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2017 - SOTC State of the City Report January 30, 2017 Bernero
Virg Bernero, Mayor STATE OF THE CITY REPORT January 30, 2017 Page 1 of 138 INDEX OF REPORTS Mayor's Observations....................................................................................3 DEPARTMENTS Departmentof Finance...................................................................................7 LansingFire Department ...............................................................................14 Department of Huffman Relations and Community Services ..........................29 Department of Human Resources..................................................................34 Department of Information Technology........................................................37 Department of Parks and Recreation.............................................................39 Department of Planning and Neighborhood Development ............................49 Lansing Police Department............................................................................68 Department of Public Service........................................................................78 Office of the City Attorney............................................................................120 AGENCIES Downtown Lansing, Inc.................................................................................123 Lansing Entertainment and Public Facilities Authority.................................125 Lansing Board of Water and Light................................................................N/A Lansing Economic Development Corporation (LEDC)................................N/A SUMMARY OF FINANCIAL CONDITIONS The city's financial conditions are summarized in the annual report of the Department of Finance. Additional resources, including the FYI adopted budget and the FY16 comprehensive financial statement and external audit can be obtained online at lansingmi.gov/finance. Page 2 of 138 MAYOR'S OBSERVATIONS As we begin 2017, the state of our city is strong and getting stronger. Unemployment continues to fall and home values continue to rise, while our efforts to attract new investment and create new jobs continue to pay dividends. With the assistance of the Lansing Economic Area Partnership (LEAP), we continue to aggressively seek new, job -creating investments that diversify our local economic base to create a strong foundation for our future prosperity. Our historic partnership with General Motors continues to drive Lansing's progress with major new investments in the Lansing Grand River and Lansing Delta assembly plants and related facilities. Neighborhoods across the city continue to rebound from the negative effects of the national real estate collapse and foreclosure crisis, aided by our ongoing blight elimination programs in partnership with the Ingham County Land Bank, and the continued strength of neighborhood organizations in fonning dynamic partnerships with the city and other stakeholders. My Block by Block (133) neighborhood wellness initiative is already paying dividends by engaging neighborhood residents in helping find solutions and strategies for neighborhood improvement. We are indeed blessed to have the best -trained, best -equipped first responders in the state of Michigan, right here in Lansing. Our police and fire departments keep us safe around the clock and we are deeply grateful for their service to our community. Our efforts continue toward filling vacant positions in our Police and Fire Departments and to recruit quality candidates who reflect the diversity of our community for these vital jobs. The financial and operational functions of our city government are fundamentally sound. Even with precipitous declines in property tax revenues and the loss of nearly $100 million in state shared revenues, the financial position of our city remains solid thanks to our prudent fiscal management. Rebuilding the city's rainy day fund continues to be a strategic priority to ensure that the city has financial reserves in the event of an emergency or economic downturn. Our current year general fund budget (FYI 7) remains significantly less, when adjusted for inflation, than the last budget submitted by former Mayor David Hollister in 1999. As a result of the austerity measures required to survive the Great Recession and to resolve the city's structural deficit, our workforce is nearly one-third smaller than when I took office in 2006. Given these constraints, it is rather remarkable that we are still able to provide quality city services at a level our citizens expect and deserve. Our success is attributable in large measure to the talented, dedicated workforce employed by our city government and the strategic, efficient allocation of our limited resources. With the help of the mayoral -appointed Financial Health Team led by former Mayor Hollister, we are aggressively tackling the city's long -tern unfunded liabilities. Through good faith negotiations with our city employees, we have worked diligently to ensure that we do not add Page 3 of 138 unnecessarily to the city's legacy cost challenges. These efforts have already saved Lansing taxpayers more than $200 million over the next 40 years. Even with this progress, the city's long-term financial obligations to current retirees still represent a major challenge for Lansing, as they do for practically every city in the state. As expenditures for pensions and retiree health care continue to rise, spending on core services like police and fire protection will be crowded out. Finding solutions that allow the city to keep its promises to retirees in a way that is affordable for Lansing taxpayers is the goal of a study now underway with matching funds provided by the Michigan Department of Treasury. Our city departments and agencies continue to operate on a lean and efficient basis due to the tremendous efforts of our employees and my leadership team. The current organization of our city government is adequate and our departments and agencies are sufficiently effective to achieve the purposes for which they were established, including protecting the public safety, promoting economic stability and growth, managing the city's budget, assets, services and prograins efficiently and effectively, leveraging the power of infonnation technology to enhance productivity and customer service, and undertaking efforts to improve the city's neighborhoods and enhance the quality of life of our residents. I propose no significant changes to the organizational structure of our city government at this time. In accord with the City Charter, we will continue to pursue intergovernmental cooperation that enhances the efficiency and effectiveness of the programs and services we deliver to the citizens of Lansing. These efforts include cooperation and collaboration with and between the city and its agencies, particularly the Lansing Board of Water and Light (LBWL). Our long -tern efforts to promote and strengthen regional cooperation continue to deliver significant dividends to the city and to the region, including Ingham County assuming financial responsibility and management of the Potter Park Zoo, the new regional Trails and Parks millage that will help maintain and expand the Lansing River Trail, and our tax -sharing agreements with Alaiedon Township to facilitate the growth of Jackson National Life, with Delta Township for GM's continued investment in their Lansing Delta Township assembly plant, and with DeWitt Township for the creation of our Next Michigan development zone at Capital Region International Airport. Regional opportunities are also present in our ongoing evaluation and planning for the future of major city facilities, including City Hall, the 54-A District Court, the Lansing Police Department and the city's detention facilities. Finally, we are proud to be -- and will continue to be -- a welcoming city for immigrants and refugees from around the world, for people of every color, ethnic background and religious persuasion, and of all genders and sexual orientations. Our diversity is our greatest strength as a community, and we will never back down from our commitment to social justice, equality and opportunity for all. Page 4 of 138 The balance of this report is comprised of the individual annual reports of the city's departments and agencies, which expand on many of the themes outlined above. An electronic copy of this report is available online at lansingmi.gov/Mayors_Office. Virg Bernero Mayor January 30, 2017 Page 5 of 138 DEPARTMENT REPORTS Page 6 of 138 DEPARTMENT OF FINANCE Angela Bennett, Finance Director Department Description The Finance Department provides administrative support to the City government: accounting for the City's various fiends and grants; preparation of the annual financial report; preparation and monitoring of the budget, financial analysis and forecasting; banking, investment, and borrowing of funds; purchase of goods and supplies; payments to vendors; administration of the retirement system; assessing of property and collection of income and property taxes are among core functions. There are three divisions of the Finance Department: Assessing, Treasury, and Finance Operations. Accomplishments in 2016 The focus of the Finance Department is to provide excellent service to its internal and external customers. External customers include those who pay property and income taxes; those with an interest in properties located within the City; and those who wish to do business with the City. Internal customers include City departments, who rely on the department for the procurement of goods and services, financial reporting, and other financial resources, and employees and retirees regarding pensions. They also include the Mayor, Council, and others charged with developing, adopting, and monitoring the City's budget. The City remains financially strong, in spite of the significant challenges presented by the Great Recession. The City's property values are increasing, and income taxes are growing. The City's General Funded ended 2016 fiscal year on June 30, 2016 with $12.4 million in unrestricted reserves, including the Budget Stabilization Fund, a $2.6 million increase from fiscal year 2015. As a percent of expenditures, General Fund reserves increased to 10.4% from 8.2% for fiscal year 2015, a significant improvement, but still below the City's 12% - 15% target. The City continues to face challenges with regards to funding infrastructure needs and pension and retiree healthcare obligations, as well as a need to further increase General Fund reserves. In light of those challenges, following the work with assistance of the Financial Health Team and State funding assistance last year, the City issued an RFP in 2016 and awarded a a study for recommendations for addressing the City's long-term pension and retiree health Page 7 of 138 care obligations in light of economic and revenue challenges. Recommendations from that study are expected in early 2017. During 2016, in context of preparation and adoption of the FY 2017 budget work, the City implemented performance-based budgeting. Appreciation This past year, Tammy Good became the City's Treasurer, and Sharon Frischman became the City's Assessor. Both of their work and efforts, as well as that of Randy Endsley, Accounting Manager, are greatly appreciated. All of the employees in the Finance Department are to be commended for their accomplishments in 2016 and for their commitment to continue improving the delivery of services in the future. Thanks to their dedication, the residents, businesses and visitors to the City are well -served by these efforts! The following pages include more detailed information of 2016 accomplishments of each of the three divisions of the Finance Department. Page 8 of 138 TREASURY DIVISION OF FINANCE Tammy Good, City Treasurer/Income Tax Administrator Division Description The Treasury Office of the Tax Services division consists of two main work groups: Income Tax and Property Tax. The Property Tax group collects the current Real and Personal property tax as well as delinquent Personal property tax. The Income Tax group collects Income Tax for Lansing residents and non-residents that work in Lansing. In addition, the Income Tax group works with our Lansing -based and our regional employers in regards to employer withholding. The Treasury Division responsible for collection of all revenue and remittances to the City and oversees the depositing, safekeeping and investment of City fitnds, monies and securities. Accomplishments in 2016 Income Tax: The Income Tax work group reviews and audits more than 80,000 individual tax returns; 3,750 Corporate, Partnership and Fiduciary returns, issuing refunds where applicable. We process over 45,000 Income Tax refunds per year, with 40,000 of the refunds processed between January 1St and June 15"' of each year. The group also works with 4,500 employers to ensure proper withholding for their employees. Additionally within the Income Tax group, there is the Compliance team and Withholding. The Compliance team works with taxpayers to collect delinquent income tax payments and to locate non -filers of income tax. The Withholding Tech works with our businesses to collect employer withholding for our Lansing based businesses and those outside Lansing who elect to withhold for their employees. The Withholding Tech also works on compliance to locate Lansing based businesses who are not withholding for their employees. Property Tax: The City issues over 57,000 Property Tax bills in June and December of each year. In addition to collecting taxes for the City, the Treasury division also collects and distributes real and personal property taxes for Ingham, Eaton and Clinton Counties, seven area School Districts, Lansing Community College, Capital Area District Library, Capital Area Transit Authority, the Airport Authority and the 4 (four) 425 agreement partners, several with multiple agreements. The property tax group collects and distributes payments for Payment in Lieu of Taxes (PILOT) holders, the Tax Increment Finance Authority (TIFA), Page 9 of 138 Brownfield developers and the Economic Development Corporation. This group also completes Brownfield Authority, TIFA and Obsolete Property Rehabilitation Act (OPRA) reports for State of Michigan compliance. They also distribute current year revenue to the City's taxing. In addition, the Treasury division collects nuisance fees, code enforcement violations, false alarm fees and diversion program fees. They also deposit daily cash receipts from City departments. The collections team within property tax group works with businesses to collect delinquent personal property taxes, delinquent employer withholding and with taxpayers' delinquent income tax. This group also provides tax clearance for liquor licenses, elected official candidates. Year in Review: As a team, we adapted to the new challenges and our accomplishments include: 1) Staff Transitions: 2016 was a year of staff transition in the Treasurer's Office. Tammy Good, our new City Treasurer was hired in a permanent capacity. The division transitioned through several customer service representatives as staff accepted new positions in the expanding economy. As in the past, in the midst of transition and training, we continued to provide excellent customer service to our clients. 2) Financial Stability for our Residents: The Treasurer, Taminy Good, co-chairs the Asset Independence Coalition (AIC) which provides free Income Tax preparation services for families that earn $58,000 or less. AIC also hosts a program that provides second chance bank accounts for the unbanked and underbanked in our community. 3) Partnership with the Cities of Flint, Grand Rapids, Battle Creek, the State of Michigan Department of Treasury and Chase Bank: We completed the second year of the three year contract to have Chase Bank convert paper tax returns into electronic files for 2015 tax season (2016 calendar year). The project continues to strengthen and we look forward to the next three year contract with our partners. 4) Income Tax compliance officers: In 2016, the Compliance Officers added $646,000 in both previously un -filed tax returns and revenue collection from the previously un -filed tax returns and assisted the audit staff responding to taxpayer concerns. 5) Donations from Income Tax Refunds: For the 2016 income tax year, City taxpayers donated refunds from their City taxes to one of three programs: Homeless Assistance, LPD Problem Solving and the HOPE scholarship. We received 1,673 donations to the 3 funds for a total of $12,725 exceeding 2015 numbers of 1,618 donations to the 3 funds for a total of $10,912. Page 10 of 138 6) Collections Team: The collections team worked diligently this year with our tax payers regarding payment plans and collection of delinquent personal property taxes. Page 11 of 138 ASSESSING DIVISION OF FINANCE Sharon Frischman, City Assessor Division Description The Assessing Division is responsible for the annual valuation and assessment of all real and personal property located within the City of Lansing. Each year, the Assessing Division prepares and certifies the ad valorem assessment roll and the specific tax rolls in accordance the Compiled Laws of the State of Michigan. The City of Lansing has 40,700 real property parcels, 3,700 exempt properties, and 3,200 personal property parcels. The total taxable value of the ad valorem and special acts parcels located within the jurisdiction of the City of Lansing was $2.064 billion for tax year 2016. Accomplishments in 2016 Sharon Frischman became the City's Assessor in January, 2016. The Assessing Division produced the 2016 tax roll, handled constituent questions, property valuation appeals, and Michigan Tax Tribunal appeals. Tax year 2016 marked the first phase-out of personal property tax for parcels with values greater than $80,000, a large undertaking, and as a result, Assessing Office implemented procedures for the new reporting requirements. During the course of the year, the Assessing Division also worked with Ingham County and the City Attorney's Office in establishing new procedures for acceptance of land contracts. Page 12 of 138 DIVISION OF FINANCE Randy Endsley, Accounting Manager Division Description The Accounting/Budget/Accounts Payable Division is responsible for financial forecasting and analysis, annual budget preparation, and budget monitoring. It also encompasses City accounting, retirement, accounts payable, grants oversight, and financial reporting. Accomplishments in 2016 The Accounting/Budget/Accounts Payable Division coordinated the preparation, communication, and adoption of the FY 2016/2017 budget, including implementation of performance measurements, and it administered and the fiscal year 2015/2016 year-end close and prepared for the annual external fiscal year audit. The division also handled compliance reporting with state and federal agencies, including the State's City, Village, and Township Revenue Sharing (CVTRS), formerly known as the Economic Vitality Incentive Program. A great deal of time and effort was invested in information gathering for the pension and retiree healthcare study mentioned in the departmental accomplishments. Page 13 of 138 LANSING FIRE DEPARTMENT Randy Talifarro, Chief A message to the Residents and Constituents of the Lansing Department & Code Enforcement Division: We are pleased to represent the men and women of the Lansing Fire Department; the Code Enforcement Division; and the wonderful community that we serve. The staff here prides itself in providing quality service in our capital community. We strive to provide outstanding fire protection and emergency services for residents, businesses owners and visitors that makeup the community at -large. Regardless to where you reside in the city, Lansing Fire Department resources are only minutes away with six fire stations nearly 160 firefighters; approximately 20 -support staff (Fire Prevention, Training, Emergency Management, and Maintenance). Our full-time professional staff is available twenty-four hours a day seven days a week with trained compassionate firefighters, emergency medical technicians and paramedics. Each year we respond to over 21,000 requests for assistance. In difficult times we are ready to address your needs. Our Code Enforcement Division works diligently each day to snake our city and neighborhoods attractive and welcoming to the best of their ability. We conduct rental inspections to address code violations or registration renewals, respond to lawn and debris complaints, and investigate front yard parking and other complaints. Together we (Fire and Code Enforcement) look forward to continued service improvements and progress in calendar year 2017. We thank you in advance for the opportunity to work in this capacity. SUPPRESSION DIVISION The Suppression and EMS sections of the department that are comprised of 6 Fire Stations which house 6 fire Engines,2 Ladder Trucks, 4 Ambulances, HazMat Squad, Tech Rescue Truck and 159 men and women whose duties include responding to all 911 calls for assistance, such as, fires, vehicle accidents, requests for ambulance services, rescue and medical emergencies of any type. FIRE ADMINISTRATION The Fire Administration Division manages the daily operations of the department and follows the long range goals and strategic plans set by the Fire Chief. This is made possible through constant collaboration and coordination between the offices of the Finance division, Training division, Emergency Management division, Fire Marshal division, and Suppression division. Page 14 of 138 ACCOMPLISHMENTS ➢ Introduced and enacted a new Tactical Emergency Medical Team ➢ Introduced and enacted Active Violence Program ➢ Purchased six new Stryker new cots ➢ Hired a diverse class of 28 new Professional Firefighters ➢ Acquired 10 new EMS computers for the medic units ➢ Purchased Six new EMS monitors ➢ Continued to enhance the relationships within the shared service group ➢ Funding for a New Medic Unit Page 15 of 138 EMERGENCY MANAGEMENT DIVISION Our Vision - `Buildine a Disaster Resilient Community" The Emergency Management Division is staffed with the Division Chief, one Captain, an Emergency Management Specialist responsible for Hazard Mitigation Coordination, and three, grant funded Regional Planners. These planners assist in developing and coordinating Community Preparedness, through the Do 1 Thing program, Communications and Accountability, and sustainment of the Regional HAZMAT and USAR Response Teams. The Lansing Office of Emergency Management is responsible for the Homeland Security of the City of Lansing. Emergency Management's proactive approach to an all hazard event, natural, man-made or terrorism in nature requires the Office of Emergency Management to prepare our community and its first responder agencies through plan development, training and exercising. Emergency Management's preparedness initiatives with our community partnerships have made Lansing's Office of Emergency Management leaders throughout the State of Michigan in preparedness. Volunteers ➢ Specialized Search and Rescue for Missing Persons training ➢ 4 volunteers attend this intense 3 day class ➢ 9 Members attend various programs at the Emergency Management Institute/National Fire Academy in Einmetsburg, MD for a total 320 hours of advanced training ➢ 19 CERT continuing Education classes and 2 CERT Basic Training classes ➢ CERT Program provided more than 5500 volunteer hours at tramings and special events including the Capitol City Marathon, Common Ground, Old Town Jazz Festival, Fourth of July Fireworks, Ingham County Health Department's Recycle -Rama, Capital Bike Race, Arbor Day, Safety Picnic, MSU home football games, 4 Concerts and Silver Bells in the City. In Total, CERT Volunteers provided more than $140,000 in volunteer time to the City. ➢ R.A.C.E.S. group participated in at total of 6200 hours of training and event communications support, such as Common Ground, Silver Bells and District 1 Regional Medical Response Coalition. This equates to $167,000 in volunteer time. Events and Incidents ➢ State of the State Address (Jan 19) ➢ Day Glow Concert — Lansing Center (Jan 23) ➢ Tabletop Exercise with Michigan National Guard (Feb 12) Page 16 of 138 ➢ BZPP Tabletop Exercise (Mar 3) ➢ BZPP Communications Exercise (Mar 11) ➢ State of the City (Mar 22) ➢ Statewide Tornado Drill (Apr 13) ➢ Night Color Run (May 14) ➢ Taste of Country (Jun 11) ➢ CHEMDOT 14 (Jun 30) ➢ July 4"' Celebrations (Jul 4) ➢ Common Ground (Jul 5 -10) ➢ Color Run (Jul 10) ➢ Cooling Center Activations (Jul 22-25, Jul 29 — 30) ➢ Foreign Dignitary Visit (Sep 23) ➢ Multiple Presidential Candidate visits (Sep — Nov) ➢ LBWL Dam Brake Exercise (Oct 13) ➢ Silver Bells in the City (Nov 18) ➢ No Senior without a Christmas (Dec 9) ➢ EOC Activations o Level Three Activation ■ Snow Event (Mar 1) ■ Walter French Fire (Sep 4) o Level Two Activation ■ Snow Event (Feb 24) ACCOMPLISHMENTS ➢ Floodplain Acquisition Project ➢ Total project up to 34 homes Page 17 of 138 purchased ➢ Awarded $120,000 Grant to purchase one more ➢ Hazard Mitigation Plan Update ➢ Completion of Enhanced Flood warning project with USGS ➢ Completion of Potter Park Zoo Emergency Access project ➢ Installation of Tornado Siren System console in Backup EOC ➢ Conference Presentations by Lansing Emergency Management ➢ US Army Corp of Engineers Conference (Boston, MA) ➢ International Association of Emergency Managers (Las Vegas, NV) ➢ Michigan Interoperability Conference (Travers City, MI) ➢ Michigan 4H Judges and Show Coordinators Conference (Tustin, MI) ➢ World Conference on Disaster Management (Toronto, ON) ➢ Association of State Flood Plain Managers (Grand Rapids, MI) ➢ Ontario Provincial Emergency Management Conference (Toronto, ON) ➢ Update of Coolie Law School Stadium All Hazard Emergency Action Plan ➢ Completed School Communications plan encompassing all Public and Private Schools ➢ Continued to Expand Social Media Usage for Emergency Management and Crisis Messaging Grants The Lansing Office of Emergency Management administers multiple grants for the City of Lansing. ➢ 2013 Homeland Security Grant Program ($800,000) ➢ 2014 Homeland Security Grant Program ($200,000) ➢ 2015 Homeland Security Grant Program ($185,000) ➢ 2013 Emergency Management Program Grant ($58,344) ➢ 2014 Emergency Management Program Grant ($64,169) Page 18 of 138 ➢ 2015 Emergency Management Program Grant ($60,311) ➢ 2016 Emergency Management Program Grant ($59,347) Page 19 of 138 TRAINING DIVISION The Training Division is staffed with a Training Chief, two Training Captains, and two secretaries. Training Captain Kevin Christiansen and Training Captain David Odom both serve as a multi -faceted trainers and educators. The division is also supported by a cadre of specialty adjunct instructors. These men and women are trained professionals with specialized instructor credentials from across the Divisions and ranks of the Fire Department. • The Training Division manages in-service, professional development, and compliance training for fire department personnel. • Regular training activities for the Training Division includes driver and apparatus operator education, emergency medical services continuing education, as well as firefighting, technical rescue, and hazardous materials update training. • The Training Division also continues to develop and facilitate cooperative training with Human Resources, Police, and other City Departments. • Training division activities extend into the community by providing CPR training to businesses in the community and the 911 Dispatch Center personnel. • Training is also perforined utilizing a collaborative partnership with other Metro -area and Ingham County Fire Departments. ACCOMPLISHMENTS • Participated with the greater Lansing area Active Violent Incident (AVI) Response development Steering Committee and provided a department wide AVI training program • Collaborated with General Motors Corporation to facilitate refresher training for the Lansing Grand River and Delta Assembly Emergency Response Teams. • Launched the new Tactical EMS medic team • Supported hiring process for Lansing Fire Departments largest incoming recruit class • Facilitated multi-level recruit academy for 28 new hires of varying credential levels • Hosted water rescue instructor training to develop cadre of instructors for open water, swift water, and ice water rescue training • Performed hands-on fire skills training using acquired structures provided by our partnership with Land Bank • Performed a pilot one day practical EMS CE blitz that generated multiple requests for instatement as a regular offering by our division Page 20 of 138 • Assisted Ingham County in the delivery of Fire Officer Training course series • Assisted Delhi and Delta Fire Departments in the delivery of level 4 & 5 Incident Command Blue Card Training Page 21 of 138 FIRE MARSHAL DIVISION/CODE ENFORCEMENT Description of department and responsibilities The City of Lansing Fire Department Fire Marshal Office is responsible for fire and arson cause and origin investigation, Fire Code enforcement, Plan review of existing and new construction, SARA Title III inspections, Fire Marshal sits on building board of appeals, subpoena delivery within the department, public safety speaking, school fire safety programs, Event and Assembly occupancy inspections, Life & safety inspections, Management of the housing Code Enforcement Office. ACCOMPLISHMENTS IN 2016 1. Assuring Quality Housing - Through the enforcement of the International Property Maintenance Code, our seven Code Enforcement Officers and four Premises Officers under the direction of the Lead Housing Manager for Code Enforcement, continue to accomplish the multifaceted tasks of rental housing inspections, safety, exterior, and premises inspections for all residential properties in the City. Our officers conducted 5,419 rental certification inspections representing more than 13,000 dwelling units with a 96% compliance rate. As part of our routine inspections over 14,000 residential smoke alarms were tested to assure the proper operation of this life saving device. In addition, 835 safety inspections, of both rental and owner occupied dwellings were conducted as well as 181 correction notices issued for exterior violations. Our office also issued 1,561 Failure to Register letters and 1,904 Failure to Comply letters this year. In total the Code Enforcement Section issued 39,632 violation and inspection notices this year. 2. Enhancing the Visual Environment — During 2015, the Neighborhood Enhancement Action Team (N.E.A.T. Team) continued to actively monitor and process more than 280 unsafe, substandard and vacant properties requiring nearly 3,360 exterior inspections. In addition, Code Enforcement and Premises Officers secured 324 open and accessible structures, thus assuring the public's safety and preservation of property. The City of Lansing Housing & Premises Code also addresses what is commonly referred to as "Premise Violations." Our ongoing effort during this past year accounted for 12,625 tall grass and weed inspections and the issuance of over 1,490 abatement notices; 10,637 inspections for trash and debris and the issuance of over 1,460 abatement notices; 1,513 inspections for disabled or abandoned motor vehicles with the issuance of 157 abatement notices. Our staff takes great pride in maintaining the visual ascetics of our community. Another essential tool in this area of accomplishment has been the utilization of the City of Lansing Demolition Board and the expert opinion of the Code Enforcement Officers and the Building Safety Department. The activities of the Make Safe or Demolish process for 2016 included goals of reducing blight, protecting the public safety and enhancing the property values throughout the city. In the 2016 calendar year residential structures were demolished by the Ingham County Land Bank and the City of Lansing Development Office thru the use of a State Blight Elimination Grant due to their Page 22 of 138 deteriorated condition. While they did not have to go thru the Cities Demolition Board, by the demo's being done thru these departments the same goal is met and it alleviates any expense to the City. The Code Enforcement Section put over a dozen houses through the Demolition Board during this time also. 3. Protecting Neighborhood Character — Additionally, the Code Enforcement Section is also responsible for the enforcement of the City of Lansing Zoning Code. Throughout the year our staff, working in cooperation with the Zoning Office resolved a wide variety of neighborhood issues from illegal home occupations, vision obstructions along our public right-of-ways; temporary storage unit installations to improper use of parcels, to name just a few. 4. Facilitate Cooperative Collaboration — Daily, our activities involve the cooperation of numerous agencies including the Lansing Fire & Police Departments, Ingham County Animal Control, Ingham County Land Bank, Ingham County Health Department, Community Mental Health, Adult and Child Protective Services and the Humane Society, as well as others. It is through these valuable partnerships that we are able to meet the challenges we encounter. 5. Community Outreach — Throughout the year our staff actively attended and participated in the meetings of our community neighborhood groups. Staff was in attendance and provided presentations to several neighborhood groups. The feedback we receive from these organizations and activities assists us responding to the needs and priorities of our community. 6. Courteous and helpful customer service — Our administrative and clerical staff strive to make quality customer service a priority. It's a well known fact that the Code Enforcement staff, as a whole, whether in the office or in the field, are public relations ambassadors for the City, consistently and actively working to bring neighbors, tenants and property owners together to solve problems and gain compliance. We will continue our efforts to improve both customer service and accessibility in the future. 7. Organizational Enhancement —During FY2015 representatives of the Code Enforcement Section continued to work with the IT Department, to implement the new Citizens Request for Action program to enable Lansing residents to report suspected violations and the program allows for automatic updates so they can track their complaints. We also upgraded our audio visual equipment in our conference room to allow for onsite training and presentations. The Code Enforcement Manager also sat on several Boards and Ad -Hoc committees to look at ways to improve residential neighborhoods. Staff from the Code Enforcement Section and the Law Department made strong headway throughout the year. Several tickets were written and compliance was obtained in several difficult cases. Another project Page 23 of 138 that will be accomplished in the first part of next year is the adoption of the 2016 International Property Maintenance Code and significant proposed changes to the City of Lansing's Grass Ordinance. The adoption of the 2016 IPMC will bring the City of Lansing up-to-date with a standard adopted by municipalities throughout the United States. It will also allow us to be fully compatible with all of the State Codes including building, electrical, mechanical and plumbing. It will eliminate conflicts which currently exist between the Lansing Housing & Premises Code and the adopted State Codes utilized by the Building Safety Department. This annual report would be incomplete without mentioning the challenges that face our city. The ongoing impact of the ever increasing number of vacant and foreclosed properties continues to impact our neighborhoods. Vacant structures demand additional time and attention from the entire Code Enforcement staff. We continue to take a proactive approach to assure that vacant premises are maintained and the structures secure. On a daily basis we communicate with property owners and financial institutions to raise awareness of their responsibilities for maintaining these properties. There is still much work that needs to be accomplished. Our mission and objectives are clear as we meet the challenges for the coming year. Our partnerships with our neighborhoods are strong and we look forward to continuing our work in strengthening our community. ➢ Number of Fire investigations in 2016 — 122 ➢ Fatal Fires — 1 Annual Report Figures 2014 Burn Permits $25,325.00 (624 issued) Plan Reviews $52,329.75 (165 received) Safety Inspections $2,100.00 (28 inspections) Plan Review Inspections $5,625.00 (75 inspections) Firework Inspections $175.00 False Alani7s $700.00 2015 Burn Permits $23,150.00 Plan Reviews $32,152.38 Page 24 of 138 Safety Inspections $1,800.00 Plan Review Inspections $3,600.00 Fireworks $0.00 False Alarms $200.00 2016 Cash Receipting will need to be added to these figures Burn Permits $250.00 Plan Reviews $43,656.25 Safety Inspections $2,171.00 Plan Review Inspections $4,500.00 Fireworks $0.00 False Alarms $0.00 2016 bum permits 781 burn permits $37,775 revenue from Cash receipting starting mid -year. CODE ENFORCEMENT ACCOMPLISHMENTS Rental Certification Inspections 4201 Lack of Rental Certification Notices 676 Failure to Register Notices 1546 New Rental Registrations 623 Housing Safety Correction Notices 702 Housing Exterior Correction Notices 135 Housing Address Notices 97 Emergency Board -up Notices 286 Disabled Motor Vehicle Notices 475 Tall Grass/Weeds Correction Notices 7544 Tall Grass/Weeds Abated 1191 Trash Correction Notices 5988 Page 25 of 138 Trash Abated 760 Lansing Police Department Night Callouts 153 Number of Tagged Dwellings as of 12/31/2011 568 Page 26 of 138 MAINTENANCE & ALARM DIVISION 2016 Annual Report Maintenance & Alarm Division Staff The Maintenance & Alarm Division is staffed with a Maintenance Chief, three Maintenance Captains, and one secretary. Maintenance Captains Paul Hood, Jim Peters, and Michael Demps all play a vital role in the purchasing, testing and repair of fire department equipment and station furnishings. Rahila Kato, the Maintenance Secretary, handles the division's record keeping, appointments and assists Chief Randle with maintaining the division's budget. Maintenance & Alarm Division Summary The Maintenance & Alarm Division serves as the Lansing Fire Departments quartermaster for uniforms, protective equipment and gear, as well as medical and station supplies. The Maintenance & Alarm Division is responsible for servicing the maintenance needs of the Lansing Fire Department's stations in conjunction with the City's Facilities Management Department. As well as, responsible for servicing the maintenance needs of the Station Alerting system that includes the voice alarm and alarm lighting systems, which gives the firefighters the run information from Dispatch, and turns on the lights for safe movement to the fire trucks and ambulances. Critical Duties of Maintenance & Alarm Division • Maintain & repair equipment and personal protective gear. • Maintain the departments work order system • Issues EMS and Station supplies • Yearly functional testing of hose, ladders and SCBA's (Self -Contained Breathing Apparatus) Additional Duties of Maintenance & Alarm • Responds to structure fires for logistical support (air, food, water, and all other needs of the crews) • Snow plowing for all Fire Department locations • Works with City of Lansing Building Maintenance Division to maintain network infrastructure, access control system, and the Fire Department building structures. Maintenance & Alarm Division 2016 Accomplishments • MAD Scott Certified • 3 Technicians Scott Certified • Apparatus Pigtail Replacement • Cost Savings $10,000/ yr Page 27 of 138 • Station #44 & #46 LED Upgrade • Cost Savings Approximately $15,000 - $20,000 Annually • Instituted SCBA Compressor Preventive Maintenance Schedule • Instituted Station Fuel Replacement Schedule • Instituted Work Order Policy (weekly) • Instituted Station Salting Program • Instituted Division 1 & CERT Trailer • Promoted 1 Chief • Hired 3 Captains • Hired 1 Secretary Page 28 of 138 HUMAN RELATIONS & COMMUNITY SERVICES DEPARTMENT Joan Jackson Johnson, Director The mission of the City of Lansing Human Relations and Community Services (HRCS) Department is to foster a well-functioning and connected community through the coordination of human services, dispute mediation/reconciliation services, complaints investigations, grants development, and implementing Federal, State, and Local mandates under homelessness grants and sub -contracts including acting as lead agency for the local Homeless Management Information System (HMIS). In 2016, HRCS conducted a Community Forum Needs Assessment process in collaboration with local community partners and distributed $1,520,000 in General Fund money for 78 programs addressing human services needs. These funds helped leverage at least $16,120,000 in federal, state, and local funding for the Lansing area communities. In this way, the HRCS Department stimulated local economic development and received an excellent return on its investment. In conjunction with general funds, following is a list of funding allocations and their sources to assist with housing needs: - Housing Funding: $ 862,000 -City of Lansing FYI 5-16 General Funds directed to Housing and supportive services agencies $2,553,304 — Federal HUD FY14-15 Continuum of Care grant (Increased by 24%) $ 167,841 - Federal HUD Emergency Solutions grant $ 379,897 — MSHDA/State Emergency Solutions Grant $ 70,245 — MSHDA/Veteran Homelessness Grant $4,033,287 In an effort to push for effective solutions, HRCS holds an appointed seat, as well as, an elected position on the Board of Directors for the Greater Lansing Homeless Resolution Network (GLHRN) which is the Continuum of Care (CoC) for Lansing/East Lansing/Ingham County. This 30 agency member network is committed to regional collaborative planning and working to end homelessness in our area. In addition, HRCS staff members were invited to participate in 2015-16 City of Lansing General Fund allocations. Page 29 of 138 the annual Michigan State Housing Development Authority (MSHDA) annual 2016 summit in Kalamazoo to present on best practices for grant fiduciaries. We appreciate the opportunity. 1.) The HRCS Department addressed increasing food "in -security" due to state budget cuts and usage limits of local food pantries by sponsoring the City's Monthly Mobile Food Pantry, senior housing and subsidized housing food distributions. Through a contract with the Greater Lansing Food Bank, and alliances with Meijer, Value land, area churches, and a host of volunteers, more than 512 tons of food were distributed to an estimated 660 households approximately 3,600-4,275 individuals each month. Vulnerable families and seniors affected by reductions in the State -funded Food Assistance Program may access the food on the third Saturday of each month at scheduled sites. 2.) An estimated 8.3 meals are missed per week by Lansing area children and youth. In an effort to address this crisis, HRCS prioritized the Department's School Break FeedinIz Program to cover 6 weeks during the summer break and the Christmas/Holiday break. In 2016, more than 4,800 family food boxes were provided to serve approximately 600 households with school age children during times when other area resources were not available. Due to the continued reduction of state family assistance, this prograin directly supplemented food security for Lansing families. 3.) Clothing, haircuts, health and dental services, library services and other amenities were available at the 411 annual Connect 4 Kids event held in August 2016. To address services gaps and help satisfy family needs, approximately 5,000 school -aged children and their parents participated in this community event at the Lansing Center. An event of this magnitude requires a lot of community participation to help our children start their school year well. A special thanks to all who helped without hesitation including, Lansing Sears, MSU staff and students, CATA, CMH of CEI, Greater Lansing Food Bank, the Lansing Housing Commission, Union Missionary Baptist Church, SodexoMAGIC, Ingham County Health Department and Department of Human Services, Comcast, Lake Lansing Meijer, Dean Transportation, the Lansing Center and a host of individual donors/volunteers, community agencies, and area churches. 4.) The 3'd HRCS event, Feed the Babies, Keep thein Dry provided 62 area at risk households struggling with the cost of diapers, formula, food. Lansing Catholic Central, the Ingham County Health Department, and generous individuals hosted, participated and contributed items for the newborns and toddlers. Page 30 of 138 5.) The sudden displacement of households caused by the closing of the Magnuson Hotel triggered the Emergency Housing Crisis declared by Mayor Virg Bernero. In response, HRCS staff, Volunteers of America (VOA), and LHC mobilized the community to identify housing and services for 126 residents. HRCS enlisted member CoC community agencies, organized informational meetings, solicited grant funding, negotiated priority status with public housing, recruited faith -based partners, and resettled all the households within a few months' time, minimizing the use of area homeless shelters. Ongoing supportive services are continuing to be provided to assist residents in adjusting to new environments, leading to improved housing conditions, new educational prospects, housing vouchers, and improved standards of living thru MSHDA and other partners. 6.) Public Housing tenants at risk of homelessness due to late rents, overdue fees and delinquent utility bills were assisted by the Eviction Diversion Program in conjunction with Lansing Housing Commission. At least 292 households this past year avoided dilemma thru participation in this program which includes help from the Financial Empowerment Program. Losing housing is disastrous, leading to shelter stays, household and school disruptions, court costs, and jeopardizing housing vouchers. This program prevented disaster by providing advocacy services, collaboration, and small subsidies, saving thousands of taxpayer funds. 7.) We appreciate the services of students at the Spartans Giving Back event for 2016. MSU volunteers provided help to a host of organizations in the City of Lansing. The Spartan- HRCS partnership provides "hands-on apprenticeships" for students willing to work together with some City of Lansing departments. HRCS appreciates MSU's community service that presents a "win-win" for Lansing and the students. 8.) At least 300 low income and homeless Lansing citizens received health and wellness screenings, medical visits, eye exams, eyeglasses and employment/job-training services from 40 non -profits and local businesses on a single day in one location, through HRCS' & VOA's Veteran Stand Down and the 91h Annual Lansinz Community Connect (LCC). Collaborative partners provided mentorships, food, personal needs items, health services, and more. LCC would not be possible without volunteers and donations from local individuals and businesses. 9.) Large chronically homeless families with multiple housing challenges were provided permanent shelter through the One Church One Family Project (OCOF). Nine families moved into OCOF homes through this HRCS partnership with local churches, the MSHDA Homeless Families Initiative, Advent House Ministries, and the City Neighborhood Stabilization Program (NSP) grant. Faith -based partners serve as mentors, providing connections and other supports to help move families from dependency to independence. 10.) Initial estimates indicate local housing Urograms are having positive outcomes with fewer people experiencing homelessness in Lansing/Ingham County in 2016. Overall, 4,914 Page 31 of 138 people received homeless services representing a I% reduction from 2015. Improvements in the local economy and job market contributed to the success in reducing homelessness by creating more opportunities for all Lansing residents. At program completion, nearly 1 in 3 adults were employed, and one in four adults had increased their incomes. Approximately 2,014 had positive housing placements assisted by local homeless assistance programs. On any given night, Ingham County has about 300 emergency shelter beds, 76 transitional housing beds, and 956 permanent housing units to provide shelter, basic needs, and/or a permanent home. Area Lansing Rapid Re -housing and Prevention service programs assisted 386 households out of shelters quickly or avoid homelessness altogether by paying rental arrears or back utilities to keep people their housing. This reflects ongoing efforts of the Greater Lansing Homeless Resolution Network and the HRCS Department to stretch existing funds and bring additional resources into the community as we strive to end homelessness in our community. 11.) Citizens have a forum for police complaints relative to treatment by the local police authorities due to the presence of an HRCS Commission Investigator and Complaint Committee. The Commission Investigator and Complaint Committee (four members of the Police Commission) accept police complaints, working with the Chief of Police and Internal Affairs to streamline the current complaint process to better reflect the needs of notification, transparency and the disposition of reported Citizen Complaints whether Formal or Informational. The Commission Investigator provides direct services to distressed citizens, reviews all complaints and complaint investigations, exercises Board control by removing and reassigning complaints for personal investigation, assists HRCS with incoming citizen inquiries and investigates complaints against other City Departments when actions impact on the Human Relations and Community Services' mission. 12.) HRCS' EEO Specialist reviewed 17 hiring processes, 3 Fair Housing complaints, and 19 construction projects for Prevailing Wage compliance. One of the prevailing wages project resulted with a contractor having to give restitution to one of his employees and three contractors havingto o register and pay City of Lansing Income Withholding Taxes. HRCS staff also handled 202 Citizen Assistance case files. Whether it was a walk-in or a telephone call Lansing residents inquired assistance from our department in the form of resources, referrals, and remedies. Our staff implemented a quick turnaround time in giving citizens the best solutions to their needs. 13.) In collaboration with the Hope elementary school music program, HRCS hosted the 37th Annual Dr. Martin Luther Kin-, Jr. Memorial Holiday Observance Program, in collaboration Page 32 of 138 with the brothers of Alpha Phi Alpha Fraternity, Inc. — Kappa Delta Lambda Chapter and the Ingham County Bar Association and the Ingham County Bar Foundation in City Council Chambers. This year's theme was "We must learn to live together as brothers or perish together as fools". We appreciate all who attended and participated in honoring Dr. King and his legacy. 14.) The HRCS sponsored 8M Annual Cesar Chavez Commemorative Celebration, in partnership with MSU's Office for Inclusion and Intercultural Initiatives. This year theme was, "Strength in Unity, Together for Justice". This event enlists local school children to help honor Cesar Chavez' memory and his historic work with migrant workers, that we may all be uplifted by his great example. 15.) The HRCS department responded to 2 civil rijjhts complaints referred by the Michigan Department of Civil Rights and 3 complaints from the US Equal Employment Opportunity Commission. Page 33 of 138 DEPARTMENT OF HUMAN RESOURCES Mary P. Riley, Human Resources Director Department Description The Department of Human Resources provides the organization with structure and the ability to meet business needs through managing the City's most valuable resource -- its employees. The department oversees full life -cycle workforce strategic planning including but not limited to: recruitment/staffing, compensation/benefits, safety/wellness, and labor/employee relations. Human Resources is also responsible for training development and coordination in addition to policy development, implementation and interpretation. The department serves, consults and collaborates with potential new, active, and retired employees, executive management, department and union leaders, and various vendors and consultants. The major focus of the department's work in 2016 included creating foundational governance direction for its team members that delivered improved customer experience and productivity and the creation, modernization and improvement of its processes and technology for efficiency, timeliness, and talent competiveness. The department's governing core values and intention statement are: City of Lansing Human Resources Department Core Values Accountability: We take ownership of our behaviors, actions, decisions and/or outcomes; while not blaming others when things go wrong. Communication: We exchange information, thoughts, and ideas effectively through interpersonal messages and/or systems. Professionalism: We uphold professional methods, character and standards. Service: We act in ways that help, assist and/or benefit others. Teamwork: We work together across organizational boundaries to achieve a common purpose. City of Lansing Human Resources Department Intention Statement Reputation with Our Customers: The Human Resources Department is committed to providing professional and efficient service resulting in a positive customer experience. Teamwork Necessary to Accomplish Our Reputation with Our Customers: We have a first class reputation by working together utilizing: service excellence, accountability, continuous growth and effective communication. Value/Benefat the Human Resources Department brings to the City of Lansing: Our service provides a supportive environment that attracts and retains the best and brightest that will fulfil the City of Lansing's mission. Page 34 of 138 Accomplishments in 2016 Department -Wide • Foundational governance documents were created which provided guidance in team culture, performance, and behavior expectations: o HR Department Code of Ethics and Confidentiality Statement o Core Values and Intention Statement Entire HR team completed trainings that set direction for service delivery and positive department conduct: o Service Excellence Training o Team Cohesiveness Workshop • Team members participated in professional development opportunities that increased knowledge in HR best practices and service: o Michigan HR Day Conference (Entire team) o The Institute of Continuing Legal Education (ICLE) Labor & Employment Law Institute, 42nd Annual Compensation/Benefits • Implemented new hire onboarding process and software • Successfully implemented ACA reporting with 6055 and 6056 federal reporting requirements • Completed IFAS payroll system upgrade from 7.7 to 7.7.9 Health/Wellness Purchased and implemented a new electronic Family Medical Leave Act (FMLA) Software Program and process • Updated and upgraded our Prescription Safety Glass Program Recruitment/Staffing Implemented new recruitment and selection process and applicant tracking system software resulting in a dramatic reduction in time to fill (24 weeks or more to less than 7 weeks) and a 64% increase in permanent hires. Partnered with Lansing Police Department to hire 28 Police Officers that resulted in the position being fully staffed for the first time in several years. Page 35 of 138 Implemented online testing administration for candidates with Prove It! internet-based skills assessment program that provides hundreds of validated tests for clerical, software, industrial, healthcare, financial and technical job classifications. This improved the screening process by leveraging cutting-edge technology to achieve superior results faster. Labor and Employee Relations Negotiated new collective bargaining agreements with: Teamsters Local 243 Clerical, Technical, Professional Unit Teamsters Local 243 Supervisory Unit UAW Local 2256, Lansing City Unit Collaborated to develop new recruitment and selection and onboarding processes and software in Compliance with Collective Bargaining Agreements and City Procedures. Facilitated and coordinated the following grievance processes, including new filings totaling 36: Status T243 CTP T243 SUP UAW T214 S&NS IAFF CCLP NS CCLP SUP Filed 4 0 19 2 1 5 5 Pending 2 0 4 0 1 1 0 Denied/Closed 1 .0 5 1 0 0 0 Granted 1 0 0 0 0 0 0 Settled 0 0 8 1 1 4 2 Arbitration 2 0 0 0 0 0 1 Other 1 1 1 0 0 0 2 Page 36 of 138 DEPARTMENT OF INFORMATION TECHNOLOGY Collin Boyce, Chief Information Officer Department Description The Information Technology Department is the central point for computer services for the City of Lansing. We ensure the stability and security of city technology such as applications, infrastructure, and telecommunications. The Information Technology department works internal business units with the implementation of new technology initiatives while partnering external entities when possible such as Ingham County, the State of Michigan and Lansing Board Water and Light. Accomplishments in 2015 Over the last year, the Information Technology Department has continued to realign staff and technology purchases to support Mayor Virg Bernero's Lansing 3.0 vision, while continuing to build on the momentum started by Chad Gamble (COO/Interim CIO). The departmental vision is to be recognized as a high-performance team by providing technology and service excellence. The City has experienced further growth in workflow automation, citizen engagement, departmental collaboration, and security enhancements. A new website was introduced, coupled with the "Lansing Connect Mobile Application," to strengthen the communication experience between citizens and city departments. This initiative provided another technology bridge between citizens and valuable city services helping to facilitate quicker response time to possible issues and concerns. There has been continued development of the application to include Waste Reminder alerts, and we will have additional improvements and enhancements in the future. There has been significant internal work to help increase the efficiency of departments in the city. The Cityworks platform is the hub to track city assets as well as track resolution for citizen complaints. This multi -phase project has entered the final phase. This phase introduced additional functionality for monitoring the condition of city's underground infrastructure (CCTV), and inventory of city supplies. Human Resources and Information Technology worked to deploy a Job Application Tracking and Onboarding system. This platform is a user-friendly solution to manage current employment opportunities and expedite the onboarding process for new employees. The Lansing Police Department and Information Technology partnered to address and enhance workflows and replace technology that was nearing end -of -support. Several systems were updated and added including the evidence database, a property and supply database, as well as an OpenData initiative. The Data Center infrastructure has undergone a needed modernization and consolidation. In this effort, we virtualized 90% of the servers, performed a storage refresh, added a redundant Internet Services Provider, and upgraded the telephone system. Partial funding Page 37 of 138 for the initiatives mentioned above was made possible by an internal service fund Bond, which is coming to a close. Additionally, and thanks to a security related Budget Amendment, the department was able to add additional layers of security to monitor and detect threats and vulnerabilities and reduce the reaction time to threats. Information Technology provided key support for various Lansing events including Common Ground, the Chili Cook Off, and Silver Bells. We did all this while handling a 50% increase in the volume of Service Tickets on average and reducing the Service Ticket response time to one hour. Page 38 of 138 DEPARTMENT OF PARKS AND RECREATION Brett Kaschinske, Parks and Recreation Director Department Description The Department of Parks and Recreation creates community through people, parks and programs. The mission of the Parks and Recreation department is to enhance lifestyle opportunities for the citizens of the Lansing through the provision of leisure time activities and the preservation and maintenance of park lands and special recreation facilities. The Department accomplishes this mission in the following ways: • organization of youth, adult and senior citizen recreational programming in parks, community centers, swimming pools, and a historic home; • regular maintenance of all parks and natural areas owned by the City of Lansing, including maintenance of Lansing's urban forest areas through regular cycles of tree planting, fertilization and trimming; • providing burial services and cemetery maintenance at the City's three municipal cemeteries; • providing public golfing opportunities at Groesbeck Golf Course which supports recreational and league play in the area; • supporting youth through the teaching of life -skills through The First Tee of Mid -Michigan program at Sycamore Creek Golf Academy; • 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; • 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 and various community organizations. The Department receives advisory support from the citizens of Lansing by encouraging their involvement in the following citizen groups: City of Lansing Parks Board, Friends of Turner - Dodge, Fenner Conservancy, the individual Community Center advisory boards and their youth advisory boards, the Baseball and Softball advisory boards and multiple park "Friends" groups. The Department provides support in policy decisions regarding recreational options and facilities to the Mayor and City Council. Page 39 of 138 Accomplishments in 2016 Parks • Installed at Tecumseh Park an accessible canoe/kayak dock and launch, walkway and parking area. • Michigan Natural Resources Trust Fund (MNRTF) grant application for Lansing Boat Club parcel acquisition recommended by MNRTF Board to Legislation for funding. • Design and construction of the non -motorized trail in Fine, Fulton and Hunter's Ridge Parks. • Parking lot paving renovations at Davis Park West, Westside, Sycamore, Hunter's Ridge Parks and cemetery office, road pavement at Evergreen and Mt. Hope Cemeteries, along with crack sealing pavement at Fenner and Groesbeck Golf Course. • Burchard Park access walk was installed for recreational park users from Caesar Chavez Plaza to canoe launch below North Lansing dam. • Grand River Park boat ramp renovation, installed concrete pad and improved parking area for special events held at the park. • Design of Dunnebacke Park pathway in cooperation with Old Oakland Neighborhood Association. • Fish restocking at Crego Park to include 400 Catfish, 500 Perch, 500 Sunfish and 200 Large Mouth Bass. • Ingham County Drain Cominissioner paved the northern loop inside Bancroft Park and created overlooks over the ponds. Southern loop paving scheduled for 2017. • Frances Park had several projects included installation of new signs designating picnic areas; removal of overgrown shrubs at west entrance; addition of landscape beds and renovation of old landscape beds near east entrance; east and west entrance signs painted; east and west gates painted; removal and replacement of overgrown arborvitae shrubs in the panel garden. • Renovated and installed new landscape on east side of Turner Dodge House. • In Adado Riverfront Park installation of 4" drain tile near center of west side of park was completed to reduce standing water. • Planted flowers and two flowering trees in Little Arlington at Evergreen Cemetery. Page 40 of 138 • Completed site prep at Riverside Park for grass planting next spring which included removal of invasive multiflora, honeysuckle and grape vine in the understory. Also removed stumps in preparation of 2017 planting of grass and trees. • Repaired Oakland Avenue River Trail Bridge and steel beams on bridge adjacent to Lansing Center. • Five new trees planted at Southside Community Center in cooperation with City of Lansing Forestry Department and Kids Camp youth. • Installed composite decking on handicap ramp and front porch of Turner Dodge House. • Masonry repairs in upper basin of Reutter Park Fountain, $15,000. Lower basin repairs will be done in 2017, $75,000. • Replaced the handicapped ramp at Foster Community Center upgrading it to meet current ADA requirements and used composite decking. This replaced original decking installed in 1984. • Added 10 new trees at Scott Park on the west side of the playground that boarders McClaren Greater Lansing Penn Campus. • Replaced several signs throughout the park system, as well as painted signs and cut back or removed shrubs at 35 parks throughout the city. CpmPtPripe • Sixty new columbarium niches in Mt. Hope Fratcher Gardens to match existing columbarium which is full. • Laid out 141 new single graves in Evergreen Cemetery in three (3) mature sections. • There has been a reduction in subsidy by at least $200,000.00 for the Cemeteries. Grants Received • Received over $3.6 million in funding from Ingham County for River Trail upgrades including bridges, pavement and bank stabilization projects on approximately 10 miles of trail. • Received $800,000 CDBG grant to hire consultant and contractor to install an athletic field and bleachers at Risdale Park. Page 41 of 138 • Received $25,000 from Fratcher Foundation for new columbarium niches at Mt Hope Cemetery. • Received $10,000 grant from NRPA to offer nutrition education and increase access to healthy foods to our camp and after school programs. • Received MParks grant of over $7,000 to fund three pieces of fitness equipment to be installed at Davis Park in 2017. • Received $9,300 worth of sports equipment from Dick's Sporting Goods for youth sports programs. • Implemented 2 free Family Couch to 5K programs — one through Winter Warm UP and one through MParks/BCBS grant. • Partnered with Vanderbilt University on a grant from the American Cancer Society to bring the Healthier Families Program to Lansing. Vanderbilt is using Lansing as one of four pilot sites in the country to learn how to adapt the program so other communities can implement it successfully. This program is proven to reduce obesity in youth by half and increase the families' use of recreational services by four times. • Shared cost for purchase and installation of trees with McClaren Greater Lansing Penn Campus who provided $2,000. • Received $1,000 grant from Capital Region Community Foundation for volunteer tool trailer coordinator position. • Received $100 Kroger grant to provide cookout for Gaines Day. • Received $75 from Target for gaine room purchases as a reward for some of our Foster After -School Program students participating in a Math Study through MSU Cognitive Labs. Leisure Services Division • Over 1500 different children served during the 2015-2016 school year in Out of School Time Programs: After School, Late Start Wednesday, Winter, Spring and Summer Camps 2016. This was an increase for 2016. • Seven (7) families consistently participated in our first session of Healthier Families (curriculum and funds provided by Vanderbilt University grant). • Letts Center After -School Program continues to grow after returning to a traditional program in January. Enrollment up by 5 students from last year. Enrollment is up by 13 Page 42 of 138 with 5 on the waitlist at Gier Center, compared to the end of the school year last year. We have added 3 new schools for bussing options to one of our programs. • Continuing for the second year, to provide space and staff for LSD Late Start Wednesday enrichment program. Enrollment is up 20 students. • Installation of new welcome signs at all Community Centers. • Increased our Facebook page likes by 997 — currently we are at 3,677 likes. • Implemented training and provided a manual for our Independent Contractors/Instructors. • Offered the Victorian Halloween event at Turner Dodge as a new and unique program. • Partnered with Fox 47 to do 12 Morning Blend segments throughout the year. • The Green team evaluated the energy efficiency of Foster, Gier and Letts and is now exploring ways to increase efficiency and reduce utility costs. • Brought on a two new Part-time Programmers, Eric Jackson and Noah DeFouw. • Offered four new fitness and wellness classes and 4 new sports classes. • Friends of Turner Dodge hosted the 51h annual Festival of Trees with their highest participation to date of 62 entries. • Refinished the original wooden gymnasium and dance room floors at Foster Center. Volunteer Efforts • Implemented a software reservation process to reserve and coordinate dates for the tool trailer. • The tool trailer went out 23 times between March and August with an estimated 635 volunteers. • Coordinated volunteer group to maintain field and construct new dugouts at Elm Park. • A volunteer group of students from the Lansing School District built two bridges along the non -motorized pathway at Fulton and Fine Parks for a creek crossing. • Through MSU Spartan Volunteer Day in April, hundreds of volunteers picked up debris in parks and right-of-ways prior to the snowing season. Page 43 of 138 • In cooperation with General Motors and Lansing Lugnuts thirty plus volunteers performed Westside Field Makeover. Repaired and painted score tower, repaired the backstop, re -crowned the field and removed the lip between the infield and outfield. • Our Savior Lutheran Youth Group removed the handicap ramp, which was installed in 1984, at Foster Center in preparation of the replacement ramp. • Lansing Soccer Club installed bollards at north end of Everett Field to keep cars from driving onto field. City installed drinking fountain and volunteers re -seeded full size soccer field. • BWL provided charging station at Wentworth Park for Pokemon Go users. • Over 50 volunteers with Ingham Conservation District cleaned 8 miles of river and removed 1,500 pounds of trash, over a third of which was recycled. • Lifetime Sports organized 370 volunteers to coach youth sports, including soccer, baseball, flag football, floor hockey and basketball. • Sponsored a Volunteer Appreciation evening with Mayor Bernero at Lansing Lugnut game for over 130 coaches, volunteers, neighborhood organization representatives and guests. Partnerships • Developed a relationship with Helping Hands Respite, who now rent at Gier and provide therapeutic recreation services. • Implemented 2 free Family Couch to 5K programs — one through Winter Warm UP and one through MParks/BOBS grant. • Obtained four new sponsors for special events; BWL, Enroll MI, MediLodge, and DRM Genesis. • In cooperation with Lansing School District, repaired and re -opened pool at Schmidt Southside Community Center. Improvements included competitive diving and gutter system. • Partnered with Human Relations and Community Services to provide nutritional meals and games at Baker Donora. Awards • Received MParks Innovative Program Award for Lansing Loses a Million. Page 44 of 138 • Received MParks Design Award for Beacon Field. Lifetime Sports • Replaced scoreboard at Kircher Municipal Ballfield. Installed new batting cage netting, removed lips on field, leveled field and installed new sod on designated areas. • WILX Channel 10 local media coverage provided on 93 year old player in senior softball league. • Adult fall flag football league teams increased by 20%. Golf • In cooperation with the Ingham County Drain Commissioner, improvements to the Tollgate Drain allowed us to make the following changes to the golf course: o Multiple tees were added to holes 1-9 snaking it match holes 10 through 18; o Addition to the courses water holding capacity by creating larger retention ponds on #6 and #7; o Widening of original #3 tee surface for safer use and better turf wear; o Raised #2 fairway for better playability and snaking it less prone to flooding; o Raised #5 fairway to reduce flooding and better drainage; o Redesign cart paths and other features to improve overall course; o Removed trees improve layout and promote faster pace of play; o Stump removal completed over entire course with twenty stumps removed; o New equipment purchased; o Refurbished fairway mower, banks mower and rough mower; • Continued partnership with LEPFA as our concessionaire and advertising contractor. Reduced advertising spending while still keeping with trends and educating the public on course construction. • Third year for use of decoys for geese control with increased "dog runs" to back up decoy strategy. Fifth year of successfully controlling muskrat population without any harm to environment. Page 45 of 138 • Expanded the volunteer group to plant flowers around course to include all tee markers and new areas around clubhouse. • Repaired the core harvester machine to greatly reduce man power needed to remove plugs from aerated greens. Hosted the 4th Annual "Drive -In Movie" event with largest attendance to date. Reservation Report Page 46 of 138 OF '-� •'y5i Parks and Recreation Department t. 200 N. Foster Avenue Brett Kaschinske Lansing, Michigan 48912 Director Ph: 517.483.4277 - Fax: 517.377.0180 ° TDD: 517.483.4473 EC, wvw.lansingmi.gov/parks 4 7 2016 Reservation Report January 1, 2016 thru December 31, 2016 Pavilion & Wedding Sites # Reservations/Month Frances Park May June July Aug. Sept. Oct. Nov. Total Pavilion Sec. 1 5 8 4 7 4 1 0 29 Pavilion Sec. 2 4 5 7 6 2 1 0 25 Pavilion Sec. 3 5 6 4 6 2 0 0 23 Pavilion (Entire) 4 7 14 15 7 2 1 50 Outdoor Tables 1 10 1 6 1 0 0 19 Total 19 1 36 1 30 1 40 1 16 4 1 1 1 146 Moores Park May June July Aug. Sept. Oct. Nov. Total Pavilion (Entire) 1 7 7 7 5 0 0 27 Washington may June July Aug. Sept. Oct. Nov. Total Pavilion (Entire) 2 5 5 4 2 0 0 18 Hunter —May June July Aug. Sept. Oct. Nov. Total Pavilion (Entire) 1 3 5 8 2 0 0 19 Cooley Gardens May June July AUQ. Sept. Oct. Nov. Total Wedding/Pavilion 4 2 2 5 3 0 0 16 Sunken Garden 2 1 1 2 1 0 0 7 Total 6 3 3 7 4 0 0 23 Frances Park May June July Aug. Sept. Oct. Nov. Total Overlook 1 1 6 2 1 0 0 11 Rose Garden 1 0 8 0 1 0 0 10 Woodland Trail 0 0 2 0 0 0 0 2 Total 2 1 16 2 2 0 0 23 Grand Totals 1 31 1 55 1 66 1 68 1 31 1 4 1 256 Page 47 of 138 of LAA,,, `A,, Brett Kaschinske Director 0 Virg ©,--, Mayor 2016 Reservation Report January 1, 2016 thru December 31, 2016 Pavilion and Wedding Sites $ RESERVATIONS/MONTH Parks and Recreation Department 200 N. Foster Avenue Lansing Michigan 48912 Ph: 517.483.4277 - Fax: 517.377.0180 TDD: 517.483.4473 www.lansingmi.gov/parks Frances May June July Aug. Sept. Oct. Nov. Total Pavilion Sec. 1 $315.00 $460.00 $260.00 S445.00 $260.00 S75.00 $0.00 $1,815 Pavilion Sec. 2 S260.00 $295.00 $445.00 $380.00 $150.00 $75.00 S0.00 $1,605 Pavilion Sec. 3 $300.00 $320.00 $250.00 $350.00 S140.00 S0.00 50.00 $1,360 Pavilion All $700.00 51,300.00 $2,290.00 S1,990.00 S1,890.00 $410.00 $220.00 58,800 OutdoorTables S40.00 S480.00 $40.00 $280.00 S50.00 $0.00 50.00 $890 Total $1,615.001 $2,855.001 $3,285.001 $3,445.001 $2,490.001 $560.001 $220.001 $14,470 Moores May I June I July I Aug. I Sept. I Oct. I Nov. I Total Pavilion 1 $540.001 $420.001 S480.001 $425.001 S300.001 $0.001 $0.001 $2,165 Washington IMay IJune I July I Aug. I Sept. I Oct. I Nov. I Total Pavilion 1 $420.001 $350.001 $360.001 $315.001 $140.001 $0.001 $0.001 $1,585 Hunter I M ay I June I July I Aug.Sept. I Oct. I Nov. I Total Pavilion 1 $390.001 S1,180.001 $300.001 S480.001 $120.001 S0,001 $0.001 $2,470 Frances May June July Aug. Sept. Oct. Nov. Total Overlook S200.00 $110.00 $425.00 $250.00 $135.00 .$0.00 $0.00 $1,120 Rose Garden 5100.00 $0.00 $635.00 S0,00 $100.00 $0.00 $0.00 $835 Woodland Trail $0.00 $0.00 $0.00 $0.00 50.00 $0.00 $0.00 $0 Total $300.00 $110.00 $1,060.00 $250.00 $235.00 $0.00 $0.00 $1,955 Cooley May June July Aug. Sept. Oct. Nov. Total Wedding/PAV $200.00 $200.00 52.00.00 $500.00 $300,00 S0.00 $0.00 S1,400 Sunken Gardei $100.001 $100.00 $100.00 $200.00 5100.00 SO.001 $0.00 $600 Total $300.001 $300.00 $300.00 $700.00 $400.00 $0.001 $0.00 $2,000 Revenue 1 $3,565.001 $5,215.001 $5,785.001 $5.615,001 $3,685.00 $560.001 $220,00 $24,645 Page 48 of 138 PLANNING & NEIGHBORHOOD DEVELOPMENT DEPARTMENT Bob Johnson, Director The Organization: The Planning and Neighborhood Development Department consists of five separate divisions: The Administration Section, Building Safety Office, Planning Office, Parking Services Office, and Development Office. Divisions that are primarily "non -General Fund" are Building Safety, Development, and Parking Services. The Building Safety Office is operated as a Special Revenue Fund, per State Law. The traditional allocation of Community Development Block Grant Program, HOME, and the Emergency Solutions Grant Program are federally funded programs, administered by the Development Office. In addition to these programs, the Development Office administers various grants, such as, Floodplain Abatement FEMA, Lead Based Paint Abatement, and Blight Elimination — Hardest Hit Funds programs. The Parking Services Office encompasses the operation of the municipal fee based parking system. Parking Services Office provides economical parking options for downtown workers and visitors. The primary objective of the Planning and Neighborhood Development Department 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 direct service missions of the Department include Zoning, Planning, Building Safety (building, plumbing, electrical, mechanical, and plan review and inspections), Homeownership Down Payment Assistance and Repair. Coordination of housing and neighborhood improvement activities are primarily handled under the City's Community Development Block Grant (CDBG) or various federal and state housing assistance programs. Planning functions include comprehensive planning, site plan review, flood plain review, zoning review, historic preservation, public infrastructure, and review of economic development projects. Finally, the Department supports the boards or commissions: Planning Board, Zoning Board of Appeals, Historic District Commission, Demolition Board, Plumbing Board, Mechanical Board and Electrical Board, and the Building Board of Appeals. The Department also assists the Mayor and Council in policy-making roles. The Department has worked very closely with the Ingham County Land Bank Fast Track Authority ("ICLBFTA ") to bring depressed properties back to a productive use. Page 49 of 138 Development Office Don Kulhanek, Manager The Development Office is responsible for managing federal community development entitlement funds on the local level. The Office promotes safe, energy efficient affordable housing opportunities for all Lansing residents, plans and manages programs that benefit families with low and moderate income, fosters economic development, and supports citizen led initiatives that create and sustain safe, attractive neighborhoods. Accomplishments in FY 2016 In FY 2016, the Office continued to administer programs using federal entitlement dollars (CDBG and HOME) including: Down Payment Assistance: Eligible homebuyers may receive up to 6% of acquisition costs. Homeowner Rehabilitation: Eligible home -owner occupants may qualify for rehabilitation loans to bring a home into compliance with code and weatherization. Emergency Housing Repairs: Eligible owners or occupants may qualify for assistance to address a housing emergency that threatens the safety of the occupants or will cause immediate damage to the property. New Construction and Rehabilitation: The Office is responsible for constructing or rehabilitating housing units, sometimes in conjunction with our non-profit partners, with a goal of providing homes to eligible homebuyers. Page 50 of 138 In coordination with our non-profit partners, we provided homeownership counseling and education, neighborhood clean ups, Parks and Recreation Department programs, home repair classes, tool lending programs, community safety, and employment training. The Development Office was an active participant in important community based committees, including the Greater Lansing Homeless Resolution Network (the "Continuum of Care" for Greater Lansing), the Power of We, and the Community Economic Development Network. Through these networks we are able to inform other impactful organizations on, and stay informed on, important development and community needs. In addition, FY 2016 was successful for a number of initiatives. Lead Safe Lansing: Having just closed out the last Lead Safe Lansing grant in the prior fiscal year, the Division applied for and was awarded a new grant which will commence in FY2017. The Lead Safe Lansing Program uses funding made available through the Department of Housing & Urban Development (HUD) to snake housing units lead safe for both owner -occupied and rental units within the City limits. Under the program, 160 units will be tested and 150 units will be enrolled. Hazard control strategy will be focused on windows, porches and siding. Focus housing will be single family residences of 1-4 units. The grant is for three years. The new grant is for $2,318,509. FEMA: The Office continues to work with the Lansing Fire Department, the State Police Department of Emergency Management, and FEMA to acquire and demolish homes in the floodplain. While demolition in this fiscal year ebbed and funding fluctuates based on grant awards, expect increasing activity in the year to come. Hardest Hit: The City of Lansing and Ingham County Land Bank received $6 million in federal funding to administer the Hardest Hit Blight Elimination Program. The funding for this program comes from the U.S. Department of Treasury's Hardest Hit find and is being administered in Michigan by the Michigan State Housing Development Authority (MSHDA). 280 homes were demolished in FY 2016, the program continues and is expected to ultimately demolish approximately 320 blighted homes by the time it ends in 2017. Neighborhood Resources Coordinator: In an effort to strengthen and revitalize neighborhoods, the Office continued to fund the new Neighborhood Resources Coordinator Page 51 of 138 position. This position is responsible for outreach to neighborhoods and neighborhood organizations and coordination of activities to encourage sharing of ideas to improve neighborhoods. The Neighborhood Resource Coordinator organized the Love Your Block Workgroup. For fiscal year 2017, this position became permanent and is not within this division. During the time it was within this division, the position was responsible for: • LiNCS (Leaders in Neighborhood and Community Service): Meetings are held three times each month to bring together neighborhood leaders, City of Lansing leadership, and community based organizations to share ideas and resources to improve Lansing neighborhoods. • Cities of Service: The City of Lansing applied for membership to Cities of Service International Coalition in early 2015 for an opportunity to boost outreach and build stronger neighborhoods. The City of Lansing was awarded membership in both the Coalition and the Love Your Block Initiative, which became a pilot program for the City Hall AmeriCorps VISTA program. The City of Lansing received $30,000 plus two AmeriCorps VISTAs for three years to focus on neighborhood revitalization. Accomplishments FY16 Applications 87 Homeowner Rehab Units Completed 12 units New Construction Units Sold (HOME w/ICLB, Habitat) 8 units Single Family Homes rehabilitated and sold (HOME with GLHC) 1 Home Single Family Homes rehabilitated and sold (CDBG with ICLB, CARP) 4 Homes Homeless Shelters Assisted 7 Shelters Total Households Assisted (by any program) 694 Total Households Assisted by any program Energy Fitness Assistance 55 Households Down Payment Assistance (HOME) 13 Households Neighborhood Cleanups 6 clean-ups Micro -Enterprise Trainees/Jobs created 8 trainees, 7 jobs created Contractor Disbursements on projects completed in $206,727.08 Page 52 of 138 2016 HOME Non Profit Disbursements on projects completed in 2016 $1,562.874.49 Nonprofit payments $181,661.00 Lead Safe Units Completed 10 units made lead safe Lead Paint/Risk Assessments 14 Homes assessed for lead paint hazards Home Maintenance Class Participants 69 offered / 276 Participants Tuesday Toolmen (GLHC) Assisted households 30 Assisted (Seniors, Disabled) Businesses Assisted 9 Businesses assisted Housing & Neighborhood Improvement Events 180 Events Fair Housing and Equal Opportunity Activities 18 Activities FEMA Property Acquisition N/A Neighborhood Organizations Assisted 35 organizations Financial Counseling Provided 295 participants Blighted Properties Demolished (with ICLB/Hardest Hit) 280 CDBG HOME ESG FEMA Total $1,864,490 $547,837 $166,686 $29,372 $2,608.385 Neighborhood Resource Team Andi Crawford, Neighborhood Resource Coordinator The Neighborhood Resource Team provides support to neighborhood organizations and citizens of Lansing. Key functions of the Neighborhood Resource Team are to provide communication and community engagement opportunities that connect City of Lansing staff and neighborhood Page 53 of 138 leaders, provide tools and resources to citizens and neighborhood organizations, organize and host signature events LOVE Lansing Celebration and Neighborhoods in Bloom and to design and execute the Mayor's Block by Block Initiative. Accomplishments in FY 2016 Community Engagement/Communication UNCS: Lansing Leaders in Neighborhood & Community Service meetings are held each month and provide an opportunity for neighborhood leaders to connect with each other and with City of Lansing staff. The agenda for each meeting is determined by the neighborhood leaders and meetings are held at the Neighborhood Empowerment Center. The meetings draw between 15-20 attendees per session. Comprehensive meeting notes that summarize all three meetings are then sent out to the UNCS mailing list, which contains over 200 Lansing neighborhood and community leaders. This email distribution list also receives a UNCS update weekly with information for neighborhood and community leaders. These leaders then forward this inforination to their neighborhood email list, Facebook page, or Nextdoor group, providing a deep reach into Lansing communities. Walking Wednesdays: Walking Wednesday events are held in Lansing neighborhoods to provide City of Lansing staff and community leaders the opportunity to tour an area by foot with residents. Walking Wednesdays are important community engagement tools and are part of every neighborhood strategy, including Block by Block. N.,; City of Lansing website launch/neighborhood page: The Neighborhood Resource team worked with the Mayor's office digital media manager and the IT department to design and Page 54 of 138 populate the new City of Lansing website and the neighborhood page. This includes collecting neighborhood organization information, creating maps, updating contact information, and determining what resources are most sought after by neighborhood organizations and individual citizens. Several community events were held to demonstrate the new website functions and gather citizen input. Resources Love Your Block Grants: $20,000 total in grants awarded to seven Love Your Block grantees selected by the Love Your Block committee: Holmes St. School Community Garden PLACE neighborhood Point West Art and Trail Project Moores Park Neighborhood Edmore Park REO Town Commercial Association Everett Park/Lansing Soccer Association See information and photos of all Love Your Block projects at www.lansin lg oveyourblock.com The program was so successful it is now being funded in 2017 through funds in the Mayor's Neighborhood Advisory Board. Neighborhood Resource Handbook: The Neighborhood Resource Handbook was completely updated and digitized with included hyperlinks to resources. Additional resources are being added as requested by neighborhood leaders. The document is available on the City of Lansing website. City of Lansing Service Plan: The City of Lansing Service Plan has been developed and will be published in early 2017. The document will outline the plan for citizen engagement in volunteer service in Lansing. Expanded Human Resources: The Mayor and Director of Planning and Neighborhood Development successfully advocated for funding in the 2017 fiscal budget to create a full time permanent Neighborhood Resource Coordinator position in the Department of Planning and Neighborhood Development. After a search, the Coordinator was hired and began in full time capacity December 12, 2016. Page 55 of 138 The Neighborhood Resource team continues to expand its human resources through low cost strategies. Two AmeriCorps VISTA members serve in the department, funded for three years through the Cities of Service grant. The Department also has interns from the Michigan State University James Madison College serving critical research and administrative functions. Events Neighborhoods in Bloom: After a 10 + year hiatus, in 2016 the Lansing Neighborhoods in Bloom program was reestablished. In partnership with the Ingham County Land bank, the South Lansing Community Development Association, and the Allen Neighborhood Center, the City of Lansing distributed flowers to neighborhood organizations throughout the city. Flowers were planted in public spaces to beautify neighborhoods. Both annuals and perennials were planted. We also launched the Neighborhoods in Bloom corridor project along Pennsylvania Ave between the Zoo and Haco drive. In addition to the perennials and annuals, we planted thousands of bulbs in the fall which will bloom in early 2017. Page 56 of 138 LOVE Lansing: The first LOVE Lansing Celebration took place with over 250 guests in attendance. Awards were given to neighborhood leaders in the categories of Emerging Leader, Community Builder, and Neighborhood Impact. The Mayor awarded the Mayor's Cup for Civic Excellence. All Neighborhood Watch captains and coordinators were invited to a reception with the Mayor and the Chief of Police. Mayoral Initiatives Block by Block (B3): Mayor Bernero announced the Block by Block initiative at the 2016 State of the City address. The Department of Planning and Neighborhood Development then designed the initiative launch. B3 brings together City of Lansing departments to focus their resources into small geographic areas of high need in the city. The Baker Neighborhood was selected as the first B3 Neighborhood of Focus. (Mt. Hope/Pennsylvania Ave/Cedar St./the Grand River). Four project priorities have been identified by neighbors 1) 538 Isbell St. parcel activation 2) Pennsylvania Ave crossing 3) Riverfront usage and connectivity 4)John Bean building revitalization. Recognition: The City of Lansing was highlighted by Cities of Service to the national Cities of Service coalition. Planning Office Bill Rieske, Assistant Planning Manager Sue Stachowiak, Zoning Administrator The Planning Office provides comprehensive, long- and short-range planning services to residents, neighborhoods, businesses and industry. It is responsible under state law, local ordinance and the City charter to process, analyze, and provide recommendations to the Planning Board, Board of Zoning Appeals, Historic District Commission and various other City boards & committees regarding land use Page 57 of 138 control and capital improvement requests. The Planning Office also provides zoning, land use, flood plain, historic preservation and other types of information to the general public; and approves building permits, demolition permits, sign permits and a variety of licenses for compliance with the Zoning and Sign Codes. Accomplishments in 2016 BWL Substation Project The Planning Office was essential to steering the BWL Substation Project through the Comprehensive Plan amendment and zoning approval processes. Planning staff and the PNDD Director attended biweekly meetings with BWL staff, and several meetings of the Planning Board, Development & Planning Committee, and City Council. Staff coordinated with the BWL on all details of the staff reports and approval processes. Design Lansing Form -Based Code (FBC) Project http://www.lansingiini.gov/271/Foi-m-Based-Code-FBC The Form -Based Code project is a multi-year project that addresses the appropriate code changes to make Lansing's vision a reality. A form -based code (FBC) is a zoning approach that focuses less on a building's f� use, and more on its fore and appearance. Unlike traditional zoning, it addresses the relationship between buildings and the op, g� P g street, the fore and mass of buildings in relationship to one another, the pattern of blocks and streets and the location and type of public spaces. The fore -based code was strongly recommended in the Comprehensive Plan as the most effective way to achieve the urban fore envisioned by the Lansing citizens. The FBC project is a total re -write of the current zoning ordinance. It blends the land use requirements of the current ordinance with the land use and urban design recoimnendations of the Design Lansing Comprehensive Plan (http://www.lansinLliii.gov/275/DesiL)-n-Lansin ). Page 58 of 138 „ 114 L4.11% 0% 3\ .fib. j � a�""�umtngtntgU .. The project is now nearing completion. The Planning Board held public hearings regarding the draft FBC ordinance on October 4 and November 1 of 2016. It will hold a third public hearing on February 7, 2017, and is expected to take action at its March 7 meeting. Form -based codes are among the most effective means for achieving the priorities of Lansing residents, who called for transformational change to our commercial corridors and business districts. Redevelopment Ready Communities (RRC) In November, 2014, City Council passed a resolution affirming Lansing's participation in the Redevelopment Ready Communities (RRC) program. RRC certified communities receive priority status for MEDC and Michigan State Housing Development (MSHDA) funding, and will be marketed along with their priority development sites through MEDC channels. The Planning Department, with assistance from LEAP, spearheaded work on meeting the RRC certification requirements. Lansing is now all but certified, with the 6 -year Capital hnprovements Program being the only remaining requirement. Beginning in 2017, the State will be using Redevelopment Ready Communities engagement as a criterion used to assess and prioritize its community and economic development investments. Permit & License Review Planning Office approval is required for the issuance of sign, demolition, and building pen -nits. Forins for these permits are available on-line at: littp://www.lansingmi.gov/273/Forms-Petitions. Page 59 of 138 The Planning Office works with the Building Safety Office to provide the most expeditious and efficient service to the public. Planning staff reviews approximately 1,800 permits annually. Many permits require Planning Board and/or Council approval before they can be issued. In 2016, the Planning Office staff reviewed and processed the following: • 9 Rezonings and 4 Special Land Use Permits, including: 0 A Special Land Use permit to allow the construction of a public utility (BWL Electric Substation) on the property at the southwest corner of Malcolm X and S. Washington Avenue. 0 Rezoning the Lake Trust property on S. Capitol Avenue and the majority of the block to its south to "G-1" Business District zoning to allow for future mixed use development. • 12 Act 33 Reviews. • 7 Zoning Variances. • 20 Lot Splits. • 27 Lot Combinations. • 36 Site Plans, including: 0 East Town Flats, Mixed Use Building in the 2000 Block of E. Michigan Avenue including 40 residential units 0 Phase 2 of Marketplace Apartments — 79 residential units 0 General Motors Grand River Assembly Plant - 76,430 square foot body shop addition 0 Village of College Fields Townhouses 0 Grand Haven Manor II — 78 unit senior citizen building 0 Peckham, Inc. — 2525 N. MLK — 18,690 square foot building addition Page 60 of 138 All liquor licenses, cabaret licenses, second hand dealer licenses, wrecker licenses and vehicle dealer licenses are also approved by the Planning Office before they can be issued by the City Council and/or City Clerk's Office. The Planning Office staff reviews approximately 200 licenses annually. All rental registration applications must be approved by the Planning Office for compliance with the Zoning Ordinance before they can be issued by the Code Compliance Office. The Planning Office staff reviews approximately 2,000 rental registrations annually. Planning Office staff resolved more than 200 zoning violations throughout the City. This involved writing violation letters, working with property owners/tenants to find solutions to the problems and working with the Code Compliance Officers and the City Attorney's Office to prepare citations and court cases as needed. Shaping the Avenue" litt-P:Hshapingtheavenue.com/ Planning Office and Transportation staff serve on a technical team for CATA's Shaping the Avenue project. CATA is providing technical assistance to encourage Transit Oriented Design (TOD) along the Michigan Avenue corridor. Lansing's Form -Based Code project (above) will already provide zoning standards for TOD, so the Shaping the Avenue project will augment the Lansing FBC and help provide design direction for future public improvements within the rights- of-way. Regional Presence Planning Office staff has served as a longtime steering committee member for Tri -County Regional Planning Commission's Regional Growth Initiative. We also worked with the Commission on the Urban Sustainability Accelerator, a project conducted in partnership with Portland State University. Additionally, the Planning Office represents the City in these standing TCRPC committees: • Urban & Rural Service Management committee, which is working toward an urban service boundary to control sprawl in the immediate Lansing area. Page 61 of 138 • Groundwater Management Board; groundwater in the Tri -County area. • Lansing Wellhead Protection Team, water supply. Historic Preservation which promotes stewardship of the which focuses on the safety of Lansing's The Historic District Commission has reviewed National Register nominations for the Pulver Brothers Filling Station at 127 West Grand River Ave. and the Glaister House at 402 S. Walnut, and concurred with these nominations. The Commission advised the Central United Methodist Church in its quest to become a local historic district, and several HDC members recently volunteered to serve as Historic District Study Committee members to complete the designation. The Study Committee has since begun the process of producing the historic district report for eventual Council consideration. Additionally, the Coimnission reviewed several building permits within the Cherry Hill and Ottawa -Walnut Historic Districts. Parking Services Office Traci Shell, Interim Parking Manager The parking system in an enterprise fund and continues to provide on -street and off-street parking services to employees and visitors to the City of Lansing. The Parking system manages 2,166 on -street parking meters, 2,476 parking spaces in our ramps, 3,966 permit spaces in our - lots and ramps and 957 parking spaces in our surface lots; ticket and permit processing and special event services. These services are currently provided by City staff however we are continuing efforts to streamline and automate processes. In 2016 the Parking System: Installed LED lights in the North Capitol entrance/exit. Power washed the SC, NC & TR ramps Painted the stairwells in North Capitol ramp. Page 62 of 138 Installed a fence in the right-of-way to keep pedestrians safe from vehicles exiting the North Capitol ramp. PK Contracting re -striped our arrows in the North Grand ramp. The PSO contracted C2AE to do a Parking Facilities Evaluation of our parking lots and ramps for concrete/pavement repairs/replacement. Painted the Lansing Center lot booths. Provided parking to approximately 2,161 permit customers and 6,646 hourly parkers on a monthly basis. Processed payments on 21,000 tickets and fee invoices Processed 505 meter complaints from customers Maintained and collected 2,166 on -street meters. Purchased and installed wayfinding signs in and around the Lansing Center parking lots. Worked with MSU Interns to create/design a new PSO website. Provided Special event parking services for Lansing Center and Cooley Ballpark Continued preventative maintenance in our parking facilities Sponsored the parking for Silver Bells. Sponsored Jazzfest & Bluesfest. Building Safety Office Jim Bennett, Building Official The staff of the Building Safety Office are responsible for reviewing construction documents, the issuance of building and trade permits (electrical, mechanical, plumbing), and field inspections of all new construction and renovations in the City of Lansing to ensure the construction meets the requirements of the Michigan Building Codes. The purpose of the 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 are in compliance with the code. Further, this provides an increased level of safety to firefighters and emergency responders during emergency operations. Page 63 of 138 Building Code enforcement can have a major influence on the economic well-being of a community and the safety of its citizens. The fourteen member staff of the Building Safety Office continues to ensure that construction activity meets the requirements of the family of State Construction Codes. Accomplishments in FY 2016 Leveraging Technology: The Building Safety Office utilizes online trade permitting, limited building permitting, field inspection requests, and electronic plan review services. This provides better service to the public, contractors, and the design community through the City's AccessMyGov web portal https://www.accessmygov.com/?uid=384. Further, beginning January Ist 2015 the Building Safety Office began keeping permit and plan review records electronically; this lowers storage costs and provides for more efficient document retrieval for FOIA and other information requests. Permits - In total, there were 6,985 pen -nits issued. The following table represents the number of permits issued in the last five fiscal years. Neighborhood Investment - During FY2016, 1,196 permits were issued for new homes, additions, re -roofs and siding, and other repair/improvement projects throughout the City with a total valuation of $22,416,016.00. There were 44 new single family homes constructed in FY2016. In the first five months of FY2017, twenty (20) permits for new single family residences have been issued. FY2016 — 44 new single family dwellings with a construction value of $14,128,248.00 FY2015 — 25 new single family dwellings with a construction value of $8,336,850.00 Page 64 of 138 FY2016 FY2015 FY2014 FY2013 FY2012 Building 1,848 1,586 1,529 1,384 1,586 Electrical 1,486 1,540 1,734 1,214 1,230 Mechanical 1,859 1,713 1,585 1,608 1,600 Plumbing 1,406 1,401 1,834 1,332 1,538 Sign 75 86 110 77 66 Demolition 311 112 103 90 135 Total 6,985 6,438 6,895 5,705 6,115 Neighborhood Investment - During FY2016, 1,196 permits were issued for new homes, additions, re -roofs and siding, and other repair/improvement projects throughout the City with a total valuation of $22,416,016.00. There were 44 new single family homes constructed in FY2016. In the first five months of FY2017, twenty (20) permits for new single family residences have been issued. FY2016 — 44 new single family dwellings with a construction value of $14,128,248.00 FY2015 — 25 new single family dwellings with a construction value of $8,336,850.00 Page 64 of 138 FY2014 — 22 new single family dwellings with a construction value of $6,500,665.00 FY2013 - 42 new single family dwellings with a construction value of $9,936,926.00 FY2012 - 41 new single family dwellings with a construction value of $7,641,706.00 FY2016 - 27 single family additions with a construction value of $833,594.00 FY2015 - 13 single family additions with a construction value of $544,121.00 FY2014 - 21 single family additions with a construction value of $526,599.00 FY2013 - 29 single family additions with a construction value of $1,152,331.00 FY2012 - 24 single family additions with a construction value of $2,706,585.00 FY2016 - 595 single family tear off and re -roofs with a value of $ 3,116,052.00 FY2015 - 624 single family tear off and re -roofs with a value of $ 3,565,127.00 FY2014 - 620 single family tear off and re -roofs with a value of $3,819,188.00 FY2013 - 515 single family tear off and re -roofs with a value of $2,849,495.00 FY2012 - 656 single family tear off and re -roofs with a value of $5,519,314.00 FY2016 - 52 residential siding pen -nits with a value of $ 244,318.00 FY2015 - 65 residential siding permits with a value of $ 379,740.00 FY2014 - 63 residential siding pen -nits with a value of $449,927.00 FY2013 - 77 residential siding pen -nits with a value of $549,937.00 FY2012 - 104 residential siding pen -nits with a value of $518,125.00 Permits Issued in FY2016: The office issued a total of 6,985 pen -nits. Page 65 of 138 • The Plan Review Division reviewed, approved and issued 449 commercial building permits in FY2016 for construction work within the City. • A total of 155 formal and 294 informal commercial plan reviews were completed in FY2016. In addition staff reviewed 35 site plans in calendar 2016. • The Building Safety Office issued 1,196 permits for residential construction. • A total of 75 sign permits were issued • A total of 311 demolition permits were issued. • The Electrical Division issued 1,486 electrical permits. • The Mechanical Division issued 1,859 pen -nits. • The Plumbing Division has issued 1,406 pen -nits. Other Activities of the Building Safety Office include: • Preconstruction meetings with Developers, Design Professionals, and Contractors. • Staff participation on committees and other Organizations: - Architecture Technology Advisory Committee member. This committee directs curriculum development for the architecture program at Lansing Community College —Board Member of American Association of Electrical Inspectors —President, Mechanical Inspectors Association of Michigan —Board Member Plumbing Inspectors Association of Michigan • Registration and certifications: The Building Official, Field Inspectors and Plan Review staff continue to attend educational seminars to earn State of Michigan ACT 54 credits that are required to maintain their registration as inspectors. Eleven of the twelve Inspectors/Plan Reviewers in the Building Safety Office are nationally certified by the International Code Council in their respective discipline. • ISO Rating: Page 66 of 138 The staffing levels, staff expertise (as demonstrated by national certifications), and professionalism have earned the BSO an Insurance Services Organization (ISO) rating better than the State average and several of the surrounding jurisdictions. The ISO rating of 3 earned by the BSO directly contributes to savings for every property owner and business on the cost of property insurance. • Liquor Licenses: The BSO supports the State of Michigan by providing investigative services in regard to licensing complaints and inspection services for liquor license transfers. • Boards: The BSO staff provides technical expertise and supports the Building Board of Appeals, Electrical Board of Appeals, Mechanical Board of Appeals, and Plumbing Board of Appeals. Assistance to Other Departments: • The BSO supports the City Attorney by providing expert witness services and Freedom of Information Act document search, retrieval and reproduction. • The BSO provides inspection services and technical expertise and assistance to the Development Office, CDBG rehabilitation programs. • The BSO provides permitting and inspection services for the Zoning Office in the administration of the Lansing Sign Code. • The BSO assists the Fire Marshal's Office with plan review, occupancy classification, and the setting of maximum occupant load in assembly occupancies. The BSO provides inspection services in conjunction with the testing and operation of automatic fire suppression and fire alarm systems. The BSO supports the Lansing City Clerk by providing inspection services for Cabaret License issuance and renewals as well as liquor license transfers. Page 67 of 138 LANSING POLICE DEPARTMENT Michael Yankowski, Chief of Police Department Description The Lansing Police Department (LPD) maintains order, enforces and upholds local laws, patrols, investigates, preserves public safety and fosters a better quality of life for the residents of Lansing. There are four divisions of the Lansing Police Department: Administration, Staff Services Division, Patrol Division, and the Mike Yankowskl,Chief Investigation Division. Accomplishments in 2016 GRANTS: In 2016 the LPD was awarded a COPS Hiring Program Grant funding a percentage of salaries for five additional Police Officer positions. In addition to this new grant, LPD continues to receive funding for Metro, CARE, Elder Abuse, Automobile Theft Prevent Authority (ATPA), and Justice Assistance Grants (JAG). TECHNOLOGY: The LPD implemented several technology projects in 2016. The biggest project was the research and field testing of body -worn cameras (BWC). The Department conducted a field test of the three major providers of BWC for _ approximately 60 days this summer. We tested three brands of,� body worn cameras. The field testing looked at a number of areas such as: ease of use, wear ability, durability, battery life, uploading, and file handling. Once the testing was completed, 4 the officers provided feedback about the devices. Based upon LPD's pilot project and lengthy national research, LPD chose the TASER/Axon product as the best overall system to meet the needs of the department. In December, LPD purchased 120 body -worn cameras with grant and general fund dollars which were deployed to all road patrol officers and supervisors in April of 2016. There are currently 150 BWC's in operation at the LPD. Taser Signal Units were installed in all patrol cars, K-9, Command, and START vehicles to complete the Fleet. The Radio Lab is working with Fleet Services to improve the installation of the new patrol vehicles with a new design of the equipment mounting in the rear compartment and the use of a metal drawer locker in the back compartment to replace the old plastic boxes. A new service van was purchased and has been set up to better meet the service needs of the department. This van will have a work bench and the parts necessary to service most of your issues at the Operation Center. Parts for both mobile and portable equipment will be at hand so you will not have to leave the Operations Center. Page 68 of 138 Approximately 150 old batteries are being replaced with new batteries. In December the process began to change and implement the State Records Management System (SRMS). This system will also include Detention booking and records. This project will go live for all personnel by June 30, 2017. The SRMS is a web -based application with over 35 modules that will provide the LPD and our Detention Facility with an all-inclusive information sharing tool. The software application provides incident -based reporting tools, field contact, officer daily, and many others. Advantages to the SRMS system are: • Provides real-time information sharing • Improves data delivery • Allows data to be shared with N-DEX • Reduces Costs • Improves investigation efficiencies • Allows for more strategic decision making Sharepoint and LPD Intranet began in 2015. These systems were built by Systems Administrator, Abby Vanderlaan and Crime Analyst, Craig Anderson. This project continues to evolve. Using the Sharepoint platform allows for the organization of documents by creating websites. This inforination can be organized, shared, and accessed from any device including in the police car. Officers are able to search for procedures, intelligence bulletins, training videos, and materials. File on Q is the new Evidence System for the Property and Supply Unit. This system allows for the management and tracking of property and evidence from the crime scene to the court room. The system is customizable for the Department. It will provide an increase in overall efficiency and time savings. The system tracks individual items with an audit trail. It also produces fonns and reports, and disposition notifications. In 2017, the Quartermaster Module will be implemented. This module offers the tracking of uniforms, vests, weapons, radios, and supplies. This module will be customizable for the Department. Other technology projects include: • Pronounced use of Social media (Twitter/ Facebook) • Continued Field Base Reporting, Officer's can access the Records Management System and write reports in their Police vehicles. • Hotsheets and Contact Card reports through IIQ query which can also be accessed in the patrol vehicle. • Computer Access: Pawn slips, traffic crashs, TALON, Crime Mapping, Polycom Video Arraingments, pawn and browser -based records(BWI) (RAPID) • Ingham County Regional TIC Consortium • LPD participation in EOC meetings, training & scenarios • Attend meetings for the Emergency Alert System (EAS) • Continued use of Code Red System • Continued partnership with the Michigan Intelligence Operations Center (MIOC) — Fusion Center • Accessing Public Business Cameras (LATA, State of Michigan) • Fleet: LPD replaced 15 marked patrol units, crime scene unit, property and supply, and the radio lab van. The Ford Explorers continue to be a valued upgrade for safety, storage, and manageability in the winter months. Page 69 of 138 COMMUNITY OUTREACH: The Lansing Police Department promotes community outreach and engagement by partnering with other City' . departments and various community organizations. These efforts are designed to improve the lives of the citizens of Lansing by bringing together people of all ages and backgrounds to participate in community awareness activities and promote the public interaction. Sergeant Matthew =_ Kreft and Community Services Officer Kasha Osborn are responsible for ';; ►" `-Y" 87 neighborhood watches (II are pending) and 93 business watches, neighborhood watch meetings, and neighborhood watch training programs. • MLK Jr. Memorial Observance • NAACP Banquet • Crime View for the public • Susan B. Komen 5K Run • Join the Team • On-line crime reporting for the public • Keystone Kops • PACT 360 • Special Tactics and Rescue Team (S.T.A.R.T.), Canine Unit, and the Capital Area Dive Team provided infonnation and equipment displays for community picnics at many school events, neighborhood picnics, City Employee Picnic and the Boy Scouts • Ride -a longs for/between LPD Officers, Code Compliance Officers, Pastors, Friend of the Court, Probation Officers, and the public • Honor our Heroes Blood Drive and Red Cross Fund - Raising Breakfast • Old Newsboys • Law Enforcement Torch Run • Capital Area Polar Plunge • Crime Stoppers Program & Breakfast • Food Movers • Dispute Resolution Programs with City Human Relations • Westside Community Picnic • Westside Crime & Safety Committee • Police Athletic League (P.A.L.) Golf • LEAF (Lansing Education Advancement Foundation) and Oasis Center • Domestic Violence Candlelight Vigil • Education on drug use, bullying, gangs, bus -related traffic laws and tobacco use, alcohol use, Safe Prom Initiative, and Town Hall meetings for underage drinking • TRIAD (Seniors Community & Law Enforcement) Programs: No Seniors Without Christmas, Senior Prom, and Adopt -a -Senior • Downtown Lansing Inc. • South Lansing Business Association Page 70 of 138 • HOPE Connections, Lansing Promise, and the LCC Foundation Annual Breakfast, Annual Dinner, LCC Leadership Academy at Lansing Community College, Todd Martin Development Fund Tennis Classes • G.R.E.A.T. Program • Shop With A Cop • Victim Advocates Program • School to Prison Community Pipeline • First Day of School Kick- off • Bea Christy Awards • Guru Namak Sikh Day Parade and Festival • Neighborhood Picnics • Self -Defense Awareness Classes • C.A.R.E. • Feed the Children for Spring Break in conjunction with City of Lansing Human Resources Division • Grand Slain School Day at Cooley Law School Stadium • Adado Riverfront Park Fish Rodeo Concert • Boys and Girls Club Steak & Burger Dimier • Team Policing and Problem - Solving • Board of Water & Light Chili Cook -Off • Boys and Girls Club of Lansing after school/summer programs • Senior Fair • MI Hispanic Caucus • Cesar Chavez Memorial Observance • Actively participate in LSD's annual truancy assemblies; truancy sweeps • LPD Annual Awards Ceremony • Assist the Human Resources and Community Services with Food Bank distribution • Participation on Boards for Boys and Girls Club, Ingham Regional Medical, Sparrow Hospital, Victims of Assault, Stop Grant (PPO), Domestic Violence Grant, and Safe Haven • Annual 911 Special Tribute Ceremony at Wentworth Park • Tri -County Sex Offender Task Force • Lids for Kids • ANC Farmers' Market • A Taste of Country • Hunter Park Pool Opening • YMCA Kids' Event • OENA Picnic • Community Garden Extravaganza • Churchill Downs Picnic • Mayor's Family River Walk/Run • Adopt -A -River Cleanup Project • Mayor's Ramadan Dinner • Mayor's Veterans Day Ceremony • Explorer Program Pancake Breakfast • Juneteenth • Union Missionary Baptist Church Picnic • National Night Out • MI Cops • Willow/Knollwood Neighborhood Meeting • Wainwright Neighborhood Meeting and Picnic • MSU 4H Exploration Days • REO Museum First Responders' Event • Moores Park Neighborhood Meeting • Potter/Walsh Neighborhood Meeting • Old Everett Neighborhood Meeting • Cherry Hill Neighborhood Meeting • Colonial Village Neighborhood Meeting • Downtown Neighborhood Organization Neighborhood Meeting • Westside Neighborhood Meeting and Crime and Safety Committee • My Lansing Back to School Program • A Day with the LPD • Kids' Connect • Community Connect • Back to School Expo and Backpack Event • MSU Safe Place • 54-A Sobriety Court • Town Hall Meetings • Nehemiah Public Meeting • Veterans of America Stand Down for Homelessness • My Brothers Keeper • Standup Strong Rally Stand Together • Magic Johnson Fundraiser • Citizens' Police Academy • Petting Zoo Event • Neighborhood Pet Vaccination Clinic PARTNERSHIPS: The Lansing Police Department participates in regular meetings between City departments, and neighborhoods to assure customer oriented services. We strive to facilitate working relations between neighborhood organizations, schools, PTO's, business associations, service clubs, and religious organizations by focusing on strengthening sensitivity and relationships among diverse communities. • 911 Advisory Board • CATA • Mid -MI Police Academy Page 71 of 138 • Teen Court • Lansing Housing Commission • Code Compliance meetings with Neighborhood Groups, Code Compliance Ride -A -Long Program with LPD Community Policing Officers and Neighborhood Organizations • Downtown Lansing Inc. • Old Town Commercial Association • Faith -Based Initiative • Technology Improvement with Ingham County • RSVP organizations • Lansing Police Advisory Board • Probation Department Ride -A -Longs • Lansing Promise and H.O.P.E. Program • Hospitality Partnership LPD - Detective Joel Cutler works with Lansing area bar and restaurant owners to promote safe and responsible alcohol practices • Truancy Court partnership with Ingham County Juvenile Court, Judges, Prosecutor's Office, and Lansing School District • Partnership with the Ingham County Youth Academy • Business Watch • Support youth recreation by participating in the Southside Boys and Girls Sports Banquet and the Annual Steak & Burger Dinner • MSP Youth Academy • Host community forums with community response teams/local ministries to deal with volatile issues and/or violence • City Hall on the Road • Courts, Cops, and Counselors monthly meetings • 54-A District Court Bi -Annual meetings • Jail Diversion meetings with Community Mental Health • Eaton County Sheriff Department Deputization Jolly and Waverly • Ingham County Traffic Unit • Greater Lansing Alliance Against Hate Crimes • Lansing Area Safety Council and Lansing Area Safety Picnic • Detox Advisory Committee • Elder Abuse Response Team Community Coordinated Response • Human Relations Advisory Board • Regional Technology Committee • Partner's in Crisis; Mental Health • Outreach Program for Refugees • Crime prevention seminars • Mayor's Camp • Utilize team policing, problem -solving and Neighborhood Watch Program and the Neighborhood Watch Advisory Board • Background checks for participants in youth volunteer programs • Explorer Program • Mentoring Network • Shop With A Cop • Heads Up for Safety Car Seats • Lansing Area Safety Picnic • HOPE Scholarship Program • Law Enforcement Day • CARE Service Recognition • Old Newsboys Association • Keystone COPS Luncheon • American Red Cross Breakfast Fundraiser • Police Athletic League (P.A.L.) • River Trail Patrol • Handicap Enforcement • Victim Advocates • LPD Volunteers • March is Reading Month, LSD • Hot Dog Diplomacy • GREAT Program • Weekly area detective meetings Page 72 of 138 • Address resident traffic issues through enforcement • School Crossing Guard Program • Monthly meetings with school officials • Trespassing letters for business and apartment complexes • School Watch • Lansing School traffic flow plans for drop-off and pick-up at schools • School presentations dealing with bullying, drugs, gangs, tobacco, underage use of alcohol, and violence • Adopt A School • School Resource Officers in high schools • Violent Crime Initiative (VCI) • Mutual Aid Agreements with the Capital Region Airport Authority, Clinton County, DeWitt Township, Eaton County, Inghain County, East Lansing, Michigan State University, Meridian Township, Lansing Township, Williamston, Stockbridge, Mason, Leslie, Emergent BioDefense, Lansing School District, Lansing Community College, Capital Region Security Network and Office of Highway Safety & Planning • Business Huddle • Oldtown Network • Fearless Faith Ministries Anniversary Celebration • Heroin Summit • Race Relations Summit • Prescription Task Force • Opioid Task Force • Drug Task Force • Black Lives Matter • Male Mentoring • City of Kindness • Kids' Reward Program • Crisis Intervention • 100 Men in Suits • My Brothers Keeper -A A! BUSINESS RETENTION: The Lansing Police Department ��' rf• _ works to attract new business and support established businesses by participating in career preparation, school to work programs, and other strategies to develop a regional workforce with Old Town, Reo Town, Downtown, Inc., { Lansing School District, Lansing Community College, Michigan State University, Davenport College, Cooley Law School, Capital Area Michigan Works, Chamber of Commerce, Ingham County, General Motors, Trade Unions, Michigan Economic Development Corporation, Michigan State Police and the Accident Fund. Downtown Lansing, Inc. Downtown Inc, Reo Town and Old Town continue to be high priorities for growth and development. The Lansing Police Department continues to build partnerships and maintains those partnerships to address homeless issues and protect the citizens and visitors who enjoy Lansing. Page 73 of 138 • Blue Cross & Blue Shield • Attend downtown business and resident community meetings • Provide extra police presence at Lansing Center events, Cooley Law Stadium for Games, Common Ground, Silver Bells, Trick or Treat on the Square, Blues Fest, Jazz Fest, October Fest, Festival of the Sun and Moon along with bicycle patrol in Old Town during the summer months • Lansing Marathon and many other races • Veterans' of America Board Meetings • Attend Downtown Lansing Inc. Board Meetings • Monthly business meetings with Downtown Lansing Inc. • Assist Human Resources and Community Services and Volunteers of America (VOA) in identifying and assisting the homeless obtain food, shelter, and other available resources • The LPD is carrying out a Downtown Entertainment Safety Plan where they are working with local businesses, cab companies, and patrons to provide residents, proprietors, and visitors to the downtown business district with a safe environment while maintaining order • Special Operations Section conducted alcohol enforcement stings of Lansing bars Assign community policing officers to various neighborhoods • Utilize the Public Video Safety Cameras to reduce crime & disorder • Handicapped Parking and River Trail Enforcement • Project Safe Neighborhood (PSN) - reduction of gun crimes — Collaborate with ATF, US Attorney's Office, Prosecutor, and Tri -County law enforcement agencies to identify and pro- actively prevent crimes involving guns within the Lansing area. Project Safe Neighborhoods and LPD is setting specific goals to reduce violent crime involving guns in Lansing • LPD partnership with the ATF. Three (3) ATF agents are now stationed or based at the Operations Center • Michigan Prisoner Re -Entry Initiative (M.P.R.I.) was established in 2003 and has worked with ex -prisoners on getting them placed back into the community and getting them jobs. M.P.R.I. ultimate goal is to achieve successful long-term reintegration of the former prisoner to his / her community. • ALPACT - Law Enforcement, businesses, faith based, cominunity based leaders, and dedicated citizens are all major stake holders in public safety. • Business Watch • Partner's In Crisis • PA 416 Traffic Deputies • 911 Advisory Board • CATA Bus Station • Capital City Airport Annual Review • Community Summit Solutions Committee • Lansing Concerned Citizens Committee • Parking Enforcement Officers • School Watch Program CP What Works for Cities • Black Lives Matter • President's Task for 21 s[ Century Policing Page 74 of 138 TRAINING, EDUCATION AND INFORMATION: The LPD participates, provides, and sponsors many trainings 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 attended approximately 22,500 hours of training in 2016. • Annual Refresher • Legal Update • First Aid/CPR/AED • Defensive Tactics • Taser • Firearms • Chemical Agent Spray • Field Training Officer • Interview & Interrogation • Basic & Advanced Sniper • Crisis Intervention Team (CIT) • Standardized Field Sobriety Test • Decision Making • Honor Guard • Sexual Assault Investigation • GAGE • Verbal Defense & Influence • Force Science Body Camera • Lone Wolf Attacks • Accident Investigation • Simunition • Bulletproof Warrior • Detention Annual Refresher • CSI • MFF Grenadier • Fair & Impartial Policing — Implicit Bias • Negotiator • First Line Supervision • MI Biometrics Conference • Homicide Investigation • AVI • Tactical Pistol School • Police/Fire Leadership Academy • Labor Law & Labor Arbitration • Tactics in Traffic • Law Enforcement Active Diffusion • DEA Social Media Exploration • Radar/LIDAR • Investigating Cell Phone Technology • Remington Armorer • Datamaster • Leadership & Management • Street Survival • Courtroom Testimony • School Resource Officer School • Arned Suspect Recognition • Solving Homicides • Documenting Force • De-escalation Training • Enhancing Officer Perfonnance • Blue Courage • Safety & Security for Places of Worship • LEIN • GREAT • Investigating Data Recovery • New Officer Development RECRUITING AND HIRING: In 2016 the Lansing Police Department worked in collaboration with the City of Lansing Human Resources Department in conducting several hiring selection processes. In total, the City of Lansing hired a total of twenty-nine (29) police officers, seventeen (17) were (certified / certifiable), six (6) Detention Officers, and sponsored eleven (12) police recruits. The Recruiting Team attended the following recruiting events throughout the year: Page 75 of 138 • MSU • LCC • Alfreda Schmidt Community Center • Detention Officer Info Session • Delta College • City Hall, DO Info Session (2) • Kalamazoo Community College Career Fair (2) • National Guard • Mott Community College CJ Career Fair • Wayne State University Career Fair (2) • LCC RESA Competition • Macomb Community College • Foster Center Police Trainee Info Session • MSU Camp / Migrant Program • Capital Area Career Center • Eaton RESA Advisory Board • Adado Riverfront Park, Sikh Parade • Cristo Rey Fiesta (3 days) • Common Ground (4 days) • Battle Creek Bombers • St. Andrew Festival (2 days) • Great Lakes Bay Job Fair • Veterans Career Fair • Grand Rapids Career Fair • Cafecit Callente • Grand Valley State University Job Fair • Access Job Fair • University of Michigan Criminal Justice Job Fair • Hire Michigan • Eastern Michigan Career Fair • Ingham Career Center Career Day • Wayne Community College Job Fair • Oakland Community College Academy Visit • Eaton RESA Career Day • Macomb Community College Academy Visit • Rochester College Career Fair • Retired Chief Julie Liebler's Class • Hispanic Symposium EMPLOYEE RECOGNITION: The Lansing Police Department appreciates and values its members and is focused on attracting, motivating, and retaining employees. We recognize and honor their service to the community at many events throughout the year such as: Page 76 of 138 2016"OfficeroltheYear" 7016"Civillanoftheyear" OfflcerlohnCosme Lead DetentionOHlcerOrlanKelley • Blue Light Players — Honors LPD Fallen Officers • Mid -MI Police Academy Graduation • Student Internship Program 0 National Volunteer Week • Administrative Assistant's Day • National Police Week • LPD Pistol Team Competition • 20-30 Year Employee Recognition • Ingham County Law Enforcement Memorial • Annual LPD Awards Program • Document awards through IA/PRO Blue Team • Shift level recognitions and city departments • Promotional and Retirement Ceremonies • Retirees Annual Dinner in association with the Lansing Police Benevolent Association (PBA) • Recognition of Service to Specialized Units • Chief's Spotlights • Employee Recognition Picnic • New Hire Reception • 100 Club Ceremony • New Hire Swearing In of Sworn Officers • Employee Exit Interviews • Veterans Day • Sworn Officer Confirmation Certificate • Clergy Appreciation Dinner Page 77 of 138 DEPARTMENT OF PUBLIC SERVICE Chad A. Gamble, P.E., Public Service Director Christopher Mumby, Deputy Director Department Description The Public Service Department keeps Lansing running. It functions as the keeper, designer, maintainer, and expander of the infrastructure that allows a city of 113,000 to operate and exist. Our 222 diverse, hard-working team members repair and maintain road infrastructure and the storm and sanitary sewers, treat our wastewater, provide recycling and trash services, permit and monitor all right-of-way activity, repair and maintain the city's motor vehicle fleet, support special events, and support, track and assist in the expenditure of monies from eight funds and hundreds of accounts. After two years of struggling to add new employees to our team to address our over 25% average divisional vacancy factor, we are excited to report that the Human Resources Department has partnered with us to add 17 new employees to our Department over the past few months. We are proud to serve the residents, businesses and workers who live, work, and play in our city and I hope that you enjoy reading some our accomplishments during 2016. For more information on the Public Service Department please visit our website at www.lansinzmi.gow/ ubserv. Respectfully, Chad A. Gamble, Director Accomplishments in 2016 I. ENGINEERING DIVISION A. Infrastructure and Environment Group (IEG) - Dean Johnson, P.E., City Engineer The Infrastructure and Environment Group is responsible for managing much of the public infrastructure in the City of Lansing. These activities include planning, designing, maintaining and constructing streets, bridges, and sewers, as well as oversight of polluted site cleanup. Major programs are the Wet Weather Control Program and administration of sewer service agreements that provide service to areas outside the city limits. In addition, IEG reviews site plans, zoning and land use permit requests for conformance to engineering standards and city ordinances and provides engineering support services to other departments in the city. The following describes specific responsibilities and accomplishments during 2016: 1. Streets Page 78 of 138 The IEG oversees the maintenance and reconstruction of our streets. The Lansing street system consists of approximately 108 miles of major streets and 305 miles of local streets, equivalent to approximately 996 lane miles of roadway. Each year the system gets one year older and loses 996 lane mile years of remaining service life. At least 996 lane -mile -years in improvements need to be added each year just to keep up with annual deterioration. For example, a new four lane street one mile long has a service life of about 25 years and will add 100 lane -mile -years to the system. This same one mile stretch of roadway will deteriorate by four lane - mile -years every year. Our street system is managed using our Asset Management Plan which was adopted by City Council and approved by the Michigan Transportation Asset Management Council. The Asset Management Plan is a tool to assess current street conditions, set target funding levels, identify candidate projects, set priorities, develop a multi-year program, and report results. With this plan, the Public Service Department looks at the condition of our streets as a complete system. Our objective is to use the "right mix of fixes at the right time" approach to street repair, shifting away from emphasis on the "worst case first" approach to selecting projects. It is critical that in any given year, we assemble a mix of fixes that optimizes the lane -mile -years that are added to the remaining service life of the street system. For more infonnation regarding our asset management system and to see maps showing the current condition rating of the City's streets, please visit http://www.lansingini.gov/1490/Pavement-Surface-Evaluation-Rating-S sy tem for more information. While insufficient funding levels continue, the Asset Management Plan will help us better understand and communicate the consequences of continued under -funding as well as enabling us to apply the funds that are available in a manner that is most beneficial for the overall condition of the street system. We estimate that the annual street system needs are in excess of $15 million. Each year that this funding level is not achieved the overall condition of the street system decreases. The chart below indicates the recent funding history associated with the street prograin. Page 79 of 138 In 2016, the Engineering Division oversaw the improvement of 8.93 miles of streets as described in further detail below. This included 4.71 miles of major streets and 4.22 miles of local streets. These improvements added 199.6 lane -mile -years of service life. Since the system loses 996 lane -mile -years each year, the network had a net loss of 796.4.lane-mile-years. This is illustrated in the following table: 2016 Street Program Summary Lane Life Extension Per Mile (years) Total Life Extension (lane-mile- years) Project/Treatment Miles Miles Major Streets Mill and Fill, 3.5 Inches 1.87 6.17 10 61.70 Mill and Fill, 2 inches 1.70 5.61 7 39.27 Crack Seal 1.14 3.76 2 7.52 Sub -Total 4.71 15.54 108.49 Local Streets Reconstruct 0.12 0.26 15 3.90 Crush and Shape 1.62 3.56 12 42.72 Mill & Fill, 3.5 Inches 0.95 2.09 10 20.90 Overlay, 1.5 inches 1.53 3.37 7 23.59 Sub -Total 4.22 9.28 91.11 All Streets Totals 8.93 1 24.82 199.60 Page 80 of 138 Remaining Service Life Added 199.6 Annual Service Life Lost -996.0 Net Loss -796.4, Below is a summary of the project -specific activity performed on our streets this year: 2016 Major Street Activity: Martin Luther King, Jr. Boulevard Resurfacing Martin Luther King, Jr. Blvd. between Saginaw and Ottawa was resurfaced. The project included milling 3 '/z inches of the pavement surface and placing new asphalt. The sidewalk was brought into ADA compliance in several areas. The length of the road resurfacing was 0.32 miles. Aurelius Road Resurfacing Aurelius Road from north of Jolly Road to north of Cavanaugh Road was resurfaced. The project included milling 3% inches of pavement and placing new asphalt. Greenlawn Avenue Resurfacing Greenlawn Avenue between Cedar Street and Washington Avenue was resurfaced. The top 2 inches of asphalt were milled off and replaced with new asphalt. ADA sidewalk upgrades were included in this project. The length of the project was 0.52 miles. Page 81 of 138 Jolly Road Resurfacing Jolly Road from Waverly Road to Wise Road was resurfaced. The top 3.5 inches of asphalt were removed and replaced with new asphalt. The sidewalk ramps were brought into ADA compliance. The length of the project was 0.55 miles. Clemens Avenue Clemens Avenue from Kalamazoo Street to the I-496 overpass was milled and resurfaced, along with sidewalk ADA ramp improvements. The length of the project was 0.31 miles. Shiawassee Street Shiawassee Street from Cedar Street to Larch Street (0.098 miles) was milled and resurfaced. Some curb and gutter was removed and replaced. This street was constructed as part of the 2015 Local Street Rehabilitation project. Michigan Avenue Michigan Avenue from Holmes Street to Charles Street was given a one inch overlay. This overlay is to serve as a short term fix until Michigan Avenue is reconstructed, currently scheduled for 2018 Crack Sealing Approximately 3.76 lane -miles of major streets throughout the city were sealed in late 2016 by O&M crews. By sealing the cracks, water is kept out of the road base and the road life is extended 2 years. Crack sealing provides the best "bang for the buck" when it comes to extending the life of the road. 2016 Local Street Activity: Two local streets that are federal aid eligible were milled and resurfaced. Lowcroft Avenue from Holmes Road to Cavanaugh Road was one of them. As part of the project, the sidewalk ramps were upgraded to ADA compliance. BWL partnered with us on this project to have water main installed for two blocks of the three block section. Clemens Avenue fi-om Michigan Avenue to Kalamazoo Street was also milled and resurfaced. The sidewalk ramps were upgraded to be ADA compliant. Milla e Paving Program Millage funding was used to resurface 1.46 miles of residential streets were paved in June 2016: Ingham Street fi-oin .lolly Road to Reo Road Page 82 of 138 The following streets Carey Street from W. Saginaw Street to N. Genesee Drive N. 8th Street from Michigan Avenue to Vine Street Kingsley Court from S. ML King Jr. Blvd. to Riddle Street Pulaski Street from S. ML King Jr. Blvd. to Birch Street Reo Road from S. ML King Jr. Blvd to Burchfield Avenue Rockingham Drive from Truxton Lane to Bridgeport Drive Balmoral Drive from Glenburne Boulevard E to W Bayview Drive from Sheffield Boulevard to Windward Dr. Local Street Rehabilitation The existing pavement was crushed to form a road base and 1.65 miles of street were paved. The following streets were rehabilitated this fall: Lochmoor Drive from S. Waverly Road to Brighton Drive Bedford Road from Victor Avenue to Woodview Drive Andrea Drive from N Grand River Avenue to Paul Avenue Lujer Circle from Andrea Drive to west end W. Genesee Street from N. Butler Boulevard to N. Pine Street S. Catherine Street from Glenbrook Drive to W. Holmes Road Pettis Street from Moores River Drive to Blair Street Parkview Avenue from E. Holmes Road to S. Dexter Drive S. Dexter Drive from Ellen Avenue to Parkview Avenue E. Rouse Street from Donald Street to S. Cedar Street Hunter Boulevard from S. Cedar Street to Ridgewood Avenue Wildwood Avenue from Ridgewood Avenue to Crestview Ave Rosemont Avenue from Maplehill Avenue to Hunter Boulevard Page 83 of 138 The reconstruction of Museum Drive (0.39 miles) was also completed. The southbound ramp was reconstructed to include an extension of the existing river trail system by means of a non - motorized pathway inviting people into Lansing's cultural district, as well as providing access to the River Trail from Michigan Avenue. The intersection of the southbound ramp with southbound Museum drive was reconfigured to improve safety. Improved bus parking was constructed along Impression Five Museum. AA" - 2. Bridges and Skywalks The IEG inspects and maintains the City's nineteen roadway bridges on the National Bridge Inventory (NBI) and thirteen pedestrian bridges within the city limits. Four bridges (Jolly Road over Sycamore Creek, Elm Street over the Grand River, Aurelius Road over Sycamore Creek and Cavanaugh Road Bridge over Sycamore Creek) have been approved for approximately $1.0 million in preventive maintenance from the state's Local Bridge Program in fiscal years 16, 17, and 18. The four bridges plus the repair of the expansion joint for Elm Street over the Red Cedar River have been combined into a single project for construction in 2017. 3. Wet Weather Control Prograin (WWCP) Lansing's Wet Weather Control Program covers combined sewer overflow control (CSO), sanitary sewer overflow (SSO) control and the storm water programs. The Michigan Department of Enviromnental Quality has generally approved the concept and approach of our program. However, the duration and schedule of the program with respect to full implementation of all required activities is still being negotiated; fiscal affordability being the overarching factor. The primary components of the WWCP include: • Sewer System Optimization - Eliminating capacity bottlenecks - Locating and removing sources of inflow and infiltration • Combined Sewer Overflow Control • Basement Backup Protection Page 84 of 138 The first phase of the WWCP included four high-priority sewer construction projects as designated in the DEQ -approved State Revolving Fund Project Plan. Two of these projects, the Sanitary Sewer River Siphon #11 Replacement Project; and the Central Interceptor/Sycamore- Lindbergh Sewer Interceptor Rehabilitation Project, are now complete. The siphon replacement project resulted in a capacity upgrade of 11 million gallons per day (mgd), which is expected to greatly aid in transmission of sewage during large rain events, thereby alleviating the potential for basement flooding in the tributary service area. The interceptor rehabilitation project resulted in cured -in-place pipe (CIPP) lining of approximately 3,040 feet of interceptor sewer, which will guard against catastrophic failure of this sewer which is over 100 years old. The project also included rehabilitation of large sewer structures, including the Hazel River Diversion Chamber, and construction of a new storm sewer to achieve sewer separation on a block of E. Elm Street. The third of the four priority projects for Phase I of the WWCP is the Frances Park Pump Station Improvements Project. Similar to the Siphon #11 Project, the Frances Park Pump Station Improvements Project is considered to be a "sewer system optimization" project, because it will eliminate the flow capacity "bottleneck" that exists during wet weather by increasing firm pumping capacity from 12.7 mgd to 16 mgd. Construction on the project started in November, 2016 and it is expected to be completed in late 2017. The fourth and final project of the initial phase of the WWCP is the Combined Sewer Overflow (CSO) Subarea 034C Project. This project continues sewer separation in the third "sewer -shed" that is part of the large service area that is tributary to the 034 CSO Regulator. During 2016, the City's engineering team began updating the design of the project, and the work will continue into 2017 with the goal of getting a construction bid in January of 2018. The large area requiring separation will result in construction spread over at least two construction seasons. Another component of the WWCP is the Basement Back -Up Protection Program (132P2), designed to provide relief for residents that experience periodic basement sewage back-ups from the city's sewer collection system during extreme storm events. The project provides funding subsidy of private property plumbing upgrades, such as backwater valves and sewage pumps that result in protection of public health. The IEG continued implementation of the B2P2 at additional residential properties in 2016, and it is expected that the program will continue on an indefinite, as -needed basis. The Municipal Separate Storm Sewer System (MS4) Program is now incorporated into the city's overall Wet Weather Control Program. In 2016, the IEG worked to complete tasks associated with requirements of the first individually -tailored NPDES permit issued to the City for its stonnwater discharges. One of these tasks is the creation of a City Ordinance that requires stonnwater controls for development and redevelopment projects, including channel protection (i.e., infiltration/retention) and "treatment" of solids (typically, settling and/or biofiltration) for the stormwater runoff. Since the new ordinance will reside in the Planning Code, IEG staff are Page 85 of 138 working with the Planning Office in this endeavor. An additional permit -required task is continued implementation of the Illicit Discharge Elimination Program, which identifies connections of sanitary sewage to the storm sewer system. The City's continued use of the Planning Assistance to States (PAS) Program, a program administered by the U.S. Army Corps of Engineers, to fund the IDEP is a great boon toward achieving compliance. Work on the latest phase of the City's IDEP Program will be completed in early 2017. 4. Sanitary Sewer Collection System The IEG has continued annual work toward replacement of sections of sanitary sewer where the aging infrastructure is failing. Failing sections are typically identified by our Operations and Maintenance Division (O&M) in the course of their maintenance activities and are prioritized for repair in conjunction with input from IEG. IEG facilitates replacement of the sanitary sewer by designing the repair and preparing bid documents for construction of the replacement/repair. Repairs made in 2016 include approximately 400 feet of sewer on the Racer Trust property in Lansing Township. Additional repair project work is expected in 2017, including: • Wood Street from Northampton Way to 300 feet south; • Louisa Street from Kaynorth Road to Joshua Street; • Christiansen Road from Reo Road to 200 feet north of Pierce Road; and • Quincy Lane firona Holly Way to Peggy Place. In cases where less significant repairs are needed, trenchless repair vendors have been utilized by IEG to cost-effectively snake the repairs, while performing the work with little disruption to motorists. Similar to the aging road infrastructure, asset management approaches, including greater efforts toward condition assessment, will be necessary in the fiiture to adequately assure sewer rehabilitation can be prioritized and funded. S. Streetscape Enhancement The City partnered with Lansing Community College in the constructing of streetscapes along the approaches to the downtown campus. Improvements included new ADA compliant sidewalk, Page 86 of 138 brick enhancements, trees, and historic light fixtures. Improvements were made on Capitol Avenue from Saginaw Street to Shiawassee Street, on Shiawassee Street from Seymour Street to Capitol Avenue, Seymour Street from Shiawassee Street to Genesee Street, and Grand Avenue north of Shiawassee Street. This work was completed in the summer of 2016. The sidewalk on the west side of Museum Drive was reconstructed and widened to make it more pedestrian friendly and more welcoming for the Cultural District. Brick highlights were added at Michigan Avenue to lead people into the Cultural District. The sidewalk was extended to the south to provide a connection to the River Trail. A contract was let to repair brick and other streetscape elements in the downtown area. Brick was reset at the intersection of Ionia and Washington. New ADA sidewalk ramps were installed at the NW and SE corners of Washtenaw and Washington. 6. Environmental Cleanup and Groundwater Remediation Work efforts on two contaminated sites within the city continued in 2016, the Paulson Road Landfill and the Aurelius Road Landfill. In 2016, the IEG continued discussions with Granger Companies in consideration of partnership for concurrent remediation of their adjacent site on Paulson Road. Development of a funding strategy for this remediation effort is a challenge, since remediation and control measures for this site will be costly. It is expected that additional site characterization for hydraulic and pollutant characteristics will be necessary prior to selecting a remediation strategy. IEG's main efforts in 2016 relative to work at the Aurelius Road Landfill facility were in regard to facilitating the on-site Hope Sports Complex in partnership with the Lansing Chill SBC Soccer Club. The developer for the sports complex has proposed and implemented many facility improvements at the site, and IEG is charged with assuring that the integrity of the landfill's environmental control measures, such as the engineered clay cap, are not impacted by these activities. The number of soccer fields and associated development is expected to increase significantly in 2017. Page 87 of 138 In addition, the routine, DEQ -required, annual groundwater monitoring continued in 2016 with a sampling event occurring in October. The resulting report will be submitted to DEQ in early 2017. 7. Development Projects Staff provided significant site planning support on several development projects, including: • the Sparrow Health Systems Plaza Building Cancer Center & Parking Deck; • the new Sparrow Health System Cafe Dining Area at the main hospital campus; • the SkyVue on Michigan project (a high-rise, up -scale apartment development marketed toward college students); • The Red Cedar Development at the foriner Red Cedar golf course; and • College Fields. Regarding the Vista at College Fields development, this 7"' Phase of the overall residential development resulted in construction of two new street segments, Ballybunion Way and Carnoustie Drive (western section), and these streets and the associated sewers and public infrastructure were accepted by the IEG in December of 2016, which will allow formal addition of these streets to the State's Act 51 Funding List at the start of the new fiscal year in 2017. 8. Parks and Recreation Projects IEG provided design and construction engineering for several Parks and Recreation projects as described below: West Side Park Parking Lot The parking lot was milled and resurfaced. Approximately half of the parking spaces were removed and converted to greenspace. Cemetery Office Parking Lot The front/visitor parking lot was milled and resurfaced. Drainage issues were addressed. Tecumseh Park Kayak Launch Parking Lot A new, 4 -space parking lot was constructed along Tecumseh River Road east of Westbury. This parking lot will provide parking for the Page 88 of 138 new kayak launch constructed by Parks and Recreation in Tecumseh Park. River Trail Bridge Repairs The River Trail Bridge at Oakland Avenue was repaired and re -opened. Joists were replaced and new decking was installed. The boardwalk at the Lansing Center was also repaired. The landward girder at the bottom of the north side stairs was replaced as well as several deck joists. A new deck was installed in two bays of the boardwalk as shown below. B. Transportation and Non -Motorized Group - Andrew Kilpatrick, P.E., Transportation Engineer The Transportation and Non -Motorized Group of the Engineering Division is responsible for traffic operations in the city including installation and maintenance of traffic signs, signals, pavement markings, and sidewalks. The group administers grants, provides design of traffic control for construction, designs and provides traffic control for special events, administers neighborhood study and traffic calming programs, as well as overseeing GIS and CAD functions. The group's staff is currently administering a number of motorized and non -motorized grants. 1. Non -Motorized Facilities The City expanded the parking lot at Davis Park west to add trailhead parking for the Southside Extension of the River Trail. Grant funding was secured to double the size of the parking lot in Maguire Park in 2017, which will provide increased River Trail access. Staff worked with representatives from Michigan State University and the Lansing School District on a planned extension of the trail system along US - 127 to MSU/East Lansing and through the Lansing Eastern athletic fields and behind the current Pattengill Academy. Funding for this expansion project, along with other projects will be requested via the Ingham County Parks and Trails millage program. 2. Sidewalks There are over 550 miles of sidewalks in the City. The Transportation and Non -Motorized Group continues to work on the major street sidewalk gap closure program and on sidewalk repairs and Page 89 of 138 upgrades. There are approximately 60 miles of gaps on major streets in the City. Eliminating these gaps would cost approximately $16 million. The sidewalk repair program for 2016 focused on eliminating trip hazards in a number of areas throughout the city. Approximately 960 trip hazards were removed at a cost savings of almost $350,000 compared to sidewalk replacement. This was accomplished by using a horizontal concrete saw to cut off the section of sidewalk that is acting as a tripping hazard as opposed to removing a section of sidewalk. See the photo below for an example of one of these saw cuts To maintain a 50 year replacement cycle for sidewalks, 11 miles of sidewalks would need to be replaced annually at a cost of approximately $3 million. The City was awarded close to $600,000 to implement sidewalk repairs and upgrades in the areas around Averill, Fairview, Lewton and STEM schools. This project is currently under design and is scheduled to be carried out in the spring and surmner of 2017. A significant amount of the annual repair budget continues to be spent on updating sidewalk ramps at intersections to meet the Americans with Disabilities Act (ADA) requirements. These updates include barrier free ramps with tactile surfaces at all intersections within a project area. Another significant requirement of the ADA is for communities to prepare a transition plan for bringing pedestrian facilities up to current requirements. The Transportation and Non -Motorized Group is currently updating this plan, which will be completed in 2017. 3. Traffic Signals There are currently 200 traffic signals in the city. Maintenance is provided by the Lansing Board of Water & Light under the direction of the City. Engineering activities include timing plan preparation and adjustment, modernization design and coordination, and communications systems design and implementation. To keep the traffic signal infrastructure up to date, six to seven intersections need to be modernized amlually. This year, two intersections, Grand Avenue & Shiawassee Street and Aurelius Road and Cavanaugh Road, were modernized. 4. Engineering Studies & Plans Page 90 of 138 Twenty traffic study reports were completed and taken to the Public Service Board. Ninety traffic counts were completed at 40 locations. Traffic data and sidewalk condition information are being integrated into the Cityworks asset management software to be used as a tool in developing priorities for repairs of streets and sidewalks. The Non -Motorized (Walking & Biking) Plan for Lansing was adopted in 2011. In the fall of 2016, two public input sessions were held to gather information to assist in updating this plan. Additional public meetings will be held in 2017 to present the draft plan to the public with adoption of the updated plan anticipated in July 2017. S. Special Events Fifty special events were held in the public right of way this year. Staff is responsible for designing the traffic control for all events, coordinating with other city departments and external agencies such as the State of Michigan and CATA, overseeing street closings and re -openings, and sending out traffic control/road closure press releases. Major events in 2016 included Common Ground, Silver Bells, Race for a Cure, Making Strides, the Hawk Island Triathlons (spring and fall), and the Capital City River Run. 6. Traffic Signs and Pavement Markings As part of its traffic engineering work, the Transportation and Non - motorized Group is responsible for the installation and maintenance of traffic and parking signs as well as pavement markings on non-MDOT roadways in the city. During 2016, almost 1,500 work orders were written for traffic sign installation, repair or replacement, including street name, warning, stop and other regulatory signs. This represents a 5% increase from 2015. Due to the effects of snow plowing activities and winter weather, over 100 miles of long line pavement markings are repainted annually. In addition, miscellaneous markings (crosswalks, stop bars, railroad crossings, turn arrows, etc.) need to be replaced every three to five years. In 2016, approximately 400 miscellaneous markings (close to 1/3 of the total in the city) were replaced. II. BUSINESS, PERMITS, AND TECHNOLOGY DIVISION - Christopher Mumby, Interim Deputy Director and Business, Permits, and Technology Manager The responsibility of the Business, Permits, and Technology Division (BP&T) for department - wide budget coordination and technology seems to be growing as new and improved Page 91 of 138 technologies are being made available. The division administers permitting for occupying the City right of way, special transportation, soil erosion and sediment control enforcement, sidewalk snow and ice ordinance enforcement, stonn water and sanitary sewer work, accounts payable and receivable and provides departmental administrative support and budget coordination. Our staff members have been cross -trained to provide a high level of service and respond to a wide range of challenges. Cityworks, an asset and work order management software, was implemented in 2015 and we continued to expand its use in 2016. Much of the year has been spent preparing to launch our Permits, Licensing and Land (PLL) module. This will ultimately allow online permit application and tracking. We also transitioned our sidewalk snow clearing program to Cityworks this year. We are now able to house the entire snow on sidewalk clearing process from beginning to end in one program. Previously, complaints and field inspections for snow and ice were entered into a stand-alone program that was maintained by a consultant. By using Cityworks, we can enter complaints, perforin inspections, and assign work orders all in one integrated system. We can more efficiently assign snow clearing work orders to the O&M staff and to outside contractors. O&M staff can now take before and after pictures using a tablet in the field and attach them directly to work orders in Cityworks for easy reference. Another major accomplishment was the launch of Lansing Connect, a citizen engagement software that allows the public to report an issue and automatically creates a service request in Cityworks for investigation. During the 2016 construction season, BP&T issued pen -nits for and oversaw several large gas main replacement projects performed by Consumers Energy, steam system upgrades by the Lansing Board of Water and Light, land development for single and multi -family housing. We worked closely with these entities and outside engineering firms to ensure that the City's infrastructure was replaced to existing, or in nearly all cases, better than existing conditions and up to current standards. The City issued 89 sewer cap -off pen -nits for properties demolished as part of the Planning & Neighborhood Development's blight elimination program. Inspectors documented the existing right-of-way features for each property with before and after pictures and notes prior to demolition to ensure the right-of-way was restored to existing or better condition following the demolition work. Cityworks was used to store this infonnation and catalog these properties. The accomplishments of calendar year 2016 by the Business, Permits, and Technology Division include the following activities: Page 92 of 138 • On-going enforcement of the City's Soil Erosion and Sedimentation Control program (issued 21 permits this year, 34 permits active). • Investigated 255 citizen sidewalk concerns. • Investigated 6 citizen sidewalk trip and fall injury incidents. • Enforcement of the city's Snow Removal Ordinance (responded to approximately 672 complaints, issued 949 snow violation notices, and removed snow/ice from 198 properties). • Issued 720 permits for right-of-way (ROW) construction activities, including 215 permits for construction of sidewalk and/or driveway approaches, 369 for utility or telecommunication/fiber optic wire installations and 136 permits for miscellaneous activities in the ROW. • Issued 139 special transportation permits. • Permitted 385 sewer -related activities (274 for sanitary service, 89 for cap -offs, and 22 for storm sewer service). • Processed 58 claims (5 sewer backup claims; 2 construction related; 7 forestry related, 4 personal injury, 40 personal property damage). • Licensed 75 drain layers and 11 sewer cleaners. III. OPERATIONS & MAINTENANCE DIVISION - Victor Rose, Superintendent The Operations & Maintenance Division (O&M) of the Public Service Department works 365 days a year, 24 hours a day, 7 days a week providing the City of Lansing with essential municipal, infrastructure and enviromnental services. Our mission is to provide quality services that are quantifiable, cost effective and citizen -focused in order to maintain and improve the physical and natural infrastructure, protect and improve the environment, and to make the city a great place to live, work, and play. The work schedule for O&M can be altered at any time by natural weather events. Our charge is to always be prepared so we can respond to such events with the utmost urgency. We are grateful to those employees who are "on call" and work overtime when needed. Sixteen hour shifts are not uncommon during severe weather events. Our division is comprised of six sections: Forestry, Grounds, and Cemetery Section, Street/Business Route and Sidewalk Maintenance Section, Surface/Signing and Right of Way Maintenance Section, Sanitary Sewer/Storm Maintenance and Inspection, Capital Area Recycling and Trash (CARTS), and Administrative Services Section. A. Forestry and Grounds & Cemeteries Section The mission of the Forestry and Grounds & Cemeteries Section is to maintain the City's natural infrastructure and recreational facilities in a safe and constructive way to improve the physical environment and provide high quality recreational facilities to our customers. 1. Forestry Page 93 of 138 Forestry is comprised of 10 full time arborists and 2 supervisors (one E" - - primary and one backup), and supplemented by 2 seasonal staff. Crews are responsible for maintaining and sustaining all public trees in the right of way, as well as responding to tree related emergencies and citizen requests for services. We work closely with the Lansing Board of Water and Light when working with trees that have electrical lines. 4 nearby. Lansing has maintained its Arbor Day Foundation designation - as a Tree City USA for 32 years. Late in 2015 we converted our tree data base from the Davey Resource Group TreeKeeper 7 to Cityworks. Throughout 2016 staff gained proficiency in the new system. We responded to over 950 service requests and completed 2,735 work orders utilizing the new system. Tree Removal Hazard mitigation is the main focus of Forestry and tree removal is the primary activity toward this end. We were five months behind on removals at the beginning of 2016. Funding from vacant positions and additional overtime allocations allowed us to direct more work hours removing hazardous trees. As a result, we made up nearly three months of backlog. A total 989 street, park and stone damaged trees were removed during the year. Additional gains would have occurred if it were not for a brief but violent stone in July. A heavy thunderstonn with wind gusts over 60 miles per hour dropped nearly an inch of rain and brought down many limbs, branches and trees resulting in a great deal of property damage primarily north of I-496. Forestry crews spent 6 weeks of 12 hour days cleaning up the aftermath. We responded to 690 sites of downed limbs and 225 broken limbs during 2016 and 65% of these were from the July storm. An additional 38 trees were lost as a result of this storm. Tree Maintenance Forestry trimmed 1,750 trees this past season. The majority of these were clearance related. There are approximately 42,000 street trees in the City and in order to meet industry standards 6,000 trees should be trimmed aiuivally. At this time limited resources make it difficult for the section to meet this level of maintenance. Forestry worked with the Engineering Division on the Brisbane/Glasgow area sidewalk repair and replacement. Sites were identified, inspected, and remedies prescribed. Several techniques were utilized including surface grinding of uneven areas of concrete, removal of sidewalk sections and shaving or cleanly cutting tree roots, redirecting walks around trees and issuing permits to remove trees that met removal criteria. This intensive project was deemed extremely successful as the neighborhood residents were quite pleased with the results. Tree Planting Page 94 of 138 TREE CITY USA. Ar_1mr UlyluQ-01ilm 32 Years Forestry planted over 650 trees in 2016; a majority of these were installed by our crews during the annual spring planting program. The remaining trees were planted with assistance from various neighborhood and volunteer groups. Recipients of these trees included Reasoner, Gier, and Scott Woods parks, the Schmidt Center, various cemeteries, and neighborhoods including the Colonial Townhouses Cooperative and the P.L.A.C.E. neighborhood. The Lansing Board of Water & Light contributed and planted 100 starter trees. Forestry coordinated with Lansing Community College in the design, implementation and inspection of the campus -wide landscape improvement project. The project worked towards beautifying the campus and the streetscape of the adjacent public right- .., . ,. of -ways. While some trees were removed, many areas were redesigned and replanted. } Outreach andEducation Forestry promotes am and educates the public about the importance of trees. This year marked our 23rd year of participation in a statewide Arbor Day Program. Second and third grade students from the Tri -County area participated in practical and educational activities including the planting of a ceremonial tree. Forestry also held a local celebration with Pattengill School where third and fourth grade classes prepared poems and incorporated science lessons on why we plant trees. Finally, Forestry prepared and trimmed the Christmas tree at the state capitol for the Silver Bells Festival in November. 2. Grounds & Cemeteries Grounds, including pools, playgrounds and cemeteries, is comprised of 10 full time maintenance workers that are supplemented in the seasonal months with 22 seasonal employees. The section is responsible for maintaining the City's cemeteries, athletic fields, pools, play equipment and other park infrastructure. They provide support for special events and help support Recreation Division programs. Additionally, the Grounds Section clears snow and ice from park facilities and public right-of-way sidewalks. Park Maintenance including trash pickup, playground and play equipment maintenance, picnic table restoration, restroom service and Cemetery operations are performed by Grounds and Page 95 of 138 Cemetery employees. The park system, cemetery and public right-of-way (PROW) mowing continues to be carried out by contractor forces. Park Maintenance We collected 250 cubic yards of trash this season, weekly maintaining 200 trash containers in 72 different park locations, along with four pet waste stations. Concerts, special events and pavilion rentals increase the volume of trash. Playground maintenance was given a higher priority this past year. Two of our supervisors are now Certified Playground Safety Inspectors. Maintenance of 76 play structures has been improved due to the frequency of - inspections conducted by the CPSIs. More frequent .-.� x- ,x inspections, combined with the reporting of damage through the city's web portal has given our repair staff an opportunity_= to limit the potential for user injury by initiating timely repairs +.• • _.iF on play equipment. Picnic table maintenance is vital to providing areas for residents to enjoy the parks. Removing graffiti or damaged parts from over 170 picnic tables improves their usability and appearance. Restroom maintenance for the park system and athletic fields is carried out by seasonal employees that work April through October. The restrooms require detailed attention in order for thein to remain open all season. Costly repairs are prevented by routine maintenance. We strive to create and maintain a positive public perception. Pools The Hunter Park and Moore Park pools are open from May to September. Maintaining the water chemistry for users is vital to public health and safety. Both pools remained open for the entire season without having any algae blooms or other unpleasant or dangerous organisms infiltrating the system. Our aquatic facility operators diligently monitored and controlled the balance of chemicals to ensure safe and swimmable water. Several volunteer organizations assisted in the pool openings by cleaning up leaves and debris that had accumulated over the winter. Athletic Fields Lansing ball fields including Kircher Municipal Park, Gier Park, and Ranney Park receive a high level of attention and have become a regional draw for baseball and softball enthusiasts. Several hundred games are being played on these surfaces on a seasonal basis, ranging from fast pitch, slow pitch, youth baseball, and tournaments to an over 70 senior softball league. Monitoring of the irrigation systems, daily turf maintenance and proper field preparation are paramount in Page 96 of 138 providing safe playing surfaces for all users. At times as many as 13 ballfield surfaces need to be properly lined and groomed for play during the hot summer days. Due to mild weather in October, we postponed the seasonal staff layoff date by two weeks to address overdue maintenance of ballfields and paved surfaces. This provided an opportunity to makeover our premiere ball field at Kircher Municipal Park. Over 15 tons of surface material was extracted to level the field for proper drainage and improve base path dimensions. Several hundred yards of sod were removed and new sod installed to improve the area around the base paths and irrigation heads and the transition zone from the infield to outfield. We are most appreciative for the excellent work initiated by staff from the Lansing Lugnuts organization, in conjunction with General Motors, on our West Side Park softball field this summer. The field was leveled and the scorer's shed was restored. Snow Removal and Winter Maintenance Our crews are responsible for maintaining city owned sidewalks, park facilities, community centers and river trail sites during the winter. We successfully keep the sidewalks and trails clear of snow and ice after small and large snowfalls. Clearing parking areas, handicapped accessible ramps, stairs and walkways is a priority. There are more than 200 designated areas from which to clear to ensure safe use by pedestrians. Mowing We strive to ensure all parks and right-of-way areas are snowed in the most efficient and cost effective mamier. Virtually all mowing in 2016 was performed by contract crews. Parks were mowed 27 to 30 times. Road right of ways and state trunklines were mowed bi-weekly and bi-monthly, respectively. Several snowing cycles were skipped during periods of dry weather dormancy, which allowed for leaf mulching during the extended fall warm weather. Mowing is funded through the General Fund, State Trunkline funds and Act 51 funds. Cemeteries Cemetery crews perforin grave location, grave openings and burials, vault internments, monument foundation installation, beautification projects, snow removal, small tree and shrub maintenance, trash collection and other maintenance tasks in the three municipal cemeteries. We are in the process of procuring more efficient equipment, training backup operators, and developing standard operating procedures for cemetery maintenance. The Friends of Lansing's Historic Cemeteries (FOLHC) works to promote awareness and preservation of our cemetery resources. Grant money from the Fratcher Foundation resulted in Page 97 of 138 the removal and restoration of stumps in Mt. Hope Cemetery, which remained from previous tree removals. The Fratcher Memorial Garden project continued with many improvements to the garden. This service is funded through the General Fund and Cemetery Enterprise Fund. B. Streets/Business Routes and Sidewalk Maintenance Section The mission of the Streets/Business Routes and Sidewalk Maintenance Section is to maintain and improve the streets and sidewalks of the City of Lansing to ensure the safe use of the infrastructure by motorists and pedestrians. The section performs a variety of tasks including paving, machine skin patching, potholing, concrete street repairs, ADA truncated dome mat replacement, concrete joint replacement, curb repairs, crack sealing, spray patching, sidewalk wedging, sidewalk installation, pedestrian bridge repairs, bridge maintenance, utility cut repairs, street snow removal and other essential tasks. The section is comprised of the street maintenance crew and the utility restoration and concrete crew. With limited funding for road repairs, our challenges compound with the aging and deteriorating condition of our roads and an aging work force. Act 51 Gas Tax revenue did increase marginally this year and is projected to continue rising for the next 4 -years. However materials, heath care, and equipment costs continue to rise. The local street millage funds enabled us to continue local street paving, plowing and sweeping. Despite the funding challenges, we accomplished a great deal in 2016, and continued to be responsive to the public. 1. Paving and Street Maintenance During 2016 O&M crews focused efforts on utility cut restoration and street repair. Local street millage paving was contracted out. This allowed O&M street crews to concentrate on completing a large number of street utility cuts, sidewalk and curb utility cuts, sidewalk repairs, and asphalt road patching. We focused efforts on extending the life of streets through use of the Asset Management System, and by utilizing the more affordable methods to extend the life of streets, such as crack sealing, potholing, spray patching, hand skin patching and machine skin patching. To prevent further deterioration of the condition of the asphalt pavement of some of our major streets until new asphalt paving can be done, machine patching with our asphalt paver was utilized on large areas of some of our major streets including sections of W. Jolly Road, S. Pennsylvania Avenue and Delta River Drive. By "encapsulating" the failed area, we can hold that section of road together for several years until we have funding for a more pennanent fix. We utilized asphalt spray patching more extensively this year to further extend pavement life on street repairs. Partnering with the Clinton County Road Commission, we were able to buy the emulsion locally, saving time and lowering the cost of material. Spray patching is a very effective pavement maintenance treatment. Asphalt emulsion, aggregate and high volume air allow an operator to clean, tack and patch potholes quickly and easily. Spray patching effectively encapsulates pothole repaired areas to help hold the repair together. By means of extending our season and judicious use of overtime, we increased our usage of emulsion to nearly 19,000 Page 98 of 138 gallons and our usage of stone to nearly 400 tons, an increase of over 55 percent in material quantities used during spray patching in 2015. Spray patching efforts were also concentrated on increasing the longevity of our state trunklines and major streets. Portions of S. Martin Luther King Jr. Boulevard, E. Saginaw Street, Oakland Avenue, Aurelius Road, and E. Mt Hope Avenue were sprayed patched to repair potholes and failing asphalt seams. Local streets were also repaired by our spray patch crews. Local street area projects included Sparrow Avenue, Moores River Drive, Hess Avenue, Pico Avenue, Fletcher Street, Braman Street, Britten Street, and Beech Street. This spray patch work will extend the time before asphalt overlays or "mill and fill" repairs will be required We crack sealed a few local and major streets during the 2016 season. Crack sealing is the first step in preventative maintenance of our asphalt pavement preservation program. This is the first time we've been able to perform crack sealing in-house in over 3 years. 1: Potholes were x' ° �- `' abundant last spring. Crews responded to over 926 pothole complaints, an increase of 38 percent over 2015.We strive to fill pothole within 24 hours of notification, and calls received during business hours are often responded to within hours. We were able to meet our goal frequently with the exception of the winter months due to seasonal material limitations and snow events, as well as during the early spring thaws when frost leaving the ground creates more potholes than we can address timely. These services are funded through Act 51 and state trunk line maintenance funds. Page 99 of 138 Ln 300 z g 250 a 200 U W 150 x O 100 a LA- C) � 50 W m g 0 Z POTHOLE ACTIVITY 2. Utility Restoration - 2014 2015 —2016 We worked cooperatively with the Lansing Board of Water & Light (BWL) on several street and sidewalk utility cuts. This allowed O&M to do repairs quickly and facilitated emergency repairs of problems affecting Lansing residents. This was a busy year for utility restoration, with the paving and concrete crews working closely with BWL, Consumers Energy and various contractors to ensure that utility work was properly restored in the roadway and right-of-way. In 2016, we restored utility cuts using hot mix asphalt in over 200 utility cuts made by contractors, 84 of which were cuts made from internal sewer section repairs. In addition to repairing the streets, the concrete crew replaced curbs and sidewalk at over 89 locations that were impacted in the utility upgrade process. These services are funded on a cost recovery fee basis. Page 100 of 118 The repair work illustrated above requires a high degree of skill. Several employees have teamed up to provide this high level of skilled services to the city. We are reviewing our current job descriptions for these skilled areas and are considering alternative descriptions to better fit the skilled work that is required. 3. Sidewalk Repair The street crew placed asphalt wedges and used a concrete grinder to mitigate trip hazards on sidewalks to save the cost of removing and replacing the sidewalk. Sidewalk sections were replaced at 17 locations. Sidewalk repair and maintenance remains reactive, with limited staff and funding unable to meet the demand. This service is funded through the General Fund. 4. Bridge and Skywalk Maintenance Crews conduct routine repairs to expansion joints, railing and other components on bridges and skywalks as identified by scheduled inspections. This year we were able to extend the service ability of several bridge decks by conducting concrete surface repair and asphalt spray patching on the S. Pennsylvania Avenue, E. Jolly Road and Elm Street bridge decks. Along with their regular assigned duties, the Street and Sidewalk Section supported the Surface Section with street leaf removal and assisted other departments as well. The section accomplished a great deal despite the challenges faced with limited funding, increasing material costs, aging equipment, and fewer personnel. To mitigate challenges equipment was rented, personnel were borrowed from other sections, and efforts were focused on controlling costs to remain competitive, while striving to maintain a high standard of quality and service. C. Sanitary Sewer/Storm Water Maintenance and Inspection Section The objective of the sanitary sewer/stone water section is to maintain, clean, repair, and inspect our sanitary and storm sewer systems and flood control devices. The section is comprised of a cleaning/inspection crew and an infrastructure repair crew. Responding to citizen concerns and performing preventative maintenance are our top priorities. Cleaning and inspecting is essential to keeping the system operational and in good working condition. Identifying and performing infrastructure repairs decreases the chances of surface and basement flooding. Page 101 of 138 Our focus is to protect and improve the environment while preserving the public health, welfare and safety of the residents of Lansing. Sewer maintenance is a year-round activity. Spring brings the chance of flooding and sewer backups. Maintenance work such as catch basin cleaning, storm sewer cleaning and by-pass pumping help mitigate property damage from these sources. Summer and fall months see an increase in construction to include structural repair of sewer mains, catch basins and manholes. This year's challenges included some staffing challenges, equipment breakdowns and weather events. Our backhoe was frequently breaking down and was in the service garage for weeks on end, so we rented a 320 Wheeled Excavator from CAT for the summer dig up repairs. It was a huge benefit to our operations and saved us a lot of time, money, and frustration. We were able to reduce the time it takes to snake the repairs simply because of accessibility. An excavator has a 360 degree reach, allowing us to leave roads open and load trucks with material from the rear. We didn't have to spend hours setting up traffic control. This excavator was on wheels so we didn't have to rely on truck/trailer mobilization to get the machine to where it needed to go. There was no issue with digging depth this year as we could make any repair from 3 feet deep all the way to 21 feet deep. Larger capacity buckets allowed us to remove more earth at a faster pace. What used to take us all morning to dig now only takes us an hour or two and we were down to the depth of the sewer. In 2015 we performed 47 repairs involving a dig up. This year we completed 76 repairs using the excavator, a 62% increase from the prior year. The excavator was key to our success this year and we are considering a long tenn lease/purchase for this unit. We were in the second year of using our asset management system, Cityworks. This program has been essential to the operations of the Sewer Department in keeping track of our daily activities and workload. Our staff continues to use their tablets on a daily basis when out in the field. They are able to create and complete work orders and service requests, and input equipment, labor, and materials after completing the work. 1. Inspection and Televising The inspection staff responded to 922 reported sewer complaints and concerns; 364 of these were after normal business hours. The total reported complaints were down for the second year in a row, due in part to a mild summer and an extended winter season. Ninety percent of calls were responded to within one hour. Locating and staking the city sewer system per the "Miss Dig" system demands high priority in order to protect the sewer system from damage. Over 11,550 locations were marked during the year, a 14% increase from 2015. A growing economy along with several large Consumers Energy projects kept our inspectors busy this year. Sewer construction inspections and demolition cap -offs dropped this year to 343 site visits. This decrease of 33% was due in part to the wrapping up of the Property Blight Elimination Program. The televising crew video inspected over 72,000 linear feet of sewer main in 2016; up 25% from 2015. We were able to televise more sewers this year due to our camera equipment breaking Page 102 of 138 down less frequently. Our camera crew did a great job keeping up on the routine maintenance of the camera system. The televising crew spent a lot of time this year assisting the Engineering Department with sewer televising requests. Locations that were televised include Jolly Road, Museum Drive, and Southgate Avenue. These activities are funded through the Sewer Fund. We recently finished with implementation of our sewer camera software (GraniteNet) and Cityworks. We worked with the video equipment company to get our data from the camera truck to talk with Cityworks, and vice versa. A work order can be generated from the office for a televising job and a task will be created in GraniteNet. This means the camera truck operator can view his jobs directly from within the camera truck program. We can also create an "on the fly" task, or televising job, within GraniteNet, and the integration will automatically create a work order and inspection within Cityworks. This integration saves time for our camera operators and supervisors and the data is easily accessible by anyone in the Public Service Department. Eventually it will eliminate printing reports and saving videos to a disk. 2. Sewer Cleaning Despite staffing limitations and equipment break downs, sewer cleaning increased for the second year in a row; up by 11 % compared to 2015. Over 497,000 linear feet of sanitary main, 9,127 linear feet of storm sewer and 1,284 catch basins were cleaned. We utilized 2 of our 3 jet trucks on any given day. A large part of our success with cleaning this year was due in part to our 400 Equipment Operator position being filled in June. Our scope for cleaning sanitary sewers includes pipe diameter sizes of 12 inches and smaller. Large diameter sanitary sewers are not cleaned on a regular schedule and when cleaning is needed, it can be a difficult and time consuming operation. We experienced more sewer repairs and backups this year on large diameter pipes and extensive cleaning was needed to complete these repairs and re-establish flow. We are exploring the possibility of contractual services for the yearly cleaning large diameter sanitary sewers. Sewer activities are currently funded through the Sewer Fund and General Fund. 3. Sewer Repair The construction crew completed many infrastructure repairs to both the storm and sanitary system. Approximately 374 lineal feet of sewer pipe were replaced and 207 manholes/catch basins were repaired. Footage was down slightly but the number of repairs went up from last year. A lot of our dig ups only required joint patching or small spot repairs of less than 5 feet. A major unexpected project for the repair crew this year was a sewer cave in on Washtenaw Street, east of Washington Square. A manhole structure failed causing a large sinkhole to form in the road. We spent nearly two weeks rebuilding the structure and patching the old brick sewer. Page 103 of 138 Traffic was an issue as was the large number of utility services buried under the roadway. Trench boxes were used to stabilize the walls of the trench and telephone poles were used to support the gas main and steam ducts. Two days into the project MIOSHA conducted an inspection. We passed the inspection with flying colors and the MIOSHA inspectors were impressed with our operation considering the small size of our department. All sewer activities are funded through the Sewer and General Funds. 4. Emergency Response The Sewer Maintenance and Inspection Section are first responders for many types of emergencies. These include flooding, sewer backups, and storm damage cleanup. The Sewer Section assisted the Surface Section in the removal of street leaves during the fall months, ice and snow from both streets and sidewalks during the winter months. The section also provided assistance with the snow ordinance sidewalk clearing. The sewer crew is "on-call" and ready to serve the residents of Lansing. Our diverse ability, from inspecting to constructing, offers a wide array of capabilities. Our efforts resulted in not only maintaining but improving the enviromnent through improvements made to the sanitary sewer and stone water collection systems. In the coining year we will continue to challenge ourselves to provide a high level of service at the lowest cost possible. D. Surface Maintenance Section The mission of the Surface Maintenance Section is to maintain and improve the surface area of our infrastructure, which includes all City of Lansing public right of ways. The Surface Section performs gravel street grading, dust control, pothole repair, clearing and grubbing brush and debris from alleyways, installing and repairing guard rail systems, producing, managing and installing street signs and banners, street sweeping, street leaf removal, fence repairs, and responding to a variety of citizen complaints, including graffiti abatement, dead animal retrieval, sidewalk cleaning, debris and accident clean-up. We place pennanent and temporary traffic control devices to support special events, construction projects, and emergency situations. We also provide internal refuse pick up and recycling service to many city facilities. The section maintains and coordinates with the Property Management Division to maintaining the buildings and facilities at the O&M complex at 601 E. South Street. The section is comprised of two crews: a day crew that manages traffic signs, emergency and planned traffic control, gravel streets, internal trash and recycle pickup, special event support, street leaf pick-up, and violation sidewalk snow abatement, and a night crew that sweeps streets, performs street leaf removal and assists the Street Section with patching potholes. The night crew placed over 280 tons of asphalt patching material this past year. We also operate the AMZ Spray hijection Asphalt Patching machine to assist the Streets Department with asphalt street maintenance. This machine produces a quick and semi-permanent patch as an alternative to typical asphalt patching Page 104 of 138 material placed by shovel. It is likely that the Surface Section will play a much bigger role in the future of street maintenance. This year we also were the primary section to perform crack sealing operations. We coordinate winter snow and ice removal operations and administer the abatement portion of the City's Sidewalk Snow Removal ordinance, with the intention of providing a safe, walkable environment and to protect driver and pedestrian health, safety and welfare. Crews spent over 720 hours clearing sidewalks that were in violation of the City sidewalk snow removal ordinance this year. Although this program generates some revenue to help cover costs, our primary goal is to create a walkable environment. We were able to overcome some challenges with some new and innovative equipment. The section currently has 14 UAW full time employees and 6 employees borrowed from other O&M sections for the winter months. Each employee is expected to perform a wide array of duties. Street Sweeping and Street Leaf Removal: The night crew continues to meet its goals with the sweeping of state trunk lines and major streets three times and local streets two times in 2016. Crews swept over 4,400 miles of streets in 2016, and over 5,100 cubic yards of leaves were removed from the right-of-way and hauled away for composting. This service is funded via Act 51 revenue funds. Gravel Road Maintenance: Maintaining gravel streets is challenging when higher profile projects take precedence. We machine graded approximately 82 miles of gravel streets this year and hand patched many other areas. Dust control application was efficiently perfonned by a contractor this season due to our inadequate or outdated equipment. The dust control was applied more uniformly and consistent throughout the gravel street network. This service is funded via Act 51 Funds. Sign Shop: The Sign Shop staff installs new signs and repairs damaged or aging signs and posts throughout the city. We have 4 surface crew members to support special events with traffic control, ensuring the pedestrian and motoring public is safe and informed. Tracking jobs and Page 105 of 138 inventory is becoming more efficient with the recent migration to the Cityworks Asset Management System. This service is funded through Act 51 and the General Fund. Alley Maintenance: City alleys received attention this year after an aggressive trimming program in 2014. Surface crews revisited the alleys and trimmed 2 years of growth. Guard Rail Repair: We maintained and repaired numerous sections of damaged guard rail and attenuators, improving driver safety and the appearance of the city. Crews spent over 460 hours aggressively repairing critical sections of guardrail in the spring and early summer. This service is funded through the General Fund. Internal Trash and Recycling Support: Miscellaneous trash pick-up continued weekly. Two people and a small packer truck pick up trash and recycled items from City Hall, parking ramps and trash and recycling receptacles at various locations. This service is funded through the General Fund. Routine and Emergency Barricading and Traffic Control: We rapidly respond to all types of situations where there is a need for emergency traffic control and support to close roads, bridges, the River Trail, sidewalks, or after an accident or fire for Lansing Police Department and Lansing Fire Department. This service is funded through Act 51 funds. Special Event Support: We provided barricades and personnel for many special events during the year, such as Silver Bells in the City, Hawk Island Triathlon, Sparrow 5K, and all the parades, block- parties and running events. Surface crews provided over 1,750 hours of support for special events this past year. Right of Way Hazard Abatement: We responded to over 275 miscellaneous complaints throughout the year, most regarding hazards and debris in the street, alleys or on the River Trail, and coordinated the repair and abatement or a referral of the issues. Graffiti Abatement: Over 100 graffiti complaints were addressed this Wr, s; 'JJ"' - . -Kin year, with most being completed within three business days. Abating graffiti is subject to the weather, which may extend our response times. Property owners are involved to grant their permission to access their property and to find an appropriate fix to protect the vandalized surface. This service is funded through Lansing Police Department funds. j -�a - vi T ge 10(jl Special Projects: The Surface Maintenance Division is regularly called upon for the unusual and out of the ordinary repair and maintenance projects. This year was no exception as we responded to many requests for repair and assistance. Facility Operations: Coordinating maintenance of the O&M facilities and buildings is managed and coordinated by the Surface Section. From ordering road salt and sand/gravel to coordinating with Property Management on necessary repairs, to working with contracted cleaning crews, all aspects of maintaining the complex were handled in a timely and efficient manner. E. Capital Area Recycling and Trash Section The mission of Capital Area Recycling and Trash (CART) is to provide an efficient recycling, yard waste, bulk appliance and refuse collection system. These programs encourage enviroentall responsible behavior learned through consistent h g T mnY res outreach efforts which contribute to a cleaner and healthier CAPICTAL AREARECICIINGA.. TRASH enviromnent and enhance the quality of life for those who live and work in the City of Lansing. 1. CART Administration CART replaced its aged billing and account management software in 2016. Delta Waste Systems was replaced with BS&A Utility Billing. This new software is a more efficient and user friendly system that has broader capability and allows for staff to enter comments and create a history for residents using CART services. A variety of data can now be tracked in one system, including recycling contamination, complaints, billing information, and account history. CART has also been preparing for the transition to Cityworks, which will happen in early 2017. The BS&A and Cityworks migration was completed in 2016, so that when requests for accounts are made, much of the appropriate data will automatically migrate to Cityworks. This should save staff time and create additional office efficiencies. 2. Promotion, Education, Coordination and Marketing 405 IG!eenshect The Greefzsheet newsletter continues to be the primary source of 9 rCAP inforination for CART programs and services and is mailed to households each spring and fall. Many residents rely on the Greensheet to find out about special activities and events, holiday schedules and other pertinent information. Social media is also being used to update residents and to generate interest. The CART Facebook page has grown, acquiring more Page 107 of 138 followers in 2016. CART continues to inform residents through short video tutorials posted to Facebook and the CART website. This year's videos promoted recycling dos and don'ts, yard waste collection and more. Electronic communication through the CART website provides a steady source of current information for thousands of residents. The website allows residents to submit feedback, pay trash and commercial recycling bills, and get useful information. Use of the collection day reminder application rose in 2016. This has helped residents to remember their recycling collection day and week and has reduced hotline phone calls. America Recycles Day 2016 was promoted through a local recycled art event and use of the "Know Before You Throw" campaign to combat an increased level of recycling contamination. School recycling continues with CART providing curbside collection to over 35 public, charter and private schools. These programs encourage recycling by actively engaging students and teachers in the process. 3. Refuse Collection The City's blue trash cart service remains a popular choice for Lansing residents. As of early December, there were 7,640 blue trash cart accounts, a growth of nearly 600 accounts and a 10% increase from 2015. Annual revenue derived from trash cart sales is approximately $1.3 million. A strong customer base also remains for city trash bags. This year 223,800 bags were sold through November, an increase of over 14,000 bags and nearly 7% over 2015 sales. We continue to review and reconsider the use of trash bags in an enviromnent that is active with wildlife and free roaming domestic animals. The cost of retrieving bags is exponentially higher than tipping carts and the associated hazards and potential injuries to our workforce snake carts a much wiser choice for our services. In 2016 we came to an agreement with a new trash bag vendor, Waste Zero. They will produce and deliver directly to stores cinch style bags and will also provide inventory controls. We will realize significant savings in both material and labor costs. The transition will begin in January 2017. A total of approximately 19,700 cubic yards of refuse was collected from Lansing residents by CART in 2016. Refuse collection is funded through the Refuse Disposal System Fund (primarily trash bag sales and cart fees). 4. Bulk Collection General bulk sticker sales for the collection of furniture, appliances and other bulky items totaled 1,960 stickers for $64,680 in revenue; this represents an increase over 2015 of 600 stickers. In addition, 469 stickers valued at $15,477 were distributed to low income residents at no cost. Bulk collections are funded through sticker sales and the subsidy is funded through the General Fund. S. Yard Waste Weekly collection of yard waste from April through November was provided, along with two weeks of Christmas tree collection. Leaves, brush and other organic material are composted and mulched at local facilities, furthering waste diversion goals. A total of nearly 27,000 cubic yards of yard waste was collected from Lansing in 2016. The material was processed locally at Granger and Hammond Far ns. This service is funded through the Recycling Fund. 6. Recycling The recycling program continues to be one of CART'S most popular curbside programs. Nearly 8,000 tons of materials were processed in 2016, an increase of 2,000 tons from 2015. This is due in part to partnerships with other haulers and neighboring communities. The City of Lansing recycling transfer station now accepts material from the City of East Lansing as well as several local haulers. All materials are mixed together and transported by CEI hauling company to ReCommunity Recycling, a material recovery facility in Detroit. This service is funded through the Recycling Fund. Recycling receptacles continue to be used throughout the city, including community centers, Fenner Nature Center, the downtown business area, Old Town and Crego Park. New bins were placed at 6 ball fields in 2016: To raise awareness of the public space recycling program, "Recycle, Michigan" / , signs were installed at each of the above locations and at other key areas around ' the Cit "Recycle, Michigan" is a marketing campaign developed to raise t Y• Y� g g P� P awareness and participation in recycling programs across the state. . CART became a partner on a grant project funded by the Michigan Department of Enviromnental Quality in 2016. The program, called "Scraps to Soil," is aimed at collecting food scraps from Lansing restaurants and processing it into compost. Other partners are Hammond Page 109 of 138 Farms, Live Green Lansing and the Delta Institute. The pilot program provides one year of free service and includes free collection bins, staff training and education and marketing. Finished compost will be donated to local garden projects. The goal is to change the culture in restaurants and encourage food scrap composting and waste reduction. Several downtown restaurants, Sparrow Hospital, and a Lansing fire station are already participating. Other priorities for the recycling program include looking for ways to increase commercial and multi -family recycling, enhancing education/outreach efforts and combating an increase in contamination. CART continued its partnership with Simple Recycling, a private company which collects clothing, shoes, textiles, and other small household goods at the curb. Over 230,000 pounds of materials were collected through November 2016. Simple Recycling uses their own vehicles, staff, labor and equipment to collect these items along the City's recycling routes, at no cost to the City. The City receives one cent per pound of material collected. The commercial recycling program offers businesses in Lansing a convenient and affordable recycling service. Participants receive a 96 gallon cart and weekly recycling pick up for $47 per quarter, with a second cart available at a discounted rate. The program continues to be a popular choice for small to medium sized businesses. CART provides services to a variety of events in the City of Lansing to help recover recyclable materials and responsibly dispose of trash generated at the events, while promoting CART and increasing public awareness of recycling. CART continues to be a part of the Regional Recycling Coordinating Committee (R2C2). R2C2 members work together to bring a variety of events to the Greater Lansing area and to provide education and awareness about recycling and other environmental issues. Regional events include Recycle Rama, the Lansing area's largest one day recycling collection that recovers hundreds of thousands of pounds of electronics, scrap metal, appliances, polystyrene foam, unwanted medicines and many other materials. CART was also part of a shared informational booth at the Lansing Home and Garden Show. The Capital Regional Recycling Initiative (CRRI), a regional recycling steering committee continued to meet this year to identify ways to enhance recycling programs and services in the tri -county area. Lansing has been directly involved with this effort. The group sent out a Page 110 of 138 "Request for Information" to vendors in December to identify possible vendors to engage in a public/private partnership to increase recycling in the region. F. Administrative Services Section The age and condition of our fleet continues to be a serious concern. Only 5 vehicles in the CART fleet are 7 years old or less, which is the industry standard. The majority of the equipment is well beyond that and some of it is nearly 20 years old. This can make it difficult to complete the work, often causes delays in service and presents a serious safety issue. The mission of the administrative services section is to provide quality customer service to the citizens of Lansing and professional internal services to the O&M Division, including dispatch, clerical support, complaint database management, human resource support, financial reporting, inventory control, and Act 51 fund monitoring. The primary purpose of the administrative office is to address and document the concerns of the Police Department, the Fire Department and our customers and citizens. The O&M Division remains the primary source for citizen contact during major weather events, disseminating status inforination and dispatching help when needed. The call center handled over 40,000 calls in 2016. We strive to streamline our operations and identify new efficiencies. We are automating many of our operations, identifying areas of duplication, and snaking better use of available software to accomplish our tasks. We continually look for ways to do our jobs better and faster, while also increasing our quality of work. IV. WASTEWATER DIVISION - Sid Scrimger, Plant Superintendent The Wastewater Division is responsible for the operation and maintenance of the combined sewer overflow facilities (regulators), stone and sanitary sewer pumping stations, and the wastewater treatment plant. The City's wastewater treatment plant (WWTP) services the city and multiple townships outside its corporate limits. The plant is the fifth largest in the state of Michigan and is licensed to treat an average of 35 million gallons of sewage per day. We are also responsible for the administration of the city's National Pollutant Discharge Elimination System (NPDES) Municipal Wastewater Permit for the WWTP's discharges. A major part of this pen -nit requires an industrial pretreatment program that monitors local business and industry discharges to the sanitary sewer system. To help educate the community about wastewater treatment and our positive impact on the environment, we typically give many facility tours throughout the year. Page 111 of 138 A. Wastewater Treatment In 2016, the WWTP accepted a total of 5.55 billion gallons of raw sewage and successfully processed it into clean water discharged into the Grand River. The highest daily flow occurred on March 14th, when the plant received 46.61 million gallons of raw sewage. The treatment process generated over 4,100 dry tons of residual solids, which were disposed of using popular green solutions. About 2,500 dry tons were converted to biosolids by lime stabilization, and then applied to farm land as a soil conditioner and fertilizer for agricultural crops. The remaining 1,600 dry tons were added to landfills which will produce methane that will generate electricity which is sold back to the Lansing Board of Water & Light. Several projects were undertaken this past year to repair or restore significant equipment. A large flow control gate, two medium sized blowers, and one of our grit removal systems all required major repairs. One of our biggest challenges is that our main process blowers, which are a crucial part of the treatment process, are requiring frequent repairs. We acted on an opportunity to purchase equipment at a significant'Al savings. The City of Wyoming upgraded their equipment control system and removed a large quantity of equipment that we currentlyPC . use. The equipment ranges in condition from very good to "still in the box" and would have a new purchase cost of nearly $500,000; we l.M purchased it from the City of Wyoming for only $22,000. We will use this equipment for repair parts as we plan our own upgrade to occur in several years. We began the year with 19 of 41 positions vacant. With efforts that began in the final quarter of the year, we have three new employees. Two more have accepted positions starting after the first of the year. Our goal is to fill the 14 remaining vacant positions during 2017. B. Wastewater Laboratory Page 112 of 138 The function of the Wastewater Treatment Plant Laboratory is to determine the effectiveness and efficiency of the plant treatment processes and to verify the quality of the water discharged to the Grand River. Our laboratory passed all parameters for chemistry, microbiology and metals analysis for the annual quality assurance study required by the EPA. This study challenges our staff to analyze samples of unknown contaminants. C. Plant Maintenance and Pumping Stations (Field Operations) Field Operations staff monitors, maintains and operates 28 sanitary sewer pumping stations, one air injection station, and four storm water pumping stations which serve both the city and surrounding townships. The division undertook two significant projects in 2016. Pump stations are monitored continuously from the plant and can receive commands from the plant. This communications system is vital to our effort to efficiently remove wastewater from the community and deliver it for treatment. We learned during the year that the telephone charges for our current system were increasing by 20 times. Staff determined that the best alternative to telephone connection would be to use data radios at the pump stations and plant, which we then acquired and began installing. The installations will be completed in early 2017. l ig- The Frances Park pump station upgrade is underway. When completed, this station will have new pumps and drives, the electrical system will be rebuilt, and the capacity of the station will be increased to better handle wet weather flow, thereby protecting homes in the area. Equipment to complete the upgrade has been received and major construction will begin in early 2017. D. Industrial Pretreatment Program The Industrial Pretreatment Program (IPP) inspects, permits, and monitors 13 categorical and/or significant industries. Continual involvement is necessary to maintain a solid working Page 113 of 138 relationship with these industries. This is accomplished through site visits and follow-ups, regular oversight through sampling, permitting, and inspections. Many commercial sites are also visited throughout the year. Staff also responds to environmental issues that arise within the city. We routinely work with the Michigan Department of Environmental Quality to address reports of pollutants being illegally discharged or accidental spills that need to be properly contained. V. PROPERTY MANAGEMENT DIVISION - Marty Riel, Property Manager The Property Management Division is responsible for managing City of Lansing owned properties: over 287 parcels which include approximately 189 buildings. The Division is directly responsible for 95 buildings on 87 properties which include 77 playgrounds. Funding is from the General Fund. Property Management is staffed with 14 full time employees and is divided into two primary crews. The City Hall crew staffs the building 7 days a week, is responsible for maintaining City Hall and the Police Building, and consists of four facility maintenance workers and one building services supervisor. They assist the Hazel Street crew as needed. The Hazel Street crew consists of a building maintenance manager, an electrical supervisor, a plumbing supervisor, an electrical facility controls worker, 3 facilities maintenance workers and a custodial worker. This crew is responsible for all city -owned buildings, including assisting the City Hall crew as needed. Again this year we had additional staff and responsibility with the addition of the Frances Park crew (a landscape manager, 1 gardener, 6 seasonal employees and 4 part time park caretakers), which is responsible for landscaping and grounds maintenance for Frances Park, Cooley Gardens and the pavilions at Hunter, Moore and Washington Parks. They also assisted the Hazel Street crew throughout the season. Downtown beautification is a priority and the Frances Park crew assisted with the area street scape enhancements while working with the contractor for Downtown Lansing, Inc. and the Parking Services Office. The landscaped areas along Grand Avenue in front of the Accident Fund, planting beds along Pere Marquette Avenue west of Clara's Restaurant, Allegan Street, Grand Avenue across from CATA, Museum Drive from Impression 5 to the City Market, and the Michigan Avenue traffic circle were among the enhanced sites. The Property Management Division partners with O&M Division to maintain the irrigation, lighting and other facility maintenance on our athletic fields, basketball courts, skate ramps, Page 114 of 138 water fountains, swimming pools, the River Trail, and with the Solid Waste section to help with trash removal and recycling at City Hall, parking ramps, and other city properties. The division also partnered with the Operations and Maintenance division to maintain Moores Park Pool and Hunter Park Pool. The pool maintenance is performed by a partnership of Grounds, Leisure Services and the Hazel Street crew. Moore's Park pool remains a challenge due to its age and construction. The water quality is a yearly concern which is dealt with promptly. The recommendation is to reevaluate the future operation of the pool due to the ever increasing cost of maintenance and repair. The division has observations and complaints that our driveways and sidewalks are mostly in need of repairs due to heavy use, poor soil drainage and tree roots. Driveways and sidewalks in need of repair consistently outweigh the available funding. The driveway and sidewalk maintenance needs consistently outweigh the available funding. 0 We strive to be environmentally conscientious. The Division installs building controls in larger buildings to improve the energy efficiencies, and occupancy sensors in small buildings to reduce energy usage. We evaluate the City's energy usage and make recommendations to reduce energy consumption, such as alternative fueled equipment, green building facility designs, purchasing energy -star rated equipment, and various other earth friendly actions. The Division continues to manage several on-going energy management projects such as LED bulb and fixture, light sensors, Johnson Controls, and Metasys building control systems. The Fire Department's Maintenance and Alann Division and the Planning & Neighborhood Development Department's Parking Division are working with us on a trial basis to promote good environmental stewardship with energy reduction programs, sharing of resources and equipment and to promote energy savings and other cost saving ideas. Page 115 of 138 Property management staff is available 24 hours a day for emergencies and is the first response for many types of facility emergencies. These include flooding, sewer backups, power outages, no heat, no cooling, vandalism repair and storm damage cleanup. The division provides facility planning and utility services for over 40 special events a year, including Downtown Lansing Inc. Frost Fest, Lansing Board of Water and Light Chili Cook Off, Old Town Commercial Festival of the Moon and Sun, City of Lansing 4th of July event, and the Common Ground Music Festival. The Property Management Division are continuously looking to partner with other Departments, divisions and other outside agencies to reduce costs, leverage funding or share resources. The division reaffirmed the long standing partnership with the Lansing Board of Water and Light with respect to sharing resources for special events. This program is reevaluated yearly with an eye toward future expansion. Plumbing items associated with buildings and grounds are maintained by Property Management. This includes sanitary sewers, storm sewers, water supply lines, fire suppression lines, and process piping systems like swimming pools. The division �i maintains all heating, ventilating, and air conditioning items associated with buildings which includes forced air units, steam boilers, hydronic systems, water heaters, steam converters, radiant flooring systems, variable air volume (VAV) box systems, chillers, ejector pumps, cooling towers, snake -up air units, exhaust fans, and HVAC controllers. We maintain all electrical items associated with building and grounds, including transformers, distribution boxes, electrical panels, light fixtures, uninterruptable power supply (UPS) units, motors, motor controls, parking lot lighting, fire alarm systems, building alarm systems, and generators. The Property Management Division is responsible for managing activities such as planning, designing, maintaining and constructing of buildings and grounds, which includes things like the building integrity, windows, doors, roofing, carpeting, tile, concrete, walls, walkways and sidewalks, parking lots, fences, paint, wallpaper, ceilings, and fireproofing. These items need repair or replacement at the end of their life cycle but since funding has decreased, they are added to the list of deferred maintenance items. The city owns buildings that vary in age such as the Turner Dodge house that was built in 1858 to the new Fleet Services Garage building which was completed in 2013. The age of each Page 116 of 138 building creates a unique situation for our staff to determine needed repairs to minimize down time yet make it cost efficient. The division is responsible to ensure the city adheres to all federal, state and local laws that are applicable to our building and properties. This includes: EPA — Clean Water, EPA — Clean Air, Americans with Disabilities Act, 'Occupational Safety and Health Administration, International Building Code, International Plumbing Code, International Mechanical Code, ASME Boiler Code, National Electrical Code, National Fire Protection Code, Michigan Building Code, Michigan Plumbing Code, Michigan Electrical Code, Michigan Barrier Free Code, City of Lansing Property Codes and ordinances, and Lansing and Dewitt Township codes and ordinances. We meet the challenges of special projects that help improve the quality of life in the City of Lansing. The division contributed to creating time capsules, installing art work in public places, building bases for art work displays, assisting in creating various memorials and building the new tree lighting switch for the Silver Bells Festival. In 2016, the division completed 3,108 work orders for the year, an increase of 20% over last year attributable to organizational changes. The division is using contracted staff to help in the office as well as two additional maintenance repair staff to work on the backlog of maintenance work. The division provided additional services to at least 57 special events. The division works with all City Departments, Divisions and other outside agencies yearly to reduce our surplus materials and reduce our obsolete inventory. The mission of Division's administrative staff is to provide quality customer service. This includes clerical support, dispatching, human resource support, financial reporting and inventory control. The administrative staff continues to provide a high level of service to its customers, continually looking for ways to do our assignments better and faster, while also increasing quality. Most notable is the ID card system (AMAG) which requires continual maintenance and adjustment to maintain an acceptable security standard. We also manage the building alarm systems, security services, janitorial services and many enviromnental issues related to properties. VI. FLEET SERVICES DIVISION - Carl Denison, Interim Fleet Manager Fleet Services is responsible for vehicle and equipment preventive maintenance and repair, as well as purchase and disposal. The fleet is divided into two categories: approximately 556 "rolling stock" units (units capable of moving themselves down the road), and 516 pieces of other equipment. The Fleet Services team has 30 full time positions including a fleet manager, an administrative specialist, two supervisors, a service writer, a radio technician, 22 mechanics, and two parts - room workers. We have completed over 4,200 work orders consisting of 6,962 jobs as of December 12, 2016. Approximately half of our fleet is past its expected life cycle, which means repairs take longer and cost more. As a response, Fleet Services has outsourced several items over the year including major fire apparatus repairs, up fitting of vehicles, fire pump testing, and transmission repairs and replacements. Our incentive program for employees to become certified by the State of Michigan, the National Institute for Automotive Service Excellence (ASE), or the Emergency Vehicle Technician (EVT) Certification Program, continues to grow. This program has and will continue to encourage our mechanics to be trained and stay current on vehicle repairs. This past year we had 10 participants in this prograin. Our goal is for each mechanic to achieve all 3 certifications every year. The certificates build upon one another and must be renewed. Individuals that achieve a certificate receive an incentive once a year for the highest certification that was achieved. We continue to cross train our mechanics on the different types of vehicles and equipment owned by the City, resulting in more versatile mechanics and a more efficient work force. This is extremely important with the wide variety of equipment we service. The City purchased the following vehicles and equipment in 2016: Page 118 of 138 • 3 vans: Radio Lab, Quartermaster, Crime Scene van (LPD) • 19 new Ford Explorer police cruisers (LPD) • 1 new ambulance, to be delivered May 2017 (LFD) • 5 new pickup trucks with snowplows (O&M) • 6 new pickup trucks (O&M -3, Building Maintenance -2, WWTP-1) • 2 new vans (Solid Waste, Fleet) • 2 new sewer inspector trucks (O&M) • 1 new 18 inch wood chipper (O&M) • 1 new air compressor for the sewer crew (O&M) • 1 small dump truck for the surface crew (O&M) • 2 large dump trucks, up fitted with all the latest snow removal equipment, to be delivered August 2017 (O&M) W. - �.� Wit. Page 119 of 138 OFFICE OF THE CITY ATTORNEY James D. Smiertka, City Attorney Department Description With the recent addition of new staff attorneys to the team, the office of the City Attorney currently has a staff of I City Attorney and S staff attorneys, an office administrator, a District Court clerk, litigation assistant, part-time FOIA assistant, and a part-time neighborhood specialist. The office also provides opportunities for law school and university interns. As a full- service law firm, the office of the City Attorney (OCA) provides the City with legal advice, representation and management of legal affairs pursuant to the Charter requirement, including being the Ciiy's legal counsel in a minimum of the following 19 separate over -arching categories: - The Mayor and Executive branch ofgovernment and its departments; - The president and members of City Council,- - ouncil;- Various city -related boards, committees and authorities; - Civil litigation of every nature; - Ordinance prosecution in four District Courts; - Lansing Police Department; - Requests for records under the Freedom of Information Act and/or pursuant to subpoena,- - ubpoena;- Development matters and real estate transactions; - Personal injury, property damage and special assessment claims,- - laims;- Collections & bankruptcy; - Contract drafting & review; - Ordinance drafting & amendments,- - mendments;- Administrative law litigation; - Neighborhood complaints; - Legal Opinions (formal and informal), - Labor relations and employment matters; - Interactions with the Board of Water and Light legal staff; - Michigan Tax Tribunal; and - Worker's Compensation matters. Accomplishments in 2016 2016 has proven to be a year of transition and challenge, however, the staff of this department, through an extraordinary effort of teamwork, have maintained a high quality work product and ethic. The OCA has provided legal services in all the above categories, prosecuted ordinance violations diligently, and provided sound legal advice to the Executive branch and the Legislative branch as requested or needed. Page 120 of 138 In summary, the OCA has fulfilled its obligations as required by the Charter to properly manage the legal affairs of the City. Following are specific accomplishments that have been achieved during 2016: PAPERLESS: We are proud to be a paperless office. Our files are maintained electronically using a scanning and filing system designed to maximize efficiency, convenience and organization. Through the use of our paperless filing system, our attorneys are able to attend court hearings, depositions, meetings and board & committee meetings with only their laptops. ELECTRONIC: We utilize state-of-the-art electronic programs and tools to maximize our research capabilities. LITIGATION: As of December 31, 2016 our Litigation team has managed 31 lawsuits this year in State and Federal Court and tribunals, including the US Court of Appeals, the Michigan Supreme Court, and the Michigan Court of Claims, both as a Plaintiff and Defendant. These cases are handled by staff attorneys or, in some cases, handled by outside counsel firms. As of this date, 18 lawsuits are outstanding. CRIMINAL As of December 31, 2016 our office has handled more than 1,500 PROSECUTION: appearances in the 4 separate 54A District Courts. FOIA: As FOIA coordinator for the City, we reviewed and processed 9,169 requests in the 2016 calendar year. CONTRACTS: Almost every City contract was routed through our office for review, resulting in more than 800 processed contracts both electronically through the new Onbase system and in hard copy. CLAIMS: 146 Special Assessment claims were processed. 18 Personal Injury and 87 Property Damage claims. NEIGHBORHOOD We also receive and respond to various neighborhood cornplaints from COMPLAINTS: City residents. Summary As demonstrated by the accomplishments listed above, the OCA has proven to be an extremely active hub of a myriad of City of Lansing related matters. The collective goal of the OCA is to be recognized as a "trusted advisor" and respected as a law frnn of the highest quality. Page 121 of 138 AGENCY REPORTS Page 122 of 138 DOWNTOWN LANSING INCILANSING PRINCIAL SHOPPING DISTRCT Mindy Biladeau, Executive Director Department Description Downtown Lansing Inc. is dedicated to making Lansing a place where people want to be, by encouraging its businesses, neighborhoods, and stakeholders to build a dynamic culture known for its vibrancy, sustainable growth, and business friendly environment. DLI is an agency of the City of Lansing, which is overseen by an independent Board of Directors. DLI is responsible for the coordination of our local Main Street program and for the management of the Lansing Principal Shopping District (PSD). The Main Street Four -Point Approach® is a unique preservation -based economic development tool that enables Downtown Lansing Inc. to effectively revitalize our downtown and neighborhood business districts by leveraging local assets, including historic, cultural and architectural resources, as well as local enterprises and community pride. It is a comprehensive strategy that addresses the variety of issues and problems that challenge traditional commercial districts. This Four -Point Approach involves the formation and implementation of four committees—Organization, Design, Promotions and Economic Restructuring — each with distinct responsibilities. The Lansing PSD was created by local ordinance in 1996 to promote businesses in downtown Lansing through advocacy, cooperative marketing, special events, urban beautification and actively recruiting and retaining businesses within the district. The Lansing Principal Shopping District encompasses a sixty-four block area, which includes the capital city's central business district and Old Town Lansing. The district is generally defined as the area bounded by I-496 on the South, Capitol Avenue on the West, Larch Street on the East and Old Town Lansing on the North. Accomplishments in 2015-16 Downtown Lansing continues to undergo significant improvement with declining vacancies and a growing residential base; the district attracted both new residents and businesses in the last year. Installation of a new public art piece, additional planters, an expanded fagade lighting program and a sign and sidewalk furniture grant program all contributed to the ongoing elevation of the downtown district as a vibrant destination for visitors and community members. Page 123 of 138 Installation of signage in vacant storefronts, as well as targeted promotional campaigns and materials, leveraged findings from the downtown market study to highlight downtown opportunities and vibrancy. The info graphic below shows highlights from our nationally accredited Main Street program. 2016 PRIVATE INVESTMENT: $22,301,932 Program to date: $69,891,374 POPULATION (2010 Census): 2016 NEW BUSINESSES: 13 114,297 Prograrn io da c-: 4G 2016 VOLUNTEER HOURS: 2,282 program to dat +,. 4.,j �'_ �11 2016 FACADE IMPROVEMENTS: 9 Proaram to dale: 30 Michigan main %troy t XIS -201L ano,ol rs nnrt In addition, work was begun on downtown branding and wayfinding. DLI worked with partners, stakeholders and our consultants on the development of a downtown brand and design of a wayfinding system. The development of a destination brand for downtown is important as cities compete with other places for people, resources and business. Implementation of our place branding strategy is planned in the year ahead. Wayfinding is direction for people in motion. Infonnation and visual design come together to help people find their way through complex enviromnents more comfortably and more successfully. When implemented, this signage system will welcome and guide visitors to downtown attractions and parking. Page 124 of 138 LANSING ENTERTAINMENT & PUBLIC FACILITIES AUTHORITY Scott Keith, President & CEO L F0. P FA I .m+irr�; I titr;t.nn�rn nt is I'uhlic l.u;liti;+ 1u�1 n;tr Department Description The Lansing Entertainment & Public Facilities Authority (LEPFA) is governmental agency of the City of Lansing, providing professional management in the administration, operation, marketing and maintenance of the Lansing Center, Cooley Law School Stadium, Lansing City Market and other community/regional interest events and activities. Accomplishments in 2016 Lansing Entertainment & Public Facilities Authority (LEPFA) had an adventurous and successful year in reaching many of our goals for FY2015/16. The support of City Administration along with more regional collaboration continues to provide opportunities for economic development and growth. Parking challenges in proximity to our properties, limited hotel options, and increasing development of business/meeting/entertainment offerings continue to be challenges. Additionally, the City of Lansing and LEPFA renewed the operating agreement between the entities for another ten (10) years. Pon No% is LANSING 1, CENTER The Lansing Center continues to develop some new sales strategies and efforts as part of the plan to maximize the amount of use for the facility. The Lansing Center (LC) held over 313 events this past year with nearly 600 event days. Over 250,000 people attended events at the LC throughout the year. Implemented some signage improvements to the pedway, LC parking, and entrances. Completed an "active shooter" training with all staff. Instituted a new "customer recognition" plan that allows staff to recognize key customer contacts while on site for streamlining customer decision process. Contracted with Baird & Associates to perform a funding mechanism study of the LC. Over 100,000 lbs. of material recycled at the LC, and nearly 4,000 lbs of food donated to charity in our region. Our efforts of improving workplace safety through education and awareness helped decrease our accidents, claims, and loss of work by nearly 60%. Page 125 of 138 Cooley Law School Stadium had some additional minor improvements and complete replacement of the turf and warning track during 2016.During the 2016 season the Lugnuts saw 319,552 people in attendance (the 21" consecutive year of 300,000+ fans and welcomed the 8 millionth fan in team history!) and per cap spending of $14.66 in food & beverage, along with an additional $1.64 in retail per cap spending. This equated to an overall increase in revenues to the City of almost 13%. Special events at the stadium increased, including over 100+ "non baseball" events in the new year round venue "The View". Over 10,000 people attended the Taste of Country Concert, nearly 6,000 people attended the two beer festivals, and the first Color Run - night had 4,000+ runners finish at the stadium. Awards received this year included Best Ballpark Renovation by Ballpark Digest and Nick Grueser (Lugnuts GM) was named the Midwest League's Executive of the Year. The Lansing City Market continues to evolve into an eatery with event based destination activities. The continued development of the Rivertown Adventures group, now offering bike rental, Michigan based gifts, and soon to be Michigan based groceries and coffees, that compliments the kayak/canoe rental business that is thriving. The challenges of the retail economic climate and improvements to the area surrounding the market, along with an emphasis on merchants that are not fresh food based (but dependant on the consumer needs) will increase the traffic flow of consumers to the market. The addition of new events, activities, and attractions will continue to be the focus as we attempt to drive visitors to the market. The evolution of The Grand concert series has been a success and we are looking to grow this series of events to include additional music genres/dates and attract more people to the riverfront of the market for entertainment. Performance Measures/Financial/Economic Impact Lansing Center Customer Satisfaction Ratings Page 126 of 138 �ans iE Ij 'g �CitPYy Ma� ; �e s: a� The Lansing City Market continues to evolve into an eatery with event based destination activities. The continued development of the Rivertown Adventures group, now offering bike rental, Michigan based gifts, and soon to be Michigan based groceries and coffees, that compliments the kayak/canoe rental business that is thriving. The challenges of the retail economic climate and improvements to the area surrounding the market, along with an emphasis on merchants that are not fresh food based (but dependant on the consumer needs) will increase the traffic flow of consumers to the market. The addition of new events, activities, and attractions will continue to be the focus as we attempt to drive visitors to the market. The evolution of The Grand concert series has been a success and we are looking to grow this series of events to include additional music genres/dates and attract more people to the riverfront of the market for entertainment. Performance Measures/Financial/Economic Impact Lansing Center Customer Satisfaction Ratings Page 126 of 138 FY 2015 FY 2016 Satisfaction with the Staff 4.64 4.73 Satisfaction with the Facility 4.59 4.64 Satisfaction with Lansing Hotels 4.44 4.11 Satisfaction with the Lansing 4.43 4.41 (Based on a 5 point scale) Occupancy Contracted Used Occupancy Occupancy 2015 51.47% 54.30% 2016 47.43% 50.68% Difference 11.94% 13.35% National Avg 51.0% Hotel Room Nights (LC Attributable 2015 21,134 2016 24,304 Difference 3170 City Market Rental Occupancy FY 15 58.52% FY 16 76.22% Difference 17.7% Operating Revenues LansingCenter FY 15 $6,344,473 FY 16 $5,942,539 Difference ($401,934) Operating Expenses Lansing Center Cooley Stad. City Market $ 25,310 $ 108,210 $ 32,960 $ 100,414 $7650 ($7,796) Cooled City Market Page 127 of 138 Difference .09 .05 (.30) (.02) Total $6,477,993 $6,075,913 ($402,080) Total FY 15 $7,204,919 $336,587 $193,417 $7,734,923 FY 16 $6,911,373 $346,855 $155,939 $7,414,167 Difference $293,546 ($10,268) $37,478 $320,756 Net Position Comparison In 2016, the Lansing Center saw no significant improvement in our Service Ratings. Overall satisfaction with the facility improved by .08%, satisfaction with the staff declined by .12%, satisfaction with the hotels declined by .04% and the satisfaction with the City of Lansing increased by .O1 %. Revenues in 2014 increased over the 2013 revenues by more than 9%, and occupancy grew by 4.29%. Lansing Center was able to maintain itself at the national average for convention centers of like size (even in a year which is our lowest year of convention business cycle).Based on our continued revenue performance and expense containment, management was able to increase our net position by $191,519 at the Authority overall. During 2016, the Lansing Center had an overall economic impact of $64M, this decline is due to the cycle of business (particularly association convention business) that saw a dip in number of conventions and attendees. The Lansing Center had its highest amount of room nights attributable to Lansing Center business in over 10 years. Other facilities and events saw a slight increase in economic impact due to more events and attendees. Cooley Law School Stadium saw an increase in events in 2016 due to the opening of the year round event space (The View) and the continued allowance for the Lugnuts to produce additional non -baseball events. Event revenues increased $7650. Expenses increased by $10,268, mostly due increases in utility costs and some additional projects included with the renovations not covered by costs of renovation project. Net assets decreased by ($1,963). Lease payments to the City increased by 13% over the previous year. The overall economic impact of operations at Page 128 of 138 LansingCenter Cooley Stad. City Market Total FY 15 $ 838,624 $84,735 $13,381 $936,740 FY 16 $1,034,108 $82,772 $11,379 $1,128,259 Difference $195,484 ($1)963) ($2,002) $191,519 Economic Impact Lansing Center Cooley Stad. City Market Other events Total FY 15 $68,382,438 $12,823,205 $405,108 $3,911,218 $85,521,969 FY 16 $63,595,667 $12,989,906 $376,750 $4,106,779 $81,069,102 Difference ($4,786,771) $ 166,701 ($28,358) $ 195,561 ($4,452,867) In 2016, the Lansing Center saw no significant improvement in our Service Ratings. Overall satisfaction with the facility improved by .08%, satisfaction with the staff declined by .12%, satisfaction with the hotels declined by .04% and the satisfaction with the City of Lansing increased by .O1 %. Revenues in 2014 increased over the 2013 revenues by more than 9%, and occupancy grew by 4.29%. Lansing Center was able to maintain itself at the national average for convention centers of like size (even in a year which is our lowest year of convention business cycle).Based on our continued revenue performance and expense containment, management was able to increase our net position by $191,519 at the Authority overall. During 2016, the Lansing Center had an overall economic impact of $64M, this decline is due to the cycle of business (particularly association convention business) that saw a dip in number of conventions and attendees. The Lansing Center had its highest amount of room nights attributable to Lansing Center business in over 10 years. Other facilities and events saw a slight increase in economic impact due to more events and attendees. Cooley Law School Stadium saw an increase in events in 2016 due to the opening of the year round event space (The View) and the continued allowance for the Lugnuts to produce additional non -baseball events. Event revenues increased $7650. Expenses increased by $10,268, mostly due increases in utility costs and some additional projects included with the renovations not covered by costs of renovation project. Net assets decreased by ($1,963). Lease payments to the City increased by 13% over the previous year. The overall economic impact of operations at Page 128 of 138 Cooley Law School Stadium was nearly $13M. This is an increase of a little over $100K from the 2015 economic impact figures. The Lansing City Market continues to evolve its operations and offerings; occupancy increased by nearly 18% in 2016. Revenues decreased by $7,796. Expenses decreased by $37,478. Net assets decreased by ($2,002). The overall estimated economic impact of the City Market is $376,750; this is a slight decrease over the previous year mostly due to decrease in traffic to the market overall. LEPFA management continues to oversee the redevelopment process of the City Market into an urban market with a variety of offerings that the new residences and entertainment offerings downtown can complement. Overall Economic Impact for LEPFA managed properties and events were $81M. This decrease is due to the overall decrease at the Lansing Center and its' business cycle on association conventions. 2016 Highlights and Awards 17th Annual Common Ground Music Festival — The annual music festival at Adado Riverfront Park in downtown Lansing hosted nearly 40,000 attendees. Such notable artists/acts as Tim McGraw, Dierks Bentley, Jason Derulo, ASAP Rocky, Awolnation, and many more. Increases in sampling, marketing, and sponsor elements added to the festival experience. Weather events were a challenge this year as we had our second evacuation in the history of the event on the night of our largest crowd. 59% of ticket sales came from outside our region with 15% of ticket sales coming from outside the state of Michigan. Recycled over 3,000 lbs of material during the festival. Page 129 of 138 GLCVB — The agreement to share services on sales and marketing efforts has been renegotiated and is being implemented which should increase our sales efforts, decrease Lansing Center costs, and potentially increased the shared revenues. The CVB and LEPFA Boards meet combined at least twice annually to review the agreement and the success of the partnership; additionally, an Ad Hoc Committee representing both Boards are now meeting to work on issues relative to both parties. The continuation of the Customer Advisory Group has allowed both parties to review Page 130 of 138 practices, work on challenges, and seek out means to work more collaboratively to satisfy our customers' needs and achieve more results. Groesbeck Golf Course- The construction of the new drain system and renovation of two holes has had a significant impact on amount of play and subsequent decline in food and beverage revenue for the year. a Building Renovations — Stadium turf and warning track were replaced along with a new netting system that extends to the dugouts (per the new major league standard). Lansing Center is completing a re -fiber project for internet and additional wi-fi locations. Page 131 of 138 LEPFA U- Training sessions for staff are being held 2-3 times per year with each session focusing on a topic. This year topics included Customer Service, Safety/Security, and Wellness. The Grand Concert Series- Partnering with local media, business partners, and leaders, we were able to grow from just having jazz to incorporating some blues concerts as well. We also had to move our first concert indoors this year due to weather. The series kicked off with a shared concert between the concert series and Parks & Rec Departments' Concerts in the Park. Page 132 of 138 BWL Chili Cook Off- LEPFA helped managed the Chili Cook off for the BWL again this year. The event moved to the fall with much success. Nearly 7,000 attendees and 35 vendors participated in the annual event in Adado Riverfront Park. Page 133 of 138 Other Events/Items of Note — • Capital City River Run continues its steady growth at bringing runners and families to downtown Lansing in September for this annual series of running events (Kids run, 5k, %2 Marathon, and Marathon) that highlights the city. • The Lansing City Market continued to develop a variety of events throughout the year bringing traffic to the Market and downtown, including but not limited to: Beer sampling events, valentines dinner, game events, art events, and other holiday events. See The Grand Concert Series recap. • How To Halloween- LEPFA partners with local companies to put on this event that showcases the growing trends in Halloween decorations, costumes, and DIY projects. Page 134 of 138 'JAI i r I NtUGH FUNOY/ • Taste of Country Concert- event put on by Lugnuts and Townsquare Media at Cooley Law School Stadium. • Lansing Center was host to several key industry events in 2016: Michigan Lodging and Tourism Association annual convention and OrgPro (MSAE). • Reorganization of some departmental positions: moved all customer interactions personnel under one department creating a Sales & Services Department. This will streamline some communications and create some additional efficiencies/improvements for our customers and staff. • Silver Bells hosted their concert in the Lansing Center. 2017 Goals/Mission LEPFA continues to work on its mission to be an economic catalyst for downtown Lansing and the metro Lansing region. LEPFA is looking to increase the occupancy rates of the Lansing Center and Lansing City Market. Groesbeck Golf Course is seeing an increase in participation and food & beverage sales with an emphasis of attracting more golf outings, leagues, and players to enjoy the only public golf course in the City of Lansing. LEPFA and the Lugnuts will continue the efforts of offering affordable fun entertainment as part of Cooley Law School Stadiums efforts to be a community jewel. The Lansing Center seeks to increase its rental revenue and ancillary revenue by another 3% each. These additional revenues should allow for less subsidization and an increase in ability to attract more business while improving the facility and staff. The Lansing City Market is seeking to improve occupancy and customer traffic through working with existing businesses and attracting new business that provides products and services that are needed to coexist with more downtown residences and entertainment offerings. A new business Page 135 of 138 and marketing plan, along with rent structure, should allow for a growth for the market over the previous year. An emphasis on working with other companies and organizations towards the development of new events and entertainment offerings for the coming year will enable LEPFA to work on its mission as a catalyst to enhance both local and regional economic growth. Page 136 of 138 LANSING BOARD OF WATER AND LIGHT Richard Peffley, General Manager The 2015 annual report of the Lansing Board of Water and Light is not available at time of print but once available, will be online at: http://Ibwl.com/ Page 137 of 138 LANSING ECONOMIC DEVELOPMENT CORPORATION Robert L. Trezise, Jr. President and CEO The 2015 annual report of the Lansing Economic Development Corporation is not available at time of print, but once available, will be available online at: http://www.purelansing.coin/Ani-ivalReport Page 138 of 138