrian safety, accessibility, and neighborhood connectivity. In 2025, the Engineering Department continued to prioritize sidewalk repairs, accessibility improvements, and coordination with street and utility projects to improve walking conditions across the city. The City designed and bid a sidewalk replacement project addressing damaged sidewalks in multiple parks, including Cesar Donora Park, Cavanaugh Park, Cherry Hill/River Street Park, Foster Park, and Walsh Park, as well as sidewalks impacted by City trees along several residential corridors. Construction on this project began in 2025 and is expected to be completed in 2026. The City's sidewalk repair program focused on eliminating reported trip hazards citywide. In 2025, crews cut 1,872 sidewalk joints and wedged 50 sidewalk sections with asphalt to address immediate safety concerns. In coordination with street and utility improvements, over 75 sidewalk ramps were reconstructed to meet ADA standards and improve accessibility. To maintain a 50-year replacement cycle, approximately 12 miles of sidewalk would need to be replaced annually at a cost exceeding $3 million. The Engineering Department continues to advance sidewalk gap closures and long-term repair strategies to improve pedestrian infrastructure and accessibility throughout Lansing. LPUBLIC SERVICE 12025 ANNUAL REPORT 1 182 Project Highlight:Dunkel Road Non-motorized Pathway Project One of the key mobility improvements completed this year was the Dunckel Road non- motorized pathway project, enhancing connectivity and safety for pedestrians and cyclists. The project installed a 10-foot-wide pathway along the east side of Dunckel Road between Jolly Road and west of the US-127/1-496 interchange, complemented by a roadway reconfiguration to improve traffic flow. The new configuration includes two south bound/westbound lanes, a center turn lane, and one northbound/eastbound lane, while maintaining the four-lane cross section through the interchange. Additionally, bike lanes were added through the interchange to Collins Road, merging with the new pathway west of the interchange. Funded through MDOT CMAO, this $1.3 million project will helps expand Lansing's non-motorized network and improve safety and accessibility for all users. Sewers (CSO, Sewer Maintenance, WWTP) Lansing's sewer systems are essential for protecting public health, maintaining environmental quality, and supporting daily life. These systems manage both stormwater and sanitary wastewater, ensuring that rain and snowmelt are safely conveyed to local waterways while sewage is collected and treated before discharge. Proper operation and maintenance prevent flooding, safeguard rivers, and keep the city's infrastructure resilient. The City operates two distinct networks: Storm Water Sewer — Collects rain and snowmelt through catch basins and directs it to rivers. Sanitary Sewer — Collects wastewater from homes and businesses and transports it to the Wastewater Treatment Plant (WWTP) for treatment. Historically, Lansing's older neighborhoods were served by combined sewers that carried both stormwater and sanitary flow in a single pipe. During heavy rain, these systems could overflow, discharging untreated water into the Grand River or Red Cedar River. To address this challenge, the City's Wet Weather Control Program is working to separate combined sewers (CSO) and upgrade sanitary systems, reducing overflows and protecting water quality. LPUBLIC SERVICE 12025 ANNUAL REPORT 1 183 Alongside these long-term improvements, the Operations and Maintenance (0&M) Division works year-round to ensure the reliability of Lansing's sanitary and storm sewer networks. In 2025, 0&M crews cleaned approximately 280,000 feet of sewer mains and televised 31,000 feet of sewers to identify potential issues before they result in system failures. Crews also cleaned 323 storm sewer catch basins, a significant increase from 77 in 2023, and completed 630 feet of storm and sanitary sewer main repairs or replacements. In addition, 96 repairs to catch basins and manholes were completed. Through routine maintenance, proactive inspections, and rapid response to citizen concerns, 0&M helps minimize the risk of surface and basement flooding, protect public health, and safeguard the Grand River watershed while ensuring reliable sewer service for Lansing residents. Storm Water Sewer In 2025, there were design and construction activities for the City's Wet Weather Control Program on both the Combined Sewer Overflow (CSO) Separation projects and the Sanitary Sewer Overflow (SSO) projects. The CSO projects typically construct new sanitary sewer, new watermain, new concrete curb & gutter, new roadway, new concrete driveway approaches, and 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. The SSO projects include the installation of equalization basins or the replacement or rehabilitation of existing pump stations. The CSO 015S Project, located between Lapeer, Sycamore, Ottawa, and Verlinden streets, continued construction with active work west of Martin Luther King Jr. Boulevard and south of Saginaw Street. The CSO 016/017 Phase 2 Project in the Turner-Dodge neighborhood also progressed toward its 2026 completion. The CSO 019 Project, covering areas around Grand Avenue, Chestnut Street, and Saginaw Street, achieved significant milestones with corridor work completed on Saginaw, Grand, Capitol, Seymour, Washington, and Madison avenues; final completion is expected in 2026. Additionally, the Lansing Avenue Pump Station Equalization Basin Project began construction on a 5-million-gallon storage facility east of the Wastewater Treatment Plant to protect treatment processes during wet weather, with completion anticipated in 2027. LPUBLIC SERVICE 12025 ANNUAL REPORT 1 184 Sanitary Sewer The City's sanitary sewer system collects wastewater from homes, businesses, and industries and conveys it to the Wastewater Treatment Plant (WWTP), where it is treated and safely discharged into the Grand River. While much of this flow moves by gravity, pump stations play a critical role in pushing wastewater through the system, especially in low-lying areas or during wet weather. This process is essential for protecting public health and meeting state and federal water quality standards. In 2025, the WWTP treated nearly four billion gallons of sewage, including a peak of 57.5 million gallons on April 2, while maintaining a perfect safety record with zero lost-time accidents. The facility also managed 3,845 dry tons of biosolids, applying over half to farm fields and landfilling the remainder. Routine maintenance and repairs were completed throughout the year, including fixing a sodium hypochlorite leak, replacing valves at the Tecumseh/Waverly pump station, and installing cameras in the grit building to improve monitoring. Several major capital projects advanced in 2025 to strengthen system reliability and sustainability. These include upgrading the East Jolly Road Pump Station with new pumps and variable frequency drives, initiating a biosolids study to evaluate future processing needs, installing a solar array to offset 27 percent of the plant's electrical usage, and replacing the HVAC system in the Screen Building to prevent sewer gas accumulation. Additional improvements include replacing chemical storage tanks and beginning work on the Tecumseh River Road Pump Station and force main replacement project, which will enhance capacity for both dry and wet weather flows. Replacement of three ferric chloride storage tanks, and two sodium hypochlorite storage tanks: l i Sy p4f LPUBLIC SERVICE 12025 ANNUAL REPORT 1 185 HVAC Replacements Sewer Project Highlight: CSO 034 Completion & Abandonment In 2025, the City achieved a milestone with the full completion of construction in the CSO 034 area, after finishing project area CSO 034E. This accomplishment allows for the abandonment of the CSO 034 regulator—a structure that previously diverted untreated sewage into local waterways during heavy rain events. This accomplishment marks the end of a $69,500,000 operation that began in 2008, spanning five separate construction projects that resulted in the separation of more than 450 acres of combined sewer area. The certification of completion was officially filed this year. Eliminating this regulator prevents approximately 140 million gallons of combined sewer overflow from entering the Grand and Red Cedar rivers annually, significantly improving water quality and public health. This milestone moves Lansing closer to its long-term goal of eliminating all CSO regulators citywide, a critical step toward meeting federal and state requirements, protecting four of the five Great Lakes, and ensuring cleaner, healthier waterways for generations to come. LPUBLIC SERVICE 12025 ANNUAL REPORT 1 186 CART (Trash, Recycling, & Yard Waste) In 2025, the City's CART program continued to provide essential waste collection services for Lansing residents and businesses, supporting sustainability and convenience. From January through October, nearly 4,771 tons of recycling were collected and processed, including materials from over 150 small to medium-sized businesses participating in the City's commercial recycling program. This service offers businesses a 96-gallon cart and weekly pickup for an affordable quarterly fee, helping divert recyclable materials from landfills. The City's blue trash cart service provided weekly refuse collection to approximately 46% of single-family households—over 17,000 customers—while the bi-weekly 32-gallon service remained a popular option for residents generating minimal waste. This program offers both environmental and economic benefits and includes discounted rates for qualifying households. Between January and September, CART collected more than 25,684 cubic yards of refuse, along with 951 bulky items such as furniture and appliances. Adjusted pricing for additional bulk items helped reduce illegal dumping and improve affordability for residents. Seasonal yard waste collection ran from April through November, with additional Christmas tree collection in January. In 2025, approximately 10,496 cubic yards of yard waste were collected and processed locally into compost and mulch at Granger and Hammond Farms, furthering Lansing's waste diversion and sustainability goals. Project Highlight:Recycling Drop-off Center One of CART's most significant achievements in 2025 was the opening of Lansing's first official Recycling Drop-Off Center, providing all residents with a convenient option to recycle beyond curbside service. Located at the City's Operations & Maintenance facility at 610 E. South Street, the center accepts all materials collected through curbside recycling (plastic, cardboard, boxboard, glass, metal, and paper) while also expanding opportunities to recycle Polystyrene Foam (StyrofoamTM) and food scraps, which are transported to specialized processors for proper recycling. This project was made possible through an EGLE grant, which funded the design and construction of the site and enabled the purchase of two new front-load recycling trucks dedicated to servicing the drop-off center. By offering a centralized location and accepting hard-to-recycle materials, this initiative strengthens Lansing's commitment to sustainability, reduces landfill waste, and provides residents with greater flexibility in managing recyclables. LPUBLIC SERVICE 12025 ANNUAL REPORT 1 187 Special Events The City of Lansing hosts dozens of special events each year, supported through close coordination across multiple divisions within the Public Service Department, including Administration, Engineering, Operations and Maintenance (0&M), and Property Management. Together, these teams provide traffic control, infrastructure and facility support, communications, and safe, accessible public spaces to ensure events run smoothly for residents and visitors. The Engineering Division supports special events by overseeing permits within the public right-of-way and developing traffic control plans to ensure safety and regulatory compliance. In 2025, Engineering staff assisted with planning and traffic control for 37 special events that occupied City rights-of-way, while coordinating with the Communications team to provide timely traffic advisories and public information. Operations and Maintenance plays a critical role in event logistics and on-site support. Crews provided traffic control and operational assistance during major events such as the Hawk Island Triathlon, Capital City 5K and Half Marathon, and Silver Bells in the City, often working evenings and weekends. In addition to planned support, 0&M responded quickly to unexpected situations during events, including flooding, traffic crashes, and gas leaks, and supported other divisions by installing barricades and creating safe work zones. These services are funded through Act 51. Property Management supported more than 47 special events across the city in 2025 by preparing event sites, coordinating utilities and facilities, and completing post-event restoration. Staff supported events ranging from Parks' Dam Jam and the Chicken Wing Festival to LEPFA holiday programming and the Silver Bells Parade. Event-related improvements included installing new security gates and operating controllers at Moores and Bancroft Parks and assisting with utility coordination and infrastructure for the Fish Ladder Music Park, which added ADA-accessible seating, event lighting, a sound booth, riverfront features, and signage. Forestry staff also prepared the official Capitol Christmas tree for Silver Bells by repairing Limbs, balancing the crown, and straightening the trunk prior to installation. LPUBLIC SERVICE 12025 ANNUAL REPORT 1 188 Through this coordinated, cross-divisional approach, Lansing's special events remain safe, well managed, and accessible, while continued investment in public spaces supports vibrant community activities year-round. :i - r . rr l F'F Project Highlight:Silverbells Silver Bells in the City is one of Lansing's largest annual events, and it requires months of coordinated planning and extensive on-the-ground work across the Public Service Department. Preparing downtown involves major street and sidewalk closures, traffic detours, pedestrian-safety planning, and close infrastructure coordination among multiple divisions. Engineering staff manage right-of-way permits and develop detailed traffic-control plans, while Operations and Maintenance crews install barricades, signage, and protective vehicle placements to safely close streets and guide large crowds. Communications staff share timely public information about road closures, parking impacts, and travel routes. These efforts begin well in advance and continue through evenings and weekends to ensure downtown transitions smoothly from a working city to a pedestrian-focused event space. On the day of the event, City crews remain on-site to close and reopen streets, monitor conditions, and respond to changing needs. Fleet, CART, and 0&M resources are strategically deployed, including the use of large fleet vehicles—such as recycling trucks—to block streets and create safe pedestrian corridors. Together, this behind-the-scenes work ensures Silver Bells operates safely, efficiently, and with minimal disruption, demonstrating the City's L capacity to host large-scale events that bring the community together. PUBLIC SERVICE 12025 ANNUAL REPORT 1 189 Special Events The City of Lansing continues to pursue ambitious goals to advance sustainability, resilience, and environmental excellence, including reducing greenhouse gas (GHG) emissions by 59% by 2030. Guided by the Sustainability Action Plan (SAP) and Climate Action Plan (CAP), the City is implementing strategies to equitably address and mitigate the impacts of climate change while improving quality of life for residents. In 2025, Lansing secured significant grant funding to accelerate progress across multiple focus areas. A $5 million USDA grant is supporting a five-year Urban Forestry Project, which will expand the tree canopy, plant at least 2,000 trees, and provide workforce development opportunities in partnership with BWL, Lansing School District, and MSU. An $8 million U.S. Department of Transportation grant is funding a five-year Electric Vehicle Infrastructure Project, which will implement EV charging stations across the region and support fleet assessments and stakeholder engagement. Additional funding from the State of Michigan and EGLE supported the Nonmotorized Plan update and the opening of Lansing's first Recycling Drop-Off Center. The City also expanded its Food Scraps Collection Program, now offering six convenient drop- off sites to divert organic material from landfills and reduce methane emissions. Other notable achievements include the official launch of the Lansing 2030 District in May, with over 10 million square feet of building space committed to reducing carbon emissions in the built environment, and completion of the City's second GHG inventory, which will inform new strategies to further reduce emissions. To improve energy efficiency, sustainability staff are benchmarking energy use in City facilities through Energy Star Portfolio Manager, enabling annual reporting and data-driven improvements. This process has already resulted in measurable energy and cost savings. Together, these initiatives demonstrate Lansing's commitment to building a cleaner, more resilient future for all residents. LPUBLIC SERVICE 12025 ANNUAL REPORT 1 190 Project Highlights:Food Scraps Drop-off Program After one year in operation, Lansing's Food Scraps Drop-Off Pilot Program has demonstrated strong resident interest and measurable environmental benefits while laying the foundation for expanded organics diversion. Launched in September 2024 and led by the Sustainability Office, the program provides residents with 6 convenient drop-off locations across Lansing to divert household food scraps from landfills and into composting. By the end of October 2025, more than 63,000 pounds of food waste had been diverted, advancing Lansing's waste reduction and climate goals. As of 2025, the program enrolled 263 registered participants and expanded capacity at all five sites due to high and consistent use. The program experienced no reported contamination, allowing accepted materials to expand to include certified compostable products and reflecting strong participant education and engagement. Operational data and participant feedback show the program is both accessible and impactful. Nearly half of participants reported using the drop-off sites on a weekly basis, and many indicated increased awareness of composting and food waste reduction. The program reduced Landfill disposal and methane emissions, with climate benefits equivalent to recycling 4.7 tons of waste and sequestering carbon comparable to 219 tree seedlings grown for ten years. After its first year, the Food Scraps Program has proven to be a practical, community-supported step toward a more circular economy and provides a strong foundation for future expansion and education efforts. INTERNAL SUPPORT SERVICES: In addition to delivering services directly to the public, the Public Service Department relies on a range of internal support services that strengthen operations both within the department and across the broader City organization. These services provide the administrative, technical, and operational foundation needed to maintain facilities, manage vehicles and equipment, coordinate infrastructure and right-of-way activities, and respond effectively to routine needs and emergencies. By supporting multiple divisions within Public Service and assisting other City departments, these internal services help ensure continuity, efficiency, and reliability in the delivery of municipal services throughout Lansing. LPUBLIC SERVICE 12025 ANNUAL REPORT 1 191 Administration & Business Operations In 2025, internal support staff continued to strengthen the department's operations through both administrative and strategic initiatives. Administrative staff managed a wide range of responsibilities, including supporting engineering projects and permits, assisting with grants and records management, handling FOIA requests and service requests, and compiling departmental budgets. Their efforts ensured smooth workflow and timely response across the department. The Public Engagement Coordinator maintained critical communication channels with residents, businesses, and visitors. In 2025, the Coordinator issued approximately 149 construction related traffic advisories and 44 special event advisories, while providing ongoing updates for major construction projects such as the Michigan Avenue Rehabilitation Project and CSOs or CART updates such as delays and Drop-off Site promotion. These efforts kept the community informed and engaged with City initiatives throughout the year. The Business Manager, a new position filled in mid-2025, contributed to operational and financial improvements across the department. Notable accomplishments included conducting a comprehensive audit of city-owned vehicle use and revising the Take-Home Vehicle Policy, creating a citywide property management bill-back budget, overseeing roughly $15 million in grant funding with full compliance, and providing a department-wide cash flow analysis for engineering projects. Collectively, these internal support services enhanced departmental efficiency, financial accountability, and strategic capacity throughout 2025. Fleet Services In 2025, Fleet Services supervised 1,008 units of vehicles and equipment, including 644 vehicles and 364 pieces of equipment, and completed 2,937 work orders encompassing 12,915 individual work codes. Fleet processed over 21,500 parts and labor transactions, totaling more than $4.6 million, and managed the purchase or ordering of approximately $5.9 million in new vehicles and equipment, excluding upfitting costs. These investments supported departmental operations and advanced the City's transition toward more efficient and electric fleet options. LPUBLIC SERVICE 12025 ANNUAL REPORT 1 192 Staffing and workforce development remained a focus throughout the year. The new Assistant Fleet Superintendent position was filled, and Fleet Services hired two mechanics into the 400 Mechanic Trainee program, with the goal of advancing them to 600 Mechanic status within two years. Fleet and Human Resources continue active recruitment for key positions, including Fleet Parts Supervisor, Garage Supervisor, Parts Room Worker, and Mechanic 600 roles. As of October 1, 2025, Fleet Services operated with a 43 percent vacancy rate, highlighting the ongoing importance of recruitment and training to maintain service levels. Through disciplined asset management, strategic investment, and workforce development, Fleet Services plays a vital role in maintaining operational readiness and ensuring City departments have the reliable equipment needed to serve Lansing residents. Highlight: Newly Purchased Vehicles In 2025, Fleet Services managed the acquisition of $5.9 million in new vehicles and equipment, excluding upfitting costs. A total of 110 units were received or are on order across multiple City departments, supporting operations and advancing the transition to more efficient and electric fleet options. Department #of Units Total Cost Administrative 1 $41,536.00 Building Maintenance 5 $166,899.71 Economic Dev & Planning 27 $665,981.00 Fire Dept 4 $1,241,967.94 Police Dept 28 $1,190,514.72 Public Service 41 $2,527,301.11 Unassigned 4 $98,906.86 Total 110 $5,933,107.34 LPUBLIC SERVICE 12025 ANNUAL REPORT 1 193 Notable additions include the 2025 Chevrolet Equinox EV, 2025 Electric Cargo Vans, 2024 Ford F55O 6-Yard Packer, 2024 Fire Truck Platform, 2025 Speed Radar Trailer, and the 2026 Freightliner Dump/Plow Truck. These investments enhance operational readiness, modernize the City's fleet, and support sustainability goals. 2025 Chevrolet Equinox EV 2025 Electric Cargo Van - C i 2024 Ford F55O - 6 Yard Packer LPUBLIC SERVICE 12025 ANNUAL REPORT 1 194 2024 Fire Truck Platform .f 2025 Speed Radar Trailer f n M %- i y I • 2026 Freightliner Dump Truck/Plow Truck r Iy�4 +rr+rly-q LPUBLIC SERVICE 12025 ANNUAL REPORT 1 195 Property Management In 2025, Property Management and Building Maintenance overcame a 30% staffing deficiency to become fully staffed through close collaboration with the Human Resources Department. This recovery strengthened the division's ability to respond to over 2,100 work orders this year, from routine maintenance to utility turn-ons and shutdowns at parks and city facilities. Staff also ensured seasonal readiness, including irrigation systems, boilers, and department vehicles, coordinating with Fleet Services to install snowplows and salt boxes for winter operations. Health and safety remained a top priority, with staff completing extensive background checks and annual training in areas such as confined space entry, lockout/tagout procedures, and proper use of personal protective equipment (PPE). Major projects advanced throughout the year, including continued renovations at Moores Park Pool, where Property Management coordinated plumbing, electrical, fixtures, furnishings, and security systems, keeping the historic Natatorium on track for spring 2026 completion. The division also supported the Fish Ladder Music Park transformation, which included new guest seating, ADA accessibility, a sound booth, event lighting, riverfront swings, engraved benches, signage, and a gas fireplace, completed in November 2025. Turner Dodge Mansion continued to receive seasonal maintenance, from fire alarm and sprinkler systems to HVAC changeovers, ensuring safe and reliable operation. Property Management also played a key role in supporting city initiatives, such as the setup of EV charging stations throughout city parking ramps, community centers, and fire stations, including nine fee-based stations to cover electrical and maintenance costs. Ongoing contributions to major capital projects included the new Public Safety Complex, City Hall, and the Ovation for Music and Arts Center, where staff coordinated utilities, security systems, and facility readiness. Through proactive maintenance, workforce development, and a continued focus on health and safety, Property Management ensures that Lansing's buildings and facilities remain functional, safe, and responsive to the needs of residents and staff. LPUBLIC SERVICE 12025 ANNUAL REPORT 1 196 Highlight: Elections Center One of the primary projects for Property Management in 2025 was the renovation of 701 Jolly Road into the Lansing Election Office (LEO), a critical facility for the City's election operations. Planning and permitting began in May, with construction progressing through the summer to prepare the building for the November election. Temporary occupancy was achieved in time for election activities, and the final certificate of occupancy was issued on December 15, 2025. Property Management oversaw a comprehensive renovation that addressed both interior and exterior improvements. Work included updating administrative and public-facing spaces, modernizing electrical and HVAC systems, repairing and upgrading plumbing and safety systems, and improving accessibility to meet ADA standards. Exterior upgrades included site maintenance, parking lot improvements, and landscaping enhancements to ensure safe and welcoming access for voters and staff. Through careful coordination with city departments and contractors, the project ensured that the LEO is fully equipped to support election operations year-round. The renovated facility enhances operational efficiency, provides secure and accessible spaces for staff and the public, and reflects the City's commitment to maintaining safe, functional, and modern municipal buildings. Grounds Services The Grounds Services category encompasses cemetery operations, grounds maintenance, environmental site management, and forestry services, all of which play a critical role in maintaining Lansing's public spaces and natural assets. In 2025, Grounds Services staff maintained 193 acres across Mt. Hope, Evergreen, and North Cemeteries, ensuring burial services were conducted with care and respect for all cultural and religious practices while preserving historic landscapes. Cemetery operations required close coordination with funeral directors, vault companies, families, and city staff to accommodate a wide range of cultural and religious practices. LPUBLIC SERVICE 12025 ANNUAL REPORT 1 197 Grounds maintenance activities included citywide mowing of parks, rights-of-way, FEMA lots, and dead-end streets, with parks mowed approximately 27-30 times throughout the season and rights-of-way maintained on bi-weekly or bi-monthly schedules depending on growth conditions. Crews also provided snow and ice removal at city-owned sidewalks, community centers, park facilities, and along the River Trail to ensure safe, year-round public access. In addition, Forestry and Grounds certified pesticide applicators completed herbicide applications at playgrounds, supporting safe recreational environments. Forestry Services continued routine tree maintenance and urban canopy management throughout the year, including pruning, hazard mitigation, inspections, and coordination with other Public Service divisions to support infrastructure and right-of-way needs. Environmental site maintenance supported stormwater management areas, naturalized spaces, and city- owned properties through erosion control, vegetation management, and site upkeep. Together, these efforts support public safety, environmental stewardship, and the overall quality of life for Lansing residents by ensuring the City's outdoor spaces remain functional, accessible, and well maintained. Highlight: May 2025 Storm During the busy 2025 season, Grounds Services faced a major challenge when a severe storm struck Lansing on May 15, 2025. Heavy thunderstorms, high winds reaching 63 mph, and EF1 tornado activity caused widespread power outages, blocked roads, downed trees, and significant property damage. Forestry and Grounds staff responded immediately, clearing roads, removing hazardous trees, and addressing storm damage across the city. The response included: 193 tree removals, 251 right-of-way brush pile cleanups, 86 broken branch removals, 815 site/tree inspections, and 35 uprooted stump removals. City crews alone handled 615 brush piles, 55 broken branch removals, and 4 storm removals, while contract crews supported with 241 brush piles, 33 broken branch removals, and 12 storm removals. This rapid and coordinated effort highlights Grounds Services' critical role in maintaining safe public spaces, restoring city infrastructure, and assisting residents and other departments in the wake of natural disasters. LPUBLIC SERVICE 12025 ANNUAL REPORT 1 198 F --- 4 e . "e 4 r ' � x ff' z'f REPORT 1199 BUILDING PROJECTS Project Manager: • Met with Building Construction Trades Commission monthly to keep construction groups up to date on City project initiatives. • Participated in weekly OAC (Owner, Architect, Contractor), programming, and OAOC (Quality Assurance/Quality Control) meetings for multiple City projects. • Coordinated answers to RFIs, design questions, and scheduling questions with various City stakeholders. • Provided estimating, conceptual planning, and layout services to HRCS/ Nova Initiative. • Served as a liaison between the projects and utility providers such as BWL and Consumers power, providing utility demo support, easement support, and new service installation support. • Reviewed all project schedules, budgeting, and billing for accuracy. • Created City RFPs as necessary to support the projects. • Assisted project teams to understand City ordinance. • Conflict resolutions as necessary. • Working on a punch list and closeout documentation for Station #2 L11 LANSING U • O ... AD PBIC RK • atiRV10E tA D�� . LPUBLIC SERVICE 12025 ANNUAL REPORT 1200 TREASURY CHRIS WRIGHT, CITY TREASURER DIRECTOR'S NOTE: The Treasurer's & Income Tax Office administers the city's tax programs and processes payments for a variety of items. This revenue is key for funding the various operations of the city and providing services to the community. The Treasury Division collects taxes levied to the various properties under the city's jurisdiction. Treasury also processes payments for other city departments, insuring prompt and accurate receipt of funds. Finally, the office is entrusted with the safekeeping and investment of City funds, monies, and non-pension related securities. The Income Tax Division collaborates with the community that works and lives in the city to collect income taxes. This division also works with a variety of Lansing- _ based and regional employers to complete accurate employee withholding. LANSING TPEASUPf M.;� K INCOME TAX 1 L ' TREASURY DIVISION • Issues over 90,000 property tax bills in July and December. Administers over $230 million in property tax each year. • Collects and distributes property taxes for Ingham, Eaton, and Clinton counties. Along with seven area School Districts, Lansing Community College, The Capital Area District Library, The Capital Area Transit Authority, The Airport Authority, and all 425 agreement partners. • Collects and distributes payments for Payment in Lieu of Taxes (PILOT) parcels, 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 all necessary Treasury reports for compliance with the State of Michigan. • Works with a variety of community stake holders (such as Junior Achievement and Citizens Academy) to educate the public on the Departments purpose demystify the stigma that is attached to taxes and tax payments. • Use a career long training model to maintain high level operations and a professional service oriented staff. This includes certifications, cross training, and attending professional conferences. INCOME TAX DIVISION • The Income Tax division reviewed and audited nearly 67,000 individual income tax returns: Corporate, Partnership, S Corp, Fiduciary returns. • The division collected just under $50 million in tax dollars. • The Employee Withholding Subgroup worked with over 6,000 employers to withhold wage taxes from approximately 170,000 resident and non-resident employees. • Hired a new Income Tax Administrator as part of succession planning. • Instituted new equipment to greatly increase the manual processes associated with processing. LTREASURY12025 ANNUAL REPORT1202 NEW PROCESSES • Continued efforts are being made to increase language accessibility: this involves not only translation services but also access to interpreters. • Modernizing collection techniques to increase compliance through education and outreach. • Refocused on Delinquent Personal Property compliance and collection to follow in the successes of the income tax division. LTREASURY12025 ANNUAL REPORT1203 CITY AFFILIATE REPORTS Lansing Economic Development Corporation SUMMARY 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 for serving Lansing. Our mission is to improve the Lansing community by fostering strategic, sustainable, and equitable economic growth. C 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 entity allows access to various grants, loans, and financing tools. C In 2025, Lansing continued to experience strong economic momentum, driven by significant new development, strategic public-private partnerships, and a commitment to equitable growth. The Lansing EDC played a central role in moving this progress forward by advancing key real estate projects, supporting local businesses, strengthening core commercial corridors, and expanding opportunities for emerging developers. DEVELOPMENT PROJECTS For the year 2025, Lansing EDC was able to assist 5 projects in obtaining financial support and incentive approvals that helped make the investments economically viable. These projects represent over $100 million in new investment, 121 housing units, and 90 new jobs in Lansing and are now ready to start construction or are already underway. These developments bring the total investment and jobs supported by Lansing EDC since 2018 to over $4.5 billion and over 3,500, respectively. Residential construction activity in Lansing is also accelerating, including nearly 1000 new units of multi-family housing recently approved or currently underway, all expected to be complete by 2028. This is in addition to the 468 new units of multi-family housing completed since 2023. Projects Approved in 2025 • Turner North Development: New multi-family residential development in the heart of Old Town Lansing. • Investment: $26 million • Housing Units: 76 (all workforce at or below 80 percent AMI) • Jobs Created: 4 FTEs • Support: Brownfield Housing TIF, Environmental Assessment Support • Brick Row Redevelopment: Mixed-use redevelopment with ground floor commercial and 15 residential units (3 workforce) in downtown Lansing's Stadium District. • Investment: $8.1 million • Housing Units: 15 (all workforce below 120 percent AMI) • Jobs Created: 2 FTEs • Support: Brownfield Housing TIF, LBRF Accelerated Reimbursement Loan ► 0 ri R ; tit LANSING ECONOMIC DEVELOPMENT CORPORATION 12025 ANNUAL REPORT 1206 • 820 W. Miller: Emerging developer-led redevelopment of a long-vacant, blighted, and tax- reverted strip mall at a critical neighborhood center in South Lansing. Project involves an estimated $4 million investment and is expected to include tenants such as a laundromat, event space, future retail establishment, and a dining venue. • Investment: $4 million • Jobs Created: 14 FTEs • Support: Brownfield TIF, LBRF Accelerated Reimbursement Loan, Revitalization and Placemaking Grant, Environmental Assessment Support • Holmes & Pleasant Grove: Mixed-use development in the heart of southwest Lansing with 30 residential units (6 workforce) and 5800 sq. ft. of ground-floor commercial space, including a cafe, credit union, and community center. • Investment: $9.6 million • Housing Units: 30 (all workforce below 100 percent AMI) • Support: Brownfield Housing TIF, Revitalization and Placemaking Grant • Niowave Expansion: Business expansion project that will grow Niowave's Radioisotope Manufacturing Facility that develops cutting-edge medical isotope production for fighting cancer. • Investment: $65 million • Jobs Created: 70 FTEs • Support: Industrial Facilities Tax Exemption (PA198) BUSINESS SERVICES In 2025, the Lansing EDC offered several business services to local Lansing businesses. These services included workshops and seminars, liquor licenses and business loans. LANSING ECONOMIC DEVELOPMENT CORPORATION 12025 ANNUAL REPORT 1207 The liquor license program is to assist businesses that are looking to obtain a liquor license but have difficulty finding a suitable liquor license on the open market. The Lansing EDC assisted two new businesses with obtaining liquor licenses in growing parts of the city. The first was a development liquor license for Jollof Afro Caribbean Lounge in downtown Lansing. The second was a redevelopment liquor license with Lansing Duckpin Bowling, which is in the Red Cedar Redevelopment District. Lansing EDC also continued to assist local businesses with our microloan program. The microloan program offers favorable loan terms to businesses that need financial assistance for expansion. This past year, Lansing EDC provided $80,000 in loan support. Since 2018, Lansing EDC has lent out over $400,000 in direct loan assistance to 8 Lansing-based businesses. Additionally, the Lansing EDC partnered with PNC Bank to offer workshops and six seminars for small businesses, with topics ranging from business plans to financials. This program provided a venue for local business owners to come and ask questions about business banking, business lending, business financials, and techniques to lower costs and grow their businesses. Lansing EDC and PNC were able to help educate and assist over 25 local Lansing business owners through this program. In the last year, the Lansing EDC Retention Expansion and Attraction Program launched as a proactive, data-driven economic strategy to retain existing businesses through support and problem-solving, attract new investment with specialized resources and marketing, and facilitate the expansion of local companies. The purpose is to drive sustainable job creation and strengthen the city's economy. In 2025, the Lansing EDC met with over 70 local businesses to discuss opportunities, issues, and overall business strength. These meetings resulted in development projects, grant opportunities, loans, creation of a pitchbook showcasing strategic sites, business connections and partnerships, and other crucial business services. LANSING ECONOMIC DEVELOPMENT CORPORATION 12025 ANNUAL REPORT 1208 LANSING BROWNFIELD REDEVELOPMENT AUTHORITY [LBRA] The LBRA reviews and recommends Brownfield Redevelopment Plans that support development financing through incremental tax capture for a broad array of eligible improvements made by a project developer. Eligible costs for reimbursement include site preparation, demolition, utilities and nearby public infrastructure, environmental remediation, and housing development activities. The LBRA also manages a local fund and administers state and federal programs to support the revitalization of underutilized and environmentally challenged properties in Lansing. Local Brownfield Revolving Fund (LBRF) The LBRA's Local Brownfield Revolving Fund (LBRF) continues to help promote redevelopment efforts at sites throughout the City of Lansing by assisting with environmental assessments, redevelopment planning, and project financing. • Assessments Supported: In 2025, The LBRA committed nearly $80,000 from its LBRF to help support environmental assessments at 10 sites throughout Lansing. • Accelerated Reimbursement Loans: The LBRA approved two Accelerated Reimbursement Loans in 2025, the Brick Row Redevelopment and the 820 W. Miller Rd. Project, which will provide over $1 million in critical funds to these developments through reimbursing eligible costs while the projects are underway. Brownfield Policy In July 2025, the LBRA adopted an updated policy for the administration of brownfield redevelopment projects within the city. This updated policy clearly defines the application process, including updated guidance on application for housing tax increment financing and public benefit requirements. LANSING TAX INCREMENT FINANCE AUTHORITY [TIFA] The Lansing TIFA finances downtown public infrastructure and facilities that promote private economic activities and development. In 2025, the Lansing EDC worked with stakeholders on efforts to amend the TIFA legislation that would provide the opportunity to pursue future investments in the downtown district via financing through the Lansing TIFA. LANSING ECONOMIC DEVELOPMENT CORPORATION 12025 ANNUAL REPORT 1209 CORRIDOR IMPROVEMENT AUTHORITIES The City and Lansing EDC has targeted four commercial corridors 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 (LGCIA). The CIAs bring together the businesses and stakeholders along key commercial road corridors to create and implement development and finance plans to revise those areas economically and aesthetically. Brownfield Policy The South Martin Luther King Jr. Corridor Improvement Authority (SMLKCIA) has made significant strides in revitalizing the corridor throughout 2025. • In partnership with the Michigan Department of Transportation, the Authority installed three new pedestrian islands at high-traffic areas along the corridor. These improvements aim to reduce accidents and fatalities by encouraging drivers to slow down and providing pedestrians with safer crossing points. • To uplift the corridor's visual identity, SMLKCIA hosted a community-focused art competition, resulting in new artwork being installed on several CATA bus shelters. • The Authority launched the Southwest Thrive Program, a four-week business development series for southwest Lansing entrepreneurs—graduating eight participants. This initiative was supported by the USDOT Thriving Communities Grant and local stakeholders • SMLKCIA introduced a small business grant program offering up to $10,000 for businesses Located within the corridor. • The Authority is now working with a local marketing company to brand the corridor, enhance community engagement, establish a dedicated website, install branded materials along the corridor, and launch a new Facebook page. • The SMLKCIA hosted its first annual community cleanup. • SMLKCIA Chair, Amanda Defrees, showcased all of these accomplishments on WLNS's Discover Lansing show. LANSING ECONOMIC DEVELOPMENT CORPORATION 12025 ANNUAL REPORT 1 210 The Saginaw Street Corridor Improvement Authority (SSCIA) focused on branding the corridor and improving the aesthetic. The Authority established a communications and marketing subcommittee made up of community members and board representatives. Together, they selected a local marketing firm to brand the corridor as the "Mural District" and strengthen community outreach efforts. To complement this new identity, the SSCIA created a Mural Sponsorship Program designed to support businesses and property owners interested in installing murals along the corridor. The Michigan Avenue Corridor Improvement Authority (MACIA) continued its efforts to support businesses during the ongoing Michigan Avenue redesign. • The Authority hosted a virtual information session in partnership with the City of Lansing and the Lansing Regional Chamber of Commerce to provide updates on the construction process. • MACIA also completed its Block 2000 Facade Improvement Project, further enhancing the corridor's appearance. The North Grand River Avenue Corridor Improvement Authority, known as the Lansing Gateway CIA (LGCIA), made meaningful progress toward the goals outlined in its Development and Tax Increment Financing Plan in 2025. • The Authority invested in maintenance and beautification efforts by hosting a community cleanup and maintaining their landscaping installation on the east side of the corridor. • The LGCIA established a business grant program to support corridor businesses through its grant program, offering grants up to $10,000. • The LGCIA developed a Mural Sponsorship Program, set to launch in 2026. • The Authority closed out the year by hosting its annual community event at the historic Turner-Dodge House. LANSING ECONOMIC DEVELOPMENT CORPORATION 12025 ANNUAL REPORT 1211 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 identified a critical need to ensure that underserved and underrepresented entrepreneurs and communities have the tools, opportunities, and access to expertise, resources, and training needed to start and sustain successful businesses, and to participate fully in the economic development process. To address these findings, the Lansing EDC developed the Lansing Equitable Economic Development (LEED) Initiative. The LEED Initiative is designed to equip entrepreneurs from underserved and underrepresented groups through programs that provide financial resources and technical assistance to build strong, successful businesses and to increase the number of locally led community-driven real estate development projects. The Empower Program The Empower Program is a component of the LEED Initiative. In 2025, 11 Lansing business owners participated in the 2nd cohort of the Empower Program. These businesses benefited from: • A 6-month program that provides business owners with a team of dedicated project managers, consultants, and business specialists to create and implement an individualized business development plan. • Bi-weekly, in-person training sessions covering business strategy, marketing, systems development, automation to support scaling, and other key topics to support their growth. • Professional brand development services to market and generate revenue, human resources consulting for staffing strategies and systems, financial management consulting, and other forms of technical assistance. In 2026, the Lansing EDC will host two additional Empower Program cohorts beginning in January. LANSING ECONOMIC DEVELOPMENT CORPORATION 12025 ANNUAL REPORT 1 212 THE SEED ACADEMY The Lansing EDC launched its first cohort of the Lansing Supporting Empowered Emerging Developers (SEED) Academy in 2025. The inaugural program supported 20 emerging developers who benefited from: • A multi-month development training program designed to build the foundational skills needed to pursue real estate projects, including feasibility analysis, project planning, and development readiness. • A structured curriculum featuring sessions on financial modeling, site selection, development processes, accessing capital, and navigating city development systems. • Individualized guidance and mentorship from experienced real estate developers to support participants as they evaluate potential projects and build their development portfolios. • Opportunities to participate in property assessments, case studies, and peer-to-peer Learning designed to strengthen practical knowledge and confidence. Many participants are now advancing real estate projects in Lansing, receiving incentive approvals and moving along the pre-development stages. Collectively, these emerging developers are moving forward with projects representing nearly $20 million in anticipated investment, signaling a strong and growing pipeline of community-focused development expected to contribute to neighborhood revitalization citywide. Targeted Redevelopment The Targeted Redevelopment effort is a key component of the LEED Initiative, focused on strengthening economic conditions and investment readiness in underserved areas of Lansing. In 2025, the Lansing EDC began a partnership with CityCraft, a nationally recognized planning and redevelopment firm, to support a comprehensive targeted effort in Southwest Lansing. This work is designed to address economic challenges through a coordinated approach that brings together multi-sector stakeholders, including business leaders, economic development partners, educational institutions, environmental organizations, and health-sector representatives. While the work is in its early stages, the engagement with CityCraft has already helped build momentum and attract additional interest and partnerships that will be further developed in 2026. LANSING ECONOMIC DEVELOPMENT CORPORATION 12025 ANNUAL REPORT 1 213 Alongside this effort, the Lansing EDC also began supporting a separate effort to spark a community planning process for other Neighborhoods of Focus, which will guide long-term investment and neighborhood-led visioning. Together, these early actions lay the foundation for a broader, sustained targeted redevelopment strategy that will continue expanding in the coming year. FACADE IMPROVEMENT PROGRAM Lansing EDC administers 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 and 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, increasing the overall value of local businesses. In 2025, 19 businesses were awarded grants from the Facade Improvement Program, totaling $270,695 in funding commitments, spurring additional private investment. Additionally, the Lansing EDC applied for and secured an additional $500k from the Michigan Economic Development Corporation and LEAP for the city's facade improvement program. Businesses supported through the Facade Improvement Program can be found all over Lansing and have been appreciated by the community and business owners, who see this as a way for the city of Lansing to reinvest in the Lansing economy. LANSING ECONOMIC DEVELOPMENT CORPORATION 12025 ANNUAL REPORT 1 214 COMMUNITY ENGAGEMENT AND OTHER NOTABLE HIGHLIGHTS REO Town Visioning This spring, the Lansing EDC partnered with the National Charrette Institute to hold a comprehensive visioning session with community members and stakeholders on the future of the REO Town. The ideas and conversations from those sessions revealed several high-impact projects that would improve quality of life for residents and honor the legacy of innovation and ingenuity of the REO Town neighborhood. The Lansing EDC submitted a grant application in the fall to secure funding for many of these ideas and will continue to work with the neighborhood throughout 2026 to bring the projects to life. Emerging Developer Network The Lansing EDC is actively cultivating a new generation of local developers through the Emerging Developer Network. A key-component of this capacity building is providing training on tax abatements and tax increment financing, crucial tools that emerging developers will utilize to make projects economic viable. Michigan State University Practicum Project Lansing EDC worked with five MSU students graduating from the Urban and Regional Planning program on their practicum capstone project. The students conducted surveys and hosted focus groups to inform their project. The final deliverable was a downtown riverfront activation plan that provides actionable ideas, including upgrades to park amenities and programing to promote year-round activity. LANSING ECONOMIC DEVELOPMENT CORPORATION 1202S ANNUAL REPORT 121S Strategic Site Readiness Program (SSRP) Grant In 2024, the Lansing EDC received a nearly $19 million award from the State of Michigan for the evaluation, remediation, and preparation of the former Fisher Body/GM Plant 6 site for future redevelopment. In collaboration with the developer, NorthPoint Development, the Lansing EDC continues to advance the site towards the redevelopment. The property is currently marketed as the Lansing Business Park - Plant 6. Over the past year, Lansing EDC, NorthPoint, and other stakeholders engaged in activities that included environmental site assessments, hosting community and neighborhood engagement sessions, participation in the statewide MI Sites Program showcasing premier development-ready sites, and establishing use of the grant award and outlining objectives for successful redevelopment of the property. This investment in preparing and marketing the site has the opportunity to drive job creation, attract industry, and help revitalize the local economy, making it a cornerstone for the Long- term prosperity of our community. CLOSING The accomplishments of 2025 demonstrate a year of meaningful progress, strategic investment, and growing community capacity. From major redevelopment projects to support for small businesses and emerging developers, Lansing EDC and its partners have helped drive new economic activity in every corner of the city. Lansing's commercial corridors are becoming more vibrant, more housing is being built across income levels, and new tools and programs are empowering the next generation of local entrepreneurs and developers. LANSING ECONOMIC DEVELOPMENT CORPORATION 12025 ANNUAL REPORT 1216 na+,v.. nnu-- >• .:] .. 1'i4 w...a _ O IlrerIfl rrrllrrar r f� _ 50 - • Meaningful Momentum It starts with vision—and it grows into action. Across downtown, new projects are taking shape that will transform how we live, work and connect. Today we're experiencing so much more than ■ just development—it's momentum in motion. And it doesn't happen alone. Building the future we see takes ■' the public and private sector, big thinkers and doers—all working together to shape what's next for Downtown Lansing. Together, let's champion, invest and choose to be part of the next chapter here in Michigan's Downtown. Downtown's Goals • Foster downtown as an energetic,dense and walkable residential neighborhood. ■ ■ • Nurture a vibrant,diverse and robust business district. Cultivate active and welcoming public spaces. • • Build sustainable funding for a S sustainable organization. ■ . _ Downtown ■ - Lansing Inc. ill some A DOWNTOWN LANSING INC. 12025 ANNUAL REPORT 1 217 k J X 11 W D "Thisyear,Downtown Lansing has shown what's possible when shared vision meets collective action.With over$628 million in investment and development corning to Michigan's Downtown,we're witnessing the true power of partnership and perseverance. From transformative projects and creative collaborations,Downtown Lansing is growing stronger every day.Let's keep building Michigan's Downtown—together." Downtown Lansing —Cathleen Edgerly,Executive Director Main Street Events 2024-25 Downtown Lansing's Board of Directors and Staff President:Jen Estill Member:Alexander Pusek CD Director:Kate Litwin Vice President:Joshua Pugh Member:Jesse Flores Marketing/Brand Specialist: 749444 Treasurer:Julie Durham Member:Keri Tomac Jenea Markham attendanceEst.event Secretary:Jennifer Hinze Member:Kris Klein Marketing/Fvents Manager: Big Ped Ball _unry Hop of _ Member: STAFF Mario Gonzales Fundraising Gala Square Nikki Thom pson-Frazier Exec.Director:Cathleen Edgerly Office Mgr Audrey Brayton Trick-or-Treat on the Hispanic Heritage Square Festival Farmers Market on Live Music 7hursdays A MAIN STREET the Capitol Lawn Evening of Excellence Silver Bells in the City A Network of Leaders in Grassroots Economic Development Real Impact. I The numbers prove it! el,�, $9,179,872 Is $12,8989910 2024-25 Total 2024-25 Total Private Investment Public Investment The inaugural Big Red Ball offered bold looks, $482,929,076 $165,451,898 big energy and a shared mission raising Program to date Program to date $40,000, 29,220 93 83 2024-25 16 2024-25 ` 2024-25 f - Volunteer New Far�ade & Building - u Hours Businesses Improvements z t - 952,016 2,126 3,017 Prog ram to date Prog ram to date Prog ram to date New businesses,such as Jollof Afro-Caribbean Cuisine,are diversifying the dining and Michigan Main Street Our M M5 shopping options you can experience on provides technical a a weekends and into the evening hours. assistance to local Communi ties i communities - nl'nn 111 rl� ■ I{ as they implement the Main Street I a Four-Point Approach', >� I a community-driven,comprehensive strategy encouraging economic Middle Village,a 12-month retail accelerator development through historic preservation program,welcomed its fifth cohort in ways appropriate for the modern marketplace.The program aims to create communities distinguished by economically . vital and vibrant commercial districts andI # downtowns, thereby making the state economically stronger and culturally diverse. *Master Level Ib Seiecr Level Network Level Engaged Level Events like Trick-or-Treat on the Square © MICHIGAN ECONOMIC helped welcome over one million visitors this ❑EVELor�MEN I CURPUKAI ION p www,miplace.vrg year to the heart of the Capital City. 57 6 7-2511 1 2 DOWNTOWN LANSING INC. 12025 ANNUAL REPORT 1 218 2024 Pulse Connecting Community of Downtown �iw As . . downtown, E)owntown Visit Downtown Lansing Lansing Inc. (DLI) S O/Q bringspeople together—businesses, most often for dining creatives, residents, « leaders—to • Described recent trends vibrant, connected, • •r r r • �/0 in Downtown Lansing as improving or making progress. economic development, local bus�ness support, events, and Said the frequencyo#their public spaceactivation, to support and connect 5 � Asits to Downtown Lansing the communit fostering a strong sense of involvement. increased or stayed the same during the past year. Social 7. 1111 Connection 0 12350+ Facebook Followers 4iy��PT 13,300+ Instagram Followers 1300+ _. Linkedln Followers Volunteer 10 Connection or go 3,260 Volunteer hours in 2024-2025 34,002 r� Volunteer hours fr (Program to date) L!; Q $107,156 ` Volunteer vaI ue in 2024-2025 $1317,646 Volunteer aaIue (Program to date) • 0' In the Numbers ■ R SPOTLIgHT �■� •r• �■• Income Expenses P;-. ($2,76)0,000 (�2,7MOOO _ — — — • ■ — • _ ■ .PFOgram aCti*WS .Promotion activities _ Grants/foundation support 0 Design activities 0 City/county support 49 Economic vitalityactivitbes DDAsupport 90�ganizationactivities i Managemern Contract fees Operations *Business support Oiherfmisc. *Membershipslfundraising DOWNTOWN LANSING INC. 12025 ANNUAL REPORT 1 219 TRANSFORMING LANSI NG'S DOWNTOWN CULTURE:We are creating a culture COMMUNITY:At DLI,we're creating a COMMERCE:From accelerator programs where residents,neighbors and visitors culture where residents, businesses, to merchant meetups,trainings and of all backgrounds feel a sense of volunteers and city leaders work together connections to resources—DLI offers welcome,inclusion and opportunity- to achieve common goals—champloning tailored support for local businesses the future of Downtown Lansing. like yours!Showcase your business in Michigan's Downtown. DLI is Helping Businesses Thrive ^�/_� • Monthly merchant learning series Downtown Business Huddle �J �F Middle Village retail accelerator Monthly merchant PRIVATE INVESTMENT Match on Main grants communications • Grand opening celebrations Fear-round promotional • Downtown Digital Dollars opportunities Program to •ate: $127,643,801 Tenant Improvement grants rise . _ &Building ProgramImprovements 19 date: "Working with Downtown Lansing Inc, has been an incredible 9 experience. Being part of the Downtown Lansing community means Businesses_ collaboration, support, and shared growth. It's inspiring to see how Program t. date, local businesses, residents, and leaders come together to make our city vibrant and welcoming." • ity —Oluwaseun"Sean"Sipeolu,Owner,jollof Afro-Caribbean Lounge Downtown Lansing cQ' Population Downtown Drive Time Markets �� Households 5 Minutes 10 Minutes 20 Minutes 21,300 Population 20,S82 119,078 339,842 C7Median HH Households 9,638 51,475 141,747 $60,700 Median HH Income $44,228 $53,408 $64,392 Median 32 years In-demand Businesses HousingFood &Drink Shopping & Retail Breakfast/brunch Pharmacy occupied Italian Apparel ' ` - ' -' Bakery Home goods Late night dining Special event apparel DOWNTOWN LANSING INC. 12025 ANNUAL REPORT 220